Stay real and don’t be blinded by slogans and buzzwords…

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The use of catchy slogans internally across organizations and even within individual functions is becoming ever more prevalent.  Slogans like: “Winning Together”, “New ideas. Better HR”, “We deliver results” and the like, are slogans we will all recognize.

Similarly, buzzwords like “Empowerment”, “Accountability” and “Collaboration” also get liberally used, often without substance.

Slogans and buzzwords in and of themselves are not bad. In fact, most of these represent healthy characteristics and direction. I understand the reasoning behind them. Everyone is overworked and under-resourced so leaders who want to energize, motivate and inspire their people are constantly looking for the latest fads; new messages, slogans and ways to infuse renewed energy and hope to the troops. That is a commendable endeavor.

However, the problem begins when slogans and buzzwords limit leaders’ ability to see straight, face reality and own the issues and gaps they have around them.

I was working with a finance division of a global technology company. Team members were very good at what they did but the different departments within the larger division worked as fragmented silos with little collaboration, communication and sharing. It was actually worse, there was internal competition between departments which often caused major issues in the overall ability of the department to provide excellent support to its clients.

The head of the division decided to put an end to the dysfunctionality and turn his division into a cohesive team. He took his managers to an offsite session where he laid down the new law. All managers, some reluctantly, committed to the change. To commemorate their watershed meeting the managers decided to brand their effort and its purpose: “We are One Finance”.

At first, people made an effort to better behave consistently with the new slogan. However, after a while, things started to slip and deteriorate again. No one really paid attention to the deterioration because everyone was still captivated by, and referencing the team slogan “We are One Finance”. The dissonance between the slogan and reality got wider. It took a long time for the team to confront their reality of things being bad again.

Take another example in a different organization. I was sitting in a meeting in which the team members were reviewing their strategic initiatives. They had ten initiatives, which they clustered into three groups. Each initiative had a junior manager leading them, and each cluster had a senior manager leading them.

While creating the clusters made sense from an efficiency standpoint, as there were fewer clusters than initiatives, and while the senior managers kept stressing that this model enabled “Strategic Alignment”, “Business Collaboration” and “Scale” between initiatives, many of the junior managers running the initiatives didn’t buy it. They were frustrated because they felt that this structure added no value to the initiatives themselves, only to the status of the senior managers running them.

At some point in the meeting there was a heated exchange between one of the cluster leads and one of the initiative leads, in which the initiative leader again challenged the value of the cluster model. The cluster lead insisted that there was significant strategic and business value to the model because, as he claimed the initiative leads under him were strategizing and collaborating among themselves.

I looked around the room and the body language was deafening. People were rolling their eyes, whispering to each, texting other and passing notes.

Why?

Because everyone in the room knew that what the junior manager was claiming was in fact true – there was no strategic alignment, business collaboration or scale taking place between the initiatives. Each initiative lead ran his or her own initiative in isolation and the only time there was any exchange between them was when they had to give the senior cluster manager their PowerPoint slide for his quarterly reviews.

This is a common example of leaders being so consumed with their own slogans and buzzwords that they can’t see the reality around them.

The slogans and buzzwords are not the problem, it’s how leaders relate to them.

So, don’t be hypnotized by any slogan or buzzword, no matter how powerful or relevant they may be. Keep your eyes and mind open and stay real! Otherwise, you will stop seeing objectively what is working and what is not around you. You will check your mental box and believe that everything is going well regardless of the facts.

Don’t swing to the other side either and be one of these people who is always cynical and sarcastic about any slogan or buzzword. That attitude produces a negative environment too.

And, if you happen to fall into oblivion, don’t get defensive or passive-aggressive if people around you try to wake you up. If you do, you could have a worse situation on your hands – an issue with no one feeling safe enough to address it. We all know how that story ends.

Be careful of the two-headed monster!

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Accountability is one of these corporate concepts that could make a great difference in almost every aspect of any company’s culture, performance and business results. Unfortunately, in most organizations and teams ‘accountability’ is simply not practiced or effectively promoted and nurtured.

In fact, in most organizations, there seems to be awkwardness when dealing with accountability.

In some organizations accountability is not a big topic. People don’t bring it up and they don’t even expect it. This is simply because they don’t know how to approach it or bring it about.

However, in most modern organizations people do bring up the topic of accountability on a regular basis. Unfortunately, the fact that the concept is being talked about doesn’t mean it is present as a behavior. In fact, in most organizations accountability lives as talk and no action.

People talk about accountability mainly when they want to criticise, complain, blame others or just blow steam when they are frustrated about the fact that things are not moving or changing fast or effective enough, and when they feel that no one is doing anything about it.

Contrary to what leaders often say, they seem to be ok with the lack of clarity and enforcement of accountability. But, at the same time, they also seem to feel personally attached to and identified with their titles and what they are allegedly accountable for.

Because of that, calling people to the carpet and holding people to account, especially when they didn’t do what they promised, is often not an easy or comfortable conversation to have. In fact, even assigning accountability or enrolling people to take it in the first place requires a level of commitment to high performance, clarity, and courage that to be honest even senior leaders often don’t have.

Sometimes when organizations don’t want to confront the topic of who should be accountable for specific activities they come up with a compromise of assigning two leaders to be accountable for the same team, project or task. In most organizations, this model of accountability is typically referred to as ‘two-in-a-box‘.

In most cases, the ‘two-in-a-box accountability’ model is a sellout; the wrong answer for the wrong reasons. More importantly, it doesn’t work!

I was working with the marketing function of a large global technology company. When it came to managing and storing their own data, as well as their customer’s collateral, they had a fragmented model in place, where multiple teams were responsible for managing different parts of the information. Needless to say, this was not efficient, people were confused both internally and externally about roles and responsibilities, and these dynamics caused tensions between team members.

The leader of the organization decided to make a change, so he gathered his senior leadership to discuss who should be accountable for this area. To be fair, managing and sorting this volume of information and data is a complex and challenging task so the discussion wasn’t an easy one and it took time. However, the fact that different leaders had personal agendas about how this should go, only made things more difficult.

The team didn’t reach a conclusion and the senior leader, who didn’t want to dictate a resolution, instead created a two-in-a-box model by assigning the accountability to the two leaders whose jobs were closest this field. These were also the two leaders who competed for the role.

Things only deteriorated from there. Instead of trying to work together the two-in-a-box leaders continued to work in silos without much sharing and collaboration. As a result, the lack of clarity about roles and responsibility only deepened, team members and customers didn’t know who to go to for different information and solutions, resentments grew, and productivity plunged.

Trust me, this is not a one-off scenario.

No matter what rationale senior leaders come up with to explain and justify their compromise, when you strip it down, the reason is typically avoiding the tough conversations and tough decisions, which may upset one leader when you give him/her the accountability and/or upset another leader when you take away his/her accountability.

After all, if there is 100% clarity and transparency, and everyone knows that you are or are not accountable for a certain area, this could have implications on your perceived status and importance in the organization.

So, contrary to what they often publically declare, leaders opt for generalization and vagueness rather than clarity and transparency.

Unfortunately, the consequences of this lack of clarity are dear, including politics, stagnation, and erosion of trust and confidence in senior leadership.

Do you think that if leaders truly confronted and owned the consequences of their lack of decisiveness and clarity they would change their ways?

Are you leading with power or force?

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In my work with organizations, I meet many effective managers and executives who have a wide variety of leadership styles and personalities. 

Some drive progress in a proactive way and others are more reactive. Some make things happen directly, while others talk a good game but only play it through others. Some are self-centered and selfish in their pursuit of results, while others are generous and kind. Some promote politics and fear around them when they get things done, while others get results by inspiring and motivating others to do their best.

When it comes to driving results and making things happen there is a difference between leaders who lead with force and those who lead with power.

Take for example the following three leaders (real stories, fictional names):

  • George was a very tough and rough (prickly) leader. However, he was a very effective one too. He drove his team hard, but because he himself worked even harder, and also because he sincerely cared about his people, he had a very strong level of loyalty and trust in his organization. However, when it came to interacting with other groups the picture was not as pretty. He cared about the company, not just his own area, but when it came to navigating through internal corporate politics, he lacked patience and finesse, therefore he had a tendency to behave like a bull in a china shop. He was abrupt and often instructed his people to do things that affected their colleagues, without coordination or communication. There was no middle ground with George, people either loved him or hated him, but, everyone feared him.
  • Diane was one of the most senior female leader in her organization, which made things more challenging for her. Even though her role required a close interaction with the CEO, and she probably had his ear more than some of her peers, she always felt a bit of an outsider in the senior management team. She was effective in achieving results. However, perhaps because she felt disrespected or inferior she had a tendency to wave her title around and assert her authority whenever she needed to get things done. Needless to say, this rubbed people the wrong way, which only hurt her respect in the wider organization. Her own team members felt embarrassed by and frustrated by her behavior and reputation. But, because they didn’t trust her enough they didn’t feel comfortable telling her how they felt.
  • In contrast with George and Diane, everyone respected and trusted Michael in his company. This was a good thing as he had a cross-functional role that affected everyone. Even though he had a higher rank in his company then George and Diane did in theirs, he didn’t seem to care much about status. He did care, however about driving collaboration and results. In fact, he was passionate and adamant about it, and everyone knew it. He wasn’t afraid to compel, even demand of people to communicate and collaborate for the good of the whole. While he frequently pushed people way beyond their comfort level, no one seemed to take it personally or be threatened by him. In fact, even people who didn’t report to him listened to him and allowed him to informally guide and coach their views and behaviors. In many cases, he made a bigger difference in motivating and inspiring employees and managers than their direct bosses.

As a leader, you can be effective and get the job done in many different styles and approaches. However, there are different consequences to different styles.

Leaders who use force or authority may achieve the results they want. In fact, they may even get things done quicker than those who don’t. However, they often leave behind them a wake of corporate casualties, including colleagues who feel upset, left out, used, taken advantage of, disrespected and/or demeaned.

Leaders who use force or authority also tend to have a negative reputation in the organization. They typically say all the right corporate slogans, however, people don’t see them as authentic. In fact, they tend to be viewed as political, agenda driven and self-serving. People avoid partnering with them, and because team members usually fear them, there tends to be a lot of gossip about them but not a lot of open, honest and direct communication and feedback with them.

In contrast, leaders who use power inspire trust, loyalty, and collaboration. They may go slower and take more time to achieve the results. However, they do so in order to include and align all the key stakeholders, and at the end of the day not only did they achieve the outcomes, but they have built a strong and authentic coalition of committed team members who fully own the future.

Leaders who use power don’t care about organizational borders and silos. They also don’t care about status. They truly wear two equal hats every day – the responsibility for their own organization, as well as the greater good of the whole. And, they are not afraid to hold their colleagues to account, communicate openly and honestly and volunteer for greater corporate assignments beyond their day job. Their personal commitment, example, and courage inspire others throughout the organization to do the same.

What type of a leader are you?

 

 

Complete 2017 in a meaningful way

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As we enter the holiday season and end of 2017 it seems appropriate and timely to write something about “completing the year.”

Completing a chapter, initiative or task effectively can be just as powerful and exciting as starting or executing it effectively. However, it seems as if most people tend to focus more on the starting and executing part. We underestimate the power and value of completing things effectively, not merely finishing or ending them.

The dictionary defines finishing as Bringing a task or activity to an end‘. It defines Completing as ‘Making something whole or perfect’.

You don’t have to do anything for something to end. It is the nature of life. Things begin, go through their evolution and end. A year, a project or a lifetime, it’s all the same. But, in order to complete things – or more accurately to feel complete with activities or situations you need to apply a deliberate and mindful focus and awareness.

How do you complete things?

If you review the year’s events without the distinction completion in mind, you are likely to focus on the cold facts of what actually happened. You will ask yourself questions such as: “What did I do?” “What didn’t I do?” and “What results did I achieve?” While you may find intellectual satisfaction in taking stock of this year’s events in the most factual, objective and accurate way, this information won’t empower or uplift your spirit and soul.

In contrast, if you look at 2017 through the lens of completion you will be compelled to push your thinking and reflection beyond the cold facts of what happened to a deeper level. You will be compelled to own what happened and what didn’t happen in a more meaningful way.

You will ask yourself questions such as “What did I accomplish?” “What did I learn?” “Where and how did I grow?” and “How am I better, stronger and more prepared for the future?” This type of taking stock will deepen your connection with your higher purpose and vision and it will make you feel more satisfied and complete.

The notions of success and failure are interpretations, not facts. You can feel victorious and successful even when you haven’t met your goals. And, you can feel disappointed and unfulfilled when you did meet your goals. The feeling of success or failure is often determined by the notion of completion.

Completing the past will enable you to put things into a more powerful perspective. It will help you put the past behind you, and this will leave you feeling freer, stronger and more empowered and excited to focus on the future from a clean slate.

However, if you leave things incomplete, past incompletions could haunt you and cloud your thoughts, plans, and aspirations for the future. Furthermore, you could become more hesitant because of past failures and/or blindly confident because of past successes. In both cases, you would be reacting to your past and that won’t be effective or satisfying.

The good news is that you can bring completion to your past at any moment, no matter how good or bad things were. You just need to take stock, draw empowering conclusions from past events and then declare the past complete. It requires taking a stand, and, it takes courage. But, you can do it!

How to complete 2017 in a practical and meaningful way:

As you are ending 2017, reflect on your year. First, make the list of the facts – what happened, what you did and didn’t do and accomplish. It’s useful to start there. But don’t end there.

Ask yourself:

  1. What did I accomplish?
  2. What did I learn?
  3. Where and how did I grow and improve in the areas I care about?
  4. How did I forward my bigger personal and professional vision and purpose?
  5. What am I most grateful for?
  6. Who do I want to recognize and thank? (Make sure you tell them.)

Once you declare 2017 complete, you will feel a sense of satisfaction, peace, and fulfillment. In that space, you can powerfully start creating your next year to be your best year ever.

In conclusion, on a personal note  – thank you for following my blogs during 2017. I hope at least some of them were useful to you. I will be taking some time off myself and will post my next blog in the week of January 8th, 2018.

Wishing you and your family a Happy Holiday Season and Happy New Year!

 

Are you living in the moment…?

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I work with a lot of ambitious and driven professionals who set big goals for themselves and pursue these goals with extreme passion, commitment, and relentlessness. I pride myself on being the same.

For highly driven people the line between work life and personal time are often nonexistent. They think about work-related matters at home, attend to emails and text at all times of the day and night, and they have no issue creating, planning and managing personal endeavors while at work.

I have had many friends excuse themselves during dinner to take a call or respond to email about a business deal or transaction. At first, this seemed rude and antisocial behavior to me. However, over the years I have learned to accept and tolerate it. Personally, I try to avoid this behavior while entertaining or socializing with friends. However, I could do better at home and I believe I am, thanks to my wonderful wife who is on our entire family’s case about “Close all devices while the family is together!”.

If you are ambitious and driven, you know it comes with other characteristics, such as

  • You focus on the outcomes much more than the destination.
  • You don’t seem to ever be satisfied until you achieve your goals.
  • You spend very little time (if any at all) acknowledging, enjoying and celebrating your achievements. In fact, the minute you have achieved a goal you are immediately on to the next one.
  • You tend to be more highly-strung and not as good at “chilling”, “relaxing” as my teen kids sometimes put it, and simply enjoying the moment.

Generally, highly ambitious and driven people seem to be on a bold mission 24/7 and even when we achieve great milestones, progress, and achievements along the way, and others recognize us for it, we still often seem to feel like “We are not quite there yet”. We fall into the trap of feeling that only when we realize our goals and other achievements “we will really make it, and then be able to truly relax and enjoy life to its fullest”.

I have personally experienced this, and I have seen others become overwhelmed by the pursuit of their goals. It’s like, we create these goals to empower ourselves and them along the journey we sometimes forget that we are the ones who set them in the first place and put us in this dynamic.

Consider this quote from Fr. Alfred D’souza, which I thoroughly love and resonate with, which eloquently conveys this:

“For a long time, it had seemed to me that life was about to begin – real life. But there was always some obstacle in the way, something to be got through first, some unfinished business, time still to be served, a debt to be paid. Then life would begin. At last, it dawned on me that these obstacles were my life”.

The entire “retirement” concept is predicated on this paradigm – we work extremely hard throughout our life, often sacrificing and neglecting key areas like family, marriage, health and recreation, typically in order to achieve financial goals that would allow us to get to that stage in our life when we can retire and then “Truly start doing what we love to do” I have heard this strategy from so many people.

In addition, ambitious and driven people so often equate their material achievements and success with their identity and self-worth. As a result, they get caught in the hamster wheel of jealousy and competitiveness, and even when they reach certain milestones they don’t take the time to appreciate and celebrate what they have accomplished. Instead, they move right into the next goal and the rat race continues.

And, let’s be honest, the popularity of social media doesn’t help at all! In fact, it only makes things worse. Instead of only seeing our neighbor’s new car, we are now connected with thousands of “friends” online and seeing how others live their lives. No wonder we often feel like the grass is greener on the other side.

Throughout our prime years, as we are working our butts off, we feel like “when we get the next promotion…. close the next deal…. make the next million…buy the house or car of our dream or get our children through college or “married…. “THEN life will truly be great”.  But then when we reach old age we often talk about our life as “The good old days”.

So, if throughout our life we feel that “someday” we will start living and then at the prime of our life we feel like “the good old days are behind us”– When is our time to live and enjoy, and be happy???

We all know the answer – “NOW!”. But, it’s not enough to understand this. You need to translate it into real practices, routines, and priorities.

In a future blog, I’ll share my thoughts about “How to not forget the Now” and not forget to live in the moment!

Don’t ask if you don’t want to hear the truth

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I was attending a senior leadership team meeting of one of the key functions of a large global technology company. The function’s leader, in his attempt to improve the team’s alignment with, and in support of the business, leader undertook a significant organization structure change, in which he created new departments and made changes to existing ones.

The leaders were discussing the reorganization that had been announced and purpose of the conversation was to review the list of team members who were going to move from one team to another as part of the change. Needless to say, for many of the leaders, this was not an easy or comfortable conversation. Those who were losing team members felt somewhat upset and those receiving people felt somewhat guilty.

The function head was eager to drive the transition as fast as possible, but in his haste, he left some of his leaders behind. By that I mean, that quite a few of his leaders didn’t fully understand and buy into his change. The leaders who were not on board still moved forward with his plan but they dragged their feet in every decision and as a result, deadlines were not met and overall things moved slower than the function head had wanted.

The function head was frustrated and so were his leaders. In the meeting, he reiterated his plan and then he asked his leaders: “Do you get it and does all this make sense?” It was clear that what he really meant was: “What do I need to do to get you on board to start owning and driving the change?!”

The question was a legitimate one, but even though the function head kept his cool everyone could sense the frustration behind his words.

There was an awkward silence at first, which was broken by one of the leaders who usually spoke up first reinforcing to the function head in a politically correct way, that everyone was on board. The meeting went on with the agenda.

It was painfully obvious to me – and I believe to everyone else in the meeting – that not everyone got it, not everyone agreed and not everyone felt it made sense. But, people didn’t say a word.

My question to you is:

When is the last time you heard a team member respond to the question from his or her boss “Do you get it and does it make sense?” with:

“No I don’t get it and no it doesn’t make sense. In fact, it is a bad and unnecessary idea!”

I have seen team members feel and think this way, but rarely to never have I seen them say it out loud.

Why?

Because justified or not, they fear retribution. Telling your boss that he/she is wrong; that they don’t get it and that their idea is dumb or unnecessary, is not something most people do at any level of any organization.

In most teams, there isn’t a safe enough space to have these types of authentic and courageous conversations. So, when the boss asks a bold and direct question, even if he or she means well, they will most likely always get the politically correct, diplomatic and cautious answer. People will say the right things, but they will most likely continue to find ways to pretend like they are on board while continuing to drag their feet and pay lip service to the change.

Unfortunately, I see too many leaders and managers who don’t seem to get this. As a result, they ask the same types of naïve blunt questions, they get the same politically correct answers and they leave these interactions feeling good about the outcome, even though in reality nothing really changed.

So, if you want something else to occur, either address the unsafe space and change it, or simply don’t ask if you don’t want to hear the truth.

Courage makes the world go around

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W.H. Murray, the leader of the Scottish Himalayan Expedition that pioneered the path to the top of Mt. Everest, knew something about COURAGE.

He shared his experience in a known quote, which I really love:

Until one is committed, there is hesitancy, the chance to draw back, always ineffectiveness.

Concerning all acts of initiative and creation, there is one elementary truth, the ignorance of which kills countless ideas and splendid plans:

That, the moment one definitely commits oneself, then Providence moves too. All sorts of things occur to help one that would never otherwise have occurred. A whole stream of events issues from the decision, raising in one’s favor all manner of unforeseen incidents and meetings and material assistance which no man could have dreamt would have come his way.

I have learned a deep respect for one of Goethe’s couplets: Whatever you can do or dream you can, begin it. Boldness has genius, power and magic in it. Begin it now.

As far as I can tell, from many years of experience working with people, as well as from my own life experience, if you want to generate a high level of success at work or in your personal life, courage is always going to be the single most critical ingredient for achieving that.

Courage comes in many forms, expressions and styles. Sometimes standing boldly for what you believe and fully expressing yourself with a loud voice is an act of courage. However, sometimes remaining thoughtful and calm in the face of turmoil or adversity is an act of courage. In other times allowing yourself to be vulnerable and/or to listen to other’s views with openness and generosity requires courage too.

Being ‘courageous‘ is very different than ‘being fearless’. The dictionary defines fearless as: ‘Lacking Fear’. But, if you are courageous it does not mean you lack fear. On the contrary, you need to be most courageous when you are most afraid. Courage is not the absence of fear, but rather embracing your fears, no matter how daunting, and behaving in a way that is true to your values and commitments anyways.

The good news is that we all have the innate ability to be courageous. We can bring forth courage and live courageously at any time, no matter what our circumstances are.

What we sometimes seem to forget, however, is just how powerful and magical courage really is. Perhaps that is why we don’t rely and bet on it as much as we could and should when we want to make big things happen.

Early in my career when I was struggling with achieving my sales goals, my mentor at the time told me something that stayed with me my entire life. He said,

“If you do the right thing for long enough you will eventually always get the outcome you want.”

I believed him and it worked. I became the most productive and successful sales leader in the company. I have experienced this principle time and time again in multiple areas of my professional and personal life and I have seen it work in the lives of others too.

If you are willing to be courageous, take a stand for what you want and then stay the course by living, acting and behaving consistently, sooner or later the circumstances will line up with your stance. As W.H. Murray put it in the 3rd paragraph of his quote: Providence will move too.

Yes, you need to believe in yourself and your ability; you need to have faith for this to work. If you stay cynical, negative or sarcastic, the circumstances will prove you right. You know how the saying goes: “Be careful what you wish for!”

When you avoid taking a stand you can easily feel lost, ineffective and uncertain about your direction or pursue, as well as less confident in your ability to achieve what you want. You can more easily fall into a waiting mode, hoping that someone else or something external will clarify things for you. People ask me all the time questions like: “What should I do?” as if there is a right answer. Or they compare themselves to others, looking to imitate or surpass others. Unfortunately, too often I see people pursing “should” goals and dreams that they don’t authentically feel passionate about.

So, if there is no right or wrong answer to the question: “What should I do?” and no one can predict the future, how can you know what direction and goals to pursue?

Alan Kay, ex-Apple fellow answered this question most clearly and powerfully, in my mind. He said:

“The best way to predict the future is to invent it!”

He meant, you just need to take a stand. Even if you only have a sense of what you want and are committed to, take a stand. Even if you are open to more than one direction and you are undecided, take a stand. Always take a stand, write it down and share it with others who are committed to you.

Taking a stand requires courage. It seems that most people who avoid it do so because they are afraid of the future, not because they have no idea of what they want. They simply question or doubt their ability or chance to achieve it.

Inaction can be deadly when it comes to success or having it all. In order to become confident in, and proficient at the game of courage, you need to practice on a regular basis. Eleanor Roosevelt gave very practical and powerful advice on this. She recommended to:

“Do one thing every day that scares you!”

Courage makes the world go round. It inspires, enables, pushes and reminds us to pursue our dreams and never give up. And, when we remain true to our self, we are always the happiest.

Is your team evolving by default or are you shaping it by design?

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I was coaching the senior members of a new leadership team of a mid-size technology company on developing themselves a strong leadership team. We were in a collective discussion about “What is your role as a leadership team?” and people were expressing their views. At some point in the conversation, I shared some of my own thoughts and recommendations about what the role of a strong leadership team could be.

I included things like:

“Ensure that the strategic commitments and objectives of your organization are alive and meeting their results”

“Ensure that your people are in great shape from a professional, productivity, development and motivation standpoint” and

“Ensure that you, yourselves are operating and being viewed as a highly effective leadership team.”

One of the team members responded by saying: “But, aren’t all of these role definitions basic expectations of any leadership team, so these go without saying?”

He was right. There are some fundamental commitments and accountabilities that any leadership team should naturally be in charge of.

The problem, however, is that in so many cases – perhaps in most cases – there is a significant gap between expectations and ‘shoulds’, and the reality. Simply said, most leadership teams don’t adhere to these basic expectations.

For example:
In so many organizations when the strategic objectives are being paid lip service to, behind expectations or not met, the leadership members avoid calling it out or they simply engage in blame and excuse conversations as much as anyone else.

So many times when the organization goes through significant changes, like restructuring or downsizing and people are startled and traumatized by these events, the leadership team members are too busy looking out for themselves and the people that are close to them, rather than ensuring that all their people are in great shape.

And, in many organizations, the leadership team is not considered a ‘highly effective leadership team’, in fact in most places, people point to the leadership team as the team with most dysfunctionality.

So much for expectations!

Why is this the case?

Because most leadership teams evolve by default.

Most leaders approach evolving their team, consistent with what the management books say. They bring their team members together once or twice a year to engage in a ‘team building exercise’.  As many of these exercises are really good, the leaders leave them feeling energized.

However, the fierce reality and circumstances set in very quickly and in most cases the team building event at best remains as a remote memory in the rearview mirror.

Most leaders relate to building their team as an event rather than a process that requires as much ongoing focus, commitment, priority and investment of time, energy and funds, as any other mission-critical business process. Most leaders bring their people together frequently to react to tactical challenges. However, they relate to spending strategic and development time with their team as a ‘nice to have’ and ‘luxury’ to undertake if and when time, resources and circumstances are favorable. But, not as a necessity for maintaining and growing the entire competitive culture, performance and forward view of their organization.

If you want to build a powerful team you can’t bet your success on expectations and hope. You have to shape and build your team by design.

This means team members need to come together and agree on the exact type of team they want to be. There isn’t such a thing as “it goes without saying”. They have to articulate their role explicitly. Furthermore, their role must reflect the reality they are committing to deliver and cause. And, yes, they need to promise it.

Articulating your role as a leadership team through the language of “Ensuring” is very powerful. As a team, simply ask yourself “What future are we promising to ensure together?”, it orientates you around results not activities and it shapes a relationship of ownership with these results.

If you are promising to ensure a set of outcomes, that means:

  • You are accountable for these outcomes
  • You give up the right to have excuses, and
  • You are all in this together to bring about the outcomes you promised.

When it comes to powerful teams, you can’t beat that!

Promise results or don’t promise at all!

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I was coaching the marketing department of a global technology company in coming up with its strategic plan. They had identified their key strategic areas and were working on articulating the outcomes they wanted to achieve in each area. However, in several of the areas, instead of coming up with clear end results, they identified activities.

For example, instead of promising to grow the number of customers and potential customers who are signed up, and actively contributing to their user-group community to a specific number, they promised to increase the number of events in which they promoted the community. Instead of promising to increase the number of high-end industry events they are invited to speak at to a specific number, they promised to increase the number of training classes they would offer to train people to speak. And, instead of promising to be recognized by the key relevant CEOs as one of the top thought-leaders in their field, they promised to drive a vast list of PR and social media activities including the number of followers on Twitter and LinkedIn, the number of press and analyst briefings and more.

Whilst all these activities are important as part of the means to get to their desired end, they are just that – the means, not the end itself.

This mindset and approach of focusing on the activities that would achieve the results, rather than on the results themselves is very common in organizations. The explanation I often get to this is something to the effect of “We can’t control the results. We can only control our activities…”

The problem with the activity-based approach is that it creates a lot of busyness, but after a while, people tend to lose track of what all the busyness is for in the first place. In fact, after a while, people can’t tell the difference between activities and results.

In addition, the focus on the means (activities) versus the end (results) hinders the ability of the team to assess the effectiveness of the activities and if they are in fact achieving the results, and make any necessary changes. Most organizations are good at adding activities, but they are not good at stopping them.

Lastly, the activity-based approach undermines the team’s culture of accountability. Real accountability is always for clear results. It promotes a mindset of overcoming any obstacles. The activity-based approach tolerates and nurtures a culture of circumstance limitations, self-protection and excuses.

At first, I thought that the activities-based approach is more common when outlining a strategy for more subjective business areas like “brand awareness”, “team culture” and “customer satisfaction”. However, my experience has shown me that it is often the same when dealing with the most objective areas such as: “revenues”, “profitability” and “market share”.

In the world of strategy, there seem to be two schools of thought:

“Promise your desired results and then put the activities in place to fulfill them.”

“Promise the activities that you assume and hope will fulfill your desired results.”

Unfortunately, the second approach seems to be much more prevalent, most of the time in most organizations.

Why is this the case?

My favorite explanation is: It is much easier and safer to promise activities than results. Less risk and responsibility. Less need to challenge the status quo, think outside the box and come up with new ways to do things. And, you are off the hook for the most important piece – the actual outcome!

Another popular excuse that people give for focusing on activities and not results is: “You can’t measure areas such as “brand recognition”, “team culture” and “customer satisfaction”.

But, that is not true! You can measure anything that is important for you. You just need to understand that there are no right or wrong, perfect, and/or factual measures. When it comes to measures you need to choose something that is meaningful to you and then take ownership of it.

In my work with organizations, especially when creating bold future-based strategies teams often create new metrics for new areas they want to take on. It is actually quite refreshing to think differently about new areas, rather than trying to force old metrics on them.

To conclude, in today’s world where opportunities are abundant, resources are scarce, competition is fierce and everyone is looking for ways to scale and do more with less, you can’t afford to waste time and cycles on activities that may or may not deliver the results you want.

Your job as a leader is not to track and report on activities. It is to cause results.

So, if you are not going to promise to cause specific results, don’t promise anything at all!

6 essential steps to help you reach your next level

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A lot of my one-on-one coaching work is focused on helping leaders and professionals take themselves, their environment, performance, and results to the next level.

Whether you are a beginner or veteran at your game, there are clear, powerful and practical principles that if you understand and follow will help you reach your next desired level:

  1. Get clear on your desired end state. Project yourself into your future – at least a year or two from now – and envision that you have achieved your desired end state. Then, describe what your success looks like. Write it down as clear and vivid as you can.
  1. Visualize how you are behaving and performing in your new future state. When you visualize your future, take notice of how you are behaving and acting in that reality. Pay special attention to areas where you are doing things differently from today. Record a few practices and behaviors that you can start applying today in order to start driving and drawing your desired state to you.
  1. Start behaving consistently with your future state now. Start applying the practices and behaviors that you outlined in the previous step in your day-to-day routines. Every time you find yourself regressing to old habits, stop, acknowledge it and correct yourself back to behaving consistently with your list of future reality practices.
  1. Get people around you to support you. Just like a world class athlete wouldn’t dream of reaching the Olympics without a support structure, don’t try to go the next level alone. Don’t keep your commitment and project a secret. On the contrary, share it with the people you trust and ask them to be your committed ‘partners in crime’; to look out for you and support you to stay the course, especially when the going gets tough and old habits kick in. The fact that you include them in the first place, will cement your commitment and put you in a more determined mindset. Especially, when they actually start holding you to account, even if it may be uncomfortable, it will make a significant difference.
  1. Start recording accomplishments and wins that are consistent with your future state. At the end of each day or week reflect on what you have done and list all the specific areas where you have had wins and made progress consistent with your desired practices and future. Don’t be concerned with the size of the wins/progress or if others would recognize or appreciate them too. Any win that has meaning to you, no matter how small or big, counts and should be included in your list. In fact, the more accomplishments and wins you record (or “collect”) the better.
  1. Own and represent your progress. Always speak about your journey to the next level in a powerful, positive and empowering manner. People tend not to take responsibility for their growth and greatness. They tend to always keep one foot in the back door, just in case they’ll fail. They say things like: “Things are going well… BUT… I am not there yet!” They emphasize the “I am not there yet” more than “Things are going great.” Don’t do that! In fact, do the opposite. Acknowledge and share your progress with the people you trust. Keep reminding yourself that progress promotes and invites more progress and the opposite is also true.

These last two steps are often most underestimated, ignored and/or avoided. In order to drive and materialize your new future state most effectively, you need to have the right mindset and behavior. Listing and acknowledging accomplishments and wins will empower you to overcome any skepticism and/or doubts and replace them with genuine enthusiasm and confidence about what you are creating. The more you believe in the viability of your aspiration the more you are likely to stay the course to its fulfillment.

While these steps may not come naturally at first, they will over time.  Make them your new normal, for they are essential when it comes to taking your game to the next level.

How to drive strong ownership, commitment, accountability and passion in your team

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As a leader – here are five practical things you can do to deepen the level of ownership, commitment, accountability and passion in your team:

  1. Make sure people are engaged in setting the goals early on. This practice would most likely be applied differently depending on the size of your team, and how dispersed it is. In a small team, it is easy to engage people in the strategy or goal-setting exercise. In a large organization, this principle will have to be implemented in steps. Step one – would be to get your senior team engaged and aligned. Step two – bring the middle managers on board. And step three – update and include the rest of the team. The application may be different, but the principle of engaging everyone in the goals early on is always relevant. This is because the more people feel listened to and engaged in setting the goals the more they will feel a sense of personal ownership and accountability toward them.
  1. Promote a culture of open, honest, authentic and courageous communication. The more your people feel they can speak their mind, especially addressing what is not working the more they will naturally gravitate toward feeling and behaving like loyal owners of the business. Regardless of what senior leaders often think, people will only speak up if they believe their leaders genuinely want them to. If you want to deepen ownership and accountability throughout your organization, you have to start with yourself and your senior leaders. You and your leaders need to show that you are open to honest dialogue, including feedback and criticism about yourselves.
  1. Instil the language of accountability as the norm. The language of accountability sounds and feels very different than the typical language of compliance that permeates throughout most organizations. In an environment of compliance, people tend to tolerate and indulge in excuses, justifications, blame and reasons why things can’t be done, why they didn’t get done or why they aren’t done with excellence. In contrast, the language of accountability is all about clarity and action. People make clear requests and promises. And these get responded to with clear and authentic acceptances, declines or counter-offers. People always know where things stand and they value integrity and honesty over appearances and political gain.
  1. Deal with failures, mistakes and shortfalls in an empowering way. In most organizations when people underperform or fail, senior leadership tends to look for someone or something to blame. The problem is that when people feel there is a witch-hunt going on to find a scape-goat they react by hiding, protecting their behinds, even lying. As a result, teams often don’t get to the source and root-cause of the failure in the first place, so they find themselves repeating the same failures in one way or another over and over again. If you want to create an environment of authentic accountability deal with all failures, mistakes and shortfalls only in an empowering way – don’t entertain the ‘blame game’. In fact, don’t be concerned with ‘whose fault it is’. Instead, be obsessed with learning from past failures and correcting the issues. Ask your team questions like: “What was missing?”, “What was in the way?” and “What can we change, correct and improve?”. You’ll see that your people will be excited to contribute to the investigation and as a result, you’ll come up with new ideas and solutions that will take you to new heights. In addition, you will strengthen your people’s sense of ownership and accountability to your vision.
  1. Highlight, recognize and celebrate displays of accountability. Most leaders don’t do a great job of acknowledging and recognizing their team members for a job well done on any day. I am not referring to the formal corporate human resources recognition programs that occur at best once a quarter or a couple of times a year. I am talking about creating an environment of day-to-day verbal recognition. People respond extremely well to genuine recognition. It makes them feel noticed, appreciated and valued and that causes them to want to do and contribute even more. If you want to create a powerful culture of ownership, commitment, accountability and passion, go out of your way to recognize small, medium or large displays of ownership and accountability. Make it a daily routine and practice. It’s so simple!

While I have directed this list to “leaders” and “managers”, these topics are so universal and basic that anyone in the team, no matter what level or position, could suggest them, promote them and bring about positive change with them…. especially if they are eager to make a difference and are willing to be courageous.

The more you try to control the less control you have

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Most managers who micromanage their employees suppress their spirit and performance.

Employee’s performance is directly tied to their sense of ownership, commitment, and accountability for the success of their organization. Their passion, ownership, commitment and accountability are reduced when they feel distrusted, disrespected and under-valued from a leadership and/or professional standpoint by their manager.

By micromanaging their people, managers generate an environment of compliance and fear. And that typically cause people to play it safe and “cover their behinds” instead of stepping up and going beyond the call of duty to take ownership, risk and initiative.

Managers who micromanage their employees are focused on the wrong things. Instead of trying to control their people they should be providing leadership and confidence to their team by identifying their next strategic objectives, inspiring their employees to take them on, and ensuring that the organization has the wherewithal to execute them.

In fact, micromanagement puts in motion a dynamic of a self-fulfilling prophecy: The manager relates to his people as uncommitted, incompetent and/or unreliable. The people, in turn, play it safe and don’t take ownership, risk and accountability. This confirms the manager’s view and he continues to micromanage.

The issue lies with the manager. Most managers who micromanage and control their people do it because of their own insecurity and fear of failure, and not because their employees are, in fact, incompetent or uncommitted.

In order to strike the appropriate balance between being on top of things while not suppressing their people, managers must put the following building blocks in place and manage them effectively:

  • Build a team that they trust in terms of commitment and competency. And establish a dynamic of authentic, honest and courageous communication within their team.
  • Align their team members around their vision of the future – a clear vision and/or set of objectives that all team members clearly understand and are on the same page about; a future that everyone feels genuinely passionate about, committed to and accountable for, as their own.
  • Orient their team members around results and deliverables rather than tasks and activities in order to build an environment of real accountability (accountability can only exist when there are clear measurable results to manage).
  • Ensure that roles, accountabilities, expectations and processes are completely clear to all team members, in order to eliminate the chance of ambiguity, excuses or mischief in this regard.
  • Lastly, put in place a simple and effective mechanism and process for tracking all key commitments, deliverables and promised results on a monthly and quarterly basis in order to eliminate confusion or lack of accountability.

Managers should be structuring their management team – no matter how senior or junior – as the cabinet accountable for achieving the collective future, not just ‘each to their own’.

If someone is not performing up to an agreed-upon standard or expectation, managers must be willing to have a straight and honest conversation that either elevates the individual to a higher level of performance or makes it clear that someone else needs to be brought in to do the job.

If the manager has built a strong team dynamic of honest communication and authentic ownership toward his future there will be no need to micromanage because his team members will be operating in a very powerful and responsible way toward making results happen.

I once heard someone describe the role of a leader as:

“Hiring the inspired or inspiring the hired.”

Well, I agree with that, and I would add: in the absence of real ownership and honesty, no amount of micromanagement will be effective anyway.