Shades of Leadership

Team Leadership

I used to hate group projects in school.  Because there was always someone who wouldn’t do their part, and everyone else had to pick up the slack.  On the other hand, I find very few things more rewarding than working with a high-performing team. So what are the characteristics that distinguish dysfunctional groups from high-performing teams?  The answer lies in leadership that creates an environment where everyone is willing to pull more than his weight toward a goal of shared success.

This past weekend I was involved in a project in our school district that was a wonderful lesson in what it takes to lead and be part of a team.  The project included administrators, teachers, students, and volunteers (both students and parents) – each being required to do a share of the work.  Here are some observations I made leading up to the event, and as I watched the two days unfold.  The lessons in leadership were innumerable, and the ramifications evident: 

• Aptitude
  • Capabilities:  A great leader ensures that everyone on the team is able to do his job.  This sounds simple, but in a team situation, it’s easy to assume that good players will carry those who are mediocre. When a deficiency exists, leaders must make sure people have access to resources to improve their skills.
  • Organization:  It is essential in a team activity that there is a clear process for how the project is to be accomplished.  When more than three people are involved, it’s easy to assume that someone else is handling a task.  A clear understanding of “who does what by when” is needed to minimize unexpected surprises.  Periodic checks along the way ensure that the project is on track.

• Attitude
  • A greater purpose:  A great leader creates a feeling of purpose larger than the team itself.  Pro-football teams win a championship for a city, not just the team. Academic achievements benefit the entire university’s reputation, not just one department.  Every organization has a greater population for which its success is a reflection.  Until that is understood and shared, motivations remain selfish.
  • Individual gain:  As a corollary to the previous point, a great leader also communicates that success for the team translates to success for each individual. If a leader doesn’t create a line of sight connecting the individual’s gain to the success of the group, the assignment becomes something they are doing for someone else – rather than including a component for personal growth -- always a huge motivational factor.  In fact, if it’s dangerously construed that only the leader can benefit from a group’s success, feelings of resentment and animosity are born, which leads to complacency in the least, and sabotage in the worst scenario. 

• Support
  • Tangible Support:  A leader must provide the resources necessary to get the job done.  Sometimes this is monetary, but it often goes beyond just writing a check to include other resources – equipment, manpower, and facilities.  A leader’s highest level of tangible support is visible presence.  Nothing beats seeing a leader roll up his shirtsleeves and carry part of the load. 
  • Intangible Support:  A leader’s intangible support is often even more important than that which can be measured.  Conveying a personal level of dedication and support for success is vital to motivate a team to get the job done.  In the absence of being physically present, which isn’t always possible, a good leader makes it clear that success is expected and will be rewarded. 

We had great examples of leadership this weekend during our project.  Given very little guidance, a group of student and parent volunteers improvised, carried out both assigned and unassigned duties, and provided one another with support in spite of unexpected challenges.  This group of people experienced satisfaction of getting a job done, deepened friendships and made new ones, and will likely remember the weekend more for the positive outcomes while chuckling about the hiccups along the way. 

On the other hand, we also witnessed ramifications of poor leadership from people who obviously didn’t have a vested interested in creating a successful event.  They performed (or didn’t perform) their duties with long faces, seemed stressed out because they were ill-prepared, and will likely remember the weekend event as something they had to do, rather than something they wanted to do.  Interestingly enough, I doubt any of them made a single new friend, and certainly failed to positively deepen any relationships with which they started the weekend.

We are often asked to lead projects – sometimes by a boss, sometimes by a group of volunteers, and sometimes it just happens to fall in our laps because no one else is around to do it.  The difference between whether it becomes a positive or negative experience is determined by how we lead.  Providing a qualified group of people with needed resources and a shared understanding of purpose can make the event one of their most memorable and one from which all involved can grow and learn. 

 

 

 

Leadership and Dealing With Success

With the passing of Whitney Houston, the world loses another individual whose capacity for greatness was only exceeded by the inability of being able to handle it.  Few entertainers showed as much initial promise in their early years, and fewer still managed to lose it from their grasp so quickly.

As parents, we spend a great deal of time protecting our children from getting hurt in their early years.  As they get older and experience inevitable setbacks, we invest time talking with them about the important lessons that come from not getting what they want, and teach them to look for the silver lining when things don’t go their way.   But perhaps the lessons that come from stories like Whitney Houston are evidence that as importantly, we need to prepare our children for the challenges that often accompany success.

Too often the focus is only on winning and becoming successful.  We hail the victors of sports contests and celebrate the accomplishments of entertaining sensations. We applaud the Nobel laureates and idolize pop culture icons.  But with each success story, a parallel universe exists to exploit our “heroes” and tempt them into a life that is not sustainable.  Often these individuals are poorly equipped to handle the success, because everyone around them is so excited about the rewards that no one warns them about the landmines.

Public success results in three outcomes that have both a positive and negative side:  Money, fame, and people.  Money that comes too quickly is hard to correlate and value.  Too much fame may cause one to think they’re infallible.  And of course, success can attract a population of people who prey on the vulnerabilities of newly made stars.  The extent to which an individual is prepared to manage these three variables is critical to whether they can create a lifestyle guided by values and humility, and see beyond the superficial trappings of stardom.

So what advice can we give to our children so that they are as prepared for success as they are for setbacks?  Here are some suggestions for starters:

• Keep it real. Sometimes you win because you’ve worked hard; sometimes because you’re lucky.  Most often, it’s a combination of both.  Don’t lose sight of what factors contributed to your success, and the people who helped make it possible.
• Know your friends.  New “friends” are bound to come out of the woodwork, and it’s not to say they’re all opportunists, but keep your eyes open for whether they’re genuine.  If your best old friends don’t return your phone calls, do a reality check on whether you’re keeping it real.  Surround yourself with people who will tell you the truth, not what they think you want to hear.
• Be prepared for things to go wrong.  And when they do, don’t resort to quick and artificial fixes.  For someone with money, there are endless ways to anesthetize one from pain and discouragement.  But none of those make you stronger.  Deal with disappointment straight on, and move through the difficult times.
• Hold fast to your values and manners.  You know…the ones you were taught when you were about six.  The difference between right and wrong, and remembering to say “thank you”.  Always listen for your mother’s voice in the background.
• Instill the sense of a wider community.  Success is best when it’s shared, and when it provides others opportunities to realize their dreams.  Remember that it’s not just a matter of whether you succeed, but whether the world’s a better place because of it.

The landscape is littered with names like Whitney Houston, who rocketed to stardom at an early age. Very few achieved the incredible success that she did so quickly.  Somewhere along the way, she and those around her lost sight of how to make the right decisions.  Albert Einstein once said, “Try not to become a man of success, but a man of value”.  When success early in life is not managed properly, and an incredible life is cut short,  the world can never truly realize the value of what an individual can bring.  

 

 

 

Strategic Importance of Diverse Leadership

First Hostess, then Kodak.  Two of my childhood brands declare bankruptcy in the same week.  As a consumer of their products, I never imagined either of those two companies going away.  But as one who spends time examining how businesses are led, I realize the importance of strategic challenge – an agenda topic that both of these companies missed.

No one can argue that the landscape changed for both of these firms.  For Hostess, the push for nutritional foods and the focus on childhood obesity has certainly affected their business.  Although Hostess publicly states a commitment to responsible advertising and health and nutrition (eliminating trans fats), their website reports that top sellers are still the sweet snacks that we all knew from our childhood.  The customer base was shrinking, and no one did enough to identify and capture growth markets.

For Kodak, the digital age undoubtedly changed their business model.  I can’t remember how long it’s been since I bought a roll of film.  Although Kodak modified their product line and business around the changes in how memories are recorded, they’re really only known for one component of that “Kodak moment” – the film – and it was the one component that was going away.  The competitive set for that “moment” expanded beyond the traditional cast of characters (Fujitsu, Samsung) to the wider digital world of Apple and Sony.

Industry leaders are rarely the ones who change the game

Successful companies know that one of the greatest business risks is to have someone come in and re-write the strategic landscape. Notwithstanding that, you can take a look at just about any changed industry, and trace the interloper to an unexpected entrant.  Sears and Montgomery Ward paid no heed to a retailer named Walmart that was building stores in markets that didn’t seem to matter. American car companies were thrown off balance by an unlikely Japanese auto industry that redefined what quality was to the automotive consumer.  And Amazon, a company that realized we never needed to touch the book before we bought it, put large bookstore chains out of business. 

In hindsight, every company in trouble can go back and see where the adjustments should have been made.  So what is it that causes good companies to miss that important conversation? 

Conversations can only be as informed as the level of life experience around the table. 

I say “life experience” because it’s exactly that.  Our professional resumes state what jobs we’ve had, but don’t really reflect our values, our biases, and all of our experiences.  But when we contribute, we bring all of those variables to the table – which is the fundamental reason why diversity is important.  A quick look at the executive makeup of both Kodak and Hostess shows that the lack of diversity could have contributed to a limited perspective in strategic conversation.  There is little age, gender, and ethnic diversity in their board or leadership makeup.  You’d think a company that sells products to families would have a woman on the leadership team.  You’d also think a global company would have extensive international makeup at the board level.  I’m not saying that diversity is the sole answer.  But based on my experience, now sitting on four public boards, the conversation is far richer when there are different experiences around the table.  There’s less likely to be a common blind spot, and it’s more likely that someone sitting at the table has gone through any possible business scenario.

One of the most important roles that business leaders have is to challenge and pressure test the business strategy.  But we can only challenge and test to the extent of our experience.  It’s even more difficult if a company has a heritage of success.  Kodak and Hostess both had enviable competitive positions at one point.  But those around the table lacked the wisdom to measure a familiar trajectory against a different horizon.  

 

Leading in unpopular times

One of the most difficult roles that leaders have to play is to lead in spite of someone else’s poor decision.  As leaders, we work in organizations that are impacted by a multitude of people.  Sometimes it’s another supervisor, sometimes it’s a factor totally out of our control (government regulations or new organizational policies).  In these situations, the organization often looks to us to “fix” the problem, or make it go away.  Sometimes they even expect us to look the other way so that the rule can be broken.  But as leaders, we know that one of our greatest responsibilities is to maintain a productive organization, and keep the peace.  Great leaders manage in spite of these circumstances, and draw upon a set of tools they’ve picked up along the way to inspire others to move forward.

Don’t blame.  The worst thing a leader can do in this situation is to take the side of the organization, and badmouth the decision-maker.  Although this might feel easiest to do (and might actually reflect your own opinion about the decision), leaders who do this are weakened.  Not only does it alienate the person who made the bad decision, but also more importantly, it diminishes your stature in the eyes of the organization.  By doing so you no longer distinguish yourself as different from the others – you’ve joined the ranks.

Learn and provide context.  When the fury wears off, find an opportunity to share context with the organization.  Unless the decision is totally ridiculous (in which case you should be taking other steps to have the person removed from the position), there was probably information that person had that caused the decision to be made.  If you don’t understand the rationale, get it.  Ask the person who made the decision what factors contributed to his/her choice.  Learning the background can help inform how you communicate it to the wider audience. You will have a better understanding of why the decision was made, and better able to support it.

Find others who share your dilemma.  In most situations, you’re not the only person who is faced with this uncomfortable role.  There are often other officers in the group, or other volunteers who share your concern.  Use one another as a sounding board and planning group.  It’s important to have a “safe” group of people with whom to vent, commiserate, and then formulate a plan to move forward.  One thing to note is that the higher you move in an organization, the tougher it is to find people who share your dilemma.  Sometimes you have to find a “support group” outside of your organization with people who have gone through similar circumstances.

We all know that leadership is not about popularity.  Nor is it about making easy decisions.  True leaders understand that in spite of misguided or poorly executed decisions made by other people, we have to continue to keep the organization from breaking down.  The trick is to think bigger than the individual – and our own opinions – and do the best thing for the wider group.

 

 

Leadership and Integrity at Penn State

Recent media attention focused on Penn State University allegations, resulting in the dismissal of long-time coach Joe Paterno, draws attention to the topic of integrity in its deepest sense.  As leaders, there are few things that matter more than the expectations that others have of leaders to “do what’s right”. The incomprehensible levels of complacency and minimal reporting in this situation leads me to wonder what contributed to misguided decisions made by those in leadership positions that impacted the lives of so many young people.

Joe Paterno’s legacy up until the last two weeks seemed to be one of near fairy-tale perfection.  Not only was he the football coach with the highest ever winning record, but his personal brand of decency and integrity seemed to serve as a role model for so many young students who had the privilege of his tutelage.  The halo effect of Joe Pa’s reputation on the institution undoubtedly drew countless number of students to the campus as well as secured the loyalty of many alumni who chose to continue to contribute to the Penn State’s financial strength.

I fully support the decision of Penn State’s board of trustees to dismiss the coach.  The public face that he carried, the almost synonymous connection between the Paterno and Penn State names, and the impact that continued delay would have in this matter was far too great.  In his position of leadership, the absence of purposeful action is inexcusable.  However, what saddens me most is that there were so many people along the way who either covered up for the alleged perpetrator, or chose not to learn more about rumors that were undoubtedly whispered.

Parents of kids who were aware of inappropriate behavior didn’t go to the police.  Was the lure of meeting celebrities too great to give up?  Members of “The Second Mile” board and leadership were aware that Sandusky had showered with boys.  They didn’t go to the police.  Were those leaders too concerned with fundraising to worry about what the reputation of one of the founders would have on the organization’s mission?  When Penn State officials were told about the allegations, they merely “took his keys away”.  Really.

At what point do you say “enough”, and just to do the right thing?

The one thing that makes human beings different from other living creatures is our gift of conscience.  We are taught at a very young age that there is a difference between right and wrong. But too often we allow life’s other priorities create interference.  We allow policies and delegations of authority to drive our only actions. 

Leaders must remember that integrity cannot be outsourced, and values cannot be delegated.  If one person along the line had blown the whistle on this alleged animal, perhaps Penn State wouldn’t be looking for a new football coach ahead of schedule.

 

Leadership and Education of the Arts

Last night I attended a performance of “The Barber of Seville”, the opening night of Houston Grand Opera’s 2011-2012 season. As I flipped through the pages of the program, I read an article on the opera’s composer, Gioacchino Rossini, and learned that he composed the opera I was about to experience before he reached the age of 25.  A young Rossini, who was accepted into a conservatory at the age of 13, went on to become one of the most prolific and successful composers in musical history.  The thing that strikes me is that had Rossini been born in the last 50 years, I might not have been able to enjoy the genius of his work…because he would have been more “educated” by the modern day definition. 

I often wonder about the system we use to educate our children today, and whether it actually recognizes and nurtures the gifts that children possess from the moment they are born.  Don’t get me wrong…I’m a proponent of having quality education available to all children.  But I wonder if through our structure of standardized testing and curriculums that we fail to identify the Rossini-types of today?  Sir Ken Robinson, an internationally recognized leader in the field of education and innovation, gives a compelling argument in his 2007 TED Talk that education in fact kills creativity. 

The disadvantage of creating an education system designed for the masses is that it easily caters to the average.  In an effort to not leave too many students behind, we often fail to provide an environment to those who truly excel in fields of their natural talent.   A mathematical genius is held back because some kids in class have trouble mastering long division.  The aspiring poet has to spend hours annotating in the margins of historical fiction. A promising composer might be measured by whether he can master an instrument, march in a band or sing in a choir.  There is little time given outside of the classroom to explore with innovative mentors. 

I’m not sure what the answer is.  But I know that as is true with many conundrums in our lives, the solution lies somewhere in the realm of leadership.  As parents, educators and political leaders, we must find a way to provide education to the masses, while not glossing over the likes of Rossini who live among us.   We need to allow natural talent to flourish because it builds children who are confident in their abilities, and willing to stretch their minds.  We need to be mentors to those who need guidance and support to achieve the potential of their natural talents.

I have no idea if a young Rossini was good in social studies class.  If he had been forced to go through today’s modern education system, he might have graduated from a wonderful European university, been able to recite more facts about world history, or manipulate algebraic formulas as well as the average 25-year old.  But frankly, I’m far more grateful that he learned how to shape musical phrases, resolve the flowing runs of a coloratura soprano, and synchronize centuries of the human heartbeat to the rhythm of an orchestra.

 

 

Leadership Amidst Tragedy

On the eve of the 10^th anniversary of the September 11^th tragedy, I pause and think about the stories of leadership that emerged during this world-altering event.  Co-workers helped one another down smoke-filled stairwells. Firefighters entered buildings to save lives knowing they would likely never survive. Strangers reached out to those in need, and to those who were stranded. Stories of heroism and leadership were everywhere.  Yet in many cases, those stories were not about people in positions of leadership.  They were stories about ordinary people thrust into an extraordinary situation, who answered a call to lead in the midst of tragedy.

Tragedy has an incredible leveling effect.  And perhaps for that reason, in times of tragedy, leaders emerge from unexpected corners.  People who normally don’t have the organizational legitimacy to lead find themselves in a position to provide guidance, support and inspiration to others.  The tragedy of September 11^th was non-discriminatory.  Posh executive suites were brought down in the rubble as quickly as mid-floor cubicles.  Pentagon rank played no role in determining who lived and who died in the government building.  And on the planes, first class and cabin passengers perished together. 

Under normal circumstances, people defer to those in leadership positions to tell them what to do.  But in a time of crisis, three critical advantages that those in traditional leadership positions normally have become available to others, which provides the opportunity for non-likely players to step into roles to lead and inspire.

• Leaders usually have more information.  On an average day, those who hold leadership positions are generally privy to more (and often advance) information.  Executives, often briefed by assistants, are in a better position of knowing what to do, how to respond, and what outcomes might result.  In time of tragedy, information plays a critical role as well. On September 11^th, cell phone calls to loved ones from UA Flight #93 provided information about what was happening.  Those passengers with that information were best positioned to know the level of danger and urgency, and acted accordingly.

• Leaders usually have more relevant levels of experience.  In most organizational structures people are promoted based on level of experience.  As a result, those who are the leaders normally have more experience, and in a better position to know what to do, and how to lead.  However, in times of tragedy, the definition of “relevance” is changed.  On September 11^th, emergency response experience was the only experience that was relevant.  From the stations of NYC firefighters, some of the greatest stories of inspiration and leadership emerged.

• Leaders usually have disproportionate access to resources.  One thing that gives leaders the ability to mobilize and execute is their ability to access both monetary and human resources.  Tragic circumstances are no different.  It’s just that the resources most valued were different.  In the days following the attacks, what mattered wasn’t someone’s contact list.  It wasn’t access to low-interest capital.  Instead, some of the most valued resources were rental cars available in Canada, cell phones that had service, and generous hosts in countries with stranded Americans.

Perhaps an important message about leadership from September 11^th is that the most critical quality of a leader is his/her willingness to lead.  In our everyday lives, we have the opportunity to provide support and inspire people to do great things.  But too often we don’t bother – because someone else is supposed to do it.  After all, it’s easier to complain about how someone is not leading rather than choose to do so ourselves. 

In tribute to those who lost their lives on that just-another-September-morning a decade ago, let’s dedicate ourselves to find more opportunities to reach out to someone in need, provide inspiration to a struggling child, or pledge our time and experience to a cause that needs a boost.  We are all leaders if we choose to lead.

 

 

 

Leadership and Progress

An interesting article appears this week in the Wall Street Journal, co-authored by a friend of mine, Curtis Chin.  The article points to a flaw in how the world measures “progress”.  We seem to be impressed with skyscrapers, large infrastructure projects, and event-related building (such as the Olympics).  Upon closer inspection, much of this is window-dressing, as actual improvements in standards of living associated with these projects are miniscule, if not even more glaringly deficient when juxtaposed against gleaming steel and shiny marble of impressive buildings.

Although the WSJ article centers on the geographies of China and Asia, the argument can be made for any developing country in the world.  Moreover, I believe the same problem exists in developed countries such as the United States.  We have prided ourselves for two generations on becoming a world leader since WWII. It is true that our highways and bridges need to now be rebuilt.  The source of our energy, be it petrochemical, wind or solar, is the topic of debate in government buildings and boardrooms around the country. So what is the role of leadership in creating a foundation for “progress” if the world is to truly shorten the gap between the wealthiest and poorest people on the planet?

I contend that the solution is not in hardware, but software.  My friend’s article speaks to the importance of smaller infrastructure projects rather than large ones that actually improve the quality of life for the average citizen.  Irrigation systems and utilities, albeit not as visibly impressive, go much farther than skyscrapers, stadiums and airports.  I go one step further.  I believe that investment made in skills and capabilities of the most vulnerable is what the world needs, and what few large institutions or governments these days are willing to address.  It’s much easier to approve billion-dollar plants than overhaul an education system, much easier to compete for an Olympics venue than provide training for competent medical staff.  But unless we’re willing to deal with the difficult topic of “how” people can improve their lives, we’re kidding ourselves.

There seem to be a number of things that get in the way of making true progress toward lifting lives.  Here are just a few:

• Corporate objectives.  Measuring the ROI on improving an education system is not something Wall Street knows or really cares about how to measure.  Financial models have a much easier time predicting how concrete buildings depreciate than they do measuring human capacity underutilization.
• Bureaucracy.  Government agencies are generally more successful at slowing things down than speeding things up.  And the majority of government departments focus on software rather than hardware (education, health, social programs). 
• Government incentives.  Special economic zones in developing countries reward infrastructure projects.  Building schools and improving health care skills is rarely encouraged. 
• Lack of accountability.  No one gets fired if kids aren’t educated or babies aren’t fed.  If an infrastructure project is a failure, people lose their jobs.
• Lack of significant impact.  “Software” projects get relegated to not-for-profit and well-meaning individuals, who are limited by scale.  With the exception of The Gates Foundation, these efforts often have limited impact and are difficult to sustain.

The solution lies in inspired leadership:

• We need to elect politicians who want to work more than they want to campaign.  They need to examine the ineffectiveness of government agencies that regulate progress away, and do away with them.  Instead, we need to create expectations for school districts and educators that truly measure how much is learned rather than how well kids test. 
• We need more corporate leaders who are setting robust targets in business strategies.  Boards of directors need to challenge business strategies that only target short-term results, and hold leaders accountable for creating true sustainability.
• We need to have more conversations with our kids about the things that really matter in life.  As parents, we need to balance the important that today’s culture places on artificial measures of success with conversations about human capacity.  Exposing our kids to a larger world will only increase the likelihood that they can make a difference in the next generation.

Let us not be deceived into thinking that building a new skyscraper constitutes "progress".  It's really about how people can get into those buildings and make a difference in the world that truly matters!

 

 

 

Leadership and Impact

I spent some time this week putting on a one-day leadership camp for a group of high school students.  During the session, we spent some time talking about impact…and I was reminded of how important it is for leaders to realize the intended and unintended consequences of what we say and do. 

As we shared stories about leaders we admire and those we aren’t comfortable following, the message was clear to me:  Whether you’re a leader in high school or running a national government, being astute about your personal impact as a leader is important.  Whether you’re making a formal presentation, or giving the nod of a head at the grocery store, everything that we do matters to someone who considers us a leader. As unfair as this may seem – after all, who likes to spend their day thinking twice about everything we do -- with the position of leadership comes the inescapable scrutiny of our actions and words by those who we inspire as well as those who long for our demise!  Here are some considerations that the students came up with that I thought I’d share:

• Leaders need to be keenly aware of words we use.  Assume that nothing you say will be taken lightly. If you give words of encouragement and support, they mean more than you realize.  If you’re careless with your choice of words, you can be easily misconstrued.   
• If you’re celebrating a victory, remember there are those who didn’t win.  A leader’s pride can quickly be construed as arrogance.  When congratulated, be sure to have a response that contains humility and gratefulness.
• It sounds cliché, but our actions have far more impact than our words.  What we do needs to support what we say we believe in.  People will test our conviction and commitment by watching, not listening.
• Leaders should refrain from being publicly negative. Feeling frustrated is something that happens to all of us.  But as leaders, our moods impact those around us, and therefore can inhibit our ability to inspire excellence.  Nobody likes a whiner – especially a whiny leader.  Find a “support group” with whom you can express your frustrations, but when in “public” don’t forget the extent of your impact.  If you’re down, you can’t expect anyone around you to feel up!
• On a corollary to the last point, we need to pay particular attention to how we use social media.  Facebook is not a place to vent publicly – especially when it comes to people with whom we’re frustrated.  Remember that once it’s out there, you can’t take it back.  Keep your disagreements private, and use social media to amplify the positive!

Think about the people who you have admired as leaders.  You probably remember things they said and did that they wouldn’t be able to recollect.  In fact, leaders often find it surprising that people remember so many details about them….especially about the first time they met.    

For many of us, we probably don’t spend enough time thinking about how we choose our words, or how our actions might be construed.  Putting ourselves on the receiving end can help us understand our true impact. Surrounding ourselves with people who tell us truly how we come across is also a way to keep a check on reality.  A leader’s influence rests in the trust and respect given to us by those we hope to lead.  Understanding the importance of impact is essential if that trust and respect is to be sustained.

 

 

Leadership and Vision

With the landing of the final space shuttle this morning, I pause and reflect on the role that the space program has had in our nation’s history.  The 1961 words of President John F. Kennedy’s proclamation to Congress gave purpose to the organization called NASA, and gave more than a generation of Americans an invitation to be a part of a dream whose idea had only been seen in Hollywood movies and Marvel comic books.

More importantly, it demonstrated the importance that vision plays in the role of leadership.

Kennedy’s words to America, “to commit itself to achieving the goal, before the decade is out, of landing a man on the moon and returning him safely to Earth”, provided a vision to a nation struggling to establish itself as a leader in the field of space travel.  More importantly, his comments highlight the importance of four components to a vision that fuel inspiration and drive action.

A Specific Task.  Landing a man on the moon.  It doesn’t get plainer than that – no ambiguity, and nothing left to chance.  As leaders, it’s important to state a vision that is clear on what you expect.  Don’t leave anything to interpretation.

A Big Idea Shared.  Kennedy’s comments drew Americans together by asking for a shared commitment.  You didn’t have to become an astronaut to be committed to a space program.  His words invited you to join the journey, and to become part of something that sounded exciting.  People like to be a part of something big, and to have something behind which to rally. 

A Deadline.  A deadline of less than 10 years probably sounded ludicrous to a nation that was so far behind the Russians in the space race at that moment in time.  By doing this, he created importance in his vision, and helped set priorities against initiatives that were competing for time and resources.  It’s important for a vision to have a timeframe.  It makes progress measurable, and helps a sense of urgency.

A Personal Connection.  By stipulating that we “return him safely to Earth”, the President set a non-negotiable boundary condition, and reminded people that this was about people, not machines.  Nothing draws a stronger personal connection than safety. By creating a personal connection, leaders engage the human spirit by creating a personal bond to the vision.

John F. Kennedy’s immortal words stand as one of the most significant vision statements in our nation's history.  The resulting outcome went far beyond his stated objective.  We indeed landed a man on the moon and brought him back safely by the end of the decade.  But the contributions that the space program brought to science, engineering, medicine and education are infinite.  The best leaders understand that great vision goes beyond the initial statement.  They know that along the way of achieving that vision, people will find many ways to go beyond their personal best, and discover collateral benefits and rewards.  They do this because they are inspired to become a part of a great story, and grow in the process. 

In this case, a great vision challenged us to reach for the stars.

 

Leadership in Person

I went into a bank yesterday.  I mean a bank lobby.  I know.  It’s something that’s very unusual in these days of on-line banking, drive-thru tellers, debit cards, and ATM machines.  But I needed to speak with a person.  You see, I wanted to get my daughter a credit card, but she’s under 21.  The on-line system kept rejecting my user ID and password, and the telephone option kept putting me on hold after transferring me to five different departments. So I got in the car, and drove a mile from my home to speak with a human.  Upon walking into a rather empty lobby, an associate greeted us, and welcomed us to have a seat. After a friendly conversation about my daughter’s experience in college, he took down some information, secured a few signatures, and said I’d have the cards in a week.  It was nice. 

The experience made me think about how much I actually miss the personal touch in business.  Recent advancements in convenience and technology have just about done away with the need for human interaction.  As customers we are able to shop, select, and purchase merchandise from companies without ever dealing with a human being.  Our dry cleaning can be delivered to our home or picked up through a window.  Birthday and holiday presents are even sent via various websites that giftwrap and personalize a gift card.  For most of the time, as a customer, this convenience is great.  But from time to time, I find myself longing for the olden days of speaking with a human being who can actually solve a problem. 

Business leaders today face an interesting dilemma.  On one hand, to dismiss the expectations that customers have for websites, social media, and physical conveniences (such as drive-thru windows) is foolish.  But over time, brands that engender the greatest customer loyalty are those that consistently deliver not only transactional excellence, but those that create a meaningful relationship between themselves and customers.  This will never change.  So here are some simple suggestions that leaders might think about as they examine how to balance the variables of convenience vs. a personal touch:

• Take a look at your website and see if there is an easy way for customers to contact you directly.  Make sure that when they click on the “contact us” option that you actually provide a phone number or live chat opportunity for customers to converse with you in real time
• If customers are greeted by a recording when they call you, make it easy for them to talk with a human being.  Minimize the time they’re put on hold – regardless of how great your music is.  It’s aggravating.  And try not to pass them around to more than one department when they call. 
• Examine whether your company is actually using technology to get to know customers better.  Are you tracking purchase decisions and recommending related items?  Are you maintaining information about their personal preferences occasions that are special to them? 
• Is your company allowing a customer to choose how he/she prefers to interact with you?  If they don’t want a daily email touting your offers are you obliging?  Companies that learn to tailor the level of technology “involvement” they have with customers will be rewarded.
• If a customer actually purchases something from you on line or over the phone, find a unique way to follow up personally.  This is most important for loyal customers who expect even better treatment.  Finding a way to provide a personal touch to your best customers is one of the most important, albeit difficult things to do.

As a customer, I enjoy the conveniences that technology provides.  But my experience in the bank yesterday reminded me that business is, as it has always been, about relationships.  The ability to initiate and hold a conversation, understand a customer’s needs, and strengthen bonds by staying connected are keys to building lasting relationships. Those who understand the need to keep the personal touch in the equation will always hold a key to loyalty.