Earlier this week (and other earlier posts), I talked a little about the need for the executive to have balance in his/her life (7-12-10 Hard-Core Business Person vs. Artsy-Fartsy) . My pondering of the subject continued as I was reading one of the many magazines to which I subscribe -- Real Simple. (You can find out more about it at www.realsimple.com if you are interested).
Anyway. At the start of every issue, they have a “question of the month” to which readers respond. This month’s question fits in nicely with the whole idea of balance. They asked, “If you were suddenly given a free day this summer, how would you spend it? Imagine 24 glorious hours with zero obligations.”
Interesting concept, eh? The readers’ answers were are varied as the personalities that exist around the globe. One said she would spend it on her motorcycle. She said, “You know how happy a dog looks when he hangs his head out the window of a car? That’s how I feel on my bike.” Outstanding. Others suggested things like: floating on an inner tube, putting family photos in albums, visiting a best friend, recreating a past adventure, reading, etc.
It was fascinating to read. And it was invigorating to imagine what I would do. Yeah, I know, I’m retired so I have that luxury almost every day. I wish that I had taken that luxury of having obligation-free days when I was still working.
With cell phones, Blackberries, families, work, and other “to do” items, it is definitely tough to find an obligation-free day. So maybe you start small. Instead of laying your Blackberry next to you on the end table while you watch tv in the evening --- but it in a drawer somewhere and ignore it for a few hours. Or instead of using a free afternoon off to run errands, take the time to go to the art museum or take your kids to the zoo. If you are creative, I’m sure that you can carve out at least a few obligation-free hours each month.
And more difficult that finding the time? Turning off the guilt you will likely have when you ignore the obligations. But, it is well worth it because you come away from that time recharged and ready to take on old and new obligations.
So enjoy your obligation-free time!
Cheers!
Friday, July 16, 2010
Wednesday, July 14, 2010
7-14-10 On Being Decisive
One of the execution skills in the Executive Skills/Traits model involves being decisive (12-30-09 Morphing to a Model and 1-13-10 Execution Skills -- Now go DO something!).
One of my survey participants had an interesting take on this skill. He said, “Many/most times decisions are elevated due to lack of a clear cut ‘answer‘. Being able to listen to opposing arguments and make a decision is critical to exec leadership. If it was easy, the team would have already decided.”
If you haven’t figured it out yet, being an executive ain’t easy.
As an executive, you no longer get to make the easy decisions -- if you’ve delegated appropriately. The easy decisions are made by your staff or your managers. That means you get stuck with the hard decisions.
And as my survey participant indicated, in order to make those hard decisions you have to weigh the information and the opposing arguments. Fairly and impartially. The “fair” part is easy for most executives. The “impartial” part usually isn’t.
Why? Because we all have a past or history. And that can impact our analysis and decision-making. In order to be a successful executive, you have to recognize your past and your biases -- then to the extent possible, leave them behind. And if you can’t, you at least need to factor them in to your decision-making process.
Of course, once the decision is made, then it has to be implemented. But that’s another post……
Cheers!
One of my survey participants had an interesting take on this skill. He said, “Many/most times decisions are elevated due to lack of a clear cut ‘answer‘. Being able to listen to opposing arguments and make a decision is critical to exec leadership. If it was easy, the team would have already decided.”
If you haven’t figured it out yet, being an executive ain’t easy.
As an executive, you no longer get to make the easy decisions -- if you’ve delegated appropriately. The easy decisions are made by your staff or your managers. That means you get stuck with the hard decisions.
And as my survey participant indicated, in order to make those hard decisions you have to weigh the information and the opposing arguments. Fairly and impartially. The “fair” part is easy for most executives. The “impartial” part usually isn’t.
Why? Because we all have a past or history. And that can impact our analysis and decision-making. In order to be a successful executive, you have to recognize your past and your biases -- then to the extent possible, leave them behind. And if you can’t, you at least need to factor them in to your decision-making process.
Of course, once the decision is made, then it has to be implemented. But that’s another post……
Cheers!
Monday, July 12, 2010
7-12-10 Hard-Core Business Person vs. Artsy-Fartsy
Okay, did that headline make you chuckle? Well, it does me --- every time. I’ve been a crafter all my life. My husband calls it my “artsy-fartsy alter ego”. There is something so very satisfying in creating an object that is either useful or beautiful.
And more important -- my artsy-fartsy side was an important balancing tool in my life.
In the past, I’ve talked about balance in the executive’s life (2-17-10 Balance). Specifically, I talked about taking time away from work and using up the vacation that you’ve already earned. Today, I thought that I would explore a different kind of balance.
During the business day, the executive is a hard-core business person. You wouldn’t have made it to the executive ranks if you weren’t. But, when you go home at night, you have to find the balance that lets you recharge for the next day. For me, that is crafting. I can lose myself in the creative process…. Making jewelry, crocheting an afghan, painting a picture…. All evening long. I realized that it used a different part of my brain and my emotions to come up with the creative outlet. And by doing that, I was giving all of the “business” side of me a rest.
How did I know it was important? Because if I stayed away from my craft table for too many evenings or weekends, I started to be a pretty grumpy Gus. I just felt out of whack.
And no, I don’t mean that you have to go out an discover your artsy-fartsy side. Although that is fine, if it works for you. What I’m suggesting is that you discover what activities allow you to disconnect from the business world and recharge. It might be sports. It might be community service. It might be writing. It might be reading. It might be people-watching. It might be surfing the web. Heck, it might even be channel-surfing on the tv.
Whatever you discover it to be, make time for that activity in your life. Balance ultimately makes you a better executive.
Cheers!
And more important -- my artsy-fartsy side was an important balancing tool in my life.
In the past, I’ve talked about balance in the executive’s life (2-17-10 Balance). Specifically, I talked about taking time away from work and using up the vacation that you’ve already earned. Today, I thought that I would explore a different kind of balance.
During the business day, the executive is a hard-core business person. You wouldn’t have made it to the executive ranks if you weren’t. But, when you go home at night, you have to find the balance that lets you recharge for the next day. For me, that is crafting. I can lose myself in the creative process…. Making jewelry, crocheting an afghan, painting a picture…. All evening long. I realized that it used a different part of my brain and my emotions to come up with the creative outlet. And by doing that, I was giving all of the “business” side of me a rest.
How did I know it was important? Because if I stayed away from my craft table for too many evenings or weekends, I started to be a pretty grumpy Gus. I just felt out of whack.
And no, I don’t mean that you have to go out an discover your artsy-fartsy side. Although that is fine, if it works for you. What I’m suggesting is that you discover what activities allow you to disconnect from the business world and recharge. It might be sports. It might be community service. It might be writing. It might be reading. It might be people-watching. It might be surfing the web. Heck, it might even be channel-surfing on the tv.
Whatever you discover it to be, make time for that activity in your life. Balance ultimately makes you a better executive.
Cheers!
Friday, July 9, 2010
7-9-10 Ah, Summertime!
I was talking to a teacher-friend of mine the other day. I asked what she had been doing with herself during the summer -- besides playing golf, of course. I learned that teachers don't necessarily get the summer off (at least not the good ones). Her reply was a two-fold answer. She is working a second, summer job. And she is going to school.
My first reaction was an internal confirmation that we don’t pay our public school teachers enough. They shouldn’t have to have a second job in order to make ends meet.
And my second reaction was “good for you”, going back to school. I found out that she does this every summer. She identifies new educational methodologies and then seeks out training on them. She said that way she can evaluate whether or not it would be something that she can incorporate into her own classroom.
And the kicker? This woman is a long-time teacher. She has been doing this for years and still she seeks out the new and innovative ways to teach and motivate her students.
Frankly, it is a good lesson for executives. Just because you have made it (finally!) to the executive ranks doesn’t give you license to sit back and coast. There is still plenty to learn about new ideas, processes, techniques, methodologies, etc. And if you aren’t learning in today’s business environment, you likely are going backwards. You can’t even tread water without some new knowledge.
Many of you will say “yeah, but I read all the new business books that come out”. I’m here to tell you that it ain’t enough. Take a class. Go to a seminar. Try something completely outside of your knowledge area. You never know when you will hit on a new concept that is exactly what your company or your organization needs.
Cheers!
My first reaction was an internal confirmation that we don’t pay our public school teachers enough. They shouldn’t have to have a second job in order to make ends meet.
And my second reaction was “good for you”, going back to school. I found out that she does this every summer. She identifies new educational methodologies and then seeks out training on them. She said that way she can evaluate whether or not it would be something that she can incorporate into her own classroom.
And the kicker? This woman is a long-time teacher. She has been doing this for years and still she seeks out the new and innovative ways to teach and motivate her students.
Frankly, it is a good lesson for executives. Just because you have made it (finally!) to the executive ranks doesn’t give you license to sit back and coast. There is still plenty to learn about new ideas, processes, techniques, methodologies, etc. And if you aren’t learning in today’s business environment, you likely are going backwards. You can’t even tread water without some new knowledge.
Many of you will say “yeah, but I read all the new business books that come out”. I’m here to tell you that it ain’t enough. Take a class. Go to a seminar. Try something completely outside of your knowledge area. You never know when you will hit on a new concept that is exactly what your company or your organization needs.
Cheers!
Monday, July 5, 2010
7-5-10 What's In A Job Description
I’ve been asked many times over the years --- what is it, exactly, that you do for a living? For executives, that can often be a tough question to answer. Depending on the day, the point in my career, and of course, my mood, the answer can range from --- “I sit in meetings for a living” to something like “I run the 737 strut factory”. But honestly, that doesn’t really describe what the executive does.
So after reflection, here’s my cut at a job description for the executive. As an executive, my job is to get the crap outta the way so that the people who do the “real work” can actually get their jobs done -- on time and correctly. Remember, in the past, I’ve said that I don’t buck the rivets that go into the airplane. I only help out those that do.
So what does “getting the crap outta the way” mean? Actually, it can mean anything, depending on your industry, company, organization, people and the circumstances. Here is an example of what it meant to me.
My very first factory assignment was as the general of a sheet metal organization. The area included a mixture of machines and bench work. It was in a VERY old building. And while the company tried very hard, in the summer, to keep the temps moderated, you can imagine how hot an old building can get in a Mid-Western summer.
One group of machines were called Modigs -- NC extrusion mills for building aircraft parts. The operators were skilled machinists that could frankly, make those pieces of equipment sing. The great thing about NC machines is that they can produce quality parts, reliably and quickly. But they don’t operate on their own. The machinist’s job required him (yes, in this industry, they are all guys) to be at the machine constantly. If he wasn’t there, it wasn’t running.
Picture 25 or so of these machines lined up down the floor of the factory. And then imagine how much heat the machines and their operations threw off. Yep, it got pretty darned warm in there during the summer.
Apparently in the past, the machine operators had asked for shop fans. These are large, industrial, pedestal-based fans. Those babies could move a bunch of air. Unfortunately, their past requests had been ignored.
In any new job, I would always spend the first few weeks listening -- to the managers, the mechanics, the support staff. In one of my walkabouts, the mechanics brought up the subject of fans. I was surprised to learn that they had asked for them repeatedly.
Honestly, it didn’t take much more that a few phone calls on my part and fans started coming into the shop. Within a couple of weeks, there was a fan pointing at each machine operator --- cooling him and making his job easier.
My reward? Well of course, happy employees --- which always results in higher output and higher quality. But the real reward is shown below.
As rewards go, original artwork by a talented mechanic is pretty darned good. In fact, it just doesn’t get much better than this.
Cheers!
So after reflection, here’s my cut at a job description for the executive. As an executive, my job is to get the crap outta the way so that the people who do the “real work” can actually get their jobs done -- on time and correctly. Remember, in the past, I’ve said that I don’t buck the rivets that go into the airplane. I only help out those that do.
So what does “getting the crap outta the way” mean? Actually, it can mean anything, depending on your industry, company, organization, people and the circumstances. Here is an example of what it meant to me.
My very first factory assignment was as the general of a sheet metal organization. The area included a mixture of machines and bench work. It was in a VERY old building. And while the company tried very hard, in the summer, to keep the temps moderated, you can imagine how hot an old building can get in a Mid-Western summer.
One group of machines were called Modigs -- NC extrusion mills for building aircraft parts. The operators were skilled machinists that could frankly, make those pieces of equipment sing. The great thing about NC machines is that they can produce quality parts, reliably and quickly. But they don’t operate on their own. The machinist’s job required him (yes, in this industry, they are all guys) to be at the machine constantly. If he wasn’t there, it wasn’t running.
Picture 25 or so of these machines lined up down the floor of the factory. And then imagine how much heat the machines and their operations threw off. Yep, it got pretty darned warm in there during the summer.
Apparently in the past, the machine operators had asked for shop fans. These are large, industrial, pedestal-based fans. Those babies could move a bunch of air. Unfortunately, their past requests had been ignored.
In any new job, I would always spend the first few weeks listening -- to the managers, the mechanics, the support staff. In one of my walkabouts, the mechanics brought up the subject of fans. I was surprised to learn that they had asked for them repeatedly.
Honestly, it didn’t take much more that a few phone calls on my part and fans started coming into the shop. Within a couple of weeks, there was a fan pointing at each machine operator --- cooling him and making his job easier.
My reward? Well of course, happy employees --- which always results in higher output and higher quality. But the real reward is shown below.
As rewards go, original artwork by a talented mechanic is pretty darned good. In fact, it just doesn’t get much better than this.
Cheers!
Friday, July 2, 2010
7-2-10 Change and the Newly-Minted Executive
Just because you now have the “executive badge” emblazoned on your chest, doesn’t mean that you should charge in and make a whole bunch of changes. What?!? I bet you are thinking, “well, sheesh, isn’t that what they promoted me for?” Yeah, probably, but it won’t do you any good to make changes the day after you start your new job.
One of my survey participants put it very nicely.
“I think it is important to learn the team and gain some respect. By doing this your new team will be more willing to support the changes you need to make.” He went on to explain that he had been promoted to an area that was new to him -- and that the team in place didn’t know him very well. “I believed they did not trust me yet because of this. So before I made any major change I took my time to let them get to know me. Then when I did make the change they all stuck behind it.”
The issue here is managing change, a key skill in the execution portion of the Executive Skills and Traits model (12-30-09 Morphing to a Model). And while not specifically called out in the model, patience is an important factor in managing change. It is imperative that you take your time -- and not try to change everything overnight.
You probably have the skills to make all kinds of changes in a very short period of time. But as this executive wisely understood, the changes probably wouldn’t “stick” because the people involved with it didn’t trust him yet -- and by extension, probably wouldn’t trust the motive behind the changes or even the changes themselves. Patience is required -- the patience to learn about the team and the patience to allow them time to learn about you.
Change is difficult, even in ideal circumstances. And, despite the fact that you allow time for the team to adjust to you, not all of them will agree with or support the change. But if you have earned their trust, they will at least not block the needed changes.
So yes, you might have been hired or promoted to effect change in an organization. But you have to balance this with the willingness and ability of your new organization to accept and implement the change.
Cheers!
One of my survey participants put it very nicely.
“I think it is important to learn the team and gain some respect. By doing this your new team will be more willing to support the changes you need to make.” He went on to explain that he had been promoted to an area that was new to him -- and that the team in place didn’t know him very well. “I believed they did not trust me yet because of this. So before I made any major change I took my time to let them get to know me. Then when I did make the change they all stuck behind it.”
The issue here is managing change, a key skill in the execution portion of the Executive Skills and Traits model (12-30-09 Morphing to a Model). And while not specifically called out in the model, patience is an important factor in managing change. It is imperative that you take your time -- and not try to change everything overnight.
You probably have the skills to make all kinds of changes in a very short period of time. But as this executive wisely understood, the changes probably wouldn’t “stick” because the people involved with it didn’t trust him yet -- and by extension, probably wouldn’t trust the motive behind the changes or even the changes themselves. Patience is required -- the patience to learn about the team and the patience to allow them time to learn about you.
Change is difficult, even in ideal circumstances. And, despite the fact that you allow time for the team to adjust to you, not all of them will agree with or support the change. But if you have earned their trust, they will at least not block the needed changes.
So yes, you might have been hired or promoted to effect change in an organization. But you have to balance this with the willingness and ability of your new organization to accept and implement the change.
Cheers!
Wednesday, June 30, 2010
6-30-10 Am I Fired?
I managed to totally space-out about making a blog entry on Monday. If I were a “paid employee”, I’d probably be fired by now. Or would I?
It seems that most companies rarely fire people -- except in extreme circumstances. If a person doesn’t perform, they typically just get shoved off into a corner.
I know that I’ve said in the past that sometimes you have to clean out the dead wood (4-19-10 Cleaning Out the Dead Wood). But my musings about whether or not I should be fired from the blogging world got me to thinking about the responsibilities of the executive relative to people who don’t perform.
As an executive, your job is to create an environment where your people can accomplish the work assigned to them. There will be times when one or more of your employees don’t meet your performance expectations. And for at least a couple of your employees, it is likely that it will happen time and again.
So what do you do? Well, if I were a good HR person, I would tell you to document the heck out of each situation. And you know, that isn’t bad advice, because if at some point you do have to fire the employee, you will need that documentation.
But beyond the proscribed HR answer, what else can you do?
As I said above, you have to create a successful environment. That means figuring out the unique environment that will allow your non-performing employee to perform successfully. And that does not include pawning this employee off on some other executive or organization.
As the executive (and the boss), your job is to figure it out. Here are some things to ponder as you are working on this. Is the employee struggling with specific tasks? Is it a communication issue? Is it an education or training issue? Is it attitude? There are, frankly, an endless number of possibilities here.
Once you narrow down the possibilities/issues, then it is time to talk to your employee. You need to make your expectations very clear, being very specific about performance issues. And then you need to talk about options for the employee (and I‘m NOT talking about the threat of job loss). Show the person that you have given this a great deal of thought and analysis ---- and have some ideas. Then listen. And listen some more. Let your employee talk through the anger and frustration that he/she likely has. At some point, it will likely come to be a collaborative session between the two of you.
One other thing. You will probably have to do it more than once. Huh? Yeah, I really mean that. Think about it. When you were deciding on a career, did you end up doing today what you started out doing? Likely not. So be prepared that the first attempt by you and your employee to get this right will not always work. Patience…….
Cheers!
It seems that most companies rarely fire people -- except in extreme circumstances. If a person doesn’t perform, they typically just get shoved off into a corner.
I know that I’ve said in the past that sometimes you have to clean out the dead wood (4-19-10 Cleaning Out the Dead Wood). But my musings about whether or not I should be fired from the blogging world got me to thinking about the responsibilities of the executive relative to people who don’t perform.
As an executive, your job is to create an environment where your people can accomplish the work assigned to them. There will be times when one or more of your employees don’t meet your performance expectations. And for at least a couple of your employees, it is likely that it will happen time and again.
So what do you do? Well, if I were a good HR person, I would tell you to document the heck out of each situation. And you know, that isn’t bad advice, because if at some point you do have to fire the employee, you will need that documentation.
But beyond the proscribed HR answer, what else can you do?
As I said above, you have to create a successful environment. That means figuring out the unique environment that will allow your non-performing employee to perform successfully. And that does not include pawning this employee off on some other executive or organization.
As the executive (and the boss), your job is to figure it out. Here are some things to ponder as you are working on this. Is the employee struggling with specific tasks? Is it a communication issue? Is it an education or training issue? Is it attitude? There are, frankly, an endless number of possibilities here.
Once you narrow down the possibilities/issues, then it is time to talk to your employee. You need to make your expectations very clear, being very specific about performance issues. And then you need to talk about options for the employee (and I‘m NOT talking about the threat of job loss). Show the person that you have given this a great deal of thought and analysis ---- and have some ideas. Then listen. And listen some more. Let your employee talk through the anger and frustration that he/she likely has. At some point, it will likely come to be a collaborative session between the two of you.
One other thing. You will probably have to do it more than once. Huh? Yeah, I really mean that. Think about it. When you were deciding on a career, did you end up doing today what you started out doing? Likely not. So be prepared that the first attempt by you and your employee to get this right will not always work. Patience…….
Cheers!
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