This month’s leadership quote:
“Be decisive. Right or wrong, make a decision. The road of life is paved with flat squirrels who couldn’t make a decision.”
-Unknown
This month’s leadership quote:
“Be decisive. Right or wrong, make a decision. The road of life is paved with flat squirrels who couldn’t make a decision.”
-Unknown
If you ask most founders of privately held companies, their answer is, ‘titles don’t matter’. In their eyes, everyone simply needs to do what needs to be done to make the company and all of us successful.
If you ask most professional managers, their answer is, ‘of course titles matter’. Titles tell the people in the company who is responsible and accountable for decision making. Titles also tell the outside world, customers and other stakeholders, who is who.
In the early days of entrepreneurial companies, hierarchies don’t exist and therefore titles are fluid and variable. These companies pride themselves on being nimble and quick to respond to marketplace demands. As Vistage companies grow, we Chairs encourage owners to build a leadership team so they can build a sustainable enterprise.
And, owners want experienced leaders to fill these leadership roles – In walks the professional managers mentioned above. These folks are accustomed to structure and ready to create that sustainable enterprise. With their ability to create processes to support a sustainable enterprise, comes their comfort and desire for hierarchy, titles, offices, etc.
Further, as companies grow, leadership needs grow as well. Regardless of what owners call themselves initially, the distinction between the role of the CEO (externally and long term focused) and the role of the President (internally and results focused) become relevant. Sometimes, regardless of company size, the same person can perform both roles and sometimes it becomes clear that the company will benefit if these two roles are split between two leaders.
And when the person the owner called Director or VP of Operations or Sales in the early days, has most of the company reporting to them today or is actually leading the #1 strategic initiative or leading the executive committee meetings, what message are you sending if you don’t change their title?
What does matter? Really..
As leaders in the 24×7 culture of the 21st century, we all must set boundaries. And they are different for each of us. Some of us like to stay at the office until the work for the day is completed and separate work time from family or play time. Some of us like to be connected all the time, handling things as they come up. These folks prefer a more integrated life rather than a separation. Still, others want to be home in the early evening and choose to “catch up” later on when everyone in their family has gone to bed.
There is no right or wrong; some of it is generational, some of it is just personal preference. And, what I have noticed, in the years I have been coaching executives, is that regardless of preference, setting boundaries is something many people struggle with. And people with young children struggle the most. People with families often agree to boundaries, rather than set boundaries between work and family; and they often forget to set aside time for themselves or agree to boundaries imposed upon them.
This is not a new subject; it is talked about and written about a lot. What I don’t hear discussed, as much, is the consequences of setting boundaries. For the sake of our loved ones, our health, or emotional health, we all must set boundaries that meet our needs. And, what I have come to realize is with very few exceptions, these boundaries have consequences. Sometimes the work doesn’t get done, sometimes our families are hurt or disappointed and sometimes the cost is economic, the customer goes elsewhere or we must leave our position and take one that allows us to live the boundaries we want, perhaps with lower compensation.
The question is, can we be intentional about choosing, so that we knowingly pay a cost we are willing to pay, rather than suffer a cost that we were neither expecting nor prepared to pay?
By now, you may have heard about the Jet Blue experiment, the gist of which was… on a recent flight, they gave away a free ticket to anywhere Jet Blue flies, as along as everyone on the plane agreed on the destination.
Frankly I was surprised to learn that the passengers all agreed and tickets were given away; after all it is a random group of people with different travel experiences and desires. Upon reflection, I realized that what happened was every single person on the plane was willing to give up something to get something. While it might appear that it was, sacrifice for the greater good, what was really taking place was sacrifice for self-interest.
It caused me to wonder how leaders might apply this same social experiment to gaining alignment in their companies. Here are my wonderings:
The challenge, of course, is getting all this down to a simple statement of the end game and what each participant must do to get there.
This month’s leadership quote:
“A leader that won’t listen to others will eventually be surrounded by people that have nothing to say.”
-Andy Stanley
When you ask most leaders if they listen, they will say yes. And yet, when you ask most employees if their boss listens, few say yes. Why is this?
Here’s my theory.
Most employees believe that to speak up is to risk being viewed as a troublemaker, disagreeable, not a team player, etc. etc. And most leaders believe they “have an open door policy”. They further believe that if folks have something to say, they will stop in and say it. And often they do. That is, the folks that have the courage to speak up. Sometimes though, it’s the quiet ones that wait to be asked that have the most to say.
And, on the flip side, how we respond when folks do speak up, matters too. Instead of making a case for why we want it done the way we said, what if instead we simply said, tell me more, what are you thinking or simply, thank you for the feedback.
Not always easy to pause and ask. And, if we don’t, we risk being surrounded by people that have nothing to say.