Where is The Feedback?

Can you imagine the implication if guided missiles, satellites, GP-S’s, or your own body’s temperature gauge had no feedback mechanisms built in?  Bottom line, they would not work and in the case of the later the lack of a feedback mechanism would lead to death!  Now look at your organization and ask yourself -

• How effective are we at giving each other constructive feedback?
• If and when we do – what impact does it have on our performance and profitability?
• What, if anything, keeps us from having a more feedback rich culture (e.g. we are too polite to each other, we live in silos, etc.)?

Here are some common challenges that hinder an organization’s ability to improve performance through feedback:

• Engaging the performance review system is seen as a hassle and task to get checked off rather than an opportunity to provide substantial feedback and an opportunity to improve performance overall.  In addition, performance reviews are typically done once a year (sometimes there is a mid-year review).  While such reviews are valuable – they are not enough in and of themselves.
• People hesitate to give tough feedback to others or only give positive feedback. Time and time again I have seen this come back to hurt the manager, the person receiving feedback and the organization.  When less effective or disruptive behavior is swept under the carpet for even the best performers you run the risk of the behaviors escalating to the point you hurt team chemistry and/or lose valued employees.
• Even if an organization has a clear set of values or operating guidelines (and many are even lacking this) – they are rarely discussed let alone leveraged as feedback tools.  The benefit of having articulated values (or operating guidelines) is to ensure you are setting a context for how you work with your clients as well as within the organization.  Quite frankly, taking the time to develop values without integrating them into the feedback system is a waste of time!

Any of these sound familiar?  I would be surprised if none of them resonate for you.  To create a feedback rich culture you must:

• Create a context for feedback (e.g. your vision, mission, values, and key priorities) and make sure people know these will be used as vehicles to improve focus and performance.
• Provide feedback on approaches and behaviors that either support or detract from the context above.
• Make sure you have a process to support giving feedback that focuses on the items above and not the person.
• Leaders must model this and be open to receiving feedback themselves when they are not living up to expectations.

Again, feedback is necessary for any goal to be achieved.  Failure is part of the process of succeeding and failure must be embraced BUT ALSO LEARNED FROM!   Internal and external feedback is what provides those learning moments that allow us to navigate more quickly to our desired destinations!

Bring Power to Your Networking!

Consider a typical day in most executive’s lives. You walk into the office with grand plans and while nothing goes according to plans you do feel you accomplished some key outcomes for the day. As the afternoon wares on you look at the clock and realize you have a 5:30 networking event you had committed to attending. You close down for the day, grab a stack of business cards and let your executive assistant know you are off to the event and will see him or her in the morning.

You pull into the parking lot of the hotel where the event is to be held and prepare to enter the fray. You walk into the room full of buzzing conversations and at some level you are wondering how to navigate the event. You may be one to stand around and wait for someone to approach you or you look for a familiar face or you move right in to talk to a key person you were hoping to meet. By the end of the event, you may feel you had some good dialogue, got to share a bit about your business with some key prospects and collected a bunch of business cards in your pocket. Yet, before you know it – it is the next day and you are off tackling the key issues in your office – the networking event you attended is fading in the background. Sound somewhat familiar? If it does read on because I promise if you do – you will approach networking in a totally different way!

First, if your experience of networking even comes close to what I just described – you are NOT power networking! I suggest you either shift your approach or don’t waste your time. Exchanging pleasantries, giving your elevator speech, and having some great conversations are nice but this approach will rarely lead to more business. In order to do networking right you need a strategy the includes not just grabbing your business cards and nonchalantly entering an event with out a plan!

Here are the Five Steps to “Power Networking”:

1. If you have not already done so – clarify your ideal client and understand your true value to them (not you).
2. Find the places and organizations where your clients and prospects are most naturally going to show up
3. Take time prior to any networking event to set an intention for the event and make sure that intention is big!
4. Yes, be prepared to share about your business in a compelling way but more importantly be prepared to ask questions, listen and give away valuable insights and resources – FOR FREE!
5. Have a follow up plan in place for what you are going to do to maximize your connections after the event.

Let’s take each of these steps one at a time:

I. Clarifying Your Ideal Client

Yes, these days we can appreciate any opportunity that comes our way – after all the economy is still not in great shape. Yet, in my experience and that of those I have personally coached – those opportunities come to you more frequently when you are focused on the ideal. In order to develop the ideal client profile ask yourself the following questions:

• What are the top qualities of those clients I have had the greatest success with?
• If I were to ask them (and you might consider doing so) – what did they find most valuable in hiring me?
• What trends do I see in business type, size, revenues, stage of growth, etc. that would allow me to categorize my ideal client/prospect?
• Where do these kinds of business people hang out or where do compatible but non-competitive business leaders hang out who also serve this business population?

You get the idea – if these questions don’t work for you develop ones you are comfortable with.  The key to consider in developing these questions is what will engage the person most in their top of mind concerns and that can be asked in a genuine and caring way?

II. Find the Places Where Your Ideal Clients/Prospects Hang Out and Get Involved!

Once you have answered these questions and clarifying potential places or networking organizations – sign up as a non-member and check them out. You will know after some trial and error where are the places to best spend your time. When you find one or two – do not rely on the after work mixers to give you access. I will talk about a general approach below that will help you here but to magnify your power in the organization you must volunteer on a committee that leverages your strengths. Through your work to support the networking organization – you will form strong relationships that over time will bare fruit – that is if you follow the rest of these suggestions.

And remember this is but the second step in your strategy!

III. Engage Intentionality

Whether you are attending a mixer, a conference or a committee meeting you must both set an intention for the outcome you want as well as be prepared to show the value you can bring. Let’s look at the issue of intentionality first. Intentionality is defined as “having to do with intention or purpose” ¹. Research across the fields of leadership, quantum physics, biology and medicine have powerfully shown that when we hold a clear and personally compelling intention that the world around us will begin to conform to our desire. If that is too much to swallow then consider the power of purpose. When you are purposeful in any endeavor your mind and nervous system will tend to focus your efforts in the right direction. Bottom line, walking into any conversation – networking or not – without a purpose only wastes your time. So make sure you create a clear intention for what you want to achieve prior to any networking opportunity.

IV. Give It Away – Become a Valued Resource!

Now for the central principle that makes networking work. In Part I of this series, I mentioned how all senior executives walk around with open issues they are trying to resolve. Not only that – when they are in an atmosphere they feel comfortable in and are talking to someone they feel a rapport with they are very likely to share what is keeping them up at night. Therefore your primary approach to networking must be to ask and listen! Now this is a challenge whether you are an extrovert or an introvert. The extrovert’s challenge is talking too much and about themselves and the introvert’s challenge is to engaging at all. The strategy of asking and listening solves both problems! For the extrovert, they must realize that speaking is a Privilege granted once we understand the person’s concerns we are speaking to. If we don’t seek to understand another person’s point of view and merely excitedly share ours – we are dead in the water in most networking conversations. For introverts, I have found the ask and listen strategy a relief because they are natural listeners all ready and really need to do some internal processing in order to share more openly. Here are some questions that can get you started in an interaction:

• So tell me a bit more about your business?
• Are you a member of this organization and what is most valuable for you being a part of it?
• How has the current economic environment affecting you?
• What are your biggest challenges right now?
• What concerns are top of mind for you right now?
• What are you finding to be your client’s biggest concerns at this time?

Asking these questions is not meant to be a way just to find out how you can be a paid resource. They are, however, a way for you to become a resource to help the person you are speaking to in any way you can. A key law of influence states that when you give of yourself genuinely without any expectation – the other person will feel an obligation to assist you ². In addition, I find that people who go to networking events with this mindset often find they enjoy the entire experience much more. The whole key to this as I said in Part I is to be seen as a valued resource. As you build your reputation in this way – you may have less business cards in your pocket but far more qualified leads!

V. What is Your Follow Up?

If you are exiting a networking opportunity make sure you have a follow up plan. You might have had a very compelling conversation with someone who could be a great client but it is one conversation. Relationships are built on a number of conversations and experiences. You must make sure you link each of these with some type of next step. The next step might be to put a tickler in your to-do list to follow up to set up a lunch or you may have a resource you promised to share that you you need to take action on, or you may be working on a committee and you need to take some action to move forward the committee’s agenda. The key is to make sure there is a good reason to follow up and then to make sure you do so.

In conclusion, it is important to remember while “Power Networking” is not an exact science yet it does bare fruit if you work it consistently.  Remember a key goal is to build a network of great resources that you can share with others. This is the other reason for actively networking. The more you do – the more resources you know – the more you can help. Finally, if you find yourself a member of an organization that is not giving you what you want – quit and find another. Yet, in my experience if you do your research up front you won’t have to make such a decision.

In the mean time, happy networking and feel free to write or call me if you want to talk about a specific question or concern!

A Network of Conversations

First attending networking events and being able to clearly articulate what you have to offer is not the foundation of networking.  Certainly attending networking events as well as being able to clearly articulate your value is important but these are tactical areas that support something more important.  Networking is founded on the following principles:

1. As mentioned in the outset of this entry, to become a consummate net-worker you must hold the fundamental belief that relationships are what drive your business and personal success.   If you do not hold this as a fundamental belief you will not have much success networking.
2. Relationships can be boiled down to being a series of conversations that when done well lead to deeper value and trust. The core driver of conversations, whether they be business or personal, is the innate desire to forward something of importance.  The way we move things forward is through the commitments we make with each other.
3. At any given point, most executives have a series of concerns that are open. Meaning – they have yet to reach commitments with anyone that will allow them to leverage specific opportunities or mitigate their most nagging challenges.  It is also important to realize that every concern that an executive has open is not of equal priority.  Most savvy executives are more or less aware of their priorities and eager to take action to resolve them.
4. Most executives tend to make a large amount of their commitments with people they know, trust and like. Again, when you are highly involved with your network [whether it be through a networking organization (e.g. your local chamber), conversations with clients, your volunteer work, etc] you will tend to establish a natural rapport that allows for deeper concerns to be more openly expressed.  Developing this rapport and being present to listen puts you in the position to be helpful!
   
5. By placing yourself in the right networking circles – you can develop rapport with a broad range of people and create a reputation that generates a lot of business opportunity.
6. Networking will start baring fruits once you are perceived as a go to person who can:
   1. Solve deep and complex issues in the area of your expertise.
   2. Refer a broad range of resources that can assist other executives outside your realm of expertise.
   3. Be a skilled sounding board to help clarify and prioritize issues for others.
   4. Expand people’s thinking about an issue.

As mentioned earlier – your job in networking involves far more than making sure people know you and what you do – your primary purpose is to become known as a high value resource with a lot to give. When you become known as such a resource – business will come more regularly and at times from resources you never even considered.  Why – because someone in your network started a conversation and you became the resource they referred!   Now that we have set a more powerful context for how to view networking – the next entry in this series will focus on helping you develop a clear strategy for your networking efforts.

• The Truth About Leadership Development
• The Last Obstacle to Executive Development = The Executive

At the root of all this innovation is the confirmation that as adults we continue to develop our mindset and consciousness as we move through life.  The work of Robert Kegan, Lawrence Kohlberg, Ken Wilber, Sara N. Ross, William R. Torbert and Bob Anderson and others has shown the strong connection between a particular stage of adult development and the competencies of leadership.  In short, it has strengthened the concept that leadership develop is really about human development.

All of this furthers the case that leaders are not born but rather are developed as they increase their awareness and move to a stage of development that contains a leadership mindset/operating system.  Once this “upgrade” in the operating system occurs – leadership competencies naturally boot up.  Therefore the executive development process is not primarily about skill development but rather the focus is on the expansion of awareness.

Bob Anderson’s research at The Leadership Circle has shown that the stage of development prior to leadership is far more reactive than the leadership stage.  In addition, the behaviors and mind sets found in this reactive stage closely mirrors those that executive coaches and development experts must deal with in order to support the development process of most leaders.

When you think about it, every executive leader has been an individual contributor at some time in their career.   For the most part, the strong accomplishments made as an individual contributor usually leads to a series of promotions that ultimately has brought the individual to the executive level.  Unfortunately, the approach that supported the executive’s success at the individual contributor level do not smoothly translate to success at the leadership level.  The biggest quandary executives face in the leadership development process is having to let go of out dated strategies and approaches that have worked for them while they work to take on new ways of thinking and approaching work that they do not have full confidence in and that may fly in the face of their previous views.

Yet, the old adage of “don’t throw the baby out with the bathwater” is true for executive development.  This is because the seeds of great leadership ultimately lie in the unique nature of each leader and their reactive tendencies provide pathways for development into leadership.  Therefore the goal of executive development is to help the leader embrace their own natural ways while transmuting their mindset and approach to a more powerful level of expression.

The rest of this series will focus on three fundamental reactive approaches that most adults find themselves utilizing as they move into adulthood and ultimately the work force.  These fundamental types are ¹:

• The Achiever
• The Intellectual
• The Relater

Each of these come with their own unique set of fundamental desires and beliefs as well as approaches to working with people and getting things done.  Yet, while it is useful to gain a deeper understanding of ourselves – what is most important is learning what supports your orientation grow in their impact as a leader.  In my next entry, I will begin by focusing on The Achiever.

References:

Articles by Bob Anderson

Seven Transformations of Leadership by David Rooke and William R. Torbert

Marketing Insights for Today (click cover to order)

• Do not even try to sell your service unless your existing delivery is meeting or better yet exceeding client expectations.  If you do – it is sure death!
• The key to success is developing strong relationships that integrate the personal and the business agendas of your buyer.  Clients do not know how to distinguish between your technical skills and those of your “competitors.”  Ultimately, clients do not care how smart you are – they may need to know you have expertise but in the end – your expertise will not do much to strengthen your relationships with your clients.
• Strategic planning is over rated.  While planning has its place, the key is acting on a daily basis to enhance your client’s experience and focus on continuously adding value to your relationships.
• Everyone in your organization is a marketer!  If they have a touch point with your clients – make sure every interaction generates a buzz.

Beckwith provides an excellent forum for thinking differently about the nature of services and how they can be effectively marketed.  I would recommend this book for all levels in a professional services company – Principals, Partners, Managers, Associates and even administrators!

Phoenix Rising

His first lesson is really about how to embrace one’s passion and purpose.  The second lesson is illustrative of what happens when we lose touch with them.  As with many, I have revisited Michael’s work – his music and videos.  I admit I have been a fan of his artistry yet as I watched his performances recently I saw something that I missed before.  As I watched I could clearly see that the Michael on stage seemed at peace, free, and in charge!  He was in his element and his greatness beamed forth.  I encourage to go back and watch him in this light – I guarantee you will see it too.  Listening to his music  – you can also sense there was a purpose in it. Let’s take a look at a few lines in “Man in the Mirror”

I’m Starting With The Man In The Mirror
I’m Asking Him To Change His Ways
And No Message Could Have Been Any Clearer
If You Wanna Make The World A Better Place
(If You Wanna Make The World A Better Place)
Take A Look At Yourself, And Then Make A Change

Michael Jackson – Lyrics from “Man in the Mirror”

Michael’s struggle to follow these words was clearly cut short.  Given his life – devoid of childhood, overwhelmed by fame, full of bad choices – he had a lot to overcome.  Yet, Michael, like us, was human and while he had his challenges – we are all the same in that we all have our own demons and struggles.

While I am saddened by what seems like a premature death – there is a second lesson that is equally clear.  When we are not true to ourselves, lack crystal clarity around our purpose, and are unwilling to do anything to uplift ourselves to authentically deliver on this purpose -  Life can feel like we are struggling through a fog – trying to find our way.  Without purpose – it does not matter how much talent we have, how high our IQ is, or how wealthy we are – we are lost.

Michael Jackson had tremendous resources at his disposal.  He had access to life’s greatest teachers and coaches yet he still struggled.  I can not say how Michael took advantage of them – if at all.  Equally, we can not say what would have happened if Michael approached his self-care with as much passion and purpose as his work.  Yet, it seems clear that Michael’s legal struggles drained him.  The video of him showing up sick at trial one day in his pajamas – leaning on his attorney as he walked in – was a sad moment.  You could see that Michael was lost and devastated by the judgment coming his way.  Few would have been able to not have been impacted by such scrutiny and the truth is we all have moments in life when we face the edges of our capacity to cope.  Counter to this – the video of his rehearsal for his upcoming world tour taken the day before his death – showed a man back in his element and passion.

I am the first to admit – I have no clue what was going on inside Michael and what he was doing to reconnect with something deeper inside himself.  Yet, what I do know is on one level this king was facing the human experience in a very intense way.  With all that talent – there was clearly tremendous suffering going on and it seems he lost his rudder in it all.  Maybe his come back tour was a way to reconnect to his soul – yet his demons would not have it.

There are really two ways to deal with suffering.  The first one is to go into a deep experience of resentment, resignation, feeling misunderstood, that life is treating you unfair, etc.  While this is the easier path – it eats us up – mainly because we disempower ourselves and give too much credence to outside forces and our inner self-talk.  The second way to deal with such suffering comes from our willingness to be with the struggle, make friends with it and understand how our relationship with it can strengthen us as well as help others.  This one is a much tougher journey but one that breaths life back into us and unlike the first approach this path strengthens us from the inside out.  The later is driven from passion – the former from a sense that something outside us will save us.

Many with powerful talent and/or tremendous power have taught us this lesson.  I am the first to admit I don’t know what it’s like to be in the spot light – where at times there is no where to hide. It may take even more strength to overcome this challenge yet there are many other cases when digging deep has resulted in great breakthroughs and rebirths.  There are countless stories of people overcoming addiction, dire life circumstances, illness, and the loss of everything to rise to a new level of awareness and impact.  Many express similar principles that helped them to regain their inner strength and have a positive impact on themselves and others.  Here are just a few:

Victor Frankl – who found joy and gratitude during his time in a concentration camp and who became very successful as a psychologist and writer after he left those dire circumstances.

Lance Armstrong, who went from rising cycling star, to victim of testicular cancer, to record 7-time winner of the Tour De France and there may be more given he is back.

Nelson Mandela, who survived 27 years in prison and years of struggle to lead the end of aparteid and became South Africa’s first black president.

Robert Kiyosaki, who became rich, lost the lot, and ended up sleeping in his car before emerging to write Rich Dad, Poor Dad and building an information publishing empire.

Michael Oher who was recently drafted by the Baltimore Ravens of the NFL after rising from homelessness. He is the subject of Michael Lewis‘s 2006 book, The Blind Side: Evolution of a Game, and a movie entitled The Blind Side, scheduled to be released in November 2009.

Now those listed who are still living may yet face other challenges and it is possible they may fall prey to them as Michael did.  Yet, Michael’s gift beyond his musical legacy is the story of his humanity and what happens when we don’t leverage everything we have available to us to transmute both the darkness and light that is within us to strenghten ourselves and support others to do the same around us.  To leverage this support – we must ask and be open to it.  To be sure many tried to come to Michael’s aid but you must be willing to ask for the support and know what result you are seeking from accepting it.

Ultimately, this is part of the journey to leadership and why it is important not to get mesmerized by the position but rather to embrace it as an opportunity to engage it through a deeper purpose.

“Few will have the greatness to bend history itself; but each of us can work to change a small portion of events, and in the total of all those acts will be written the history of this generation.”

Robert F. Kennedy

Many of us wished Michael would have found a way to tap this power.  It was there with him on stage – the question is was it clear to him off stage?  This is in no way a judgment of him – many people stronger have succumbed as well.  Yet, some questions emerge from Michael’s death that are essential questions for us all to answer:

1. How deeply have you thought about your purpose for being and what your are most passionate about?
2. Once you are clear – what are you going to do about it?
3. As you face your own demons and darkness – especially those things that seem to hold you back from expressing your purpose and passion – can you embrace them while allowing those demons to be transmuted in order to support our passion and purpose?
4. What are you willing to do to forward your purpose each day?
5. Are you willing to ask for help so that we can more fully embrace our greatness and forward what is most important?  If the answer is yes – can you fully accept that help?

We find ourselves in a time that is calling for more passion and purpose.  The more people that tap into it the better.  Because there is nothing more powerful than these to transform ourselves and the world around us.  It takes in Michael’s words the willingness to “Take a look at ourselves and make a change.”  That’s because we don’t change for the sake of change – we change when we are compelled to because something more powerful than our weaknesses calls us forward.

In closing – I want to express my gratitude for Michael.  Thank you for all you gave through your talent as well as for what you taught us through your life – both the triumphs and struggles. You were one of the greatest entertainers ever to live and that is your legacy.  Yet, I also hope all of us can embrace your humanity for what it taught us about our own light and the darkness.

Building a Championship Team

A lot of ills were hidden during the last bull market including poor leadership.  During challenging times like we are facing today ineffective leadership becomes blatantly obvious. This is also true at all levels in your organization.  Ultimately, organizations are still far too sloppy in the hiring process and this sloppiness costs a lot through poor performance, missed opportunities for innovation and ultimately the cost of replacing a trained – although poor performing employee.  Great organizations maintain rigor when challenged to hire faster in good times as well as in how they thin the ranks during challenging times.

In his best selling book, Good to Great, Jim Collins was surprised in his research that great companies found it more important to focus on “who before what.”  In other words, it was far more important to fill the organization with the best from the top executive team down before they determined or reassessing what their vision and/or direction should be.  Average companies seem to do this the other way around.  In many cases Collins found they used a “follow the genius” strategy.  Hiring a top-level senior executive and bringing in average people who would follow his direction ¹

Great companies were also found to be extremely rigorous in how they deployed their hiring strategy.   They had processes in place to filter those being considered for a position – so that the cream would rise to the top through the hiring process ².  So what do you need to pay attention to ensure you are being rigorous?

Profile Your Key Roles

Start with your most critical roles – usually your key senior executive positions and profile their roles.  No, I don’t mean create a clear job description – that is a by-product of a role profiling process.  The key to this process is to identify the responsibilities, impact, challenges, mindset, etc. that this role must have to succeed.  From there you have a road map to align applicants with the developed profile.   Doing this takes time and if you have not done it before there are experienced professionals out there who specialize in such a process.

Ensure You Have a Cultural and Values Fit

It does not matter how strong a person is – if they don’t align with your culture and your core values then you need to weed them our early!   How do you determine a fit?  There are a couple powerful things you can integrate into the interview process

Ask every potential hire this questions: “What are the most important qualities of a work environment for you?” “How do you know those qualities exist in a culture/organization?” “What have been your best work experiences and why?” “What has to happen for you to give everything you have to your work?

Customize an assessment instrument to better understand what motivates and engages an individual.

Of course you also need to assess their technical capabilities and experience.  Yet, more than one executive has told me that it is easier to hire a person with the right mindset and upgrade then technically than the other way around.   Bottom line, inner attitude and alignment are the foundations of great hires.

Getting the Wrong People Off The Bus

People who are mismatched for you organization can be real drags on performance.  That being said, how you treat these individuals is also critical to your brand in the market place and there are times when making an effort to get someone on board can be your best bet.  Here are some steps to consider:

Take some time to assess your key people

Keith McFarland, a two-time technology CEO, is the founder of McFarland Strategy Partners in Sandy, Utah offers a simple formula for assessing your people to determine if there is value to further investment in their training.   He shared this insight in a recent Business Week Article:

“Try this exercise. Take a piece of paper and divide it into three columns. In the first column, write down the names of your direct reports. In the second column, list the positive qualities each person brings to the organization-the things that make him or her valuable. In the third column, list the things that each person would have to develop or master in order to be in his or her position or a higher one when your organization has twice the annual revenues it has today. Then spend some time thinking about how you can identify resources that would help each person develop those skills, insights, or perspectives. Sit down with these employees one at a time and get their thoughts on what they believe they need to keep momentum in their careers-and put together a development plan to get them there. Treat it just like any other business project: identify measures, deliverables, the whole nine yards.”

Build a Feedback Rich Culture

Far too often under performers are not given feedback until it is too late!  One reason for may be that we have been overly concerned about retaining people during good times that we have not been rigorous in giving them feedback – positive or negative.   This is not about blaming – it is about learning and setting expectations that your people will not stand by idly and do everything they can to make them more valuable to themselves, you and the market place.

To do this you must build feedback opportunities into the day-to-day work of your organization.  For example, after every client meeting you might ask your team and/or each member of the team these questions:

• • What worked well?
  • What could we have done better?
  • What do we have to do to build on what worked well and eliminate what did not work?
  • What is my personal accountability in ensuring we do both?

Training, Coaching and Development with Teeth

It will always be in an organization’s best interest to make its employees better through training, coaching and other development opportunities.  Yet, providing these things is not a one-way street!   Before any development effort ensure that your executive or employee understands the strategic purpose of the developmental opportunity.  Ensure they are speaking to their manager before and after the event.  Ultimately, create a habit in your organization to not only develop action plans for improvement but also hold your people accountable to them.

If You Must Let Them Go But Do It Well!

It is important that you get the wrong people off the bus and realize that doing so is likely best for them as well as your organization.   Yet, when letting them go make sure you have something in place that builds a bridge to another opportunity that will help them thrive.   Yes, this takes some effort but the pay off for your brand and reputation is priceless.  It shows you realize that people are not just cogs in the wheel.   Even though they did not succeed in your organization does not mean he or she cannot be a superstar in another context.

Conclusion

The difficult times we find ourselves in will tend to separate your strongest players from the weakest ones.   There is a golden opportunity inherent in this to strengthen your organization and/or team.   Ultimately, it is one of the most strategic moves you can make in order to secure long term success – in good times and challenging ones.   This is especially true in the professional services space where your people are one of the key elements that distinguish you in the market place.  Ultimately it is about bringing in the best you can find and allowing them to help you steer in the most profitable direction.

Law # 1:  Every Conversation You Have is Important

It is only human to hold greater value on some conversations than others.  For most organizations, the conversations pertaining to sales and client delivery are critical and I of course agree!  That being said, organizations can be viewed as being a network of conversations and given that we come to understand that every interaction in this network ultimately links back to the results we achieve.   Also, we really can only have one conversation at a time and that is the one we are having NOW.  Yet, how many times are we preoccupied with a previous interaction or an impending one that seems to have more weight than the one we are engaging in at the moment?  When we are preoccupied in this way we are limiting the value we generate as a leader.  Therefore the first question we must answer to improve the quality of our interactions is:

• What has to happen for me to stay focused in the moment – so that I can create value for the individual(s) in front of me in that moment?

Law #2: High Value Conversations are Outcome Focused

A number of years ago I was very fortunate to be coaching a stellar CIO of a small financial services company.  During our time together the CIO’s company was bought by a Fortune 50 organization and I was pleasantly surprised when my client was selected to serve as the CIO for the new organization.  In one of his first senior team meetings the conversation amongst the executives seemed to be meandering.  My client was not clear on the ultimate objective.  Being new to the team he was trying to do his best to listen and learn prior to giving a lot of input yet in this case he had to speak up and say “Hey I know I am new to the team here and I may be missing something yet can I ask what are I trying to accomplish today in this meeting?”  There was a stunned silence and a recognition there was no clear framing for an outcome let alone an agenda.  Our client’s comments galvanized clarity and allowed the conversation to get on a value added track.

A simple, powerful and far too often overlooked question that must be answered to create value in our interactions is:

• What is the most important outcome(s) for this conversation/meeting and what agenda must we cover in order to achieve that outcome?
• What do I need to do to generate alignment around the outcome(s) and agenda?
  

Law #3:  There Are Two Fundamental Outcomes for Every Conversation We Have – A Business Outcome and A Relationship Outcome

Most times the outcome we are most focused on in our daily conversations are the desired business result and/or the resolution of some business issue.  This is clearly one of the two fundamental outcomes we need to clarify and focus on to forward action.  Yet, there is another one that is many times either overlooked or undervalued – which is how is this conversation enhancing the relations

We all know the value of relationships in business.  Relationships are foundational in the fulfillment of your mission, vision and priorities.  Most executives I speak to will acknowledge the importance of relationships yet seem to be challenged around “finding the time” to improve relationships.  Certainly there are things we can do to be more proactive in strengthening our relationships (e.g. do more networking, be strategic in how I reach out, getting clients out socially, etc.) and being more proactive can take more time. Yet, strengthening our relationships does not take any more time when we realize that every conversation we have provides a context for deepening trust and generating more value for ourselves and others.  Therefore when you consider the outcome you desire for your interactions I suggest you consider the following questions:

• How do I view this relationship and how can I forward that through my interactions?
• When and where do I already have natural touch points that provide me with opportunities to forward what is important for the relationship?
  
• How can I approach those natural touch points more strategically in order to strengthen this relationship?
  

Conclusion

If these principles resonate for you I strongly recommend you consider the questions prior to key conversations you are having.  Once you are clear on the outcome – hold a strong intention for that outcome and do your best to remain focused in that moment on your intention.  Also, the essence of every business conversation is about forwarding a mutally valuable result.  Therefore it is crtical that at the outset for every interaction we understand what others are seeking from the interaction and that we take the time to align on a focus and agenda for the conversation.  For most of my clients, these simple principles and questions revolutionize the way they approach conversations as well as providing a means for them to continuously improve their ability to deepend value and trust.

The Definition of a Transformational Leader

A transformational leader is grounded in integrity because their actions are aligned with a strong sense of purpose and values.  They are embody a great vision and are firmly committed to forwarding that vision in the face of present circumstances – no matter how dire those circumstances are.   Yet, their conviction is not so strong that they are unwilling to take counsel from those who have knowledge in a particular arena.  They have the ability to connect with a wide variety of people and are able to bring out the best side of others in the service of the common good.   Such leaders challenge us to step out of our own comfort zones and reconnect to our deeper values and lead lives aligned with bigger visions than we had before.  The result of such a leader is revolutionary change.  Some examples of previous transformational leaders in our recent past include Martin Luther King, Mahatma Gandhi, and Nelson Mandela.

Most people sense the strength of President Obama’s leadership qualities and in fact one small measure of this were the results from our poll from 80 of our readers during the election.   Yet, more importantly are the early signs of how President Obama will lead.  The way he led his campaign and the transition, carried himself during the Inauguration, as well as the bold actions he has taken in his first days as president have all given signals of how he will lead.  The rest of this entry looks back at those words (mostly coming from his inaugural address) as well as these early actions he has taken and is done so in the context of key transformational leadership qualities.

The Foundation of Transformative Work: Focusing on a Clear Purpose that is Oriented to Serve a Greater Good

“On this day, we gather because we have chosen hope over fear, unity of purpose over conflict and discord“

President Barack H. Obama

President Obama has said that his primary purpose is to refocus our country on the values it was founded on and rebirth its leadership in the world.  The goals are to renew our country to its promise, build a prosperity that can be shared with all and make the world a safer place.  Thus far he is walking his talk and early indications are he will deliver on his promises.  He has surrounded himself by strong personalities – all committed to his vision yet with differing views on the best way to bring it forward which should keep him from becoming insulated.

A Transformative Leader Inspires People to Share Their Vision

“Now, there are some who question the scale of our ambitions – who suggest that our system cannot tolerate too many big plans. Their memories are short. For they have forgotten what this country has already done; what free men and women can achieve when imagination is joined to common purpose, and necessity to courage.“

President Barack H. Obama

In this one statement he invites us all to think big and believe we can step into the big shoes of our ancestors from the Revolutionary war, the Civil War, both World Wars, and the Great Depression.   Yet, now President Obama has shown the power of vision by ascending to the presidency when less than a year ago – the odds were against him.

In the business world, the concept of vision has been overemphasized and under utilized.  This is because that most visions are not grounded in a great sense of purpose, driven from a depth of passion or contain the resolve necessary to achieve them in the face of all obstacles.  Many visions within business have been created as an exercise rather than a serious undertaking.  Again, we have a chance to watch and learn from a visionary leader who knows how to move forward his vision under dire times.  All of us who are aiming to create something great can learn from watching such a leader in action.

Transformative Leaders Move Forward on Their Vision Even in the Face of Current Circumstances.

“Today I say to you that the challenges we face are real. They are serious and they are many. They will not be met easily or in a short span of time. But know this, America – they will be met.”

President Barack H. Obama

The President has consistently said that we face a deep crisis – one of a magnitude not seen by our generation.  He has not avoided the reality that getting through it will mean sacrifice and that it will take time.  Yet, in the face of that and from depth of his conviction he knows we will overcome this and can become better because of it.  When a leader holds such conviction – it is not hard to feel hope and feel reconnected to our own inner strength.  He is clear he can not do it alone and will need our partnership to succeed. This is what a great leader does.

Transformational Leaders Reconnect Us to Our Deeper Values and Asks Us to Step Out of Our Comfort Zones to Live Consistently with Them.

“Our challenges may be new. The instruments with which we meet them may be new. But those values upon which our success depends – honesty and hard work, courage and fair play, tolerance and curiosity, loyalty and patriotism – these things are old. These things are true. They have been the quiet force of progress throughout our history.”

President Barack H. Obama

Recent history in the business world has shown – when we try to play with numbers and when we try to trick the system – it eventually back fires.   In the business world, many have lost their way not because they are bad people but because they became disconnected from their values and the true principles that guide success and fulfillment.   People failed because they tried to cut corners and live from desires without a foundation in convictions.  Because of this it became easier to take actions that would provide instant gratification rather than ensure greater and longer-term results.  That being said, a leader shows we don’t have to sacrifice one thing for the other.  Prosperity and the common good must serve each other – they are actually indispensable teammastes.  As President Obama said:

In reaffirming the greatness of our nation, we understand that greatness is never a given. It must be earned. Our journey has never been one of short cuts or settling for less. It has not been the path for the faint-hearted – for those who prefer leisure over work, or seek only the pleasures of riches and fame. Rather, it has been the risk-takers, the doers, the makers of things – some celebrated but more often men and women obscure in their labor, who have carried us up the long, rugged path towards prosperity and freedom.

Transformational Leaders can Connect to and Inspire a Wide Spectrum of People

People describe President Obama as down to earth, real, and authentic.   If you watched any coverage of the inaugural balls you saw he and Michelle connecting genuinely and uniquely at each one they attended.  President Obama embodies diversity and has the uncanny capacity to connect with people quickly and genuinely no matter their background or political persuasions. He has shown that he can respect someone as a person even if that individual vehemently disagrees with his views.  Yes, he lambasted the Bush Administration for their policies yet he always showed respect for President Bush himself.  He has also embraced this in the way he has selected his cabinet by bringing in the best people to his cabinet without regard to differences.  In fact, he sees those differences as healthy ways to challenge his thinking and approaches.  Again, pay attention to how people are responding to this change and to his leadership.  While we are early into it yet there seems to be a palatable and positive shift in how many people are responding to each other.

Transformational Leaders Understand Power and How to Use it Well.

One of my favorite quotes from the President’s speech is as follows:
“(previous generations) understood that our power alone cannot protect us, nor does it entitle us to do as we please. Instead, they knew that our power grows through its prudent use; our security emanates from the justness of our cause, the force of our example, the tempering qualities of humility and restraint.’

Transformational leaders are focused on aligning their organizations to serve the common good.   They know the power they have yet use it in such a way that keeps everyone focused on the common purpose and allows for actions that deliver result yet in a way that honors our values and forwards the shared vision.  They understand if power is wielded to control and destroy – there are negative repercussions.  If power is not wielded at all the vision will not be forwarded at all.  Obama invited people to “unclench their fists” to receive an open hand of friendship.  Yet, he also said this:

“We will not apologize for our way of life, nor will we waver in its defense.  And for those who seek to advance their aims by inducing terror and slaughtering innocents, we say to you now that our spirit is stronger and cannot be broken — you cannot outlast us, and we will defeat you.“

Transformational leaders use power to uplift and build momentum towards common purpose yet they also are not afraid to use power forcefully if forces wield violence towards the common good.

Transformational Leaders are Inclusive and Maintain Trust Through Transparency:

In President Obama’s address he only spoke in the first person (using I or me) three times while he spoke inclusively (using we, our, us) 143 times ¹!  This is an indication of Obama’s orientation to create a sense that we are all in this together.  Again, his inclusiveness is also highlighted by the diversity of his cabinet choices as well as his ability to walk in many circles and feel at home.

Obama also promises that there will be unprecedented level of transparency for his administration.  Have you visited the White House Website yet?  There is a blog that provides daily updates on the administrations agenda, the ability to write directly to the president or his cabinet officers.  In addition, Obama signed an executive order in his first day of office that brought back to life “The Freedom of Information Act” so that it truly serves the American People and not the administration.  In talking about this executive order President Obama said:

“The Freedom of Information Act is perhaps the most powerful instrument we have for making our government honest and transparent, and of holding it accountable”

Transformational Leaders Act Consistently and Boldly from Their Purpose and Vision

Well much of President Obama’s impact remains to be seen yet if his transition and first days in office are any indication – the momentum will build and great things can be accomplished.  He has moved quickly to set a foundation for action with his cabinet and early executive orders.  Now that he is in office – we can watch it all unfold.

Yet, In her sermon at the National Prayer Service on January 22 – Reverend Dr. Sharon E. Watkins fired a warning over the presidents bow saying:

“What you are entering now, Mr. President and Mr. Vice President, will tend to draw you away from your ethical center. But we, the nation that you serve, need you to hold the ground of your deepest values, of our deepest values. Beyond this moment of high hopes, we need you to stay focused on our shared hopes, so that we can continue to hope, too. We will follow your lead.”

Mr. President many will follow your lead- as long as you are leading in a way that is consistent with the standards you have set to date.