Leadership Today Update

How Does a Focused, Credible Leader Handle Complex Problems?

The less than elegant and yet predictable departure of BP’s Chief Executive Tony Hayward is a real-time reminder of how today’s leaders are in a fishbowl – and rightfully so. No recent problem has proven more complex and resistant to a swift effective solution, it seems, than the Deepwater Horizon rig explosion and oil spill. 

One thing this debacle has shown us is how thorny it can be to lead in the face of disaster. Neither BP nor the Federal Government has demonstrated particularly credible or trustworthy leadership that can respond aptly to the complex challenges of this devastating situation.

So how does a leader even begin to approach such complex crises? I believe it starts with responding rather than reacting – and there is a big difference between the two. For example, let’s say that an apartment building is on fire. The building residents react – by fleeing the building. While this action quite clearly saves lives, it does not extinguish the fire. Fire fighters, on the other hand, respond.  They quickly assess the situation, get the right resources to the scene, and then take the necessary steps to put the fire out.  Their response is based on priorities, skill and action. In other words, first things first.

Leaders and their teams need to respond rather than react. I believe Peggy Noonan touched upon this in her Declarations column when she wrote about the Obama Administration’s leadership, “When your most creative thoughts in the middle of a disaster revolve around protecting your position, you are summoning trouble. When you try to dodge ownership of a problem, when you try to hide from responsibility, life will give you ownership and responsibility the hard way.”

The Obama Administration reacted to the disaster by trying to protect its image, disengage and show blame. The response would be to go in and fix the leak – first things first. Now we know Mr. Obama’s expertise is not in petrochemical engineering or deep water drilling, so he wouldn’t be out on the Gulf fixing the leak personally. But when a leader focuses on the mission and its priorities – and not on placing blame – the right questions are asked and the right people take action.

How does a leader respond with the right questions? Who are the right people to ask?  Who are those trusted resources that will give the straight answers that get closer to the essence of the problem?  What are the priorities?  This is where leadership moves from rhetoric to action.

In your leadership roles, how do you deal with complex problems? How do you prepare to respond?  Do you find yourself reacting?

Use Your Leadership Presence for Impact when Interviewing

A high potential executive who knows my work as a leadership coach asked me how he could incorporate the concepts of leadership presence as he interviewed for a senior position in a new division of the company where he works. In previous blogs, I've talked about various facets of leadership presence including integrity, communication, and self-trust. 

Here's another angle: whether you are interviewing for a job, a consulting assignment or a new position within your current company, leadership presence can help you conduct yourself with authenticity and impact.

Prepare as a leader

Your interview begins well before you meet with the decision makers. It starts with thorough preparation. You'll undoubtedly research the company history, financials, and current leadership team. But it will also be important to gain an understanding of the vision and objectives of the organization.  By including the following questions in your research, you will lay the groundwork for presenting yourself effectively:

• What is the organization known for? What is its reputation? Does it do what it claims it does? How does the organization present itself to the public? Its stakeholders?
• What are the business imperatives for the organization? How does it see its future?
• What is the culture of the organization? What are the organization's strengths? Challenges?

Then dig deeper: 

• Who are your interviewers? What can you learn about senior management, potential peers and direct reports?
• Make time to meet and talk with employees - their perspective will enhance your sense of the organization's culture.
• How do the leaders demonstrate the organization's values? What is your sense of their alignment?
• What is the track record for achieving results?
• Identify areas where you feel you may be able to add value.

Reach out to your own professional network and find out who might have additional knowledge about the organization that will be helpful for you.

Investing time in research and preparation helps you gain a sense of the areas where your own core values and leadership style are genuinely aligned with those of the organization and will give you some useful common ground for the interview.

Attitude is important

You don't have control of what your interviewers may be thinking about you, but you do have control of your attitude and how you present yourself during the interview process. Some points to remember:

• Review your talking points before the interview so that you are clear in your own mind about the most important things you want the interviewers to know about you.
• Interviews are a two way street - think of them as a conversation, not a monologue. Listen. Ask clarifying questions. Make your points clearly and succinctly.
• Be natural: give interviewers an opportunity to experience the authentic you. Your actions and behaviors during the interview are a reflection and expression of your core values and leadership style.

Be present in the moment

The day of the interview arrives. You are prepared and have a positive attitude. Now how will you act? What first and lasting impressions will you leave?

Start by being present in the moment - be focused on the here and now, not distracted by your thoughts of what else you have to accomplish that day. Turn off your phone. Take a couple of deep breaths and get centered.

Remember your body language:

• Walk into the building, down the hallways and into the interview room with a smile.
• Make eye contact with each person in the room and greet them with a smile.
• Posture is important. Show your interest by leaning into the conversation.
• Maintain a professional demeanor,

Stay focused:

• Be mindful of the time - use it wisely.
• When asked a question, paraphrase your understanding of the meaning of the question and when you are not sure, ask for clarification.
• It is very likely that you will be asked open-ended questions.  The interviewer will really listen to how you answer.   Be clear about the point you want to make.
• As the interview concludes, take a moment and recap what you have learned about them and what you want them to have learned about you.   Offer to address any additional areas that may be helpful.
• It is likely the interviewers will tell you where they are in the process, however if they don't - ask.

Sincerely thank your interviewers for their time. When you hand-write your thank you note, recap something that resonated with you from the interview. If possible, mail your note the same day.

Have you interviewed recently or do you have an interview coming up? What would you add to our tips for conducting yourself with leadership presence on an interview? Tell us!

Start Building Your Authentic Leadership Presence with 7 Questions

I've talked in previous blog posts about leadership presence and also highlighted Brian Davis as an example of authenticity and integrity - leadership presence in action. But how do people start building their own leadership presence?

Making a conscious commitment to change is the first step. As Mahatma Gandhi said, "We must become the change we want to see." Authentic leadership presence starts by getting to the essence of what you stand for, what you believe, how you behave and communicate.  It is grounded in your identity and self image.

Investing the time to reflect on seven simple yet powerful questions can help you begin to develop your own authentic leadership presence.

As a leader you must first and foremost have self-trust. Two crucial questions to reflect on here are:

1. Do I really trust me?
2. How do I build trust among my colleagues and within my organization?

The answers may initially seem pretty simple: "Of course I trust myself", but it means really looking and discovering those areas where you do - and maybe don't - trust yourself.  When you trust yourself, you begin to pave the way for others to trust you as well.

You must also connect with your core values. Ask yourself:

3. What is important to me?
4. What do I, as a leader, need to become and do more of and less of?

Many of us know effective leadership when we see it. A helpful exercise is to focus on a great and often everyday leader, and look at the leadership traits that person possesses. This helps you to build awareness of the conscious effort, specific traits and skills that are useful ingredients in the foundation of authentic leadership presence.

I'm a baseball fan, so I like to use Yankee team captain Derek Jeter as an example. Jeter would likely be considered a Level 5 leader by Jim Collins because he is personally modest yet has a professional will and strong passion for the team. Looking at Jeter - or any leader you prefer - ask yourself:

5. Beyond first impressions, what are the specific leadership competencies and characteristics I see in this person? 
6. What competencies and characteristics do I see in this person that I don't see in myself? 
7. How can I begin to incorporate some of these into my own leadership approach?

By reflecting on these seven questions, you can develop the self-trust, reinforce your core values and awareness that are the foundation of your own leadership presence.

Share your thoughts: What do you think is important to building authentic leadership presence?

Leadership and Integrity: Will Anybody Really Notice What Happened?

One of the best examples of integrity and leadership presence took place recently on the 2010 PGA Tour.

In the playoff hole at the Verizon Heritage Tournament in Hilton Head, Brian Davis brought to the attention of Tournament director, Slugger White, that he, Davis, had inadvertently moved a loose impediment during his backswing while in a hazard.  Nobody had seen it, including the official.  In essence, Davis imposed a penalty on himself. 

What did Davis' honesty cost? His first PGA tour victory and more than $400,000. Ouch.

When Davis was asked by Jim Furyk, the winner of the tournament, if he was sure he moved the impediment he said, "I know I did. I could not have lived with myself, if I had not called it on myself." 

Davis' victory - doing the right thing - demonstrated his character and core values.

In a recent Leadership Today Update, I stated that when an individual is confident and centered in his or her beliefs, when their intentions, communication, actions and behaviors are consistent, that's when they gain the credibility that is the essence of leadership presence.  Like Brian Davis, they are viewed as genuine and trustworthy - they are authentic. There is no hidden agenda, no game-playing.  There is integrity.  

Such individuals approach things with their own style that reflects a conscious attitude about who they are.  Said Davis, "I am proud to uphold the values that my parents taught me, and I teach my kids the same stuff. Be honest in your sport and in your life and simply do your best. That's all you can do." 

How many times in a single day at our workplace, at home or in a social setting are we faced with moments when we can choose to act with integrity?  How often do we do what is right?

It is a common practice in organizations of all sizes to include integrity and trust in their value statements and guiding principles.  We see statements on walls, in brochures, on web sites, and on laminated pocket-size cards.  I think that people really believe in these values - who wouldn't?  But there are times in every organization that, even though it may not be intentional, people slip up. Maybe some of the values that are displayed on the walls are viewed with skepticism and are not really a reflection of the organization's actions.  Sometimes it's just plain hard to do the right thing. Like Brian Davis, we may run the risk of losing the big, obvious prize if we act with integrity.

What examples of integrity have you seen?  When could someone you know have acted with integrity, but didn't? Let me know in the Comments section.

photo by particlem (flickr.com)

Authentic Leadership Presence - Built on Trust and Integrity

Genuine, reliable, trustworthy, legitimate, dependable ... you can hardly read or hear a news story these days where authenticity doesn't come into play. 

Whether it's about a major auto manufacturer or a financial institution that regularly fills the news; or maybe even the very organization you work for, how often do you ask yourself: what does this organization and its people really stand for? What do their actions say about their beliefs and values? Are they worthy of anyone's trust?

It starts at the top. More than ever, organizations need senior executives who are trustworthy, credible leaders who can inspire others and earn their confidence. As Craig Newmark, founder of Craigslist said, "Trust is the new black."

Critical Leadership Skills

The stakes are higher than ever for leaders today. They have more - and often conflicting - priorities, and are under tremendous pressure to produce results.  Every personal interaction, decision, and communication counts. These interactions determine whether they are viewed as credible, trustworthy, and someone people want to follow.

But how does a person go from being a competent mid-level manager to being the one with the critical leadership skills to succeed in a more complex senior role?

I believe that developing authentic leadership presence - built on trust and integrity - is an integral step. It is how a competent executive becomes a leader who sees the big picture, knows how to frame issues and goals, is willing to ask thoughtful, meaningful and provocative questions, and whose actions are a reflection of his or her own true character.  Such a leader can connect with the hearts and minds of others and have an enormous positive impact on an organization.

Self Knowledge Is the Beginning

I have learned in my own leadership journey that self-knowledge is at the core of authentic leadership presence. As Ann Fudge, current board member for GE and former CEO and Chairman of Young & Rubicam, puts it, "All of us have the spark of leadership in us. The challenge is to understand ourselves well enough to discover where we can use our leadership gifts to serve others."

I know that when an individual is confident and centered in his or her beliefs, when their intentions, communication, actions and behaviors are consistent, that's when they gain the credibility that is the essence of leadership presence. They are viewed as genuine and trustworthy - they are authentic. There is no hidden agenda, no game-playing. There is integrity. These are individuals who approach things with their own style that reflects a conscious attitude about who they are.

Balance and Being Present

Two other characteristics are important to authentic leadership presence: balance, and being present in the moment. Balance can be about a lot of things, but in this context it's about knowing when to act, and when not to act; when to let things happen and when to put on the brakes. That's not necessarily easy, especially for executives who are hard driving, "get it done now" types.

The second characteristic - being present - is often referred to as "being in the moment".  I commented before about connecting with the hearts and minds of others. This connection can only happen when a leader engages his or her own heart and emotions and is focused on what is going on in the here and now. That's not easy.  With all the distractions - meetings, email, phone, Blackberry - staying focused in the moment can take an extraordinary effort.
In my next blog post I'll talk about steps an executive can take to develop authentic leadership presence.

Do you know a leader who is genuine and trustworthy? Do you think they have authentic leadership presence? Tell  us about them in the Comments section below.

Leaders and Teams: Who Owns Decision Making?

Leaders, teams, committees, task forces. With so many organizational resources involved, why can't anything get done? Whose decision is it anyway?  

General Motors CEO Edward E. Whitacre Jr. is working hard to transform GM's culture.   He expects executive teams to make decisions without going through the traditional GM process of multiple committee approvals before things get done.  (Wall Street Journal, April 7, 2010, GM's Plodding Culture Vexes Its Impatient CEO, by Sharon Terlep).  Mr. Whitacre has it right - it's the team's responsibility to make the decision, not just look for approval. 

GM hasn't cornered the market on an historically cumbersome decision making process. For many executives owning a decision is not easy - it's safer to get approval.  How effective is that?  Especially when there are fewer people doing more things and individual responsibilities continue to expand.

Establishing expectations - encouraging and requiring a more efficient decision making process - takes getting the right people in the right place where contribution and collaboration are welcomed by the leader. Then it becomes the team, not just the leader, who owns the decision. 

I have heard executives say that "their bosses are command and control people who need to make the final decisions themselves."  Really?  Has anybody talked to the boss and clarified what the expectations are for the team?   I've heard bosses say that "they wish their executive team would make the final decision and move on."  Really?  What's holding them back?  Does the team feel they have the responsibility and the authority to make and implement decisions?  

I recently commented on Dan Rockwell's blog post about "Bottlenecks", that "when people and teams are empowered to move things forward, they need to gather the right intelligence and be willing to make and own decisions. Sometimes the best decision is unpopular but must be made. If the bottleneck is a result of an individual, process or practice holding up the decision, then my suggestion is to identify and address the real issue head-on, in a practical and always respectful way."

In my view, leaders have an obligation to accurately communicate what decisions need to be made and the value that will result from the decision; and sincerely endorse the ownership of others.  When that happens, I believe that people will be inspired to take responsibility, make decisions and act.

How have you seen a decision making process slowed down? Tell us about it in the Comments section below.

Do Leaders Have a Listening Deficiency?

Responsible and effective leadership requires at its very core, an enormous capacity to actively and intently listen with ears, eyes, mind and heart.   In Peggy Noonan's article, "The Heat Is On. We May Get Burned" in the WSJ Weekend Edition (March 27-28, 2010), she quotes a comment to Steny Hoyer's news story in Yahoo, "...people are frustrated over not being heard...."  Although the context of the comment is around finger pointing, reprisals and threats to lawmakers on both sides of the aisle, the real issue in my view is that there is a basic and contagious listening deficiency.  And it doesn't just apply to politics.

Leaders must find ways to get a sense of the whole picture and listen for meaning, not just listen to what is said.  It's not about who is right or wrong, rather it is about identifying the real issue, asking the right questions and working with others  to create a common pool of meaning to achieve more complete  understanding, and work toward a solution that has win-win results.  The views and influence of advisors, the media, colleagues and organizations of all types that deliver information through their own filters shape what and how we hear things.  Effective leaders overcome listening deficiencies by balancing information as delivered by others with their own unfiltered due-diligence.

Does it take more work and time to overcome a listening deficiency?  You bet it does - at least initially.  It takes willingness and effort to get closer to the real issue.  A good way to get there is by asking thoughtful questions that pave the way to a better understanding of what is driving the issue.   It requires actively tuning into the content (the information) and the context.  And most importantly, it takes seeing and considering other points of view.

Effective leaders manage the process well.  They understand that there is a lot of noise in the air and that it takes effort to constantly cut through the clutter. They place a great deal of value in other credible views and they listen for the underlying meaning of what is really being said.  

What do you think? What else can leaders do to become more effective listeners? Please comment below.

Are Leadership Traits Genetic?

Are people born with leadership traits? If you think so, this YouTube video may get you thinking about leadership in a different light. We like that it captures the essence of the leadership journey in an inspirational way.

Our thanks to the Center for Leadership's blog for calling our attention to this clip, which, interestingly enough, is produced by SignatureService/GMAC. 

What does it say to you about the leadership journey? Let us know by posting your comments below.

 

Coaching Senior Executives Using the sCORE Model

Soft skills training often focuses on how well executives communicate and present themselves.  The sCORE^SM Model is a framework that can be used to raise awareness about how other leaders present themselves. These insights then can be applied to the executive's own leadership style.  

Rating Leadership Communication and Presence with the sCORE Model

Start by choosing someone they regularly see or are familiar with from business, the community, politics, the media, etc. Then observe how this individual presents him/herself, using the criteria below. Ratings serve as the basis for how you think the person comes across.

Name of person you're observing: ________________________________________

Use a scale of 1 (poor) to 10 (outstanding).

Speaker Style

_____ My first impression
_____ Personal appearance
_____ Took a moment to greet me (verbally or non-verbally)
_____ Established eye contact
_____ Used natural gestures
_____ Non-verbal expression (body language)
_____ Paced the presentation
_____ Used examples/stories
_____ Used appropriate vocabulary
_____ Had vocal variety

Commitment

_____ Connected to the information
_____ Prepared for the presentation
_____ Had a point of view/position
_____ Thoughtful
_____ Spoke from the heart

Organization

_____ There was a clear plan of material: beginning, middle, and end
_____ Framed key message with a strong opening statement
_____ Content points supported key message
_____ Logical
_____ Concluding remarks: summarized, clarified, set direction/action

Relevance

_____ Found the best way to present to the audience
_____ Increased understanding
_____ Provided value
_____ Meaningful
_____ Important

Engagement

_____ Aware of the audience
_____ Held my attention
_____ Tuned in to me
_____ Listened to verbal and non-verbal responses
_____ Adapted to the situation

 

_____ Total Rating (Maximum 300 pts.)

What are some of the points that you can apply to how your present yourself?

 

 

photo by Mays Business School (flickr.com) 

Leadership Competencies: 7 Tips for Effective Communication

Leaders succeed or crash and burn in part based on how well they communicate their vision to get others motivated and inspired to take action. Here are seven tips we often share with senior executives for communicating as effective leaders.

1. Remember the fishbowl. Leadership and communication go hand-in-hand. Leaders are in a fishbowl; they're always "on". They're constantly being judged by others. As an executive in a leadership role, knowing who you are, what you want to communicate, and how to communicate with clarity and purpose with different audiences at different times is crucial to surviving and succeeding in the fishbowl.
   
2. Communicate in small bites.  Information moves fast and there's a lot of noise to overcome. We have adapted to communicating in small bites, whether listening, thinking, speaking, or writing. As a leader, you have an important story to tell and you must cut through the information deluge to reach people's hearts and minds. You've got to consider how to purposefully present your ideas and quickly establish the essence of your message to stimulate the attention of your audience.
   
3. Preparation. Preparation. Preparation. We've all listened to speakers who seem to go on forever, and never get to the point. They sometimes think because they know their subject matter, they can "wing" it and people will get it. Nothing is further from the truth. When you take the time to prepare properly, you are better able to communicate confidently and clearly. Your ability to do this makes or breaks your credibility.  Woodrow Wilson once said, "If I am to speak ten minutes, I need a week for preparation; if fifteen minutes, three days; if half an hour, two days; if an hour, I am ready now." Try using the 10:1 rule - 10 minutes of personal preparation for one minute of presentation - and that's after your content has been developed.
   
4. Distill your content. What is the purpose of your communication? What is it that you want to say? How much detail is really necessary? What is the main point that you want your audience to get? How will you confirm that they understood your meaning?
   
5. Know your audience. Keep in mind as you prepare that different audiences have different expectations. It's helpful to reflect on these questions as you prepare: who is in the audience, and what are their expectations and attitudes? What is their level of understanding going in? Is the audience in multiple locations? How many people are in the audience? Is it a formal or informal setting? Will there be Q&A?
   
6. Context is critical. Presenting via webinar to a global audience is radically different from talking face-to-face to a small group. Each requires a different communication strategy. For example, when preparing for the webinar, you should remember that your audience will be seeing slides and listening to your voice. They won't have a sense of your body language.  Your voice alone will communicate how you feel about the information you're presenting. Is your voice communicating enthusiasm or boredom? 
   
7. Connect with your message. Preparing your content and knowing the context and audience are all important. But here's the most crucial question to ask yourself: Do you believe your message? Leaders who are effective communicators connect with the message and make it their own.

How do you communicate as a leader? Please let us know in the comments section below.

photo by Big Grey Mare (flickr.com)