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Are You Keeping Pace With Change -- or Not?
The Huffington Post
Wayne Turmel is a unique voice in the leadership and communication field. He's the "Connected Manager" blogger for BNET, host of "The Cranky Middle Manager Show" podcast that has a worldwide following and the president of Greatwebmeetings.com. Recently, I had the chance to ask him some questions about how the world of work has changed and how leaders -- and especially their organizations, haven't kept pace.
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Kudos for Who? Oh! Kudos for You!
The Huffington Post
A few years ago, a client of mine taught me a simple, yet very effective way for doing a better job of providing positive recognition. The first year I reviewed this executive's 360º feedback report (feedback from his direct reports and co-workers), he scored the sixth percentile for providing recognition (in other words -- 94 percent of the people in his company were seen as being more effective than he was). Within one year, he had moved all the way up to the 94th percentile for providing recognition (now -- in a complete reversal -- only 6 percent were seen as scoring higher than he did).
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The Human Side of Business: Traumatized but Ready for Recovery
The Huffington Post
I often hear business leaders relate how difficult it is to motivate their organizations during this difficult economic recovery period. In discussing this with noted consultant and author Jon Katzenbach, senior partner at Booz & Company, we agreed that the economic crisis left the human side of many organizations traumatized and ill-equipped for recovery.
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Does What They Think About You Hold You Back?
The Huffington Post
How do you define who you are? If you think about the various components of how you define yourself, where did they originate? If you're like most people, your identity is formed to a large extent by what you remember from your past and by what other people think about you and tell you about yourself.
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Positive Thinking: Use the Best Within You to Form Your Sense of Self
The Huffington Post
How do you know who you are? Likely, you add up all the events in your life that you can remember and this helps your form your sense of self or your identity. These moments in your personal history, whether glorious or terrible, are touchstones that you can't forget. They've left an impact--they won't be forgotten--and when you write an autobiography of yourself, these moments will inevitably be recorded.
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When Your Employees Know More Than You
Harvard Business Online
Managing today's highly skilled professionals takes special skills — and not the ones that you may think. Oftentimes, knowledge workers know more than you do about their jobs. So, how do you manage people who know more about what they do than you do?
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Learn to Embrace the Tension of Diversity
Harvard Business Online
As leaders, the rich diversity of culture and thought around the world is one of our greatest resources — if we use it as such. Differences of ideas, methods, motivations, and competencies can be used to build great organizations. However, this wonderful resource can be a double-edge sword as cross-cultural exchanges present unlimited possibilities for misunderstandings and cultural blunders.
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Sharing Leadership to Maximize Talent
Harvard Business Online
With global expansion, intra- and inter-industry restructuring, and increasing numbers of merging organizations, the need for dynamic flexibility and a broad base of knowledge and expertise is greater than ever. Shared leadership, by virtue of its use of the combined best of leaders' abilities, is being tested as one possible solution for meeting these challenging business needs.
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Empowering Your Employees to Empower Themselves
Harvard Business Online
As a manager or leader, do you let your people assume more responsibility when they are able? Do you know when that is, or do you keep telling yourself that they aren't ready yet?
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Think About What You Boast
BusinessWeek.com
Even bona fide high achievers tend to exaggerate their accomplishments, unintentionally distorting their assessment of their own performance.
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Solving the Human Inertia Predicament
BusinessWeek.com
We all say we want the same things out of life. Why do we do the opposite of what it takes to achieve them—maintaining misery instead?
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C.K. Prahalad: A Great Thinker and Humanitarian
BusinessWeek.com
The late management consultant and author is remembered by Marshall Goldsmith for his generosity to his peers.
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Heroes and villians have always been there
The Washington Post
Q: Tony Hayward, once credited for BP's "green" turnaround, is forced to resign in disgrace. Michael Dell, the revolutionary high-tech entrepreneur, is sanctioned for misleading investors. Wall Street titans, once lionized, are now reviled. Where have all the CEO heroes gone?
I believe that there are just as many corporate heroes today as there have been in the past. Alan Mulally (Ford) is one friend that comes to mind. I also believe that there are just as many military heroes (Admiral Mark Guadagnini, US Navy), non-profit heroes (Frances Hesselbein, Leader to Leader Institute) and government heroes ( Eric Shinseki, Secretary of Veterans Affairs) as there are corporate heroes.
There are also several younger CEOs (and leaders in all sectors) on the horizon that have the potential to be great. Liz Smith (OSI) and Josh Silverman (Skype) are two that I have worked with recently.
On the other hand, some CEOs should be reviled. I don't know enough to confirm that Tony Hayward and Michael Dell should be put in that category. Any CEO who has knowingly lied, cheated or stolen should be removed from office.
Have you ever read a history book? Corrupt leaders have been with us for many centuries. Throughout history, most CEOs have been older men. Is there anything in the history of the world that would lead you to believe that when old men are given lots of status, money and power they always become more sane and rational? I missed that book.
Great leaders, and terrible leaders have been with us throughout our history. Some things never change.
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No such thing as 'too big to manage'
The Washington Post
Q: This week's Washington Post investigative series on the government's burgeoning intelligence network prompts the question: Can an organization get so big and so complex that it just can't be managed effectively? Or is "too-big-to-manage" just a cop-out for flawed structure and lack of leadership?
I don't believe that any organization is 'too big to manage'. Many are 'way too big to manage easily'!There will be failures in the management of any huge organization, this is part of life. The challenge of leaders is to plan ahead, minimize failures and use scale to get the competitive advantage needed to succeed.
With 'big' comes 'challenging', but definitely not 'impossible'.
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All about the benjamins
The Washington Post
Q: Although they now have record amounts of cash on their balance sheets, corporate executives have been reluctant to hire and invest, complaining loudly of a new "anti-business" attitude in Washington. Is this public criticism courageous business leadership or an abdication of personal and corporate responsibility?
The business leaders that I know invest their company's money with the idea of making money for their shareholders and their company. If they believe that an investment will be good for their shareholders and their company, they should make the investment. If they believe that the investment is not in the long-term best interest of their shareholders and their company they should not make the investment.
Shareholders do not invest in companies so that leaders can 'demonstrate courage' or to prove how 'responsible' they are. They invest in companies to make money. Leaders are not investing their own money. They are investing their shareholder's money.
If leaders do not want to invest money, there is a simple reason why. They don't believe that now is the right time for them to maximize the return on their investment.
We are living in a period of great uncertainty. When business leaders feel that there is a good chance of a solid economic recovery, they will invest. We have been in business cycles before. This is not the 'end of the world'. When the economy stabilizes and leaders can see a clear vision for the future, investment will come back.
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Ain't misbehavin'
The Washington Post
Q: Israel's deadly attack on Turkish activists now confronts President Obama with a classic challenge for all sorts of leaders: How do you behave when a close friend and ally misbehaves?
I believe that the question should be reframed to ask, "How do you behave when close friends disagree?" Neither Israel or Turkey see themselves as "misbehaving." Both are behaving in a way that they feel is consistent with their own values.
Historically, Turkey has been a positive bridge in the Muslim world between the West and East. I just returned from Istanbul, and the huge majority of people I met had little animosity toward the U.S. They wanted to be our friend as much as we want to be their friend.
I hope that the U.S. can succeed in helping both countries see the value in establishing a common understanding on how they can work together to maintain peace and stability in the Middle East.
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Sufficient intellectual gifts
The Washington Post
Q: In appointing a new Supreme Court Justice to replace John Paul Stevens, President Obama was seeking someone who could provide intellectual and personal leadership of the liberal block. His gamble in nominating Elena Kagan is bringing in someone from outside the 'priesthood' of appeals-court judges. What are the advantages and disadvantages of selecting a leader with non-traditional qualifications?
President Obama's selection may give the Court a valuable and different perspective. Every Justice does not have to have the same background. A person with her intellectual gifts can learn what needs to be learned.
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Injecting his own vaccine
The Washington Post
Q: A cloud of volcanic ash grounds European airlines and the chief executives of KLM and British Airways join their crews on test flights to show that it is safe to fly. What do these actions say about the importance of symbolic involvement by top leaders in responding to crises?
I applaud the actions of the leaders who are joining their crews as a symbolic message to show that it is safe to fly.
One of the most inspirational people that I have ever met was Jonas Salk, who lived near me. Dr. Salk injected himself with the polio vaccine to show the world that he truly believed it was safe. He lived his commitment.
In my job as an executive coach, my mission is to help successful leaders develop positive, lasting change in behavior. One message that I always give leaders is that to help others develop - start with yourself! The greatest leaders lead by example, not by preaching to others.
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Has he been too rigid?
The Washington Post
Q: In the past week, China and Israel have issued sharp rebukes to President Obama and his approach to issues relating to trade and West Bank settlements. As a world leader facing political challenges at home, is this the right moment for Obama to show toughness and resolve and risk escalating the confrontations or to demonstrate patience and diplomacy in trying to defuse them?
From a leadership perspective, I would not define this as an either/or question. President Obama doesn't have the authority to tell other sovereign countries what they should -- or should not -- believe.
On the other hand, he does have the responsibility to stand up for the best interests of the United States. He can firmly proceed in a manner that is focused on our national interest while recognizing that other countries have their own agendas. He can be both a tough and fair negotiator at the same time.
I would love to hear our readers comments on when they feel he has been to rigid and when they feel he has been too flexible. My guess is these comments will say as much about the reader's personal values as they say about the president's approach to negotiation.
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Leave them alone!
The Washington Post
Q: Barack Obama still sneaks cigarettes. Gordon Brown has a mean temper. Surgeon General Regina Benjamin struggles with her weight. At what point do a leader's personal vices begin to undermine effectiveness? Is it better to hide them or acknowledge them?
Prime Minister Gordon Brown's mean temper may actually be impacting his effectiveness as a leader. It may be inhibiting his direct reports ability to tell him the news he needs to hear. I have read a lot about this in the UK papers. If this is true, it is an important factor.
As for President Obama and Surgeon General Benjamin - my vote is to leave them alone! We are all human beings and these "little vices" are not impacting their work.
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Being Sarah
The Washington Post
Sarah Palin is who she is. I am not sure that she is - or should be - laying the foundation for a possible presidential candidacy. If she does decide to run for president, I would suggest that she continue to 'be who she is' and see what happens. If 'who she is' cannot get elected president, she should just accept this and have fun being a media personality. She could express her opinion, maintain her conservative base, have some fun and make a lot of money.
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Chief coordinator
The Washington Post
In response to the On Leadership question: What is the best role for a top political leader in a response to natural disaster such as Haiti's? Daily progress meetings at the White House? Symbolic on-the-scene consultations and relief work? Announcing big budget Marshall Plans?
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Motivation from within
The Washington Post
In response to this week's On Leadership question: Last year was a tough one for many organizations, with fewer employees required to do more with less. How can leaders of such organizations motivate their people as they head into 2010?
My suggestions for leaders who are required to do more with less:
· Tell the truth. The people that work with you aren't stupid. They know when times are tough. Let them know why they are required to do more with less. People respect honesty.
· Involve people. After laying out the situation in a manner that respects their intelligence, ask them to help generate creative ideas on how productivity can be improved. Encourage their creativity.
· Enable them to participate in the upside. If your staff members are being asked to make special sacrifices when times are bad, give them an opportunity to collect greater rewards when business improves. Let them know that their special investment has the potential for special reward.
· Be compassionate. When hard decisions have to be made, do it in the most humane way possible. Treat everyone with respect. Everyone is your friend when times are good. We always remember the way we were treated when times were bad.
· Think of how you would want your manager to treat you in this type of situation. Use this thought process to generate ideas for the right way to treat your staff members.
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Deeply held values
The Washington Post
We may not be able to teach instinct, but we can definitely teach values. The qualities that distinguish those "ordinary" people who take a leadership role in a crisis from their peers who do not are not their skills but are their values. As parents, teachers and leaders we will not always be successful in our efforts to teach good values. We can at least try. The best way that any of us can communicate the importance of values is not in what we say - it is in how we live.
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A question of motives
The Washington Post
Whether Joe Lieberman should be criticized or praised depends upon your analysis of his motives.
If you believe, as most of his critics do, that his actions were largely motivated by his personal need for attention or his desire to gain favor with the insurance industry (which is heavily represented in his state) - then he should be criticized for being self-serving.
If you believe, as he claims, that his actions were largely motivated by his desire to do what is right (in the long-term) for our country - then he should be praised for being courageous and patriotic.
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Alan Mulally, Ford CEO
The Washington Post
My completely biased answer to this question is Alan Mulally, the CEO of Ford. Alan is a good friend and former coaching client. He walked into an incredibly difficult situation at Ford and made some very counter-intuitive decisions for acquiring funds (at exactly the right time, as it turns out.)
More important, as a leader, he has gone out of his way to create a positive, people-oriented culture. He has delivered results that are better than almost anyone would have predicted. He has laid out a clear path for the future of Ford - and the company has consistently moved down that path. Ford has also done this on their own dime - without using any taxpayer funds.
Alan is one of the greatest leaders of people that I have ever met in my life. He is focused on service - to his customers, stockholders and employees. One of the main reasons he chose to lead Ford is that he loves our country - and believes that the success of this historically important company is vital to the welfare of our nation.
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Consultants Aren't Leaders
The Washington Post
It is not only acceptable but useful for leaders to seek outside assistance. It is fine for the owner of a football team, or the board of directors of a company, to encourage a leader to get the best external advice available.
On the other hand, when the outside consultant starts "calling the plays" for the team, the role has changed from "advisor" to "executive." Dan Snyder should either get rid of Jim Zorn, or let Jim make the final decision on plays. What he is doing is not a service to Jim or to the team. If Jim is not going to be given the normal power assumed for a head coach, my advice for him is simple: Leave now!
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Acting the Part
The Washington Post
This is a complex question. I am only going to deal with one part. If you are the leader of the group or, even more important, if you are a higher-level executive and you do decide to be in the meeting - be fully present. If you cannot be fully present, don't be in the meeting!
One of my executive coaching clients asked his CEO (one of the world's most-admired CEOs), "Does this behavioral coaching mean I have to watch what I say and worry about how I act in every meeting for the rest of my career?" The wise CEO replied, "Welcome to my world! If you want to be a great leader, you have to pay the price."
When you are in a leadership role everyone will be not only listening to your words, they will be watching your face. If you even appear to be bored, disinterested or "checked-out," you may inadvertently de-motivate everyone in the room. The content of presentation you are observing may not be that important to you, but your reaction to this content may be very important to them. You need to be fully engaged, not for your needs - but for their needs.
Many books have been written about the "glamourous" aspects of being a leader. Little is written about having to sit in long meetings, watch PowerPoint presentations and hear what you already know - while wishing you could either go to sleep or go to the bathroom.
Like great Broadway actors, great leaders stay in role. This discipline is not part of being a phony, it is part of being a professional. If Broadway actors can go out night after night and work their hearts out, executives (who make a lot more money than actors) can certainly do the same thing.
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Aligning Rewards and Hopes
The Washington Post
A leader in my field, whose work I admire, is Dr. Steve Kerr, former Chief Learning Officer of GE and Goldman Sachs. Years ago Steve wrote a wonderful article called "On the Folly of Rewarding A - While Hoping for B." This article pointed out that people tend to do what they are rewarded for actually doing - not what we hope they should theoretically do. As long as bankers are rewarded for delivering short-term profits, they will tend to focus on short-term profits. When bankers are rewarded for delivering long-term benefit, they will tend to focus on long-term benefit.
I may be wrong but, to the best of my knowledge, few ambitious, young MBA grads go into banking because they are primarily motivated to achieve "long-term health" for the economy. Most go into banking because they want to make a lot of money. If they wanted to help the world achieve long-term health, they would have become medical doctors! This, in no way, means that bankers are inherently immoral or want to do anything wrong. It does mean that bankers will tend to behave in a manner that is financially rewarding. To imagine that bankers will change their behavior without changing their reward system is naïve!
In terms of developing "better" leaders - banks, like any organizations, will need to define what 'better' for leaders actually means. They will then need to provide clear direction on the leadership behavior that is -- and is not -- desired. Leaders will need to receive feedback, not just from their bosses but from all of their key stakeholders. They will need to act upon this feedback and get measured on progress toward positive change in behavior.
My partner, Howard Morgan, and I published a study involving over 86,000 respondents on the impact of various leadership development efforts. The results are hard to debate. Just sending leaders to "programs" or hiring "coaches" won't have much of an impact unless the leaders themselves commit to change, involve their stakeholders in a disciplined way and measure progress toward the desired new behavior.
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Great In Retrospect
The Washington Post
There have never been many "giants" in America's (or any country's) politics while they were alive. Ted Kennedy was hardly considered a "giant" for much of his life. In fact, I recall one report - years ago - that described him as "pygmy" relative to his two brothers.
Winston Churchill was not considered a giant when he was removed from office. Harry Truman approval ratings have only skyrocketed in the years after his death. In reality, leaders are never giants, only human beings. On the whole, human beings are not much better or worse than they have been throughout history. As far as the media, go back and look at the political cartoons throughout history. They were just as nasty then as they are now. Special interests have been influencing leaders for centuries. As for being cynical, Americans in 2009 are hardly the inventors of cynicism -- this has been part of being human for awhile. My guess is that even our ancestors in the caves made a few cynical grunts!
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Keep On Plugging
The Washington Post
One of Senator Kennedy's strengths as a political leader was his perseverance. Whether or not you agreed with him, you have to admit that he "kept on plugging" and trying to make a difference until the day he died.
Another strength was his ability to form alliances with people who had different political persuasions. On several occasions he was able to push through legislation that was co-sponsored with Republicans. Few leaders in either party had as much respect from people in the opposing party as he did.
All leaders can learn from his willingness to keep on working under difficult circumstances and to let go of his own 'need to be right' and reach meaningful compromise - in order to make a positive difference - in a direction that he believed was correct.
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When Leaders Act Like Human Beings
The Washington Post
I loved the way that President Obama handled this situation! We all make mistakes - that is part of being human. Good people can have misunderstandings. This doesn't mean that they are racist or hateful. As president, Obama's willingness to admit to his humanity and admit to his mistakes has been a refreshing change.
When a leader acts like a human being (as opposed to a "little god") he or she makes it easier for others to just be human. When a leader admits to mistakes and reaches out to others for reconciliation, he or she makes it easier for others to build bridges and not start wars. We are all Americans. We have plenty of challenges right now. We don't need to fight with each other.
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Forgive More, Judge Less
The Washington Post
The desire to 'punish' you predecessor can come back to haunt a leader. Who knows what decisions President Obama will have to make - that he may not want to discuss - to protect national security. He may not want his successor punishing him after the fact.
Being a political leader is tough enough as it is. Everyone pries into your past, makes fun of your family and takes picture of you when you look strange. If we keep picking at these leaders enough, the only people that may want this job will either be either so pure that they are not human - or complete power freaks. We could all forgive a little more and judge a little less.
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A Rational Resignation
The Washington Post
While Sarah Palin's resignation may not facilitate her election as President of the United States, it may well be a good move for her personally.
1. She probably wasn't going to get elected president anyway.
2. She can now sell her book and give speeches. Over time, this should at least enable her to make a few million dollars.
3. Her audiences will be people who like her - not people who dislike her.
4. She will no longer have to put up with endless media inquiries about herself and her family.
5. She can host a talk show and judge others - as opposed to being judged by hosts of talk shows.
6. In her spare time, she can relax and enjoy herself.
Given the above, her resignation sounds like a good move to me!
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Stabbed in the Back
The Washington Post
One of the great weaknesses of the West (and our allies) in dealing with Ahmedinejad is our inability to execute a mutually agreed-upon, coordinated strategy. Although a lot of his opinions seem crazy to me, at least Ahmedinejad has an opinion. Do the "developed" counties even have a unified opinion? If the U.S. and our allies are going to have any impact on him, we are going to have to agree upon a plan - and stand firmly behind that plan. If we, collectively, can not get our own act together, he will continue to play us off against each other - with great results for him.
As for the U.S., a go-it-alone or policeman-of-the-world approach has not worked out so well for us over the past several years, and the rest of the world has shown little interest in following our lead.
Before we demonstrate "toughness" to Ahmedinejad, Western leaders need to have a tough talk with each other - behind closed doors - and emerge with a unified front. Some of our most painful wounds are not caused by being attacked from the front by enemies -- they are caused by being stabbed in the back by our friends.
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Practical Zen
The Washington Post
As a Buddhist myself, I think that Phil Jackson's use of spirituality in his coaching is fascinating. My interpretation of Buddhism is more philosophical and psychological than metaphysical: I use lots of Buddhist principles in my executive coaching, but I don't apply Buddhism in a spiritual sense.
In the same way, Phil Jackson clearly embraces basic Buddhist principles in his NBA coaching. Simple, practical ideas like "let go of the past", "make peace with what you cannot change" and "be in the moment" are applicable to everything from athletics to business and life.
Is Phil Jackson the "greatest-ever" NBA or professional sports coach? Who knows. From a Buddhist perspective, who cares?
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Pride Without Put-Downs
The Washington Post
Leaders who share their personal history can "humanize" themselves and show how they can personally relate to the experiences of their constituents. This can be very positive for both the leader and the constituents. Yet it is important to focus on one's own learning from that background without "putting down" someone else who has had a different background.
One of the greatest leaders that I have ever met is Frances Hesselbein. Frances can talk with pride about her background and family history and, at the same time, make others feel proud of their family history and background.
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Hands Off? Not Likely
The Washington Post
To pretend that a 60% owner of the business will be totally "hands off" is not credible. The government will be involved in key decisions impacting GM.
My suggestion is that the government be honest with both GM and the public on their planned for level of involvement. For example, it is ridiculous to say that the government has "clear goals for the auto industry," yet imagine these "clear goals" will not impact the management of GM.
My hope is that the government will recruit a third party to help minimize any unfair competitive advantage they may want to provide for GM.
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Get a New Life
The Washington Post
While there is no absolute right or wrong answer to this question, I will share my personal preference. At the level of President or Vice President of any major organization, I would prefer to see former leaders refrain from criticizing their successors.
There was an election. Barack Obama won. Give the guy a chance! If I believed that the criticism of the successor was truly motivated by a desire to help the organization or country, it would be more tolerable. My guess that, in most cases (either in the public or private sector), when a former incumbent puts down a successor the main motivation is ego - not altruism. My views have nothing to do specifically with Barack Obama.
I wrote a book on CEO sucession called Succession: Are You Ready? and made the same point about former corporate leaders. Former leaders should "get a new life" and try to help the world be a better place. They should let go of trying to be the boss. They need to find new meaning for their lives. If they only play the same mediocre golf, with the same old men, while eating the same chicken salad sandwiches, at the same table, in the same country club, and discuss the same gall bladder surgeries, they can get a little cranky - and start meddling with their successors!
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Radical Truth-Telling
The Washington Post
My advice would be to forget about brinkmanship and other forms of game playing. I would encourage transparency and honesty on both sides. This paper is in a dire situation. Its closure would not help management, the union, the employees or the city of Boston. Why not try acting like adults, telling the truth, making needed compromises and doing whatever can be done to keep the ship afloat? I know this sounds radical - the alternative is worse!
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Tell the Truth
The Washington Post
When in doubt, tell the truth. Efforts to "protect the public" seldom work anyway - and usually come back later to haunt the people who were withholding information. On this one, I would err on the side of caution. No one is going to die because officials are overly concerned. People could die because officials underestimate the danger.
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Judging the Results
The Washington Post
Leaders can definitely become more effective through feedback and training. My partner, Howard Morgan, and I have published a before-and-after study, "Leadership Is a Contact Sport."
The research includes input from over 86,000 respondents representing eight major companies (with leaders from around the world) that clearly documents how leaders can become more effective - not as judged by themselves, but as judged by their direct reports and co-workers. I have taught seminars for hundreds of Admirals and Generals and am incredibly impressed by the quality of leaders that come from our military academies.
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Small, Refreshing Changes
The Washington Post
No one can predict the future. The success or failure of the president's strategy can only be proven after the fact. My personal feeling is that his strategy is probably going to be a decided improvement over the past. Leaders of other countries are under no moral or legal obligation to do what we want. By gaining their commitment we will not get everything that we want - but we will get something! I have made four trips outside the country in the past three months. It is so refreshing to experience the positive change that has occurred in the way that people from around the world view the USA.
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Every Right To Call the Shots
The Washington Post
While getting rid of Rick Wagoner many not be the best or the only way to signal that dramatic change is inevitable, it is certainly one way!
In essence, the Unites States government and the taxpayers now own General Motors - and have every right to "call the shots." A CEO is never more powerful than an owner. It is naive to assume that anyone would "loan" tens of billions of dollars to a company with a market cap of 2-3 billion dollars and not expect control.
Rick Wagoner has been the CEO for a long time. It is hard to say that he has no responsibility for the condition of General Motors today. I don't believe that we can generalize from this case - and assume that removing the leader is always the right thing to do.
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Private Acts
The Washington Post
I think it is fine to take a pay cut, if you feel that you are making a contribution to an organization that needs help. It might be even more impressive to take the cut privately - instead of publicly.
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Get Congress Involved
The Washington Post
Congress is going to have to approve whatever plan he suggests. Why not skip ahead and get them involved in the development of the plan?
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The High Road to Democracy
The Washington Post
No one can answer that question for her -- but her! I believe, for the country's sake, that citizens should 'take the high road' and support what they truly believe is in the overall best interest of the country. If Tzipi Livni believes that the unity of the country is more of a long-term good than her dissent, she should focus on swallowing her pride and being part of the team. If she believes that her opponent's strategy is a long-term disaster for the country, she should keep on fighting. To me, that is what democracy is all about.
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Losing the Way on The River Kwai
The Washington Post
My favorite leadership movie is The Bridge on the River Kwai. In this Academy Award winner, the British Commander (played by Sir Alec Guinness) demonstrates almost every quality of outstanding leadership except one: He let his goal -- to "build the bridge" -- become more important than his mission, "to win the war."
This is a wonderful case study of goal obsession. I believe that goal obsession is one of the greatest challenges faced by smart, successful leaders. For example, we may become so focused on "proving we are right" that we forget to "listen and learn." We may become so focused on making money that we ruin our family life, get divorced and lose half of everything that we made.
At the end of the movie, the Commander's last words were, "What have I done?" If leaders are not careful, they can become so obsessed with achieving their goals that they think, "What have I done?" on their death bed.
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Hiring Time
The Washington Post
The wrong way to make layoffs is to make the same reductions in every part of the business, saying, for example, "Every division is going to reduce headcount by ten percent." This makes absolutely no business sense, because some divisions may be growing and actually need more people, even if the revenues for the entire company are going down. Leaders use this technique because it is simple, easy to understand and eliminates the thought and courage needed to make hard decisions.
The right way to make layoffs is to make reductions based upon the unique needs of each operating unit.
Today's tough environment can also be a wonderful time to hire people, since so many great people are unemployed through no fault of their own.
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Quasi-Government Employees
The Washington Post
The current economic crisis has hit us very quickly. Bonus numbers that seemed "normal" just a few months ago may be viewed as "obscene" by new stakeholders today. It will take the banking community a while to adjust to the reality that they have become quasi-government employees - and will need to adjust to a much lower level of compensation.
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Realism Versus High Expectations
The Washington Post
I believe that what President Obama has said is very realistic and appropriate. I am not sure that his message is being heard - especially by his fans. I am normally an optimist, but I believe that we are now facing historically unprecedented challenges.
My fear is that the expectations for President Obama are so high that they cannot be met by any human being. My hope is that he speaks candidly about the dire straits we are in, rallies the citizens of our country to help him, and clearly lays out the sacrifices that will need to be made in order for us to get out of the mess that we are in.
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Open Ears, Open Mind
The Washington Post
We have learned that President-elect Obama is making a sincere effort to be inclusive and open-minded. He is working to encourage dialogue and striving to see the value of differing opinions. If this leadership style continues, such behavior could be a welcome change from the past eight years.
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So Right, So Wrong
The Washington Post
President George W. Bush's greatest strength was also his greatest weakness. He did what he thought was right. In my opinion, on some important issues, he was just wrong. Not immoral, unethical or devious - just wrong.
I had the opportunity to address this issue with (then) President Clinton. I mentioned that he had been accused of being a 'popularity poll' type of leader. His response was impressive to me. He said, "I thought that America was supposed to be a democracy. Why should I apologize for trying to understand the will of the people?"
In my book, What Got You Here Won't Get You There, I discuss how, after achieving a high level of success, leaders can become fixated on "winning too much" and "trying to be right" - at the expense of listening to differing opinions. I am afraid that President Bush made this mistake.
On the positive side, if you believe he had the correct strategy, you would have to give him credit for "sticking to his position" in the face of 80 percent public disapproval! I just heard him speak a couple of weeks ago. I am convinced that he still sincerely believes that he did what was best for our country.
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Columnist Tom Friedman
The Washington Post
My nominee for 2008's best leader is Thomas Friedman. Unlike traditional organizational or political leaders, Tom Friedman is a thought leader. His books and New York Times op-ed pieces have impacted the thoughts and deeds of many influential leaders around the world.
Another sign of his leadership is reflected in his independent thinking. Rather than responding to issues in a canned 'liberal' or 'conservative' voice, he actually thinks! For example, I believe that his view on increasing the gas tax is good for both our country and the world - even though it would not get him elected to public office.
Tom Friedman represents a rare combination of courage, creativity and communication skills that are hard to match.
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An Accepting Boss
The Washington Post
Santa has many wonderful leadership qualities. He is always "up and positive" - even in a 'down' environment. This is not easy to do. Even Santa must get bummed-out, but he is the ultimate professional. He doesn't whine or complain about factors that he cannot control.
The Rudolf decision shows Santa's flexibility. He did not say that Rudolf would always lead the team - just when needed. Santa is incredibly customer-focused and willing to "do what it takes" to make the kids happy!
Although Santa claims to use a 'naughty-nice' system, he is incredibly generous in his assessments. Let's face it - we have all been a little naughty and Santa has still come through for us!
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Fight Other Battles
The Washington Post
President-elect Obama should do what he is doing - "taking the high road" - and encourage Gov. Blagojevich to resign. There is no indication the President-elect is involved in this issue. I don't think it is going to impact him that much. He shouldn't get involved in this mess.
In terms of recommending someone for the Senate seat, I think he should not get involved in the selection. Who knows what has transpired in the past? Any recommendation that he makes could turn out to be a mistake if new information comes to light.
Obama has other, more important battles to fight in the future. He should focus on the issues that are going to make the biggest difference to the United States of America. This is not one of those issues.
In general, I believe a leader should offer full cooperation with any investigation of scandal. I am often asked my opinion on how leaders with ethical issues should be coached. I do not believe that leaders who commit ethics violations should be coached at all - I believe that they should be fired.
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Have You Lost Your Mojo?
The Huffington Post
We've all experienced those moments when the planets aligned, everything went our way, and we were on top of the world. Even if it's been a while, you probably remember what it felt like. It's a Mojo moment, and when you're in it, it feels magnificent.
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