Leadership Quote: Most People Need Repetition

by Elisa Spain2 Comments

2013 05-26 Ribbon on Finger Stock_000013061976XSmall (1)Once again, I am taking a brief pause from the Leadership Series for the monthly quote. The series will return next week with Leadership View #8.

This month’s leadership quote: 

Most people need repetition more than instruction.

I had a clear reminder of the importance of repetition last month. One of my Vistage members noticed we were neglecting some of the tenants of our group’s Operating Agreement and called it out in a meeting. His noticing led to a rich discussion amongst members of that group, and one of the members said it well: “Just like diet and exercise, we know what to do and sometimes we need a reminder”.

In our busy lives, we are mostly focused on the urgent (hopefully it is the urgent and important). If we want to pay attention to the Important, Non-Urgent issues in our lives, we need reminders. Whether it is our Vision, our Mission or Operating Agreements that we share with our teams, or the commitments that we make to our spouses, life partners or family; we all need that repetition to keep us focused.

As a reminder,

Most people need repetition more than instruction.

What do each of us need reminding of today?

Elisa K. Spain

Leadership View #6: Some Problems Can’t Be “Solved”

Leadership View #6: Some Problems Can’t Be “Solved”

by Elisa SpainNo Comments

2013 05-12 Fresh PerspectiveiStock_000019408214XSmall Leadership View #6:

Some problems can’t be “solved” (and, hopefully, made to go away) – they must be managed and may require the leader’s repetitive attention and time.

As leaders and managers, we have been taught to find the root cause and fix the problem. This Leadership View seems to fly in the face of that.

What do you mean “some problems can’t be solved”?

For me the key word here is repetition. For anything to be sustainable, it must be repeated. We humans get distracted, forget what we learned and have to be reminded. This is what Vistage is all about. Our members hear from a speaker 8 times a year. Do you really think each speaker brings something new to the table? Rather, they often are reinforcing a similar message. And, we hear the message differently depending on where we are in our lives and our businesses at the time. An entrepreneur leading a start-up will hear a leadership message differently 10 years later when he or she is challenged with building a leadership team that will lead to a sustainable enterprise.

I asked one of our long term Vistage members recently if he had ever considered leaving Vistage. His answer was “never, I learn something at every meeting, every one-to-one.” He leads a highly successful, high growth business. My belief is he learns something new each time, because he comes with different ears each time.

The same is true for the people that work for us. Some problems can’t be solved, because things happen. Life isn’t static and our businesses and our processes aren’t static. Last year in a post entitled “Is Your Leadership Team Your Co-Advisor“, I talked about the DIME Method: Design, Implement, Monitor, Evaluate. For me the repetition speaks to the Monitor and Evaluate part of the continuum. As problems get solved and things change, we must monitor, evaluate and then design again.

As you mull over this idea that problems can’t be solved, I encourage you to ask yourself the following questions:

  • When was the last time we monitored or evaluated the systems we have in place?
  • Are we doing things, “because that’s the way we have always done it”?
  • What is the root cause of the problems that exist in my company today? Which of these require my repetitive time and attention?

Elisa K. Spain

 

Laws Of Success: Perfection Of The Life Or Perfection Of The Work?

Laws Of Success: Perfection Of The Life Or Perfection Of The Work?

by Elisa Spain3 Comments

2013 03-17 Balance Work LifeiStock_000018217096XSmallThe Choice

The intellect of man is forced to choose
Perfection of the life, or of the work,
And if it take the second must refuse
A heavenly mansion, raging in the dark.
When all that story’s finished, what’s the news?
In luck or out the toil has left its mark:
That old perplexity an empty purse,
Or the day’s vanity, the night’s remorse. 

William Butler Yeats, 13 June 1865 – 28 January 1939

Elisa K. Spain

 

Diversity Or Integration, What's The Difference, Why Bother?

Diversity Or Integration, What's The Difference, Why Bother?

by Elisa Spain1 Comment

2013 03-10 DiversityStock_000014186302XSmallLately I have had a number of conversations with the leaders I work with about the challenges of adding diversity to their organizations. Diversity comes in several flavors. There are the traditional forms of diversity – gender, race, ethnicity and sexual preference. It also comes when someone from the outside joins an existing culture.

Some organizations handle this “integration” well and some don’t. Why?  My sense is the answer lies in how intentional the leader is about both the spoken and unspoken characteristics of their culture.

The word integration is rarely used today. It harkens back to the 1970’s when schools were being “integrated”. Fights broke out, learning became challenging and it was largely viewed in retrospect as an experiment that failed. And, this “experiment” for me provides learning for leaders who want to diversify their organizations.

Integrating- Merriam Webster “to form, coordinate, or blend into a functioning or unified whole”

Isn’t this exactly what we are wanting to do when we diversify? And…Diverse 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.

What to do?
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, first begin by defining what you are looking to accomplish with the diversity. Then ask yourself the following questions as you begin to form, coordinate, or blend into a functioning or unified whole:

  • 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?
  • Have we defined our culture? And, even if we have, what are the unspoken characteristics of our culture?
  • What actions do I need to take to learn this information about my culture?
  • What on-boarding actions do I need to take to achieve integration?

Elisa K. Spain

 

Disappearing Jobs, Does It Matter?

Disappearing Jobs, Does It Matter?

by Elisa Spain2 Comments

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

 

Do The Ends Justify The Means?

Do The Ends Justify The Means?

by Elisa Spain2 Comments


An age old question…

I saw Lincoln, Steve Spielberg’s latest movie, and came away from it with some questions, from a leadership perspective. Abraham Lincoln is renowned as one of the greatest presidents and leaders in United States history. In this movie, Spielberg tells the story of Lincoln’s last days, the time in which he worked to pass the 13th Amendment and end the Civil War. Both Lincoln and Thaddeus Stevens took questionable actions to advance their end goal of abolishing slavery. Lincoln sought to change the vote of house members and delay a meeting with the southern leaders, while Stevens modified his oratory to be more inclusive; shocking and disappointing his constituents.

And.. they won. The 13th Amendment was passed, banishing slavery for all time.

So, the leadership questions are:

  • When the goal is pure and the cost of not achieving it is high, do the ends justify the means? and
  • How do we as leaders make that decision that “this particular outcome” is one that qualifies?

Elisa K. Spain

When Managing By The Numbers Is Not Enough

When Managing By The Numbers Is Not Enough

by Elisa SpainNo Comments

It’s all about profitability right? Certainly, we are all in business to make money. Even not-for-profits must have net income to continue to operate. And, is being in business for a purpose or a mission reserved only for not-for-profits? What about the professional managers running privately held businesses and leading large companies? What drives them?

Recently I had two conversations in one day with business owners expressing frustration with the lack of progress of talented leaders in their businesses. They both have open book policies, their key executives and in one case, all of their employees, have full access to the company’s financial statements. All this makes sense from the point of view of managing by the numbers. And, is managing by the numbers enough?

The questions I asked these two owners are:

  • In addition to company profitability and individual compensation, what drives these individuals to succeed?
  • Whose goals are they working toward, yours or theirs?
  • If the answer is yours, how can you make the goals their goals while still being consistent with yours?
  • “Purpose” is individual, have you explored what theirs is? Revisiting the book Drive by Dan Pink is a good place to start and then a conversation.

What questions would you add to this discussion?

Elisa K. Spain

Great Leaders Shatter Expectations

Great Leaders Shatter Expectations

by Elisa Spain2 Comments

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

Rush To The Urgent, Or Plan For 2013?

Rush To The Urgent, Or Plan For 2013?

by Elisa SpainNo Comments

As we enter the fourth quarter of the year, are you still focused on 2012 or planning for 2013?

At a recent meeting with a group of business leaders, all from the same company, we went around the table and asked “who is on plan or ahead of plan this year and who is not?” A common theme emerged amongst those who answered that they were meeting their plan or ahead of plan.

Here is what I heard:

  • 2012 is over – we are already planning for 2013. We did the same last year and hit the ground running in January (actually before then)
  • everyone on the team knows their contribution to the goal and where each of them stand – i.e. we set individual goals as well as team goals, measure performance and make it public

Seems so simple and yet, only about 1/3 of the people at the table were actually achieving their goals.

Here are some questions for your consideration:

  • I wonder what stops the two-thirds  from following the practices of the one-third? Is it perhaps rushing to the urgent and missing the important along the way?
  • How does this all fit with what you are doing this quarter?
  • How might the experience of these successful leaders perhaps impact the choices you make in the remaining few months of the year?

Elisa K. Spain

Does A Business Have To Grow?

Does A Business Have To Grow?

by Elisa SpainNo Comments

This is a topic often discussed amongst my Vistage members. Some want to grow, others like the idea of maintaining a controllable size. There is no one-size-fits-all answer. What I do know is that businesses are organic, and therefore static is not sustainable. We’ve all seen businesses disappear over time when the owner was not engaged, unaware of changes in the industry, lost a key employee, a new competitor entered the market with a game changing idea, etc.

If you accept that static is not sustainable, what to do?

If you find that you like the entrepreneur culture, with everyone playing a part in the business, be intentional about it. While you may not want fast growth or a large company, a business has no choice but to continue to evolve and grow, even if it is at a steady pace. If you are in this place, here are my questions for you:

  • Do you have a diversified client base?
  • If not, what steps are you taking to diversify and reduce this risk?
  • Where is your business and your product(s) in the business life cycle? If you are in a mature industry, with mature products, what is your “digital camera” and what are you doing about it? see March 11, 2012 blog, Innovation vs Discipline: Kodak vs Fuji 

If, on the other hand, you have the opportunity to scale and want to, be intentional about that as well. The challenge for many entrepreneurs who want to grow is making that transformation from an “entrepreneur culture” to a professionally managed culture. If you are an owner with a growth plan, here are your questions:

  • Do you want to be the CEO of a professionally managed company? Does the thought give you energy and play to your genius?
  • If you would rather leave the management to someone else, is there someone on your team that could be your COO?
  • Are you open to accepting that your business is going to change and some of the people will have to change as well?
  • Are you willing to invest the time and the money to get there?

Whichever path you choose, make it an intentional one.

Elisa K. Spain