Check out this video. What can we learn from this? Any leadership implications? Please comment below.
Monday, March 31, 2008
1.Make time to get out and see people. When you are with them spend most of the time listening.
2. Resist the urge to try and take control of everything. Instead get your star performers involved and rely on them.
3. Tell your people everything that might matter to them. If there are things you cannot tell them, tell them that.
4. Strong emotions will not disappear overnight. Provide opportunities for people to talk. Be patient.
5. Build trust by framing everything you do and say in a way that expresses your trust in them.
6. Find ways to involve as many people as possible as early as possible.
7. Be reliable by doing exactly what you say. If you don’t admit it and explain.
8. Reward people for doing what needs to get done.
9. Show that you care about everyone in the organization including those that may not be directly impacted.
10. Be careful to not let sarcasm or cynicism creep into your language.
11. Provide more frequent feedback to let people know they are appreciated for doing the right things and making improvements.
12. Bolster self esteem by helping people see their strengths.
13. If you cannot tell people something explain why in sufficient detail.
14. Suggest people participate in change skills sessions.
15. Replace or adjust the measures that do not reflect the current priorities.
16. Go out of your way to reinforce the behavior and results desired.
17. Re-affirm the important project milestones and deliverables.
18. Separate what is “business as usual” from what is or soon may be different.
19. Focus on individual coaching in a way that helps people see themselves being successful.
Saturday, March 29, 2008
I first came across this story from an engineering colleague of mine, Kyle Smith. He said he got it from Howard Winsett, NASA Dryden Flight Research Center. I have no idea if it's true, but it's a great story to help people see the need to challenge the conventional wisdom. Or silly HR policies.
Because the first rail lines were built by the same people who built the pre railroad tramways, and that is the gauge they used. Why did "they" use that gauge then? Because the people who built the tramways used the same jigs and tools that they used for building wagons, which used the same wheel spacing.
Why did the wagons have that particular odd wheel spacing? Well, if they tried to use any other spacing, the wagon wheels would break on some of the old, long distance roads in England, because that's the spacing of the wheel ruts. So who built those old rutted roads? Imperial Rome built the first long distance roads in Europe (and England) for their legions. The roads have been used ever since.
And the ruts in the roads? Roman war chariots formed the initial ruts, which everyone else had to match for fear of destroying their wagon wheels. Since the chariots were made for (or by) Imperial Rome, they all had the same wheel spacing. The United States standard railroad gauge of 4 feet, 8.5 inches is derived from the original specification for an Imperial Roman war chariot.
Specifications and bureaucracies live forever. So the next time you are handed a specification and wonder what horses butt came up with it, you may be exactly right. This is because the Imperial Roman war chariots were made just wide enough to accommodate the back ends of two war-horses.
Now, the twist to the story...
There is an interesting extension to the story about railroad gauges and horses' behinds. When we see a Space Shuttle sitting on its launch pad, there are two big booster rockets attached to the sides of the main tank. These are solid rocket boosters, or SRBs. "Thiokol" makes the SRBs at their factory at Utah. The engineers who designed the SRBs might have preferred to make them a bit fatter, but the SRBs had to be shipped by train from the factory to the launch site. The railroad line from the factory happens to run through a tunnel in the mountains. The SRBs had to fit through that tunnel. The tunnel is slightly wider than the railroad track, and the
railroad track is about as wide as two horses' behinds. So, a major design feature of what is arguably the world's most advanced transportation system was determined over two thousand years ago by the width of a horse's ass.
Here’s a sampling of real leadership development job openings from ASTD's Job Bank and ODNet's Job Exchange. Leave a comment if you’d like some free career advice. I’d be glad to answer any questions I can.
Sr. Mgr., Leadership Development, Abbott
· Designs and develops effective leadership development solutions for Abbott executives.
· Links strategies and approaches to overall L&D and leadership development strategy.
· Creates and manages executive leadership programs and resources to support executive transitions, accelerated development of key successors and on-going development of current executives.
· Works directly with Abbott senior management to shape program design and prepare leaders to support programs.
· Develops communication plans and ensure adequate support and sustainability.
· Plans, resources and monitors effectiveness of solutions and impact.
Leadership Development Manager, T-Mobile
Develop, coordinate, deliver, or otherwise identify learning & development opportunities that meet the needs of the business and the frontline leaders running the business
Coach and develop frontline leaders
Become established as a business partner
Employee relationship management/teaming/motivation
Director of Leadership Development, Comcast Cable Communications
This individual will establish and implement a Leadership division wide training strategy that aligns with the national leadership management institute partnered with Corporate, Divisional and Regional leaders to provide training and performance improvement interventions that produce measurable results and advance toward the achievement of the North Central Division goals and ensure readiness of leadership bench for growth.
Leadership Development Director, Kiewit Corporation
The Leadership Development Director reports to the Vice President, Leadership Development. This individual will help to develop and deliver leadership training and related programs offered through Kiewit University and programs developed specifically for the individual Districts. This individual will provide Program Management oversight of the Districts and Home Office Departments' Leadership Succession Program.
Senior Manager - Leadership Development, HEB Company
This position is responsible for leading the leadership development function, including designing and executing H-E-B’s Leadership Development and Assessment Strategy and initiatives so to develop and grow H-E-B’s current and future leadership pipeline. Considered a subject matter expert in performance improvement, leadership development, leadership assessment, and change management, this position establishes and implements leadership development and career path solutions that develop H-E-B leaders at all levels.
Learning & Leadership Development Specialist, Dick’s Sporting Goods
The Learning & Leadership Development Specialist is responsible for addressing leadership development and performance needs of Managers and Associates throughout the organization. This includes the analysis, design & development, delivery (including but not limited to classroom facilitation and on-line blended learning) and the evaluation of programs and training inventories.
Monday, March 17, 2008
Tuesday, March 11, 2008
As if all of this wasn’t disgusting enough, he then drags his poor wife up on stage at his press conference to stand by him as he apologizes. The last we heard, he’s been locked up in his Manhattan apartment all day with his lawyers trying to work out a deal. So much for being there for his wife and three daughters.
So does personal character and integrity matter in a leader? Should we forgive an elected official or business executive for human weaknesses, indecent indiscretions, and utterly stupid lapses in judgment, as long as they still perform at a high level?
Character IS leadership, or at least a big part of it. There are no lines between public performance and private actions. Leadership isn’t something you bring to the office and turn on, and then turn it off when no one’s looking. In fact, it’s precisely when no one’s looking that tests our leadership. That’s when our character (or lack of) really comes through.
Remember the 1979 movie, "Breaking Away"? Dave Stoller (Dennis Christopher) is wrapped up in a fantasy world where he's an Italian bike racer. He has an opportunity to race against an Italian cycling team visiting Bloomington, Ind., that he has worshiped from afar. But when he shows that he can keep up with them, naively believing they will admire the purity of his effort, they throw him into a ditch and his fantasy world comes crashing down. "Everybody cheats," he says resignedly.
Well you know what? Real leaders don’t cheat. Never. If you lie, steal, abuse your power, break the law, and yes, cheat on your spouse, then perhaps you’re just a flawed human being that deserves forgiveness and another chance. But sorry, you’re no leader. Please do us all a favor and step aside.
Monday, March 3, 2008
Sunday, March 2, 2008
2. Forward newsletters, articles, research, and best practice reports to your team
3. Set up training for your team to take together, using internal or external instructors.
12. Bring in consultants to provide different perspectives.