Leadership is 35% coaching, and the rest is following

December 25, 2017

By Alan Murray via fortune.com   Article

You Can’t Have All the Answers

“… I moderated a panel of five CEOs on the challenges of leading in an age of accelerating technological transformation. The organizations they represented were diverse—from selling motorcycles (Jason Chinnock of Ducati North America), to hosting video (Susan Wojcicki of You Tube), to operating casinos (Mark Frissora of Caesars), to banking (Stephen Bird of Citi Global Consumer Banking) to training girls (Sylvia Acevedo of Girl Scouts USA.).

Yet they all sounded like they faced the same challenge—how to create cultures that can identify, adopt, and embrace rapid innovation.

As a final question, I asked them the most important leadership lesson they had learned for managing rapid change. Frissora emphasized the importance of transparency, and Wojcicki echoed that by telling how she holds a management meeting each week at which any employee can ask her any question. Acevedo, noting her organization is largely made up of volunteers, talked of the importance of showing people respect. Bird said he works to create a workplace free from fear, so employees are willing to experiment and take risks. And Chinnock finished up by quoting this advice, which he said he heard just two days earlier, from another conference attendee:

‘Leadership is 35% coaching, and the rest is following. You can’t have all the answers; you have to empower others to find them.’

Words to live by.”

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Don’t give advice

December 25, 2017

By Bruce Eckfeldt via flipboard.com  Article

Great Mentors Don’t Give Advice, They Share Experiences. Here’s Why


How can I contribute?

December 25, 2017

By Seth Godin via sethgodin.typepad.com   Article

Five contributions

“Each one matters, each is intentional, each comes with effort, preparation and reward:

Leader: The pathfinder, able to get from here to there, to connect in service of a goal. Setting an agenda, working in the dark, going new places and tackling unknowable obstacles.

Manager: Leveraging the work of others, coordinating and completing, with a focus on taking responsibility. The leader can set an agenda, the manager makes the countless decisions to ensure it gets completed. It’s been done before, but you can do it better.

Salesperson: Turning a maybe into a yes, enrolling prospects in the long-term journey of value creation.

Craftsperson: Using hands or a keyboard to do unique work that others can’t (or won’t).

Contributor: Showing up and doing what you’re asked to do, keeping promises made on your behalf.

I’m sure that I missed a few, but I’m not describing job titles, I’m describing a posture. When you decide what to do next, that decision reveals your sense of what’s the next best contribution you can make. What do you see, who are you waiting for, how do you know if it’s working, what do you need to learn, where is the leverage and who can help?

Yes, these are soft skills, real skills, the skills and attitudes that actually matter. It’s up to each of us to decide how much we’ll show up, how much we’ll contribute.”


Won’t end sexual harassment

December 25, 2017

By Frank Dobbin and Alexandra Kalev via hbr.org   Article

Training Programs and Reporting Systems Won’t End Sexual Harassment. Promoting More Women Will

“We already know how to reduce sexual harassment at work, and the answer is actually pretty simple: Hire and promote more women. Research suggests that this solution addresses two root causes of harassment.

First, as a raft of studies has shown, harassment flourishes in workplaces where men dominate in management and women have little power. We’ve recently seen this imbalance wreak havoc in the entertainment and media industries, where it’s long been understood that major players like movie producer Harvey Weinstein and former Fox News chief Roger Ailes could easily make or break women’s careers. But this is also happening across the economy, with women in tech and law, saleswomen (particularly in retail), waitresses, hotel maids, and many others. Male-dominated management teams have been found to tolerate, sanction, or even expect sexualized treatment of workers, which can lead to a culture of complicity. People may chuckle over misbehavior rather than calling it out, for example, or they may ostracize harassed women, privately ashamed of not having spoken up. Reducing power differentials can help, not only because women are less likely than men to harass but also because their presence in management can change workplace culture.

Second, harassment flourishes in organizations where few women hold the “core” jobs. Fixing this is about finding power in numbers, not just in authority and hierarchy. Female firefighters, police officers, construction workers, and miners are frequently harassed because they’re outnumbered. So are women in the tech industry, advertisingjournalism, and our own field — academia. Again, the answer is to bring more of them into the ranks. In industries and workplaces where women are well represented in the core jobs, harassment is significantly less likely to occur.”

 


The source, not a resource

December 18, 2017

By Pascal Finette via email to mailing list

Rethinking People

“If you have ever worked for a company which was big enough to have to organize their people (or build one), you will have encountered the Human Resources (HR) department.

It is a pretty weird, backward and industrial way of thinking – assuming that humans (people) are merely resources. That might have been true during the times when we were focussed on building an efficient and effective industrial organization with an aim to churn out as many gadgets at the lowest cost possible. It surely is not true today anymore. Today the value of most companies is directly related to the people who work there and the work they are empowered to do.

Humans are not a resource, they are the source. They are the source of everything a company does.

As you are growing your company, as you are bringing people into your organization and as you are managing the people inside of your business, shift your thinking from resource to source. It will fundamentally change the way you think about how to engage with your people, how to empower and support them to do their best work – and it will pay off handsomely in your company’s performance.

Build What Matters.
Pascal ツ”

1 thing every great leader does

December 18, 2017

By Jeff Haden via flipboard.com   Article

The 1 Thing Every Great Leader Does, Each and Every Day

“It’s hard to be seen as a great CEO if you don’t produce earnings, profits, and a rising stock price.

The same is ultimately true for a small business owner. Startup founders are ultimately measured by their ability to generate profits, because without profits, there is no business. Everything else — doing what you love, giving back to the community, etc. — follows from that.

And the same is true for a boss at any level; ultimately you’re measured by your ability to hit your performance and financial targets. You can have all the soft skills you want, but if you don’t get things done… you won’t have a job.

But how does every great leader accomplish those goals? What is one thing every great leader does?

What great leaders do is make every person around them better.

Why? Because no one does anything worthwhile alone, especially great leaders. Leaders are only great when they build great teams — which means making every person on those teams better.

How? For some employees, that means a little more training. For others, it means more encouragement. For others, it means holding them to higher standards. For others, it means providing opportunities to gain skills and experience.

Every person is different. That means every person’s needs are different.

It’s your job to figure out what those needs are, and then deliver.

Take a close look at the people around you. Are they more skilled than when they joined your company or team? More proactive? Better communicators? Better team players? Better leaders?

Better performers?

If not, you aren’t doing your job.

Great leaders develop every employee. Great leaders make every person around them better.

Because when they do… everything else follows.”


Collateral damage

December 18, 2017

By Pascal Finnette via email to subscriber list

There Are No Side Effects

“Ever so often you hear people talk about the side effects of an action they have taken. Sometimes we refer to these side effects as ‘unintended consequences’ or, in military terms, ‘collateral damage.’ Typically the word is used as a way to shrug your shoulders and move on with the primary cause of action.

A lot of Uber drivers making barely enough money to scrape by? Just a side effect of the sharing economy virtues.

Letting someone steal half of American’s private data? Somewhat unavoidable side effects of the digital age.

Increasing discrepancies in the wealth of the top 40% versus the bottom 60% of income earners? Oh well, just a side effect of the way the markets work these days.

Let me call bullshit on this.

There are no side effects – there are only actions and effects. Moreover, we, as leaders in this world, have a moral obligation to take responsibility. We are the ones who are designing these systems (or at least influence them), we are the ones who are building the next paradigms. Moreover, as such we are required to do the hard work and consider all effects our actions have – not just the ones which we like, get us to the outcomes we aspire to and make us feel and look good.

I keep telling audiences around the world in my sessions that the future is unwritten. That it is on us to build the future we want. That we create the world, we want to live in. We are privileged to be in this position. Moreover, with these great powers come great responsibilities.

You can only build what truly matters if you take responsibility for all your actions.”