Saturday, May 31, 2008

Fight the Leadership Bull--it


A while back, the folks at Deloitte came up with a way to eliminate bull--it jargon, which at the time I thought was kind of cool, coming from the kind of consulting firm known for inventing office jargon.

They invented a piece of software called "Bullfighter", started using it internally, then offered it up for free on their website. The software works with Microsoft Word and PowerPoint, and not only locates jargon within your document, but give you a score letting you know how bad it is.

The Bullfighter folks now have their own company and website, and have written a book called "Why Business People Speak like Idiots".

They also have a free tool called "Mystery Matador", that let's you copy and paste the text from someone eles's document or email and send the writer an anonymous message from the Mystery Matador that measures the jargon and verbosity, with a link to their score. "It's fast, free, simple, anonymous - and could spare the rest of us from receiving any of their awful prose."

I tired it with a recent post I wrote, "10 Things I Learned working in HR", and here's what it told me:

Bull Diagnosis: Diagnosis: Congratulations - you rely upon standard words to explain concepts. Most concepts will be clear and understood. Keep clean.
Flesch Diagnosis: Diagnosis: Clear. You get to the point. Short sentences describe key thoughts concisely. Readers of all levels can focus on the message rather than finding their way through difficult text. The good Dr. Flesch would be proud of you.

I then tried it on an article from the McKinsey Quarterly, "The Halo Effect, and other Managerial Delusions", and got this report card:

Bull Diagnosis: Diagnosis: Congratulations - you rely upon standard words to explain concepts. Most concepts will be clear and understood. Keep clean.
Flesch Diagnosis: Diagnosis: Teetering on the edge of unclear. The overall meaning remains discernible, but it becomes possible to lose oneself in corollary thoughts, which may be worth exploration, but which can also detract from the core point of the written article.

Hmm, looks like I need to work on my bull--it a little more before I can work for McKinsey.

I'll go back and re-read my own advice on "10 Ways to be a more Strategic Leader" (tip #4: Start using strategic language. If you want to be seen as strategic, you have to learn how to talk strategically. Read the latest books, magazines, or blogs on strategy and learn the jargon of strategy and big picture thinking.)
Go ahead, have some fun with it!

Thursday, May 29, 2008

Carnival of HR # 34


The 34th Carnival of HR is up and running over at the The Pennsylvania Labor and Employment Blog. There you'll find another plethora of interesting and provocative commentary from some of the greatest HR bloggers in the blogosphere.

And now a plug for our Carnival hosts:
The Pennsylvania Labor and Employment Blog is published by the Labor and Employment Practice Group of McNees Wallace & Nurick LLC. The Labor and Employment Group of McNees Wallace & Nurick provides detailed, effective legal representation and counseling to employers on a variety of matters, helping them to better recognize legal issues and make the vital employment decisions that prevent legal problems.
McNees Wallace & Nurick LLC is a full-service law firm representing corporations, associations, institutions, small businesses and individuals, and is a long-standing member of the American Law Firm Association. With offices in Harrisburg, State College, Lancaster, and Hazleton, PA; Columbus, OH; and Washington, D.C., McNees Wallace & Nurick continues its tradition of valued service to our clients. In our terms, we call it Clients First!

Tuesday, May 27, 2008

10 Things I Learned From Working in HR


An earlier post from 2008:

Are you thinking about a career in HR? Are you a line manager considering giving HR a try? Or, how about a training or OD specialist, considering a cross-functional developmental assignment as an HR generalist?

A while back, when I was a training director at a large multinational, that’s exactly what I did. I was advised that if I wanted to be considered for a VP position, I’d have a better chance if I ventured outside the corporate ivory tower and took a development assignment as an HR generalist out on the front lines. After all, there was only one training and development VP job, but over a dozen HR VP jobs. The same seemed to be true on the Monster, Yahoo and job boards – about a 5 to 1 ratio.

The thinking was that even if I came back to OD/training & development, I’d be a stronger specialist, having gained valuable cross-functional experience.

At first I was skeptical. For one thing, although I never worked in a pure HR role, I had a good amount of exposure, and didn’t like what I saw. It just didn’t seem like a good fit for me. And what about my lack of HR experience? “Don’t worry about that”, I was told by my advisers. “You’ve got all of the important, transferable competencies; you can learn the technical parts” (that bit of advice from a VP that had a staff of minions to do the technical parts for her).

So I said “what the hell”, and gave it a shot. For eighteen very long, painful months. I survived – barely. It turned out to be one of the most developmental experiences of my career. Here are the lessons I learned:

1. The importance of Excel - and Access, and pivot tables. For my entire career, I had somehow managed to achieve success without having to learn Excel. Most of my work could be achieved with dazzling PowerPoint models and Word documents. I quickly learned that HR generalists need to crunch a LOT of numbers. Performance appraisal correlations, adverse impact analysis, restructuring costs, incentive plan payouts, and a staggering amount of other calculations. And – the numbers actually had to be correct.

2. HR clients expect the right answers – and quickly. There’s little tolerance for “maybe”, “it depends”, or “I’ll get back to you on that”, responses that served me so well in previous roles.

3. Work shifts from a few big projects to one never-ending series of tasks. In most of my roles, I always had 6-12 big projects that I was juggling. Every day you might push 1-2 boulders a few more feet. As an HR generalist, tasks get added to a running to-do list faster than you can cross them off. There’s no such thing as “done” at the end of a day. Some days it felt like the classic “I Love Lucy” chocolate assembly line episode.

4. HR is a 24/7 job. Hiring and firing doesn’t take time off or a vacation. You can’t leave an “OOO” (out of office) email and shut off your cell phone for a few days.

5.
HR Generalists have to know a lot about everything. Duh. And no, the technical part of the job can’t be learned in a few months or through a SRHM self-study certification program (hey, it was better than nothing!). I gained a whole new appreciation for the HR vet that maybe wasn’t deep in succession planning or team development, but knew enough to get by, along with thirty other things I knew absolutely zip about.

6. The value of a strong HR admin, HR VP, and a supportive team. An HR admin knows about and takes care of all the little technical details involved with on-boarding a new employee, ADA, FMLA, and the EEOC. A strong VP knows how to go head-to-head with tough executives, strategically position the function, coach and inspire. Unfortunately for me, I had neither. But I was blessed with a supportive and patient team that helped keep me from drowning.

7. An effective HR pro really needs to understand the business strategy and every function of the business. For me, that was the most developmental part of the experience. It wasn’t learning how to design compensation plans or write a legally defensible restructuring plan. I had the opportunity to learn all about marketing, engineering, research, product development, manufacturing, sales, acquisitions, and strategic planning. I’ve been fortunate to work in companies where HR has a “seat at the table”, and I learned a lot of business acumen from sitting at that damn table.

8. HR can be a lonely, isolated role. It’s kind of like police work – it makes for difficult family or neighborhood barbecue chit-chat. It’s important to network, internally and externally, in order to share best practices and hang onto a thread of sanity. Or have a good shrink.

9. What it’s like to struggle in a job. This was a personal character lesson learned for me. I had always had stellar performance appraisals, promotions, and the prestige of “high potential” status. For the first time in my career I was “average”, or even below average in many aspects. It felt like my golf game. I’ll always have an appreciation for what it feels like to be in over your head.

10. Finally, I learned the value of HR and a competent HR pro. Even though I personally hated the experience, I’ll always appreciate how demanding the role is, and how critical the role can be to the success of any business.

So those are my top 10 learnings. What other “lessons from experience” would you share with someone considering a move to HR?


Monday, May 26, 2008

10 Ways to be a More Strategic Leader

1. Practice “what’s possible” thinking. Don’t limit to yourself based on previous failures. Practice using the phrase “up until now…”

2. Avoid the temptation to jump to the quick fix when solving a problem. In many cases, speed and simplicity can serve you well, but if overused, can limit your strategic alternatives.

3. Learn and practice the characteristics of strategic thinkers:
- Curiosity: You’re genuinely interested in what’s going on in your unit, company, industry, and wider business environment.
- Flexibility: You’re able to adapt approaches and shift ideas when new information suggests the need to do so.
- Future focus: You constantly consider how the conditions in which your group and company operate may change in the coming months and years. And you keep an eye out for opportunities that may prove valuable in the future—as well as threats that may be looming.
- Positive outlook: You view challenges as opportunities, and you believe that success is possible. - Openness: You welcome new ideas from supervisors, peers, employees, and outside stakeholders such as customers, suppliers, and business partners. You also take criticism well by not reacting in a defensive manner.
- Breadth: You continually work to broaden your knowledge and experience, so you can see connections and patterns across seemingly unrelated fields of knowledge.

4. Start using strategic language. If you want to be seen as strategic, you have to learn how to talk strategically. Read the latest books, magazines, or blogs on strategy and learn the jargon of strategy and big picture thinking.

5. Broaden your perspective. Being strategic requires that you know a little about a lot of things, not just having deep expertise in your narrow specialty. Learn not only about all aspects of your business and industry, but stay abreast of the world around you.

6. Be willing to take risks and fail. Strategy is one of the most uncertain things leaders do. It involves speculation, ambiguity, and creatively. Strategies will always be second-guessed, and can often be wrong. Develop a thick skin, or otherwise accept a role as a tactical leader.

7. Learn to think more creatively. See “10 Tips for Creative Thinking”.

8. Volunteer to serve on a strategic planning committee of a community organization or non profit board.

9. Understand your company’s and department’s strategy. Do whatever it takes to understand the corporate strategy and how it affects your department’s strategy. Talk with your boss and peer managers, examine annual reports and other company publications, and listen to your CEO’s speeches.

10. Learn to appreciate and respect strategy and those that are good at it. Some people just aren't comfortable with the future, big picture, creative thinking, and possibility thinking. They see it as B.S. and a waste of time. While it’s true many strategies don’t work out as planned, the ones that do often lead to breakthrough results.

Thursday, May 22, 2008

12 Steps to Boost Your Leadership Self-Confidence

Marshall Golsdsmith has a post over at “Ask the Coach”, (Harvard Business Review) addressing a question from a reader:

What advice do you have for a leader whose bosses say needs to exhibit more self-confidence while still being collaborative and authentic?

Here’s his response, along with a few ideas of my own:

I rarely encounter this issue in my work with CEOs and potential CEOs because people at the top of huge organizations don’t often have self-confidence problems. But I have had several inquiries lately about helping future leaders who need to demonstrate more self-confidence.

Let me give you a few suggestions that I give leaders who have self-confidence issues (then I’ll ask our readers to pitch in with more suggestions):

1. Decide if you really want to be a leader. Many of the MBAs who report self-confidence issues are brilliant technicians. They often find the uncertainty and ambiguity of leading people very unsettling. They are looking for the “right answers” – similar to the ones in engineering school. In some cases, brilliant technical experts should continue to be brilliant technical experts – and not feel obligated to become managers.

2. Make peace with ambiguity in decision making. There are usually no clear right answers when making complex business decisions. Even CEOs are guessing.

3. Gather a reasonable amount of data, involve people, then follow your gut and do what you think is right.

4. Accept the fact that you are going to fail on occasion. All humans do

5. Have fun! Life is short. Why should you expect your direct reports to demonstrate positive enthusiasm, if they don’t see it in you?

6. Once you make a decision, commit and go for it. Don’t continually second guess yourself. If you have to change course, you have to change course. If you never commit, all you will ever do is change course.

7. Demonstrate courage on the outside, even when you don’t feel it on the inside. We are all afraid on occasion -- that is just part of being human. If you are going to lead people in tough times, you will need to show more courage than fear. When direct reports read worry and concern on the face of a leader, they begin to lose confidence in the leader’s ability to lead.

Readers – Many of you have more experience in dealing with self-confidence issues than I do. Any of your suggestions for answering this question are appreciated.

My adds:

In his first 6 tips, Marshall covers the most important aspect of confidence, that’s being confident. However, sometimes, new leaders in particular, need to learn how to sound confident, even if they may be shaking in their shoes. We often see this when we have new managers present proposals at the end of a leadership program to senior executives. Building on his 7th tip, Here are 5 more tips on how to demonstrate confident behaviors:

1. Take a stand; express your personal conviction and beliefs. Doesn’t just be a reporter.

2. Be passionate, heartfelt, sincere, and authentic. “When the heart speaks the mind of individuals, it’s indecent to object” – Milton Kundera

3. Demonstrate commitment, often by the use of first person. Use “I” when appropriate – not as an ego trip, but as a demonstration of your own conviction.

4. Make a bold declaration, a “BHAD” (big, hairy, audacious goal)

5. Use strong, colorful, unambiguous language

Perhaps it the behaviors can be learned and demonstrated, confidence will follow!

Wednesday, May 21, 2008

Ask Me Your Questions


Lately I’ve been getting an occasional question from readers looking for advice or resources on leadership or leadership development. I’ve decided to take a page from bloggers like Evil HR Lady and Ask a Manager and add an “Ask me a Question” feature on the sidebar of my blog.

I have no idea what I’m getting into here, but what the hell.

Go ahead and send me your questions about leadership development, leadership, crazy bosses, impossible employees, or dysfunctional teams. QUESTIONS WILL BE PUBLISHED, so please be discreet, but please provide enough gory details for me to offer an informed response (and entertain my readers). Of course, no names or email addresses will be published.

Saturday, May 17, 2008

Take your damn seat at the table


For about the last 20 years, I’ve heard a lot of whining from training and HR folks about wanting to “have a seat at the table”. We love to flog ourselves about why we stink , and to criticize our executives about having their heads up their behinds for not recognizing how important we could be.

I know, I used to do the same thing. And I also spent time “marketing” my training team, conducting phony ROI studies, and taking on any scrap assignment thrown my way as a way to prove our worth and “earn” a seat at the all important table.

Well, I’ve learned over the years that if you want a seat at the table, you need to assume it’s yours, just barge in, and take it. Grab a cookie, have a seat, pour a glass of water, and contribute to the success of the business. Executives aren’t stupid people – if you have something substantial to offer, they listen. And if you don’t – if you try to get away with shoveling fluff at them, they are quick to size you up and dismiss you. Take your cookie and go home.

For the last 10 years I’ve been hearing about the importance of leadership development and talent management. For me, that’s been an open invitation to join the party. I’ve never felt so valued and had so many opportunities to play. My team’s dance cards are consistently filled to capacity. And not just because the need is there – and it is – we are drowning in a sea of opportunity. More importantly, it’s because we know what we’re doing – we know how to develop leaders and we’re damn good at it.

By the way – that seat at the table we’re all clamoring for – it’s not all it’s cracked up to be. But that’s fodder for another post.

Friday, May 16, 2008

12 Best Practices in Executive Development

From Jim Bolt, Executive Development Associates:

The following is a list of common "best practices" used by companies to develop executives and leaders. Use it as a way to evaluate your own company’s practice and develop an action plan to improve.

1. Linked to Strategy: Our executive development efforts are directly linked to our organization's strategy. It's clear how these efforts help address our marketplace challenges and/or achieve our strategic objectives.

2. Top Management Driven: Our top executives champion our executive development efforts. We have a senior, line executive advisory board. Our top executives attend the programs as participants and also teach when appropriate.

3. Strategy & System: We have a strategy and long-term plan for executive development. Our programs and practices are part of a continuous system and process rather than stand-alone, ad hoc events.

4. Thorough Front-End Analysis: No significant executive development effort is begun without a thorough front-end or needs analysis.

5. Custom Designed: We custom-design our programs so they address our unique, company-specific challenges and opportunities, and help create and/or drive our vision, values and strategies.

6. Leadership Profile, Feedback and Individual Development Plans: We use a custom-designed [linked to our vision, values, and strategies], multi-rater leadership instrument/inventory to provide confidential development feedback to our executives. Our executives have individual development plans based on that feedback.

7. Top-Down Implementation: Whenever our executive and leadership development efforts are aimed at organizational change, our top management attends the programs first as participants. Then the programs are cascaded down throughout the organization.

8. Action-Oriented Learning: Our executive learning experiences are action oriented. Whenever feasible, we use some form of "action learning" where participants apply what they are learning to real, current business problems and opportunities.

9. Succession Management: We have an effective succession management system that ensures we have the right executive, in the right job, at the right time. We seldom are forced to hire from outside the organization to fill a key executive job opening as a result of not having a qualified internal candidate prepared.

10. Integrated Talent Management System: We have a well integrated talent management system (succession management, external and internal executive education, on-the-job development, coaching/mentoring, etc.) rather than independent stand-alone processes.

11. Measurement: We set clear, measurable objectives when we create new executive development strategies, systems, processes, and programs. Then we measure the business impact using metrics that matter to senior management, and communicate the results effectively.

12. High Potential Identification and Development: Our organization has an effective process for identifying "high potential" talent and accelerating their development.

Wednesday, May 14, 2008

May 14th Carnival of HR


The latest Carnival of HR is up and running over at The Career Encouragement Blog. Here's the teaser:

It seems we HR types are a curious bunch. In true blogging spirit we are asking and answering questions all over the place, and challenging our readers to ask and answer as well. There's an African proverb that says "The one who asks questions doesn't lose his way." If that's the case, than this month's offering is evidence that we are all well on the way!

Stop by and check it out, and be sure to return often for great career advice!

(see my own "Leadership Development on the Cheap" post from 5/1/08.)

What the Hell!


I've been working on a managerial decision making process for one of our VPs. I know, I know, sounds like a set-up for a Dilbert strip. But really, it's very comprehensive - it factors in financial formulas, risk assessment, and 12 other criteria. It's going to be used for those big, honking, complex decisions that can make or break the company. It's proprietary, so too bad I can't share it with you.

However, I can share with you a decision making guideline that should work for about 99% of the rest of the decisions that we face in our day-to-day lives. I got it from Tom Peter's blog. He found this card in a Boston card shop:

"Ever notice that 'what the hell' is always the right decision?" - unknown Hollywood script writer, (courtesy of The Borealis Press).

Tom's advice: At some point (today), despite "overload", just say "what the hell", and go for it!

(Likewise, worry if it's been more than a week or so since you said to yourself, "what the hell.")

Tuesday, May 13, 2008

Mentoring Quiz for Mentors: Part 2, Answer Key

Here's the answers to the mentoring quiz. You may find some of them surprising.

1) It is best if mentors are selected by the protégé T F
False. Generally speaking, those seeking out mentors choose people they “like”, as opposed to someone that will help them develop in targeted areas. Often, being paired up according to needs and talents of mentors and protégés works better.

2) Mentors and protégés usually work together for
many years T F
False. Research has shown that the most effective length of a mentoring relationship is between 6 months and 2 years.

3) Mentors and protégé pairings work out best when

they have similar interests and styles T F
False. It’s nice if they do, but the purpose of the relationship is developmental, so similarity of interests and styles is not necessary, and often, both learn more when styles and interests are dissimilar.

4) Mentoring works best when it is an informal process T F
False. While the process should not be too rigid, it works better when there are some guidelines. This helps set expectations and roles for both parties.

5) It is generally believed that it is better if the protégé’s T F
boss is not his/her mentor
True, for two main reasons. First, it is often better to have an outside perspective, one that is not influenced by day-to-day demands and deadlines, to help mentor and coach. Secondly, protégés need to feel comfortable in discussing their developmental opportunities, something that many employees would prefer not to do with their direct manager.

6) It is better if the mentor is outside of the protégé’s T F
direct organization.
True. This can help give the mentor some distance and objectivity to situations, and will reduce or eliminate the chance of the sessions centering around specific individuals within the organization or departmental issues.

7) Same gender pairings usually work out best for a
mentoring relationship T F
False. No evidence appears to suggest this. Often, the diverse perspectives of an opposite gender pairing enriches the outcome.

8) Mentoring can help acclimate the protégé to a
new environment T F
True. This type of targeted mentoring is very useful for helping protégés get on board more quickly in terms of processes, contacts, business objectives, and so forth.

9) A mentor can sponsor and coach activities that
will foster and promote growth T F
Absolutely, in fact that is one of the primary outcomes of the relationship.

10) Mentoring usually works best without any
processes to get in the way T F
Not really. There is a balance between informal interactions and a targeted outcome. Therefore, some structure like that provided to you here has been found to be most effective.

11) Mentoring is only for fast-trackers T F
False. Mentoring can be for everyone. The most important element is to match up needs of the protégés with the skills and abilities of the mentors.

12) Mentoring is one way of developing protégé’s
skills T F
True. It should be used in conjunction with many different approaches to development, including job shadowing, developmental projects and assignments, formal training, and self-study.

13) Mentoring works best when the mentor and protégé are
in different fields T F
This may be true or false, depending on the desired outcome. If the skills needed are function specific (i.e. marketing skills), then it will be beneficial to have the mentor be in the same field provided they are not in the same organization. If, on the other hand, the desired outcome is something more generic like specific leadership skills, then it may be more useful to have the pairs be from different fields in order to provide a broader perspective.

14) One of the major roles of a mentor is a counselor T F
False. The mentor is not to be a counselor. There may be occasions to discuss approaches to certain situations, but the outcome of the relationship should be developmental.

15) Mentoring is a significant investment of time for the mentor T F
Not necessarily. Often, mentors are extremely busy people, and are asked by many others to act as mentors to them. Therefore, their role should be to provide guidance and direction to the protégé, and the amount of time invested by both parties should be agreed upon up front.

16) To be successful, mentoring must be done face-to face T F
Not true. Though initial sessions are most beneficial done face to face, subsequent sessions can be done just as effectively virtually with good results.

17) Anyone can be a successful mentor T F
True. A mentor must possess certain skills, experiences and abilities that can help a protégé, must have good coaching skills, and view the time spent with their protégé as a valued investment.

18) Mentors generally report receiving significant T F
benefits of working with a protégé
True. This is commonly reported; benefits include learning about different parts of the organization, and satisfaction in helping others. Most mentors also experience personal growth by learning something unintended from the protégé.

19) Protégés generally earn more money than their
peers in similar positions T F
True. This may be because people who seek out mentors are more focused on their careers, but research has shown that people that do engage in mentoring relationships do earn more than their counterparts.

20) Protégés are generally more satisfied with their
careers than their non-mentored peers T F
True. Research supports this. Again, it could be for a variety of reasons - sense of control, better feedback, improved skills, etc.

21) The mentor/protégé relationship should be open so that the protégé can talk about any subject T F
True. Mentoring relationships should be focused; ground rules should be established up front. These should include what should and should not be discussed in the sessions so that both parties are clear.

22) Everything in the mentor/protégé relationship should be T F
focused on the issue of the development of the protégé
True. The scope of the mentoring relationship should be decided upon up front. Once these objectives are met, the relationship should conclude.

23) Mentoring should be listed on the protégé’s individual development plan. T F
True - and the protégé’s manager should be aware of the mentoring relationship and progress.

24) The protégé’s boss is not really involved in the
mentoring process T F
True. While not involved in the actual sessions, the mentor should periodically talk with the supervisor about development opportunities, etc. Also, the supervisor should ask the employee how the mentoring is going.

Sunday, May 11, 2008

Mentoring Quiz for Mentors - Part 1

Here's a tool that can be used to prepare a mentor. Take the quiz yourself (it's not a no-brainer), or give it to someone else or a group.

I'll publish the answers in an upcoming post.

You are about to begin a mentoring relationship that can yield significant dividends for both you and your protégé. Mentoring can be a great way for a protégé to develop skills, gain experience, receive feedback, and get exposure to people, processes and happenings that they might not in the course of their daily work. Most mentors report significant benefits for themselves as well.

Typically the types of developmental areas protégés and mentors pursue include:
· decision making
· tolerance of uncertainty
· resistance to stress
· use of personal power and influence
· leadership / dealing effectively with others
· functional / technical skills (i.e. sales, finance, operations, business)
· handling difficult situations / conflict
· presentation skills
· communication styles and approaches with various levels of management
· career path guidance

The following quiz has been developed to help make sure your mentoring relationship is an effective and productive use of time for both parties.

Myths and Realities of Mentoring

Circle either T or F for each question:

1) It is best if mentors are selected by the protégé T F

2) Mentors and protégés usually work together for
many years T F

3) Mentors and protégé pairings work out best when
they have similar interests and styles T F

4) Mentoring works best when it is an informal process T F

5) It is generally believed that it is better if the protégé’s T F
boss is not his/her mentor

6) It is better if the mentor is outside of the protégé’s T F
direct organization.

7) Same gender pairings usually work out best for a
mentoring relationship T F
8) Mentoring can help acclimate the protégé to a
new environment T F

9) A mentor can sponsor and coach activities that
will foster and promote growth T F

10) Mentoring usually works best without any
processes to get in the way T F

11) Mentoring is only for fast-trackers T F

12) Mentoring is one way of developing protégé’s
skills T F

13) Mentoring works best when the mentor and protégé are
in different fields T F

14) One of the major roles of a mentor is a counselor T F

15) Mentoring is a significant investment of time for the mentor T F

16) To be successful, mentoring must be done face to face T F

17) Anyone can be a successful mentor T F

18) Mentors generally report receiving significant
benefits of working with a protégé T F

19) Protégés generally earn more money than their
peers in similar positions T F

20) Protégés are generally more satisfied with their
careers than their non-mentored peers T F

21) The mentor/protégé relationship should be open so that the protégé can talk about any subject T F

22) Everything in the mentor/protégé relationship should be
focused on the issue of the development of the protégé T F

23) Mentoring should be listed on the protégé’s IDP T F

24) The protégé’s boss is not really involved in the
mentoring process T F

Friday, May 9, 2008

Fortune: The Best Advice I Ever Got


Fortune magazine asked 19 people for the best (and sometimes worst) advice that most influenced their lives. Here's a few of my favorites:

Larry Page, Co-Founder and President, Google:
In graduate school at Stanford University, I had about ten different ideas of things I wanted to do, and one of them was to look at the link structure of the web. My advisor, Terry Winograd, picked that one out and said, "Well, that one seems like a really good idea." So I give him credit for that.
Mark Hurd, Chairman and CEO, Hewlett-Packard:
Nine years after starting at NCR, I moved to a head-office job in Dayton in 1988. An NCR executive was giving a presentation; he had great slides and an even better delivery. The CEO, Chuck Exley, listened to the entire presentation in his typically gracious, courteous manner. At the conclusion, he nodded and said something brief but profound: "Good story, but it's hard to look smart with bad numbers." And as I reflected on it, the presenter, articulate as he was, as good as his slides were, simply had bad numbers. That comment has always stayed with me. You have to focus on the underlying substance. There's just no way to disguise poor performance. I've tried to follow that advice throughout my career. Deliver good numbers and you earn the right for people to listen to you.

Indra Nooyi, Chairman and CEO, Pepsico:
My father was an absolutely wonderful human being. From him I learned to always assume positive intent. Whatever anybody says or does, assume positive intent. You will be amazed at how your whole approach to a person or problem becomes very different. When you assume negative intent, you're angry. If you take away that anger and assume positive intent, you will be amazed. Your emotional quotient goes up because you are no longer almost random in your response. You don't get defensive. You don't scream. You are trying to understand and listen because at your basic core you are saying, "Maybe they are saying something to me that I'm not hearing." So "assume positive intent" has been a huge piece of advice for me. In business, sometimes in the heat of the moment, people say things. You can either misconstrue what they're saying and assume they are trying to put you down, or you can say, "Wait a minute. Let me really get behind what they are saying to understand whether they're reacting because they're hurt, upset, confused, or they don't understand what it is I've asked them to do." If you react from a negative perspective - because you didn't like the way they reacted - then it just becomes two negatives fighting each other. But when you assume positive intent, I think often what happens is the other person says, "Hey, wait a minute, maybe I'm wrong in reacting the way I do because this person is really making an effort."

Sam Palmisano, Chairman and CEO, IBM:
Some of the best advice I ever received was unspoken. Over the course of my IBM career I've observed many CEOs, heads of state, and others in positions of great authority. I've noticed that some of the most effective leaders don't make themselves the center of attention. They are respectful. They listen. This is an appealing personal quality, but it's also an effective leadership attribute. Their selflessness makes the people around them comfortable. People open up, speak up, contribute. They give those leaders their very best. When it comes to specific advice, the best was from a former boss, who told me, "Don't view your career as a linear progression." He advised me to take horizontal rather than vertical steps: to try out situations that are unstructured, to learn different ways of working, and to get outside of headquarters and experience different cultures. I've applied this advice many times - most notably, taking a decidedly unstructured job at IBM Japan and then joining the fledgling IBM services business. After those experiences, I had the confidence that I could manage pretty much anything.

For me:
One of my managers, and a great mentor, June Delano, gave me this piece of advice on decision making: When faced with a tough decision, do the right thing. Always ask yourself, "If I do this, and a reporter published a story about it the next day, how would it read?". Would I be proud or ashamed? Would I be able to justify my decision and the consequences?

How about you - what's the best or worst advice you've ever received?

Tuesday, May 6, 2008

12 Things to do at an all day meeting


I was at an all day leadership team meeting this week. Strategy, deep thinking, team building, cookies, .... locked in a windowless room all day.

Then I found this post from The Bing Blog, "12 things to do at an all day meeting", alas, a day late. Maybe next time.
Anything to add to the list?

1. Sit. Stay.

2. Check your BlackBerry, but never when someone superior to you in the pecking order is speaking.

3. Draw on the pad provided on the corporation for your take-away.

4. Go to the bathroom, but never while someone on a higher branch of the corporate tree is tossing apples down from his or her great altitude.

5. Eat and Drink. Food will be provided at certain times, and coffee, cookies and berries at other times. Do not eat throughout the day. This will make you feel sick by 2 PM. And watch out for too much coffee, which can produce a variety of bad behaviors over the course of an entire 8-hour session, depredations ranging from overly-aggressive posturing to psychotic need to get out of the room and use the facilities to an extent that is inappropriate and noticeable.

6. Present findings. At some point, presumably, you will have to provide a reason for those in the room explaining why you are there. If you are senior enough, no such rationale is necessary, of course, but for many this will mean taking the floor for a time. So always go into these things with a small agenda for yourself and make sure it gets played out, even if it’s not germane or useful to the rest of the gathering.

7. Feign interest. Options include: nodding, assiduous and ostentatious note-taking, occasional exclamations and eye contact with others.

8. Avoid sleep. This is more difficult than it looks for some of us afflicted with meeting narcolepsy. Solutions include: a sharp pencil in the palm (if overdone, can lead to blood poisoning, which is certainly not sleep but should probably be avoided), the drinking of beverages both hot and cold, the acquiring of foodstuffs and/or implements, strolling around thoughtfully, leaving the room while glaring at one’s BlackBerry to simulate crisis mode, even, when all else fails, light dozing with one’s eyes open, a skill that is mastered only by those with long tenure in the realms of gray.

9. Entertaining use of wireless communication. Many is the long meeting these days that is lightened by continuous passing of digital “notes” to guys in the room as frizzed out and bored as you are. Dangers abound, however. Particularly to be avoided is joke-related sniggering while deplorable financial performance is being discussed by the CFO.

10. Hobnobbing. During breaks, you may have the opportunity to rub shoulders with guys you rarely see outside of these things. Don’t forget to do so. These interchanges may in fact be the actual purpose of the meeting. All day-long sessions have a subcutaneous reason for being — team-building and camaraderie. So laugh and scratch with the boys and girls. You may make a friend. And you know what those are worth these days.

11. Do breathing and stretching exercises. This may include extending your foot to touch that of your neighbor, but only if she is very cute and at least on the same pay and grade level that you are.

12. Collect ALL your “notes,” that is, sketches, rude graffiti, inelegant detritus, etc. NEVER leave your space festooned with evidence of what you were actually doing during the time allotted. I’ve seen quite a few people wrecked after leaving behind a scrap of paper featuring a hilarious and derisive a doodle of the chairman, complete with horns and drooling fangs. People get childish after a while, even at such serious and essential events. Leave no evidence of your inner child behind.

Sunday, May 4, 2008

Change Communication Tips for Leaders

Here's some tips for leaders on communicating during turbulent times:

Act as if it Matters
· Make communications important to you personally
· Measure yourself on how well you communicate (up, down, around)
· Work on continuously improving your communication processes (written, oral, contextual, intuitive, interpersonal)

Trust in your Informal Channels
· Use Open Doors to gather information on what’s actually happening (or not happening)
· “Shop Talk” is really quite accurate

More is ALWAYS Better

· Particularly true in times of crisis rumors will abound anyway, why not make them the right rumors?
· Believe in the notion that people will never say you’re overdoing it
· In Real Estate, “Location, Location, Location,” is what sells properties; in industry, “Communications, Communications, Communications,” is what sells management initiatives
· In an information rich climate, employees are more forgiving of the occasional error; the cost of not communicating is disaffection, anger and loss of trust
· If “they’re not getting it,” don’t just “tell them harder”… use asking as part of communications

Conversations make a Difference

· Face-to-Face communications play a crucial role during times of uncertainty and change
· Listen generously and speak straight
· Display a willingness to address challenging questions, listen carefully, and respond quickly to sensitive topics

Be an Investigative Reporter Yourself

· Get out there and find out what’s being said, heard, forwarded
· Give people an opportunity to be listened to
· Be seen as a person who understands what’s happening, who is cognizant of feelings, who doesn’t have all the answers, but who is willing to listen and learn

Facilitate the Flow

· Your job is to ensure the optimum flow of information (up, down, around)…not to control the flow valve… and it’s not a “check” valve with a one-way flow either
· Communicate what you know, when you know it…don’t wait until every detail is resolved
· Communication is a shared responsibility…help others to do more rather than communicating for them
· Tell the truth…when bad news is candidly reported, and environment is created in which good news is more believable

Friday, May 2, 2008

Lessons of the Square Watermelon

This from Leslie, process improvement extraordinaire:

Japanese grocery stores had a problem. They are much smaller than their US counterparts and therefore don't have room to waste. Watermelons, big and round, wasted a lot of space. Most people would simply tell the grocery stores that watermelons grow round and there is nothing that can be done about it. That is how I would assume the vast majority of people would respond. But some Japanese farmers took a different approach. If the supermarkets wanted a square watermelon, they asked themselves, "How can we provide one?" It wasn't long before they invented the square watermelon.

The solution to the problem of round watermelons wasn't nearly as difficult to solve for those who didn't assume the problem was impossible to begin with and simply asked how it could be done. It turns out that all you need to do is place them into a square box when they are growing and the watermelon will take on the shape of the box.

This made the grocery stores happy and had the added benefit that it was much easier and cost effective to ship the watermelons. Consumers also loved them because they took less space in their refrigerators which are much smaller than those in the US meaning that the growers could charge a premium price for them.

What does this have do with anything besides square watermelons? There are a few lessons that can you can take away from this story which help you in all parts of your life. Here are a few of them:

Don't Assume: The major problem was that most people had always seen round watermelons so they automatically assumed that square watermelons were impossible before even thinking about the question. Things that you have been doing a certain way your entire life have taken on the aura of the round watermelon and you likely don't even take the time to consider if there is another way to do it. Breaking yourself from assuming this way can greatly improve your overall life as you are constantly looking for new and better ways to do things. This was one of the most difficult things for me to do because most of the assumptions I make, I don't even realize that I'm making them. They seem perfectly logical on the surface, so I have to constantly make an effort to question them.
Question habits: The best way to tackle these assumptions is to question your habits. If you can make an effort to question the way you do things on a consistent basis, you will find that you can continually improve the way that you live your life. Forming habits when they have been well thought out is usually a positive thing, but most of us have adopted our habits from various people and places without even thinking about them. I have changed a large number of habits that I have had after taking the time to question them and continue to do so. Some of them I have know idea where they came from while others I can trace to certain people or instances in my life. It's a never ending process, but by doing this, you can consistently strive toward making all aspects of your life more enjoyable instead of defaulting to what you have now.
Be creative: When faced with a problem, be creative in looking for a solution. This often requires thinking outside the box. Most people who viewed this question likely thought they were being asked how they could genetically alter water melons to grow square which would be a much more difficult process to accomplish. By looking at the question from an alternative perspective, however, the solution was quite simple. Being creative and looking at things in different ways in all portions of your live will help you find solutions to many problems where others can't see them. I am not a creative person, but I've found that the more that you look at things from different perspectives, the more creative I have become. It's a learned art and builds upon itself.
Look for a better way: The square watermelon question was simply seeking a better and more convenient way to do something. The stores had flagged a problem they were having and asked if a solution was possible. It's impossible to find a better way if you are never asking the question in the first place. I try to ask if there is a better way of doing the things that I do and I constantly write down the things I wish I could do (but currently can't) since these are usually hints about steps I need to change. Get into the habit of asking yourself, "Is there a better way I could be doing this?" and you will find there often is.
Impossibilities often aren't: If you begin with the notion that something is impossible, then it obviously will be for you. If, on the other hand, you decide to see if something is possible or not, you will find out through trial and error.
Take away the lessons from the square watermelons and apply them to all areas in your life (work, finances, relationships, etc) and you will find that by consistently applying them, you will constantly be improving all aspects of your life.

Tips for Helping an Employee Find a Mentor

Here's 6 tips for helping an employee find a mentor:

1. Look for individuals who are able to understand and shape the employee’s long-term professional goals (e.g., someone who has a similar background or who is currently in a position the employee might like to have in the future).

2. Consider people who are influential within the company. These individuals know how the organization works and can help your employee navigate the system.

3. Think about someone who possesses a higher level of functional experience than the employee. Sometimes individuals outside of your company or outside the chain of command, such as someone in a trade organization, are the best mentors.

4. Look for someone with a skill set that is broader than the employee’s. While you want the individuals to connect with each other, you also want the relationship to help your employee grow and develop in new ways.

5. Defining how the relationship should work can help both the mentor and your direct report. For example, how often should they meet? What types of things should they discuss? What are the rules for confidentiality?

6. Ask your employee what they want to get out of a mentoring relationship to help you find the right fit.

Thursday, May 1, 2008

Leadership Development on the Cheap

There’s a question over on the ASTD discussion board that inspired me to write this post.

Pam asked: “I am looking for ideas to provide training with limited resources (space, money and staff)”.

It’s a great question. I’ll bet there’s a lot of small, one-person training departments and even big, global companies that need to run a lean organization that are looking for ways to train or develop leaders on the cheap.

I’m fortunate to presently work for a company that invests heavily in employee development. I’m fully staffed and resourced with all kinds of executive support and commitment. Given that, we’re still “fiscally conservative” – and I’m pretty frugal myself.

I had a different experience at my last company. I was responsible for employee and leadership development for a company that went from 80,000 employees to under 50,000 in the eight years I was there. The training department went from over 150 worldwide to under 20. So, I had to learn how to make do with “limited resources”. It was like living through a training and development depression, and those “doing more with less” habits are hard to break.

So here’s 10 methods I’ve learned to develop leaders (or employees) “on the cheap”. Please comment if you have other ideas.

1. Take the opportunity to educate leaders on how leaders develop. Share the classic Center for Creative Leadership research that shows the developmental impact of job changes, stretch assignments, and other people compared to formal training programs. Teach leaders how to write a good IDP (Individual development plan) that includes a variety of activities, not just costly training programs.

2. Use a web conferencing tool WebEx , or GoToMeeting. I’ve found just about any leadership development topic that’s taught in the classroom can be learned just as effectively using web conferencing. You’ll save on travel and time.

3. Start an internal coaching or mentoring program. Train volunteers on how to coach and mentor, and make them available to your high potentials or some other targeted audience.

4. Start a book review process. Get groups of managers together, assign a book, and facilitate discussions around content and application. See sidebar on this blog for list of recommended books.

5. Purchase an online library of training programs. Alright, not necessarily free, but relatively inexpensive when compared to expensive classroom alternatives.

6. Develop your own training materials. There’s so much good information out there these days, find it and take advantage of it. Or do your own internal research. Find out who’s the best at something, documents it, and teach it to others.

7. Use internal subject matter experts. Sales reps love hearing from top performing sales reps, managers from experienced managers, etc… They don’t have to be polished trainers. Panel discussions are another way to share internal expertise.

8. Teach managers to clarify performance expectations with their employees and provide feedback on a regular basis. A recent Corporate Executive Board study found that of all the possible things a manager could do to development employees and improve performance and engagement; these two activities had the highest payoff. And they’re free!

9. Start learning networks, or learning teams. Kind of a grand rounds approach to learning, like in the medical profession. Leaders (or engineers, sales reps) get together to share common problems and solutions. “Getting together” could be live or virtual, through discussion boards or blogs.

10. Finally, the absolute best free way to develop leaders in your organization is to tell them about this blog, Great Leadership! It’s your one-stop resource for all things leadership development. You’ll get free articles, videos, templates, and links to the best of the best online resources for leadership development. Send a copy to your CFO too.