Is Coaching For Me Or For My Company?

by Elisa SpainNo Comments

 

As a leadership coach, working with both CEOs and senior executives, I am sometimes faced with this question:

  • Is leadership coaching for the individual or
  • Are there specific results this individual is expected to produce for the company?

For CEOs, the answer to this question is usually easy, the development a CEO gains from coaching usually has a direct correlation with results in their business.

For a senior executive, the question is more complex, both for me and for their sponsoring manager.

As with most things, getting clear upfront about your intentions and expectations will yield better results. Here are some questions to consider if you are either the senior executive or their sponsoring manager:

  • Is coaching for your general professional development?
  • Or are there specific expectations that coaching is expected to address and that you will be accountable for?
  • What is the contract between you and your coach?
  • What is the contract between you and your sponsoring manager?
  • As the executive in coaching, how will I demonstrate or communicate progress to my manager?
  • As the sponsoring manager, how do I want to be kept informed of progress?

 

 

When The Obvious, Isn't Obvious…

by Elisa SpainNo Comments

 

Simplify, simplify… These are the watch words of our world today. The more complex our society has become the more is written on the benefits of simplification.

And, I have begun to wonder if the complexity of our society is also leading us to forget to look for simple solutions when things aren’t working right. The obvious sometimes is missed, along the way to finding a solution.

The following experience happened awhile back and I often use it as a reminder to pause and look first for the obvious, even when it may not at first seem so obvious.

My internet service was continually cutting out. It would go down for a few minutes, sometimes an hour or so, and would always come back on its own. This went on for many months. I called for service repeatedly, the provider sent technicians out repeatedly. They replaced modems, they replaced wires, they really tried to fix it. I became convinced the problem must be with the wiring in the building so I hired an independent company who came out and checked the internal wiring. Everyone who was here, and there were lots of people, all said it should be working. But it wasn’t.  

Finally I called a technician who had been out for another issue in the past. I had saved his name because he was particularly helpful. I told him the whole story and he sent his supervisor out. The supervisor asked a few questions, listened to my story and then solved the problem in 5 minutes.  

How did he do it?

This sounds like one of those brain teasers doesn’t it? Actually, I guess it was. What he did was simple. He asked a few questions, he really listened to my answers, and then looked for the obvious. There was a loose wire where the system was attached to the building. He tightened the wire, and I have not had a problem since!

My takeaway from this … when something isn’t working, in business or in life;

pause, ask questions, listen carefully to the answers….and then search first for the obvious explanation.

 

 

 

What If You Can't Change What Is?

by Elisa SpainNo Comments

 

This blog is for those of us who seek to change injustice. What if we just found a workaround?

Outrageous? Perhaps not.

Some things that we perceive as wrong speak to the fabric of our soul, most of these fall into the category of social injustice. But, I am not talking about those issues.

What I am talking about here is business injustice. Those little, sometimes even big, things that happen in business that just aren’t right. At least, they aren’t right from our perspective. These situations happen most often when decisions are made by someone else that impact us or our team.

I heard the following story recently from one of the leaders I work with and was struck by the wisdom here.

The leader who shared the story told me that the compensation plan for his team was set at the corporate level and is based on several “factors”. These factors were to be evaluated and then bonuses paid based on performance against these factors. This leader was concerned because one of the factors required the team to act in a manner he felt was inconsistent with servicing the customers.

He has tried several times to lobby to change the plan without success. A few days ago in frustration, he shared his concerns once again with one of his colleagues who he hoped would work with him to get the plan changed. Instead the colleague said, “This is out of both of our control. While the plan includes these factors, it also allows discretion, my suggestion is you use your discretion to do what you feel is right”.

The questions that come to mind for me are:

  • How do we reconcile these things that are wrong?
  • How do we know which ones to accept and which ones to work to change?
  • And, if we are the one making these decisions that impact others, do we recognize the unintended consequences and are we open to change? Or at least open to a workaround?

Finally the key question, just because it is wrong or broken, does it have to be fixed? Or can we simply accept what is and find a way to make it work for us and our team?….

 

 

Today Is Giving Tuesday

by Elisa SpainNo Comments

 

Today, on Giving Tuesday, nonprofits, families, businesses and students around the world come together for one common purpose: to celebrate generosity and to give. Here in Illinois, Donors Forum, led by Eric Weinheimer (former member and friend of Vistage), is coordinating this initiative. They have one bold goal: #ILGIVEBIG, $12 million raised by Illinois nonprofits from 100,000 individual donors — in one day.

To celebrate today, I created a matching gift opportunity.

Many of you know about my passion for The CARA Program, a true social innovator (the only social purpose organization nominated for the Chicago Innovation Award).

Right now, anyone who chooses to give to this mission, I will match that gift, dollar for dollar, up to $5,000 (total gift of $10,000).

To make a donation of any amount, click here.  (And, please add “Elisa Spain Matching Gift” in the comments section to ensure your gift is matched.)

Thank you in advance for joining me on Giving Tuesday with a donation to the Cara Program, or to the social purpose organization of your choice.

Thanks-Giving

by Elisa SpainNo Comments

 

I love Thanksgiving. It’s my favorite holiday because it is celebrated by all Americans, regardless of their backgrounds. While the “thanks” part of Thanksgiving is so meaningful, the “giving” part is equally so.

We give thanks on Thanksgiving, go to the mall on Black Friday, and browse the web on Cyber Monday. Now, we have a day dedicated to giving back. On Giving Tuesday (this year on December 2), nonprofits, families, businesses and students around the world come together for one common purpose: to celebrate generosity and to give. In Illinois, Donors Forum, led by Eric Weinheimer (former member and friend of Vistage), is coordinating this initiative. They have one bold goal: #ILGIVEBIG, $12 million raised by Illinois nonprofits from 100,000 individual donors — in one day.

I also wanted to share…my matching gift opportunity.

Many of you know about my passion for The CARA Program, a true social innovator (the only social purpose organization nominated for the Chicago Innovation Award).
Right now, anyone who chooses to give to this mission, I will match that gift, dollar for dollar, up to $5,000 (total gift of $10,000).

 

To make a donation of any amount, click here.  (And, please add “Elisa Spain Matching Gift” in the comments section to ensure your gift is matched.)

Thank you in advance for joining me on Giving Tuesday with a donation to the Cara Program, or to the social purpose organization of your choice.

The Oft Unheralded Challenge Of Change

by Elisa SpainNo Comments

 

Leading change in an organization is full of challenges. Most of these challenges are associated with creating a vision, inspiring action, achieving buy-in, and sustaining the change. John Kotter, noted for his work on this topic, offers an 8 step process that offers an excellent roadmap.

I am noticing a 1/2 step challenge of change, that while banal, can derail a change initiative when ignored. This oft unheralded challenge is simply that everyone hears through their own filter, and therefore the actions we see are not the actions we expected. Obvious perhaps, and yet when leading change, we sometimes think that things are not happening the way we want because people are resisting.

  • Sometimes, they simply didn’t hear
  • or what they heard is different from what I thought I said
  • or they need to hear it more than once; 7 times I have been told is the magic number
  • or they need to do it more than once, or even twice, to “get it”
  • or we simply need to allow time for the change to settle in

So, next time, before calling out a “resister”, first pause and ask them what they heard.

 

 

Elisa K. Spain

The Emperor's New Clothes

by Elisa SpainNo Comments

 

I have come to realize, duh… that the fairy tales we read as children were intended to prepare us for our adult lives. (Robert Fulghum was right, All I Really Need to Know, I Learned in Kindergarten).

A couple of weeks ago I wrote about The Other Side of Success, when confidence becomes hubris. The Emperor’s New Clothes is, in my view, the ultimate risk of this hubris.

The Emperor’s New Clothes is a short tale by Hans Christian Andersen about two weavers who promise an Emperor a new suit of clothes that is invisible to those unfit for their positions, stupid, or incompetent. When the Emperor parades before his subjects in his new clothes, a child cries out, “But he isn’t wearing anything at all!”

The emperor is so vain, he believes the tale. The adults are afraid to tell him the truth for fear the outcome may have consequences for them. Only a child tells the truth; he is too young to realize he is taking a risk by doing so.

To be a successful leader, one must be confident, have the courage to move forward even when questioned. And at the same time, the successful leaders I know also ask for feedback. They are constantly in touch with their constituents – customers, employees, vendors, advisors, family (after all it was a child that told the emperor the truth).

Recently I heard a new CEO talk about the changes he had made since assuming his position. He was proud of those changes and went on to say, “things are better because of these changes”. Yet, he hadn’t ever asked his users (customers, employees, vendors, etc.) what they thought. He believed it to be true, just like the emperor. I later had the opportunity to hear from some of his constituents, and they had a different perspective. For them, the changes had made their work more challenging. Which is true? I don’t know. What I do know is most of his stakeholders are telling the CEO what he wants to hear, not what they truly feel and believe.

Years ago, I saw the effect of this first hand. I was working in the investment business and several of the large institutions, like ours, decided to install a new software system for managing trust accounts. The system was built by a small company and it turned out they were better at marketing than at software development. Our largest competitor at the time was the first to “go live” with the new system. It was a disaster, such a disaster that they ultimately exited the trust business. I remember saying to my colleagues at the time “someone, probably several people, at that bank knew this was going to fail and they were afraid to speak up”.

I leave you with these questions:

  • What are you doing to solicit honest feedback in your organization?
  • What are you doing to foster an environment where your customers, employees, vendors and other stakeholders feel they can provide feedback without fear of consequences?
  • Do you have a “child” in your company and your life who is willing to tell you that you are naked?

Elisa K. Spain

 

SWOT And Risk Management

by Elisa SpainNo Comments

 

Most every business at one time or another, most often annually, spends a bit of time on a SWOT analysis (Strengths, Weaknesses, Opportunities and Threats). This is simply good governance. And, as I discussed in a recent post, Are You Prepared to Govern in a Changing World?, successful companies focus externally on the O and the T, because they know internal actions must be based on these.

An often missed corollary to SWOT, is the broad topic of Risk Management. Business owners sometimes believe that by purchasing insurance they have addressed this topic.

While insurance is available to mitigate some risks, there are many business risks for which insurance is neither available nor financially practical. Instead, it is management practices that are the key ingredient to managing many, if not most, risks.

How are you, as a leader, managing each of these?

Reputation Risk
  • Does the behavior of your employees reflect your company values?
  • Have you articulated these values and do your own actions consistently reflect them?
  • What do you want to be known for? (your brand)
  • If you surveyed customers, vendors and others who have contact with representatives of your company, what would they say you are known for?
Operational Risk
  • Simply put, does your product and service work?
  • Do you have quality standards, and do you measure them?
  • Is it easy to do business with you?
  • In short, do you have operational excellence and if you don’t, is doing something about it a priority?
Legal Risk
  • Are you keeping current on HR and other regulations that impact your business?
  • What actions are you taking in your hiring, promotion and other business practices that may inadvertently create legal risk?
Human Capital Risk
I am fond of the saying, “Take care of your employees and they will take care of everything else.”
  • Are you focused on retaining your key employees?
  • Do you deal effectively and swiftly with behaviors that are not consistent with your culture?
Business Model Risk
  • What is happening in the marketplace (competitors, regulators and customers, etc.) that may impact your business model?
  • Is your business model sustainable? How do you know this?
  • What have you done, or need to do, to diversify this risk?
Financial Risk
Financial risk is the primary (ultimate) risk to business owners and their investors, and it could take awhile for the impact of each of these risks to show in the numbers and…. it may not happen. The question is, “how much financial risk are you taking by not focusing on risk management”?

Elisa K. Spain

 

The Other Side Of Success

by Elisa SpainNo Comments

Opt 3 Sept 21

When does confidence become hubris?

So much is written about the importance of confidence and yet, there is a dark ugly side too. We see it every day in the press – rock stars, sports stars, politicians and others, who have so much confidence that they begin to make choices out of hubris.

Well, we say, they are stars, this doesn’t happen amongst “regular leaders”. And, while we may want this to be true, my experience is, it happens in every arena where leaders are successful.

We all know the leader that made it big and acts as though s/he has the “Midas touch”. After the one success they believe everything they try, everything they touch will be the same. Or, they feel the need to tell everyone about their accomplishments, and they don’t feel the need to listen. After all, they already know it all; they accomplished what others have not.

We also know the leader who despite success after success is humble. Who, when asked how they accomplished what they did, points to the people s/he has learned from, rather than their own brilliance. The leader who is on a lifetime journey of learning, who believes no matter what their accomplishments, they can always accomplish more by listening to others.

Which of these describes you?

Which do you want to be?

If your choice is the humble leader, what are you doing to stay curious and continue to learn?

The Unrecognized Value of Operational Excellence

by Elisa SpainNo Comments

Opt 9 Aug 24

Strategy and sales are the key to success, right? Well, yes, and no. Yes, they are important and without execution and operational excellence, they don’t matter. As Thomas Edison said so well, vision w/o execution is hallucination. 

So how do we get there? The DIME Method (Design, Implement, Monitor & Evaluate)  is a start. And, it’s the M & the E that get you to that operational excellence and where governance comes in.

It starts with figuring out what to monitor and keeping it simple, and then circling back and evaluating progress and measurements, making Design adjustments, Implementing those changes and starting the Monitor and Evaluate process again.

The successful CEOs I work with that have achieved operational excellence consistently follow these three key actions:

  • They identify the 3-5 key measures of success and monitor those daily, these could be sales calls, throughput, rework; what to watch depends on their business
  • They act when the the key measures indicate a variance, and they don’t wait and don’t accept excuses
  • They have a culture of co-accountability; their team holds each other accountable for the results they agree to

And,  they design compensation plans that are consistent with the results they want, e.g. if net income is the goal, the leadership team is ‘bonused’ (deferred or current) on results, and they work together to get to those results.

Elisa K. Spain