Tell Me A Story…

by Elisa Spain1 Comment

 

We humans seem to learn best, relate best and connect best, with stories. As children we learn the culture and norms of our society from fairytales and fables told by our parents. In the beginning of communities and societies, we told stories to the members of our “tribes” to initiate them into the tribe.

In organizations, we learn the culture and norms of our company from stories. For our teams and our customers, the stories they hear about the company and the stories they tell about the company matter. And today they share stories within their social networks, spreading the stories so much further than was possible before (via Yelp, Glassdoor, Twitter, to name a few).

The questions that come to my mind are:

  • What stories are you telling yourself, your team, your customers?
  • Are you intentional about the content of these stories and who you are telling them to?
  • What greater impact could you have by telling stories and fables of your own?

What Our Vistage Members Want You to Know

Why Vistage Works

Elisa K. Spain

 

Leadership Quote: Today You Will Get Something That Was Not Guaranteed…

by Elisa SpainNo Comments

 

This month’s leadership quote:

“Today you will get something that was not guaranteed.

One more day. Out of which to create the ‘you’ that works for you.

And to decide what that day will be, and who you will be.

You can write one more blank check, and let others fill in the amount;

or, you can decide on the payees in your life, and what and how you chose to give.

No magic. We all get this choice every day.”

-Larry M. Cassidy, Vistage Master Chair

What Our Vistage Members Want You to Know

Why Vistage Works

Elisa K. Spain

The Gift Of Feedback

by Elisa SpainNo Comments

 

Feedback is a gift. It is an opportunity for personal development and ultimately leadership development. And, it is hard; Very hard.

Not sure which is harder, giving feedback or accepting it. Recently I was with a small group of Vistage Chairs, several of us long tenured, and we were discussing this very topic. In fact, we spent a couple of hours working with each other to improve our skills at both. I mention long tenured, as a reminder to myself, that no matter how skilled we think we are at this, it is hard, and requires constant practice.

Here are the reminders I heard…

When giving feedback:

  • You can earn trust with truthful, specific, positive feedback (TSP as speaker, Michael Allosso, calls it)
  • When giving constructive feedback, ask first if the receiver is open to feedback
  • Even better, wait until the feedback is asked for
  • Own your experience, share feelings and observations; be specific
  • Use neutral language e.g., my experience of you… or When you do…, I feel…
  • Remember the purpose of feedback is to share your experience of another person, not to “fix” the other person

When receiving feedback, remember it is a gift

  • Ask for feedback, and be specific about the purpose, e.g., I want to become more effective at…
  • Listen and digest
  • Try not to defend or respond except to simply say, thank you.

What Our Vistage Members Want You to Know

Vistage Works

Elisa K. Spain

Better, Better, Maybe Not?

by Elisa SpainNo Comments

 

The notion that we can constantly make ourselves and our companies better, in theory, is a great idea. But when does it become too much?

For me, the best way to answer this question is to notice our strengths and work to enhance them. In my Vistage work and as a leadership coach, I refer to this as discovering and working in our genius.

Sometimes we become so focused on achieving that we are never able to appreciate who we are or what we and our people have already accomplished. When we’re constantly reaching, rather than occasionally being satisfied with what we have in front of us, that’s a recipe for perpetual dissatisfaction.

For me, the best way to avoid the “better, better, better” trap is to ask the following questions:

  • What are we, as a company, already good at? Are these the things our customers value?
  • Among the things most important to our customers, what are we good at and what do we need to do to become excellent at these?
  • Of the things we are not good at and striving to improve, what can we outsource, or simply stop doing?

Once we know and understand what we are good at, and focus on that, not only do our companies and our people become more effective, we become more satisfied and ultimately become better leaders.

What Our Vistage Members Want You to Know

Vistage Works

Elisa K. Spain

How Does Your Company Handle Conflict?

by Elisa SpainNo Comments

 

Which of these describes your culture:

  1. Conflict is out in the open; we respectfully disagree in meetings and discuss the issue until we reach resolution or acceptance
  2. Conflict is handled by the boss; we all agree in the meeting and then lobby our position to the boss afterwards and he or she resolves the conflict
  3. Conflict is buried; we all agree in meetings, whoever is the leader decides and if we disagree, we keep it to ourselves

If your company operates under either #2 or #3 above, what is the cost?

  • What new ideas or innovations are being lost when people are afraid to speak up?
  • What is most important to you as a leader, being right or being effective? How does this show up in how you respond to conflict?
  • Are high potential team members giving their all somewhere else in their life? Or even leaving to contribute somewhere else?
  • How much are you leaving on the table that might be there for the taking, if people argued for the best answer?

What Our Vistage Members Want You to Know

Vistage Works

Elisa K. Spain

What Exactly Is Vulnerability?

by Elisa Spain2 Comments

 

I have received several comments about last week’s blog, so I thought I would continue the dialogue.

Here are some of the questions:

  • Does vulnerability have to mean showing emotion?
  • It’s okay for a woman to have tears and talk about feelings, but still not okay for men?
  • What’s the difference between showing vulnerability and showing weakness?
  • How do we, as leaders, coach the leaders we work with on how to show up both confident and vulnerable?

Great questions. In fact, this was a discussion at my last Vistage CEO meeting and here are a few of the stories I heard from them and from others who responded to my blog. Please share yours.

“I was a relatively new leader of a high growth business. We missed our numbers one year, and up in the front of the room, I teared up when I shared the news to my team. I definitely felt shame.. and the team rallied, each leader coming up to me to commit to what they would do to make sure it didn’t happen again.”

“Having entered the two most emotionless organizations -West Point at age 18 and Marines at age 22-, in some way hardened me to emotional outward signs, and especially as a small unit infantry combat commander in Vietnam; we had to suppress and not show any emotions despite what we may have felt internally. The problem being that to show emotions to the 18-19 year old young Marines that we led wasn’t viewed as something commanders did and we worried that emotions might enter into the brutal things we had to do in the infantry…. In our generation it wasn’t considered ‘Marine like’ to show emotion—which of course led many of us to suppress PTSD feelings.”

“I have been working on culture in my company. Frustrated with the lack of progress, I stood up in front of the entire leadership team, all levels, and told my personal story, my values, my expectations of myself as a leader. Wow, what an impact it had; people began to ‘get it’. And yet, I discovered that my two senior leaders, both women, struggled with this. They said they work hard to be “professional” and to them showing or talking about feelings was weak and unprofessional.”

For all leaders, it is important to have followers trust our message. As such, there is a fine line between appearing vulnerable, yet confident, and appearing weak.  These stories speak to different ways to address this challenge.

For me it’s something like this,

 

Vulnerable is I am human, I make mistakes, I admit them, I learn from them and I move on
Weak is I am uncertain, I don’t trust myself, I don’t know what to do.

 

Is There A Place For Vulnerability In Leadership?

by Elisa Spain1 Comment

 

Over and over again, I have witnessed the power of vulnerability. A leader is up in front of the room and shows emotion, feels shame, and then discovers people are drawn to him or her instead. I have experienced the feeling myself, and I have been one of the people in the room, when the person in front was “real”.

After all, isn’t authenticity what showing vulnerability is all about? Simply allowing others to see and feel how we feel?

Giving them a chance to say, “me too” and empathize.

Brene’ Brown argues that one cannot have innovation and creativity without vulnerability. It’s the willingness to take risks that is at the root of our willingness to be vulnerable. Said another way, it is the courage to be wrong, and then wrong again, that leads to discovery, that leads to innovation.

And when a person who took the risks was wrong, and then wrong again, and then achieves success, shares their journey, the impact can be all the more powerful. Often when we look in the mirror, we see our vulnerabilities and when others look, they see our success.

We are all in transition, all on a journey through this thing called life. And we are each in a different place on the journey. When those of us in leadership roles, who may be perceived as “having it all”, share our real stories, we inspire others to join the journey.

 

Elisa K. Spain

Problem Solving Or Management?

by Elisa SpainNo Comments

 

Continuing the theme of execution:

As leaders and managers, we have been taught to find the root cause and fix the problem.  And, in my experience, 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.

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 ready to listen 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. I frequently talk 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 I monitored or evaluated the systems I have in place?
  • Are we doing things, “because that’s the way we have always done it”?
  • Am I ready to look and listen with fresh eyes to what I have heard and seen before?

 

Elisa K. Spain

 

 

The War For Talent (Or Is It A War ON Talent?)

by Elisa SpainNo Comments

 

Two important statistics begin this discussion…

  • Starting in 2016, more people will be leaving the workforce than entering it
  • By 2020, 46% of all U.S. workers are predicted to be Gen Y

Thus the foundation for the war for talent, or what my friends at large companies are calling, ‘the war on talent’, as in competitors targeting and soliciting our top talent.

Not since World War II, when soldiers were leaving the workforce to fight, have we experienced a shrinking workforce. Moreover, with millennials soon representing 46% of the talent, this war for talent must be fought strategically, with different methods and different incentives than before.

Continuing the theme of execution as the driver of success and hiring the right people being a key part of execution, successful leaders are taking a two-pronged approach, focused on retention of older workers AND attraction, retention and incentives for younger workers.

In short, the war for talent is a competitive war with the same goal as winning business, i.e. getting your unfair share of the market.

We have begun conversations in all my Vistage groups on this topic. Here are some creative actions I am hearing; please share yours.

  • Apprenticeship – once reserved for the trades, today Vistage members are starting to create positions for apprentices to learn the expertise of seasoned executives before they retire.
  • Project Time – Google began this practice as part of their innovation culture; other companies are adopting a variation to give millennials the opportunity to make an impact early in their careers.
  • Social Impact  – Gone are the days when matching contributions are enough; companies who make a social impact attract Gen Y workers.
  • Long Term Incentives – As young executives start families, companies that offer “golden handcuffs”  retain their executives through the business cycles. While common in the large corporate world, these incentives are beginning to show up in middle market companies. Offerings include deferred compensation, stock options and stock grants.

 

Elisa K. Spain

Vision Is Not Enough…

by Elisa SpainNo Comments

 

Successful leaders have both vision and execution.

Lots of people have great ideas, and in my experience, it’s execution that creates success.  Why ‘Big Picture Only’ Leaders Fail.

And, what exactly defines execution? Last week, I began a conversation about one of the key components of execution – Capacity: Is It Capacity Or Is It Making Choices?

Continuing that theme, equally important to execution is Focus.

Successful leaders know they must set a vision – so there is a destination that their team can rally around. Once the vision is defined, they work with their team to set a business strategy to achieve the vision and then, they and their teams….

Focus, Focus, Focus on what needs to happen to get from here to there.

Successful leaders are able to tune out distractions and focus on moving forward. They have the ability to differentiate between a distraction and important new information and act accordingly. They know what needs to get done, how to do it and, they have the ability to inspire their teams to stay focused and avoid fatigue when things don’t move at the pace they want.

More on execution in coming weeks.

Elisa K. Spain