Culture – Page 4 – Elisa K. Spain

When Is It the CEO’s Job to Create Drama?

December 3, 2017December 2, 2017 by Elisa Spain Comment Closed

One of our Vistage speakers, Don Schmincke, is well known for “Discovering The Leader’s Code: Ancient Secrets For Executive Performance.”

The primary message Don drives home is the importance of having a positive Leadership Saga – because, in the absence of drama created by the leader, your team will create their own.

Supporting Don’s message, an article several years ago in Science titled Inside the Mind of a Motivated Employee describes the efforts of two sociologists at the University of Vermont who tried to better understand the rise and fall of people’s spirits. They studied the moods of 2.4 million people by analyzing the words they used in over 500 million tweets originating in 84 English-speaking countries over two years (February 2008 through January 2010).

What they found was a daily cycle of positive and negative feelings that seemed to apply consistently across cultures, geographies, and time zones. Around the world, people’s positive moods peaked in the morning (6-9 a.m.), dropped through the day until reaching a trough by mid/late-afternoon, began to pick up in late afternoon, and peaked again in the evening.

Both Don’s research and that of Science Magazine raise the following questions:

What are we doing every day, to maximize how we spend our time during the positive time of our day? (Are you reading email first thing when instead you might be working on innovation?)
What are we doing each day to create the kind of drama that reinforces the vision we have for our business and inspires our team to do great work?
What results are we likely to achieve by taking action and changing what we do each day?

Ego Diversification

November 19, 2017November 18, 2017 by Elisa Spain Comment Closed

What does it mean to diversify your ego? Does that even make sense?

In the investment world, diversification is de rigueur. Anyone who works with an investment advisor has heard them talk about the benefits of holding a diversified portfolio. The reasons are pretty straightforward, asset classes typically move differently and when one class is underperforming, another is likely to outperform. The goal, therefore, of holding a diversified portfolio, is to achieve an overall positive return. And, even when a positive return isn’t feasible, e.g. in a significant downturn like we experienced in 2008, a diversified portfolio will still outperform a single asset class that experienced a significant loss, the S&P 500, in this example.

The concept of ego diversification is similar. If we are getting all of our identify, our ego satisfaction, from a single pursuit, what happens when something is not going well with that pursuit?

Perhaps something at work is not going well, a new customer, for example, wasn’t transitioned well and we focus all of our attention on fixing that problem. Our initial instinct often is to double down and laser focus on solving the problem.

What is the impact to our self-esteem when our gut tells us solving the problem is going to take a while?
What if instead of grinding away, heads down, for weeks or even months, we intentionally spread our attention toward positive situations, time with a happy customer, or time being in service to someone or something that matters to us?
How might the “performance” of our lives improve, if we endeavor to diversify our ego gratification all the time thereby creating a “portfolio” of pursuits that together provide satisfaction and joy?

What Is Happening Out There?

October 22, 2017October 20, 2017 by Elisa Spain Comment Closed

Last week I talked about ITR‘s prediction of a slowdown beginning early 2018 resulting in a cyclical recession by February of 2019. As with every recession, Brian Beaulieu of ITR recommends that CEOs use the slowdown as an opportunity to invest in their businesses.

Sound advice.

And, what better way to determine where to make these investments than to look outside our companies, and outside familiar places for opportunities.

So often, especially during challenging times, we tend to focus inward. We look at what we are doing effectively and what we aren’t. We look at what our teams are doing effectively and what they aren’t. We look at the current competition, who we know well. In short, we tend to focus on the SW part of the classic SWOT strategic planning exercise.

What if instead we focused on opportunities and threats? What if instead we looked outside?

to imagine who our future competitors might be
or watched our customers to see what their challenges are
or benchmarked others industries to see what we can learn

I wonder where “the big three” automakers would be today if they had looked outward instead of inward when they were the dominant players?

Crawl? Walk? Run? Fly?

October 8, 2017October 6, 2017 by Elisa Spain Comment Closed

Hard to know when to walk, when to fly, when to run or even when to crawl. In this fast paced world we live in, our tendency is to default to run. And, my sense is, there is a place for each.

The challenge is to let things unfold at their own pace. Here are some questions I ask myself, when I remember to pause, to determine what pace fits best with the given situation:

If I am feeling a sense of urgency, what is driving it?
If I slow down the pace, what benefits/costs will result?
If I speed up the pace, what benefits/costs will result?
What will happen if I choose to observe rather than act for some time?

What is a Big Deal to Some, Leaves Others Scratching Their Heads

October 1, 2017September 19, 2017 by Elisa Spain Comment Closed

In this increasingly sensitized world we live in, we find ourselves in a place of wondering. Wondering, how what we say will be interpreted.

And on the receiving end, we may be offended by comments from others and wonder at a minimum, how could this person have been so insensitive.

Layer on to this, differences in cultures and while some may hear a comment as a big deal, the sender may be left scratching their head. For me the solution lies in dialogue and seeking first to understand. Understand what others are sensitive to and what life experience may have led them to feel as they do and understand why others may be left scratching their heads.

Sometimes, it seems so obvious, and yet it isn’t. By way example, Trevor Noah shares this story in his recent autobiography.

According to Noah, in South Africa, where he is from, children are taught that Hitler was a powerful man, the atrocities he committed are left out of the history lesson. He goes on to say, black South Africans often name their children after “great leaders”, emphasizing that great does not necessarily mean good. With this background in mind, Noah shares a story of a friend of his named Hitler. Yes, that is his given name, not a nickname.

As young adults, Trevor and Hitler are entertainers, Trevor is a DJ and Hitler is a dancer. The two of them are invited to perform at a school in a white neighborhood that turns out to also be a Jewish neighborhood. When Trevor introduces Hitler to the stage to dance, the room falls silent. Trevor doesn’t understand why and carries on with his spiel using Hitler’s name over and over.

Finally a teacher comes on stage and demands they leave. An argument ensures, the teacher is horrified that “you people” had the indecency to come here. Trevor hears “you people” as black people, and both are horrified and offended. Trevor and Hitler leave and it isn’t until years later when Trevor travels outside of South Africa that he understands what happened that day.

When I read this, I was struck by the absurdity and was reminded that we must always assume positive intent, hard to do, and so important especially today.

Progress or Apocalypse?

September 17, 2017September 1, 2017 by Elisa Spain Comment Closed

Every generation has its world changing vs. world destroying technology.

In the 1800’s, it was the train. People genuinely believed that going that quickly would kill you in gruesome ways, such as your body melting.
In the 1960’s, we were told getting too close to a television or a microwave oven would give us cancer. More recently this same concern has arisen about mobile phones.
In the 1990’s, when Dolly the sheep was cloned, we became convinced that human cloning was months away.

The new battle is over Artificial Intelligence. Will it change the world as Mark Zuckerberg believes or will it destroy the world as Elon Musk believes?

As with previous inventions, AI will offer opportunities we can only dream of today. At the same time, prudence and regulation will be required as Musk suggests.

One thing that is certain, no matter who believes what or what the dangers are, AI is happening. And, those who figure out how to enhance their businesses by using AI, will be the beneficiaries.

For further reading/viewing on this topic…

We need to shift the conversation around AI before Elon Musk dooms us all

Don’t fear intelligent machines. Work with them

With Diversity, Comes Diversity

August 20, 2017August 18, 2017 by Elisa Spain Comment Closed

What does this statement even mean?

Diverse leadership teams are hard…they are harder to build, are unlikely to come to consensus and are more likely to have conflict.

So, why bother? Because… they are harder to build, are unlikely to come to consensus and are more likely to have conflict, they make better decisions. Research studies prove this out.

Before we go any further, let’s start with some definitions; here’s mine:

Homogeneous groups have similar backgrounds, preferences and personality styles
Diverse groups contain individuals with a variety of backgrounds, preferences and styles

Notice, I didn’t mention gender, race, ethnicity, sexual preference. Why? Because categorizing frequently leads to stereotyping and while stereotyping might be a shortcut to achieving diversity, it may not. In fact, it may instead simply lead to stereotyping or…

In some cases, visible diversity as in gender and race, doesn’t create a diverse team. Where backgrounds are similar, even with visible diversity, a team is likely to behave as a homogeneous group.

What to do?

As with any critical decision, start by asking yourself the #1 leadership question: What outcome do I want?

Diversity is not always the best approach. Homogeneous groups are easier. Because of their similar backgrounds, preferences and styles they are likely to agree and move forward quickly.

If the goal is getting more of what you already have, then a homogeneous group may be the way to go.
If the goal is innovation and critical thinking, you are more likely to get there with a diverse group.

If you decide you want to build a diverse team, ask yourself the following questions to get started:

Do I know the backgrounds, preferences, and styles of current team members?
What actions do I need to take to learn this information about my current team?
What are the gaps in the current team?
Who in my organization could I add to the current team to increase the diversity?
If I am hiring team members, what qualities would add to the diversity?

If you would like to read more on the results of diverse groups, here is an article by two Kellogg professors to get you started: Better Decisions Through Diversity.

Who are the UNSUNG heroes working for you?

July 16, 2017July 14, 2017 by Elisa Spain Comment Closed

We worship winners—especially those who demonstrate leadership, confront a crisis and prevail. There’s nothing wrong with that, as long as the hero did not create the crisis in the first place.

But what about those who keep crises from erupting at all?

Who are the UNSUNG heroes working for you (and helping you avoid the ditch)?

Are you only recognizing the “heroes” in your company, and ignoring those who help you avoid the storms altogether?

This article by John Kay in the Financial Times, “No One Remembers a Cautious Captain of Industry,” explores our sometimes foolish preference for the heroic over the prudent and for the bold over the wise.

How Do You Know When to Go With the Flow?

June 18, 2017June 16, 2017 by Elisa Spain Comment Closed

Option 1 _ Sometimes, the best thing to do is to go with the flow and let things play out.

Option 2 _ Sometimes, the best thing to do is to choose a desired outcome and lead others toward that outcome.

How do you decide?

In my experience, business owners have the tendency to choose Option 2. Owners get to decide the outcome they want and when passionate about that outcome, they choose to lead others toward it.

Similarly, professional CEOs, especially those leading PE owned companies, generally choose Option 2. They have a clear mission from the PE board, have incentives that are aligned with the board, and therefore choose to lead others toward their desired outcome, leaving as little to chance as possible.

On the other hand, my experience with executives is, it varies. And, since executives have both their careers to think about and their business to think about, they have two situations for which this choice must be made.

Some executives are willing, and actually prefer, to go with the flow, letting their owners or their boards, or their CEO decide the direction. This works best when the decision makers are in fact choosing Option 2, i.e. they are clear about the desired outcome.

But, what happens when the decision maker and those charged with implementing the decision are simply going with the flow? Is there even a direction, or simply a flow?
And, what happens when going with the flow provides financial rewards, but not psychic rewards. What then?

Everyone needs a purpose, a “why”. Some of us are comfortable deriving that purpose from others. Some of us need to set our own course.

The challenge for each of us is becoming clear which choice works for us and then putting ourselves into situations where we can be aligned with our choice.

Not Asking Has a Price Tag

June 11, 2017June 10, 2017 by Elisa Spain Comment Closed

We Vistage chairs often talk about the importance of staying curious, of asking questions. Often as leaders we tell ourselves that the only “cost” of being directive vs. asking questions are soft costs. For example, we make assumptions that are wrong and have to start over when we learn we are headed in the wrong direction.

What about the hard costs of heading in the wrong direction?

What about when we as leaders, march into a new area, or start a new initiative, everyone follows, and we are headed in the wrong direction? Money is invested and then we have to start over. If only we had asked a few questions up front, we tell ourselves afterwards, the price tag associated with the failure might have been avoided.

This TED talk, titled simply, “If you want to help someone, shut up and listen!”, by Ernesto Sirolli, brings this point home in a global way. Ernesto Sirolli is a noted authority in the field of sustainable economic development and is the Founder of the Sirolli Institute, an international non-profit organization that teaches community leaders how to establish and maintain Enterprise Facilitation projects in their community.

What does this talk have to do with leadership? A lot.

What does it have to do with business? I’ll let you decide that.