Tuesday, April 19, 2011
Thursday, February 10, 2011
Leadership, You Are Here!
Leadership development, at any level, within any environment, starts when you take responsibility for who you are and who you'd like to become. The process is similar to that of a journey; you have to identify your starting point. And in this case a good place to start is by identifying your gifts and talents.
To help you on this journey, I 've identified a few self-awareness questions below that you can reflect upon as a first step. The second step would be to ask these questions of others (friends, spouse, family, co-workers, etc.). Of course, you will have to alter a few of the words such that it is clear you are asking a question of someone other than yourself. This process shouldn't be too painful, as we are seeking to discover the best of who you are. This approach gives you an opportunity to build on that which you are already good at.
Unless your gifts or talents manifested themselves in such activities as sports, dance, singing, etc. they probably went unnoticed during your childhood years. Gifts that can easily go unnoticed and thereby underdeveloped include things like administration, communication, marketing, logistics, numbers, strategy, research, and many others. Just think about it for a moment, if any of these were your gifts from an early age, how would they have manifested themselves in such a way that your parents or caretaker would have know to provide you with extra support during your early years.
On the contrary, if you were gifted at dance, or a natural athlete someone was a) encouraging you--telling you how good you were, and b) signing you up for any after school program that would give you a head start. You would have heard words like "you're a natural" or "you're going to be a star some day". Which brings me to my point, we are all naturals at something. It's just that our caretakers are not as gifted in helping us identify what those gifts consist of early on. It's hard to know what to look for. Thereby, most of us begin the journey of discovery and honing much later in life.
Here are a couple of key tips before you get started:
1. If others hold a view of you that you don't agree with you have to resist the urge to defend who you believe yourself to be. Your ultimate response should be a polite "thank you" with a sincere show of appreciation. You can stew over it later, if you must.
2. After you've collected enough data, analyze the information and see if you can identify a common patter or theme that speaks to who you are.
3. If you see a pattern developing, reflect on your earlier childhood days, as early as you can remember, in an attempt to identify the earliest point in time where you may have utilized these gifts or talents.
Self Awareness Questions:
1. When have you felt most successful?
2. What are some of the things you enjoy doing and why?
3. I feel most creative when?
4. I'm constantly seeking opportunities to find better ways to...? (be specific)
5. I feel passionate about?
6. I do the following things really well.
7. I am driven by the desire to?
8. I could spend all day ____ and not grow tired?
9. What words would you use to describe who you are other than specific titles (mom, dad,...)?
10. When you find yourself lost in time what type of activities are you engaged in?
11. What three things do you find it hard to say "no" to if asked to participate?
12. What topics do you appear to know more about than most people?
13. What would you say you have been successful at in the past?
14. What would you say you do well?
15. When you've been at your best, what three unique strengths contributed to your success?
16. What are some of the things that you feel come easy to you?
17. What are some of your dominant characteristics?
18. If you could get better at two things that you are already good at what would they be?
19. What type of information or assistance do others turn to you for?
20. What do others appreciate most about you?
"With a world crying out for effective leaderhsip you need to begin with the most obvious source--yourself." - Ken Blanchard
To help you on this journey, I 've identified a few self-awareness questions below that you can reflect upon as a first step. The second step would be to ask these questions of others (friends, spouse, family, co-workers, etc.). Of course, you will have to alter a few of the words such that it is clear you are asking a question of someone other than yourself. This process shouldn't be too painful, as we are seeking to discover the best of who you are. This approach gives you an opportunity to build on that which you are already good at.
Unless your gifts or talents manifested themselves in such activities as sports, dance, singing, etc. they probably went unnoticed during your childhood years. Gifts that can easily go unnoticed and thereby underdeveloped include things like administration, communication, marketing, logistics, numbers, strategy, research, and many others. Just think about it for a moment, if any of these were your gifts from an early age, how would they have manifested themselves in such a way that your parents or caretaker would have know to provide you with extra support during your early years.
On the contrary, if you were gifted at dance, or a natural athlete someone was a) encouraging you--telling you how good you were, and b) signing you up for any after school program that would give you a head start. You would have heard words like "you're a natural" or "you're going to be a star some day". Which brings me to my point, we are all naturals at something. It's just that our caretakers are not as gifted in helping us identify what those gifts consist of early on. It's hard to know what to look for. Thereby, most of us begin the journey of discovery and honing much later in life.
Here are a couple of key tips before you get started:
1. If others hold a view of you that you don't agree with you have to resist the urge to defend who you believe yourself to be. Your ultimate response should be a polite "thank you" with a sincere show of appreciation. You can stew over it later, if you must.
2. After you've collected enough data, analyze the information and see if you can identify a common patter or theme that speaks to who you are.
3. If you see a pattern developing, reflect on your earlier childhood days, as early as you can remember, in an attempt to identify the earliest point in time where you may have utilized these gifts or talents.
Self Awareness Questions:
1. When have you felt most successful?
2. What are some of the things you enjoy doing and why?
3. I feel most creative when?
4. I'm constantly seeking opportunities to find better ways to...? (be specific)
5. I feel passionate about?
6. I do the following things really well.
7. I am driven by the desire to?
8. I could spend all day ____ and not grow tired?
9. What words would you use to describe who you are other than specific titles (mom, dad,...)?
10. When you find yourself lost in time what type of activities are you engaged in?
11. What three things do you find it hard to say "no" to if asked to participate?
12. What topics do you appear to know more about than most people?
13. What would you say you have been successful at in the past?
14. What would you say you do well?
15. When you've been at your best, what three unique strengths contributed to your success?
16. What are some of the things that you feel come easy to you?
17. What are some of your dominant characteristics?
18. If you could get better at two things that you are already good at what would they be?
19. What type of information or assistance do others turn to you for?
20. What do others appreciate most about you?
"With a world crying out for effective leaderhsip you need to begin with the most obvious source--yourself." - Ken Blanchard
Sunday, December 19, 2010
Natural Bend - You Improve, They Improve!
All middle level leaders, anyone who is responsible for the well being and positive contributions of others, will be well served to develop a deeper understanding of self—now so more than ever. Over the next three months we will embark upon a journey designed especially for you, the middle level leader. You hold one of the most difficult positions within the organization. You are tasked with the responsibility of leading others and meeting business objectives relative to productivity at the grass-roots level. If you are too soft on the people side key initiatives can falter and your job gets harder. Yet, if you are too hard on the process achievement side, pushing to no end, your job gets harder still. So, how do you keep the two from becoming a zero-sum game?
Developing a clear view of who you are as a middle level leader and what you ultimately want to achieve within the organizational setting must be fraught with an honest assessment of internal awareness. And I do mean honest. Is your natural-bend as a leader life giving or parasitic? Do you know how to inspire others to discover the things that add meaning to their lives? Can you encourage the release of inner creativity? Can you balance the lines between people and processes? Do you hold yourself accountable? Do you execute on the things you wish to achieve? Do you understand why some people are passionate about the work they do and others aren’t? Is money your primary motivator?
Regardless to where you are today you can improve your understanding of what it takes to lead others by learning and reflecting on what it takes to know and lead self. Think about it, how often do you question the choices you’ve made in life? Have you really given a lot of thought to how you ended up where you are today? Is it what you had in mind? Do you know what you like about your life? Is the environment in which you work well suited to bringing out the best in you? Does it bring you joy? Okay, I’m sure you get the idea. So, let’s move forward on this journey of becoming a better middle level manager.
Taking one step at a time, going through the experience of uncovering who you are and reflecting upon your own life will help you guide others towards the importance of doing the same. Your objective is to detect the patterns in your life that reveal something more than a random series of events.
In a few days I will post the first series of self awareness questions for you to consider. In the interim you can start by thinking about the question identified above.
Sidebar: In a recent article, Building Support for Change, Matt Palmquist wrote "Although CEOs can articulate an overall vision, the success of a new initiative often depends on the competence of managers at lower leadership levels." You can find the full article at: http://www.strategy-business.com/article/10411c
Challenge round: Post your questions regarding leadership at the grass-roots level and I will create a mini blog post response to your question.
Developing a clear view of who you are as a middle level leader and what you ultimately want to achieve within the organizational setting must be fraught with an honest assessment of internal awareness. And I do mean honest. Is your natural-bend as a leader life giving or parasitic? Do you know how to inspire others to discover the things that add meaning to their lives? Can you encourage the release of inner creativity? Can you balance the lines between people and processes? Do you hold yourself accountable? Do you execute on the things you wish to achieve? Do you understand why some people are passionate about the work they do and others aren’t? Is money your primary motivator?
Regardless to where you are today you can improve your understanding of what it takes to lead others by learning and reflecting on what it takes to know and lead self. Think about it, how often do you question the choices you’ve made in life? Have you really given a lot of thought to how you ended up where you are today? Is it what you had in mind? Do you know what you like about your life? Is the environment in which you work well suited to bringing out the best in you? Does it bring you joy? Okay, I’m sure you get the idea. So, let’s move forward on this journey of becoming a better middle level manager.
Taking one step at a time, going through the experience of uncovering who you are and reflecting upon your own life will help you guide others towards the importance of doing the same. Your objective is to detect the patterns in your life that reveal something more than a random series of events.
In a few days I will post the first series of self awareness questions for you to consider. In the interim you can start by thinking about the question identified above.
Sidebar: In a recent article, Building Support for Change, Matt Palmquist wrote "Although CEOs can articulate an overall vision, the success of a new initiative often depends on the competence of managers at lower leadership levels." You can find the full article at: http://www.strategy-business.com/article/10411c
Challenge round: Post your questions regarding leadership at the grass-roots level and I will create a mini blog post response to your question.
Friday, November 12, 2010
You Can't Make Me!
Have you ever heard a staff member say "You can't make me" after receiving instructions in the work environment, relative to her assigned duties? Probably not! But herein lies the rub; within the work environment, these four words are, figuratively speaking, uttered on a daily basis. The most appropriate translation would be "I'm not emotionally committed to doing what you want me to do."
A few weeks ago, I had an opportunity to serve as a juror on a case and I watched witness after witness take the stand, raise their right hand and swear to "tell the truth and nothing but the truth." However, it was obvious that being directed swear by God to tell the truth is futile if the individual doesn't feel like it. This became increasingly obvious when one of the witnesses responded to the DA by saying "I didn't come here to talk about..." The judge looked on in dismay, and instructed the DA to repeat her question and instructed the witness to answer, or else.
Aside from the brief courtroom drama, one would think the judge got what he asked for, 'an answer'. However, I doubt that there was any heartfelt emotional commitment to the oath the witness had taken earlier. At this point, the witness was being pressured by the judge to provide a verbal response. Yet, it's questionable whether or not the judge got what he really wanted--a heartfelt emotional commitment to telling the truth. So, once again there is evidence of the limited abilities of the 'carrot and stick' methods of leadership.
Here is the catch, not only is the 'carrot and stick' methods of submission to authority a weak one, most of the time the leader is oblivious to exactly how weak it really is. This is not to say that the 'carrot and stick' approach to leadership is completely without merit. And sometime you have no choice but to respond in the same manner as the judge. But, know this; whatever you get it won't be laced with a positive emotional commitment to deliver. What you can count on, in most cases, with this technique is silent back lashing in the way of production slowdowns, poor performance, subpar customer service, noncompliance of procedural guidelines, and non-commitment to doing anything to save your a** (i.e. ongoing silence to future problems or threats on the part of the employee). Wouldn't it be wonderful if you could trade all of this unnecessary unpleasantness for positive heartfelt emotional interchange? Let's face it, in today's economy organizations need employees who are emotionally committed to advancing the cause.
Today's leaders will have to devise far more creative ways to draw out heartfelt emotional engagement. And the first place to start is with you (the leader). You first have to examine your own heart. Are you emotionally committed and passionate about your job? If you're not you will be hard pressed to connect with your staff members in such a way that you can help bring out the best in them. People, generally speaking, learn a lot through observation and engagement with others. Hence, if your attitude, your language or tone is void of the words "I care about you", don't expect much from others. Or, at least don't assume you are getting their best.
Challenge round: Do you think positive emotional commitment to a task or job can easily be hidden? Why or why not? As a leader what would you do to engage employees on a positive emotional level without the use of 'carrots and sticks'?
A few weeks ago, I had an opportunity to serve as a juror on a case and I watched witness after witness take the stand, raise their right hand and swear to "tell the truth and nothing but the truth." However, it was obvious that being directed swear by God to tell the truth is futile if the individual doesn't feel like it. This became increasingly obvious when one of the witnesses responded to the DA by saying "I didn't come here to talk about..." The judge looked on in dismay, and instructed the DA to repeat her question and instructed the witness to answer, or else.
Aside from the brief courtroom drama, one would think the judge got what he asked for, 'an answer'. However, I doubt that there was any heartfelt emotional commitment to the oath the witness had taken earlier. At this point, the witness was being pressured by the judge to provide a verbal response. Yet, it's questionable whether or not the judge got what he really wanted--a heartfelt emotional commitment to telling the truth. So, once again there is evidence of the limited abilities of the 'carrot and stick' methods of leadership.
Here is the catch, not only is the 'carrot and stick' methods of submission to authority a weak one, most of the time the leader is oblivious to exactly how weak it really is. This is not to say that the 'carrot and stick' approach to leadership is completely without merit. And sometime you have no choice but to respond in the same manner as the judge. But, know this; whatever you get it won't be laced with a positive emotional commitment to deliver. What you can count on, in most cases, with this technique is silent back lashing in the way of production slowdowns, poor performance, subpar customer service, noncompliance of procedural guidelines, and non-commitment to doing anything to save your a** (i.e. ongoing silence to future problems or threats on the part of the employee). Wouldn't it be wonderful if you could trade all of this unnecessary unpleasantness for positive heartfelt emotional interchange? Let's face it, in today's economy organizations need employees who are emotionally committed to advancing the cause.
Today's leaders will have to devise far more creative ways to draw out heartfelt emotional engagement. And the first place to start is with you (the leader). You first have to examine your own heart. Are you emotionally committed and passionate about your job? If you're not you will be hard pressed to connect with your staff members in such a way that you can help bring out the best in them. People, generally speaking, learn a lot through observation and engagement with others. Hence, if your attitude, your language or tone is void of the words "I care about you", don't expect much from others. Or, at least don't assume you are getting their best.
Challenge round: Do you think positive emotional commitment to a task or job can easily be hidden? Why or why not? As a leader what would you do to engage employees on a positive emotional level without the use of 'carrots and sticks'?
Sunday, October 31, 2010
Leadership Symphony
As I sit here quietly, contemplating tomorrow's events, my mind keeps wondering off into the ozone's. I have this utopian image of what it would be like if the majority of people in leadership roles today (business, government, administration, teachers, parents, etc.) all had the same overriding vision. Leaders all over the world need a vision that has the power to create a foundation whereby everyone is inspired to do their best work. What would that one common goal sound like? What sweet harmony would it play? In what ways would it entice us to dance more freely? How would it beckon us to remove the deep seated fears that hold us back? Would we find the courage we need in each musical note to reach heights never before imagined?
Of course, I don't have answers to this imaginary state, but it's a vision that I don't mind wrapping my head around, even for a brief moment in time, real or imaginary. If you dare allow your mind to drift into this space as well, from time to time, please share what your Leadership Symphony would call us to consider or do.
Sidebar: Have fun and commit yourself whole heartily to the things that have a positive effect on the lives of those around you. Make every effort to discover who you are. Challenge your own thoughts and reasons for doing and being on a regular basis.
Of course, I don't have answers to this imaginary state, but it's a vision that I don't mind wrapping my head around, even for a brief moment in time, real or imaginary. If you dare allow your mind to drift into this space as well, from time to time, please share what your Leadership Symphony would call us to consider or do.
Sidebar: Have fun and commit yourself whole heartily to the things that have a positive effect on the lives of those around you. Make every effort to discover who you are. Challenge your own thoughts and reasons for doing and being on a regular basis.
Wednesday, October 6, 2010
Surrogate Power and Human Resources
Over the years we have become very aware of the term surrogate as it is often used to denote the mutual agreement between individual parties for one to act as a substitute for another in some form or fashion. But, how does this relate to most Human Resources? They are the frontline managers' surrogates. When it comes to holding difficult conversations with staff, they do our jobs for us. How did we get here?
Willingly or unwillingly, frontline managers have allowed it, encouraged it and now we're stuck with it. We are no longer responsible for dealing with our own dirty laundry, messy employee performance issues. We gladly avoid having difficult conversations with employees regarding work related job performance. And guess what, HR loves the job as surrogate and the power that goes with it. Hence, initially it appears to be a win-win situation, a mutual surrogate relationship.
Perhaps you're thinking "who cares, no one wants to do dirty laundry anyway". Perhaps you rationalize the giving up of these responsibilities in the fact that you have more pressing thing to tend to, why waste your time. But, here is the reality of your actions, whether willingly or unwillingly failure on your part to develop the muscle, the courage, or the strength the deal with challenging employee performance issues will ultimately render you ineffective as a frontline manager. And before long, HR will be calling all the shots. And guess who has input when it comes time for promotions?
You will become more and more dependent on their ability to make wise decisions and less on your. Eventually, it will get to the point where you don't even trust your own thinking. Contacting HR before having a one-on-one with staff members soon becomes a way of life. How could you ever manage without them? At this point you have become shackled by your own ineffectiveness. And, worst yet, you may not even realize its happening.
If you don't want to continue the intellectual rollercoaster associated with being carried around in a wheel barrel by others who make decisions for you because you lack the strength associated with professional skills development in the way of communications then you (we) had better wake up and reclaim the power we've given away.
Sometimes, I consider it wise to retrace your steps to determine how you arrived at a particular location, a specific point in time. This is one of those times. I couldn't help but wonder when did HR become the surrogate? When did frontline mangers give up their responsibility to lead no matter how difficult the task?
The answer came to me one day as I observed a little boy in a local Barnes and Nobles. He couldn't have been more than four or five year's old, cute kid. There was something on the shelf that caught his eye. And according to his immediate desires in life, he had to have it, now! He petitioned his mom to carry just one more item to the check-out stand, but her initial reply was a firm "no". After a second and third inquiry, the little boy asked her "why" he couldn't have the item. Her final reply, probably having become exhausted by the young boy's tenacity not to give in, was "because I said so." It was at this moment that I thought to myself "oh my, this is where it starts. This is the space in which we are first introduced to "surrogate power".
Having raised little ones of my own, I am all too familiar with the word "no" and I know why we (adults) often follow it with "because I said so". It's a quick way of saying, you ask too many questions about things that are beyond your comprehension. And if I were to proceed to explain you would continue to ask me "why". Within the context of this scenario, it's obvious that mom has the responsibility of making the ultimate decision with or without further explanation.
However, I consider this surrogate power; because as most parents know there will come a day when the child will want to know and do for himself or herself. They will want the power to decide. And therein the struggle begins. Once someone willingly or unwillingly has surrogate power over you, for whatever reason, they may not willingly give it up. And before long, if you can't change the tides, you are held captive by their decision making process; you stop thinking for yourself.
Power is a reality of life, good or bad, depends on you. And if you fail to maintain, claim or reclaim the power you have to make intelligent decisions and address the things that you are accountable for as a frontline manager, one of which is developing the communication skills to have difficult conversations, on your own behalf then know this, an HR surrogate will always be there to step in and take control.
As it is today, Human Resources, calls the shots and makes the rules for most frontline staff members. And in many cases you can't even ask "why". When we (frontline staff members) fail to adequately, responsibility, and intelligently develop the skills needed to fulfill our role in life as frontline managers and employees capable of making decisions we eventually become ineffective and powerless.
Challenge round: As you consider this topic what should frontline staff members do? What steps would you take?
Willingly or unwillingly, frontline managers have allowed it, encouraged it and now we're stuck with it. We are no longer responsible for dealing with our own dirty laundry, messy employee performance issues. We gladly avoid having difficult conversations with employees regarding work related job performance. And guess what, HR loves the job as surrogate and the power that goes with it. Hence, initially it appears to be a win-win situation, a mutual surrogate relationship.
Perhaps you're thinking "who cares, no one wants to do dirty laundry anyway". Perhaps you rationalize the giving up of these responsibilities in the fact that you have more pressing thing to tend to, why waste your time. But, here is the reality of your actions, whether willingly or unwillingly failure on your part to develop the muscle, the courage, or the strength the deal with challenging employee performance issues will ultimately render you ineffective as a frontline manager. And before long, HR will be calling all the shots. And guess who has input when it comes time for promotions?
You will become more and more dependent on their ability to make wise decisions and less on your. Eventually, it will get to the point where you don't even trust your own thinking. Contacting HR before having a one-on-one with staff members soon becomes a way of life. How could you ever manage without them? At this point you have become shackled by your own ineffectiveness. And, worst yet, you may not even realize its happening.
If you don't want to continue the intellectual rollercoaster associated with being carried around in a wheel barrel by others who make decisions for you because you lack the strength associated with professional skills development in the way of communications then you (we) had better wake up and reclaim the power we've given away.
Sometimes, I consider it wise to retrace your steps to determine how you arrived at a particular location, a specific point in time. This is one of those times. I couldn't help but wonder when did HR become the surrogate? When did frontline mangers give up their responsibility to lead no matter how difficult the task?
The answer came to me one day as I observed a little boy in a local Barnes and Nobles. He couldn't have been more than four or five year's old, cute kid. There was something on the shelf that caught his eye. And according to his immediate desires in life, he had to have it, now! He petitioned his mom to carry just one more item to the check-out stand, but her initial reply was a firm "no". After a second and third inquiry, the little boy asked her "why" he couldn't have the item. Her final reply, probably having become exhausted by the young boy's tenacity not to give in, was "because I said so." It was at this moment that I thought to myself "oh my, this is where it starts. This is the space in which we are first introduced to "surrogate power".
Having raised little ones of my own, I am all too familiar with the word "no" and I know why we (adults) often follow it with "because I said so". It's a quick way of saying, you ask too many questions about things that are beyond your comprehension. And if I were to proceed to explain you would continue to ask me "why". Within the context of this scenario, it's obvious that mom has the responsibility of making the ultimate decision with or without further explanation.
However, I consider this surrogate power; because as most parents know there will come a day when the child will want to know and do for himself or herself. They will want the power to decide. And therein the struggle begins. Once someone willingly or unwillingly has surrogate power over you, for whatever reason, they may not willingly give it up. And before long, if you can't change the tides, you are held captive by their decision making process; you stop thinking for yourself.
Power is a reality of life, good or bad, depends on you. And if you fail to maintain, claim or reclaim the power you have to make intelligent decisions and address the things that you are accountable for as a frontline manager, one of which is developing the communication skills to have difficult conversations, on your own behalf then know this, an HR surrogate will always be there to step in and take control.
As it is today, Human Resources, calls the shots and makes the rules for most frontline staff members. And in many cases you can't even ask "why". When we (frontline staff members) fail to adequately, responsibility, and intelligently develop the skills needed to fulfill our role in life as frontline managers and employees capable of making decisions we eventually become ineffective and powerless.
Challenge round: As you consider this topic what should frontline staff members do? What steps would you take?
Sunday, September 19, 2010
Star-Lite
Organizations, within the private sector, seek to capture, coax, entice, the best and brightest talent on the planet. These individuals are viewed as the "future" of all private sector organizations where innovation represents one of the primary keys to success. They represent the energy and talent needed to propel any organization to new heights and low them to retain or runaway with the lion's share of the market. Who wouldn't want that? But, can these young, inexperienced, stars really live up to the challenge? How many of them successfully avoid political derailment and make the ascent to the top?
Over the years these forward thinkers are often referred to as "Upcoming Stars" or "The Best and Brightest". Although few, they represent your bench strength, your leadership talent pool. And while many of them will enter the organization, often times fresh out of college, at the middle management level. Yet, several of them will simply fall by the waist-side.
Overall one could reason that the process of bringing up new talent should work. After all, organizations spend thousands of recruiting dollars to draw this talent out almost as if to imply that money is no object when the future of the organization is at stake. But, the facts remain,the process is in need of improvement.
In 21st century leadership vernacular, remember we are developing a new language, we should consider them "stars waiting to be lit", hence the title "Star-Lite". Truth be told, it doesn't matter how energetic and bright they are in the early years within the organization. Equally important is the degree to which they feel they will rule the world and turn the organization on its head, shake things up or make things happen, they are full of knowledge. But, their new terrain is rough and they don't even know how to go about discovering the bitter or sweet morsel that will aid in their own success.
According to a Harvard Business Review article, "How To Keep Your Top Talent", May 2010 "Practically every company these days has some form of program designed to nuture its rising stars...But...our recent research shows...that nearly 40% of internal job moves made by people identified..."high potentials" end in failure." By the time new stars arrive on the business scene they have forgotten most of what they learned in school and lab case studies regarding organizational life and corporate politics. The latter of which is probably far more detimental to their long term success.
So, what can an organization do to give these "Star-Lites" the extral help they need and improve the likely hood that they will succeed? One reformation step would be to provide them with an organizational "culture coach". The primary role of the cultural coach would be acclimate the new "Star-Lite" to his/her surroundings, help them understand how things get done, especially on the frontline. These frontline relationships should not be taken for granted during the early days. People have long memories. Get to know them and treat them well.
A cultural coach's role would be different from that of a mentor. While the mentor "shows them the ropes" and allows them to make key strategic connections higher up in the organizational pyramid, the cultural coach would be responsible for introducing them to others within the organization and pass down the history of the organization through story telling. This activity could take place on a formal or informal basis, meet and greet, lunches, coffee, etc. The knowledge gained through these efforts will pay dividends for them in the long run when they are faced with the tough task designed to showcase their talent. Knowing who's who and who can help goes a long way in getting things done. But, who in the organization will fill the role of cultural coach?
Let's answer this question in the reverse. Let's identify who shouldn't fill the role--the executive staff members (i.e. directors or above). The individuals most qualified to fill the role of cultural coaches are those who have been with the organization the longest (cultural "history" coaches)regardless to position, but no higher than middle management. The cultural coach, in good standing, has a wealth of knowledge in relationship to how the organization "really" functions on the frontline. They can tell you who's who, who knows who, and who's on who's side, all of which are important organizational facts.
Of course, deliberately placing them in such an environment means they will get an ear full of stories about the way things use to be, and where the organization is today, laced with a few things you might not want them to know. But, the reality of it is, the faster they can begin to decipher the way things really work and how things get done the sooner they can move from "Star-Lite" to "Star-Bright".
Challenge Round: There are several reasons why individuals in organizations are resistent to change. And much of this resistance is visible at the top. I'm beginning to believe that it has more to do with the "Power" struggle and less to do with other overarching theories about individual or collecitive aversion to change itself. Because of the "Power" struggle within an organization people choose not to communicate. They choose not to understand. They choose not to respect the other person and they choose to retain their opinions of self an others.
Let's reason, with the intellectual IQ that exist at the top of any organizational structure these geniuses know what needs to be done, same as any other group in the hierarchical structure. But, they choose not to relinquish any of their "Power" especially if means they could potentially end up with less in the process. At this point, the greater good appears to be null and void.
And the easiest way to avoid willingly giving up "Power" is to make sure you don't spend too much time communicating with the other guy. And when in his/her presence, do all you can to highlight even the slightest difference of intellect, talent, abilities, likes, dislikes, etc.--just keep up the fight, no talking, no chance of working things out and coming up with a better, more equitable plan that may leave you holding the short end of the stick.
What are your thoughts?
Over the years these forward thinkers are often referred to as "Upcoming Stars" or "The Best and Brightest". Although few, they represent your bench strength, your leadership talent pool. And while many of them will enter the organization, often times fresh out of college, at the middle management level. Yet, several of them will simply fall by the waist-side.
Overall one could reason that the process of bringing up new talent should work. After all, organizations spend thousands of recruiting dollars to draw this talent out almost as if to imply that money is no object when the future of the organization is at stake. But, the facts remain,the process is in need of improvement.
In 21st century leadership vernacular, remember we are developing a new language, we should consider them "stars waiting to be lit", hence the title "Star-Lite". Truth be told, it doesn't matter how energetic and bright they are in the early years within the organization. Equally important is the degree to which they feel they will rule the world and turn the organization on its head, shake things up or make things happen, they are full of knowledge. But, their new terrain is rough and they don't even know how to go about discovering the bitter or sweet morsel that will aid in their own success.
According to a Harvard Business Review article, "How To Keep Your Top Talent", May 2010 "Practically every company these days has some form of program designed to nuture its rising stars...But...our recent research shows...that nearly 40% of internal job moves made by people identified..."high potentials" end in failure." By the time new stars arrive on the business scene they have forgotten most of what they learned in school and lab case studies regarding organizational life and corporate politics. The latter of which is probably far more detimental to their long term success.
So, what can an organization do to give these "Star-Lites" the extral help they need and improve the likely hood that they will succeed? One reformation step would be to provide them with an organizational "culture coach". The primary role of the cultural coach would be acclimate the new "Star-Lite" to his/her surroundings, help them understand how things get done, especially on the frontline. These frontline relationships should not be taken for granted during the early days. People have long memories. Get to know them and treat them well.
A cultural coach's role would be different from that of a mentor. While the mentor "shows them the ropes" and allows them to make key strategic connections higher up in the organizational pyramid, the cultural coach would be responsible for introducing them to others within the organization and pass down the history of the organization through story telling. This activity could take place on a formal or informal basis, meet and greet, lunches, coffee, etc. The knowledge gained through these efforts will pay dividends for them in the long run when they are faced with the tough task designed to showcase their talent. Knowing who's who and who can help goes a long way in getting things done. But, who in the organization will fill the role of cultural coach?
Let's answer this question in the reverse. Let's identify who shouldn't fill the role--the executive staff members (i.e. directors or above). The individuals most qualified to fill the role of cultural coaches are those who have been with the organization the longest (cultural "history" coaches)regardless to position, but no higher than middle management. The cultural coach, in good standing, has a wealth of knowledge in relationship to how the organization "really" functions on the frontline. They can tell you who's who, who knows who, and who's on who's side, all of which are important organizational facts.
Of course, deliberately placing them in such an environment means they will get an ear full of stories about the way things use to be, and where the organization is today, laced with a few things you might not want them to know. But, the reality of it is, the faster they can begin to decipher the way things really work and how things get done the sooner they can move from "Star-Lite" to "Star-Bright".
Challenge Round: There are several reasons why individuals in organizations are resistent to change. And much of this resistance is visible at the top. I'm beginning to believe that it has more to do with the "Power" struggle and less to do with other overarching theories about individual or collecitive aversion to change itself. Because of the "Power" struggle within an organization people choose not to communicate. They choose not to understand. They choose not to respect the other person and they choose to retain their opinions of self an others.
Let's reason, with the intellectual IQ that exist at the top of any organizational structure these geniuses know what needs to be done, same as any other group in the hierarchical structure. But, they choose not to relinquish any of their "Power" especially if means they could potentially end up with less in the process. At this point, the greater good appears to be null and void.
And the easiest way to avoid willingly giving up "Power" is to make sure you don't spend too much time communicating with the other guy. And when in his/her presence, do all you can to highlight even the slightest difference of intellect, talent, abilities, likes, dislikes, etc.--just keep up the fight, no talking, no chance of working things out and coming up with a better, more equitable plan that may leave you holding the short end of the stick.
What are your thoughts?
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