Leadership and the flock

Leaders play the most significant and critical role as catalysts and energizers in the development of focus, goals, people and the ultimate success or failure of the organization.

Recognizing Leadership
An individual with whom I worked once asked if I knew why the lead goose in a flock was the leader. This individual had a ready wit, and this question could be assumed to have a funny or pun ending. Rather than make a lot of guesses that would probably be in error, I said, “I don’t know.” He answered, “because the other geese are following!” At first, that seemed like a typical groaner. However, as I thought about it, I began to understand the significant wisdom in that statement. Leadership is more than a spot in the formation, or a title or slot on an organization chart. True leadership is identified by followership. A human leader, just like the lead goose, breaks the ground in front and makes it easier for the rest of the flock. Human leaders also set the pace and the direction.

A Quick Check
 If you are titled as a leader and find the group straying and determining to push off without you, or if they are following because they have to, it is time for a careful check. Sorry to break the news, but if they are not following willingly, you are not leading.

This May Mean You
 It is critically important you realize that this discussion is not just about CEOs, directors, managers, or what have you. Remember, even ducks have leaders. You may be a line worker, a laborer in the field, the mother in the home, a teacher, or the president of Ford Motor. Regardless of your title or position, there may be several ducks following you (even little ducks, mom). How are you helping your "flock?"

[Additional reading: The Wrong Bottom Line. . . Still]

Million-dollar word: good or bad

Listening – particularly to the people in the organization – can be worth millions. It can provide valuable information and can boost support and morale. But it is only the key that unlocks the door; someone still has to actually open the door. While usually helpful, the process can also be destructive – a couple of examples.

Example one: A large chain has an open door policy. Personnel may address the regional director without negative consequence. That is an excellent policy. However, the organization does not take the next step of responding to the information.

Example two: an organization decided to espouse an idea, provided information to the staff about the new changes, then operated as usual.

The success formula is: Ask →Listen → Respond.

That does not necessarily mean you must do.  It does mean you will acknowledge and implement the ideas and recommendations where possible and where they will prove productive.

Appropriate ideas should be brought up in staff meetings and the originator acknowledged. Where appropriate, a committee can be formed to examine the idea and report back to the group with possible action recommendations. Put the idea originator as the chair of the committee.– even if it is a clerk, a checker, a stock boy. This will have a profound affect on the personnel. Do review with your associates prior to the implementation of this proposed process so they know what to expect.

As I observe different organizations, I hear words like “team” or “crew,” or “associates.” Some are real and some are not. If yours is one of those, make it real.

(For a suggested process, see: Wrong Bottom Line Still: Critical Components, change activity 25, page 128).

“Million-dollar” follow-up – Critical Information

In an effort to not add my clutter to your e-mail load, I have made it a habit to write only once a month. However, because of the tremendous response to the million-dollar word article, I felt it important to add the second part of that concept.  I will keep this short.

This facet of listening is essential.

First, the most important persons for you to listen to is your employees. No, it isn’t your patrons. They are important. It is the people who work for you, who day-to-day spend time in your shop. These are the people who see what goes on. They have important insight about procedures, habits, and practices in your organization.

Second, do not give out lengthy questionnaires. No one likes to do them, and they often don’t ask the right questions anyway. Your people do not need something more to do.

Do give them a  questionnaire that asks them four questions:
    1. What do you like about the organization that you would like not to be changed?
    2. What do you like least about this organization and that you would like to see changed?
    3. What do you like about me as a leader that you would like to see me maintain?
    4. What about me as a leader would you like to see changed?
Additional comments:

Do not do as I heard about a company this week, hire an expensive consultant to evaluate your group. Your group already knows what you need. And, a clerical person can compile all of the comments from your people.

If there is some mistrust of leadership, or if you have any thought that some individuals might not give you the honest truth, there are ways of making sure that the information is anonymous, and that they know it. All of this and much more is in the book “The Wrong Bottom Line . . . Still” chapters 8 and 10, but you don’t have to buy the book (although I don’t discourage that idea) You can actually read pages 91 and 92 on Amazon – (just click; I have it already marked--you may have to put "Activity 16" in the "search inside the book").

Promise not to bother you until October. Of course, if I can be of help anytime just email or call (rummler@appliedfocus.com; 208 249-1280).

Million dollar word

A particular company once had a motto: one picture is worth 1000 words. That may be true. But there is one word that if internalized is worth not pictures or words, but thousands of dollars – even millions of dollars. And this word  was taught to me by a 17-year-old boy. You may have heard my story before–I relate it in my book “The Wrong Bottom Line . . . Still,”– but it holds the key to the million dollar word.

A number of years back, one of my sons came home from a high school event. He was upset – very upset. I, the all-knowing father, began to “fix” the problem. In frustration, this young man exclaimed to me “dad, shut up and listen – please just listen!” I was stunned. My children did not talk to me that way. Caught off guard, I stopped talking. At that point my child began to unload a flood.  After he had purged his frustration, he then asked for my input.

The word and the concept I learned at that point was to shut my mouth and open my ears and my mind to learning– to listening.

Too many bosses, too many directors, too many supervisors, too many teachers, too many parents talk too much and listen too little. The foundation for the greatest success is built on openness and willingness to learn. We don’t learn much when our mouths are open. We do when we close our mouths and open our ears–when we listen.

Listen to your patrons. Listen to your associates. Listen to those you supervise. Don’t listen as a courtesy. Listen to learn. In my interview with worker after worker, I find great ideas that no one in the upper bracket wants to listen to. Listening builds teamwork,. Listening improves operations. Listening builds morale and support. Listening saves businesses and increases profits.

Businesses can be saved, operations made more effective and efficient, disputes dissipated, relationships improved, and sales increased, if we but employ the million dollar word: listen.

Think

Sometimes we applaud the fast thinking, ever correct abilities of computers. My usual response to that is that they are glorified adding/text machines. However, there are times when I think they show more intelligence than we humans. Sometimes our actions make little sense. Let me share some examples as an encouragement to use our abilities to “think.”
    People willing to help me out – or out of my money
    I received a card in the mail inviting me to a complementary dinner accompanied with some sage advice. The topic for the evening was entitled, “The Government Wants YOUR Retirement.” Using my ability to reason, that offer either sounds like: out of the goodness of our hearts, and because we have your best welfare in mind, we are paying for your meal and providing life-saving information,” or, “we are looking for non-thinking clients who we can stampede into signing up with us so we can make money, and we are willing to invest in a dinner because our return will be worth it. Further, we mail these to individuals who are in retirement age because they will react more strongly, and are more likely not to be as sharp as younger folks.” So, if I were to partake of their recommendations would I be a benefactor of their kindness, or would they become benefactors of my money?
    Asleep on the job
    As a supervisor, have you ever noticed workers falling asleep in their cubicles? Perhaps you have even noticed some extra nodding during your discourses at meetings. Is your first response to ding them on the supervisory reports or their evaluations? Do you have thoughts of replacing them? First, review your own actions. Certainly, you have never had the sleep bug bite you at your desk. Of course, you have never felt sleepy – even closed your eyes – during a long meeting. Well, some of us have. So what do you do with your employees?
    First, what is your focus, your objective, your goal? It should be to assist those you supervise in being as productive and successful as possible. That being the case, reprimanding and treaty employees negatively will be of less value than meeting their needs – even if it goes against your traditional grain. In light of the overall objective of moving forward and producing effectively, it would be of greater value to encourage the tired individual to take a break – even a 15 min. nap. If you do, you’ll find a very appreciated worker who will come back refreshed and more productive.
    Summary
    The plea here is to treat human beings as human beings – to think instead of just compute. No, it is not babying people. It is being considerate and treating them as you would like to be treated. It is not only the humane way to operate, it is the most honest way; it is also the most productive way.
Of Related Interest: Cost of Hiring

      As we celebrate America’s Birthday, we often think of the way American businesses are innovative. Sometimes, however, we may note, how they have failed to look ahead.
     In order to maximize our potential, it is important we look into the future and anticipate and create appropriately. Although there certainly have been some significant business success, there have been some significant misses as well. A “miss” often not recognized is the one that deals with people. It is also one that can have lasting ramifications. While commodity production can be altered significantly within a comparatively short time, there are personnel problems on the horizon that will be much more difficult to manipulate.
    Many American workers feel they are being exploited. That is, they are paid poor salaries and expected to produce more. Exacerbating the problem is a belief that the money is there to pay better wages –  leadership is being paid exceptionally well. Because of the tough economic situation and extensive layoffs, workers are willing to accept these conditions. This will not go on forever. As the economy improves, if worker conditions do not improve, several personnel factors will begin to impact the business world.
    First, as businesses expand – as they eventually will –  there will be a need for more workers. That will provide new opportunities for people to make choices – find better jobs. Individuals who work for companies that take advantage of them, will have opportunity to find better situations. The resulting lack of needed skilled workers will create problems, expenses (see: Hiring - The Cost)  and lower quality for those organizations.
    Second, with greater personnel needs will come competition. Those organizations that refuse to improve wages and conditions, will find  fewer competent workers willing to accept positions. And, even if improvements are made, reputation and past practices will have an effect on the quality of the hiring pool.
    Third, many workers who have found it difficult to find employment, are changing  occupations. Many have chosen to go to school and become qualified in higher demand fields. This shift will further stress businesses as they look for qualified employees.
    Fourth, as the low-end worker pool decreases in size, there will be a tendency to continue outsourcing to countries with lower pay standards. However, as the world continues to move toward become one giant connected industry, the standards of all workers will elevate, and the cost will rise; that is already happening. That coupled with the fact that maintaining offices in foreign countries will become more expensive, will result in that avenue becoming less attractive.
    Lastly, the longer it takes American businesses to take this trend seriously, the greater problem it will create. That brings us to the foundation for Critical Cornerstones for Success.
    Critical Cornerstones For Success, systematically considers the essential components required to achieve maximum success in any endeavor–business and profession to success in the home (see:: The Wrong Bottom Line . . . Still: Critical Components.

Graduation or commencement

    This is the time of year of excitement. Having been a high school principal, I can tell you from experience that there is a lot of anticipation, difficulty in concentration, and even craziness among seniors. Stop any member of that class in the hall and they can tell you exactly how many days until graduation – that starts sometime after Christmas.
    Then, there comes a change. Particularly during the graduation ceremony – even though there are a lot of smiles and joyous sounds – there come some tears and soberness, and a realization that what they longed to leave, doesn’t look so bad; it will be something that many of them miss. No longer will they have the schedules, checks and balances, and concerned adults. In their new life, they may punch a card, but an absence will still be an absence whatever the excuse. If they go on for advanced schooling and don’t show up for class, the attendance secretary won’t call to see if everything is okay.
    These confident high school seniors begin to realize that graduation is not merely the end of something; it is the commencement – the beginning of something new.
    At graduation ceremonies, these “mighty” seniors remind me of kindergarten children; they actually have that look in their eyes. Now, some may disagree. My recommendation for those individuals, is to visit a nearby university. I have also had the opportunity to teach at that level. It is amazing how young and often unsure the new freshmen look and act. They seldom resemble those recent self-assured seniors; a transformation has happened.
    There is a message here for everyone. Regardless of the business you run, the organizations in which you’re involved, or the household in which you dwell. Commencements don’t come in twelve years, in four years, or in two years. Commencements come every day. You have never lived this day before. You have never lived tomorrow. In fact, many will not live tomorrow – some know that, and others don’t. There is no time to be disrespectful to patrons, condescending to employees, surly at parents, mad at kids, or generally hurtful to others.
    It is wise to remember the old politician’s saying (not remembered by many politicians) when you are slinging mud, you are losing ground.
    Make every new commencement – every new day – something positive, exciting, and beneficial. If that brings a groan, do an attitude adjustment. Remember, the beauty and enjoyment of life is not in a plushy casket at the end; it is in the process along the way.

[While you are pondering all of this, go visit the Book Nook, Hastings, ShopKo, Walmart, and the many other local stores, and pick up a gift for your favorite graduate – high school or college.]