1-29-10 Losing Your Mind in the Snow

We’re having a fine time with winter weather here in the Midwest. Driving in the snow this morning got me to thinking about how people react under stress.

I don’t know what it is about the snow or ice, but it seems to turn normally safe and rational drivers into idiots. It is like they have forgotten how to drive. Good grief. At a time when they should be slowing down, thinking things through, and executing deliberately…. Instead you see them driving way to fast for the conditions, not thinking ahead about that next stop sign or traffic light, and making last minute decisions that cause panic.

I’ve seen similar occurrences at work. How do the people in your company react in a crisis? Let’s say that you have just discovered that a component going into your product is defective -- and it adversely affects the safety of your product. Here’s what often happens…….

First, there is shock. How could this happen? Who screwed up? Then reality sinks in when you discover that not only are the products in the line going to have to be reworked, often many of the products already out on the market will have to be fixed. Existing and potential customers aren’t going to be happy, and customer is king, right?

So how does your company respond……….

Your company trots out that one guy. You know the one…. He kicks butt and takes names….. He rolls over everyone in his way, or even close to his path. His method for fixing problems is to take a shotgun and shoot everything in sight -- widely dispersed buckshot. He is an expert at throwing resources and bodies at the problem, chasing down rabbit trails that shouldn‘t even be explored. There are lots of special meetings, hot lists to work, task forces formed and disbanded, tiger teams….. Well, you name it and he probably does it. Does he fix the problem? Yea, usually. But at what price? How many resources were wasted on extraneous activities? And probably most important, does the problem recur? The answer is probably. Why?

Because instead of lots of arm-waving and extraneous actions --- you know, to make it look like somebody is DOING something, the problem would be better served in a more methodical manner. By slowing down, calmly assessing the situation, developing a plan that all affected parties support, designing a response that not only fixes the current problem but also prevents recurrence, and then doggedly executing the plan. The arm-waver will say that he is doing that, but in reality, he isn’t.

Today’s headlines about Toyota and their accelerator problem has me wondering how they are responding internally. Of course, I don’t have an internal view into Toyota. But I’m guessing that, based on their past performance, they haven’t called in the arm waver. My bet is that they are taking the methodical approach. It may take a little longer, but you can be pretty sure that the problem will be fixed correctly and won’t recur.

So, the next time you are driving in the snow or are called on to fix a serious problem at work…… slow down, think ahead, and take rational and deliberate action.

Cheers! And enjoy the snow!

1-27-10 The Coolest Industry in the World

I’ve had the opportunity, over the years, to have many jobs and to work in several industries. Granted, most of those years have been in the aerospace industry. But I’ve had enough time in the others to firmly seat the belief in my mind that the aerospace industry is the coolest industry in the world.

Why? I mean, really, what industry can you work in that does everything from building one jet every 6 hours to building a space shuttle to building a satellite to building a helicopter? The diversity of product is just fascinating. Okay, I admit it, I’m definitely an airplane geek. I’m one of those people that you see …. You know, the one that hears a jet and stops to look up --- and can usually identify what kind of jet it is.

I also love the diversity of process in the industry. Think about it. When you build an airplane, you are basically taking bits and pieces of various kinds of metal, forcing them into the required formations, adding miles of electronics and tubes, and then creating a whole new method of transportation. And millions of people depend on your expertise. Every person in the process has a direct impact on the safety and dependability of the product. Talk about knowing that you have an impact on the bottom line…….

And talk about the opportunities in the industry. Don’t like what you are doing today? Fine, move to another area. ‘Course it isn’t always easy to do that, but it IS doable. I’ve moved from Finance, to IT, to Manufacturing/Operations, to Program Management, to Sales. All within the confines of one industry -- even one company.

So what do you think about the industry you work in? Is it the coolest industry in the world? What about the company you work for? Is it the coolest in the world? And what about the department you work in, is it the coolest in the company?

I think aerospace is the coolest industry in the world. If you don’t think that about your industry or company, why are you in it?

I’ve always subscribed to the view that life is WAY to short to be doing a job that I hate or working in an environment (or company) that I don’t love. Is that what you do everyday?

Yea, I know, in today’s environment it is more that a little difficult to change jobs or change industries. But even if you can’t make the change today, what are you doing to get ready for the change when the time is right?

Something to ponder, eh?

Cheers!

1-25-10 Shoulda Told Me #5

Ah, the age of entitlement…… Time to go down the "shoulda told me" bunny trail again.

Some years back, I had one shop area that had recently undergone an analysis of the work performed relative to the job descriptions and grades assigned to the employees. For the most part, it seemed as though everything and everyone aligned. There was, however, one job where the work that the employees were doing did not match well with the grades assigned to the various employees. This spurred a review of all employees in that job code. As a result, there was a significant realignment of employees within the job code -- not only in my factory area, but also across the division.

Because of that activity, some employees had a grade increase and some employees had a grade decrease. Since wages were tied to the grade, you can imagine the furor that caused.

I learned many management lessons from that episode, but the one that sticks out in my mind just now is illustrated by one employee’s comments (or rant, depending on your point of view).

This employee, along with his union rep, stopped me in the factory one day. The employee proceeded to vocally tell me how unhappy he was with the grade change. He just couldn’t believe that after all the years he had given the Company, that we would take away his grade. After all, he told me more than once, he was ENTITLED to it!

Someone shoulda told me that there are people out there that feel they don’t have to earn something --- that they are entitled to it because of longevity or other factors!

I guess that I already knew that, but it wasn’t something that I espoused or lived, so I naively believed that others had the same ethic I did. Sheesh, was I wrong.

I’ve pretty much had to earn everything I’ve gotten. When I was 16, no one walked up and handed me the keys to a car -- I had to earn it. When I was in school, no one walked up and offered me an A in a class -- I had to earn it. And when I was working, no one walked up and offered me a promotion. You guessed it, I had to earn it.

And you know what? That is just fine with me. I feel my best when I feel that I’ve truly earned something. So I find it hard to understand and deal with people that feel they should have something because they are entitled to it. To me, that is just WRONG.

So how did I deal with the upheaval that the grade changes caused? Well, it goes back to treating people fairly. (1-11-10 What is Your People Policy?) For many, I worked to change their jobs so that the work being performed was descriptive of the higher grade. Once they were reliably performing the new work, I was able to get them re-promoted. In my mind, they earned it. They took on new responsibilities and demonstrated capability.

But for others, I had to explain that they didn’t have the skills or abilities to perform the higher grade work --- regardless of their tenure with the Company. I stressed that they weren’t entitled to any special consideration. And they could continue on in the current job/grade, or perhaps it was time for them to move on to other opportunities -- outside the Company. Sound cold of me? Maybe. But I had to be fair to them and, as importantly, the people around them by truthfully letting those employees know how they stood. No false hopes or promises.

You know, being an executive isn’t always fun. Having those conversations was difficult. But it had to be done.

But mostly, my lesson learned was that I wouldn’t/couldn’t reward that entitlement mentality. That I had to reward those that earned it, by learning new skills and demonstrating their proficiency.

So remember, “they” don’t owe you anything. You have to EARN it!

Cheers!

1-22-10 Decisions, decisions.......

I was sitting in a meeting one day. Yep, I used to do that a lot. I mean A LOT. Heck, who am I kidding, that WAS my job --- sitting in meetings. But I digress.

Anyway, the stated purpose of this meeting was to come to a decision on which company we were going to work with on a new work package. All of the appropriate people, the decision makers from the various departments, were in the room. I was the one selected to lead the meeting -- at least from the perspective of giving the presentation that would give the leaders the facts they needed to make the decision. Of course, I had my recommendation -- that is what I was paid to do -- research the possibilities, present the information, and the recommendation. On the surface, it appeared to be a pretty straight-forward meeting. Present the information, debate the various points, and come to a consensus on the way forward.

Man, was I wrong!

We spent the next 2 hours going over the information and debating the issue. Seemed like a pretty normal meeting. Except I kept detecting an odd undercurrent from the guy that was the ultimate influencer in the meeting. I couldn’t quite put my finger on it. But I did observe that anytime someone put up objections to his view, he was quick to bat down (or slap down is probably more illustrative) their statements. Particularly if someone was trying to back an alternative work package or company. Now you have to understand that, for this group, vigorous debate was a normal process for coming to a decision. However, this seemed to go way beyond what was normal.

As the meeting wore on, and one-by-one the concerns or objections were shot down, we ultimately agreed with what the ultimate influencer wanted to do. That is when I noticed the facial expression of the chief influencer. You have seen it before, I’m sure. It was that self-satisfied smug smile. Argh. I finally realized that we had wasted those 2 hours --- not to mention all of the prep time I had put in on this project.

This influencer had his mind set and the decision made before we even walked into the room. The entire meeting was a façade. It was setup to make everyone believe that they had input to the decision. When in fact, it didn’t matter what any of us said during the meeting.

So what’s my point? Well, the point here is….. If you are the decision-maker, and you have already made the decision, say so up front. Don’t create a smoke screen by asking for input. Once people figure out what you are doing, trust me, they won’t be happy.

Some people use this tactic because they are looking for buy-in to their decision. Some people don’t even realize they are doing it. Some people are doing it because they can. It doesn’t really matter for which reason. When you use this kind of tactic, the people around you will begin to mistrust you. They will feel used. And they will feel mislead.

Be upfront with your co-workers. Keep topics and motives out in the open. You will all have a much better working relationship.

Cheers!　

1-20-10 Questions, Questions……

Okay, now you have seen the whole model that I developed for Executive Skills and Traits.

I’ve talked about the executive functions related to communication, people, vision, and execution --- as well as the skills needed for each. I’ve also chatted about the executive traits show in the model.

If you would like to re-look at each of the posts, here are some links.

12-30-09 Morphing to a Model
1-4-10 Let’s Talk
1-6-10 People…. Yep ya gotta have some skills
1-8-10 I have a dream
1-13-10 Execution Skills -- Now go DO something!
1-18-10 Executive Traits

So now, I would love to hear from you…

1. Did anything in the model strike a chord with you?
2. How does this model fit with your industry?
3. If you are currently an executive, how does this fit with what you experienced?
4. If you are an aspiring executive, what is the “scariest” part of the model?
5. If you are an observer of the corporate life, what do you think?

Let the conversation begin……..

Cheers!

1-18-10 Executive Traits

And now the final section of the model -- Executive Traits. My survey participants provided feedback and illustrations that helped me to reduce and refine the list of traits that are expected of the new executive. Those traits include:

• Honest, ethical, credible
• Energetic, persistent, versatile
• Emotional maturity
• Quiet self-confidence
• Intuitive and inquisitive
• Passionate but calm

Almost without exception, the executive team in this survey agreed that honest, ethical, and credible tops the list of desired traits. From the feedback and research, I was able to discern that credibility comes not only from the executive’s knowledge and background but also from the observer’s belief that the executive operates honestly and ethically. Without honesty and ethics, the new executive risks his/her credibility.

A variety of adjectives could be used to describe the next trait on the list but it really boils down to the executive being energetic, persistent, and versatile. The new executive will soon realize that not only does he/she work very long hours but he/she is always “on”, even away from the office. I can’t tell you how many times I’ve been cornered at the gym or in the grocery store -- because of my position. Some of my survey participants said that the only time they can really relax and “turn off” is at home. And energy is closely tied to persistence. As mentioned in one of my previous posts (1-8-10 I Have a Dream) the executive is responsible for the strategic direction of the organization. Setting, changing, or leading a strategy doesn’t happen overnight. It occurs bit-by-bit, and only after the executive persistently and relentlessly shifts the organization. The executive must be resilient in the face of setback and accomplishment of the strategy. Also tied to this trait is the concept of versatility. In one minute, the executive might be called upon to interface with a large group of employees while, in the next minute, the executive might be working one-on-one with the CEO. Versatility will allow the executive to shift focus, frame of reference, and even context.

The trait of emotional maturity goes back to Goleman’s concept of emotional intelligence (ref below). One aspect of this is self-awareness. This involves knowing one’s limits and boundaries along with knowing when one must surge beyond those limits. It also encompasses the poise and tact required when dealing with others. It means that the executive should have the maturity to deal with both success and setbacks with equanimity.

The trait of quiet self-confidence is closely linked to Collins’ Level 5 leadership description (ref below). This is personal modesty that is coupled with the iron will for the organization to succeed. It equates to control of one’s ego, by not letting it get in the way of business, decisions, or relationships while at the same time knowing deep down that you are the “right” person for the task, position, company, and so forth. It includes an unshakeable knowledge of one’s own abilities as well as the ultimate success of the organization.

The new executive must also display the traits of being intuitive and inquisitive. In my post about execution skills, I talked about the management of data (1-13-10 Execution Skills -- Now Go DO Something). In using this skill, the executive must have the desire to ask questions, thereby learning. But as I also mentioned in this post, the executive will never have perfect data or all of the relevant data for the topic at hand. Therefore the executive must often use his/her intuition (grounded in fact, of course!) to make critical decisions.

The final executive trait is passionate but calm. Interesting combination, eh? One of my survey participant described this as the antithesis of the “arm waver”, i.e. someone that gets so worked up that he/she literally flaps his/her arms -- pointing direction, giving orders, etc. Employees, peers, and even bosses like to see a person’s passion for a topic or concept. But they also like to see it exhibited with a certain amount of decorum and calmness. The fact is that the “arm waver” wears out not only him or herself but also everyone around them.

There is, of course, some debate as to how an executive acquires these traits. Some believe that they are in-born -- you either have them or you don’t. Others believe that they are learned -- you acquire them as part of the growing up process. My beliefs fall in the latter category. I believe that traits are acquired. Sometimes as a result of your upbringing. Sometimes as a result of your work experiences. Sometimes as a result of your personal interactions. And so on.

Next time? A summary for you……

Cheers!
　
References:

Goleman, D. (1998). What makes a leader? Harvard Business Review, 82(1), 93-102.

Collins, J. (2001). Good to great. New York: Harper Collins Publishers.

Shoulda Told Me #4

The outlook and attitude that you carry to work each day makes a difference. You can have the “I don’t wanna be here” attitude, but you can’t let it show.

I’ve always made it my policy to respond to the perfunctory “how are you?” salutation with either “wonderful” or “awesome” or “outstanding”. “Fine” or “OK” just doesn’t cut it in my eyes.

Why? Well, have you ever been around a co-worker that is always unhappy? I have. And frankly, it either depresses me or irritates the hell outta me. I don’t want to be around them and I don’t want to work with them. And believe me, if your co-workers know that you are that way, your bosses will know as well. If you are looking to get ahead, it is highly unlikely that you will -- if you are one of those constantly unhappy types. People tend to gravitate to those folks that will make them feel good.

Additionally, the attitude that you carry around with you at work will set the tone for your day and all of your interactions. I always looked at it as a self-fulfilling prophecy. Even if I wasn’t in a good mood, didn’t feel good, or just generally didn’t want to be there --- if I acted like I was happy, sooner or later it became true. In fact, I’ve told people that. When someone would observe that I always told them I was “wonderful”, I would tell them that I couldn’t be lying all of the time --- sooner or later it would be true! And I always said it with a smile.

So, heck, someone shoulda told me that a positive outlook sure goes a looooong way at work. It gives you an aura of someone that people want to be around. I am firmly convinced that it contributed to my success. A positive outlook and a smile makes difficult or awkward moments easier on everyone around you. People remember that and they will repay the favor of your easing the situation.

One caveat? You have to be consistent about it. You can’t be the grouchy ol’ bear one day and then little miss sunshine the next. That confuses folks. They don’t know which of you will show up to work on any given day. And will be forced to tread lightly around you until they establish you are/aren’t the bear today. As much as people like a positive attitude, they also need it to be consistent.

So tomorrow, before you walk in the door, check into the attitude that you are projecting. And do it the next day, and the next, and the next….. Until the positive reflex becomes a habit.

Cheers!

Execution Skills -- Now go DO something!

Okay, I know that I’ve said over and over, the executive is NOT the “doer” of the organization. Now you will wonder if I’ve changed my mind. Nope, the ability to execute within the context of an organization doesn’t mean that the executive performs the tasks that are the actual business of the organization. In fact, as one of my survey participants points out, “I don’t buck the rivets that go into the airplane”. Nevertheless, there are a set of execution skills for the executive.

The survey confirmed the following execution skills for the new/aspiring executive: decisive; manage data; financial acumen; manage change and ambiguity; manage fragmentation and rapid pace; knowledgeable of industry; operate globally; and delegate.

Decisive and Manage Data. Employees look to the executive for decisions. So the new executive must have the skill to take in large quantities of data and then analyze/synthesize it to fit the needs of the organization. The result of this data management is the knowledge that leads to the ability to make a decision. Of course, the executive must also know when to quit managing the data and actually decide. To wait for perfect information is often equivalent to letting opportunities pass by.

Financial Acumen. Some level of financial acumen is important for every executive, regardless of tenure. Of course for the new executive, the specific level will vary. In the case of my survey participants, it was a growing awareness of financial acumen relative to how internal business decisions impact external financial performance indicators. In this instance, for the new executive, that would mean the skill to understand basic financial processes and their impact(s) on cash and the bottom line.

Manage Change and Ambiguity; Manage Fragmentation and Rapid Pace. I found that these skills are intertwined, particularly in today’s rapid-fire business environment. This is true for any company or industry. The fact is, the new executive must become adept at managing change and ambiguity while dealing with fragmentation -- all at a very rapid pace. The information that bombards the executive all day long is typically fragmented and often ambiguous. Tying this back to the skill of managing data, the new executive must synthesize it such that he/she recognizes the potential change in a timely manner and then takes the appropriate action(s), all at break-neck speed.

Knowledgeable of Industry. For my survey group, this wasn’t at the top of their skills list. However, the ability to understand the industry in which you operate is still noteworthy. This is particularly true of the aerospace industry because the product is very complex and this translates to the overall industry. In addition, work share allocation within the industry is often based on personal knowledge of the players within the various companies. It is critical that the executive know “the lay of the land” and where to go to get information or answers. It seems to me that this complexity and interrelatedness would be descriptive of many other (if not all?) industries. Therefore, at least some level of industry knowledge is beneficial to the new executive in his/her effort to achieve specific strategies.

Operate Globally. Most industries touch on the environment outside of the organization’s home country. Specifically for the aerospace industry, both customers and suppliers are spread across the world. In fact, the internal operations of a specific company may likely be disbursed to other countries. Therefore, to have successful internal and external operations, the new executive must have the skills to operate globally.

Delegate. Related to being decisive and management of data (above), the new executive must also have the skill to know when to drive the decision-making to the lower levels of the organization. This also goes back to empowerment. The new executive should, when appropriate, empower his/her employees to analyze the data and make the decisions that are relevant to their jobs and functions.

In fact, this particular skill can often dictate the level of success that an executive can hope to achieve. As pointed out by some of my survey respondents, one of the most common difficulties that they faced was moving up a level and delegating previous tasks to their teams (or replacement). If not careful in accomplishing this, the new executive might find him or herself doing both the new and the old job. Not a good situation.

So what? Yep, the executive is not the “doer” of the organization. But the executive does have a set of skills that are needed for his/her execution function. It really boils down to having the skill for getting the actual business of the organization done through others.

Cheers!

What is your people policy?

Working on one of my posts from last week (1-6-10 People…. Yep, ya gotta have some skills) took me on a meander down memory lane. Since I can’t seem to get that darned trip out of my brain, I decided that it was something I could share here……

A few years back, I was asked to speak to our Diversity Council at work. The Diversity Council was a group of employees from all across the organization who’s charter was to foster diversity tolerance within the organization, through a variety of programs, tools, etc. When I asked what they would like the topic of my conversation to be, I was told “people policy”. Of course, my first reaction was, “Huh? Shouldn’t you be getting one of the HR guys for that??” They are, after all, the experts. But my contact quickly clarified, “no, no, we want you to discuss YOUR people policy”. So my second reaction was, “uh, yea well I don’t have one”. Fortunately, rather than blurting that out, I spent some time pondering the concept. And I came to realize that, yes, I do have a personal people policy. It isn’t something a I consciously think about…. It is a gut response. Or maybe a better way to put it….. It is what I do.

What follows here is what I discovered to be my personal people policy.

My first step was to examine the concept in terms of my work. What I discovered is that my people policy has 5 parts.

1. Fair or equal?

There is a ton of discussion in the business environment about equal treatment of employees. Here’s a different view. Bah, to equal. That’s almost sacrilege, right? Maybe so, but my policy has always been to treat people fairly. Why? Because if I do the exact same thing for you and the next employee, it might not be the right thing for the next employee. I don’t have to treat you both equally, I DO have to treat you both fairly….. Doing what is right for each of you and the situation.

2. Trust

Of course, this is a balancing act. You have to balance your trust of each employee between a “hands off” attitude vs. a “follow up” attitude. And no, there isn’t a magical formula for figuring it out. It depends….. On the person, the task, the situation, etc.

3. Respect ability(s)

You have to respect the ability(s) of the people you work with. Each person has their niche. It is your task to find the right job for each person. But even after that, there is always gonna be someone who isn’t happy with their lot in work life. You know, that’s when it is your job to help them understand it is time to move on. I respected the fact that they weren’t cut out for the corporate life we offered and urged them to find what would make them happy, even if that meant it needed to be at another company.

4. Development

I was fortunate in that I worked for a huge company -- there were lots of different things I could do and try, I wasn't stuck in one discipline or department.. Once I went into management, it also gave me the ability to give my people lots of variety and opportunities --- so that we could figure out each person’s niche. I had to consciously allow each of my people the room to grow and change. So once we figured out where someone’s niche was, my next steps were to allow them to grow to the next niche.

5. Listen

You absolutely have to make yourself available. I always felt it was my job to make each person feel important. I actually learned this one from watching my sister with her kids.

You know how it is…… you are sitting there in conversation with another adult and your kid comes up….. “Mom, Mom, Mom, Mom”, trying to get attention. I was deeply impacted by how she handled it. She would pause, turn to her child and say, “give me just a minute to finish this conversation, please”. We would get to a stopping point and then she would turn to her child, and intently listen to whatever he/she had to say. She made her child feel important by giving her undivided attention.

As I prepared for my conversation with the Council, I also realized that my people policy was applied in a far wider scope than just work. For me, it is at home, with friends, with outside interests….. It applies everywhere for me.

For example, at home, don’t we apply differing levels of trust for each of the kiddos? As they grow and learn, doesn’t our trust grow? Or at home, how do we handle respect? In many other societies, respect of their elders is ingrained in their way of life. But in the US, perhaps not so much.

Or with our friends, don’t things evolve? Do you have the same friends today as you did in grade school? Probably not. But if you do, how has your friendship changed and developed? Didn’t you participate in that development? Yep, I think so.

And of course, our outside interests…… Let’s say you serve on a not-for-profit or charitable board or committee. The people you participate with sure aren’t doing it for the pay! So, don’t you listen to them to understand what makes them tick? Why they serve? And then doesn’t that help you in your interactions with them?

So now I ask you, what is your people policy? You have one now. Do you know what it is? I can assure you that the people around you know what it is. Every day, you telegraph your people policy with your words and your actions.
　

I Have A Dream

Okay, so that probably isn’t the intended use of Dr. King’s famous words….. But you can’t deny that he was a man that could create and present a vision/strategy, right?

We can’t all be the visionary that Dr. King was, but my research shows that there are some specific skills related to the vision function that are critical to the new executive. That skill set includes: understand the big picture; create vision, mission, and strategy; and develop shared values.

In order the create the vision for his/her organization, the executive must have the skill to understand the big picture. Just how wide this picture is will depend on the organization, the company, the industry, and even the larger environment. In some instances, understanding the big picture might mean knowing how the executive’s area of responsibility fits within the larger organization. Or in other cases, the executive must know how the larger organization fits into the environment in which it operates. So the skill is not just understanding the bigger picture, but also understanding the context in which the picture must be viewed.

As for the creation of vision, mission, and strategy….. Well, the new executive should have the skill to move from the tactical, day-to-day operating environment to a more strategic, long-term view. As much as we would all like to believe (and I know that I’ve said) that the executive should stay out of the “doing” of the organization, it just doesn’t always work that way in real life. The fact is, even though you are an executive, you WILL get drawn into the “doings of the organization”. That’s okay, with two caveats. First, you have to know when to back away from the “doing” and let someone else take the lead. And second, you have to be able to fluidly switch from the “doing” to the “planning”. That is often easier said that done.

Beyond this, the new executive should have the skill to create a vision, mission, and strategy for the organization. This also means leading the effort to convert the strategy into the tactics for achieving it. It also means bringing the communication skills we’ve previously discussed to bear. Dr. King was a fine example of “selling” the vision to the people that needed to buy-in --- the people that would execute the vision.

There is also the skill of creating shared values within the organization. This is ultimately derived from setting the strategy and then communicating, as well as empowering people to achieve the goals. The thinking here is that through the common group effort, shared values begin to emerge and, over time, are solidified.

One other note from the survey…… my participants were clear about the fact that the skills related to the vision function are the exclusive purview of the executive. You should never, and I mean never, delegate the setting of the vision, mission, and strategy. Yes, you can get your people involved in the research that goes along with devising a strategy. And yes, you should get their input on it. And yes, they will be the primary doers of the tasks to achieve it. But, you are the boss. You set the direction.

Dr. King had this function nailed. He created a beautiful vision. He took a long-term view. He understood how this vision fit within the larger environment. And he created some powerful shared values. A pretty darned good leader to emulate.

Cheers!

People.... Yep, ya gotta have some skills

Yes, in order to be a successful executive, you do have to have some people skills. And, simply because you have made it to the executive ranks, you have likely demonstrated at least some modicum of skills.

My research tells me that the most important people skills for the new executive include: motivate, teach/mentor, and empower. The people skills are actually tied very closely to other skills within the model…. Such as vision and execution.

For example, the executive must have the necessary skill to motivate employees so that they all successfully execute the strategy of the organization. In order to do this, the executive must also be willing and able to mentor his/her people. Mentoring always includes providing employees with opportunities to grow and develop. It is only by growing and developing can people become successful. And the organization succeeds when its people succeed. Trite, but true.

On a side note, one of my survey participants pointed out that there must also be self-development by the executive. So true. Just like the need for an organization to have employees that are growing and learning, it is similarly necessary for the new executive to continue to grow and learn -- either through formal development programs or self-development. It is unfortunately the tendency of executives, once they reach a certain rank, to begin to believe that they don’t need the development. This is wrong, wrong, wrong. You can’t possibly know everything you need to know, even after years and years in a position, at a company, or in an industry.

The executive must also have the skill (and some would say fortitude) to empower his/her people. Yep, this is a tough one. How many times have you found yourself just doing a task because you believe that it will take much longer to show someone else to do it? If you take that road, you will find yourself, over time, “the doer” of the organization…… As an executive, you are the strategist, not the doer. So yep, it may take longer to teach someone the task --- the first time. But the next time, and the next, and the next….. Well, you have someone who knows how to do it without you looking over their shoulder. And you have a happier employee because they’ve grown/developed and learned something new. Win, win.

What does it come down to? Well, your organization is in existence to succeed (whatever your company‘s definition of success is). That can only happen with a concerted group effort -- effort that comes from employees that take the initiative allowed and encouraged by the executive.

One final note. Never, never become the executive or manager that people fear. One of my previous posts (12-28-09 Should Told Me #3) talked about the manager that generated fear in the organization. Yea, in the short-run you might succeed with this attitude. But, you will ultimately be that manager or executive that you see….. You know, the one that has been side-tracked to an insignificant job, is now irrelevant, or has even been fired.

Take the time to check your people skills. Have you developed someone today? Did you empower someone to try something new? You may have had some sort of people skill or ability to get promoted, but it never hurts to continue to check and hone those skills.

Cheers!

Let's Talk

Okay, some more discussion about the various aspects of the Executive Skills/Traits Model…….

As discussed last time, the communication function consists of the following skills: listen, network, and speak.

Listening. Of course, this is an important skill for any business person. But it is vitally important to the success of the new executive. Think of it this way. Most times, the new executive is promoted to an area where he/she has no first-hand knowledge or experience. So unless the new executive actively listens to the experienced people in the organization, the executive is unlikely to find much success. In this context, active listening will be reflected in the decisions and strategic moves that the executive will make during his/her tenure.

Network. There are multiple layers to the network that the new or aspiring executive must have…… with peers, subordinates, customers, suppliers, etc. The fact is, most executives are not the “doers” of the organization. The hands-on work of the organization is actually conducted by others. So the executive must have an extensive network in order to get things done through others. Let’s face it, the business world is a place of what I call “favors”. I do this for you today and then sometime in the future, I can call on you (a member of my network) to do that for me. In reality, the new executive has been building his/her network since the moment he/she walked in the door to a new job --- WAY before becoming an executive or even a manager.

In addition, a network eases decision-making. In most companies, organizational decisions are arrived at by consensus within the executive team. By establishing a network among his/her peers, the executive is more likely to be able to build the necessary support for his/her ideas and initiatives.

Speak. Of course, oral communication skills are important at any level of the organization. And in fact, many times the new executive has been promoted because of (at least in part) his/her speaking skill. In the functions of an executive however, the skill will typically have a much broader range, with communication occurring at many levels both within and outside the organization. To be successful, the new executive must be able to tailor his/her speech content and patterns to the audience. (Don’t you just hate listening to a speaker that is not taking the non-verbal cues that the audience is sending?!) Additionally, as an executive for a company, he/she is more likely to become an external representative for the company. This means contact with the media (a whole other discussion, to be sure) or with non-business related public (think non-profits, politicians, etc.). In such cases, the executive must have the public speaking and interaction skills to successfully represent the organization.

So what? Well, it is unlikely that you were promoted to the executive payroll if you have poor communication skills. But, and this is a big but, how often do you “check” your communication skills? How often do you catch yourself formulating an answer even before the other person quits speaking? If you are doing this, then you are not practicing active listening. Or, how often do you “tend” your networks? They don’t maintain themselves. You must actively work to keep the various channels in your network open. And finally, you probably have a lot of experience using your oral communication skills to give presentations. But have you consciously checked those skills lately? Have you developed some bad habits, like saying “um” or “like” every other word? Or jingling your change in your pocket? Bad habits can creep in.

Let’s face it folks ---- if your communication skills irritate the people around you (bosses, peers, subordinates, etc.), you will not succeed as an executive.

Happy New Year!

Best wishes for a happy and prosperous new year!

More posting on Monday.

btw, I added a subscriptions box to the blog. Let me know what you think about that or any other items I've posted.

Cheers!