Looking through my notes, I found another Harvard Business Review article that I think dovetails well into the posts that I had on Toyota and Quality earlier.
This one was called Good Communication that Blocks Learning by Chris Argyris. So first of all... I have a problem with his sensational title. It might be better titled "Don't Just Fix the Problem"... or "Double Loop Learning".
So essentially, Argyris scares people by saying that "Managing by Walking Around" aka having the managers actually go onto the factor floors or out into the field to see what can be improved... they should actually spend their time finding out why such problems existed and stayed around for so long.
This actually does make a lot of sense. I think it's exactly what Toyota has been doing in order to remain on top in terms of quality. Instead of just turning on the heat when the temperature goes below a set level, it would be more important to close the window to keep the house from getting so cold.
You need to be always challenging the process of processes. So instead of always having "the leadership" push improvement "initiatives" down the throats of their underlings, you need to have the process of "constant improvement" to be part of the corporate culture. Without this, the indivitual executive's pet initiatives will not be effective and only end up with finger pointing.
Spend some time and think about this. I'll try to write more about it later.
Again, comments are welcome and appreciated.
-Jason
Showing posts with label Recommended Reading. Show all posts
Showing posts with label Recommended Reading. Show all posts
Monday, September 24, 2007
Saturday, September 15, 2007
The Dirty Dozen: Common Actions that Assholes Use
So I've been reading this new book The No Asshole Rule by Dr. Robert I. Sutton. I've not finished the book, but I am looking forward to learning how to create a working environment that is "free from assholes".
Sutton lists what he calls The Dirty Dozen
So I had a project manager who once gave me a piece of advice that "In this business perception is the reality". He explained that it almost didn't matter how hard you were working or how good of a job you were really doing... it mattered if the people who mattered (the ones in charge) perceived you as working hard and doing a good job. Time and again I have found this to be true.
First thing... he is one of the nicest people I've met through work so far. Sometimes a little too much of a pushover though. So taken in that context, I would see his advice not as much as coming from a person who was trying to game the system by sucking up to the big bosses, but more so from someone who probably got burned along the way because he spent too much time working hard and not enough time tooting his own horn.
Assholes are the complete opposite. They spend so much effort in playing passive-aggressive games to put others down (and an equal amount of effort in making themselves look good to the big bosses), but much less time actually solving problems and doing their "work". The problem is... the culture of most of corporate America encourages these assholes.
So looping back to the concept of "professionalism", what exactly does this mean? Well one would hope it would mean something along the lines of having some sort of expertise for solving problems for the client or the company and doing so in a respectful and thoughtful manner. Unfortunately, because of "perception = reality" this is not the case. Instead "professionalism" has been bastardized into... "train yourself to act in an affected manner as if you were an expert" (why bother in actually having the skills or knowledge) and "become an expert in playing politics breathing fire onto those who (even accidentally) have stepped out of line".
This post might sound bitter... I don't mean it to be. In fact the majority of the time people act like people (playing nicely and respecting each other). However, when things get tough, the uglyness does come out... I can't help but think there must be a better way.
Anyway, as always comments are requested and appreciated. Thanks for Reading!
-Jason
Sutton lists what he calls The Dirty Dozen
- Personal insults
- Invading one's "personal territory"
- Uninvited physical contact
- Threats and intimidation
- "Sarcastic jokes" and "teasing"
- Withering email flames
- Status slaps intended to humiliate
- Public shaming or "status degradation" rituals
- Rude interruptions
- Two-faced attacks
- Dirty looks
- Treating people as if they are invisible
So I had a project manager who once gave me a piece of advice that "In this business perception is the reality". He explained that it almost didn't matter how hard you were working or how good of a job you were really doing... it mattered if the people who mattered (the ones in charge) perceived you as working hard and doing a good job. Time and again I have found this to be true.
First thing... he is one of the nicest people I've met through work so far. Sometimes a little too much of a pushover though. So taken in that context, I would see his advice not as much as coming from a person who was trying to game the system by sucking up to the big bosses, but more so from someone who probably got burned along the way because he spent too much time working hard and not enough time tooting his own horn.
Assholes are the complete opposite. They spend so much effort in playing passive-aggressive games to put others down (and an equal amount of effort in making themselves look good to the big bosses), but much less time actually solving problems and doing their "work". The problem is... the culture of most of corporate America encourages these assholes.
So looping back to the concept of "professionalism", what exactly does this mean? Well one would hope it would mean something along the lines of having some sort of expertise for solving problems for the client or the company and doing so in a respectful and thoughtful manner. Unfortunately, because of "perception = reality" this is not the case. Instead "professionalism" has been bastardized into... "train yourself to act in an affected manner as if you were an expert" (why bother in actually having the skills or knowledge) and "become an expert in playing politics breathing fire onto those who (even accidentally) have stepped out of line".
This post might sound bitter... I don't mean it to be. In fact the majority of the time people act like people (playing nicely and respecting each other). However, when things get tough, the uglyness does come out... I can't help but think there must be a better way.
Anyway, as always comments are requested and appreciated. Thanks for Reading!
-Jason
Sunday, July 01, 2007
Managers and Leaders
Back in 1977, Abraham Zaleznik wrote a classic article in the Harvard Business Review called "Managers and Leaders: Are they Different?"
The simple answer was "Yes, they are. But he goes on and elaborates on a number of different points. He dips into some psychology, which is definitely different from the majority of business leadership articles written today. This is a seminal work and definitely worth a read.
So how do Managers and Leaders differ? I would first preface this with saying that all leaders or managers fall on a sort of "Manager / Leader Continuum". There really aren't any "pure leaders" or "pure managers". We need them both, and depending on someone's style, they will use more tools from the leadership toolbox or from the management toolbox.
Well first of all we would typically stereotype managers as lacking creativity and ethics.
Alright, calm down... this is not validation on your suspicions that your manager is a heartless baby candy snatcher... this just means that taking a strict Max Weber-esque definition of a manager, we will see someone who painstakingly follows the rules and does nothing else. They don't have their own self-ethics. (Think someone who will refuse emergency care to a dying patient because they haven't filled out their paperwork). Similarly, they lack any creativity because they are always worried about going by the book and ONLY by the book.
Leaders on the other hand are painted as dynamic and creative, working "for the people". Granted this may be an over dramatization of leadership, but it helps paint a picture of the ideal.
The second stereotype about managers and leaders that Zaleznik discusses is that leaders are proactive while managers are reactive. This dovetails into the stereotype about managers being "tactical" thinkers while leaders are "strategic" thinkers. Again both are merely different spots on the spectrum with both types of thinking being necessary in order to be effective.
Zaleznik also describes managers as being able to "play the game" referring to politics, while leaders are more often tough and direct. He also alludes to theories in psychology, stating that leaders are "twice born", people who have had lives filled with struggle and living with a feeling of being separate and not belonging. Leaders therefore have a strong sense of duty and responsibility to "make things right", while managers who are "once born" are more comfortable with "making things the same".
Zaleznik finishes with an open question about the development of leaders within today's business culture of pitting peers against each other and seeing who come out on top. He rails on the fact that this will merely excessively reward aggressive behavior (something that is ultimately self defeating).
I would say that Zaleznik is at least partially giving a critique of the current status of people who we call "leaders". I would have to admit that many of my own postings have come out my critique. I also find his work to be a great starting point for a discussion on the difference between leaders and managers, however I would have to say that the research has advanced since the time of his writing. Specifically, I would have to say that Zaleznik's critique on "management" is overdone. Most of it would more accurately be pointed towards "ineffective leadership", because I do believe that effective management has its merits.
Thanks for the read, and as always comments are requested and appreciated.
Until next time,
-Jason
The simple answer was "Yes, they are. But he goes on and elaborates on a number of different points. He dips into some psychology, which is definitely different from the majority of business leadership articles written today. This is a seminal work and definitely worth a read.
So how do Managers and Leaders differ? I would first preface this with saying that all leaders or managers fall on a sort of "Manager / Leader Continuum". There really aren't any "pure leaders" or "pure managers". We need them both, and depending on someone's style, they will use more tools from the leadership toolbox or from the management toolbox.
Well first of all we would typically stereotype managers as lacking creativity and ethics.
Alright, calm down... this is not validation on your suspicions that your manager is a heartless baby candy snatcher... this just means that taking a strict Max Weber-esque definition of a manager, we will see someone who painstakingly follows the rules and does nothing else. They don't have their own self-ethics. (Think someone who will refuse emergency care to a dying patient because they haven't filled out their paperwork). Similarly, they lack any creativity because they are always worried about going by the book and ONLY by the book.
Leaders on the other hand are painted as dynamic and creative, working "for the people". Granted this may be an over dramatization of leadership, but it helps paint a picture of the ideal.
The second stereotype about managers and leaders that Zaleznik discusses is that leaders are proactive while managers are reactive. This dovetails into the stereotype about managers being "tactical" thinkers while leaders are "strategic" thinkers. Again both are merely different spots on the spectrum with both types of thinking being necessary in order to be effective.
Zaleznik also describes managers as being able to "play the game" referring to politics, while leaders are more often tough and direct. He also alludes to theories in psychology, stating that leaders are "twice born", people who have had lives filled with struggle and living with a feeling of being separate and not belonging. Leaders therefore have a strong sense of duty and responsibility to "make things right", while managers who are "once born" are more comfortable with "making things the same".
Zaleznik finishes with an open question about the development of leaders within today's business culture of pitting peers against each other and seeing who come out on top. He rails on the fact that this will merely excessively reward aggressive behavior (something that is ultimately self defeating).
I would say that Zaleznik is at least partially giving a critique of the current status of people who we call "leaders". I would have to admit that many of my own postings have come out my critique. I also find his work to be a great starting point for a discussion on the difference between leaders and managers, however I would have to say that the research has advanced since the time of his writing. Specifically, I would have to say that Zaleznik's critique on "management" is overdone. Most of it would more accurately be pointed towards "ineffective leadership", because I do believe that effective management has its merits.
Thanks for the read, and as always comments are requested and appreciated.
Until next time,
-Jason
Tuesday, March 27, 2007
The Secret
OK, so Oprah might have beat me to the punch with this one. And so maybe I'm usually not a big fan of anything Oprah.... but she didn't do half bad with recommending The Secret (well sort of).
So "What is the secret???" Well.... first of all don't believe the hype. There is no "secret". Essentially, the main idea behind this DVD (and accompanying book, audiobook, and etc...) is "The Law of Attraction" or "thoughts become things". Throw in a whole bunch of New Age magic:
What this DVD does is bring together is a bunch of sound bites, a lot of hype, but then... for the discerning viewer a few gems of truth. Here's a few that I found.
Anyway, so if you've watched this DVD or the other associated profit making stuff. Let me know what you think about it in the comments. Thanks!
Until next time,
-Jason
So "What is the secret???" Well.... first of all don't believe the hype. There is no "secret". Essentially, the main idea behind this DVD (and accompanying book, audiobook, and etc...) is "The Law of Attraction" or "thoughts become things". Throw in a whole bunch of New Age magic:
- Desire - Wish for what you want hard enough
- Deliver - The universe will provide
- Align - Align yourself with the universe and all your wishes come true.
What this DVD does is bring together is a bunch of sound bites, a lot of hype, but then... for the discerning viewer a few gems of truth. Here's a few that I found.
- Understand and respect the power of the mind. This reminds me a lot of the Tony Robbins that I have been listening to. The first part "desire" (or whatever they call it) is simple and universal. You need to know what you want before you can get it. And furthermore, if you concentrate on the things you don't want, you'll probably get those too (kind of a "keep your eyes on the road, not on the wall" type of deal).
- (Related to the above). Visualize reaching your goal and live your goal - before you reach it. This brings to mind anecdotes of patients who had "terminal cancer" and were able to cure themselves with the power of visualization and the strength of their own mind. But this about this on a day-to-day life basis. What do they always tell you at your job? No, not "No Internet for personal use", but "To get promoted to a higher position, you need to start taking on the responsibilities of that position.
- Be thankful and show gratitude for everything good in your life. This is another important concept. You will be much happier if you are thankful for what you have. Also, I believe you can't grow beyond your current situation until you appreciate where you are now, as the foundation for where you want to go or become.
- You need to align yourself properly in order to receive the "gifts from the Universe". OK, let me explain this one. They mostly glossed over it, and I think that is a shame. But think about it. Suppose you want something. Suppose you want to become a better leader. You know deep down in yourself and you are constantly thinking about it, but you don't "align yourself with the Universe". Nothing happens. However, if you were "aligned correctly with the Universe" you would realize that there is a world of teachers, books, and experiences out there for you to learn from. Then you would be able to make use of those opportunities and make progress towards your goal.
Anyway, so if you've watched this DVD or the other associated profit making stuff. Let me know what you think about it in the comments. Thanks!
Until next time,
-Jason
Sunday, March 04, 2007
The Greatest Salesman in the World
Good Morning everyone! I hope you are all enjoying this lazy Sunday afternoon. Drumroll please.... time for my first post in quite a while. ^_^
Anyway, lets get down to business. I recently finished this book called The Greatest Salesman in the World by Og Mandino. It's not exactly a book about leadership, but then again I wouldn't say it is merely a book for sales people. Essentially, the book is a parable (with an overt Christian theme) which tells the story of a young boy, who is given the knowledge of 10 ancient scrolls. These scrolls contain the secret to becoming the Greatest Salesman in the world. I'll go over the main points of each scroll.
This book has been out since the 60's. You can probably pick up a used copy for pretty cheap. (I bought a copy on Amazon for a penny - plus shipping). Check it out!!
Until next time,
-Jason
Anyway, lets get down to business. I recently finished this book called The Greatest Salesman in the World by Og Mandino. It's not exactly a book about leadership, but then again I wouldn't say it is merely a book for sales people. Essentially, the book is a parable (with an overt Christian theme) which tells the story of a young boy, who is given the knowledge of 10 ancient scrolls. These scrolls contain the secret to becoming the Greatest Salesman in the world. I'll go over the main points of each scroll.
- Today I am a new person and can make the choice to succeed. I will read these scrolls religiously, over and over again, everyday.
- I will greet each day with love in my heart. - Love and respect others (your customers / your followers). You'll get ten times the love and respect back.
- I will persist until I succeed. - Life is tough out there. Being a leader is also tough. But if you persist you can win!
- I am nature's greatest miracle. - You are unique. Make the most out of your uniqueness, live everyday and your life to the fullest.
- I will live this day as if it is my last. - Don't get caught up with guilt, the "I should haves, I could have, and I would haves." Also, don't get caught up with worrying about the future. JUST DO IT!
- Today I will be master of my emotions. - Tony Robbins took this idea and ran with it. If you can master yourself, changing your state and looking at the positive, you can do anything.
- I will laugh at the world. - Smile! Even if you are at the very bottom, things can only go up.
- Today I will multiply my value one hundred fold. - The human mind is an amazing thing. A mountain of sand touched with human genius can become a super computer. Aim high, believe in yourself, and you will create wonders!
- My dreams are worthless, my plans are dust, my goals are impossible. All are of no value unless they are followed by action. - Just do it! (and Nike please don't sue me).
- Only for guidance I will pray, that I may be shown the way to acquire these things (gold, love, good health, fame success, happiness) and my prayers will always be answered. - Now, Og Mandino isn't specifically saying to pray to God (the Judeo-Christian god) but instead recognizing that people sometimes need something else. Something beyond just themselves and the visible world. No matter what this higher force might be, ask for guidance. This can very well be likened to "When the student is ready the teacher will appear." If we are caught up in the thoughts of "I want this!" we might never put our minds to "How can I get this?".
This book has been out since the 60's. You can probably pick up a used copy for pretty cheap. (I bought a copy on Amazon for a penny - plus shipping). Check it out!!
Until next time,
-Jason
Friday, January 12, 2007
The Book of Five Rings
You probably have not heard of The Book of Five Rings. It was written by a 17th century Japanese swordsman, Miyamoto Musashi, who held the legendary record of being undefeated in over 60 duels with other swords masters. So why am I writing about this book? Well, this book is often highly regarded as a classic treatise on strategy, along with Machiavelli 's The Prince and and Sun Tzu's Art of War.
Like those two books, The Book of Five Rings, has some good insight that is useful to Young leaders. However, Musashi writes for the purpose of training young samurai warriors, so very often readers have a tough time understanding what he is talking about or how they can apply this text to their lives. I will go over some of the themes that I found in The Book of Five Rings and attempt to explain them in context for Young Leaders.
Early on in the book Musashi calls the Way of the Warrior, the "way of death" and that when faced with the choice between life and death, the warrior should always choose death. Some people might take this as just something that sounds bad-ass. But if you take it another way, it could mean throwing your entire heart into whatever it is you are doing. You shouldn't go half-way, when instead you can take the plunge, going all-out.
Musashi later on has a brief discussion about carpenters building a house. He comes to the conclusion that the way of the carpenter is to have lesser skilled workers work on the simpler tasks, while master carpenters work on the finer details. This reminds me very much of "getting the right people on the bus" in Good to Great. You need to find the right people for the job, in order to have the job done right and your resources properly allocated.
In the main section of The Book of Five Rings, the Book of Fire, Musashi espouses many truisms that we might already be familiar with:
So if you get the chance, check out The Book of Five Rings. It's a short book that you can read in one sitting... though take a life-time to understand and master. Until next time!
-Jason
Like those two books, The Book of Five Rings, has some good insight that is useful to Young leaders. However, Musashi writes for the purpose of training young samurai warriors, so very often readers have a tough time understanding what he is talking about or how they can apply this text to their lives. I will go over some of the themes that I found in The Book of Five Rings and attempt to explain them in context for Young Leaders.
Early on in the book Musashi calls the Way of the Warrior, the "way of death" and that when faced with the choice between life and death, the warrior should always choose death. Some people might take this as just something that sounds bad-ass. But if you take it another way, it could mean throwing your entire heart into whatever it is you are doing. You shouldn't go half-way, when instead you can take the plunge, going all-out.
Musashi later on has a brief discussion about carpenters building a house. He comes to the conclusion that the way of the carpenter is to have lesser skilled workers work on the simpler tasks, while master carpenters work on the finer details. This reminds me very much of "getting the right people on the bus" in Good to Great. You need to find the right people for the job, in order to have the job done right and your resources properly allocated.
In the main section of The Book of Five Rings, the Book of Fire, Musashi espouses many truisms that we might already be familiar with:
- Know your environment - Only by understanding the environment can you determine where you want to go (goals) and the best course of action to get there.
- Become your enemy - Leadership sometimes involves overcoming a human obstacle. Don't merely "know your enemy", see things from his/her perspective. Maybe you can think win/win and create a third solution.
- Never repeat a strategy more than twice - In college I studied quite a bit of Game Theory essentially the science of strategy. I would liken this piece of advice to running a "mixed-strategy". An overly simple example could be playing Rock-Paper-Scissors. You can't expect to always play "Rock" and always win. You need to learn to be flexible and to adapt.
So if you get the chance, check out The Book of Five Rings. It's a short book that you can read in one sitting... though take a life-time to understand and master. Until next time!
-Jason
Wednesday, January 03, 2007
Leadership in Organizations: Influence Attempts
This will be the first in a series of notes and thoughts I had from reading Leadership in Organizations by Gary A. Yukl.
Yukl discusses three different outcomes created by an attempt of one person to influence another: Compliance, Resistance, or Commitment.
I've heard over and over again of people pointing to how militaristic "leadership" styles can be highly effective. I would disagree. The military proper, forces strict compliance through a rigid system of rules and harsh punishments. However, the military doesn't aim for compliance. Instead they get commitment in one way by using Dale Carnegie's Golden Rule #19 "Appeal to the nobler motives", i.e., They reinforce the idea that soldiers fight to Defend Freedom or that they are true Patriots or Heroes by serving. Similarly, members of the military form extremely tight bonds of camaraderie.
The strong emotions tied to military services, which create the high levels of commitment, cannot be built overnight. Furthermore, most organizations simply not meant to have the dualism of coercive compliance coupled with emotional commitment. For this reason, I often think of leadership as having much more to do with empowering the followers, not to achieve YOUR goals, but rather to achieve OUR shared goals. It is much easier to get commitment from people when you keep their interests in mind. Think about this the next time you are trying to influence someone else. It might come in handy!
Until next time,
-Jason
Yukl discusses three different outcomes created by an attempt of one person to influence another: Compliance, Resistance, or Commitment.
- Compliance - We all know this one. Lawmakers, bosses, parents, teachers... make rules that we "have" to follow... sometimes we don't want to, but the consequences are not nice, so we comply.
- Resistance - Someone wants you to do something, but you don't want to... so you don't. Too bad for them!!
- Commitment - Now this is what we all are aiming for. When you attempt to influence someone else, the best result is commitment from that person to do exactly what you wanted them to do.
I've heard over and over again of people pointing to how militaristic "leadership" styles can be highly effective. I would disagree. The military proper, forces strict compliance through a rigid system of rules and harsh punishments. However, the military doesn't aim for compliance. Instead they get commitment in one way by using Dale Carnegie's Golden Rule #19 "Appeal to the nobler motives", i.e., They reinforce the idea that soldiers fight to Defend Freedom or that they are true Patriots or Heroes by serving. Similarly, members of the military form extremely tight bonds of camaraderie.
The strong emotions tied to military services, which create the high levels of commitment, cannot be built overnight. Furthermore, most organizations simply not meant to have the dualism of coercive compliance coupled with emotional commitment. For this reason, I often think of leadership as having much more to do with empowering the followers, not to achieve YOUR goals, but rather to achieve OUR shared goals. It is much easier to get commitment from people when you keep their interests in mind. Think about this the next time you are trying to influence someone else. It might come in handy!
Until next time,
-Jason
Sunday, December 24, 2006
Good To Great
I find many business books on leadership to be filled with a lot of fluff. Usually, they just rehash the buzzwords of the day and usually characterize leadership some sort of magical "charisma" to coerce or fool people into doing what you want. Good To Great by Jim Collins is not one of those books.
First off, Good to Great, was the result of two years of intense research by Collins' group of 21 researchers on what made a "great" company, and how a company went from just being profitable in the short term (good) to being "great", with examples of Kimberly Clark, Walgreens, Nucor...
Collins makes a number of key points:
Essentially Collins describes 5 levels of leadership:
Level 1: Highly capable individual
Level 2: Contributing team member
Level 3: Competent manager
Level 4: Effective Leader
Level 5: "Executive Leader"
Most of the levels are pretty self explanatory, except you might ask "What is the difference between Level 4 and 5?" According to Collins, "Level 5 leaders channel their ego away from themselves and into the larger goal of building a great company." They show personal humility and they never stop trying.
The problem with Level 4 leaders is that they are often wrapped up in themselves. They are "effective leaders" in a very strict sense of the term. They are able to motivate others to achieve, however because of this they often take on a "larger than life" or "rockstar" persona. We often see these types of "rockstar" CEO's flaunting their 9 figure salaries as they are surrounded by reporters from business magazines who proclaim him or her as a "genius". While they very well might be a genius, it doesn't set a very good example for the developing Young Leader.
First of all circumstances are completely different for each individual. What might work for one leader at one organization probably won't work completely at another. Secondly, a lot of Level 4 leadership success has to do with luck, being at the right place at the right time with the right people. A "great" organization needs more than just one genius leader... because no matter how long he or she stays in control, one day successor will be needed and without the proper culture, chance has it that another "genius" leader will not be the one taking the helm.
However, Level 5 leaders often breed more more Level 5 leaders. As such they will spend the time to cultivate successors who will have the discipline to keep the organization "great". This makes all the difference.
So check out Good to Great! It's definitely worth it.
-Jason
First off, Good to Great, was the result of two years of intense research by Collins' group of 21 researchers on what made a "great" company, and how a company went from just being profitable in the short term (good) to being "great", with examples of Kimberly Clark, Walgreens, Nucor...
Collins makes a number of key points:
- Great companies have "Level 5 Leadership" (more on this later)
- Great companies think about getting the right people before finding the right vision
- Great companies are able to "confront the brutal facts" (not sugar coating weaknesses or faults in order to solve them)
- Great companies know their strengths and follow the law of constant renewal
- Great companies foster a culture of discipline
- Great companies realize that technology is only an accelerator, a means to a greater end
- Great companies build momentum by reinforcing their consistent efforts with success.
Essentially Collins describes 5 levels of leadership:
Level 1: Highly capable individual
Level 2: Contributing team member
Level 3: Competent manager
Level 4: Effective Leader
Level 5: "Executive Leader"
Most of the levels are pretty self explanatory, except you might ask "What is the difference between Level 4 and 5?" According to Collins, "Level 5 leaders channel their ego away from themselves and into the larger goal of building a great company." They show personal humility and they never stop trying.
The problem with Level 4 leaders is that they are often wrapped up in themselves. They are "effective leaders" in a very strict sense of the term. They are able to motivate others to achieve, however because of this they often take on a "larger than life" or "rockstar" persona. We often see these types of "rockstar" CEO's flaunting their 9 figure salaries as they are surrounded by reporters from business magazines who proclaim him or her as a "genius". While they very well might be a genius, it doesn't set a very good example for the developing Young Leader.
First of all circumstances are completely different for each individual. What might work for one leader at one organization probably won't work completely at another. Secondly, a lot of Level 4 leadership success has to do with luck, being at the right place at the right time with the right people. A "great" organization needs more than just one genius leader... because no matter how long he or she stays in control, one day successor will be needed and without the proper culture, chance has it that another "genius" leader will not be the one taking the helm.
However, Level 5 leaders often breed more more Level 5 leaders. As such they will spend the time to cultivate successors who will have the discipline to keep the organization "great". This makes all the difference.
So check out Good to Great! It's definitely worth it.
-Jason
Thursday, December 14, 2006
Time Management (II)
You might have heard of the Cult of Getting Things Done (GTD). No the people in this "cult" don't put on Nike sneakers and drink spiked Kool-ade at midnight in the hopes of being taken on some magical alien spaceship ride. Instead they are obsessed with productivity and with David Allen's wildly popular book Getting Things Done.
Smart Young Leaders typically do already have some sort of grasp of Time Management. However, most of the time this depends on our own mental prowess. We have an innate knack at keeping our every growing lists of projects, to-do's, due dates in our heads. But we all have a limit, and when people are pushed past their limits... we will get frustrated.
So how do we fix this? In its essence Getting Things Done aims at clearing your "mental RAM" by #1 Capturing all the things that need to be done and #2 Having the discipline to do them. Yes it sounds easy... but in practice we all know it's easier said than done. If you can commit to mastering Allen's workflow, your productivity can shoot through the roof.
So let me break this workflow down for you:
1. The first step in getting your life organized is collect all your "stuff". Allen recommends some sort of "inbox" where you will put anything new that you want to look at.
2. Next you need to process this stuff, i.e., Ask yourself, "Is this item actionable?"
If not, "Is it trash? Is this something I might want to think about for later? Do I want to keep this as a reference?"
If yes, decide the very next action you need to do to move forward on that task. If you can do that action in 2 minutes or less JUST DO IT! (Nike please don't sue me ^_^). If not, "Is it something you need to delegate to another person? Do you need to put it on your calendar for a later time? Should you put it on your list of actions that must be done as soon as possible?"
3. Organize all the items related to the processing in step #2. Allen loves two things... manila folders and automatic label makers... well I got to say I love automatic label makers too ^_^. He recommends having plenty of these around. Create a "someday/maybe" folder for all those things you're not sure if/when you might want to do them. Create folders for each "project" for you to store reference materials. If you delegate something, remember to record that you are waiting for something from that person. Create a tickler file, a physical calendar with 43 folders - 12 for months of the year and 31 for days in a month (You put the tasks to be done on that day or month into the corresponding folder). Finally have your iron-clad Next Actions folder (totally pwns wimpy to-do lists) for things that need to be done ASAP.
4. Review, Review, Review! What good is all this organization if you don't review your stuff regularly? Allen recommends weekly reviews of your organized items. Have you gotten the things you were waiting for? Have you completed all of your next actions? Do you still someday/maybe want to do that? and etc...
5. Have the discipline to action Do It! This is important. You don't want to let yourself fall behind, because if you do it defeats the purpose of having your trusted system where all of your things that need to get done are systematically collected and completed.
OKOK, I know this wasn't a magical cure-all for all your time management needs. But it's worth a shot. And hey, who knows you might be the next to join the cult of GTD.
-Jason
Smart Young Leaders typically do already have some sort of grasp of Time Management. However, most of the time this depends on our own mental prowess. We have an innate knack at keeping our every growing lists of projects, to-do's, due dates in our heads. But we all have a limit, and when people are pushed past their limits... we will get frustrated.
So how do we fix this? In its essence Getting Things Done aims at clearing your "mental RAM" by #1 Capturing all the things that need to be done and #2 Having the discipline to do them. Yes it sounds easy... but in practice we all know it's easier said than done. If you can commit to mastering Allen's workflow, your productivity can shoot through the roof.
So let me break this workflow down for you:
1. The first step in getting your life organized is collect all your "stuff". Allen recommends some sort of "inbox" where you will put anything new that you want to look at.
2. Next you need to process this stuff, i.e., Ask yourself, "Is this item actionable?"
If not, "Is it trash? Is this something I might want to think about for later? Do I want to keep this as a reference?"
If yes, decide the very next action you need to do to move forward on that task. If you can do that action in 2 minutes or less JUST DO IT! (Nike please don't sue me ^_^). If not, "Is it something you need to delegate to another person? Do you need to put it on your calendar for a later time? Should you put it on your list of actions that must be done as soon as possible?"
3. Organize all the items related to the processing in step #2. Allen loves two things... manila folders and automatic label makers... well I got to say I love automatic label makers too ^_^. He recommends having plenty of these around. Create a "someday/maybe" folder for all those things you're not sure if/when you might want to do them. Create folders for each "project" for you to store reference materials. If you delegate something, remember to record that you are waiting for something from that person. Create a tickler file, a physical calendar with 43 folders - 12 for months of the year and 31 for days in a month (You put the tasks to be done on that day or month into the corresponding folder). Finally have your iron-clad Next Actions folder (totally pwns wimpy to-do lists) for things that need to be done ASAP.
4. Review, Review, Review! What good is all this organization if you don't review your stuff regularly? Allen recommends weekly reviews of your organized items. Have you gotten the things you were waiting for? Have you completed all of your next actions? Do you still someday/maybe want to do that? and etc...
5. Have the discipline to action Do It! This is important. You don't want to let yourself fall behind, because if you do it defeats the purpose of having your trusted system where all of your things that need to get done are systematically collected and completed.
OKOK, I know this wasn't a magical cure-all for all your time management needs. But it's worth a shot. And hey, who knows you might be the next to join the cult of GTD.
-Jason
Sunday, December 10, 2006
The One Minute Manager
The One Minute Manager: The Word's Most Popular Management Method. The name almost says it all. I'm sure you've all at least heard of the One Minute Manager. It is a deceptively simple book of around 100 pages and having a cute and engaging story. Thats probably why it has been so popular for so long.
Well the secret to this book's success are the three "One Minute Secrets":
The First Secret - One Minute Goals
This boils down to the KISS (Keep it Simple Stupid -or- Keep it Sweet and Simple) method. Writing your goals down on a single sheet of paper using less than 250 words. Constantly reviewing and evaluating the goals and your performance, one minute at a time.
The Second Secret - One Minute Praisings
The young leader must learn that it is human nature to be appreciated. We love it. We need it. We hardly get enough of it. One minute praisings get right to the point. They tell people what they did right, and that you feel good about what they did. It also encourages them to do more of the same and create even better results.
The Third Secret - One Minute Reprimands
The converse of the One Minute Praise is the One Minute Reprimand. You also need to be specific about exactly what they did wrong and how it makes you feel. (Making sure they know the reprimand is for the action, not for the person). Then, after stopping and allowing the other person to understand this, you always need to followup with reminding them how much you value them as a member of the team.
That's about it... though you'll have to read the rest ofthe book to get the full details. Ultimately, I think the magic to the One Minute Manager is something somewhat more psychological. One minute is an almost insignificant amount of time to us. Though if we are conscious of our time, and actually use every spare minute, we can reap huge benefits.
Until next time,
-Jason
Well the secret to this book's success are the three "One Minute Secrets":
The First Secret - One Minute Goals
This boils down to the KISS (Keep it Simple Stupid -or- Keep it Sweet and Simple) method. Writing your goals down on a single sheet of paper using less than 250 words. Constantly reviewing and evaluating the goals and your performance, one minute at a time.
The Second Secret - One Minute Praisings
The young leader must learn that it is human nature to be appreciated. We love it. We need it. We hardly get enough of it. One minute praisings get right to the point. They tell people what they did right, and that you feel good about what they did. It also encourages them to do more of the same and create even better results.
The Third Secret - One Minute Reprimands
The converse of the One Minute Praise is the One Minute Reprimand. You also need to be specific about exactly what they did wrong and how it makes you feel. (Making sure they know the reprimand is for the action, not for the person). Then, after stopping and allowing the other person to understand this, you always need to followup with reminding them how much you value them as a member of the team.
That's about it... though you'll have to read the rest ofthe book to get the full details. Ultimately, I think the magic to the One Minute Manager is something somewhat more psychological. One minute is an almost insignificant amount of time to us. Though if we are conscious of our time, and actually use every spare minute, we can reap huge benefits.
Until next time,
-Jason
Monday, November 06, 2006
Servant Leadership
High school principals seem to love extolling the qualities of servant leadership that their favorite student council members have demonstrated. While I truly believe servant leadership to be an excellent paradigm for young leaders to follow, I don't always believe that these people know very much of what they are talking about when they speak of "servant leadership".
However, if they had read The Servant the original book about "servant leadership" they would probably understand this topic a little more. In the simplest terms, servant leadership reveals the difference between Power and Authority. As we've mentioned before, dictators, drill sergeants, and pure “managers” wield power, while true leaders wield authority. The difference between Power and Authority is that with pure power, you coerce followers (underlings) to do your bidding, however with authority you get people to willingly do what you want through influence.
In the beginning of The Servant, a businessman is nearing a breakdown in his professional and personal lives. He ends up attending a week-long retreat at a Benedictine monastery. There he learns that even though he had been very successful in many areas of his life, it had come at a great human cost. This cost slowly took its toll on his coworkers and family as he ruthlessly disregarded their needs in order to pursue his own goals.
Throughout the book, the author takes the main character through a paradigm shifting journey. He realizes that often times managers spend most of their time enjoying their rights as leaders instead of their responsibilities as leaders. He learns that the true servant leader is committed to fulfill the needs (not the wants) of his or her followers. And in the end, followers work more effectively under a leader who actually cares about how they are doing versus under an authoritative taskmaster who “leads” with a bullwhip.
Servant leadership is again something that is best learned through experience than just through books. It also comes in time as a person matures and learns selflessness versus selfishness. Not something the average high school student council member displays. But anyway, this is only an introduction to servant leadership. For a great overview check out The Servant.
-Jason
Thursday, October 19, 2006
The 7 Habits of Highly Effective People
The 7 Habits of Highly Effective People is a modern classic. Filled with wonderful anecdotes, Covey leads the reader through each of the 7 Habits ending with what he calls the "Private Victory", the "Public Victory", and finally repeating the cycle to achieve more and greater goals.
One specific anecdote that I particularly enjoyed was about "paradigm shifts". Covey relates the story of being in the subway and becoming annoyed by a particularly roudy bunch of children. Upset he confront's the children's father who had been sitting in his seat apparently staring into space. Waking from his daze, the father apologizes to Covey, telling him that they had all just come back from the hospital where the children's mother just died not more than a few hours ago. Immediately Covey has a paradigm shift, seeing the father not as irresponsible and uncaring but rather as being in need of some emotional support.
This little story so wonderfully illustrates the need for the reader to see the 7 Habits as a paradigm, a frame of mind or method of action, that when followed will lead to high levels of effectiveness.
These 7 Habits are:
1. Be Proactive - Don't just sit there DO SOMETHING!
2. Begin With the End in Mind - Know where you want to go.
3. Put First Things first - Get your priorities straight and tackle them.
4. Think Win/Win - Success is much easier when it is shared.
5. Seek First to Understand then to be Understood - Hear what people have to say, stop, think and understand where they are coming from, and then explain how what you want is inline with what they want too.
6. Synergize - "2+2 = 5 or more" No man (or woman) is an island. Leveraging the knowledge, talents, and experiences of others you can achieve far more than you could alone.
7. Sharpen the Saw - Work to continuously improve yourself, never rest on your laurels, in our fast paced modern world what was good enough today won't get you by tomorrow.
If you haven't already read this book, READ IT. If you have read it, maybe this is the time to take a second look at how the 7 Habits can be made part of your life. Also realize that leadership requires the mindset of being a leader and The 7 Habits is a great start for getting into that mindset.
Happy Reading,
-Jason
One specific anecdote that I particularly enjoyed was about "paradigm shifts". Covey relates the story of being in the subway and becoming annoyed by a particularly roudy bunch of children. Upset he confront's the children's father who had been sitting in his seat apparently staring into space. Waking from his daze, the father apologizes to Covey, telling him that they had all just come back from the hospital where the children's mother just died not more than a few hours ago. Immediately Covey has a paradigm shift, seeing the father not as irresponsible and uncaring but rather as being in need of some emotional support.
This little story so wonderfully illustrates the need for the reader to see the 7 Habits as a paradigm, a frame of mind or method of action, that when followed will lead to high levels of effectiveness.
These 7 Habits are:
1. Be Proactive - Don't just sit there DO SOMETHING!
2. Begin With the End in Mind - Know where you want to go.
3. Put First Things first - Get your priorities straight and tackle them.
4. Think Win/Win - Success is much easier when it is shared.
5. Seek First to Understand then to be Understood - Hear what people have to say, stop, think and understand where they are coming from, and then explain how what you want is inline with what they want too.
6. Synergize - "2+2 = 5 or more" No man (or woman) is an island. Leveraging the knowledge, talents, and experiences of others you can achieve far more than you could alone.
7. Sharpen the Saw - Work to continuously improve yourself, never rest on your laurels, in our fast paced modern world what was good enough today won't get you by tomorrow.
If you haven't already read this book, READ IT. If you have read it, maybe this is the time to take a second look at how the 7 Habits can be made part of your life. Also realize that leadership requires the mindset of being a leader and The 7 Habits is a great start for getting into that mindset.
Happy Reading,
-Jason
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