A look at relevant leadership news this past week.
The government shutdown continues. The Libertarian in me says this should be great, since it means fewer government employees kicking around. The reality is, regardless of political persuasion, an emotional impasse like this represents an abject failure in leadership. All of the leadership.
Picture a for-profit company, with co-owners, each retaining exactly 50% ownership. Unable to agree on a specific, smaller strategy, they refuse to deliver anything to their customers until they each get what they want. Oh yeah, and they tell employees they won’t be paid, but it’s the other owner’s fault.
“BuzzFeed’s board recently agreed that the company needs to start turning profits…” Now that’s some cutting-edge thinking right there, Lou.
The very definition of lousy leadership? Nearly a decade in a services business (defiitely not a startup), $300M in revenue with double-digit annual growth, NEVER made a profit.
Wait! New strategy… let’s save our way to prosperity by laying off revenue machines, er, I mean “employees.” No one’s ever tried that before…
Sears continues its meteoric demise. Like a train wreck, this shit’s hard to watch. While unsecured creditors say they’ve been bamboozled, Eddie Lampert says he’s been an oasis in a desert, providing much-needed financing at critical times. It’s sorta like the illicit “fence” that gives you 10 cents on the dollar for your valuable stuff, so you can keep making dope buys. Both of you may be complicit, but the fence is the only one making all the money.
On a side note, having witnessed this myself, the only people that come out of a bankruptcy smelling like roses are the law firms. Keri Grant, a paralegal for Weil Gotshal & Manges (sounds like a punk rock band) on the Sears case, billed almost $175,000 in November at $405/hr. According to salary.com, a senior-level paralegal makes $33-41/hr. Not a shabby delta in rates for a punk rock band.
Client: How much for some of that newfangled #ethics consulting and training?
Consultant: I dunno, around $100k I suppose…
Client: What?!? Sorry, waaaay to rich for my blood… we’ll DIY.
As my granddaughter used to say, “okey-dokey artichokey…”
Oracle continues the Silicon Valley trend of tech companies. allegedly low-balling and under-promoting women and people of color. They stand to join an esteemed list of companies, including facebook, twitter, google, et al.
The part that amazes me… with all this alleged egregious behavior, these firms continue to win best-places-to-work and related awards. Oracle even has a specific webpage devoted to “Corporate Citizenship Awards,” which include (just a few):
Best Diversity Company by Diversity Careers magazine
Top 50 Employers for women engineers by readers of Woman Engineer magazine
Top 50 Employers for workforce diversity by readers of Workforce Diversity for Engineering and IT Professionals magazine
Top 50 Employers by readers of Equal Opportunity magazine
All the awards mentioned above occurred during the time period the Feds have alleged Oracle was systemically underpaying women, blacks, and Asians relative to their peers (to the tune of some $400M+)
Give me an old-fashioned, Houston-based oil & gas firm where – surprisingly to some – diversity is real.
On a more positive note, Ford Motor Company workers will receive profit-sharing bonuses of over $7,500 per worker. This even after Ford’s Q4 operating loss. All the while rival GM is laying off over 15% of its workforce and shuttering a half-dozen plants.
Not to confuse Ford’s CEO Jim Hackett of being a pushover; he’s made it clear that 2018 sucked big, and he wants everyone (employees) involved to “…bury the year (2018) in a deep grave, grieve over what might have been and become super focused on meeting, and, in fact, exceeding this year’s plan.”
2018 is in the can, finished. Stick a fork in it, it’s done.
A new day has dawned. 2019 is here, we’re over a week into it already. Soon, we’ll be discussing how fast January flew by, then Q1.
Have you made plans? Personal goals are great. Business objectives are super. But do you have specific plans to “do” leadership better in 2019? No? Why not?
Many of us create detailed plans for the new year. We spreadsheet various categories like personal, family, business, spiritual, health, etc. But we need to add one: Leadership. What can you do differently this year to improve your leadership impact? “Get better at it” sounds great but is woefully unactionable. (more…)
Did you get the things accomplished that you set out to do at the beginning of the year? Most of them? Some of them? Any of them??
If so, great. If not, why not? Now–right now–is the best time to answer the following questions:
Regarding those things successful last year, what made them so? Was it because of me and my leadership, or in spite of? For those I lead, have I appropriately recognized their successes?
If we failed to accomplish some of our plans, goals, or objectives… why? Was it because we failed to do something we could have done, or were there really—really–circumstances beyond our control (honesty is important on this one)? For those I lead who performed less than satisfactorily, am I addressing that performance appropriately?
While you’re asking questions, how have you performed as a leader? Have you asked anyone… like those you lead? If not, now’s the perfect time. And I don’t mean just “hey, Jane, how am I doing as a leader?” Strangely enough, that might not actually elicit a meaningful response.
Consider a 360 survey if you haven’t had one, or haven’t had one recently. I’ve had lots of clients asking for them of late, so something good must be in the water.
Alternatively, you can DIY with something simple, like Start, Stop, Continue.
Sit down, one on one, with those you lead directly. Tell them you want—need–their feedback to improve, and to make their jobs better (and likely easier). Tell them you’ll be asking three questions, and you would like at least one input or response for each question. Then ask…
What should I Start doing that I’m not doing now?
What should I Stop doing that doesn’t seem to help you or others?
What should I Continue doing that you feel is positive?
Ask the questions, then shut up while they answer. No defensive drilling down, no “but what about…?” comments, nothing but “thank you for that input.”
If you’d like a simple worksheet for this, you can download by clicking on the image to the left.
And don’t forget to follow up with them in a few months to see how you’re doing with their inputs.
Speaking with a potential client, she asked about the process to “rebuild” their culture. The ensuing chat was interesting (I would call it “great!,” but the client hasn’t signed on yet…!)
First, culture isn’t actually “rebuilt.” It exists — in complete form — in every organization.
You may not LIKE the culture, may want to CHANGE the culture, but remember: It’s a change management effort, and has all the corresponding efforts and challenges of any organizational change process.
A specific culture can START anywhere within an organization, though it can only really be DRIVEN by the top. The top controls processes, most extrinsic motivations, environments, and sets values and acceptable behavior (the whole ‘lead by example’ thingy).
To change culture, all levers must be congruent… policies must match behaviors; values must be supported by procedures and accepted norms; compensation must match desired behaviors, actions, and results.
They’ve all got to work together, and when changing a culture (vs. maintaining), you really can’t afford even small inconsistencies.Without over-stressing my keyboarding skills, desired culture change will never take place via “programs,” off-sites, workshops or other isolated events.
It’s gotta be the whole enchilada. It must have complete support of the senior-most staff, and necessarily reinforced (in part) via performance management.
Investment in training is growing faster than any other human capital or HR-related expenditure. That’s according to Mercer, a ridiculously large consulting firm connected to Marsh.
Their recent survey showed that 51% of profitable firms (there’s a criteria for you) were planning on increasing their investment in Leadership and Career development in 2008. That’s more than for cash-incentives, base salary increases, and even health care.
If you’ve been waiting for leadership development to become really popular; to make the investment decision a near no-brainer, then now’s the time. In other words, everyone is doing it.
Besides just generally good for business, there’s other reasons to develop your managers and leaders:
1. You’re working with another small compensation increase for 2008 (see article on my website). You simply cannot afford to “buy” productivity and effectiveness. Alas, we must manage…
2. Better managers and leaders allow you to succeed in multiple areas of the business; more spending on training and less on base pay to attract, retain, and even engage a competent workforce.
3. Better management is a differentiator, higher pay is not.
4. Promotion and development opportunities are frequently cited as one of the top 3 reasons that high performers leave organizations.
So, your business will be better, key employees will stay longer, and base pay budgets don’t get blown out of whack — and we still can’t understand the significance of leadership development…?
The ensuing chat was interesting (I would call it “great!,” but the client hasn’t signed on yet…!)
To change culture, all levers must be congruent… policies must match behaviors; values must be supported by procedures and accepted norms; compensation must match desired behaviors, actions, and results.