Results – Page 7 – Elisa K. Spain

Of Course I Embrace Diversity

September 4, 2016August 15, 2016 by Elisa Spain1 Comment

How often do we hear people say that they embrace diversity, and then behave another way? As Ralph Waldo Emerson was fond of saying, “What you do speaks so loudly, I can’t hear what you say”.

My sense is this happens because most of the time embracing diversity is easy. It’s not when folks are different from us that we are challenged, it’s when folks do something different that it becomes difficult.

As leaders, it is our job to create an environment that is accepting of everyone on the team so that the common organizational goals can be met. At the same time, in these polarized times, leaders are increasingly finding team members looking for those “doing differences” rather than looking for what they share simply by virtue of being human.

The questions that come to mind for me are:

how do we both set aside our differences, and at the same time embrace them, so that our organizations benefit from the broader thinking that diversity brings?
how do we know when to confront behavior that seems in conflict with our stated goals, or when to leave it be, because the behavior is simply based on life differences rather true conflict?

Whose Responsibility Is It?

August 21, 2016August 16, 2016 by Elisa SpainNo Comments

I am one of those people with what I call an ‘overdeveloped sense of responsibility’. And, I am working on this. What I have learned over the years is when “we” are responsible, rather than “I” am responsible, we all get to a better outcome. As part of my work as a Vistage Chair, I lead peer group meetings. Sometimes these meetings are outstanding and sometimes not. It’s easy as a leader to fall into the trap of telling myself I did a good job when they go well and blaming myself when they don’t.

And, what I have learned is fantastic days are the ones where everyone is engaged in creating a best day. And the ‘not so good days’ are the ones where something is going awry and no one says anything. Perhaps the silence comes from a place of respect for the leader; after all it is “their meeting”, its up to them to “fix it”. And when there is a series of “it’s up to him or her or them to fix it”, we can easily go from a ‘not so good meeting’, to a ‘not so good day’ or week and ultimately a ‘not so good outcome’ for the business.

All of us have the opportunity to be both leaders and followers in our daily lives. And sometimes we need to step up and take a leadership role in the moment, even when we are not the official leader. The next time you are in one of these moments, here are a few questions to consider as you perform a cost/benefit analysis of the situation:

If something is amiss in a meeting or a moment, and I stay silent, what is the potential cost to me, the group or the company?
If something is amiss and I speak up, what is the potential cost to me, the group or the company?
In a fair and bold cost/benefit analysis, what is the best and boldest choice for me to make?

How To Recharge Yourself And Your Strategic Plan

August 14, 2016August 18, 2016 by Elisa SpainNo Comments

What if we simply accept August as the time to recharge our batteries, then get a jump-start on strategic planning for next year? This week’s blog post appears on Executive Street Blog. Please click this link to view it.

To the Greeks and Romans, the “dog days” occurred in late July, when Sirius appeared to rise just before the sun. They referred to those days as the hottest time of the year, a period that could bring fever or even catastrophe.

Today we think of dog days as the time of the year marked by lethargy and often inactivity. Here’s another spin: What if we were simply to accept August as the time to recharge? And then once our batteries are charged, get a jump-start on strategic planning for next year?

All of us possess an inner reservoir of positive energy. It is this positive energy that enables us to move forward. And the human body, like all other energy-powered machines, needs to be charged regularly.

Most of us think of recharging as taking time off. For some, time off means long walks. For others, it means sitting by the beach. Still others look for adventure. All of these methods give the body an opportunity to recharge.

And what about recharging the mind? Is it possible to recharge both the mind and the body at the same time? And, like everything else, is there a benefit to being intentional?

For me, recharging the mind comes from learning. Sometimes it’s reading about leaders that inspire me, sometimes it’s watching a Ted Talk on a topic totally outside what I know and see daily. Taking this journey outside the norm gives me a new perspective and the ability to ask better questions of my clients as they plan for the coming year.

Find your source of inspiration. Become intentional about recharging during these dog days of August.

In Beyond Business • Tagged Strategic Plan, Strategic Planning

Did I Delegate Or Did I Abdicate?

August 7, 2016August 5, 2016 by Elisa SpainNo Comments

Most of us who have been in leadership roles for awhile understand the importance of delegating. It’s simply a matter of leverage; the more we delegate, the more gets done.

And… sometimes we get confused. We think we are delegating, when in fact, we are abdicating. What’s the difference?

Delegate: entrust (a task or responsibility) to another person

Abdicate: to fail to do what is required by (a duty or responsibility)

For me, one question defines the difference:

At what point in the process will I know if my expectations were met?

If the answer is, at the end, or maybe not until there is a serious problem or a disaster, we have abdicated not delegated.

Hmm… guess that means if my intention is to delegate, I must take the following 5 actions:

Clearly outline my expectations
Check-in to see if my expectations were understood
Agree how both progress and outcome will be monitored and measured
Agree when and how progress will be reported
Agree when and how progress will be evaluated and adjustments made

“Okay”, you say, “I get that, when it comes to team members doing tasks, but certainly you don’t expect me to monitor my leadership team? That would be micromanaging!”

For me, there is a big difference between micromanaging and delegating. When we micromanage, we are checking in, hovering over, second guessing, etc., etc. Delegating, on the other hand, requires none of this. Instead when we delegate, we let the system manage accountability.

The CEO who hires a new sales manager, and then checks in daily on the activities each sales person is doing, is micromanaging. On the other hand, the sales manager who ties compensation to performance and publicly posts activity reports and results for each salesperson, is allowing the system to manage accountability. The sales team and the CEO can know at any given time who is performing, without asking or hovering.

The CEO who hires a President and then “goes fishing” or goes off to work on acquisitions without first creating agreements with the President around the 5 steps above, is abdicating. On the other hand, the CEO who sits down with the president and together they decide how they will divide roles and responsibilities and agree on the management reporting the CEO needs to monitor and evaluate, is delegating. Once again the system, in this case a combination of agreements and reporting, is providing the accountability.

So, next time you are wondering if you are micromanaging, instead of abdicating, pause and ask yourself, what systems do I need to put in place so I can delegate instead?

Healthy CEO, Healthy Business

July 24, 2016July 19, 2016 by Elisa SpainNo Comments

I recently heard a CEO say, “when I am healthy, my business is healthy”. I have been thinking about this CEO’s statement in the context of CEOs I have known or observed over the years. My reflective observation is, he is right; there is a strong correlation between the health of the leader and the health of the business.

In the public company arena, we see the impact on stock prices when the CEO becomes physically ill.

In the private company arena, where most of the CEOs I work with reside, those that focus on their health and fitness are the ones that lead successful companies. I have watched CEOs move from poor mental and/or physical health to good health and back again and observed the company performance move in tandem.

Years ago, I worked with a CEO whose company growth had stalled. He brought me in as an advisor to help him get the company back on a growth track. While certainly there were some operational and structural changes needed, what I discovered was holding the company back was the CEO’s lack of engagement. He had suffered a series of injuries that kept him away from work, followed by a serious issue with his son. Once we put the infrastructure in place that he needed to take the company forward AND he got well and found a way to deal with his son’s issues, the company began to prosper. In fact, it was he that I was quoting in the first sentence of this post.

While a component of health is genetic and beyond our control, and life happens beyond our control, research continues to show that lifestyle and exercise are directly related to emotional and physical health.

So, as we go through our daily lives, what can each of us do to pause, reflect and recognize we have a fiduciary responsibility as leaders to care for our physical and mental well-being?

Declare Your Independence

July 3, 2016July 1, 2016 by Elisa SpainNo Comments

I have been reading a book called Necessary Ending, by Henry Cloud. In it, he uses a metaphor of rose bushes and compares them to our businesses, our careers and our lives. He explains that a rose bush cannot support all the buds it creates. And the ones that are beautiful only become beautiful because of pruning. Cloud describes three types of pruning: pruning the good but not great branches; pruning the sick branches; and finally pruning the deadwood. Perhaps the last two types are obvious, albeit sometimes hard to do in life. The first made me pause; really, I need to cut off some good branches for my rose bushes to flourish?

And, as I think about the upcoming independence day, I am noticing the parallel between necessary endings and independence. For some of our forefathers, my guess is the relationship with Great Britain was good, but not great. It certainly had benefits to go with the taxes and other challenges. And yet, despite the benefits, the founders of our country had the courage to recognize that an ending was necessary, declare their independence and fight for it.

So, for each of us, the question becomes…

Who or what do we need to declare our independence from (and perhaps fight to summon the courage to do it) so that we and our organizations can flourish like a well-pruned rose bush?

Is The Sky Blue?

June 19, 2016June 17, 2016 by Elisa SpainNo Comments

In my work as a Vistage chair and leadership coach, I am constantly reminded that despite the fact that we are all the same species, with many characteristics in common, we truly do see the world differently.

We expect this to be so, when we travel internationally or interact with people of differing ethnic, cultural and national backgrounds. In these situations, most of us have a heightened awareness of our differences and most of us realize we need to pause, think about what the norms are for the other person, think about what we have learned about their culture and modify our interaction and our behavior accordingly. An easy example I remember from the international training I had in the corporate world is how we exchange business cards. In the U.S., we simply toss our card on the table. In Japan, a business card is “presented”; held in two hands and a formal exchange.

Yet, when dealing with people who speak our same language, we often forget to pause. I remember a colleague of mine from the UK saying, “we are two countries, divided by a common language”.

We forget that just because we speak the same language, may even come from the same community, we see the world differently. And the closer a person is to us, the more likely we are to forget. We simply carry on, behave in a manner that comes naturally to us and when it works, it works. And when it doesn’t, we leave a wake. Sometimes we recognize the wake we are leaving and work to repair it; sometimes we don’t see it.

When we are in a leadership position, and leave a wake with our folks, it is rare that it is brought to our attention directly. Rather, we learn about the impact we had, from actions and behaviors we see exhibited by our staff. Often we don’t connect the dots and see that it was our wake that caused the behavior in others that we don’t want to see.

So, what to do? Here are the questions I am asking myself:

Can I slow down, so that I have this heightened awareness in all conversations?
Once I notice the conversation is one that requires special attention, like the business card exchange, what do I already know and what do I need to learn about the other person, that will help me handle my delivery in a way that lands as intended?
When have I left a wake, what do I need to do to clean it up?

Are You Willing To Wait For Transformation?

June 12, 2016June 9, 2016 by Elisa SpainNo Comments

Change is hard; it taxes the soul of both leaders and followers.

And, for many of us leading change, I wonder if this frustration sometimes leads to giving up or giving in too soon?

Two years ago I began a transformation process with one of the peer groups I lead. The change was disruptive. Some folks stayed, some folks left and we began the hard work as described by Dr. Bruce Tuckman in his elegant model of team development and group behavior, i.e. forming, storming, norming and now performing.

At the beginning, the task seemed daunting, and I often wondered if we would be adjourning, rather than transforming.

And then… the process took on its own life. We stormed through to norming and today we are congratulating ourselves on how well we are performing. Looking back, the time flew. Looking back, it wasn’t all that hard. Once I articulated the vision, communicated it often and asked each member to own it, the change began to happen. We were mindful of celebrating our wins and mindful of institutionalizing our new approaches. And most importantly, we continue to be mindful that while the present is to be celebrated; it must also be monitored and evaluated. We must follow the DIME model to prevent the new practices from becoming stale.

Biggest learning for me: stay the course; transformation takes time. Allow it to unfold at its own pace.

How Do You Know When It Is Time To Go?

June 5, 2016May 23, 2016 by Elisa Spain2 Comments

Whether you are a business owner, a professional manager, an advisor – or anyone who is engaged in an enterprise for an extended time – how do you know when it is time to go?

“Nothing is forever”, the old saying goes, and yet sometimes, perhaps even frequently, we stay too long. We watch professional athletes stay past their prime; and we participate in the debate about term limits for our congress; and yet, when it comes to our own engagements, how often do we look inward and debate our own need for term limits?

When I was negotiating my exit from the corporate world 15+ years ago, I remember a conversation I had with a friend. My friend asked me what I was going to do if I didn’t get the deal I wanted. My answer was, “I guess I will stay one more year”. Her response, “How many more years are you going to say, one more year?” It was in that moment I realized, it was time for me to go, regardless of the outcome of the negotiation. And… because I had made my decision to exit, I of course, handled the negotiation more effectively.

While this topic comes up every now and then with executives and business owners I coach, it surfaces mostly in a time of frustration. I wonder if instead it might serve us to ask ourselves this question as part of our annual strategic planning. What if, as part of strategic planning, every business owner or executive answered the following 5 questions:

What did I give to the business, other than my time, this past year?
What did I get, other than $$, from my engagement in the business?
How do my answers to #1 and #2 compare to previous years?
If my give/get has declined, what do I need to do to change this and do I have the passion and skill set to do it?
If I didn’t lead or own this business, what would I be doing instead?

My noticing is, that if we have asked these questions in the past and have stopped asking them, we may already know that it is time to go…

Do Titles Matter?

May 22, 2016May 18, 2016 by Elisa SpainNo Comments

If you ask most founders of privately held companies, their answer is, ‘titles don’t matter’. In their eyes, everyone simply needs to do what needs to be done to make the company and all of us successful.

If you ask most professional managers, their answer is, ‘of course titles matter’. Titles tell the people in the company who is responsible and accountable for decision making. Titles also tell the outside world, customers and other stakeholders, who is who.

In the early days of entrepreneurial companies, hierarchies don’t exist and therefore titles are fluid and variable. These companies pride themselves on being nimble and quick to respond to marketplace demands. As Vistage companies grow, we Chairs encourage owners to build a leadership team so they can build a sustainable enterprise.

And, owners want experienced leaders to fill these leadership roles – In walks the professional managers mentioned above. These folks are accustomed to structure and ready to create that sustainable enterprise. With their ability to create processes to support a sustainable enterprise, comes their comfort and desire for hierarchy, titles, offices, etc.

Further, as companies grow, leadership needs grow as well. Regardless of what owners call themselves initially, the distinction between the role of the CEO (externally and long term focused) and the role of the President (internally and results focused) become relevant. Sometimes, regardless of company size, the same person can perform both roles and sometimes it becomes clear that the company will benefit if these two roles are split between two leaders.

And when the person the owner called Director or VP of Operations or Sales in the early days, has most of the company reporting to them today or is actually leading the #1 strategic initiative or leading the executive committee meetings, what message are you sending if you don’t change their title?

What does matter? Really..

For professional managers
- Is it time to pause and ask, how much of what I expect in terms of hierarchy, paying dues, etc. matters?
- What recognition is truly important for me to feel successful in my organization?
- When joining a new organization or taking on an assignment, what behaviors, rather than titles and trappings, should I be asking for that will set me up to succeed?

For owners and founders
- Is it time to provide role clarity for me and for my leadership team?
- When is the right time to divide responsibilities and share both the leadership of the company and the associated titles?
- What recognition do I want to give; when, to whom and for what reason?