I read a blog entry today…. On BNET, by Steve Tobak about the “7 signs you may be a bad manager”. I recommend that you read the article. You can find it here.
7 Signs You May Be a Bad Manager by Steve Tobak.
Be sure to come back. I’ll wait…….
While I won’t recreate Tobak’s list here, I would like to draw a couple of parallels with the Executive Skills and Traits model that I’ve relentlessly discussed on this blog (12-30-09 Morphing to a Model).
For example, one to the signs mentioned by Tobak is that your “allies are distancing themselves from you”. One of the Communication Skills that I’ve discussed on several occasions is the need for the new/aspiring executive to create and maintain a network (1-4-10 Let's Talk). One of the members in your network should absolutely be the person you turn to for reality checks. For me, that was my executive coach. I’ve talked about this role in the past (2-8-10 Shoulda Told Me #6). Let’s face it, if you are developing into a bad executive, it isn’t happening overnight. There are indications that other people see as it is happening. So your executive coach or sounding board or whatever you choose to call it has to be the person that is willing and able to give you the figurative slap upside the head when you are being an ass.
Another sign discussed by Tobak that you are a bad manager is that “your decision-making is compromised”. Being decisive is a critical Execution Skill for the executive (1-13-10 Execution Skills -- Now go DO something!). Does every decision you make lately seem to turn into crap? And more importantly, have you been able to rationalize each bad outcome? If so, then yes, you are headed down the road of a bad executive. You need to step back and analyze your outcomes -- ask yourself some questions. What key item did I miss leading up to the decision? Did I ignore someone that I should’ve listened to? Did I not get the right people involved? And as important, you can’t let a few poor decisions freeze you from future action.
Take some time to analyze your performance, your interactions, and your organization. Get feedback. Then take action so that you aren’t one of those bad executives that everyone loves to talk about.
Cheers!
Showing posts with label Executive Skills. Show all posts
Showing posts with label Executive Skills. Show all posts
Wednesday, September 8, 2010
Friday, August 20, 2010
8-20-10 Links to the Past
Continuing to re-visit comments from my survey participants……
I ran across one comment that I both agree and disagree with. Strange, but true.
When I asked my survey participants to tell me what one thing they wished they had known when they became an executive, I got this comment.
“The importance of networking. Once at the executive level, the direct links to getting tactical tasks are broken. You have to know who to go to and how to work as a team.”
Of course, we know from the Executive Skills and Traits model that networking is an important part of the communication skill set (12-30-09 Morphing to a Model and 1-4-10 Let’s Talk). So you can imagine that I agree with the importance of networking. I also agree with the idea that you have to know who to go to and also how to work as a team.
Where my survey participant and I diverge in opinion is on the idea that when you get promoted, the direct links are broken. In fact, I heartily disagree with him. My belief is that unless you royally piss off a member of your network, you never actually lose or break the link to him/her.
Yes, some members of your network might go “dormant”, for lack of a better word. That is just human nature. As we move on to new phases of our lives, there are some members of our network that we will see or talk to less frequently. The time between contacts will lengthen. And the conversation, we when do meet, can be stilted because of the lack of use. Dormancy, however, doesn’t mean the link is permanently severed.
What is does mean is that you haven’t done a good job of tending to your network. This is one task that you should deliberately schedule. Make time to call or see people that were an important part of your past. Some will think it a waste of time, but you never know what might come of this. You might pick up new ideas for a product or service. You might find that you can do your contact a favor in his/her current career stage. Or you might find that he/she is in a position to help you.
And after all, isn’t that what networks are for?
Cheers!
I ran across one comment that I both agree and disagree with. Strange, but true.
When I asked my survey participants to tell me what one thing they wished they had known when they became an executive, I got this comment.
“The importance of networking. Once at the executive level, the direct links to getting tactical tasks are broken. You have to know who to go to and how to work as a team.”
Of course, we know from the Executive Skills and Traits model that networking is an important part of the communication skill set (12-30-09 Morphing to a Model and 1-4-10 Let’s Talk). So you can imagine that I agree with the importance of networking. I also agree with the idea that you have to know who to go to and also how to work as a team.
Where my survey participant and I diverge in opinion is on the idea that when you get promoted, the direct links are broken. In fact, I heartily disagree with him. My belief is that unless you royally piss off a member of your network, you never actually lose or break the link to him/her.
Yes, some members of your network might go “dormant”, for lack of a better word. That is just human nature. As we move on to new phases of our lives, there are some members of our network that we will see or talk to less frequently. The time between contacts will lengthen. And the conversation, we when do meet, can be stilted because of the lack of use. Dormancy, however, doesn’t mean the link is permanently severed.
What is does mean is that you haven’t done a good job of tending to your network. This is one task that you should deliberately schedule. Make time to call or see people that were an important part of your past. Some will think it a waste of time, but you never know what might come of this. You might pick up new ideas for a product or service. You might find that you can do your contact a favor in his/her current career stage. Or you might find that he/she is in a position to help you.
And after all, isn’t that what networks are for?
Cheers!
Friday, August 13, 2010
8-13-10 Don't Eat That June Bug
My dog seems to be a real aficionado of the June bugs that are plentiful here in the Midwest. The unfortunate thing about that (other than the very obvious ick factor) is that every time she eats them, she ralphs them right back up. Sigh. You would think that she would’ve learned her lesson after the first time or two. But noooo, that would be way too easy on the dog parents.
At this point, you are either really grossed out or wondering, “what in the hell does this have to do with the executive?!”. Or both.
Can’t help you with the grossed out part. But I can shed some light on what this means for the exec.
Have you ever heard the adage about the definition of insanity? Where someone keeps doing the same thing over and over -- expecting new or different results?
Well, while I can’t vouch for my dog wanting different results after eating the June bugs (altho’ I would like it), I can vouch for the fact that the executive often does the same thing over and over -- and truly expects different results.
Why do we execs do this? I think that it has to do with what worked in the past. We’ve found a process for problem-solving that has gotten us out of sticky situations before. Why not just apply it every time we get into a sticky situation?
In fact, organizations often encourage this kind of behavior. How? By sending in the same trouble-shooting team over and over. You’ve seen the routine. A program or a project falls deeper and deeper over cost or further and further behind schedule. The team in place can’t seem to turn the tide. So the senior execs put their heads together and decide to throw a tiger team at it. And who do they pick? It is always the same people. (Typically the ones that kick ass and take no prisoners -- but that’s another story.) You could write a script for what this tiger team will do, if you have watched them in action before -- because you can bet that they will do the same exact things.
Do they succeed? Sometimes, yes. Sometimes, no. Isn’t it a good thing when they do? Well, yes. Maybe.
The unfortunate thing about this approach is that the tiger team is trying to force a standard process or answer on a variety of problems.
In reality, what the executive team should be doing is putting their execution skills to use (12-30-09 Morphing to a Model and 1-3-10 Execution Skills -- Now go DO something!). You are being paid to lead your organization. In order to do this you need to analyze the situation, gather the appropriate data, synthesize the information, determine a path, and lead your team in the resolution. You have to deal with the fragmentation of the problem. You have to deal with the ambiguity inherent in the information you gather. In short, you are managing change -- often at a breakneck pace.
Because things are moving so fast or because the situation is dire, you will be tempted to trot out your “typical” solution -- one that has worked in the past. This may or may not be right. But you can be sure that it won’t be tailored to your current situation. And by following a “typical” path, you will likely end up with a less than optimal resolution.
Don’t get me wrong --- your past successes (and failures) are important. They inform your capabilities. You can use this experience as part of the data you take in during your analysis.
Just make sure that you aren’t applying the insanity rule in your day-to-day activities. Figure out what should be done in this moment --- not what you’ve done in the past.
Cheers!
At this point, you are either really grossed out or wondering, “what in the hell does this have to do with the executive?!”. Or both.
Can’t help you with the grossed out part. But I can shed some light on what this means for the exec.
Have you ever heard the adage about the definition of insanity? Where someone keeps doing the same thing over and over -- expecting new or different results?
Well, while I can’t vouch for my dog wanting different results after eating the June bugs (altho’ I would like it), I can vouch for the fact that the executive often does the same thing over and over -- and truly expects different results.
Why do we execs do this? I think that it has to do with what worked in the past. We’ve found a process for problem-solving that has gotten us out of sticky situations before. Why not just apply it every time we get into a sticky situation?
In fact, organizations often encourage this kind of behavior. How? By sending in the same trouble-shooting team over and over. You’ve seen the routine. A program or a project falls deeper and deeper over cost or further and further behind schedule. The team in place can’t seem to turn the tide. So the senior execs put their heads together and decide to throw a tiger team at it. And who do they pick? It is always the same people. (Typically the ones that kick ass and take no prisoners -- but that’s another story.) You could write a script for what this tiger team will do, if you have watched them in action before -- because you can bet that they will do the same exact things.
Do they succeed? Sometimes, yes. Sometimes, no. Isn’t it a good thing when they do? Well, yes. Maybe.
The unfortunate thing about this approach is that the tiger team is trying to force a standard process or answer on a variety of problems.
In reality, what the executive team should be doing is putting their execution skills to use (12-30-09 Morphing to a Model and 1-3-10 Execution Skills -- Now go DO something!). You are being paid to lead your organization. In order to do this you need to analyze the situation, gather the appropriate data, synthesize the information, determine a path, and lead your team in the resolution. You have to deal with the fragmentation of the problem. You have to deal with the ambiguity inherent in the information you gather. In short, you are managing change -- often at a breakneck pace.
Because things are moving so fast or because the situation is dire, you will be tempted to trot out your “typical” solution -- one that has worked in the past. This may or may not be right. But you can be sure that it won’t be tailored to your current situation. And by following a “typical” path, you will likely end up with a less than optimal resolution.
Don’t get me wrong --- your past successes (and failures) are important. They inform your capabilities. You can use this experience as part of the data you take in during your analysis.
Just make sure that you aren’t applying the insanity rule in your day-to-day activities. Figure out what should be done in this moment --- not what you’ve done in the past.
Cheers!
Wednesday, August 11, 2010
8-11-10 Are You Strategic or Tactical?
It shouldn’t surprise you when I say that the executive is the strategist for the organization. Much has been made in the popular press (and academic press for that matter) about how the new executive has to make the shift from tactical thinker to strategic thinker when he/she is promoted into the executive ranks. One of my survey participants did a very good job in describing this move. Remember that I asked all my survey participants to tell me the one thing that they wished someone had told them when they were promoted.
This executive talked about strategic focus. “Usually new execs are promoted because they are good at tactical mgmt, but the move to exec mgmt needs to also accompany a move to longer term strategic thinking. The task of tactical mgmt is to do the best with the project that you have, but does not consider whether or not the project should be part of our business. So the shift to strategic thinking requires the new exec to ask questions about why we are in a specific business and should we stay in that business. Alternatively, the exec should ask what other businesses we might enter.”
Please don’t misunderstand. Your tactical capability is still important. There WILL be times that you have to dust off your tactical management skills and put them to use. Perhaps when a project is in trouble or when you a teaching a member of your staff how to manage a project.
But this type of tactical management should not be the whole of your job or your skills. If you will recall, one entire section of the Executive Skills and Traits model pertains to strategy (12-30-09 Morphing to a Model and 1-8-10 I Have A Dream). The vision skills are definitely important.
The hard part comes from trying to discover your own vision skills and then putting them to use. Why? We are creatures of habit. And as my survey participant indicated, the executive is usually promoted because he/she is really good at tactical management. It is much easier to stick with what we know and are comfortable with. Tactical management is a concrete, “get your arms around it” kind of management tactic. You know how it works and you know what to expect at the end.
Strategic management, on the other hand, is one of the mushy, “don’t know what the hell I’m doing” kind of processes. In strategic management, you are asking the questions that don’t have one right answer. Or may not even HAVE an answer. You are plotting courses for a destination that only you might be able to see -- or you only have a vague idea that it even exists. You are realizing that the questions you used to ask will have no relevance in a strategic discussion. This same is often true for the data you used to gather in order to make a tactical decision -- often it won’t do much to enlighten you for a strategic decision.
In short, strategic management is hard work. But you have to do it. Because if you don’t, who will be charting the course for the next 3 to 5 to 10 years in your organization? If you abdicate this responsibility, you are leaving the future life of the organization to the whims of the marketplace. This is because your default strategy will be to react to whatever stumbles across your desk or field of vision. You won’t filter out the unimportant. And by reacting to anything, you will likely miss the most subtle, but often most important, impacts to your organization.
So suck it up and hone your strategy skills -- for your sake and for the sake of the people that depend on you.
Cheers!
This executive talked about strategic focus. “Usually new execs are promoted because they are good at tactical mgmt, but the move to exec mgmt needs to also accompany a move to longer term strategic thinking. The task of tactical mgmt is to do the best with the project that you have, but does not consider whether or not the project should be part of our business. So the shift to strategic thinking requires the new exec to ask questions about why we are in a specific business and should we stay in that business. Alternatively, the exec should ask what other businesses we might enter.”
Please don’t misunderstand. Your tactical capability is still important. There WILL be times that you have to dust off your tactical management skills and put them to use. Perhaps when a project is in trouble or when you a teaching a member of your staff how to manage a project.
But this type of tactical management should not be the whole of your job or your skills. If you will recall, one entire section of the Executive Skills and Traits model pertains to strategy (12-30-09 Morphing to a Model and 1-8-10 I Have A Dream). The vision skills are definitely important.
The hard part comes from trying to discover your own vision skills and then putting them to use. Why? We are creatures of habit. And as my survey participant indicated, the executive is usually promoted because he/she is really good at tactical management. It is much easier to stick with what we know and are comfortable with. Tactical management is a concrete, “get your arms around it” kind of management tactic. You know how it works and you know what to expect at the end.
Strategic management, on the other hand, is one of the mushy, “don’t know what the hell I’m doing” kind of processes. In strategic management, you are asking the questions that don’t have one right answer. Or may not even HAVE an answer. You are plotting courses for a destination that only you might be able to see -- or you only have a vague idea that it even exists. You are realizing that the questions you used to ask will have no relevance in a strategic discussion. This same is often true for the data you used to gather in order to make a tactical decision -- often it won’t do much to enlighten you for a strategic decision.
In short, strategic management is hard work. But you have to do it. Because if you don’t, who will be charting the course for the next 3 to 5 to 10 years in your organization? If you abdicate this responsibility, you are leaving the future life of the organization to the whims of the marketplace. This is because your default strategy will be to react to whatever stumbles across your desk or field of vision. You won’t filter out the unimportant. And by reacting to anything, you will likely miss the most subtle, but often most important, impacts to your organization.
So suck it up and hone your strategy skills -- for your sake and for the sake of the people that depend on you.
Cheers!
Monday, August 9, 2010
8-9-10 The Decider
Most executives don’t consider their job title to be “The Decider”. And that is a mistake. Why? Because most executives would tell you, if you asked how decisions are made in their company, that it is a group effort. Remember, the model for Executive Skills and Traits defines decisiveness as one of the important execution skills that an executive will need (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 the whole “decider” role that the executive should play. He said,
“Effectiveness at being a leader can by crystallized on those big-deal moments: the pitch is over, the options are up there, sides are drawn. Everyone is looking at the decision-maker -- ‘the decider‘.”
Yes, I know. In the past I have talked about the need for the executive to “spread around” the decision-making. I’m not backing away from that. As an executive, you have to know what level is the appropriate level for making a decision. Many times that level will be one of your staff members.
There are times, however, when YOU will be the decision maker. That is what my survey participant was talking about. You have to take the information that you have, check your gut, take a deep breath, and make the damn decision.
It is interesting how many times that I’ve seen an executive actually back away from one of those big-deal moments. Perhaps they do this by delegating a decision that should not be. Or they “make a decision” by not actually deciding anything (putting their avoidance technique to work). Or they let the group make the decision. Or they kick it upstairs to be made.
Whatever the method, by backing away, the executive becomes less effective. Not only for the current decision, but also for future ones. If your boss or peers or staff watched you back away from one big-deal moment, how likely are they to come back to you the next time? Why bother, if you can’t make a decision!?
So remember, as an executive you ARE expected to make decisions. Step up. You can do it.
Cheers!
One of my survey participants had an interesting take on the whole “decider” role that the executive should play. He said,
“Effectiveness at being a leader can by crystallized on those big-deal moments: the pitch is over, the options are up there, sides are drawn. Everyone is looking at the decision-maker -- ‘the decider‘.”
Yes, I know. In the past I have talked about the need for the executive to “spread around” the decision-making. I’m not backing away from that. As an executive, you have to know what level is the appropriate level for making a decision. Many times that level will be one of your staff members.
There are times, however, when YOU will be the decision maker. That is what my survey participant was talking about. You have to take the information that you have, check your gut, take a deep breath, and make the damn decision.
It is interesting how many times that I’ve seen an executive actually back away from one of those big-deal moments. Perhaps they do this by delegating a decision that should not be. Or they “make a decision” by not actually deciding anything (putting their avoidance technique to work). Or they let the group make the decision. Or they kick it upstairs to be made.
Whatever the method, by backing away, the executive becomes less effective. Not only for the current decision, but also for future ones. If your boss or peers or staff watched you back away from one big-deal moment, how likely are they to come back to you the next time? Why bother, if you can’t make a decision!?
So remember, as an executive you ARE expected to make decisions. Step up. You can do it.
Cheers!
Monday, August 2, 2010
8-2-10 Visibility
I never gave much thought to visibility…. Until re-reading some of the comments and input from my research survey. If you remember, I asked each participant to tell me the one thing that they wish they had known when they became an executive. Here’s what one research participant had to say…..
“New executives must be particularly visible so the stakeholders can satisfy their curiosity on whether or not the new executive was the right choice for the job, and whether or not he or she can be trusted.”
Interesting twist on visibility, isn’t it? Frankly, whenever I’d thought about visibility in the past, it was way more self-centered….. As in, wanting to get positive visibility with my boss or potential bosses so that my career would advance.
However, this twist on visibility acknowledges the need that the people around you have. And it makes sense. When you are first promoted to the executive ranks, many people will know you and your past. However, they don’t know how you will operate as an executive. Additionally, there are many more people that don’t know you at all --- and want to understand how you will operate.
Whether they know you already or not, people are interested (and even worried) about how you operate and what impact it will have on them.
The concept actually touches on a couple of aspects in the Executive Skills and Traits Model (12-30-09 Morphing to a Model). Within the model, there is a set of skills labeled Communication Skills (1-4-10 Let's Talk). And while the idea of visibility doesn’t fit nicely within those individual skills, what is visibility if not some form of communication?
And you will note that my survey participant addressed the need for people learn about the new executive’s trustworthiness. If you look in the Executive Traits section of the model, you will find a set of traits called Honest, Ethical, and Credible (1-18-10 Executive Traits). Certainly, those who promoted you have already made this judgment as to your trustworthiness. But many more people will still need to see you, interact with you, and make their own judgment.
So remember, as you go about your day, people are looking for you. Quite literally. So that they can learn about you, what makes you tick, and how you will impact their lives.
Cheers!
“New executives must be particularly visible so the stakeholders can satisfy their curiosity on whether or not the new executive was the right choice for the job, and whether or not he or she can be trusted.”
Interesting twist on visibility, isn’t it? Frankly, whenever I’d thought about visibility in the past, it was way more self-centered….. As in, wanting to get positive visibility with my boss or potential bosses so that my career would advance.
However, this twist on visibility acknowledges the need that the people around you have. And it makes sense. When you are first promoted to the executive ranks, many people will know you and your past. However, they don’t know how you will operate as an executive. Additionally, there are many more people that don’t know you at all --- and want to understand how you will operate.
Whether they know you already or not, people are interested (and even worried) about how you operate and what impact it will have on them.
The concept actually touches on a couple of aspects in the Executive Skills and Traits Model (12-30-09 Morphing to a Model). Within the model, there is a set of skills labeled Communication Skills (1-4-10 Let's Talk). And while the idea of visibility doesn’t fit nicely within those individual skills, what is visibility if not some form of communication?
And you will note that my survey participant addressed the need for people learn about the new executive’s trustworthiness. If you look in the Executive Traits section of the model, you will find a set of traits called Honest, Ethical, and Credible (1-18-10 Executive Traits). Certainly, those who promoted you have already made this judgment as to your trustworthiness. But many more people will still need to see you, interact with you, and make their own judgment.
So remember, as you go about your day, people are looking for you. Quite literally. So that they can learn about you, what makes you tick, and how you will impact their lives.
Cheers!
Monday, July 19, 2010
7-19-10 Story Time
One of the critical skill sets for the new/aspiring executive is communication (12-30-09 Morphing to a Model and 1-4-10 Let's Talk ). Within this skill set is a sub-skill that I call story-telling. And no, I don’t mean the story-telling that you used to do when you tattled on your brother or sister during your grade school years.
What I mean is the ability to use a story or anecdote or even a joke to illustrate the point that you are trying to make. The ability to “story-tell” is a useful tool in the executive’s kit. Why? Because if the story is memorable, people will remember the point you are trying to make. I had one boss that was particularly good at this. And frankly, even years later, I could tell you the point he was trying to make just by remembering his story.
I try to use stories here to make my posts more interesting -- to both you and I. Sometimes I think I hit the mark and sometimes, well not so much.
So what makes a good story? Here are some of the things that I’ve observed.
-- Your story has to fit the situation. Random stories, even if they are interesting, don’t help you.
-- Your story should be well thought out. Have some in your back pocket that you have gone over in your head. Why? If not, you will likely ramble. And people will totally miss your point.
-- Don’t overuse your stories. They lose impact with the re-telling and re-telling and re-telling……
-- Don't drag out the story. Keep it short, sweet, and make an impact with it.
And one final thought. Does the story have to be true? Well, ideally, yes. But not always. Fictional anecdotes can be effective as well.
So let story time begin…….
Cheers!
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 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!
Monday, June 21, 2010
6-21-10 The Care and Feeding of Landscapes and People
To celebrate the first day of summer, I designated today as landscape maintenance day. Woo hoo. It is 95 degrees here in the Midwest today (and humid!) --- so we get our yard work out of the way early in the day this time of year.
As I was mowing, it occurred to me how ironic the whole landscape-keeping cycle is. I mean, think about it. We nurture the lawn…. We seed, we plant, we feed, we water. And then? We cut it all off so that we can start the cycle over again. It just seems ironic to me that we work so hard to nurture the lawn, only to whack it short. And we do the same darned thing for the flower garden, the vegetable garden, and the shrubs/trees. The only thing in the landscape that is exempt from the whole process is the rock garden.
However, despite the irony of the whole process, there is something satisfying in watching your landscape prosper throughout the cycle of maintenance.
I would suggest that the same cycle is used in the care and feeding of people. Some might not like the metaphor, but in my mind, it fits. As an executive, one of the primary responsibilities is the “maintenance” of the people in the organization. We nurture. We coach. On occasion, we hand-hold. We teach. We demonstrate. We give feedback. We cheer on. We reward. Frankly, this is one of the most rewarding parts of the executive’s job.
And periodically, we have to rein our people in. It is our responsibility to protect our people from getting so far out on a limb that it bends beyond recognition --- or snaps. But if we are good at our executive job, we never, ever make the “clipping” process painful or personal. It isn’t easy for any executive to do this, but like lawn maintenance, it must be done.
And like the landscape maintenance process, there is a great deal of satisfaction when you see your people learn and grow and prosper.
Cheers!
As I was mowing, it occurred to me how ironic the whole landscape-keeping cycle is. I mean, think about it. We nurture the lawn…. We seed, we plant, we feed, we water. And then? We cut it all off so that we can start the cycle over again. It just seems ironic to me that we work so hard to nurture the lawn, only to whack it short. And we do the same darned thing for the flower garden, the vegetable garden, and the shrubs/trees. The only thing in the landscape that is exempt from the whole process is the rock garden.
However, despite the irony of the whole process, there is something satisfying in watching your landscape prosper throughout the cycle of maintenance.
I would suggest that the same cycle is used in the care and feeding of people. Some might not like the metaphor, but in my mind, it fits. As an executive, one of the primary responsibilities is the “maintenance” of the people in the organization. We nurture. We coach. On occasion, we hand-hold. We teach. We demonstrate. We give feedback. We cheer on. We reward. Frankly, this is one of the most rewarding parts of the executive’s job.
And periodically, we have to rein our people in. It is our responsibility to protect our people from getting so far out on a limb that it bends beyond recognition --- or snaps. But if we are good at our executive job, we never, ever make the “clipping” process painful or personal. It isn’t easy for any executive to do this, but like lawn maintenance, it must be done.
And like the landscape maintenance process, there is a great deal of satisfaction when you see your people learn and grow and prosper.
Cheers!
Friday, June 18, 2010
6-18-10 Expectations
The US Open started yesterday. And with almost 2 rounds complete, the leader is at 2 under par. While I know that Pebble Beach Golf Course is a difficult course, my expectations were that the pros would come out shooting very low scores. Why? Because like many sports fans, my expectations are based on past performance. Last week, at the St. Jude Classic, the winner was 10 under par. And the week before, at Jack’s Memorial Tournament, the winner was 18 under par. Of course, I didn’t take into account the course, the conditions, the competition, or the players. But those were my expectations.
The same expectations exist for the new and/or aspiring executive -- whether we like it or not. I’ve mentioned in the past that the executive is usually promoted to the exec ranks because of his/her past performance. The expectation is that the outstanding performance that got you this far will continue. And that expectation is without regard to the conditions of your previous jobs.
Is that realistic? I guess that depends on your situation. If you are promoted to an area where you are familiar with the people and the processes -- in that they are similar to what you have done in the past, then yes, it is realistic. Because the skills that got you this far will be the same skills that can carry you forward. However, the caveat here is that you can’t blindly follow the same path that you’ve used in the past. You are an executive now. You have other resources available to you -- and you are expected to learn how to use them.
However, if you are promoted to an unfamiliar area, then past performance may not be the best indicator of how you will do in the new job. Sure, some of your skills will be translatable. However, many will not. It is up to you to decide which will work.
One final word. It is also up to you to manage expectations. Huh? Yes, within reason, you CAN manage the expectations of your boss, your peers, and your staff. Obviously, don’t over-promise. But perhaps it isn’t quite so obvious that you shouldn’t under-promise. Figure out what you can deliver to the position, and how you will deliver it --- then make sure that they know your plan.
Cheers!
The same expectations exist for the new and/or aspiring executive -- whether we like it or not. I’ve mentioned in the past that the executive is usually promoted to the exec ranks because of his/her past performance. The expectation is that the outstanding performance that got you this far will continue. And that expectation is without regard to the conditions of your previous jobs.
Is that realistic? I guess that depends on your situation. If you are promoted to an area where you are familiar with the people and the processes -- in that they are similar to what you have done in the past, then yes, it is realistic. Because the skills that got you this far will be the same skills that can carry you forward. However, the caveat here is that you can’t blindly follow the same path that you’ve used in the past. You are an executive now. You have other resources available to you -- and you are expected to learn how to use them.
However, if you are promoted to an unfamiliar area, then past performance may not be the best indicator of how you will do in the new job. Sure, some of your skills will be translatable. However, many will not. It is up to you to decide which will work.
One final word. It is also up to you to manage expectations. Huh? Yes, within reason, you CAN manage the expectations of your boss, your peers, and your staff. Obviously, don’t over-promise. But perhaps it isn’t quite so obvious that you shouldn’t under-promise. Figure out what you can deliver to the position, and how you will deliver it --- then make sure that they know your plan.
Cheers!
Monday, June 14, 2010
6-14-10 What is Your Budget?
Every executive has a budget. And every executive knows exactly where he/she stands on spending the budget. No matter what level of executive you are, you will have budget constraints. Which leads me to one of the comments made by my survey participants. Remember I asked each participant what one thing that they wished they had known when they became an executive.
We know from the execution function of the executive skills and traits model that financial acumen is an important skill for the new and/or aspiring executive (1-13-10 Execution Skills -- Now go DO something!). This comment is an interesting twist on that financial acumen skill.
One particular executive said, “I discovered there was a tremendous amount of money needlessly tied up in reserve accounts and a lot of energy wasted hiding/holding on to those reserves”.
Okay, quit shaking your head. We all do it. Somewhere, buried deep in your budget is a slush fund. You “grew up” learning that reserves were required. If you didn’t have some extra funds in your back pocket, how could you possibly survive and pay for any unk-unks? Or how would you fund any unexpected opportunities?
So now you are asking… “are we all wrong? Should we not have reserves?” Well, yes and no. Unfortunately, there isn’t a straight answer on this one.
When is it appropriate? Perhaps when times are good because then the impact of reserves isn’t felt too keenly. Or perhaps when you are introducing a new product, when you can’t possibly have identified all of the problems and hitches that you will encounter. Or, as irritating as it is, when you know that your following year’s budget will be dependent on this year’s budget, including reserves.
You can tell that my survey participant didn’t think reserves were such a good idea. And there are times when he is right. How much time do you spend concealing or defending your reserves? Is it really worth the time and effort you put into it? I’ve seen some executives spend more man-hours defending a slush fund than the fund was actually worth. I just wanted to tell him that he wasn’t being very smart in choosing his battle.
Or have you checked into the overall financial health of the company lately? If your company is one of the companies that is laying off, I would suggest that you pony up your reserve immediately. There isn’t any reserve that compares to saving jobs. Or if your company is borrowing heavily just to stay afloat, then again, cough up the reserves.
Be smart about your slush fund and you won’t damage your company or your ability to survive and prosper.
Cheers!
We know from the execution function of the executive skills and traits model that financial acumen is an important skill for the new and/or aspiring executive (1-13-10 Execution Skills -- Now go DO something!). This comment is an interesting twist on that financial acumen skill.
One particular executive said, “I discovered there was a tremendous amount of money needlessly tied up in reserve accounts and a lot of energy wasted hiding/holding on to those reserves”.
Okay, quit shaking your head. We all do it. Somewhere, buried deep in your budget is a slush fund. You “grew up” learning that reserves were required. If you didn’t have some extra funds in your back pocket, how could you possibly survive and pay for any unk-unks? Or how would you fund any unexpected opportunities?
So now you are asking… “are we all wrong? Should we not have reserves?” Well, yes and no. Unfortunately, there isn’t a straight answer on this one.
When is it appropriate? Perhaps when times are good because then the impact of reserves isn’t felt too keenly. Or perhaps when you are introducing a new product, when you can’t possibly have identified all of the problems and hitches that you will encounter. Or, as irritating as it is, when you know that your following year’s budget will be dependent on this year’s budget, including reserves.
You can tell that my survey participant didn’t think reserves were such a good idea. And there are times when he is right. How much time do you spend concealing or defending your reserves? Is it really worth the time and effort you put into it? I’ve seen some executives spend more man-hours defending a slush fund than the fund was actually worth. I just wanted to tell him that he wasn’t being very smart in choosing his battle.
Or have you checked into the overall financial health of the company lately? If your company is one of the companies that is laying off, I would suggest that you pony up your reserve immediately. There isn’t any reserve that compares to saving jobs. Or if your company is borrowing heavily just to stay afloat, then again, cough up the reserves.
Be smart about your slush fund and you won’t damage your company or your ability to survive and prosper.
Cheers!
Friday, May 28, 2010
5-28-10 Never Enough Time
No, I’m not going to give you yet another time management model to follow. There are plenty of good ones (and some not so good) available in the market and on the web today. I do, however, have an observation about time management to share.
While time management isn’t listed explicitly in the Executive Skills and Traits model (12-30-09 Morphing to a Model), it is implicit in several of the skills listed in the Execution Skills portion of the model (1-13-10 Execution Skills -- Now go DO something!). For example, it is implied in the Manage Change and Ambiguity; Manage Fragmentation and Rapid Pace skills.
One of my research participants had a very astute observation about the need for time management. He said, “spending the appropriate time and energy on the ‘right’ tasks is very difficult for a new executive. Some of these critical tasks for a program success will not be within his/her comfort zone. It is extremely easy to be busy on the wrong tasks at the exec level”.
Of course, a very basic step in effective time management is for the executive to determine the “right tasks” that he/she should be working on. Human nature is such that we all want to work on something that we are familiar or comfortable with. That makes it entirely likely that the new executive will tend towards those tasks -- rather than the ones he/she should be doing.
So let’s say that you are an accounting executive. The temptation would, of course, be for you to delve into the details and numbers of a balance sheet or its associated subsidiary ledgers -- checking and cross-footing like any good accountant would. But you have to ask yourself, is this really the best use of my time? Or would my time be better spent on strategic issues around the balance sheet? For example, wouldn’t it be better for you to spend some time on the more strategic thinking around how much leverage your company should be carrying on the balance sheet?
Or let’s say that you are a manufacturing executive, having come up through the ranks as a mechanic. The temptation would be for you to spend time pulling drawings and understanding the details of the parts your organization is producing. And while it IS important for you to understand your product, wouldn’t a better use of your time be strategic? For example, once you have a grasp of your product, wouldn’t your time be better spent in strategic thinking about what other products you could be producing and offering?
The time management point here is ---- spend your time on those tasks that are appropriate to your position. Sure, you oversee the details. But you are overseeing those that you have delegated to -- NOT doing the detail work yourself. Figure out the critical tasks that you should be doing for the success of your project, program, or company --- then get to it!
Cheers!
While time management isn’t listed explicitly in the Executive Skills and Traits model (12-30-09 Morphing to a Model), it is implicit in several of the skills listed in the Execution Skills portion of the model (1-13-10 Execution Skills -- Now go DO something!). For example, it is implied in the Manage Change and Ambiguity; Manage Fragmentation and Rapid Pace skills.
One of my research participants had a very astute observation about the need for time management. He said, “spending the appropriate time and energy on the ‘right’ tasks is very difficult for a new executive. Some of these critical tasks for a program success will not be within his/her comfort zone. It is extremely easy to be busy on the wrong tasks at the exec level”.
Of course, a very basic step in effective time management is for the executive to determine the “right tasks” that he/she should be working on. Human nature is such that we all want to work on something that we are familiar or comfortable with. That makes it entirely likely that the new executive will tend towards those tasks -- rather than the ones he/she should be doing.
So let’s say that you are an accounting executive. The temptation would, of course, be for you to delve into the details and numbers of a balance sheet or its associated subsidiary ledgers -- checking and cross-footing like any good accountant would. But you have to ask yourself, is this really the best use of my time? Or would my time be better spent on strategic issues around the balance sheet? For example, wouldn’t it be better for you to spend some time on the more strategic thinking around how much leverage your company should be carrying on the balance sheet?
Or let’s say that you are a manufacturing executive, having come up through the ranks as a mechanic. The temptation would be for you to spend time pulling drawings and understanding the details of the parts your organization is producing. And while it IS important for you to understand your product, wouldn’t a better use of your time be strategic? For example, once you have a grasp of your product, wouldn’t your time be better spent in strategic thinking about what other products you could be producing and offering?
The time management point here is ---- spend your time on those tasks that are appropriate to your position. Sure, you oversee the details. But you are overseeing those that you have delegated to -- NOT doing the detail work yourself. Figure out the critical tasks that you should be doing for the success of your project, program, or company --- then get to it!
Cheers!
Friday, May 21, 2010
5-21-10 One Year Anniversary
Wow, it was one year ago today that I retired. Hard to believe the time has gone by so quickly. As I was leaving that last day, I remember that I sent my husband a text…. C’est finis (it is finished). What I realize now is that I should have sent him this text instead. Il est juste de commencer (it is just starting).
Okay, so what the heck does this have to do with the new/aspiring executive? Well it opens up the avenue for a discussion about career change, of course. I’d say that I went through a major career change when I retired. And that is added to just a long list of previous career changes. My husband used to tease me that I couldn’t hold a job. And he’s probably right. I’ve worked in five different disciplines over the past 25 or so years (IT, finance, operations, program management, sales and marketing). And within each of those, I held multiple jobs. So it is fair to say that I have a wide range of experience when it comes to career change. And really, what is retirement, if not a career change??
There are plenty of studies out there that talk about how the average worker will make multiple career changes in their work lives. And my own model identifies managing change and ambiguity as a critical executive skill (12-3-09 Morphing to a Model and 1-13-10 Now Go Do Something).
So why does this come to mind now (besides the obvious reason of my anniversary)? I’ve been emailing with one of my previous co-workers and her news seems to have brought the entire subject of career change to the forefront of my mind. She (along with her family) is transferring from the Midwest to the southeastern seaboard. Same company, new position, and really new location. I’d say that qualifies as a major career change! (Good luck, Taylor! I know that you will do just fine!).
I’ve had this career change discussion with many of my co-workers over the years. Here’s how it usually goes. When you get the new assignment, the excitement is very high. How can one NOT be excited about a new job? And for the first month or two in the new position, everything is new and exciting. You are meeting new people, learning new things, etc. Things are looking very rosy.
And then, a month or two into the new assignment, you find yourself thinking…… What WAS I thinking when I accepted this job?! I don’t know anything about this position. You begin doubting your wisdom of accepting the new assignment, doubting your ability to do the job, and doubting your desire to accept the new responsibilities. You may even find yourself wishing for the safety and security of your old job.
You have to push past this. And you will. You likely wouldn’t have gotten the assignment if someone didn’t believe that your skills and abilities were a good fit. You just have to find how those skills and abilities fit within the new context. It comes down to relying on your experience as well as relying on your network to get settled into the new function. In fact, you will likely find that your network is a critical aspect of learning about and successfully executing your new job (1-4-10 Let’s Talk). After about six months or so, you will find that you are wondering why you ever doubted the wisdom of your decision to make the career move. Congratulations. You are well and truly settled into your new assignment.
Cheers!
Okay, so what the heck does this have to do with the new/aspiring executive? Well it opens up the avenue for a discussion about career change, of course. I’d say that I went through a major career change when I retired. And that is added to just a long list of previous career changes. My husband used to tease me that I couldn’t hold a job. And he’s probably right. I’ve worked in five different disciplines over the past 25 or so years (IT, finance, operations, program management, sales and marketing). And within each of those, I held multiple jobs. So it is fair to say that I have a wide range of experience when it comes to career change. And really, what is retirement, if not a career change??
There are plenty of studies out there that talk about how the average worker will make multiple career changes in their work lives. And my own model identifies managing change and ambiguity as a critical executive skill (12-3-09 Morphing to a Model and 1-13-10 Now Go Do Something).
So why does this come to mind now (besides the obvious reason of my anniversary)? I’ve been emailing with one of my previous co-workers and her news seems to have brought the entire subject of career change to the forefront of my mind. She (along with her family) is transferring from the Midwest to the southeastern seaboard. Same company, new position, and really new location. I’d say that qualifies as a major career change! (Good luck, Taylor! I know that you will do just fine!).
I’ve had this career change discussion with many of my co-workers over the years. Here’s how it usually goes. When you get the new assignment, the excitement is very high. How can one NOT be excited about a new job? And for the first month or two in the new position, everything is new and exciting. You are meeting new people, learning new things, etc. Things are looking very rosy.
And then, a month or two into the new assignment, you find yourself thinking…… What WAS I thinking when I accepted this job?! I don’t know anything about this position. You begin doubting your wisdom of accepting the new assignment, doubting your ability to do the job, and doubting your desire to accept the new responsibilities. You may even find yourself wishing for the safety and security of your old job.
You have to push past this. And you will. You likely wouldn’t have gotten the assignment if someone didn’t believe that your skills and abilities were a good fit. You just have to find how those skills and abilities fit within the new context. It comes down to relying on your experience as well as relying on your network to get settled into the new function. In fact, you will likely find that your network is a critical aspect of learning about and successfully executing your new job (1-4-10 Let’s Talk). After about six months or so, you will find that you are wondering why you ever doubted the wisdom of your decision to make the career move. Congratulations. You are well and truly settled into your new assignment.
Cheers!
Wednesday, May 19, 2010
5-19-10 The Real Power
On Monday, I talked a little about the power of your position as an executive (5-17-10 Personal Impact) along with the impact that the position power has on those around you.
I was browsing the latest issue of Harvard Business Review (May 2010) this morning and ran across an article that really caught my attention….. And in my opinion, extends the discussion of position power.
The article is from Michael Segalla and is based on his research as to where the real power resides in the organization. Michael is a professor and researcher at the HEC School of Management in Paris. You can find the HBR article at the link below. It is a very short, but very powerful article, I think. Go ahead, click the link. I’ll wait.
I was browsing the latest issue of Harvard Business Review (May 2010) this morning and ran across an article that really caught my attention….. And in my opinion, extends the discussion of position power.
The article is from Michael Segalla and is based on his research as to where the real power resides in the organization. Michael is a professor and researcher at the HEC School of Management in Paris. You can find the HBR article at the link below. It is a very short, but very powerful article, I think. Go ahead, click the link. I’ll wait.
Vision Statement: Find the Real Power in Your Organization
Glad that you came back! Didn’t you find the article interesting?
For the new and/or aspiring executive, I find a couple of interesting implications from this research.
First, it would be interesting to plot where you are on the grid. Do you fall in category A -- untapped potential? If you are new or aspiring as an executive, the answer is likely yes. So what? Well, in my mind, the issue for you becomes one of how you move up in the hierarchy and in objective authority --- while maintaining your high sense of responsibility. Of course, that movement up isn’t something you get to chose. But you CAN influence it. How? By finding a boss or mentor that trusts you AND that can help your movement. When you find this person (or persons), you will find additional opportunities to prove yourself. It is then up to you to make sure that you succeed.
A second implication for the new/aspiring executive is to understand how those around you (your peers, your bosses, etc) fall on this grid. Yeah, I know, you can’t go out and interview all of these people to get a fix on it. But that’s okay, because if you stop and think about it, you likely have all of the information you need to plot each person on the grid. And if you don’t have the info, your network can certainly help to provide it.
Once you have them plotted, then what? Well, it should help to shape your work, discussions, meetings, etc. with each person. And you can’t just limit this to those people above you on the grid. Look at the grid that was reproduced in HBR. There are a lot of people in the lower section of the grid with a significant amount of objective authority. Wouldn’t these be ideal people to have as part of your network? And what about category B, dangerous deadwood, people? You certainly can’t ignore them, because they do have a lot of power in your organization. And frankly, if you ignore or butt heads with them, it is likely that they can snuff your career advancement chances in a heartbeat. But since you now know that they wield a large amount of power but lack the sense of responsibility, you can shape your interactions with them -- such that you aren’t damaged or hurt by the interactions.
Of course, I am sure that there are many other implications that go with this model of determining the real power in an organization. And many thanks to Professor Segalla for sharing his powerful research with us.
Cheers!
Thursday, April 29, 2010
4-29-10 Shoulda Told Me #9
Apologies to my regular readers for being late to post…. Again!
I’m back on the “someone shoulda told me” bunny trail today.
In my industry, and I’m sure in many others, you have periods of time where you just can’t seem to work enough hours because there is just so much darned work to be accomplished.
In the aerospace industry, a new program introduction is a prime example. When the new program finally makes its way into the factory for the first time, it is generally well, not chaos, but darned close. New parts, new materials, new processes, new everything --- or so it seems. And not surprising, there are generally a few unk-unks to go along with all the “new”. All of us spend a lot of hours working to straighten things out and getting the factory to run smoothly. It requires a lot, and I mean A LOT, of hours from everyone.
So the typical day runs 14 to 16 hours during this period of time. You fall into a routine of arriving at 5 or 6 am (to cover 3rd shift) and then working all the way through to 7 or 8 pm (to cover 2nd shift). It is grueling. But it is also exhilarating. Nothing compares with the sense of satisfaction when the first process works correctly, or first part comes off the line, or ultimately, the first airplane rolls out the door.
So what? There is a lesson to be learned in all of this. As things settled down, I was in such a routine, that I continued to work those long hours -- delving into details that, frankly, were better left to my management and mechanic teams. The long days had become a habit --- an addiction, if you will.
So someone DID tell me (although I wish someone woulda told me sooner!) a very important bit of information. My very wise boss sat me down and said, “Work your butt off when the situation requires, but learn to identify the ‘good times‘ and go home early. Learn when to back off and recharge your batteries.”
And he was/is right. In the heat of the battle, you have to put in the hours. Nothing else will solve the problem. You have to be present to work through the problems. But they will resolve. And once they do, it is easy to just continue on with the executive practices that you used during the battle. But that is a mistake. You have to rest and recharge. Because there WILL be another battle at another time and you have to be ready for it.
So, recognize the good times --- and take advantage of them.
Cheers!
I’m back on the “someone shoulda told me” bunny trail today.
In my industry, and I’m sure in many others, you have periods of time where you just can’t seem to work enough hours because there is just so much darned work to be accomplished.
In the aerospace industry, a new program introduction is a prime example. When the new program finally makes its way into the factory for the first time, it is generally well, not chaos, but darned close. New parts, new materials, new processes, new everything --- or so it seems. And not surprising, there are generally a few unk-unks to go along with all the “new”. All of us spend a lot of hours working to straighten things out and getting the factory to run smoothly. It requires a lot, and I mean A LOT, of hours from everyone.
So the typical day runs 14 to 16 hours during this period of time. You fall into a routine of arriving at 5 or 6 am (to cover 3rd shift) and then working all the way through to 7 or 8 pm (to cover 2nd shift). It is grueling. But it is also exhilarating. Nothing compares with the sense of satisfaction when the first process works correctly, or first part comes off the line, or ultimately, the first airplane rolls out the door.
So what? There is a lesson to be learned in all of this. As things settled down, I was in such a routine, that I continued to work those long hours -- delving into details that, frankly, were better left to my management and mechanic teams. The long days had become a habit --- an addiction, if you will.
So someone DID tell me (although I wish someone woulda told me sooner!) a very important bit of information. My very wise boss sat me down and said, “Work your butt off when the situation requires, but learn to identify the ‘good times‘ and go home early. Learn when to back off and recharge your batteries.”
And he was/is right. In the heat of the battle, you have to put in the hours. Nothing else will solve the problem. You have to be present to work through the problems. But they will resolve. And once they do, it is easy to just continue on with the executive practices that you used during the battle. But that is a mistake. You have to rest and recharge. Because there WILL be another battle at another time and you have to be ready for it.
So, recognize the good times --- and take advantage of them.
Cheers!
Sunday, April 25, 2010
4-25-10 Get the Buzz
Sometimes real life gets in the way of a regular post. I know, I know… I should plan ahead for these things. But hey, I’m retired, I don’t HAVE to plan ahead anymore!
I had the opportunity to attend our state’s credit union association annual conference the last couple of days. I met a lot of great people, heard some really great speakers, and managed to pick up a couple of ideas for this blog.
As an aside (and a non-paid advertisement), if you don’t have a relationship with a credit union, I highly recommend it. And it isn’t just me. Many of today’s financial experts are saying that you should move your money to a credit union. Wny? They are member-owned and therefore VERY member-centric. And if you are in the borrowing phase of your life, they are actually lending money at very competitive rates (unlike many banks). And they aren’t just for individuals -- many credit unions help business members as well.
One of the speakers for this conference talked a little bit about creating value and how to get the word out about the value you (or your company) creates. He had an interesting statistic -- 1 out of a group of 10 people influences the other 9 people in that group. That creates buzz. And the buzz generates loyalty.
Of course, for a credit union, that means that we want our members to generate buzz (and loyalty) for the products and services that are offered.
But what does it mean for the executive? Well frankly, there are a couple of ways that you can go with this?
Of course, the obvious route concerns creating buzz for your product or service. You can see this in everything from a high tech company like Apple to a coffee house like Starbucks. But you can also see it (if you really look) in unlikely places, like a school. Yea, I really mean a school. Now I’m not a parent, but even I’m not oblivious to those local high schools that have a buzz going -- either because of their academic program or their sports program.
Think that just because you aren’t the “marketing guy” that you don’t have any responsibility for creating buzz? Wrong. No matter where you are in a company or organization, you have responsibility for contributing to the buzz. Think about Toyota. Over the past, oh, 50 years or so they have created quite a bit of buzz, which has resulted in astounding customer loyalty -- despite their current difficulties. And it wasn’t just one person creating that buzz. They had an entire company working on it.
A second route that you might consider that concerns generating buzz is within your employment practices. Is your company or organization the “in” place to work? If it is, then congratulations, you’ve created employment buzz. High tech companies are particularly good at this. Think of places like Google or Intel or Apple or even Microsoft. Their employees are absolutely rabid about where they work and what they do. And I believe that this is translatable to any other company or organization. And the fact is that you really do need this employment buzz so that you can entice the cream of the crop to come to work for your organization. AND so that you can retain the valuable employees that you already have.
So how do you create employment buzz? Well, being the highest paying organization around doesn’t hurt. But not every company can do that. There are other ways. You can offer perks that your employees value -- like a gym, or a concierge service, or gourmet food in your cafes, or on-site daycare. Heck the list goes on and on. The key is to figure out what your employees (or prospective employees) value and then tailor your programs. Yea, it costs a little more to do this. But think about what you will save in recruiting and other costs.
So create some buzz --- and benefit from the loyalty (either customer or employee) that it creates.
Cheers!
I had the opportunity to attend our state’s credit union association annual conference the last couple of days. I met a lot of great people, heard some really great speakers, and managed to pick up a couple of ideas for this blog.
As an aside (and a non-paid advertisement), if you don’t have a relationship with a credit union, I highly recommend it. And it isn’t just me. Many of today’s financial experts are saying that you should move your money to a credit union. Wny? They are member-owned and therefore VERY member-centric. And if you are in the borrowing phase of your life, they are actually lending money at very competitive rates (unlike many banks). And they aren’t just for individuals -- many credit unions help business members as well.
One of the speakers for this conference talked a little bit about creating value and how to get the word out about the value you (or your company) creates. He had an interesting statistic -- 1 out of a group of 10 people influences the other 9 people in that group. That creates buzz. And the buzz generates loyalty.
Of course, for a credit union, that means that we want our members to generate buzz (and loyalty) for the products and services that are offered.
But what does it mean for the executive? Well frankly, there are a couple of ways that you can go with this?
Of course, the obvious route concerns creating buzz for your product or service. You can see this in everything from a high tech company like Apple to a coffee house like Starbucks. But you can also see it (if you really look) in unlikely places, like a school. Yea, I really mean a school. Now I’m not a parent, but even I’m not oblivious to those local high schools that have a buzz going -- either because of their academic program or their sports program.
Think that just because you aren’t the “marketing guy” that you don’t have any responsibility for creating buzz? Wrong. No matter where you are in a company or organization, you have responsibility for contributing to the buzz. Think about Toyota. Over the past, oh, 50 years or so they have created quite a bit of buzz, which has resulted in astounding customer loyalty -- despite their current difficulties. And it wasn’t just one person creating that buzz. They had an entire company working on it.
A second route that you might consider that concerns generating buzz is within your employment practices. Is your company or organization the “in” place to work? If it is, then congratulations, you’ve created employment buzz. High tech companies are particularly good at this. Think of places like Google or Intel or Apple or even Microsoft. Their employees are absolutely rabid about where they work and what they do. And I believe that this is translatable to any other company or organization. And the fact is that you really do need this employment buzz so that you can entice the cream of the crop to come to work for your organization. AND so that you can retain the valuable employees that you already have.
So how do you create employment buzz? Well, being the highest paying organization around doesn’t hurt. But not every company can do that. There are other ways. You can offer perks that your employees value -- like a gym, or a concierge service, or gourmet food in your cafes, or on-site daycare. Heck the list goes on and on. The key is to figure out what your employees (or prospective employees) value and then tailor your programs. Yea, it costs a little more to do this. But think about what you will save in recruiting and other costs.
So create some buzz --- and benefit from the loyalty (either customer or employee) that it creates.
Cheers!
Wednesday, April 14, 2010
4-14-10 What's Your Tolerance Level?
I seem to be on a roll with examining survey participant comments. So, continuing that theme…….
One of my survey participants made a comment that utterly surprised me…. At least at first. When asked what other advice he/she had for the new or aspiring executive, this respondent said, “I wish that I had realized early on that there was little or no tolerance for mistakes or for someone who doesn’t think like the majority”.
Good grief. Yep, that was my initial reaction when I read the comment. In this day and age, is there really a work environment where mistakes aren’t tolerated? Or where conformance is the expectation?
Then, of course, I had a “duh” moment. Of course there is that type of work environment. Unfortunately, we all see it most every day.
So what does this mean for the new/aspiring executive? A couple of things come to mind.
For you, the executive, and your career, it means that you have to be aware of the phenomenon. And it means there will be times that you are ready and willing to take a risk, be it on a project, product, person, etc. But you won’t be able to. You have to assess the probable damage that you will do to your career and then, sometimes, decide that taking the risk isn’t worth the potential damage. And there are times when, against your better judgment, you will have to conform with what your boss or your peers require. Not so different from “saluting smartly”, when you think about it (2-1-10 Salute Smartly).
You should know this, for you and your career, you will have to walk a fine line between risk and reward…. Between conformance and the appearance of almost insubordination. Difficult, but doable.
The second thing that comes to mind….. this type of environment affects your staff. As an executive, you can accede to the pressure around you and manage the same way. You can have little tolerance for the risks your people take and you can expect blind conformance. But I don’t recommend it. Instead, work with your people to assess the risks. And when things blow up (they occasionally will!), you have to be the one to run interference between your staff and the people who would want to punish them for taking the risk. And instead of conformity, have the attitude that you welcome disparate attitudes. But be ready to help your people understand that sometimes, conformity to a company view is required. Your job is to help your folks walk that fine line --- and then to protect them when they cross it.
Cheers!
One of my survey participants made a comment that utterly surprised me…. At least at first. When asked what other advice he/she had for the new or aspiring executive, this respondent said, “I wish that I had realized early on that there was little or no tolerance for mistakes or for someone who doesn’t think like the majority”.
Good grief. Yep, that was my initial reaction when I read the comment. In this day and age, is there really a work environment where mistakes aren’t tolerated? Or where conformance is the expectation?
Then, of course, I had a “duh” moment. Of course there is that type of work environment. Unfortunately, we all see it most every day.
So what does this mean for the new/aspiring executive? A couple of things come to mind.
For you, the executive, and your career, it means that you have to be aware of the phenomenon. And it means there will be times that you are ready and willing to take a risk, be it on a project, product, person, etc. But you won’t be able to. You have to assess the probable damage that you will do to your career and then, sometimes, decide that taking the risk isn’t worth the potential damage. And there are times when, against your better judgment, you will have to conform with what your boss or your peers require. Not so different from “saluting smartly”, when you think about it (2-1-10 Salute Smartly).
You should know this, for you and your career, you will have to walk a fine line between risk and reward…. Between conformance and the appearance of almost insubordination. Difficult, but doable.
The second thing that comes to mind….. this type of environment affects your staff. As an executive, you can accede to the pressure around you and manage the same way. You can have little tolerance for the risks your people take and you can expect blind conformance. But I don’t recommend it. Instead, work with your people to assess the risks. And when things blow up (they occasionally will!), you have to be the one to run interference between your staff and the people who would want to punish them for taking the risk. And instead of conformity, have the attitude that you welcome disparate attitudes. But be ready to help your people understand that sometimes, conformity to a company view is required. Your job is to help your folks walk that fine line --- and then to protect them when they cross it.
Cheers!
Monday, April 5, 2010
4-5-10 Never Let 'Em See You Sweat
Well, not exactly.
But first, I digress.
One of the great things about research, specifically research via surveys, is that you get a wealth of information. One of the downsides of the structured PhD thesis is that you don’t always get to use or share every shred of this most valuable information.
In going back through the original survey responses, I was reminded that there is some very interesting information, from very experienced executives, that hadn’t yet found an outlet.
Well, tada! Here is the outlet……
So what did I mean by the title? It is actually an outgrowth of one of the survey responses. Which was, “never show you think something is impossible”. And why do you suppose that my survey participant said that? Well, of course, I can’t know for sure, but I’m thinking it is a pretty good bet that the reason is because you are the executive!
Think about it this way. You are in the aerospace industry and your company is in the process of designing a brand new material that will revolutionize air transport. Instead of metal, you will be designing and building planes out of composites. Don’t you imagine that oh, twenty or so years ago, someone was thinking (if not saying) that it would be impossible? And yet, we have just seen the first mostly-composite airplane start its test cycles.
In all likelihood, during the last twenty years, there have been executives that thought a composite airplane was impossible, but charged ahead anyway. And in doing so, what was deemed impossible became a “maybe” and then became a possible and then finally, became a reality.
The point here is that when your team (or your boss, for that matter) comes to you with an idea or an assignment that you believe is impossible…. Don’t just blurt out your view. Let it simmer. Let it develop. Work from angles that you’ve never used. After all, this is how innovation begins --- with the impossible.
Of course, you have to balance that nurturing of the idea with the reality of your current business. You can’t pour all of your money and time into something that won’t pay off for 30 years. But you can keep feeding the idea with small amounts in order to see where it will take you and your company in the future.
Cheers!
But first, I digress.
One of the great things about research, specifically research via surveys, is that you get a wealth of information. One of the downsides of the structured PhD thesis is that you don’t always get to use or share every shred of this most valuable information.
In going back through the original survey responses, I was reminded that there is some very interesting information, from very experienced executives, that hadn’t yet found an outlet.
Well, tada! Here is the outlet……
So what did I mean by the title? It is actually an outgrowth of one of the survey responses. Which was, “never show you think something is impossible”. And why do you suppose that my survey participant said that? Well, of course, I can’t know for sure, but I’m thinking it is a pretty good bet that the reason is because you are the executive!
Think about it this way. You are in the aerospace industry and your company is in the process of designing a brand new material that will revolutionize air transport. Instead of metal, you will be designing and building planes out of composites. Don’t you imagine that oh, twenty or so years ago, someone was thinking (if not saying) that it would be impossible? And yet, we have just seen the first mostly-composite airplane start its test cycles.
In all likelihood, during the last twenty years, there have been executives that thought a composite airplane was impossible, but charged ahead anyway. And in doing so, what was deemed impossible became a “maybe” and then became a possible and then finally, became a reality.
The point here is that when your team (or your boss, for that matter) comes to you with an idea or an assignment that you believe is impossible…. Don’t just blurt out your view. Let it simmer. Let it develop. Work from angles that you’ve never used. After all, this is how innovation begins --- with the impossible.
Of course, you have to balance that nurturing of the idea with the reality of your current business. You can’t pour all of your money and time into something that won’t pay off for 30 years. But you can keep feeding the idea with small amounts in order to see where it will take you and your company in the future.
Cheers!
Wednesday, March 31, 2010
3-31-10 Think for Yourself
Did you notice in the recent health care legislation vote that not one Republican, in either the House or the Senate, voted for the bill(s)? No, I’m not here to start a debate on the whole health care legislation issue. There are plenty of other political blogs, talking heads, and pols that are gleefully doing that online for you. Instead, I’m here to discuss the whole idea of thinking for yourself.
Given the recent legislation, I find it incredibly hard to believe that not one Republican could agree with the legislation. And that means that at least one of them went against their beliefs in what would be good legislation. To me, that also means that he/she didn’t think for themselves --- that they let other people do their thinking for them.
When it comes to this kind of behavior in the executive ranks, I have a problem with that. Yes, I know, in a previous post I talked about the need sometimes to just shut up and salute smartly (2-1-10 Salute Smartly). But I’ve also talked about the need for the executive to be decisive. In fact, it is the number one skill within the execution function for executives (12-30-09 Morphing to a Model).
As an executive, you are expected to be decisive. And the decisions you will make aren’t typically going to be easy. Hell, if they were easy, someone on down the management chain would have already made the decision. And you can be sure that some of the decisions you make won’t be popular. As I used to tell my guys, that’s okay….. That’s why they issue me the big shoulder pads.
Seriously, you can’t make decisions, particularly on extremely important topics, based on what would be popular or what would curry you favor with your party. You have to make decisions based on: what is right for your company, what is right for your people, and what is right for you.
It is always a balancing act. And sometimes you will be better at it than others. But you have to think it through for yourself and then act appropriately. No hiding behind anyone or any group.
Cheers!
Given the recent legislation, I find it incredibly hard to believe that not one Republican could agree with the legislation. And that means that at least one of them went against their beliefs in what would be good legislation. To me, that also means that he/she didn’t think for themselves --- that they let other people do their thinking for them.
When it comes to this kind of behavior in the executive ranks, I have a problem with that. Yes, I know, in a previous post I talked about the need sometimes to just shut up and salute smartly (2-1-10 Salute Smartly). But I’ve also talked about the need for the executive to be decisive. In fact, it is the number one skill within the execution function for executives (12-30-09 Morphing to a Model).
As an executive, you are expected to be decisive. And the decisions you will make aren’t typically going to be easy. Hell, if they were easy, someone on down the management chain would have already made the decision. And you can be sure that some of the decisions you make won’t be popular. As I used to tell my guys, that’s okay….. That’s why they issue me the big shoulder pads.
Seriously, you can’t make decisions, particularly on extremely important topics, based on what would be popular or what would curry you favor with your party. You have to make decisions based on: what is right for your company, what is right for your people, and what is right for you.
It is always a balancing act. And sometimes you will be better at it than others. But you have to think it through for yourself and then act appropriately. No hiding behind anyone or any group.
Cheers!
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