By that, I mean that leadership is not complex. Can it be difficult? Certainly. But we need to remember to keep things as simple as humanly possible.
We read books, articles, white papers, etc.… All in search of a silver bullet, a magic wand, or something that will allow us to leapfrog common sense and simple leadership techniques. We study “The Five Principles of Employee Engagement;” we listen intently to the webinar, “How to Increase Employee Commitment;” we read books on “Motivating Millennials.”
And we don’t get any better. In fact, many could make a good argument that as we study these “new and innovative” techniques our ability to actually lead people gets worse. In other words, the more we “know,” the less we do.
My advice then is simple: just stop it! (love me some Bob Newhart…)
Leadership is really simple. Truly non-rocket surgery sorts of stuff. We rarely get into trouble for failing to “engage” employees, or for failing to “motivate millennials.” Nope, we usually get in a bind because we forgot to set clear expectations, refused to diffuse known conflict, or maybe we just didn’t listen to the feedback we received from interested employees. This is not higher level math. Leadership hasn’t changed much in a couple of thousand years.
The business of leadership is inherently simple. A couple of years ago, I was at Champions Golf Club in Houston Texas as a guest of a good friend of mine (Roy). The owner of the club, Jackie Burke, used to be a PGA Pro, winning the Masters and PGA tournaments. Roy and I were having drinks in the locker room when Jackie came and sat down with us. As we were discussing the strange economic times, Jackie described an event from 50-some years ago. In Jackie’s words…:
I attended a Northeast liberal arts college, before business majors were mainstream. In one class, we had a visiting lecturer from a large nearby business. He explained that he was not a professor, but would do his best nonetheless. He divided our class of 20 into four groups of five; he then went to one chalkboard and wrote in large print the number 50. Walking across the room to the other chalkboard he wrote, in similar size, 51. He instructed us to work in our groups, and explain the significance of these two numbers.
You could feel the intense mental gyrations occurring in each group. These young upstarts, destined to be captains of industry, were churning away. Guessing, postulating, brainstorming… They were so intent at solving the riddle that the visitor had to loudly proclaim that their deliberations were over so they could discuss the results before the class time ran out.
He then asked each group to provide their answers and offer an explanation; and they were aplenty. “Perhaps it’s the age of the successful CEO,” said one group. “It’s the margins necessary for any business to succeed,” said another. Still another opined that perhaps it was the leverage to equity ratio required for long-term success in business. The room was literally abuzz with suggestions, opinions, and outright guesses.
Finally, the visiting gentlemen explain the correct answer: “if you make this,” pointing to the number 50, “don’t spend this,” he said, pointing to the number 51.
To quote Sean Connery, “there endeth the first lesson.”
Now, I always hate to simply offer opinions on matters in these articles. I like to provide some practical tips, so here goes… If you want to know “How to Simplify Leadership,” there are some simple ways:
I know, I know… It sounds so simple. Actually, it is. Set expectations — clear expectations — for those you lead. Then, give feedback, letting them know how well they are progressing toward reaching those expectations (or not). Get good at — and insist on — receiving feedback from those you lead. You can’t survive without it. Finally, listen. Learn to really listen. I don’t mean hear; I don’t mean notice; and I don’t mean simply acknowledge. I mean listen.
Set a positive example. Sounds so simple, but we screw this up more than anything else. You must model the behavior that you want your followers to emulate. Remember that leading by example is not a choice, you do it every time you show up. And part of that example must be remaining positive. There is no place for bitching, moaning, whining and complaining in leadership.
You’ve gotta have it. Be honest, be consistent. Do what you say you’ll do.
That’s it. Sure, there are plenty of other tips, techniques and methods to fine tune your leadership approach and success. None, however, will trump the simplicity of the three listed above.
In the 1300s there was a theologian and philosopher named William of Occam. Now Billy (I like to call him Billy) was a pretty smart dude. He came up with something (later named after him) called Occam’s Razor, which simply stated means that the simplest solution is usually the best. In other words, folks, if you hear hoofbeats in the distance it could be zebras… It’s more likely, however, to simply be horses.
This is not rocket science. You really want harassment to stop? Take a note…
Consequences. That’s how.
Consequences, not “understanding,” especially for starter transgressions. Go ugly early. Consequences earlier mean fewer instances later. Human behavior 101.
For non-leaders, that means immediate discipline for any credible claim. Discipline, not coaching, training, “performance improvement plan,” or any other tired euphemism for doing nothing.
For #leadership, and I include powerful referent leaders here as well, that means zero tolerance. And zero means “zero.” First credible event, whack ’em. No exceptions.
We’ve had a murky problem finally brought into specific relief. Want to train employees? Fine, train away if it makes you feel better. May be some CYA for the organization, but don’t kid yourself; training only works when the problem is lack of knowledge.
We may, in fact, need some training around effective investigations, discerning credible claims, and how not to shoot anyone prematurely. But few adults really need training on how not to sexually harass, and none need training on how not to sexually assault. If they are doing either today, it’s likely not due to a lack of training.
There are just three reasons why employees don’t do what they should:
They don’t know how,
They don’t want to, or
We won’t let them.
The first is the easiest to fix, and seldom the root cause. The latter two are leadership issues, and imminently fixable, given appropriate motivation.
Let’s not hold up short-term gains while we try to change all of society. Stopping sexual harassment in the workplace simply takes a commitment and intestinal wherewithal.
Let’s simply act.
Starting with immediate consequences.
My best friend and partner in crime, Kevin Ross, has a t-shirt that he used to wear around his daughters’ suitors; “Shoot the first one, word will spread.” As a father to two daughters, I can attest to the testament.
We can make that apply to sexual harassment as well. Without the t-shirt.
The announcement this month of Kendra Scott as the 2017 national winner of the Ernst & Young Entrepreneur of the Year caused me to do two things: look into what this CEO and founder of Kendra Scott LLC was all about, and buy some jewelry while I was at it. (more…)
Our leadership Leader for this month is Charles Butt, CEO of H-E-B groceries, headquartered in San Antonio Texas. Intensely private, alas, we have no photograph we could use.
H-E-B is one of the largest privately held companies in the country, and certainly the largest grocery store in Texas and northern Mexico. With almost 100,000 employees and revenues exceeding $20 billion, their size is nothing to be trifled with. H-E-B was on Amazon’s radar before they made the decision to pursue whole foods. They’re ranked #3 in the nation for grocery stores, and #12 among all retailers.
All of that, however, is not what made them this month’s leader. No, it’s all the other stuff…
First, something close to home. Charles Butt but made a personal donation of $5 million to the JJ Watts Foundation for Houston Flood Relief, and the H-E-B Corporation provided monetary, material and volunteer support to victims of hurricane Harvey since the storm began. Charles Butt and his family donated an additional $1 million, in memory of their late patriarch, Howard E Butt, Jr., to help people recovering from the storm’s damage. H-E-B employees felt it was a badge of honor to be at work during hurricane Harvey.
The H-E-B mobile app frequently trends as one of the most popular on both Apple’s Store as well as Google Play. Think about that—a grocer, focusing almost entirely on just Texas and Mexico, is trending nationwide with their mobile app. Take that, Amazon!
They know how to hire at H-E-B as well. And before you chuckle too hard, realize most organizations do not. Not really, anyway. Their hiring practices were singled out by researchers from Harvard Business School for “looking beyond the degree” in their hiring practices. Take a look at their career page, and you’ll notice some differences from many others, particularly retail. Discussions around development, career paths, and expectations… all integral to their obvious success.
So, hoochies notwithstanding, Charles Butt and his H-E-B stores are an easy winner for October’s Leadership Leader.
Leadership Milquetoast
We like some of what we see CEO Brian Cornell doing for Target to keep it from going the way of other defunct or dying box stores. How’s that for equivocation?
Cornell is leading Target through a $7B investment in remodeling old stores, opening new small-format stores in high-traffic urban areas, (thankfully) fixing a supply chain notorious for leaving shelves bare, and upgrading its e-commerce platform. His style is data-driven and hands-on, his outlook for Target is upbeat, and investors seem to be responding.
But not everything thing Cornell has done as CEO is puppies and rainbows. Target’s investors enjoyed his first year, rode through a bumpy second year, and suffered during his third year mainly because it’s been a “follow the leader” strategy that will never get Target to the front of the pack.
Target has not kept up with the Joneses – or Amazon and Walmart in this case – and is pumping money into neglected areas to catch back up. That strategy will work out well if everyone will just stop moving forward.
Take e-commerce, for example. Target is trying to introduce on a wider scale next-day delivery for a price, and same-day deliver for a premium. That means for those with plenty of money, you don’t have to wait or worry when you run out of diapers and toothpaste. Sorry, we’re not impressed.
Investment in existing stores and the supply system? It’s about time. And the small-format stores are likely to be very popular in the right locations, but Target will pay a premium for the footprint and stocking each store differently to meet local demands. We’re not that fond of trying to be everything to everybody.
Still, we like Cornell’s focus on listening to what the customers say – personal visits to customers’ homes is a nice touch, we like his enthusiasm, and we like keeping the shelves stocked. Cornell knows Target has to evolve to be competitive and is leading in the right direction.
But as we’ve all been taught, evolution is a very slow process. We’re looking for innovation here, not imitation. Until we see something different, Brian Cornell gets lumped in with the other mediocre CEOs as this month’s Leadership Milquetoast.
Leadership Laggard
We’ve written about this before, but indecision kills… and Roger Goodell is killing us.
Warning: if you disagree because of your politics, you’ve missed the point.
In his carefully worded memo to NFL franchise Chief Executives and Club Presidents this month, NFL Commissioner Roger Goodell nimbly danced around the current NFL players’ protest issue(s), but he offered absolutely nothing as a way forward. He did offer his opinions, but you know what they say about opinions being like assholes…
My opinion is that he should make a decision befitting the leader of an $80B organization. Goodell has been making over $34M a year to lead the 32-franchise league, worth an average of $2.5B each, but he’s failed to do anything with his indecisiveness over the last year except make things worse. And it seems like each week, another owner steps in it.
His “I think they should stand during the National Anthem, but it’s okay if they don’t” stand is weak. We don’t care which – they have to stand, or they don’t – but until Goodell leads the franchise executives (who are also making bucket-loads of money) in charting a new course, the NFL will continue floundering like a rowboat in heavy seas.
The players have something to say – hell, we all do – and Goodell doesn’t want them to do it during the National Anthem. What alternative has he given them, besides the “to protest, or not to protest” option? That’s all the commissioner and franchise owners could come up with?
Come on, Roger… LEAD THEM! Get your wishy-washy, politically correct opinion out of the middle of the road and get this league headed in the right direction again. Until then, welcome to the club; you’re this month’s Leadership Laggard.
Leaders, new and old, sometimes lose sight of the most fundamental tenets of leadership. Here’s a reminder…
I frequently tell executives that leadership – its concepts, theory, and core applications – haven’t changed in a millennium. Some our demographics may have changed, forcing us to use alternative applications of those concepts, but the basic concepts and theory remain.
So, why don’t we “just do it?” Sometimes we aren’t motivated; sometimes the “time” just doesn’t seem right. Maybe we simply forgot some of the basics… hence this article.
I use the following rules for both new managers/leaders, as well as for any level of leadership when taking on a new role – some good things to not forget. So, here goes…
Kevin’s Survival Kit for New Managers — 5 Irrefutable Laws
Never delay or abrogate a decision that must be made. Make it and move on. You may have to immediately make another decision; this doesn’t mean your first one was wrong, merely that your second one had the benefit of additional knowledge.
If you want something specific done, say so specifically, using clear, plain language. Employees, generally, have some difficulty doing their basic jobs; adding “mind-reading” to their description is just plain unfair.
If you always answer employee’s every question, you’ll forever be answering employees’ every question. Questions are teaching moments — don’t rob employees of the opportunity.
Make your expectations clear, then back up a bit and give employees room to do their job. That doesn’t mean “never look back;” to inspect what you expect isn’t micro-management, it’s just good-management.
Employees need their managers to be leaders; they don’t need a shoulder, a buddy, a sympatico, or a commiserator. If you want a friend, buy a dog.
Please print these out, laminate, and put in your top desk drawer…
..and a hundred other pithy, nonsensical phrases and statements that clutter our day.
None more ridiculous and colossally undefined, however, as my personal favorite, and one I hear frequently as a consultant to senior leadership:
Take us to the next level.
What??
What level??
How do you/we know what’s next??
In the memorable words of Samuel Gompers (early union guy), when asked what worker’s really wanted, he replied, more. Is that all we’re talking about here? More?
I don’t get this “next level” stuff.
If we start with strategy, and define strategy as the purposeful, planned, vision of our future, and we attempt to create a working plan to achieve that future state… what, then is “the next level” in that context?
I’ve known businesses that successfully and substantially improved their quality of earnings while reducing or flattening revenue growth. Is that “next level?”
I’ve known CEOs who were incredibly intelligent, capable of personally developing, creating, and driving toward a purposeful strategy far different than the organization’s current direction and comfort. Is that the “next level?
Here’s a thought… how about we stick to block-and-tackling, even when it involves strategy and long-term change. We aren’t seeking a next level, we’re driving toward the direction, successes and results that we pre-determined through visionary strategy and on-the-ground leadership.
Now, if we weren’t doing any of that stuff before — maybe it is the “next level.”
By that, I mean that leadership is not complex. Can it be difficult? Certainly. But we need to remember to keep things as simple as humanly possible.Walking across the room to the other chalkboard he wrote, in similar size, 51. He instructed us to work in our groups, and explain the significance of these two numbers.
Finally, the visiting gentlemen explain the correct answer: “if you make this,” pointing to the number 50, “don’t spend this,” he said, pointing to the number 51.
