Leaders ViewPointe

U2 - Leadership Lessons from a Rock Band

There is nothing like a good rock concert to put the basics of leadership into perspective!   

U2, the world renowned rock band, performed in front of thousands of college students at New York's Fordham University and millions of viewers on Good Morning America on Friday morning, March 6, 2009.  Their performance was classic.  Their influence was profound.  And if you watched closely enough you may have realized that it took only a few moments and some very intentional actions to turn a screaming crowd of spectators into a quiet, focused mass of participants!

Bono, U2 lead singer, modeled for us seven basic leadership methods that can make a dramatic difference in how people participate or follow our lead.  He stepped to center stage, spoke just a few words as the music began and deliberately demonstrated what he expected from the audience.  The result was amazing. 

• He spoke:  "I hope you like our new direction."
• He lifted his hand high above his head and struck a confident pose.
• He began to move his hand from right to left, slowly and in time with the music.
• He told the crowd to follow his actions.
• When everyone was moving in unison, he changed his open hand into the sign of peace.
• Bono told the crowd to do the same.

They did!

And when the crowd was totally involved, the band delivered what everyone was expecting - a new song by Rock n Roll Superstars!  But they got more than what they expected; they were led into an experience that moved them from being simply individuals gathered in the quad at Fordham University into a community of like minded people hoping for the world to be a better place.

How did U2 get everyone together -- in rhythm with each other?  The seven basics of good leadership:

1. Clearly state your direction and intentions.
2. Confidently show others what you are expecting.
3. Then, invite them to join you.
4. Give them time to get in sync with the plan.
5. Once they have the idea, show them the next part.
6. Tell them how to do it with you.
7. Deliver on what you promised!

If you are in a leadership role and trying to move a group of people from a chaotic collection of individuals into a cohesive team of people who might actually be able to make a significant difference in your workplace, community or the world, put these seven basic skills into practice!  Take center stage, be a person of fewer words, model what you expect, give them time to come together and your influence will be "rock-star" profound as you lead them to amazing results.

Check out the video at YouTube

Looking forward to your thoughts and comments.  -  Steven Iwersen

How To Lead Others Through A Tough Decision

Every leader I know would rather invest time inspiring people to a great cause, then to spend time trying to convince them of the greater purpose.  And all too often, when going through tough times and having to make tough decisions, we slip into the "error of emotional economy."  Let me explain by asking you to re-read the first sentence of this article.  What words reflect terms of economy?  

You're right.  The words invest and spend.  Isn't it amazing how quickly we shift in our minds to a negative posture when we know that the choices we make may not be popular and somehow we have to help others embrace those choices?  We rapidly shift from investing in the emotional economy of good people, to the spending or expense of time that we feel is too precious to waste.  And here is the danger point:  those we lead can tell if we are investing in the process with them or if we're just giving lip service.  Creating the time to invest in your people by leading them through a process will generate strong returns of trust.  Spending that "trust fund" by leaving them out of the process will prove to be a costly mistake.  

There are 5 Key Steps to Leading Others Through a Tough Decision.

State The Obvious.  When dealing with difficult issues (i.e., budget, missed goals, any crisis, etc.) cut to the chase and tactfully define the problem.  A one sentence statement is all you need; not a whole report with footnotes.  Way too often leaders are busy trying to find the "soft" version of the problem and they run circles around the real issue creating more confusion, shifting blame, and insulting their team members intelligence.  Get to the point, then you can get to the possibilities!

Sort Out The Options.  Once you've put the obvious into a one sentence statement, you've moved yourself and your team beyond the greatest time wasters of denial, blame, and excuses!  With all that behind you, now you can begin to gather ideas of what to do next.  Look for options that are forward thinking.  No "if only" scenarios are allowed.  "What if" possibilities are the options you want on the table.  Ask your team members to contribute their insights.  Sort out the best by looking for things that invest in emotional economy as well as the economy of execution (how quickly can we begin to take action and see results).

Select The Optimum Good.  Choosing the best option is where genuine leaders step up and make the call.  We may be able to build a team concensus or we may have to make the choice alone.  One thing is consistent: we must always consider which option is the most beneficial.  Even if that means added risk, multiplied responsibility, and the subtraction of people who have divided desires or intentions.  We must look for what brings the optimum good for all involved.

Share The Objectionables.  Don't pretend that everything is perfect or that your decision is the golden bridge to success.  Admit that there are rough edges and sacrifices to be made. Open discussion of the things that are uncomfortable shows your team that you live in the real world and not in some leadership la-la land.  Remember that the best outcomes, come out of forthcoming conversation.

Show The Way To Desired Outcomes.  Simply put - roll up your sleeves, pick up your shovel, and start demonstrating what can be done!  When we Show The Way, people begin to find their way.

Starbucks Leadership Says Its Time To Close The Doors!

We just returned from a weekend in Seattle. The weather was incredible - sunny!  The experience was spectacular!  And Starbucks was everywhere!  That is not an exaggeration.  Everywhere you turn a Starbucks is there to welcome you.

The original Starbucks store in Pike Place Market (opened in 1971) has not changed much over the years.  The decor, coffee, staff and experience are much the same. However, the Starbucks Company has been going through some significant changes in the past few months.  Driven mostly be a drop in stock values, the Board of Directors chose to put Founder and past-CEO, Howard Schultz back in the top leadership position.  Howard is a leader with a passion; a passion for coffee, empowerment and community.  Watch during the next few months and you'll see the changes unfold right there in your favorite Starbucks!

The most obvious shift you will see is a renewed focus on the basics – the basics that made Starbucks a household name and changed the way we “experience” coffee.  It is no longer a tin can commodity it is a vital part of community.  What basics will Starbucks CEO expect the company to embrace?  Coffee expertise, consistency, employee empowerment and training, and the customer experience known as the “third place”.   Schultz sees these things as non-negotiable.  They are the essence of a relationship that he believes must be established with the employees, in order to enhance the relationship with the customer.  As  Becky Carrol stated in her blog, "Starbucks is putting its employees front and center in their effort to transform the customers experience."

We don't have to look far to understand what is driving this leader.  Howard Schultz wrote in his book Pour Your Heart Into It (1997) the following:

"There is no more precious commodity than the relationship of trust and confidence a company has with its employees."

"The head of a company can't, and shouldn't always be the cheerleader.  He has to be willing to let his people see the weaknesses and the pain, as long as they understand them in the context of the company's greater accomplishments.

When the chips are down, it's wrong to give a rah-rah Knute Rockne speech. People want guidance, not rhetoric.  They need to know what the plan of action is, and how it will be implemented.  They want to be given responsibility to help solve the problem and the authority to act on it."

These are great insights.  It is easy to say, harder to implement.  Vision is important for employees to understand, but it is equally vital that they be given an action plan and permission to pursue it.  Great leadership recognizes when to talk, and when to deliver!  Solutions are not always found in one more motivational talk, but in the opportunities of empowerment.  (In the Seattle Post-Intelligencer you can read Howard's memo to the employees for more insight into his commitment to them and his openness to their input.)

Are you ready for this?  Starbucks is getting ready to close the doors.  On February 26, 2008  over 7,100 stores around the nation will intentionally lock the doors at 5:30 p.m. and cease operations.  Don't panic, this is only for a few hours.  The purpose: to train and revisit the basics as well as ideas for improvement.  Will it result in a better cup of coffee?  Probably, but more importantly it will create a better sense of responsibility and ownership among the employees for the experience you and I have on a daily basis.

Melissa Allison, reporter for the Seattle Times wrote in the February 12, 2008 edition:

In an interview last month, Schultz said he was committed to "reinvent and reinvest in training the likes of which we have not done."

"I think our people are the reason we've been successful," he said.

"The equity of the brand is based on the experience they create, and we want to unleash that creativity and that passion.  They have it.  We just have to give them the tools and the resources for it to come out."

Leaders ViewPointe:

1. Change is inevitable.  Successful leaders create stability during times of change by helping everyone get focused on the essentials that make the company great.
2. The leader has a passion that is well-stated and well-worn through personal application.
3. Growth leaders in every industry know and build on the truth that trust and confidence in the relationships are the key to a healthy organization.
4. The greatest solutions and sustained growth comes from building opportunities through the right training.  (According to Joseph Michelli Starbucks consistently invests more in training, than it does in advertising.)
5. Great leaders communicate with clarity - not just vision but also plans.  They are also open to the insights of those they lead.

Howard, I raise my Pike Place Starbucks mug to your success!

Send me a note or comment about your thoughts on the above ViewPointe's by clicking on the Headline above.

Reflection: How Leaders See Reality

Reflection.  Intriguing word.  What is the implication? 

To reflect is to observe the “image” of reality.  A mountain lake reflects the image of the sky, mountains, and trees.  The moon reflects the light of the sun.  A mirror reflects the image of whatever is near.

Reflection, as a personal intellectual exercise, is to observe what is perceived as our reality.  It is looking closer and noticing, with intentional care, the truth of what exists in our life.

Intentional Leaders regularly take the time to reflect on what is near:

• their priorities and time management,
• the morale of the employees,
• the satisfaction of the customer,
• the financials,
• and even mistakes made along the way. 

This information gives them insight for better decision-making and for taking responsibility.

Poor leaders are more concerned with their “image” and spend little time in personal reflection exploring how their actions and interactions impact the eventual outcomes.  Taking time to reflect is perceived as a waste of time, because they couldn’t possibly need to improve; besides, all of the problems are really someone else’s fault.

Ineffective Reflection is looking only at the perceived image or our interpretation of the truth.  This leads to poor decisions; or worse yet, a false sense of contentment that leads to complacency. Effective Reflection allows us to consider the validity of perceptions (our own and others).  It allows us time to learn from the journey, the mistakes and the right actions.  And times of reflection give us a “ViewPointe” in which to look for new opportunities.

One point of caution: if we spend all of our time observing the reflection, we will miss the majesty of the real thing.  What a shame it would be to hike through the mountains to a glacial lake only to look at the reflection and never look up to see the mountain itself!

Take some time this week for some personal reflection.  Are you on the right path for developing others?  Are you on track with your career goals?  What's working and what needs to change?

Take some time this week for a "team-development" reflection.  Facilitate a discussion with those you lead and find out what they perceive.  The discussion could be very empowering and improve the overall focus.

Preparing The Future Is Better Than Planning For It

Great leaders prepare.  They can see the big picture while keeping focused on the essentials, even in the midst of chaos.  They help their businesses and organizations anticipate future trends, set backs and opportunities.  Great leaders pay attention to the current conditions as well as the strategic next steps.  Present execution and future preparation go hand in hand.

Even though great leaders are looking ahead, very few look beyond their leadership influence.  Most do not consider the strategy of succession until it is looming upon them.  It is wise for us to start considering key questions about future leadership as early as possible.  Leaders that give attention to this critical element of preparation have a different definition of success and exemplify a deeper commitment to those they serve.

Forty-five leaders from the United States, Canada, Australia and South Africa, gathered in Phoenix, Arizona just a few weeks ago.  This group represented the new leadership team preparing to take lead in their respect regions for the National Speakers Association.  I spent three days with this incredible group of men and women, experiencing a level of training that was outstanding.  Most of us had never met before; and yet within a few hours we had established a connection that will last a lifetime.  We merged different backgrounds, cultures, expertise, and personal history into a common experience.  The training helped us understand our history, gave us tools to manage the process, and inspired us to lead creatively. None of this was haphazard.  This meeting was intentional.

The leadership of the association understands the value of preparing future leaders.  They invest a substantial amount of their time and resources into succession.  They believe in it so deeply, the leaders conducting the training do so at their own expense!

 

Great leaders are prepared.  Succession planning must be met with successful preparation.

It is one thing to talk about whom you think will make a good leader in your business; it is a completely different thing to actually prepare them to be great leaders!  While you are balancing the current challenges and seizing new opportunities, make sure that you are intentionally equipping new leaders.

Leaders ViewPointe:

1. It is my responsibility as a leader to develop a plan of succession.
2. “Succession planning must be met with successful preparation.”  What are we doing to develop new leaders?
3. Key Elements for Preparing Leaders: History, Process, and Permission to Lead.
4. I need to ask: “What is my definition of success?  Is my commitment level evident to those I lead?  Am I willing to develop others, even at my own expense?”

I would love to hear what you are doing to prepare future leaders.  Please click on “Comments” below and submit your ideas for further dialogue with leaders around the world.

The Secret To Economic Growth - Make A Bigger Pie

Take just a moment and read the following insights written by a wonderful man by the name of Cavett Robert.  This was a note sent years ago to a client of mine.  It has a very special meaning to me today; and its message is still very relevant. 

Cavett titled this: Learning, A Journey, Not A Destination

I keep a cartoon on my office wall showing an ole half-wit farmer standing in the middle of his field with a rope in his hand.  As he scratches his head, looking like a tree full of owls, he can’t remember whether he has lost a cow or found a rope.

Unless we are constantly studying and learning in order to keep pace with changing times we shall soon be like that farmer.  We shall be wondering whether we have lost our economical directional compass or whether we have found ourselves in a new world of circumstances we do not understand.

Success is a journey – not a destination.  When we cease to grow we begin to die.  We cannot train ourselves, put it in a bottle and put it on a shelf.  What was right and plausible yesterday is questionable today and might even be wrong tomorrow.  We cannot operate today with yesterday’s methods and even be in business tomorrow.

-         Cavett

At the end of the note, he had written a personal greeting that said: "Hope all is great with you.”

That truly was the spirit and attitude of this great man.  The article was a true expression of his personal mission and authenticity.  He found simple ways to convey necessary truth, and challenged everyone to take responsibility to improve their lives.  And the personal note at the end revealed his most cherished desire, that things would be “great” for everyone he knew.

What makes this so special for me today?  Cavett Robert was one of the founding members of the National Speakers Association, and NSA has designated November 14, 2007 as the “Spirit of NSA Day.” (Click to see NSA President Marc LeBlanc announcement.)

Spirit of NSA day serves as a reminder to NSA members, encouraging them to:

·        Focus on giving back;

·        Provide genuine support to speaking colleagues; and

·        Take time to connect, help, mentor or refer business to other members without any expectation of reciprocation.

One of Cavett’s favorite ideas was to “make the pie bigger.”  He believed that instead of competing for business, i.e. fighting over a few small pieces of a pie, we should work together to make a bigger pie that would benefit more customers and increase business opportunities for all the members.  Instead of fighting for market share, we should share the market.  It all began with a handful of speakers in 1972. Today, more than 4,000 members of the NSA are experiencing the results of that business model.

Cavett Robert would be 100 years old today.  And I’m positive that if he could offer you a personal note of encouragement, he’d write:

Hope all is great with you!

Bosses Who Need Leadership CPR

I was in San Francisco last week, speaking at a leadership seminar.  The participants were middle managers, eager to wrestle through the challenges of leadership and hungry for new ideas on how to better work with their employees.  There was one thing I could not give them – better bosses.

In fact, that is what I hear everywhere I go:

• “My boss needs to attend this seminar.”
• “Our upper management doesn’t have a clue what they’re doing.  They are constantly undermining our efforts and we spend most of our time putting out the fires they start.”
• “My boss wants us to take initiative, but never supports us when we do.”
• “My boss thinks she’s a leader, but she’s not.”

Do you have a boss mentality or are you perceived as a thoughtful leader.  Most bosses think they are leaders, but they do not act like authentic leaders. The process in becoming a thoughtful leader is to start with a change of mind.  Change your mindset, and you will change your behavior.  Change your behavior, and you can change the minds of your employees. 

What should a boss start thinking about?  Exchanging a control mentality for a trust mindset.  The boss that thinks the only way to get the desired results is to control everything, will soon discover that seldom works.  In that environment trust is depleted and the lack of creative oxygen leaves employees lethargic or looking elsewhere for a place to breathe.  People want to work for leaders who know how to administer “Leadership C.P.R.” = Creativity, Permission, Release.

Jennifer Rich wrote a great article for Bosses Day in the Bradenton Herald on Tuesday, Oct 16, 2007:

Are bosses the beacons of leadership they should be?

Many bosses follow the bad patterns they have seen from their bosses in the past, said Richard Hadden. "They don't think its effective (management) but they don't know what else to do," Hadden said. "They want to exert control but control is less effective than influence."

Allan Cox, who has recently written "Your Inner CEO: Unleash the Executive Within," has found that successful CEOs have three important characteristics - they are authentic, candid and can be trusted.

"What really matters in this day and age is a CEO who is truly collaborative," Cox said. [People] don't want to have orders barked at them. Instead they want to feel as if they are working as part of a team.

It seems these days we are long on managers and short on leaders, people who can truly inspire and create an impression on those they lead.

"People don't need a boss as much as a leader," Hadden said. "The job of a leader is to be clear and let employees be creative. You have been appointed, not anointed."

You can read the whole article at http://www.bradenton.com/business/story/172739.html

I contend that people don’t want a boss, they want a leader who will give direction  according to the mission of the organization and invite them into the process of successful accomplishment.  That is possible when the leader is trustworthy and trusts others to have worthy contributions. 

Allan Cox gives us a practical challenge on this matter: 

Today’s model isn’t the leader who makes things happen, but the one who lets them happen. Leaders who inspire us are those who shed their attachments to old habits and outworn “convictions.” Such attachments include shallow slogans, biases, blaming others, complaints of circumstance, chasing fads, denying failure, faith in consensus, fake roles, false goals, over-reliance on strategic planning and the pretense of vision as clairvoyance.

Today’s leader courageously releases his most addictive attachment: the illusion of control.   http://yourinnerceo.blogspot.com/ 

I concur.  Leadership multiplies in momentum when we think correctly and act accordingly. The actions of intentional leaders will be measured by their:

• encouraging other’s Creativity in the process,
• giving Permission to take responsibility, and
• Release of control.