Friday, July 25th, 2008
Archive for the 'Leadership' Category
Friday, July 25th, 2008
Sunday, July 20th, 2008
The other day, a friend and I were chatting about accomplishments and how they impact people differently. They can either hold a person back, or help a person move forward. The choice is up to each of us.
If we focus on the accomplishment and judge future actions by its scale, the accomplishment can become an anchor that hold us back. It can prevent us from trying new things, things where we might fail.
At the other extreme, some say to “let it go.” It seems to my friend and me that, taken literally, they are forgetting to learn from experience.
Doesn’t it make more sense to learn from accomplishments (and failures) and to use the lessons learned in other areas? If so, accomplishments (and failures) can help us move forward and move in many different directions. At that point, it is just a matter of deciding on the opportunities that are of greatest interest to each of us.
Sunday, April 27th, 2008
A question that has helped me decide whether to accept jobs, consulting engagements, and purchase important products and services is “should I do business with this company.”
In today’s business environment, it is important for those of us who rely on long-term relationships to have appropriate relationships with suitable business partners. (And, I use the term “partner” very loosely here, rather than as a legal term. In other words, a “partner” is just another party with whom you do business in any capacity.)
The question is best answered by considering the “big picture.” Specific factors that have helped me answer the question over the years include:
- What is the nature of the relationship?
- What is the other party’s reputation?
- Are there other parties that can meet my needs?
- How important is the relationship to my core business?
- How will the outcome of this relationship (good or bad) impact my future activities?
If a person is buying stationery for an office, the supplier’s situation is likely to be assessed differently from a situation in which a person is looking for employment at the senior officer level or the situation in which a customer lies to a supplier.
At the end of the day, there are few absolute answers. We have to make the best decisions we can with incomplete information, learn from the experience, and deal with the consequences. There are risks for us, whether we pursue the relationship or walk away.
Tuesday, November 20th, 2007
At the end of the day, we can each control one person… ourselves.
Self-leadership involves being the sort of person and leader that we would each choose to follow at an individual level.
Does it work? If we practice self-leadership, do we find others following us? Please feel free to share your experience on this…
Monday, November 5th, 2007
The other day, I was reading Fortune’s October 1, 2007, issue. The topic was on leadership and great leaders. It led me to think a bit about leadership. In many organizations, leadership is weak. Instead of leadership, we find managers and bosses, rather than leaders.
What is a leader? How is that different from being a manager or a boss? What makes a leader? Those are three questions that we will discuss today.
What is a leader?
It seems to me that a leader is a person who other people choose to follow. Leaders can be found at all levels of an organization.
When important decisions are being made, leaders are the people that ideas are bounced off of, regardless of the person’s level or official role. Think about the people that you look to and talk with when you are making important decisions. Why do you rely on them? What factors do they have in common?
How is a leader different from a manager or a boss?
That is a challenging question. Certainly, a leader needs to be a good manager. Many good managers are ineffective leaders. Think about some of the managers you know. How many of them would you follow? What would stop you from following the others?
Often, managers focus on process and adherence to rules. What I’ve experienced is that managers see rules as having value in and of themselves. Rules are to be followed. In contrast, leaders see rules as tools to help legitimate ends be achieved. If a rule is preventing the legitimate end from being achieved, a leader is likely to take a step back, look at the rule and ask if it is working correctly. If the rule is broken, the leader tries to fix it.
So, if that is what a leader and manager do, what does a boss do? A “boss” is someone who has been given a position of responsibility. Sometimes, a boss is a great leader or a good manager. In other cases, a boss is someone who got there by the Peter Principle (people being promoted to their level of incompetence).
What makes a person a leader?
There are exhaustive lists on this. Every “leadership” specialist or consulting firm probably has one. Many articles attempt to list the characteristics of a leader as well.
It seems to me that the key to being a leader is found in the details. How does the person earn others’ support? How are followers developed? Does the person model the behavior that will help others become leaders?
The characteristics that I think of when I think of great leaders include:
* Investing the time to learn the business or subject
* Learning to communicate effectively with others
* Developing listening skills and listening with an open mind
* Inviting dialogue and discussing differences of opinion
* Making it safe for people to make mistakes and disagree
* Helping people learn and develop their skills
* Encouraging followers to reach their potential
What do you think? Do these ideas track with your own and your experiences?
Friday, August 31st, 2007
Think about the way people act in personal relationships. In such situations, many are more open about feelings and make decisions based on feelings.
When these same people move into business relationships, they may act very differently. Why is that?
In many cases, the individuals have learned the importance of acting in a manner that is consistent with the relationship sought. The other persona - whether business or social - may have developed as insulation or because it is more effective, based on their prior experience.
Think about political or business leaders, for example. What would happen if they behaved on the campaign trail like they do when they are fighting to achieve a particular objective or their personal lives? While it might give constituents a good idea of who the person is at a human level, would this give constituents a good idea of how the person would act, if elected?
Consider context and the nature of the relationship sought (by one or both parties) in deciding the conduct, tone, and degree of information disclosed. Much of the communication in any “negotiation” is determined by the context and the nature of the relationship.
Perhaps, a good leader is a person who is able to adapt and behave in an appropriate manner based on the particular relationship involved? If so, a good leader is a person who is able to negotiate in a particular context. After all, that ability is what makes the good leader effective and that is one of the requirements that I have for good leaders. How about you? Can a good leader be ineffective?
Technorati Tags: business relationships personal politics leadership negotiation communication process context effectivenessThursday, July 12th, 2007
A couple weeks ago, an investigation revealed some questions about how the Texas Education Agency handles contracts and Robert Scott, the agency’s second in command, was alleged to have engaged in some violations of contracting policies.
Over the last couple of weeks, the details have become even more interesting.Â
Is anyone benefiting from this debacle? TEA, Rob Scott, Robert Scott, and the investigators are not doing anyone any favors here. It is a bit like having functional areas in a company pointing fingers at each other… The more finger pointing each one does, the worse everyone looks.Â
It is time to get beyond this issue. TEA representatives need to work and play well together. Here is one way for our public servants to fulfill their obligation to the residents of Texas and their children…Â
First, help us understand what has occurred.
Second, accept responsibility for your roles in the situation and the resulting media feeding frenzy.
Third, implement the punishment that is associated with the actions that are involved under agency rules.
Fourth, the state employees who are throwing out the red herrings, if any, should reimburse the state for the costs they have caused.
Fifth, a plan should be developed to ensure this issue does not arise again.
Sixth, TEA needs to move on with the business of educating children.  Â
Is there anyone who would be harmed by this plan? Is this plan anything other than what is in the best interest of all parties, as well as the children of Texas?Â
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Technorati Tags: tea robert scott contract business politics education
