Management Craft

Here is your #leadership litmus test.

Is there one indicator of great leadership that shines above all others? I believe there is.

Brace yourself.

Actually, it is quite simple.

The litmus test for great leadership - in my humble opinion - is the degree that you lead according to your stated and understood intentions. The "your" in that sentence means what you have said to your team AND your organization's intentions.

Before you switch over to another blog because I have bored you by stating the obvious, stick with me through this example. It's trickier than we might think....

I know a senior leader who I will call Sam. Sam is a functional leader for a large organization and he has several hundred people working for him in his unit. Sam is fairly new and the early indications are that he has the potential to be great.

The organization, like many, like yours, has big plans. They want to grow and reinvent and revolutionize the market. Sam seems fully behind - excited, passionate - this mission and strategy and speaks often about what it means for his team. He wants his team to be the exemplars - the role models  - for the desired future. To lead, not lag.

Great vision. Here's the potential rub. There are a few folks who report to Sam - at the senior leader level - who are not on the same bus. In fact, they are notorious for being on no one's bus but their own. They come to meetings and politely seem in agreement, then go back to their groups and do whatever they want. They are not cooperative and not a pleasure with which to work.

The buzz in the department falls into a few themes:

1. Most people see Sam as having the right ideas and strategies.

2. However most also have little faith that he will deal with these "on their own bus" folks. They hope and wonder if he will be THE ONE to demand more from them (or let them go when they refuse their seat on the corp bus).

So let's get back to the litmus test. Sam has said that the team - his whole team - should lead the organization into the future. There are lots of smaller efforts happening in the department. That's all great, but as long as Sam does not insist that ALL his leaders get on the bus, he will never be anything more than a good leader who enjoyed average progress and results. It won't happen, it can't happen.

And consider the possibility - if he DID hold his own line, wow, what a dramatic change would occur and he would send a message that could unleash a flood of great work. People are waiting for Sam to do something great.

Leading according to our intentions means for real - every decision is consistent with what we say. When we say, "this shall be," it should mean something.

I get a little impatient with folks who fight their organizations on fundamental vision and strategy stuff. You know that I believe we should be demanding partners - challenge the status quo is my middle name. But this does not apply to the basic structure and business model. If you have joined an organization that is slow moving, traditional, and conservative - don't fault it for not being nimble and uncomfortable with risk. That is not the model. If your organization says is wants to be more global and collaborative and this is the strategic direction - you don't have the right to run your department as a silo. That's not your business model. Get on the bus or go elsewhere.

As leaders, we should be open to feedback that helps us improve. We should seek alternative views and involve people in shaping the future. That said, once we have decided the strategic direction and the desired culture, we have drawn a line in the sand that we should be willing to hold people to.

• You will never know if your vision or strategy is the right or wrong one if you never totally go for it.
• We won't know if running will help us lose weight if we only do it on Sundays.
• We can't tell if spending more time with our kids will help their grades if we only do it when we have time.
• You can't know if your desired culture is the right one if it is optional and spotty.

There is nothing more noble and magnificent than a fully implemented idea. Most of us half-ass it through life. The leaders I admire most go full in - they align all aspects of the work and team. If it does not work, they will change, but not before doing it well and right.

I don't know if Sam will make a difference. If he continues to let the tail wag the dog, I think his efforts will yield unremarkable returns. This is sad, a tragedy. I know of no leader who wants to be unremarkable.

This is the leadership litmus test. Call it follow-through if you like as it is certainly that. But the words don't do the practice justice. Leaders who are willing to make the tough calls to create alignment with a goal/strategy/intention are worth following, supporting, and sweating for.

You might be thinking, "but what if I don't like the direction my organization is going?" Share your ideas and concerns, try to influence new thinking. But if this is the business model - you need to either be a part of making it work or get out. There is no acceptable in-between place as a leader. If you are not a positive force for the change, you are hurting the organization. As leaders, we are hired to manifest an intention - that's our job. And if we are not doing this - if we are fighting it - then we are not doing our job.

So here is my suggestion, because I know you want to be remarkable. Review your organization's strategic plan, its vision, its desired culture, its business model. Then ask yourself, how should these intentions change how I lead? Am I avoiding the tough decision? Is everyone on the right bus?

Above all else, don't be boring. #management

There are so many things that sap the life out of people in the workplace. Red tape, BS, blowhards, drama, low expectations (very common, shocking isn't it?), decaf, learned helplessness, yada yada yada.

When the manager adds nothing amazing to the team/dept/workday, he/she becomes another drain. Not even neutral. Boring and uncatalytic managers subtract.

Your employees are coming back from a 3-day holiday. They have had too much beer and sun and they need management that electrifies them back to life and into their work "zone."

What do ya got under that truck of yours? Perhaps you need a B12 shot.

As Gandhi never said, but would have, had he thought about the profession of management, be the source of wonder your team members are secretly begging for every night before they cry themselves to sleep.

My New Book is Out - The Management Development Handbook

Hello!

Yes, I got all my hair cut off. The Houston humidity is not a curly girl's friend....but I digress...

I want to tell you about my new book! It is called, The Management Development Handbook, from ASTD Press. I did not actually write this book, I was the editor. I had the opportunity to invite the people to contribute who I thought had something important to say about management. There are 37 authors and 37 chapters and it is a whopping 538 pages.

Sometimes these compendiums are a bit like verbal museums – they include all the classics and well-known authors. I decided to take a different approach and invite contributors who are active NOW and who are exploring the latest and emerging trends in management. You will recognize a few of the names but may never have heard of many of them. And that is WHY I invited this eclectic group of authors to participate – because they are people I think we should all get to know.

The book is not cheap – ASTD has it price around $100 bucks (wow, I know). But it is like getting 37 little books in one. You can download an excerpt here that includes my introduction, table of contents, the Foreword, and a sample chapter. Some of the chapters are sassy, irreverent, and/or story-like. Some share the latest research. Some are lengthy, while others are more like short essays. One chapter is a set of screen shots from the best employee handbook I have ever seen. One chapter is a collection of provocative columns from one of the authors of the legendary Cluetrain Manifesto (yeah, I know, how cool is that?). Words like “cry,” “love,” and “irreverence,” are shared in this handbook about management.

I love that about the collection! There is something for everyone. I think it offers a lot of value and hope you can pick up a copy for your management library.

Who is this book for? All managers and those who develop managers. The chapters speak directly to managers.

The book’s page on ASTD is here.

I would like to thank ASTD Press for supporting my somewhat non-traditional approach to this book. Doing the museum version is safer because the well-known names ensure a certain number of sales (like having Al Pacino and Meryl Streep in a movie). Projects are always more fun when you work with a partner who lets you color outside the lines.

And I want to thank all 37 contributors!!!! I am a huge fan of your work!

Here is the table of contents with a list of all the contributors. Many of them are bloggers who I have been following for years.

The Management Development Handbook

Table of Contents

Introduction – Into the Future We Go: Lisa Haneberg

Foreword: Betsy Myers

Section1: Fundamental Ideas for Managers         

Complexity and Perseverance: Margaret Wheatley, Ed.D.

The Way We're Working Isn't Working: Tony Schwartz

Irreverence as a Managerial Tool: What managers can learn from Tina Fey, Martin Luther, and Bob Dylan: Michael Kroth, Ph.D.

Five Universal Themes in Business: Todd Sattersten

Positively Using Your Power: Sharlyn Lauby

New Evidence of Servant Leadership’s Efficacy as a Managerial Approach: Bret Simmons, Ph.D.

The Manager’s Role in Creating a Learning Culture: Kevin Eikenberry

Building Your Craft: 10 Important Perspectives for Effective Managers: Randy Boek

Managing Scenario Projects: Thomas Chermack

Women and Power: Jeffrey Pfeffer, Ph.D

Brainpowered Tone Tools to Manage Excellence: Ellen Weber, Ph.D

Section2:  Managers as Culture Builders

Who Says There's No Crying In Leadership?: Terry (Starbucker) St. Marie

The LKP Field Guide - An Inspiring Model for Communicating Expectations: The LPK Design Team (via Anne Stone)

Rethinking Your Organization as a Community: The Open Source Way: Chris Grams

From Quality to Excellence - Essential Strategies for Building a Quality Oriented Culture: Tanmay Vora

Welcome to the Challenges & Joys of Moving to an Economy Where Access Triumphs Ownership: Lisa Gansky

Should Managers Care about Employee Happiness?: Michael Stallard

The Manager as Extreme Leader: Steve Farber and Steve Dealph

Winning with a Culture of Recognition: Derek Irvine and Eric Mosley

Section3: The Goal - Teams Who Do Their Best Work Together

Creating a Sharing Society: Raj Setty

Are SMART Goals Dumb?: Mark Murphy

How Team-Building Really Works: Steve Roesler

Get Rid of the Dotted Lines: Accountability and Authority in Managerial Relationships: Tom Foster

Performance Management at Ground Level: Wally Bock

The Improvisation Edge: Secrets to Building Trust and Radical Collaboration at Work: Karen Hough

Engaging Management: Put an End to Employee Engagement: David Zinger

Creating Winning Teams: Vikram Bector

Co-Create: Project Excellence for Teams: Steve Martin

You're Not the Boss of Me: Jodee Bock

Make Talent Your Business: Wendy Axelrod, Jeannie Coyle

Section 4: Management is a Social Act

Unmanaging the Network: David Weinberger, Ph.D.

How to Fascinate: Sally Hogshead

ValYouCasting: The New Workforce Social Competencies: Terrence Wing

Using Social Media to Create Systems of Engagement: CV Harquail

How to Run a Great Web Meeting: Wayne Turmel

Convening: The Ultimate Management App: Patricia Neal, Craig Neal

The multi cultural and multi generational workplace – what are the future challenges to leaders: Alfredo Castro

Remember when we were courageous? Seemingly fearless?

I was walking on the treadmill tonight while listening to my iPod. I have a playlist of up tempo songs great for walking. The song "Relax" came on from Frankie Goes to Hollywood. I thought about something I did when I was in my early 20s to this song...

Get your mind out of the gutter....

Before I tell you what I did, let me come clean and admit I was a serious disco queen. A total disco freak. I loved it all, especially the somewhat funky stuff like Depeche Mode, the Cure, Eurythmics, etc.. I also had a thing for Barry White, but who didn't?

One more thing before I tell you what I did to the song "Relax." Since I am confessing my dorky music tastes and seriously dating myself, let me say that I am a huge fan of Yanni. Yep. Oh, and John Tesh's sports anthems. And Enya. But I also like the Fray, Neon Trees, and My Chemical Romance if that helps.

Back to my story of courage...

I lived in Tampa when I was in my early 20s. I was going to college, was a waitress at a TGI Fridays and then a night audit manager at a hotel. I never had any money. I started driving a motorcycle because I could not afford a car (or a proper bike, mine was a piece of crap Honda 100 with one wobbly wheel). To make extra money, I entered dance contests. They were big in that day.

At first, I entered contests with some guy I met that night and we danced as a couple. Disco was great because, unlike ballroom or some other more coordinated dances, two people could do their own things and look like they were a pair. Dancing in a couple, we won about a 1/3 of the time. The total payout was usually $100, or $125 for the better competitions. Not bad!

I remember the first time I entered a dance contest without a guy. Just myself. The discotheque was packed. It was one of the nicer places in town, unlike the ABC Liquor Store bar I went to a lot because it was statistically easier to win the dance contests there (fewer people, drunker clientele). On this night, the place was nice ($150 prize, I think), the crowd was big and looked hip, and I could assume the competition would be tough.

So what made me think I could win against several pairs of dancers? What gave me the confidence to dance alone in front of a room full of judging eyes? I still don't know how I might have rationalized entering this contest. I talked myself into it - and, no, I was not drunk - and I entered as a single.

I got to pick my song and I selected "Relax" because of its great crescendos and thundering beat. Whenever any DJ put "Relax" on, I always danced to it - I knew every inflection point.

I danced my heart out - left it all out on the dance floor - no reservations.

I did not win.

After that night, I entered a few more contests on my own, I won only one (to the unlikely song, "Shock the Monkey" if I recall).

Thinking about it now - 25+ years later, I wonder where I got the courage to do it. Was I fearless then? Not at all - I can remember being filled with fear. But courage is not the absence of fear, it is acting in the face of it.

I want to tap into that more courageous Lisa more often.  And not just in a life-threatening situation, like a car accident. I want to be courageous and seemingly fearless when I don't need to be - like at the disco. It feels wowy, tingly. It's like ice cream AND the head freeze. The pain and pleasure of New Mexican green chiles. Lovely and overwhelming. I know the courageous Lisa is down here somewhere.

I bet you have your own story of the more courageous you. Reflect on that time and enjoy it again. Who were you being that you did that? What's going on in your life today that could use that YOU?

Food for thought. No go shake it.

Most imp question: How should I live? #management

As a leader, we impact our life and many others. The question I have posed above is fundamental to how we shape our brand of leadership. We all choose - whether we realize it or not - how we will lead. In each moment we are making a new choice. Whatever we do, we choose it, and we are therefore responsible for having done it.

It takes effort to act consistently with our chosen way of life - to manifest the leader inside. It takes courage to resist the urge to tone down our boldness or turn up our meekness. We push the mute button for fear of being labeled something. For fear of standing out (or not standing out). For fear of making waves (or not making a ripple). We invite fear into our days to decide for us, but we are still responsible because the fear is a voice within us - it is us.

Action is our engine and the only thing that will enable progress and meaning. Be ready for anything and put in the effort. Answer the question, "How should I lead?" through your actions as this is the only real way to be authentic. If we answer with intentions, we are stalling and in the stalling, we act in bad faith. Out of alignment. Living "in order to" is not how we should live, love, or work.

I explored this idea for several hours this weekend. It was disturbing, helpful, enlightening, and joyful - in that order.

Give Feedback that Fills the Spirit #management

This is a portion of a real email:

“Super! Very well done. Exactly what I requested.”

After seeing this, and feeling its effect, it got me thinking about how some people are so much better at providing feedback and reinforcement than others. A message like the one above, sent in a timely manner so that the “what” is very clear, not only reinforces expectations and provides feedback, it buoys the spirit.

We all want to hear that we nailed it.

I have known managers who would never tell someone he or she did an amazing job and this is a shame. Bad, bad manager! The power of being fully expressive with your feedback is immense. I am not suggesting that you tell someone he or she nailed it if he or she did not. I am suggesting that you should not hesitate to make someone’s day with high praise when deserved.

It’s like finding a box of Godiva truffles on your desk chair but is less likely to result in post-enjoyment guilt.

De-Fragging the Organization

Do you remember when we used to de-frag our hard drives? Those were the days. All we had to do was push a button and all the disconnected bits would find each other and come together. Gaps filled and errors fixed themselves. After de-fragging, our computers work better, faster, and did not suffer from spastic glitches. We would go about our work until it was time to de-frag again.

If only we could push a button and do the same for our organizations!

We need to de-frag our workplaces but it takes more than a single action. Think of all the things that get fragmented:

• Communication streams.
• Work processes.
• Relationships.
• Understandings of upstream and downstream expectations, successes, shortcomings, and problems.
• Visions, goals, priorities.
• Even individuals can feel like they have become fragmented.

De-fragging the organization is a weekly managerial practice. Every conversation, meeting, performance conversation, and planning session can have a de-fragging element to it. That is, of course, if we make it so (hat tip to Captain Jean Luc Picard).

I use a Mac now, so I don’t evenknow if PC users still de-frag. Perhaps my younger readers don’t even know what I am talking about! It used to be that de-fragging the computer was akin to taking your computer for a spa day.

Our organizations need to be put back together regularly. Our intertwined processes and interdependent relationships need to flow to progress. Flow, flow, flow, with no dams or barriers or mudslides. De-frag today and every day. Ask your team what needs to be de-fragged about how you are working.