Why "Big Picture Only" Leaders Fail

Why "Big Picture Only" Leaders Fail

As discussed in last week’s blog, there is a difference between management and leadership.  Leadership is “doing the right things” and focusing on the big picture certainly falls into this category. That said, when leaders focus solely on vision and strategy and not on execution, put simply, nothing gets done.

Successful leaders know that they must set a vision so there is a destination that their team can rally around.

Once the vision is defined, setting a business strategy to achieve the vision provides  guidance for evaluating opportunities. With a strategy in place, we can ask the questions:

  • Is this opportunity consistent with our strategy?
  • If not,  AND there is a reason to do it anyway, what do we need to adjust in our strategy?

The final step is goals and action plans and a monitoring process to ensure results. It is this key step that is often missed and leads to failure. This is why Vistage members share their vision, strategy and goals and are accountable to each other for all three.

Robert Sutton, best selling author of Good Boss, Bad Boss, says it well:

“While managers are people who do things right and leaders are people who do the right thing,  I argued this distinction was accurate but dangerous because it distorts how too many bosses–at all levels–view and do their work. It encourages bosses to see generating big and vague ideas as the important part of their jobs–and to treat implementation, or pesky details of any kind, as mere “management work” best done by “the little people.” Even if left unsaid, this distinction reflects how too many bosses think and act. They use it to avoid learning about people they lead, technologies their companies use, customers they serve, and numerous other crucial little things.”

For more from Robert Sutton, click here.

Elisa K. Spain

Leadership Vs. Management – Does It Matter?

Recently, one of my Vistage members asked the group this question: “What is the difference between leadership and management?”

He heard a lot of responses and the one that said it best was this one…

“Leadership is doing the right things, management is doing things right.”  from management guru Warren Bennis

What does it mean to do things right? Here are my top 5:

  • Leadership is setting the direction
  • Leadership is inspiring when there are tailwinds and when there are headwinds
  • Leadership is being intentional about your culture
  • Leadership is  accountability
  • Leadership is  making tough choices

And here are my questions for you:

  • What else would you add to this list?
  • If you and your leadership team did your job well as leaders and managed the agreements you have with your team, how might the role of management evolve?

 

Elisa K. Spain

Leadership Quote: We Are What We Think…

Leadership Quote: We Are What We Think…

This month’s leadership quote: We are what we think. All that we are arises with our thoughts. With our thoughts we make the world.  Dhammapada

We hear quotes like this  from Vistage speakers, about the power of positivity, about trusting the universe and focusing on what we want to accomplish, about being mindful of how we show up.

The power is there; the challenge for us as leaders is to remember that what we think does, in fact, make our reality.

Here are some questions to consider:

  • Am I taking time each day to focus on the outcomes I want?
  • Are my thoughts consistent with the outcomes I want?
  • What am I doing each day to be mindful of how my thoughts become my outcomes?

Elisa K. Spain

What Makes For A "Best Place To Work"?

What Makes For A "Best Place To Work"?

Last week,  Crain’s Chicago Business published their annual list of “Chicago’s Best Places To Work”. As I read through the  list, I was struck by the differences in the companies that made it to the top ten. The list included Fortune 500 companies, companies with less than 100 employees, technology companies, financial services companies, manufacturers, etc. etc.

In short, the list was very diverse.  The diversity of the list is what caused me, as a leadership coach to pause and ask “What is the leadership lesson?”

My sense is the answer lies in the wisdom we gained from Edgar Papke, a Vistage Speaker who spoke to several of my groups in the last month on the topic of Alignment: How to Build and Lead High Performing Teams and Organizations. We learned from Edgar that it isn’t about one culture being “better” than another. Rather, the goal is to align your customer needs and your unique selling proposition with your culture. Companies that achieve this alignment, according to Edgar, consistently outperform their competitors.

Extrapolating from Edgar, what makes companies “winners” as best places to work, are those that achieve this alignment.

So, before you start adopting the practices of the companies you read about in the list, I encourage you to pause and ask yourself:

  • What is the culture of my company?
  • Is our culture in alignment with our customer needs?
  • What gaps in alignment can we address that will make this a “best place to work”?

To read the Crain’s article click here.

For more on Edgar Papke and Alignment including measurement tools, click here.

Elisa K. Spain

What Leadership Lessons Can We Learn As Undercover Bosses?

What Leadership Lessons Can We Learn As Undercover Bosses?

The popular TV series “Undercover Boss” has ignited conversation about the value of walking in our employees’ shoes – or perhaps they in ours.  It’s a rare company where you can accomplish this “undercover” and yet the opportunity is still there to learn from our employees who are on the line.

In family-owned businesses it is common for the children of the owner to do every job in the company before taking on a leadership role. Similarly, this happens naturally in entrepreneurial businesses because everyone has to be able to do every job in the early days.

Then companies grow, employees move from generalists to specialists, we hire leaders because of what they know and can add, the demands are high and we “don’t have time”  for anything more than what we do every day. And yet, Vistage members know the importance of taking a day away to work on their business by attending their Vistage meetings. What if we took this day away to another level?

As a leadership coach, I wonder about the following:

  • What inspiration and strategic insight every CEO and their leadership team might gain from a day, or more, away from the leadership job?
  • What if instead of your job, you did one of the customer facing or customer impact jobs in your company? What leadership lessons might you learn and what results might you achieve?
  • What would happen if you gave your employees a forum to be boss for a day and share what they would do if they were walking in your shoes?

Here is a WSJ article to get you started thinking about the potential results: How to Be a Better Boss? Spend Time on the Front Lines.

Elisa K. Spain

Vistage Confidence Index: What Do Vistage CEOs Have To Say About The Economy?

Vistage Confidence Index: What Do Vistage CEOs Have To Say About The Economy?

The quarterly Vistage CEO Confidence Index is now available  Here are some highlights:

The Vistage CEO Confidence Index was 105.1 in the 1st quarter 2012 survey, up from 98.8 in Q4 and 83.5 in Q3 of last year.

  • 75% of CEOs say their sales revenue will increase in the next 12 months.
  • 60% of CEOs expect their firm’s profitability to improve during the next 12 months.
  • 59% of CEOs believe recent data showing economic improvement signals a longer-term trend toward economic growth.
  • 60% of CEOs believe that overall economic conditions in the U.S. have improved compared to a year ago.
  • 84% of CEOs have learned to make their business more productive with fewer employees.
  • 57% of CEOs expect their total number of employees will increase in the next 12 months.
  • 30% of CEOs said that if they could start their business over again, they would chose to open it in another state.

Click here for the full report.

Elisa K. Spain

The Leadership Value Of An Apology

The Leadership Value Of An Apology

Tom Searcy is a Vistage speaker who also writes for CBS MoneyWatch.  His recent blog titled “7 Tips on How to Apologize in the Business World” resonated for me, so I thought I would share them. Here are the tips:

1- Separate the apology and the explanation

2-Ask for the discussion, but don’t insist upon it

3- One-up the connection – face to face is best – try Skype or GoToMeeting and then phone

4-Don’t assume you know what will make it right, but be prepared with options

5-Own more than your portion

6-Focus on what happens next

7-Move on

Seems to me we can all benefit from applying these in our personal as well as professional lives.  To read Tom’s  full blog, click here.

Elisa K. Spain

The Ever Elusive Search For Work-Life-Balance

The Ever Elusive Search For Work-Life-Balance

For many of us, the holy grail of success is achieving “Work-Life- Balance”. It is a topic of frequent discussion at Vistage meetings and in my leadership coaching sessions. When I start with a new client, this topic is often on the list for discussion. And yet, despite all the discussions, books and articles, many of us feel this “balance” eludes us. Perhaps, it is because we see it as an either/or – choosing between work and life so as to achieve balance?

What if instead we saw it, as James Michener did,  becoming masters in the art of living…

“Masters in the art of living make little distinction

between their work and their play, their

labor and their leisure, their mind and their

body, their information and their

recreation, their love and their religion.

They hardly know which is which.

They simply pursue their vision of excellence at

whatever they do, leaving others to

decide whether they are working or playing.

To them they are always doing both.”

Elisa K. Spain

The Test Of Time, Continuous Improvement

The Test Of Time, Continuous Improvement

All of us who have been in business awhile have either led or experienced the “methodology dejour”. We get all excited about something new we learn about and suddenly it is time to reinvent our companies around this new idea. And, then a week, or a month, or even a few days later, we are on to the next new thing.

Sometimes though, something new comes along that is able to withstand the test of time. One such model is TQM, Total Quality Management. In the early 90’s Deming introduced the TQM model to U.S. manufacturing. This model included, among other things, the Japanese concept of Kaizen (continuous improvement) and what became a popular mantra called “business process redesign”. Today, there is a lot of talk  about the failures of business process redesign. Too much change introduced at one  time, simply doesn’t work –  upwards of 75% of business process redesign projects fail.

On the other hand,  Kaizen, or simply, continuous improvement has withstood the test of time in manufacturing and across all industries.

It’s a simple concept that  goes like this, intentionally and continuously look for ways to innovate and improve your business processes. As leaders, ask your people to join in and look for ways to improve the business. Success will follow.

In Vistage we call the idea dujour risk,  “DAV” (“Day after Vistage”) and remind our members to take only “one thing” away from each meeting and focus on incremental change, i.e. continuous improvement. The result… Vistage members outperform their industry peers.

What are you doing today, to foster a company culture of continuous improvement?

What financial benefits have come from your continuous improvement efforts?

What metrics do you have in place to measure the results of continuous improvement efforts in your business?

Elisa K. Spain

Questions Of Culture – What Are Yours?

Questions Of Culture – What Are Yours?

Despite the sticky unemployment numbers, businesses are hiring. See 9/20/11 Blog “The Economic Shift” for a discussion as to some reasons for this dichotomy.

Now, back to the point of this post…

I am seeing a lot of discussion about the questions to ask in an interview to learn the fit of a potential hire.

Two of my favorites,

From Bob Herbold, the former Chief Operating Officer of Microsoft Corporation and author of What’s Holding You Back: 10 Bold Steps that Define Gutsy Leaders.

When you were young, who was the person that was most influential in teaching you valuable lessons about life? What were those lessons the person taught you? What are those tapes this person put into your head that are still there today and have emerged as guiding principles for you?

The lessons you are looking for are basic principles that suggest a high degree of self confidence, a sense of personal responsibility, a strong drive to achieve, and solid fundamental ethics. No hint of these kinds of traits should be a red flag.

From Jeffrey Stibel is Chairman and CEO of Dun & Bradstreet Credibility Corp. and author of Wired for Thought.

Describe a time when you failed, tell me what you learned. Jeff asks all of his employees to share their answer to this question on “the failure wall” posted in his office. His passionate belief is success by failure is not an oxymoron. When you make a mistake, you’re forced to look back and find out exactly where you went wrong, and formulate a new plan for your next attempt.

As Vistage speaker Brad Remillard always says, “we hire on skills and fire on behavior”.  These questions above are two of my favorite behavior questions, what are yours?

Elisa K Spain