Manager Buzz

June 14th, 2008

Listening Between the Lines

Posted in University Of Management

Have you seen the tee-shirt with the slogan, “Talk to the hand ‘cos the face ain’t listening?” Do you feel it’s like this sometimes when you are trying to get through to people? But just how good a listener are you? Do you actually “listen between the lines?”

So often we hear about a problem, and immediately jump in. We want a quick fix. However, we are inside our own head, and make no attempt to get into the head of the other person.

As a leader of staff it is very challenging to keep quiet, and to listen. This is the key, though, to getting the best out of your workforce. Take the time to listen to what they are saying.
What motivates them? What are they putting up with at work? What issues really concern them?

As a parent, or as a partner, we become mindful of our own listening skills. So often, lack of time, and stress in our lives get in the way of listening to those close to us. We hear, but we do not understand.

It is always tricky being around adolescents with their notorious mood swings. And yet, if you take the time to listen to them, to participate in their lives, you may discover a real friend. The key is to put your own issues on hold, and to get to know the child at his or her level.

My teenage daughter and I were talking about the bombings in London in July. Her value set was obviously challenged. I made time and space to listen to her, and let her drive the conversation. As a result, I was able to build up her trust. A stronger relationship between the two of us emerged.

This is no different from what you could achieve with your own staff. Let them know your door is always open, that you are open to discuss any problem they might have.

Be careful about how high you set expectations. Do you give the impression that you just want to get the job done? Do people feel that you are so focused that you would not listen anyway?

By taking the time to listen you will be able to address their grievance, and move on together. Everyone will be happier, and you will have laid a real foundation of trust.

Julianne Kuhlmann, founder of Kool Results Coaching, offers Leadership Coaching and Consulting services that are tailored to meet the personal and professional development needs of leaders and leadership teams. Julianne provides individual and team leadership coaching, as well as a variety of workshops on leadership development. Contact Julianne at info@koolresults.com.au, and visit http://www.koolresults.com.au

May 31st, 2008

The Howl Issue #3

Posted in University Of Management

I hope everyone had a great Thanksgiving and looking forward to an even better Christmas. I personally am now getting into the Christmas spirit after spending all day Saturday and most of Sunday putting up the lights outside and helping decorate the tree. As this year comes to an end and we celebrate the holiday season, most of us have a lot to be thankful for. I know I count my blessings everyday and look for opportunities to reach out to others that may need help, support or encouragement. Have a wonderful holiday season and a prosperous New Year. Reach out to someone.

If you missed Issues #1 & 2, e-mail: rick@ceostrategist.com for copies of these issues.

This month’s issue contains:

• The Housing Bubble — Is It Finally Ready to Burst?”

• First in a series on “The Challenges Facing Family Owned Businesses”

— How can you turn over your business to your children without creating chaos?

• Kids and Guns

• 15 Revealing Questions To Ask A New Sales Candidate

• Client Corner — “My Kids Can’t Cut It”

The Housing Bubble — Is It Finally Ready to Burst? —- Economists have been predicting the burst of the bubble for the past five years. Every year they have been wrong. 2005 was supposed to be the year when things really started to slow down. Low and behold, 2005 was another banner year. Those in the building supply business are sitting around smiling as they count the profits. I am not an economist, thank God, but maybe, just maybe the economists are going to finally be right as some signs are beginning to show that may indicate a slow down in the housing boom. And of course, the auto industries problems, specifically General Motors with their recent layoffs and plant closure announcements just adds strength to this conjecture. What’s the old saying? “So goes General Motors, so goes the economy.”

Sales of existing homes fell almost 3% in October and the decline could have been higher except for the demand created by the surge of Hurricanes, especially Katrina. The level of unsold homes in October was at its highest peak in nineteen years. Some of this may be attributed to the fact that prices have risen at a pace not seen in twenty five years. A chief real estate economist stated; “The housing boom has likely passed its peak. (We have heard this before) The boom is winding down. I expect continued softening in housing.” (David Lereah, chief economist for Realtors.)

Economists also predict that the buildup of unsold homes across the nation would dampen the surge in prices that saw 69 cities report double digit price increases this summer compared with third quarter 2004. Another prediction is an additional point increase in interest rates by June of 2006 which could create a slow down in price increases to about 5% next year.

In reference to new construction, it also has shown signs that the bubble may be ready to burst. Housing construction and new building permits were down sharply in October. The Commerce Department reports that construction of new homes and apartments fell by almost 6%, which was the biggest decline in seven months. Applications for new building permits fell almost 7%, which is the biggest decline in six years. Nariman Behravesh, another expert chief economist stated, “We are likely to see a steady downward trend in housing activity over the next few months. Mortgage rates are at the highest level seen in more than two years.” National Association of Home Builders said a new survey showed builder optimism fell in November, the largest amount since the September 11th terrorist’s attacks.

So, is the bubble ready to burst? Many economists seem to thinks so. However, the statistics cited have been cited in the past. The predictions of a bubble burst have been reported in the past. On the other hand, some economists disagree at least partially. David Seiders, chief economist for home builders stated that he believed that sales of both new and existing homes, while still setting records for a fifth consecutive year in 2005, will only see a small 5% decline in 2006. This would represent a very soft landing (5% is not much considering the growth we have experienced over the past five years). Do they really know? Who knows? Maybe that’s why Roosevelt said he would only deal with “One Armed Economists.” So they couldn’t say, “On the other hand”…

Be cautious in 2006. Don’t panic but don’t bet the farm. Initiate a contingency planning process. If you don’t need the plan in 2006, so what, sooner or later the economists might get it right and that contingency plan that you have tucked away will become invaluable.

__________________________________________

First In A Series On Family Owned Businesses—— In 2006 we will try to cover many of the issues and challenges in “The Howl” that face privately held family owned businesses.
Every family owned business faces difficult challenges. Readers are encouraged to e-mail rick@ceostrategist.com with comments, questions and topics for discussion related to the challenges faced by family owned businesses.

How can you turn the business over to your children without creating chaos— This is probably the toughest question any business owner that has family working in the business will ever face. However, the answer is simple. The answer is….. It depends. It depends on how well you (the owner) have prepared yourself and your child for this transition. Have you planned this out? Has your successor been trained, developed and prepared for the transition? This is pretty easy if you only have one child in the business and he/she just happens to be the next Jack Welch of wholesale distribution. This child has worked outside the business for someone else for a minimum of five years. They have completed their MBA and they worked their way up in your organization starting in operations or customer service. They don’t walk around with their silver spoon visible and they don’t wear their family title on their sleeve. “Piece of Cake!”

Let’s face Reality— That scenario, although it certainly does exist, is the exception and not the rule. In most cases privately held businesses generally have several family members working in the business. When the president has more than one child in the business, things start to get more complicated. Before we dive into that challenge, “How do we select the next President?” let’s review a few statistics.

• Family business is the driving force behind the US economy providing over 50% of our employment

• 59% of family owned businesses have only 1 or 2 owners

• 25% of family owned businesses surveyed in 2004 stated they would seek non family member CEO’s for succession

• Key areas that family owned businesses seek advice and counsel on include:

— Strategic Planning

— Organizational Design

— Operational Effectiveness

— Leadership Development

— Succession Issues

— Compensation

— Sales Effectiveness

— Risk Management

Now, how do you decide on who should be the next President? If you are not one of the lucky few described in the opening scenario and you have multiple family members working in the business, your stress level is already at a high point. First, many if not all family members working in the business have feelings of entitlement to some degree. This is generally true of at least one if not all of the president’s kids. Choosing the next president becomes even more difficult if the children have used their name as a title instead of the actual title of the job function they performed and the position they hold in the company (This is often unintentional and some kids don’t even realize it). This difficulty increases exponentially if none of the kids have demonstrated a high level of competence, respect for all employees, leadership skills that pattern the servant style and at least some promise of potential to fill the president’s shoes.

Although the majority of parents would prefer that their children take over the business and carry on the family legacy, this is not always the best option available. I know it is difficult for any parent to admit that their child may not possess the skill sets necessary to take over as President of the company. However, that situation actually does exist in many family businesses.

What are the options if Junior isn’t ready? — The first two questions to ask yourself are: “Will Junior ever be ready?” “Does Junior have the ability to learn how to become President?”

As difficult as it is to accept, your answers to these questions alone are not good enough. If you have a Board of Directors, you should solicit their input and recommendations. Hire a Human Resource Consultant to do an assessment of not only Junior but other executives in your organization that may be qualified for the Presidency. Conduct 360 degree reviews to get input from peers and subordinates. Precisely define the Presidents role and responsibilities and match these requirements to Junior’s skill sets. If you don’t have a board, create one before the transition. Include the following action items as part of the transition plan:

• Create a development transition training program for the new President (This should be designed as an internship)

• Clearly define the former Presidents role after the transition. Will he remain and come into the office? Will he become Chairman of the Board? What responsibilities will the former President retain?

• Manage the expectations of other family members. Do not allow family tension to create tension in the business. This could lead to employees taking sides.

• Use your attorney to cover all legal issues

• Create a real Board of Directors

The Family business can be complex— The family business structure can be complex and confusing. This is especially true when numerous family members work in the business. The business is composed of interdependent relationships between functions and people that depend on the ability to work toward common objectives. A family owned business with multiple family members has twice as many opportunities for mistakes, resentments and complacency. Teamwork is essential and effective communication is critical. It is of paramount importance that employees are recognized as the true reason for success. Family issues must not penetrate the business environment. Holding family business meetings, off site, on a regular basis is highly recommended.

These meetings should be used to air feelings, check boundaries and clarify roles and responsibilities as they are being played out. The President must keep his finger on the pulse of the company culture and environment. Family members must be challenged as issues arise that are detrimental to the long term success of the company. Some companies create a “Code of Conduct” just for this reason. Regular confidential employee surveys are also a useful tool in this regard. (E-mail rick@ceostrategist.com for a complimentary copy of “A Guide to Leadership Succession in the Family Business”)

It’s your company, it’s your legacy and when all the cards are played it is still ultimately your decision. Listen to your employees, listen to your executive team, get some outside advice and then —– trust your instincts as a professional business person. Remember, you can always sell the business or bring in an outsider as President.

__________________________________________

Kids and Guns —— I’m probably going to get a lot of negative feedback about this but so be it. Just prior to sitting down for Thanksgiving dinner I was reading the local newspaper and came across an article titled, “How young is too young to hunt?” The newspaper had a picture of a young boy, 6 years old holding a .223 caliber rifle with a scope. He was all dressed up in camouflage gear. The article talked about this young boy killing his first deer when he was five years old with one shot from his .223 caliber rifle. The boy himself was excited as he talked to the reporter.

“I shot it right behind the front shoulder. Dropped it right in its tracks,” the boy said. This boy of six stands 4 feet tall and weighs 50 pounds. He’s a good student that earned an award for responsibility in kindergarten that year. KINDERGARTEN!

But he’d rather be hunting. “I like it,” he said. “Shooting a gun and shooting at the animals and killing them.”

The article went on to talk about an eight year old girl that made headlines last month by shooting the first black bear of the season. This was in Maryland and there is no minimum age limit for hunting. You have to be sixteen or eighteen in most states to drive a car but you can shoot a .223 caliber rifle with a scope at 5 years old. Now, I have to say that although I am not a hunter, I am not opposed to hunting. I am also not opposed to guns. I own one myself. After all, it’s legal to carry a concealed weapon in Florida (It’s a matter of state pride that we return fire in a drive by!) But, I do shudder when I think about a five or six year old in the woods with a .223 caliber weapon, even if they are with their Father who may be an expert hunter. A .223 caliber rifle can kill someone or something a mile away. Beyond that, how do we determine that the maturity level and the responsibility level of a six year old are such that what is learned about weapons in the woods stays in the woods when that child begins to mature?

Yes, the federal government spent a lot of money on a study that said, “Guns do not turn children into criminals.” This study concluded the best way to reduce firearm related violence is to buy them a gun and teach them how to use it responsibly. Give me a Break!

Let’s not forget, guns are unregulated consumer products. In Texas guns are said to kill six children and teenagers every week of every school year. I personally believe that guns and kids are a volatile combination. Between 1996 and 2000, 1,541 children died in Texas from gun violence and for every child that died, four others went to the emergency room for gun related injury. Six out of ten child suicides are completed using guns. And this is just in Texas.

To close my RANT and OUTRAGE about a five year old with a .223 caliber rifle, I want to site a project called the “Lion & Lamb Links”. This was a study that asked the question, “What do you think your pre-schooler would do if he or she found a real gun—- after repeatedly warned NOT to touch a gun.” The results of this project are shocking.

First a police officer was brought into a class of 60 children. His message was clear and precise. “Don’t touch guns — they are deadly and dangerous. If you see a gun, leave the area. Tell an adult.” The children were asked to repeat his words and they could answer his questions. They were later left alone with disarmed guns and the majority of the children picked them up and shot everything in sight. This was reported by Hardy in a NY Times editorial.

The second study with a different group of children lasted five days. The children were instructed on how to make good choices, how to resist peer pressure and how to distinguish toys from dangerous objects, guns. The results were the same. When left alone the children began playing with the guns just as group one did. Most of the six year olds could tell the difference between the toy guns and the real guns but they played with them anyway.

Ask yourself, would your kid play with a gun, even if you trained him in the woods to hunt? Does your six year old have the maturity to handle the knowledge about something as deadly as a gun?

I apologize in advance to my gun distributor friends. But I’ve got to say, I would be awful nervous hunting in the woods knowing there were 5, 6, 7 & 8 year olds in those woods with loaded rifles. In fact, you won’t catch me near the woods during hunting season.

_______________________________________________________________

15 Revealing Questions To Ask A New Sales Candidate

1. Tell me about why you want to succeed at sales.

2. Where does your sales passion come from?

3. What is the last sales book you read?

4. Tell me about the last book you’ve read on creativity.

5. Tell me about the biggest sale you ever made.

6. What was the biggest reason you got it?

7. Tell me about the biggest sale you lost.

8. What do you say when a prospect says, “I want to think it over”?

9. What do you say when a prospect says, “I’m satisfied with my present supplier”?

10. What do you say when a prospect says, “Your price is too high”?

11. How often do you listen to or read personal development information?

12. When did you attend your last seminar?

13. How do you improve your presentation skills?

14. What is your most creative approach to follow-up?

15. Give me your 30-second personal commercial. Your elevator speech.

These are just a few examples to get you started in the interview.

__________________________________________

Client Corner

Rick

I just turned 70 years old. I am ready to turn over the reigns of my company to one of my three sons. I own a ____parts distributor with revenues that should exceed $48 million by year end 2005. All three have worked in the business for the past 15 years. I don’t want to sell and I really want one of my sons to carry on the family legacy. My problem — I don’t know which son to hand the Presidency to. I hired a consultant to do an assessment to help me make a decision. The consultants, after doing a battery of tests and interviews determined that my current Vice President of sales is the only internal candidate that is qualified to take over as President. This gentleman has been with me for 25 years, he’s a great guy, and I have no doubt that he can do the job but he is not one of my sons. To complicate matters even more, the son that I was leaning towards handing the Presidency to got the worst rating of anybody on the 360 degree review. In fact, the consultant privately advised me that I should consider getting this son out of the business before my transition into retirement. They also advised that one of my two remaining sons may be able to step it up and take over the reins in three to five years. He is 45 years old now. I can’t wait that long to retire. What do you recommend?

George —— Mid West

Dear George:

You are facing quite a dilemma. Obviously, the easy answer is to sell the business. However, I take it from the passion in your memo that you will not consider that option. At 45 years old your son should be ready to take over as president now. If he is not ready now, chances are not great that he will be ready in 3 to 5 years. You haven’t done a very good job as his coach and mentor. That being said, if you are adamant about one of your sons taking over the business you might want to consider this scenario. Appoint your VP of sales as your successor with the understanding that one of his primary responsibilities is to develop your son to take over the company in three years. Make sure that you are generous to this VP in constructing a contract that makes him well if something happens to you and your sons decide to throw him off the bus. If your son doesn’t develop enough to really run the company in three years, you might consider leaving your former VP of sales in the role of President and appoint your son CEO. He could be the outside face for the company, carryon the family name but have your President run the business on a day to day basis. This assumes that your son is willing to play that role and supports the President in his day to day role. It is not the ideal solution but it is an option that can be considered. However, be very cautious in determining what your sons are willing to accept and how they will react. A family legacy means nothing if the business goes down the tubes due to internal strife caused by intolerable family issues. This is a short answer that requires a lot more discussion.

Good Luck and let me know how things progress.

Rick

http://www.ceostrategist.com E-mail rick@ceostrategist.com for prior issues of The Howl. Dr. Rick Johnson (rick@ceostrategist.com) is the founder of CEO Strategist LLC. an experienced based firm specializing in leadership and the creation of competitive advantage. Rick received an MBA from Keller Graduate School in Chicago, Illinois and a Bachelor’s degree in Operations Management from Capital University, Columbus Ohio. Rick completed his dissertation on Strategic Leadership and received his Ph.D. on April 15, 2005

May 12th, 2008

Leadership Development - Leadership Styles and Training

Posted in University Of Management

What makes a good leader?

Leadership development

Ever since we started Impact Factory, lo these many years ago,
we have struggled with the whole notion of leadership
development or leadership training. Indeed, we have resisted
writing about it in much detail because the subject is so
subjective.

Are leaders born or made? Can you use management leadership
training to give leadership skills to someone who isn’t
leadership material? How is it done?

Given that we’re being asked to create a lot more leadership
programmes of late, we decided we’d take a hard look at just
what makes a good leader.

Even of you don’t think of yourself as a leader, you will have
areas in your life where other people look to you for
leadership. So here are some essentials qualities and skills you
need to be a good leader in whatever leadership arena you’re in.

Leadership training

Training is a misnomer when applied to leadership. Any
leadership development programme has to include at least a
passing reference to the following

Introduction to the concept of leadership behaviours Discussion
and debate about leadership A widening of the definition beyond
traditional leadership stereotypes Personal understanding of
individual leadership qualities and strengths The difference
between leadership and management A look at how people perceive,
their perception is their reality Assumptions and their effect
on how people see the world What are your terms of reference and
seeing the bigger picture Personal patterns and beliefs A look
at the elements that have influenced and shaped the participants
Establishing ownership of individual’s leadership behaviours

A programme needs to be designed around the development of the
individuals involved rather than towards competencies identified
as required by the organisation.

Leadership style

What does a leader look like?

No cookie cutter models here. Everyone can develop their
capacity to lead, from church committees to local pressure
groups to business teams to political parties. When someone is
committed to, and practises using their leadership capabilities
at all levels in their life, then they can and will develop
their own potential as a leader.

There is a tendency, in our Western culture, to see Leadership
as synonymous with white, middle class, male, in charge. There’s
a kind of unspoken template of what leadership is supposed to
look like. Now we know that isn’t true. Leadership can and does
come in many different shapes and forms.

Good leaders don’t conform to a template. Indeed, leaders are
people who don’t usually follow the party line. They have an
edge to them, they get up people’s noses sometimes, they make
decisions - lots of them - that often others don’t like. They
say the things that need saying in a way that others understand.

Don’t let the picture get in the way

However, it is important to acknowledge that people developing
their leadership skills are often hampered by their picture (or
other people’s picture) of what a leader is supposed to ‘look’
like.

This is when it’s important to understand that the role of
leader is not only completely individual (remember, they don’t
fit a mould!) but also has to be worked at with belief and will
and determination by the person occupying it.

It’s different for everyone

Not only that, leaders will be experienced differently by the
individual people they lead. One getting encouragement, another
understanding. That, of course, will be due to the leader’s
ability to see what each person needs (more on this later).

In addition, not every leader is going to be a great leader in
the sense that the world around them acknowledges their leader
status. Many leaders get no ‘public’ recognition, only their
personal satisfaction of a job well done.

Leadership theory

Seeing the Big Picture Vision

When the ‘vision’ word is used it usually means that someone has
an idea of what the future could look like and a plan to get
there. No point painting rosy, pie in the sky pictures (’we’ll
double our turnover in a year; we’ll create international
markets; we’ll be number one in the UK’, etc.) if pie in the sky
is all they are.

More like, ‘we could double our turnover in a year, this is how
we could get there, this is what I expect from everyone in the
organisation to help us get there and any new ideas are welcome’.

The ability to see

There is one essential quality for anyone in any position of
leadership: the ability to see what is going on. Seeing is
clarity. Seeing in the ‘wood for the trees’ kind of way.

We’ve heard the following phrase from a number of people
throughout the years and it’s a good one - get your attention
off yourself and on to whatever is going on.

What you’ll see

Here’s what you’ll be able to see if you do that: you’ll be able
to see things from other people’s points of view; you’ll be able
to understand what’s going on for them. You’ll be able to see
what other people are capable of and how to help them achieve
it. Most importantly, you’ll be able to see the whole picture
not just your little bit of it.

Leadership skills

What makes you tick?

Know thyself. To be able to see you need a clear understanding
of what has made you the way you are and what has shaped and
influenced your life. The clearer you are about what motivates
and affects your behaviour, the clearer you will be able to see
what is going on with other people.

You didn’t spring fully formed from Zeus’s head - many things
have affected you over the years. A good leader is proud to
acknowledge role models, people, places, things, etc, which have
inspired them.

You can’t do it alone

Any good leader worth their salt should be able to name 100
people, places, things, right off the bat. Why? Because they
know themselves well enough to acknowledge who has supported and
inspired them along the way, and what support they still need to
get things done.

Leadership quality

Qualities

Think about what qualities your role models have that are
attractive to you, that make them inspiring. Now, putting aside
modesty, false or otherwise, think about what qualities they
have that you also have. You have to know who you are and accept
that you have outstanding qualities - leaders are able to do
that.

Beliefs, rules and patterns

How well do you understand the rules, beliefs and patterns you
have created in your life so far? Everyone’s got ‘em.

They can be the simple kind of rule - you should brush your
teeth twice a day. They can be the more complex kind - you
should treat everyone the way you expect to be treated. Beliefs
can be things like - I believe everyone should be fair. And
patterns can be as simple as going to and from work the same way
every day.

When identifying your rules, patterns and beliefs see if you can
avoid putting a value judgement on whether they are good or bad;
this is far more about seeing just how well you understand your
own behaviour.

Leadership management

Moving things forward Innovative thinking

Leadership requires innovative thinking; it requires people
making positive and inspiring impacts; and it requires them to
be able to motivate others. What is needed is an ability to
think and act ‘out of the box’; out of the accepted or ‘right’
ways of doing things.

The culture of tomorrow will be one where change and innovation
are the order of the day. Out of the box thinking and
identifying future needs go hand in hand.

There’s no such thing as ‘can’t do’

‘Can’t do’ is an alien concept to a real leader. Leaders get
things done. They have commitment, persistence, determination
and resilience. Couple all of that with creative problem-solving
and you have a person things happen around.

What we mean, is that no matter what their personality, there
will be a kind of buzz around them; things change when they’re
around; indeed, things might even get shaken up when they’re
around. It isn’t always comfortable being around leaders.

You can’t stay stuck

Along with a ‘can do’ attitude, is an ability to move things
forward. When others get bogged down, good leaders know how to
motivate and inspire the people around them. They are willing to
take risks and stand up for what they believe. They want to get
things done and bring people along with them.

Development training

Can training develop leadership skills?

In our view, you cannot ’send’ someone on a leadership programme
who doesn’t want to be there and expect them to become a leader.
It’s not like the reluctant presenter who gets sent along to a
course and finds out that it’s not so bad after all. If your
prospective leader isn’t fully engaged in the process, sending
them along to be ‘taught’ leadership skills will be a waste of
time and money.

If you fall into that category, then no amount of leadership
training is going to develop your skills.

However, if you have to step into a new leadership role, or
there are greater expectations of how you manage people, or
you’ve become a project leader, and you have a willingness to
develop and take on new skills, then it’s really possible to
give yourself a leadership boost. Everyone can develop their
capacity to lead, from church committees to local pressure
groups to business teams to political parties. When you are
committed to, and practise using your leadership capabilities at
all levels in your life, then you can and will develop your own
potential as a leader.

Management training

We believe there is a real difference between management and
leadership. You don’t need to be a leader to be able to manage
other people. However, to be an outstanding manager, you do have
to have some of those essential skills and qualities that are
necessary in developing as a leader.

Even if you are a manager with no major aspirations of
leadership, there will be people who will turn to you for
leadership, whether you like it or not. Therefore, when looking
for training to develop your skills, it might be a very good
idea to look at leadership courses as well as management courses.

Leadership courses

There are scores of courses available calling themselves
Leadership Training, Leadership Development, Leadership Skills,
etc. We cannot judge just how good they are, but if you think
about everything you’ve read so far and feel in synch with our
sentiments, then that’s what you need to look for: courses that
incorporate a clear approach to developing leadership skills.

Earlier in this document we outlined some of the things to look
for in a Leadership Training Programme. Add to that list a few
more essentials:

How to initiate leadership behaviours Understanding how
commitment works Leading by example Influencing skills
Empowering and motivating others Thinking on your feet Handling
yours and others’ stress

In our view, really good leadership courses need to incorporate
all of these elements to be truly effective. Equally important,
a programme needs to be relevant to your specific leadership
needs and not something off the peg.

This is why Impact Factory only delivers tailored leadership
training; so that each and every course fits the organisation to
a ‘T’.

In conclusion:

Expect the unusual, the quirky, the non-conformist, the doer,
the inspirer and you’ve got yourself a leader. To become one or
to develop your leadership skills you have to be fully engaged
in the process of development and just like everyone else, you
have to practise, practise, practise.

Key Learning Points:

The power of aligning personal motivation and business
objectives The capacity of strong well expressed beliefs to
motivate others Communication is far more than just words
Leadership is not just about getting people to do what you ask
It is far more about seeing what is needed and carrying people
forward with your vision Being able to create the impact you
want Expanding your spheres of influence Being able to talk to
people in terms they understand Using appropriate language The
relevance, development and use of personal style Putting across
concepts and ideas with ease and flair The value of creative
risk-taking and “out of the box” thinking Making sure projects
move forward without having to do all the work yourself.

April 26th, 2008

Why Most Leadership Development Efforts Fail

Posted in University Of Management

George was seen as an up-and-coming leader in the organization. People the worked for him liked and respected him. And those in Senior Leadership saw his potential, so he was slated to attend the company’s leadership development workshop.

George was ecstatic! He loved the organization and wanted to move up and contribute as much as he could. He saw this opportunity as a positive step in that progression. Plus, he had some challenges in his job that he hoped he could learn how to deal with more successfully.

After he found out he was slated to attend, George didn’t hear much more about the training until about a week before it began. The email gave him all of the details and he was excited all over again. Excited, that is, until he looked at his calendar and saw how much he had to do.

Because the training meant so much to him, he was determined to be focused while he was there, so he worked hard to get his projects all caught up before he left for the workshop.

George loved the workshop! The facilitator was great, the content was helpful, and the food was even good! He was so motivated by the new ideas and the people he met. He gained in confidence as they practiced some of the things they learned. As a part of the program he built an action plan. He left the two days completely stoked about what he had learned and how he would be able to apply it.

After the Workshop

George awoke the next morning and reviewed his action plan. He was excited because he knew what he would do to be a better leader, starting today. Then, George got back to work. As he fired up his computer he checked his voice mail.

23 messages.

His heart sank a little. As he listened to the messages, taking notes when needed on his next steps, he opened up his email and found an even more depressing sight. 91 emails. A quick glance found that there was little fluff there - it wasn’t 20 serious emails and a bunch of reading or jokes, it was a solid 91 emails to read, work through, reply to and take action on.

After getting a cup of coffee, George went to say hello to his team. This took awhile because they had questions and things they wanted to talk to him about - which was only natural since he had been out-of-pocket for two days. By 9:15 he was back at his desk, ready to tackle all the messages - including the 7 new emails that had come in while he was out.

By 3:00 he had mostly forgotten about his action plan - he remembered it only when he saw it in his briefcase. He took it out and looked at it wistfully. He was still committed to working on those items, but they would have to wait, the next project meeting was all day tomorrow. . .

Reviewing the Situation

Perhaps the situation above sounds familiar to you. What is written up to the “After the Workshop” heading looks good situation: a willing learner, a well designed workshop, and a person leaving excited about his action plan. This story might be a bit too rosy - admittedly, not every one who attends training will be as excited and motivated as George, but in the end it doesn’t really matter - because a highly motivated person like George won’t get as much from this effort as he could or even wants to.

Why?

Because while most leadership development programs focus on developing a great training program, that is a small part of the overall likelihood of success. You see, training is an event, but learning (including leadership development) is a process.

We don’t learn important, complex life skills in brief instant. In an instant we can get an insight, an aha, and an inspiration. In an event we can get ideas, approaches, checklists and knowledge. But skills come to us over time - not in a one shot, one time training course (regardless of how well it is designed or how awesome the trainer is). Skills come with practice and application.

Leadership development is a process and as long as those efforts look like events, the return on those investments will never be high.

Much can be written about specific things that can be done to make the process more effective, but you can start without that list of ideas. Reread the story above. Connect it to your situation and then think of two things you can do to make your leadership development process (whether for yourself or your organization) be more successful.

Kevin Eikenberry is a leadership expert and the Chief Potential Officer of The Kevin Eikenberry Group (KevinEikenberry.com), a learning consulting company. To receive a free Special Report on leadership that includes resources, ideas, and advice go to www.kevineikenberry.com/leadership.asp or call us at (317) 387-1424 or 888.LEARNER.

April 20th, 2008

Work Life a Balancing Act

Posted in University Of Management

Australians are loosing their laidback, carefree reputation, as we continue to work longer hours, exercise less and neglect our leisure and family time.

Recent research indicates that 67 per cent of Australian professionals spend at least 20 hours a week thinking about their job when they should be relaxing, and less than half take their entitled annual leave.

Why is juggling work and life priorities an increasingly difficult challenge for many people?

Could it be we are trying to pack more and more into our busy lives?

Or is it the fact we are now so overloaded with information that our attention span is getting shorter and shorter as we strive to wade through the deluge of messages now coming at us in a range of forms.

The Gartner group has found that we spend on average an hour a day dealing with emails and that only includes work related communication.

We are creating unnecessary stress for ourselves, which is taking a heavy toll on our families, not to mention our health.

Is this due to the information rich society we now live in?

Marketers in the US now know the average teenager is exposed to more than 3000 discreet advertising messages each day and by the time they have reached 18 they will have seen more than 10 million.

How do you manage family commitments while enhancing your career and dealing with all this increased clutter?

Well, most people are aware of their tendency to overload on work or information but simply don’t know what to do to get their life back to a healthy balance.

Being successful isn’t only about your career and your possessions, it’s about waking up every day and feeling good about the person you are and the life that you have created.

Many people are searching for ways to achieve positive and lasting change both in and out of work.

As Paul Valery said early in the last century “the trouble with the future is - it isn’t what it used to be”.

The reality is many people are now living out someone else’s life dreams without leaving the comfort of their own lounge room. Why renovate your house or makeover your garden, when you can fantasise and watch someone else do it on TV for you?

If you find yourself in this twilight zone you are not alone. Perth has more sunshine than any other capital yet Western Australians watch on average 14 hours a week of television.

Most people spend more time watching TV than taking time to create positive changes in their lives.

Life is not a rehearsal so why not step up and make a difference?

Take the example of two Perth primary school girls; Sarah Duff and Sarah Poggioli both aged 11 years. They raised enough money to hire a plane to fly over their school pulling a banner with the following message: “believe you can reach your goals, then you can”.

It is amazing how children can help put life into perspective.

So what are the secrets to a healthy work life balance in a busy and demanding world? Here are the Top 5 ways you can get the life you deserve.

  1. Work at being an optimist and take action. Take a positive attitude to life, get out and do things. Make things happen and take action.

  2. Have strong self-belief. Believe in your potential to create the life you really want for you and your family.

  3. Exercise regularly and eat well. Your physiology directly influences the quality of your life.

  4. Visualise happy endings, schedule fun, and keep life simple. Make time to enjoy life. To laugh. To take time out.

  5. Find perspective. Take the helicopter view to see the big picture and delegate if you can’t do it all yourself.
EzineArticles Expert Author Thomas Murrell

Thomas Murrell MBA CSP is an international business speaker, consultant and award-winning broadcaster. Media Motivators is his regular electronic magazine read by 7,000 professionals in 15 different countries.

You can subscribe by visiting http://www.8mmedia.com. Thomas can be contacted directly at +6189388 6888 and is available to speak to your conference, seminar or event. Visit Tom’s blog at http://www.8mmedia.blogspot.com.