negotiation – Page 3 – Elisa K. Spain

Thoughts For The Coming Year

December 18, 2016December 18, 2016 by Elisa SpainNo Comments

As I was pondering what to write as we close 2016, I visited my post from the close of 2015 and discovered, sadly, that the December 2015 blog could have been written today.

With that in mind, I am reposting the same guest blog from my friend and fellow Vistage Chair, Larry Cassidy. For me, Larry’s commentary continues to express the challenge we face as a nation and as leaders.

With that in mind, I am making it visible here once again, offering you some food for thought as you begin the holiday season.

Wishing you peace and opportunity in the New Year.

Larry’s Post from December 2015

My first newsletter was sent on June 27, 2011, some 230 newsletters ago. And for those 4½ years I have stepped carefully around politics. Today I will take edge up to that tricky topic, not so much traditional politics, but rather on who we are, and what price we 322-million folks are willing to pay to be that.

We have undergone many serious gut-shots in the past several years, Paris and San Bernardino being the latest. As I ponder these tragedies, and before releasing this newsletter into the wild, my thoughts go to three big ideas:

becoming the best version of ourselves,
the hard price we are (or are not) willing to pay to get and stay there,
our leadership as a part of all that.

There are many pieces to that, and we each have our own ideas. I will share mine below. You may disagree. But I do so because it is a conversation we cannot avoid, and all voices are required.

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“Give me your tired, your poor,

Your huddled masses yearning to breathe free,

The wretched refuse of your teeming shore.

Send these, the homeless, tempest-tossed to me,

I lift my lamp beside the golden door.”

The Statue of Liberty, dedicated 10/28/1886

Terrorism is a stark and frightening example of what others can do to us. Paris. San Bernardino. Too much, too often. And leadership is what we choose to do about it, and how we go about doing it.

Once again, we confront events with which we have not contended (remember: Pearl Harbor, the Cuban Missile Crisis, 9/11), and while such moments spawn anger and paranoia, they also summon our better angels. Which is one more good reason we would rather live here than anywhere else in the world, our flaws notwithstanding.

As I now savor almost-eight decades, I wonder if our fears might extinguish the Statue of Liberty’s torch, our shining beacon of freedom. And I question whether my opportunity to be born here, to live here, and to experience this thing called America, could have happened had such fear and paranoia won the early days of our history.

A bit dramatic? Go back a century-or-more, and we Irish were potato-heads, lazy scum. Italians were looked on as not much better. Jews? Forget it. African Americans, which was hardly what they were called? Slaves at best. Nor does that count Japanese-Americans or German-Americans in WWII. Pretty lucky for we shoddy Irish (and me) that we got past much of that.

Yes, we each have a right to feel, to fear, to embrace and to be safe. But before we pounce, look around. Soak it in. The ethnic, religious and nationalistic mess we behold is what has combined to make us great. It is our grand experiment, a palate on which each color and belief and ancestry is a part. It is us. So, what will it be ten, or fifty, or a hundred years from now?

Once again, we are in the process of deciding. In every business, classroom, sanctuary, gathering and discussion. And we are the leaders: the parents, coaches, elders, teachers, business executives. Make no mistake, we are deciding, we are leading and we are teaching.

So what will we do, and how will we go about doing it?
Which parts of what made this country great will we keep, and which will we discard?
Will we mirror or will we reject what those who threaten us espouse?
And once we decide, once we move on, will we have found our way to safety while continuing to lift our lamp beside the golden door?

This is a big deal. And we are all right in the middle of it.

Larry Cassidy

P.S. This is the last post this year, see you back here in January.

Are You Green & Growing?

December 4, 2016December 4, 2016 by Elisa SpainNo Comments

The further along we get in our careers, the more we know and the more we are challenged to stay curious.

Every now and then I meet a leader that knows it all. They have “the way” they do things that worked for them in the past and as leaders, they are certain it will work today.

They share “the way” with their team, expecting them to accept “the way” and to become successful because of it. They do this with the best of intentions, and yet, the results don’t come. Frustrated, they try again. If only folks would simply execute “the way”, they will be successful and so will our company.

Alas, they discover, it doesn’t work the way it once did. This leader has two choices, s/he can continue to lead as s/he has always done, or… s/he can become curious.

What I have noticed is businesses, like ourselves, are living beings. And, like a plant, if I am not willing, and able, to be green and growing, the result is, I, and my company, become ripe and eventually rotting.

Wait I Am An Entrepreneur, Not A CEO!

November 15, 2016November 15, 2016 by Elisa SpainNo Comments

In my practice as a Vistage chair, I often hear entrepreneurs say, “I don’t want to lose the culture as I grow this company” or “We are like a family; I want to keep this feeling as we grow”. And yet as the company grows, the culture inevitably changes and the owner no longer knows the name and the family of every employee.

In the early days, everyone is equal and it is all about getting the job done, getting the orders out, meeting the customer needs. Typically the owner is the chief sales officer and innovator. As a company adds more people, “management” becomes necessary and terms like “building a leadership team” come into play.

Suddenly the owner is thrust into the role of CEO. Some enjoy the change, and most long for the simpler days when everyone was pulling together without any hierarchy. And, while longing for the “old days” s/he is excited about the growth and excited about having a broader impact.

So… s/he hires some executives and asks them to show the way. All well and good, except these folks are focused on their own career path. These key executives want the opportunity to innovate and have an impact themselves. The CEO while still expected to define the vision, must also become a coach and mentor, allowing others to grow and develop as leaders.

This transition from entrepreneurial management to professional management is what Vistage is all about. Members come together to discuss these challenges and inspire each other to make the necessary changes to achieve the results they desire. The ultimate goal for most is to build a sustainable enterprise, one where the CEO’s vision can be achieved without the CEO’s handprint.

Those that are able to make these changes are those rare few that build and lead the less than 1% of companies >$100mm in revenue.

The Unintended Consequences Of Mentorship

November 10, 2016November 10, 2016 by Elisa SpainNo Comments

During my career I have been fortunate to be a mentor to several talented individuals, and to have had wonderful mentors myself.

For me, there are few rewards in leadership that are as good as those that come from mentoring someone and watching them grow into successful leaders themselves. Similarly, I can attribute much of what I have accomplished to the mentorship I have received throughout my career. Mentors who generously gave their time and wisdom to me and modeled behavior I wanted to emulate.

And at the same time, I have discovered some unintended consequences of both being a mentor and having a mentor.

Occasionally, we are seen as mentors without realizing it. We become role models for others sometimes without knowing it. So what’s the issue? Being a role model equates with expectations. When we don’t meet those expectations, the impact can be crushing. After all, we are supposed to be wise and set a good example, and, know what to do, and, do it right… and guess what? We all fail sometimes; we all do things we aren’t proud of sometimes. In short, mentors are humans and if we expect our mentors to always do the right thing, the best thing, we will always be disappointed.

And as mentors, we forget sometimes that mentorship is not forever. We must recognize when it is time to evolve the relationship and recognize when our mentee grows beyond their mentor. It’s not that we don’t benefit from mentoring at every point in our lives; rather it is that a single mentor fulfills a role at a point in time. And then it gets sticky. What happens next? The relationship was uneven. Can it move to a peer relationship? Or does it end? Endings are sad, and sometimes necessary. In my experience, it is delightful when a mentor becomes a friend and peer. For this to happen, it takes awareness, intention and ego set aside by both people. Not easy.

So, the next time you become a mentor or seek a mentor, ask yourself, and even better ask your mentor/mentee:

What do I expect from me in this relationship?
What do you expect from me in this relationship?

Time To Find Something New?

October 23, 2016October 6, 2016 by Elisa SpainNo Comments

So many quotes, so many articles written about the value of sticking to something, the value of not giving up, the value of continuing to stay the course even in the face of adversity.

But what about the flip side? What about the importance of recognizing when it is time to find something new?

Time for the entrepreneur, who after 5 years doesn’t have traction, to try the next thing. And instead, she shows up every day to try, try try; but it is not fun, perhaps never was, and the results show it.
Time for the founder who created something special, had fun when it was small and is no longer working in his genius to move on. Perhaps hire a president, perhaps sell, perhaps even shut down. And instead of moving on, he shows up every day to try, try, try; but it is no longer fun and the results show it.
Time for the young professional manager to pause and think about what she really wants from her career. Perhaps, give up managing because it’s not what she likes or move from the safe corporate job to a smaller company where she can have more of an impact. Instead, she shows up every day to try, try, try, but it is increasingly hard to do. It’s not fun and the morale of her team shows it.
Time for the mature professional manager to retire. He long ago lost interest in his work, but has no idea what he would do with his time. So instead of figuring out what else may be on the horizon and meeting with a financial planner to understand his financial options, he shows up every day to try, try, try; but it’s not fun, and the results show it.

Is any of this you? Is it time to for you to find something new?

Goal Time Again

October 2, 2016September 15, 2016 by Elisa SpainNo Comments

Each year when the leaves begin to fall, it’s a reminder that we are entering the final quarter of the year. For me, it’s time to take stock of what has happened thus far this year, evaluate how we did against our plan and begin thinking about next year.

The questions I ask are:

What would you like to be different in 2017, either professionally or personally?
What will you plan to do differently, so that you achieve these different results?
How will you hold yourself accountable for these results? Will you write down your goals? Will you carry them around with you as a reminder of your desires?

What Is Our Leadership Role In Service Recovery?

September 11, 2016September 2, 2016 by Elisa SpainNo Comments

I recently had a small remodeling job in my home that, despite excellent intentions on the part of the provider, did not go well. This project failure got me thinking about service recovery and what exactly that means. I have also come to realize that the definition may be different, depending on whether you sit on the customer side or on the provider side. After all, where we stand is always based on where we sit.

Most of us, as leaders, focus our attention on getting things done right the first time. In manufacturing, error rates are measured down to the level of “six sigma”. While excellence in delivery is an appropriate goal for high performing companies, even high performing companies make mistakes. And for me, true excellence is reflected in what happens next. In short, true excellence shows up when service recovery is required.

In my experience, what the customer wants falls into two parts, acknowledgement of the error and assurance that the provider will find a solution to the problem.

What often happens looks more like this…

Instead of acknowledging there was an error, the customer contact person seeks to explain the problem. Sometimes this effort to explain may appear to the customer as avoidance or worst case, blaming the customer.

Instead of seeking to find a solution to the problem, the customer contact person may simply abdicate. Sometimes, in a true effort to please the customer, the rep leaves the problem solving to the customer, and simply says, “tell me what you want and I will do it”.

Our folks who are in front of customers all the time are faced with service recovery situations frequently. Most excellent companies train their people to do it right, and employ good quality control measures to ensure this outcome. These same companies also train their people to “give good customer service” when a problem arises. As a result, when there is a small product or service failure, the contact person can successfully diffuse and handle the situation themselves. In fact, lots has been written about empowering customer facing staff to recover, and many companies employ these techniques. Examples include “try me” items at Whole Foods, to the much quoted “Ritz Carlton way”.

Sometimes though, the failure to perform is significant both in terms of dollars and customer satisfaction. It is in these situations that excellent companies have an escalation process, perhaps even a task force to resolve the situations. For me, this represents true excellence for two reasons. First, the customer feels valued and feels assured that the problem will be solved. And, equally important, the line person has support in resolving the problem.

I leave you with these two questions:

What is your escalation process when a significant failure to deliver happens? Are you or someone from your leadership team notified immediately?
Have you defined “significant” so that your line folks know the situations they can and should handle themselves and the ones that they need to escalate?

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?

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?