Leadership Development: Not Just For Women

Leadership Development: Not Just For Women

2013 06-03 Elisa Spain Women in Business Blog PictureLeadership Development: Not Just for Women

As part of our leadership development, my Vistage groups frequently select a book to read as a group. Recently, my Vistage Inside group chose the book, Lean In: Women, Work, and the Will to Lead, by Sheryl Sandburg.

 

On the day we discussed this book in my group, the first person to speak was a man. His comment was “This is not a gender issue. This book resonated for me and the challenges I have in my career”.

This book has garnered both praise and criticism and certainly puts to rest the question of whether a book can spark a debate.

The debate centers around two issues. First, given Sheryl’s wealth and position, is she truly able to advise young women? And, is she placing too much of the onus on women who are already struggling to fulfill impossible demands, and too little on government and employers to provide better child care, more flexible jobs and other concrete gains.

Having begun my career in the 1970’s, for me the book initially was a reminder that the more things change, the more they stay the same.  While certainly gender neutrality has occurred in many jobs, the executive suite is one where the numbers say otherwise.

That said, I wonder, is the question really about gender neutrality or is it about the challenges that women and men face as they navigate the path to career advancement?

I wonder if the real questions that Sheryl is suggesting we, women and men, ask are:

  • What is the path to a “seat at the table”?
  • What risks must I take?
  • What personal choices must I make to achieve career success (i.e. choice of mate, where I live, who my friends are)?

And, finally the most key question,

  •  What must I give up, to get what I want?

For more on this topic, see previous post,  Laws of Success: Perfection of The Life or Perfection of The Work

 

Elisa K. Spain

 

Last Of The Series – Leadership View #13: Balance Your Life

Last Of The Series – Leadership View #13: Balance Your Life

2013-07-21 iStock_000016245386XSmall


I began this series as a tribute to my friend, Marsh Carter, whose leadership has been an inspiration to me for at least 25 of the 45+ years covered in his View of Leadership. As I have written these blogs each week, using Marsh’s topic lines, it has been interesting to me how relevant Marsh’s large company experience is to the entrepreneurs  I work with each day.

For the final post in this series, I decided it is fitting that Marsh author the post, drawing this time from his experience rather than mine. 

Leadership View #13:  Balance your life – 3 legged stool analogy (balance between work, family and a strong outside interest for yourself)

Many people we’ve all known, including ourselves at times, have a tendency to regard our careers or jobs as the most important aspects of our life—this is especially true the last few years where hand held devices link us 24/7 to the office, our bosses, our employees and coworkers.  It may be more necessary now than ever before to try to balance our lives—that is, maintain a balance between our work, our families, our religion, and for our own mental health – an outside interest that treats us as an individual.

Think of your life as a three or four legged stool….when one leg is gone it won’t balance and falls over. We can’t take the pressures of work and family and go back and forth between them alone….that’s what the third leg, a completely different activity that is our individual interest alone comes in. Your third leg may be jogging, sailing, running in marathons, coaching a child’s sport, skydiving, piloting airplanes, pottery making, yoga, stamp or coin collecting…..whatever you enjoy that’s separate from work and family.

At the height of World War 2 when the pressures were immense, President Roosevelt would escape to his stamp collection, for an hour or so doing something completely different. General George Marshall would ride horseback many mornings to relieve the pressures of his job building and leading an Army of 8 million men and women.

Think about it—

  • How do you personally, if only for a short period of time, balance the pressures of work and family?
  • What is your third stool leg to balance your life?

Elisa K. Spain

 

Leadership View #9: An Absolute Skill Of An Effective Leader…

Leadership View #9: An Absolute Skill Of An Effective Leader…

2013 06-09 iStock_000001077015XSmall SunflowerLeadership View #9:

An absolute skill of an effective leader is the ability to grow and adapt.

So often we find that what has made us successful in the past, is not working for us today.

From the entrepreneur who built a successful company what I hear is, “I got here because I know my product, and I know what my customers need. Along the way I added a team and now they need leadership and management and I don’t have any experience doing that.”

From the key executive I hear, “I got to this level on my business knowledge; I have always been the expert. Now, I know I need to develop the experts below me, how do I do that?”

For me the skill of an effective leader is first recognizing the need to grow and adapt and then finding resources to help us get there. Vistage members recognize this and look to their fellow members and chair to support them on this journey. Often members take the opportunity to share their challenges with other members who may be further along on the same journey.

And…those that take the risk of letting their teams know they are learning right along with the team are those that I observe adapt the fastest. Often it is the people who report to us that help us recognize the growth we need and teach us, by asking, what we need to do to be there for them.

After all, isn’t effective leadership really about taking care of our team so that they take care of the rest?

Elisa K. Spain

 

Leadership View #5: When Leading Change..

Leadership View #5: When Leading Change..

2013 05-05 SuperHero iStock_000013976003XSmallLeadership View #5:

When leading change – get some early wins –this makes change irresistible to those that resist.  Getting these “early wins” may involve changing priorities or sequencing of events.

How often do we begin an initiative by setting a goal with a date when everything will be complete?

When starting a project we are excited to get “it” done. What if instead we focused on getting small wins and buy-in, how might we approach the project differently?

One of my favorite visible stories of a leader who understood the importance of early wins is The Chicago Wacker Drive Project. Mayor Richard M. Daley began this enormous project, raised the funds for it and hired the team to lead it. It was a massive undertaking. The job required rebuilding both Upper and Lower Wacker, a primary downtown Chicago artery.

What I remember most about this project is it began in early 2001 and was declared “finished” 20 months later in late 2002.  It was declared a success coming in on-time and on-budget. The reality was, only a portion of the Wacker Drive rebuild was completed during this period. Work on Wacker Drive continued for many years and continues today.

Mayor Daley knew he had to get an “early win” and sequence the events so that he could pause and celebrate success. The work that continued for ten years hence followed this same model. Small incremental projects are funded, begun and then completed and celebrated.

Here are my questions for you to consider when you next begin an initiative in your company:

  1. What is the ideal sequencing to get the job done right and on-time?
  2. If my goal is buy-in, what changes might I need to make to get that buy-in?
  3. Am I willing to go slower at the front-end to get to adoption?
  4. Who are the people I can count on to be early adopters and influencers? How do I engage them, so they are willing proselytize our success?
  5. How will I celebrate success?

Elisa K. Spain

 

45 Year Leadership View #4: A Leader Must Balance…

45 Year Leadership View #4: A Leader Must Balance…

thinker 04 21 13Marsh Carter’s Leadership View #4:

A leader must balance between near-term and long-term leadership and management tasks. 

Hmm.. last week’s leadership view involved balance and here we are with the same subject line again. It does seem that balance is a key challenge for every leader.

Most leaders have a sense of urgency, entrepreneurs especially. Often it is this sense of urgency that got us where we are. And, much like balancing the needs of the organization with the needs of our followers, we must also recognize which of our goals belong in the long term column and which belong as short-term.

And it is certainly a balancing act, because for high urgency leaders, we sometimes move tasks into the now, when they belong in the future. If you are challenged with sorting between short term and long term initiatives, here is a suggested approach to get started.

Begin by capturing all the ideas, tasks and goals. Next ask yourself the following three questions for each item:

  • How much time will it take to get this done?
  • What will be the impact/outcome for the organization when this is done? (people, resources, capital, impact on other initiatives  impact on customers, etc.)
  • What will be the impact/outcome for the organization while we are getting this done? (people, resources, capital, impact on other initiatives  impact on customers, etc.)

 

Elisa K. Spain

 

Disappearing Jobs, Does It Matter?

Disappearing Jobs, Does It Matter?

Sign dollar and the books on scales. 3D image.Last month I attended the Vistage International Conference during which Michael Milkin presented the Milkin Institute research on the changing U.S. demographics.  I was struck by the data change in the number of unskilled jobs. In 1950 there were 3 unskilled jobs for every 1 skilled job. Today, there are 4 unskilled jobs for every 1 skilled.

Michael postulates that this is the reason why the American dream is dead – it used to be you work hard and you get ahead. Today while hard work still matters, education and skills come first.

In my opinion, this also explains the sticky unemployment numbers.  At the same time, my Vistage members tell me  finding talented people continues to be challenging. In short there is a war for talent, while millions remain unemployed.

You might ask, so what is the leadership question? Isn’t this a global problem, not a leadership topic?

Here are my leadership related wonderings:

  • At what point does it become cost effective for companies to create their own educational programs?
  • When and how will it become cost effective for small/mid-sized companies to provide training via entry level unskilled jobs?
  • As robots continue to replace workers, what will be the impact on small/mid-sized companies capital requirements?
  • As the mismatch between job opportunities and qualified employees grows, how might this impact both immigration and emigration?
  • As the world becomes less dependent on geography, how might employers match their jobs with qualified individuals worldwide?

 

Elisa K. Spain

 

First To Market Or First In The Mind?

First To Market Or First In The Mind?

Recently, during one of my Vistage Key Executive meetings, we were discussing the book Great by Choice by Jim Collins. During our discussion, one of the members raised the question, how important is it to be first to market? Or is it best to be a “fast follower”.  Jim Collins makes the case that the long march, as he calls it “the 20 Mile March” is one of the characteristics of companies that are great by choice.

My favorite marketing book 22 Immutable Laws of Marketing by Al Ries and Jack Trout (an oldie but goody) – describes it this way in Law #3 – The Law of the Mind. It is better to be first in the mind, than first in the marketplace. The iPad is a recent example. Apple owns over 70% of the tablet market. Not only were they not first, they weren’t even a fast follower. The first tablet was invented many years ago.

Google wasn’t the first browser, Facebook wasn’t the first social website, Apple (again) wasn’t the first smartphone. Yet,  more books are written, businesses started, venture funds invested in “first movers”.

The question most are asking today is which is best? First Mover or Fast Follower?

For me the question is First to Market or First in the Mind? First in the Mind addresses timing as well as innovation. The best product or service idea, is only best when you have buyers. Timing therefore determines who wins.

What are your thoughts?

Elisa K. Spain

 

Great Leaders Shatter Expectations

Great Leaders Shatter Expectations

Great leaders shatter expectations, so says Vistage speaker Michael Allosso. This is planning season for most companies. The time when leaders get together to begin strategic planning for 2013.

What will you do in 2013 to shatter the expectations of your leadership team and your customers?

Please share your thoughts/plans by commenting on this blog post.

Elisa K. Spain

Coaching Companies To Greater Sales & Profits….And An Invitation

We hear a lot about sales strategy and sales management, as though it is something separate from business strategy.   Vistage Speaker Jack Daly encourages us to think of it this way, “a great place to work is a great place to buy”.

If you are a CEO qualified for Vistage membership and would like to hear Jack’s  indepth treatment of this topic, I am inviting 3 CEO guests to attend the September 12th meeting of my Vistage CEO group.  Please contact me at (312) 421-1813 if you would like to see if your company has what it takes (or if you would like to refer a guest).

Elisa K. Spain

When Is It The Leader's Job To Build Creative Confidence?

When Is It The Leader's Job To Build Creative Confidence?

Do you divide your team  into “creatives” and ” practical” people? If so, are you  missing out on the creative ideas of the other half?

If you ask David Kelley, founder of IDEO, and winner of countless innovation awards including Fast Company’s Top 25 Most Innovative companies, he will say yes.

David maintains that human beings are naturally creative and it is fear of judgement that stifles creativity in most of us. He asks, what might happen if we were to overcome that fear of judgement and unleash our creativity? Perhaps the secret lies in what psychologist Albert Bandura calls guided mastery – a process whereby we  identify a fear or phobia and by forcing ourselves to overcome that fear, we release our creative abilities.

How might you as a leader create an environment that enables your employees to build their creative confidence? Perhaps a simple starting place is with more legitimate brainstorming – following the brainstorming rules – no idea is a bad idea!

If you want to take this further, are you willing to expose your team to guided mastery? Sound too touchy-feely for you?

Before jumping to judgement, take a look at this 12 minute TED Video where David tells stories from his legendary design career and his own life, and offers ways to build the confidence to create.

Elisa K. Spain