“Leadership is defined by results not attributes.” Peter Drucker
Checking progress with a client, I was told there was none. The leader in charge had tossed the question to his staff, received little reaction, and so they all agreed to send an email to a wider audience. Guess what happened. Nothing. There was no response there either. The issue involved multiple complaints about unclear roles and responsibilities between two groups. The question was simple: Where is the confusion? When I asked why they hadn’t just taken ten minutes to generate a list of specific circumstances that result in confusion, the response was, “That’s not his style.” Not his style? Excuse me????? What has style got to do with it? Style is irrelevant. “Leadership style” is a worthless concept. Effectiveness is what counts. Nonetheless, what I heard next was more excuses masquerading as “style.”
The best and most ambitious managers make things happen. I love their enthusiasm and energy. I love their eagerness to learn and improve. I applaud their great plans and accomplishments. And then I ask about the direction of the organization. Too often it’s like pulling the plug and letting the energy, the momentum, and even the speaking volume rush down the drain. Sometimes hushed tones express concern for the organization’s future. Sometimes embarrassment or lack of confidence permeates a confused answer. Sometimes the eyeballs roll, followed by an explanation of an inept or non-existent strategic process. These responses are indicative of two possible and extremely common conditions, both of which guarantee your best employees are wasting your resources and, very possibly, looking for a new job. There is no clear, viable strategic direction Your managers do not understand and accept the strategy and its implications Why is that such a problem, especially when your top talent is accomplishing so much? The following diagram ought to make that clear: The green oval represents activities that are highly important to the organization’s strategic direction and creating a prosperous future. The red oval represents activities that will have the greatest positive impact on current operational effectiveness. In very few cases will your future organization need nothing more than a more perfect and/or expanded version of your current operations in order to thrive. How relevant to your future are your current products, current customers, current markets, current employees, current processes, current sales and distribution channels, current facilities, etc.?
This New York Post article made me shiver. As extreme as this seems, let’s see what lessons might apply to your business! For this school, the goal is clearly to graduate, not to learn. Do you have objectives that have morphed into “check-it-off” milestones that add no real value to the organization’s real priorities? Do you strive for 100% procedural compliance instead of results? Forms filled out properly? On time submissions? Signed forms? Perfect attendance? Meetings that end on time? Whatever you are measuring, are you sure it contributes to your most critical goals such as revenue, profits, and customer loyalty? Do you reward “seat time” by paying people for sticking around instead of producing? How is that any different from graduating students just because they watch enough videos? Does your performance management system rate most everyone as “above average,” if not “exceptional”? Sounds a lot like this student who earned an 85 in chemistry: the program “made it less challenging and more understandable. We watched a video, answer a few questions, and took an online quiz/test. It was simple, and reasonable.”
With Cupid zinging love-tipped arrows through the air, I thought this would be a good time to warn you of the dangers. There are many situations in the workplace where love at first sight is common, but should be avoided. 1. When interviewing candidates for a job opening, sometimes you get lucky and start with a great one. But don’t fall in love at first sight, no matter how amazing the first candidate. Talk to at least a few more. Broaden your perspective. Sharpen your questions. Let the contrasts deepen your understanding of the characteristics most important to the position. 2. When considering your options, you should definitely dodge the arrow. The first options to surface, no matter the situation, represent old habits, perennial favorites, fads, and lingering ideas from most recent conversations, rarely great ideas. Take a little extra time to brainstorm. A wild and crazy pause can unleash far better options. A client struggling with next steps and batting oft-repeated options paused long enough to ask my advice. “Should we go with A or B?” My response: Neither. And that is when the conversation got interesting!
Ann, our day with you was a positive and transformative experience for the whole management team. It was highly focused, intense in the best possible way, and it felt great to be pushed as a team. I am completely happy with everything – from your style, to your process, to the pace of the meeting, to the outcomes. When budgets are tight, Executive Directors might say “we can’t afford a consultant”. I’m glad I said “we can’t afford not to have one.” Your assistance was not a luxury, it was a necessity. The day was worth every penny of your fee and then some. I am not exaggerating when I say “we couldn’t have done it without you.” We look forward to another opportunity to work with you. Ellie Donovan, Executive Director, Plimoth Plantation
The first ever Clarity Award goes to the Chipotle Mexican Grill in Westford, Massachusetts. Congratulations, Chipotle! After standing in line to get the burrito I was craving, I needed to ask if it was possible to get the rice without cilantro. The placard above the counter made a big deal about their lime-cilantro rice and I am no cilantro fan! “Yes,” was the quick answer. And he turned to grab a large pan of brown rice free of the little green shreds. Eyeing the other potential components of my burrito, I detected suspicious greenery everywhere. “Does the guacamole have cilantro in it?” I love guacamole. Why would they ruin it with cilantro!?!? “Yes, but I could give you an avocado!”
Do you remember the anti-smoking ads with horrid images depicting the consequences of smoking? Did they make an impression on you? They certainly got to me. One image in particular, along with the freakish voice, is probably burned into my brain forever. Those ads were undeniably powerful. But just because they were powerful doesn’t mean they were successful.
“A society grows great when old men plant trees whose shade they know they shall never sit in.” Old Greek proverb
Ann raised the bar, broke down old patterns, and shifted our culture. We have new tools, new shared language, and new non-threatening processes coupled with new group norms of acceptable and unacceptable behaviors. We are solving problems more easily and more collaboratively, utilizing our time more efficiently, communicating more clearly, and interacting in healthier, more productive ways. In addition, the silent minority have found a voice and a greater willingness to step up. Early in the process, Ann looked at our whole structure and quickly identified blockages and ways to free up our potential and energy, while also increasing our efficiency and accountability. I could go on; she has helped us in so many substantive ways. Several things set Ann apart from other consultants. One is her keen intellect, her ability to assess complex situations with many different dimensions and inputs and synthesize them into a cohesive and simple whole. Another is that she does not use a preconceived approach. She looks objectively, asks lots of questions, makes adjustments along the way, and is open to ideas and feedback so that she not only utilizes her own talent and insights, but also those of the people around her. Another unusual characteristic is that she is empathetic and caring but doesn’t let that cloud or prevent deep examination and difficult conversations. Furthermore, she has shown me that empathy and caring without clarity can be extremely detrimental to the organization. Personally, I really enjoyed Ann’s direct and honest feedback. Her no-holds-barred mirror and the tenacity to be heard led her to rephrase and explain until I got it, whatever it was. And while direct, clear, and persistent, she is also a pleasure to work with because of her humor and humanity. Ann is a true partner and really takes ownership of achieving… read more →