Tell Your Story

Friends,

While on duty in Afghanistan a few years ago, I did my best to bring a video camera with me on every project visit. It was easy enough to have someone do the filming while I grabbed the local project engineer and asked a few questions about their efforts on the job. It was an opportunity to brag a little about the great people we had and the phenomenal jobs they were doing. Just as important, I wanted those who supported the efforts of those in the field, in my case the architects, contract specialists, and Human Resource professionals, to see the fruits of their labor. It was real progress and they needed to see it. 

Here is a link to one of the videos if you are interested:  https://www.youtube.com/watch?v=kqlooMqqZlY.  You don’t need to watch the whole thing to get the point! They are raw, with little editing, man-on-the-street interviews.  One take…never more!  Just turn on the camera and let it fly. You can see my guys added some additional background video stuff, easy enough to do these days.  But, the interviews themselves were just ad hoc. 

A great leader in Los Angeles County’s Public Works Department, Director Gail Farber, has been doing something very similar that you can see here:  https://www.youtube.com/watch?v=2ZppoGuv8ZI. I’ve seen some great videos recently from another great Public Works Department leader, Director Jeff Rigney, in San Bernardino County.  He just started doing his and has been getting awesome reviews from his “troops!”  For reference, we discussed doing these during the “Communication” module of the leadership programs we did with each of those leadership teams over the last few years.

The point is, the technology is there for us to communicate – both internally and externally. For senior leaders, this is a great way for you to reach all the way to the individual employee, to talk directly to them about what your organization does, the important purpose it fills for those you serve, and to highlight some of the superstars on your team.  And, for those who need external communication, why not put your messages on the public domain and let others see your many successes? It’s easy to do and, with a little practice, any one of you can be the next media star!

I was reading earlier today how important this communication is to our newest employees, those millennials. Remember, they have all grown up with an expectation for this sort of communication and the use of tools like YouTube, SnapChat, and Twitter. Meet them where they are and find new and innovative ways to connect people to purpose, you to them, team members to each other and to the customers you serve. 

Every one of the leaders I know, whether public or private sector, has a great story to tell. You are doing awesome projects, serving your customers to great effect, and with amazing people doing heroic tasks every day!  Get out there and tell it. Ahem…speak into the mike, please!

Lead the Way!  That’s Leader Business.

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Lead Change Through "Pain & Remedy"

A recent article from HBR highlights the importance of leaders providing context to facilitate change:  “To Lead Change, Explain the Context.”

In our leadership programs, we talk about “Pain vs. Remedy.”  In other words, tell people the why before you talk about the change.  What is the pain?  Why do we need to change?  What if we don’t?  What are the good things that we are missing now, but that are possible in this new future?  How does this fit in the big picture?  Then, once you have their attention…go to the remedy.  What is the new way? 

No one likes pain!  Help them see it first before you introduce the solution!!  Provide context so the change of direction make sense!

Think about how you might highlight context this week for an important area of change in your team.  Talk about pain and remedy and see if you might “move the needle” a little more with people who more readily embrace the changes you seek!

That's Leader Business!

P.S.  Leadership “Boot Camp” for Public Sector Leaders, 16-18 Dec 2015 in Los Angeles (San Pedro / Fort MacArthur).  A few seats still remain, with registration closing soon!  www.academyleadership.com/excellence .  Talk to me asap if interested.  Government pricing and cheap lodging on the base are absolutely possible but…you must act pretty quickly!  Registrations to date include leaders from public sector organizations at the city, county, and federal level.  Will be a very cool program!

Leaders Listen!

Friends, 

Recently, I had the opportunity to work with a group of leaders negotiating a series of physical obstacles.  After each one, we conducted a quick “After Action Review” and then rotated leadership roles so that all participants had a chance to be the leader.

In one of the groups, the designated leader said, “Okay team, here is what I think,” and then proceeded to explain his proposed solution.  Afterwards, he asked, “What do you all think?”  The response:  Insert cricket noise!  Not a single word and certainly not anything to counter the “leader’s” suggested way ahead.

After rotating roles, a subsequent team lead began with, “Okay team, what do you think?”  That’s right, before she said anything about her thoughts, she asked for input from the rest of her team.  The result:  All sorts of great ideas, one of which ended up being the way they ultimately decided to go.

How and when we ask others for input matters greatly.  Those who go first with their own ideas must know that proposal, 99 times out of 100, will be the way.  THE way.  Asking others what they think, without “poisoning the well” with our own solutions, truly makes a difference.  Listen, understand, probe with questions, debate.  Then…maybe…give your ideas!

That’s how you get over most obstacles – physical or otherwise.  Try talking less and listening more to be a great communicator…and leader!  That...is Leader Business!

The "Buzz" About Leadership

At a recent presentation I made in Orange County, a woman asked about the importance of charisma in leadership.  She thought I had sort of an automatic advantage because of my height and size (6'4" and 240 lbs).  To some extent, she's onto something.  Research suggests that when it comes to communication, words only account for 7% of the conveyed message, while 38% is manner, tone, and voice, and the remaining 55% are the accompanying non-verbals, body language, etc. 

So yes, we inspire and motivate people to action through the power of ideas, i.e. what we say, but apparently even more so with how we say it and how we connect with others.  What can we take away from this? 

1.  If email is your preferred communication style, then be sure that much of the message can be / will be lost.  Even if you use ALL CAPS for voice and tone, the lack of non-verbals makes it difficult to ensure that the message is received the way you intended.  Face to face is always best.

2.  If you have a strong message and are frustrated with why it doesn't seem to resonate with others, perhaps you need to work on the other 93%!  Take a communication class or join a group like Toastmasters to improve how you say what you say.

3.  Consistency matters.  To me, charisma is not just smooth talk, but rather alignment between what you say, what you do, and how you say it.  In other words, try saying a positive message, with strong tone and voice, but your hands in your pockets and head down, staring at your shoes.  The message will still be lost.  Charisma is gained by those who can leverage words, tone, and body language together.  Charisma in leadership is leveraged by those whose actions align with their words, compelling people to action.  You want a positive, inspirational message?  Be positive and inspirational!  You want people to be motivated to bold, aggressive action?  Be motivated, bold, and aggressive!  In other words, make sure people see your words...in action.

So now, an insider secret.  Take a look at the little blue guy at the top of this article, inspiring and rallying his troops.  He is leveraging a scientific formula that I read about this month.  It seems that the University of Pennsylvania's Wharton School of Business found that there was something we (okay...mostly men) can do to appear more dominant, confident and masculine -- as well as appear 4 years older, 1 inch taller, and 13% stronger.  All good things.  What is it?



Yep.  Just like the blue guy!  A shaved head apparently communicates the non-verbal communication of confidence.  You see, I'm really only 5'9" and 160 pounds.  I just look bigger now that I have given up fighting my cursed genetics.  Thanks Mom!  Interestingly, the same study also found that men with shaved heads were thought to be considerably less attractive.  I choose to ignore that part and attribute it to bad data.  Haha!

Okay, so this particular technique may only help half our readership here!  But for all of us, the importance of aligning what we say with how we say it and how we live it is absolutely vital.  If we want those we lead to have confidence in us, we need to have confidence in ourselves.  Speak with passion.  Look people in the eye.  Be strong.  Apparently it is not the fancy words that inspire people to follow.  It's conviction about purpose and communicating that from every pore!  It's just that for some of us, like the bald blue man...those pores are a little less...encumbered!

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Communication with purpose is one of the elements of the "Leadership Excellence Course & Executive Coaching" programs that I lead through Academy Leadership.  These programs in Southern California are highly impactful, action-oriented, small-group sessions targeting leaders and project managers.  PMPs receive 36 PDUs for completion.

Upcoming sessions in Southern California for 2013 include:

12-14 March        San Diego
2-4 April              Orange County (Irvine)
7-9 May               Los Angeles
11-13 June           San Diego
25-27 June           Orange County (Irvine)
9-11 September    Los Angeles
7-9 October          San Diego
4-6 November      San Diego
9-11 December    Orange County (Irvine)

To get a brochure for this program, go here.  Contact me for any questions, group rates, or discount codes!  I'd love to see you in these programs.

I'll bring the clippers!

That's Leader Business!

The Town Hall

"Maintaining our culture and sensibilities means spending time with everyone who joins.  It means bringing the team together every week to talk about our projects, progress, and vision.  It means focus."  David Karp, CEO, Tumblr

Let's hear it for the Town Hall meeting.  In the increasingly flat corporate world, I think this is a critical communication tool; one that should be part of how we align our team and magnify our drumbeat.  It is a way for our teammates to hear directly from the boss -- without the filters that can often water down the message.

In the "good old days" of top-down, command and control, bureaucracy, we might have shied away from these sorts of things.  Information went from the leader, to her 5-7 direct reports, and so on down to the "troops."  Who knows what message they ultimately receive?  Undoubtedly, it will often lack the context and the focus that might have been intended by the time it reaches the "doers."  But, in the interest of not jumping the chain of command, that is how we communicated.  Still do, in many cases.

There is another way.  It's the Town Hall!  As the quote from the Tumblr CEO above suggests, it is important to let people hear from their boss, to feel the vision, and to understand the big picture.  This is the sort of communication paradigm that enables initiative -- employees who hear and embrace the direction of the company and the intent of their leader.  It fosters engagement, with teammates who can directly talk to their boss.  And, when people hear directly from their leader and are able to discuss issues in the open, it encourages dialogue and cultivates empowerment.

At my last assignment in Afghanistan, I held a weekly town hall.  I really thought it important for everyone to hear of our successes, know of our challenges, and be reminded of where we were headed overall.  It was also the forum in which we welcomed new team members and introduced them to the rest of the team.  Powerful stuff.  Growing up, we would have the same sort of sessions in troop units at the "battalion" level, with monthly "formations" to recognize excellence and to hear from the Commander.

However these are done, I'd recommend probably a few considerations:

-- Be consistent.  Don't start doing these and then stop.  Cynicism will take hold and the intentions, while good, will be lost in the rumbling.  Pick a day/time and frequency and stay with it.

-- Recognize excellence.  Consistent with the adage of, "praise in public and criticize in private," use these forums to amplify those actions that align with the organization's vision and values.  Highlight those who take initiative if that is important to you.  Showcase those who go the extra mile.

-- Don't shy from discussing challenges but...keep it generic.  Personal criticism is best done behind closed doors.  On the other hand, teammates need to know of issues and where they can help.  They need to be able to learn from setbacks.  Use these sessions as mini-After Action Reviews (AARs) and see how to turn losses into future victories by engaging the full team.

-- Make time for listening.  Open the floor to see what is on people's minds.  Don't miss the chance to hear what is important to others.  While there may not be time to solve everyone's problem, take a note and follow up!  Don't hesitate to pass the problem to the person's supervisor if that is where it should reside.  Show empathy while using, not bypassing, the chain of command as part of the solution.

-- Have an agenda.  Don't wing it.  Time is money.  Don't waste it by being unprepared.  Have a few key bullets to discuss.  Get in, get out, and stay on schedule.  30 minutes -- max.

-- Have fun.  Town Halls can certainly help break down barriers.  People can see and understand the sort of culture that their leader seeks when that person is out in front -- no shields, no inner circle.  Demonstrate a good balance of mission focus, pride in people, and genuine enjoyment in talking about both!

So, take a look at the town hall as a way to ensure full penetration of your message.  If information is power, then the town hall is a sure jolt to your leadership efforts.  That makes it...Leader Business. 

The "Stop Doing" List

Hello Friends!

Greetings once again from Afghanistan. As most of you know, I am deployed with the US Army, working with the US Army Corps of Engineers. Our mission is primarily construction projects in support of the Afghan Security Forces and overall Counter Insurgency Operations here in country. As for me…my mission is leadership. Or, shall we say…Leader Business!

As I begin this discussion, would you join me in giving a hearty “shout out” to our Veterans on this Veteran’s Day? It is because of brave, selfless warriors like them that we can enjoy the freedoms and blessings of our lives. Let’s not forget them, let’s never leave any behind, and let’s remember to thank them – and their families – for their sacrifices, wherever and whenever they may have served! Hooah!

In the last post, I described the importance of identifying decision points – where we decide to decide – well ahead of the actual decision. This provides leaders the flexibility to influence the outcome and the ability to adjust the team, align resources, and keep the mission on track.

While we may not know it, we face decision points every day. Unfortunately, we watch most of them go by without action. Disciplined teams with disciplined leaders are talking about decisions regularly, keeping everyone on high alert for the triggers that suggest a decision is pending. This highlights the importance of regular, mission-focused communication. Keeping everyone’s head in the game is enabled by this major leadership responsibility. When people know what to look for (triggers or road signs of the pending decision), when they are kept in the loop about what is happening around them (we call this situational awareness), and when we include their input in our discussions about future decisions, options, and how we might shift our plan depending on what happens, we are rarely surprised by the inevitable forks in the road.

In any case, one of the important decisions we have been making lately surrounds what we should STOP DOING. Most of it surrounds our core competencies, our primary revenue generators, and our main mission. Everything else needs to be examined within this framework to determine whether we should stop doing it.

Like many of you, we have more MISSION than we have people. In the resource constrained environments in which we operate (to include here in Afghanistan), we often find that we eventually run out of resources, but never lack for things to do. Some of those things…are really not important. Many of them can be done by someone else. Others don’t make us any money. Most of them are distracters, consumers of resources (especially time) that we need to put into our main mission area.

So, we have hit some important decision points recently and decided – to STOP DOING some of those things. We were putting energy into a couple of projects that started to become more trouble than they were worth. We need those people focused on our priorities. We stopped doing them. I talked to my leaders about how we would accept new projects…and what we would leave for others. It simply comes down to the fact that saying YES to everything eventually maxes out resources and reduces productivity and output. Sometimes we have to say, NO.

None of this comes easy. Most organizations, and especially the one I get to lead, have a hard time with this. We like to be solution providers. We enjoy new challenges. Our tendency is to take on more and more. But there comes a point where we begin to water down our primary purpose, lose focus on our core competencies, and threaten our ability to accomplish the mission. That’s when we have to examine our team and build a STOP DOING list.

So, what about you? What can you STOP DOING? What might you outsource to someone for whom that task might actually be a core competency? What non-revenue generating, non-priority mission, non-HEDGEHOG (my Jim Collins analogy of the day) task or event should you stop, defer, or eliminate? Could you do as we have done, gather your key leaders, and ask this question: What can we STOP DOING to improve our output? What about in your personal life? What things are you putting time into that add no value, take away time from what is really important, and should similarly be examined for inclusion on this list?

You are at an important decision point right now. What you do with this, what you STOP DOING, might give you the energy you need to improve your team. Just having this discussion might help people understand how focused you are on your mission. They will get a clear picture of how critical you view your priorities and how disciplined you will be to eliminate anything that gets in the way. And so, my friends, it is time to decide to decide. In this case, to decide…to STOP. That’s…Leader Business!

StratComms

OK...I have been delinquent! I know I have not posted in a while. Have no doubt that there is plenty of learning about leadership going on here in Afghanistan. I guess I have been too lazy to write it down and share it with others. No excuse! It is hard to believe that I have almost been here for a full month. Time flies when you are having fun!

We have an incredibly difficult, complex mission. This year we will do about $900M in construction payments and award over $1.3B in new contracts. Next year, somehow, we are looking at over $2.5B in new contract awards. Every job here is difficult with harsh terrain, a hostile enemy and, in many cases, construction contractors who just don't have the maturity that we would expect to work with in the Army Corps of Engineers. Nonetheless, we are getting it done. We don't have a choice!

One of the many leadership issues I have been working with my new team is on the issue of strategic communications. We get so busy doing our work that we forget that a major component of success is gained through telling others what we are doing. I use the analogy of -- If a tree falls in the forest, and no one is there to hear it, does it make any noise? All too often, we miss out on opportunities to shape our message, to get the word out on the great work we do. And if we don't, very often someone else seizes on the chance to tell their own story. Often times, their motivations are counter to our own. We might finish the project, the tree may fall, but no one may know of the positive difference we are making and the contributions we are making toward our strategic goals.

Every action we take in business is an opportunity to tell our story. In construction it includes the award of a new contract, the breaking of ground, major progress or a major milestone, and the cutting of the ribbon. It is not so much the events themselves that matter but rather the chance each one provides to get our message out. We are not building roads, we are enhancing a nationwide transportation network. We are not building police stations, we are contributing to the security of the people. We are not building buildings...we are Building Afghanistan!

We all have a role in shaping our message, especially as leaders. Employees need to see that the company is making progress. Stockholders need to see that the company vision is being realized and their investment is a good one. Future clients need to learn of past successes and be informed on the potential to work together. Constituencies, whether inside or outside the organization, need to hear of what is happening...and how what is happening fits into the big picture.

What are the implications for leaders? We need to continuously think through who our target audiences are, what our key messages might be, and what opportunities we have to get strategic in our communication. We need to engage our key leaders on how each of them has responsibilities in this critical area. Every one of our tactical, daily events can be strategically critical. The chance to connect those targets with key messages will come and go. We can't miss them! When the tree falls...leaders make sure people hear it. That's Leader Business.

For those who have been wondering (I hope it is hundreds of thousands of you...Haha!), the book (Leader Business) should be ready for on-line ordering in about 10-14 days. I will keep you posted! :)

Petraeus on Leadership II

The Washington Post has a great site for video interviews with key leaders on significant leadership topics. Most recently, the interviews at "On Leadership" have provided some interesting insights from Army General Petraeus. You know him as the 4-star commander of the US Central Command, the author of the "surge" in Iraq, and the leader of the Coalition Military Forces in the Middle East during some very difficult and trying times.

Take a listen to his comments here. In this second interview (see here if you missed the first one), you will be interested to learn of:

-- Sharing risk. All too often we see poor examples of leadership in which all the rewards are reserved for management while all the risks are born by lower ranking members of the team, stockholders, and everyone BUT management. General Petraeus' example of sharing the risk by being out in the field with the troops helps us understand what it means to share both risks and rewards.

-- Keeping up morale. Leaders are always under a microscope, especially when dealing with negative news. How we respond sends a huge message to the troops and sets the tone for their own behavior. The General's comments to be seen as human but don't let them see your shoulders slump reminds us of the importance of inspiring others by being genuine and that perpetual optimism is indeed a "force multiplier!"

-- Empowerment. Providing direction, left/right limits, soliciting feedback, following up. As I like to remind my own troopers, "Empowerment is not abandonment!" I loved the aggressiveness seen in the sign at the company headquarters: "In the absence of guidance or orders, figure out what they should have been and execute aggressively." Leaders must encourage initiative, accept risk, and provide feedback.

-- Communication. The General talks about the importance of being available, of taking personal responsibility for the message. Leaders must be "brutally honest" with the truth. In the most difficult times, often all we have is our credibility. When people trust us, they will accept setbacks and difficult news, knowing that you are not spinning them and will communicate both positive and negative reports.

The General has certainly learned more than his fair share of lessons on leadership -- in his distinguished career and during the very difficult trials of the last 7 years. While he is not likely to take credit for his successes, they are many. His emphasis on leadership -- focused on inspiring excellence and enabling the success of the "troopers" through things like communication and empowerment -- certainly gives us confidence in the mission and those whom he leads. That's Leader Business.

P.S. Kudos to the Iraqi people who continue to demonstrate courage and a desire for freedom and democracy in the face of danger. The elections went forward this week with a turnout that we would love to see in the United States! Proud of the Iraqi people and the US and Iraqi military who enabled the security of the election process!

Learning Leadership from "The Office" -- Part I

I'm going to admit it. I'm an addict. I am totally hooked on "The Office." Now that it is in syndication, I can find it on multiple channels every night of the week and, of course, on NBC on Thursday nights. If you don't watch the show, you may not appreciate the notes below. But even just from the 30 second clip above, you know this is not your average show. And Michael Scott is not your average boss. He may be, all at the same time, the World's Best -- and Worst -- Boss.

It's like a train wreck. I can't look away. I know Michael Scott's management style is all wrong...and yet I find myself learning leadership from him. Something about his management of the Scranton branch of Dunder Mifflin makes me think I'm not alone, and maybe I'm not doing too badly in my own position. Something in his quirky performance tells me, and likely many others, that leadership is difficult, that the alignment of people, personalities, and individual goals and objectives within a company focused on the bottom line is a heavy responsibility. But if he can do it...so can I!

Truthfully, there is much more negative than positive to learn from Michael Scott and the daily life in "The Office." There is way too much drama and, with all the meetings, pranks, and time wasting, productivity cannot be good. But in this two-part series on lessons from the show, I choose to start with the positive. Most of what Michael does is a mess. But some of what he does is truly worthy of emulation.

-- Michael Scott has created a culture within the branch where people can be themselves, where it is okay to have fun at work, and where each member of the relatively small team adds value -- to each other and to the company. He has created a sense of family among the diversity of the Dunder Mifflin branch. Attrition is low. Despite the give and take, people genuinely care about one another. They celebrate successes. They hang out together after work. People trust each other (well...mostly).

-- No one communicates like Michael Scott. Regular meetings, office huddles, and proactive sharing of information keep all informed. No one can say they don't hear or see enough of the boss or know exactly where they stand with him. Michael is an in-your-face, on the shop floor leader. He tells people what is happening at corporate, participates in all training sessions, and makes it a point to engage with every member of the team on a regular basis. While most of us complain about a lack of communication from our leaders, this is clearly not the case in this little paper company.

-- Michael works hard to develop subordinates. He made Dwight co-manager while also giving Jim responsibilities during his absences. He sent Jim on a developmental assignment at another branch and helped one of his teammates (Ryan) gain a leadership position at corporate headquarters. He has taken various members of the team out on sales calls and recruiting trips. He encouraged Pam to pursue her goals in design and gave her leave to go to school. He accepted the "co-manager" title along with Jim and, for a very brief period of time, demoted himself and made Dwight office manager. Michael is a caring boss who wants his team to succeed.

-- Michael is real. He has no pretenses about who he is. The pride that is evident in so many in leadership positions is virtually absent with him. He doesn't pretend to be Superman. He knows his weaknesses and is not afraid to ask for help.

Now...it isn't pretty. But what office is not without its dysfunction? Even the creepy Michael Scott has a good side. He cares deeply. He is passionate. He wears his emotions on his sleeves. He loves his job and his teammates. And, in their odd sort of way, they love him back.

The result? Dunder Mifflin seems to be weathering this difficult economic climate. Michael is consistently recognized for the performance of his branch. People stay. By any common measurement of leadership success, Michael is pretty effective.

I hope you watch the show and look for these positive leadership elements. Maybe you have some regarding positive lessons from the show that you can share. Perhaps together our growth will be stimulated from the lessons of the Scranton Branch. And maybe, like me, you can laugh at yourself and your own leadership shortcomings while peering into the life of the Dunder Mifflin team. I hope some of these things are worth incorporating into your own leadership journey. A little Michael Scott might brighten a day, make a difference, or change a life in your office. That's Leader Business.

Read Part Two on "The Office" here.

Town Hall Lessons Learned

This summer has provided all sorts of insights into the value of town halls. I have watched with interest to see how various members of Congress have handled themselves during these interactive discussions. I have even been to one on health care back in my hometown. No, I didn’t make any bold statements or create any ruckus (if I did it would not have been about health care but rather about my favorite topic -- the need for our leaders to learn some leadership fundamentals!).

As most of you know, politicians did not invent this forum. Like many of you, I have held a number of town halls, all-hands, and company meetings myself. In general, I find them to be great ways to enable the participation of others in the decision making process. I love the opportunity to give members of the team the chance to raise their issues – unfiltered – and provide their leaders with the sort of raw data that only the troops can provide. I also think it is valuable for team members to hear directly from their leaders and for those leaders to share -- unfiltered -- important information on key issues of the day.

My experiences in these town halls have been varied. Some have gone well while some have produced feedback that barely registered over the sound of the crickets in the room. Some have been live and in person while others have been virtual. At some I have done most of the talking while at others I have done very little. Here is a summary of some of my own lessons learned:

-- Timing is everything. If the purpose is to solicit input, don’t already have your mind made up. Let people know you are there to listen and that their opinions will help shape the final decision. And mean it!
-- Have some leading questions ready. Don’t ask, “What do you want to talk about?” Instead ask, “What do you think about….?” Be specific.
-- Get the word out early on what you want to discuss. Instead of “Town Hall at 10:00 in the break room” use “Town Hall at 10:00 in the break room to discuss new products and proposed office realignment.”
-- Start and end on time. Time is money!

-- Be comfortable holding these sessions virtually. As more of us work collaboratively, we need to be able to link the entire team together, even if geographically separated.
-- Alert your labor unions, if you have them. Many collective bargaining agreements require notification before meeting with union members.
-- Be prepared to immediately follow up. You will get all sorts of questions and opinions. Have a trusted agent write down issues and make sure you follow up. If your answers apply to the entire group, share them widely. Nothing will damage credibility like your failure to follow up and follow through.
-- Seek out two distinct voices in the audience – the strong (whose opinion will be heard) and the weak (whose opinion will not otherwise be heard). Do not let one group dominate the discussion.
-- Don’t try to accomplish too much in these forums. Pick one or two key topics. If you find your agenda is full, seek out other means to communicate your message and receive feedback.
-- Have more frequent town halls and continuously and consistently solicit input from your team. People will arrive frustrated if these sessions are their only opportunity to be heard.

These are just a few thoughts. I do think that forums like these are important participatory events for leaders at every level, in any organization. I think that when done regularly, people will become more comfortable in speaking out and more confident that they are truly being heard.

Like anything else the proof, as they say, is in the pudding. What really matters is that leaders act on what they hear. Town Halls cannot be “check the block” sessions after which leaders go ahead and do whatever they want. In other words, if you are sincere about listening, then be prepared to demonstrate that you have heard what people tell you. If not, these events are nothing more than a show. And that, my friends, is not healthy for anyone!

That’s Leader Business.

Photo shown is a town hall for Microsoft, courtesy of www.mahugh.com.

Astro_Tim

Well...it happened. I could not stand on the sidelines any longer. When I learned that my West Point classmate and NASA Astronaut Tim Kopra (@Astro_Tim on Twitter) became the first to "Twitter" from the International Space Station, I knew I was missing out on something! Incredible! If we thought our world was getting smaller, what does this say about our universe?

So I have jumped in as well. For those who are interested, you can follow me (@LeaderBusiness on Twitter) or...let me know you are out there so I can follow you.

Twitter enables connections through little (140 character) updates that ask, "What are you doing?" By answering that question, I hope that I can provide input into the arena regarding my favorite topic -- leadership. And for those who are interested, I can provide some insight into what I do in leading my organization. I love my job and find it fascinating. I believe that the diversity of the work my organization does as well as the leadership challenges that come from an organization with the size (800+ employees) and scope ($1B+) of my team are worth telling people "what I am doing." If you are interested, come along and follow me.

Like you, I am doing my best to create and maintain connections in this increasingly interconnected world (universe!). Leadership is all about relationships, learning from others, communication, and providing inspiration to those who choose to follow you. I think that some of this is possible on Twitter. I was inspired to see my fellow West Pointer think that connecting with people from space was important. So...here I go...twittering away. Enjoy the "tweets." That's Leader Business.

I'm With Stupidly

Sometimes, even the most gifted orators put their foot in their mouth. Yes, sometimes even the most capable leaders step on it -- saying something or doing something they later regret. Has it happened to you? Have you messed up lately? How did you handle it?

All I can say is...I'm with you if you have! For those of us who talk a lot, sooner or later we will say something we wish we had not. Yep...I'm with stupidly! (For those of you who don't understand the use of this phrase, you might remember it a little differently on a t-shirt like this one).


Here are a few thoughts for those of us who speak or act without thinking:

-- Own it. It's okay to admit that you are wrong. And the sooner the better. Don't jump straight to damage control. Start by first stepping up and admit your shortcomings. Don't take the course of "apologizing to those who were offended," (i.e. blaming the victim). Instead, confess your errors: "To those whom I have offended, I apologize. I spoke before I thought, engaged my mouth before my brain. I'm sorry. Please forgive me." It's okay...no one is perfect. Be man or woman enough to admit your error.

-- Communicate it. Let people understand that you are mortal and make mistakes. Then share with them your plans to correct the issue and move forward. I have found that people generally appreciate when they see that their leaders are genuine...and that they are human. And people who are wronged are much less likely to hold a grudge, to embrace reconciliation, when they hear you say you are sorry.

-- Fix it. If damages are done, make the necessary repairs. Restore the relationship (yep...sharing a beer is a great way to sort out differences), fix the problem, regain the trust of those who are wronged. Every leader makes mistakes. Great leaders take immediate action to make amends.

-- Learn from it. Great leaders learn from failure. It is important that we make improvements with each and every screw up! It is especially key that we demonstrate our learning by not repeating our mistakes. Our apologies will quickly lose credibility if we continue to make the same errors.


So what about you? Have you offended someone lately? Have you made a public (or private) mistake that warrants a correction? If so...you're in good company! You too are "with stupidly!" (Maybe we should replace the old classic t-shirt with this new one). Stuff happens. How we deal with it will ultimately characterize our ability to lead.


That's Leader Business!

Virtual Connections

I thought some of you might find some value in what we are doing to communicate with our workforce. Watch the video (or at least as much as you can stomach given the sorry excuse for an interviewer) and you'll see a method we are using to keep people connected.

Among many benefits, these videos do several things for us:

-- Puts people front and center. Everyone loves to see there face (or their teammate's faces) on TV.

-- Connects people spread across 3 states and gives them an understanding of what else our organization is doing.

-- Helps connect the field with the office staff, construction with contracting, laborers with lawyers. Everyone needs to see the end product and know that their contribution, no matter how small, helped make it happen.

-- Have fun. The feedback has been very positive. The videos allow people to see their leadership in crazy situations, having a good time, being irreverent.

We try to do these videos about every two weeks. They are on our intranet home page so that people see them when they open their Internet explorer. And, as you can see, we've even begun to put some of them on YouTube so that potential employees can assess if we might be the sort of team they'd like to join.

Is it working? I think so. I get a lot of positive feedback. I try to explore different hot topics or do interviews at different projects out in the field. And in this time of distributed work, I think it is an important tool to keep people connected. These connections, this sort of communication with and among our workforce, are great fun and important leader tasks.

Virtually speaking, that makes it Leader Business!

More on Sully

The more we learn about Chesley B. "Sully" Sullenberger III, the more impressive his feat becomes. Yes, the pilot of US Airways flight 1549 is now the toast of the TV news circuit. He was introduced in Tampa, Florida last weekend before the kickoff of the Superbowl. He is getting his 15 minutes, for sure.

But you know what? This guy is the real thing. The more I read about his courageous and professional performance in landing his plane on the Hudson River and saving all 155 people aboard the flight, the more impressed I am with his leadership.

Watch this video (courtesy of CBS News -- sorry about the commercial at the beginning) and think about communication during a time of crisis.



Here are three key communication take-aways that I saw from Sully's situation on-board that flight:

-- Report immediately. Don't overanalyze. State what you know, let people trust that you will get back to them as soon as you have developed the situation. Keep communications short and simple. (Note to all of us: Please accept this initial report from subordinates. Give them enough time to sort out the situation before pressing them for more information!)

-- Include others in your decision making. Sully did not try to figure everything out himself. No doubt he was constantly reviewing options with his crew. In the video clip, it is clear that he explored at least four different options for landing with the air traffic control crew. Involving others in decision making, talking out various options, gives us the best chance of finding an appropriate solution. Leaders who take on all the burdens of decision making during times of crisis run the risk of missing alternatives that others might provide.

-- In times of crisis, focus less on what happened and more on what you are going to do about it. There will always be time to analyze the causes of crisis situations. That time is not when you are working on landing a plane in the Hudson River! Sully mentioned only once that he had lost his engines during takeoff due to a bird strike. No one pressed him for more information on how or why. Instead, the conversation focused on how to get the crisis under control.

In these challenging times, many of us are experiencing crisis situations. Businesses are failing. Federal, state and city budgets are a mess. We have no shortage of challenges. Let's apply some of "Sully's" communication principles and find a way to "land the plane." How we communicate, internally and externally, may be the key enabler of success. That makes it Leader Business.

Over-Communicate

Recently I have been speaking to groups about the importance of communication and the leader's role in making effective commo happen. It truly is critical that leaders establish a two-way street of continuous dialogue, that they do not monopolize all of the airtime but empower subordinates to make their voices heard.

Communication is vital in successful military units. Battles are won and lost based on how successfully these units share information about themselves, the enemy, and the terrain. Technology enables communication, standard procedures outline what is communicated, and good old fashioned leadership ensures that lines of communication are open to all.

Good commo is just as important for business units, sports teams, civic organizations -- and their leaders. It is the difference between success and failure -- no matter the arena in which we compete. That makes it Leader Business.

Nothing discourages our team members more than feeling like they don't know what is happening, like no one is listening, or that their opinion does not matter. Nothing breaks down team unity like a lack of transparency. Nothing indicates poor leadership like inconsistent or ineffective communication.

Leaders must make effective communication a priority. I say...over-communicate. We cannot go overboard on this. We cannot share too much information with our team. There is always more we can do to involve, engage, and empower our teammates. Over-communicate.

Here are a few considerations in over-communicating with our employees:

-- Check in with key leaders and direct reports on a regular basis. Be proactive, see how they are doing on their tasks or milestones, whether they have enough resources, etc. Call them, write them, stop by. Keep your open door...open! Just checking in and being available to your team means everything.

-- Use every means available to tell your story (priorities, vision, lessons learned, etc.) to include emails, videos, blogs, podcasts, Internet/intranet, battlefield update briefs, townhall or "all hands" meetings, and brown bag lunches. Be creative and stay connected.

-- Return emails. Even a simple - "okay...got it" means the world to people who want to know they are being heard.

-- Ensure people know your expectations for communication with you. Identify what you want to be told, when, how, etc. Any doubt will lead to misplaced assumptions about what you want to know. Post the "WHO ELSE NEEDS TO KNOW?" bumper sticker around the office to remind people of the importance of staying connected and sharing information.

-- Include people in decision-making. Don't just tell people that their opinion counts without taking action on what they say. Include teammates in creating a shared vision and they will own the plans that they helped create!

As I spoke to three different groups this week (military officers, college students, banking leaders), it was clear that I struck a nerve in highlighting this critical topic. We all know how important it is in our respective teams. We can get so busy fighting that we neglect that which will enable the success of the fight! But...communication is not easy. It requires hard work, discipline, and investment. That makes it...Leader Business!

The Seagull in the Mirror

A new friend of mine sent me "Squawk" by Travis Bradberry. My friend felt that it had hit her between the eyes and might have a similar impact with me.

Subtitled "How to stop making noise and start getting results," "Squawk" is a leadership fable about "how one seagull manager learned the three virtues of great leadership." Seagull managers swoop in, squawk loudly, dump orders with formulaic advice, and blow back out, leaving a mess in their wake.

The fable focused on three key elements to overcome seagull management:

Whereas the seagull manager creates the need to swoop in and set his team straight, the superior manager gets everyone headed in the right direction from the very beginning by ensuring that expectations are full-fledged. Whereas the rare visit from the seagull manager results in a lot of squawking, the superior manager maintains a steady flow of clear communication. And whereas the seagull manager manages his team's performance by dumping on everybody, the superior manager focuses on performance -- ensuring that positive and negative feedback are delivered in small, digestible doses.

The issue is not whether or not we are seagull managers. Rather we need to be able to recognize when we are acting like one...and what to do about it. Lord knows there are plenty of "squawking" seagulls in the military. I should know -- too often I have a tendency to blow in and start squawking and appreciated the chance to look into the mirror and see the seagull in me!

Check out the book. My friend was right -- not only did I enjoy the book but...I clearly needed to read it (thanks Angela!). If you have some seagull in you, pick it up. Overcoming seagull management is...Leader Business.

Leadership and the Media

"How could the U.S. military be such an outstanding fighting force -- so good at all the other grim jobs of war -- and be so politically dense and media-illiterate? My closest friends, people I would fight and die for, know less about the power of a photo than I know about sewing drapes."
From Michael Yon's "Moment of Truth in Iraq."

It is not a soldier's natural tendency to be media-literate. Most military leaders have grown up in a culture that suggests that the media is the enemy, that they never get the story right, and that they have no place on the modern battlefield. The truth, as Michael Yon weaves throughout his reporting on how the American military has adapted its tactics in Iraq, is that the media is a critical element of an overall communication strategy. Leaders at all levels, from the top to the trenches, must be mindful of the importance of dealing with the media.

I just finished helping out in a training course in Washington that included some great discussions on media and communication. It started with this wonderful reminder of "A Way" to deal with the media.



Hooah! Now, this approach is likely only to work for General Honore. It is straight talk and he definitely stays "on message" -- but most of us probably cannot pull this off. For the rest of us, these points from my trainer and media expert friend (thanks DeDe!) are worth remembering:

-- Prepare - work with your public relations staff and do your homework. Don't go in cold.

-- Be yourself - let your hands do what comes naturally. Express your passion. Most media encounters are not a briefing. People need to know that you're a human being first and foremost.

-- Know your audience. Look into the camera, speak to the interviewer, but know who you are trying to reach.

-- Check your appearance - Unless you are General Honore, lose the sunglasses! Have a professional appearance that is consistent with your message.

-- Use talking points. Have 2-3 messages and supporting talking points ready to go that are relevant to the subject matter, concise, memorable and SIMPLE. Maintain control. If you don't know, say "I don't know" - don't speculate. Bridge to your message with statements like: "What I can talk about" or "what's interesting to note is...."

--Stay in your lane. Refer to someone else who can answer or explain that you'll look into it and get back to them - then bridge to what you want to talk about.

--Remember that all questions are professional, not personal. Keep your attitude and desire to defend your ideas to yourself. Remain friendly and non-defensive. There's a diplomatic way to say everything.

Michael Yon says that our military is finally "getting it" in Iraq. The media is not the enemy. Leaders who understand and are comfortable with communication and know that the media is vital to winning in the arena of ideas are finally making a difference.

It's no different in other arenas. The training I was a part of last week was terrific. I've given dozens of TV, radio, and print media interviews, yet needed the refresher course. We all need reminders of how to get our message out in a variety of media forums. Don't be "stuck on stupid." Be comfortable dealing with the media. That's Leader Business. Hooah!

Intervisibility Lines

I nearly got in an accident this week. Cruising along on the freeway at 75, I was forced to slam on my brakes when the traffic ahead of me came to a complete stop. Unfortunately, this change in conditions did not occur until just as I crested a little hill (probably less than the one in the picture above). An unimportant piece of the road and a terrain feature that would otherwise go unnoticed blocked my view of what was ahead until I crested. By then it was almost too late.

The military term is intervisibility (IV) line. These are relatively minor and often very subtle variations in terrain that mask observation from one side to another. On one side of the line you cannot see, or be seen by, the other. These terrain features are often not significant enough to show up on a map, but on the ground they make all the difference with regard to line of sight issues -- like visibility and most of our weapon systems.

The implications for military tactics are huge. I have seen many a combat unit move full speed across an IV line -- right into an ambush on the other side. The failure to account for this change in conditions produces catastrophic results for the unprepared. So often, IV lines are the locations where momentum is lost and the battle's outcome is determined.

How does a good unit account for the impact of IV lines on its formations? Here are a few thoughts (along with some implications for "non-combat units!"):

-- Position observers. Tactical units deploy scouts along their route to find these issues before the main body arrives. Their mission is to stay in front of the attacking formation and prevent surprises. They look for indications of trouble ahead and help avoid losses of momentum. In business this may be gained by dedicating resources to look at key indicators and metrics -- both internally and of the competition. No surprises.

-- Lead with the smallest possible element. It does not make sense to cross an IV line with the entire team. Be sure, there is an ambush waiting on the other side. Tactical units deploy a small team to look over the horizon, make contact (or not), and provide information to the rest. In business this is replicated by using focus groups or prototypes before going "all in" on new inventory or services. Try one new piece of technology before redoing the entire fleet. Check ideas with a few trusted agents before implementation company-wide. Don't be in a hurry to cross the IV line -- and into an ambush.

-- Have solid, well rehearsed drills. At some point, we will cross that IV line and have to slam on the brakes. In my case, I was ready. I measured the time/distance and applied brake pressure accordingly. I checked my rear view mirror to see behind me. Some cars pulled into the shoulder to provide additional response time. Military units have battle drills for actions on contact that allow for a rapid response and regaining momentum as quickly as possible. For the rest of us, we need to talk about crisis management with our team and rehearse various contingencies. Think about impacts on suppliers, customers, employees, etc. Know how to communicate through crisis. Know what it will take to "slam on your brakes" and conversely, what is required to get back going again.

-- Cross-talk. Often IV lines are localized conditions. The blind spot to the front is often easily observed by flank units. They need only be asked to look to the left or right, outside of their own lane but in front of someone else (not a normal activity for any of us), to provide the information necessary for others to see ahead. Again, this is not accomplished without asking. Most of us have enough to do focusing on the fight in front of us. Good units must learn to share information about what they see to the front -- and to the sides. Good leaders must drive this behavior. Business units who are sharing lessons learned and communicating about what they see, not just with the boss but with each other (horizontal communication versus the traditional vertical reporting), develop the situational awareness that enables seeing over the horizon.

-- Go higher to see deeper. IV lines often impact visibility within a few feet of ground level. I would have seen the slowing of traffic ahead of me this week, for example, if my SUV was about 20 feet tall. In combat, aviation units or unmanned aerial vehicles can help extend our field of view and see over the horizon. In business, this extended view can be gained from consultants, mentors, and visionary leaders who see beyond the immediate. Leaders must also recognize that organizationally they are the ones who must extend their mast and look deeper. This means getting some rest, soliciting wise council, and thinking. Go higher to see deeper!

We all must deal with IV lines. Whether driving a car or a tank, leading a mechanized formation or a business unit, in combat or in life, there is some unexpected event just over the horizon. How we minimize surprises, while dealing with those we cannot avoid, often defines our success.

That's Leader Business.

Our Open Doors

Every leader I know professes to have an open door policy. But often I find that this door is (1) open for some, not for all; or (2) open just a slight crack and almost impossible to get through; or (3) open to all -- to the point where no work can get done. So can we take a minute to look at what it means to have an open door policy? How open should our doors be?

First of all, should you have an open door? Of course. If you embrace the leadership philosophy that says people don't work for us...we work for them, then we need to make time for others. Subordinates, customers, suppliers, contractors, (or Mr. and Mrs. Taxpayer for those of us in the public sector to whom we are also accountable) -- all should have some reasonable expectation for access. People whom we serve should be comfortable in the knowledge that the door is open enough to bring issues, concerns, new ideas, or just to say hello -- directly to us.

If you have a gate keeper (your "Directors of First Impressions"), make sure they understand this. In many cases, they will keep people away, believing they are doing their duty to protect you and your schedule. But these well-intentioned people (secretaries, receptionists, etc.) must understand your intent for transparency and availability: The door is open. Be mindful of our schedule and priorities. Let possible visitors know of how much (or how little) time they might have because of other demands before they walk through the door. Embrace visitors and let them know how excited we will be to meet with them (if only in the lobby for a handshake). We work for them...not the other way around.

I believe the open door applies to email and the phone. I have 700 employees. I let them know that they can contact me at any time and by any means. I promise them that I will answer. Now, like many of you, I get too many emails. But I will answer every one of them. Maybe not right away, but relatively soon. It may be a simple, "OK...thanks! What a wonderful suggestion. Let me pass that one to XX department and see what they think. Keep thinking of ways like this to make us better." Or something like that. But I will answer! The door is open.

Here are some critical issues regarding our open doors:

-- Don't let your open door replace the chain of command. If someone brings a problem to you that clearly must be solved by someone below you, let them know that this is where this issue should be addressed. Do it respectfully and without closing the door. When we put ourselves in the position of solving every problem for everyone, we dis-empower our subordinate leaders. And when we start solving every little problem for every person, we will never get anything else done. I tell people up front that they should use my open door for problems that the chain of command has not been able to solve or problems that are organizational and will require my involvement. Problems within their own unit should be dealt with at the unit-level!

-- Don't lose momentum. Our open door cannot be an excuse for failing to address top priorities. We have jobs to do, businesses to run, missions to accomplish. Visitors and those who wish to use the open door must understand that we may have to get back to them. Just make sure that you do!

-- Don't play favorites. The door must be open to all. People talk. They notice who we make time for and those for whom we are always too busy. Keep the playing field level.

Finally, here is the insider secret on open door policies. Leaders who are out and about, who have a regular presence in the field, on the warehouse floor, or out in the stores, who practice "leadership by walking around," don't have open door issues. They are always accessible. They are listening to others and learning of their issues and ideas on a regular basis. They are meeting people where they are instead of forcing people to come to them. These leaders have no doors!

Whatever your open door policy, make sure you share it with others. Put it in an email or on a policy letter and post it for all to see. Bring in your gatekeeper(s) and ensure they share your vision for embracing those for whom you work. Discuss it with your subordinate leaders and encourage them to do the same. Then open your door...and keep it open.

Well friends...let me know what you think. My door is open! That's Leader Business.

Brown Bag Leadership

One of the methods that I am using to enhance communication with my teammates is to hold a monthly "brown bag lunch (BBL)." I have found them to be great ways to listen, to generate new ideas, and to spend time just "breaking bread together."

BBLs can be a powerful component of your communication portfolio. I use them along with emails to the workforce, my company intranet and work blog, video messages, townhall discussions, and other meetings to help inform people of new initiatives, identify problems and solutions, and to stay connected.

I am still working on how to make BBLs more productive. I know that the more we have them, the better they will become. Until then, here are 10 key lessons learned on "Brown Bag Leadership:"

1. Invite different groups. I have used BBLs to pull different groupings of people together to see what is on their mind. Recently I heard from interns, students, African-Americans (during Black History Month), Admin Assistants (during Admin Professionals Week), and engineers (during Engineer Week). Each of them have something different on their mind. And the group dynamics often present issues in unique ways that I might not otherwise discover.

2. Give people sufficient advance notice. If you want people to show up, give them a little head's up. Send out the notice, post flyers on the company bulletin board, etc. This allows people to prepare some issues for discussion as well as insuring that they will clear their own calendars and show up.

3. Have an agenda. Give advance notice of what you might be able to discuss. Identify some hot topics to generate some thought before the lunch and add them to the invitation. The alternative approach is uncomfortable and unproductive for all: "So...what do you want to talk about?" Crickets....

4. Listen. Don't dominate the conversation. This is enabled by points #2 and 3 above. If you give people advance notice and provide some things to think about, people will generally come loaded to bear. You sit down and they will start firing away. Ask leading questions. Don't turn these sessions into a lecture series. Yes, they may want to hear from you. But more importantly...you need to hear from them.

5. Take notes and follow-up. Ensure that you come prepared to take action on the things you hear. Write down the issues and concerns from the team. Demonstrate your willingness to look into things that are important to your teammates. Send a note to your leaders (cc or bcc those who attended the lunch) and let them know what you have heard -- and how you want to assign the taskers. This truly gives a feeling of empowerment to those who might not otherwise feel like they have a voice.

6. Encourage everyone to speak. Get everyone involved. Many will come just to listen. Draw them into the conversation and see what is happening in their piece of the company. Letting even the lowest ranking in the group know that their input is valued will resonate throughout the workforce.

7. Bring problems and see how different groups might solve them. BBLs are a great forum to generate potential solutions to some ongoing challenges. Let people know what issues you are dealing with and see what they think. Roll out new initiatives and get some feedback.

8. Don't solve problems that should be addressed by the chain of command. Some people will come to gripe about their boss. Others will want their personal problems solved. To the extent possible, try to deflect these back to the level at which they should be addressed -- with their supervisor. These forums are for discussing issues which interest the entire group, not just one person.

9. Share your vision. Don't miss an opportunity to weave in key messages and strategic directions. Put your answers in the context of the big picture. Talk about your telework policy in the context of how you are encouraging empowerment. Discuss equipment purchases while ensuring people see how it will increase productivity. Answer questions about benefits in the context of the company bottom line. Make sure people leave lunch with a good understanding of where you are going.

10. Eat and fellowship. Many people come to the BBL just to see the boss in a different setting. Seeing a supervisor with a little dab of mustard on their chin sure has a way of breaking down barriers to communication! Have fun. Be human. Enjoy the company of your team and the opportunity to enhance your leadership (and theirs) during this casual setting. The benefits can be tremendous.

Bon appetit everyone! That's Leader Business.