Blanchard LeaderChat

If you’re not growing, you’re dying.  That’s the message that Ken Blanchard and Mark Miller have for leaders in their new book, Great Leaders Grow: Becoming a Leader for Life.  In a classic parable format, they tell the story of Blake Brown, a young 20-something, as he takes on his first leadership role.

Funny thing about the story, even though it is geared for people new to leadership and full of wisdom on how to get off to a fast start, the book may have a bigger impact on people already in leadership roles suffering from burnout.

I’m not sure if this is what Blanchard and Miller intended, but that was certainly my experience as I watched Blake encounter older executives in the company.  As Blake learned the lessons in the book: Gain knowledge, Reach out to others, Open your world, and Walk toward wisdom, I couldn’t help but be struck by how many of these leadership nutrients were missing in my own career.

Instead I felt more like the executive in the book who had fourteen years of experience–but very little learning and growth–because he had just repeated his first year of service fourteen times.  That’s a deathly mistake, explain Blanchard and Miller because, “If you get too busy with your job to grow, your influence and your leadership will stagnate and eventually evaporate.”

Are you too busy to grow?

If you’ve been working hard the past few years just trying to keep your head above water during these tough economic times, the answer is probably yes.  How has it impacted your influence as a leader?  You’ve probably done well in the short term, but not so good in the long term.  Don’t wait another day.  Start growing again.  Here are three ways to get started:

- Lift your nose from the grindstone and take a look around.  How long has it been since you pursued a growth opportunity?

- Identify some resources.  Here are two possibilities.  Read the first chapter of Great Leaders Grow online.  Sign up for the free webinar that Ken Blanchard and Mark Miller are conducting on February 23.

- Talk to others about their experience. Open up a conversation with peers.  How are they addressing growth issues?  If you use Twitter, let me know.  (Use the hashtag #GreatLeadersGrow and you’ll automatically be entered into a drawing for one of 12 first editions I have on my desk.  I’ll announce the winners here on Thursday.)

Don’t let your busyness get in the way of your growth.  If you’re not growing, you’re dying.  The best leaders combine a focus on both the long-term and the short-term.  Start growing today!

Great Leaders Grow Drawing Winners

Congratulations to @StuMcMullin, @auricresults, @pubgal, @thebrandcoach, @ogmarti, @christinewhyte, @chisobem, @nathancherry, @pivasys, @anitawongso, @jrbryson19, @staceyhartmann.  They are the winners of a free copy of Ken Blanchard and Mark Miller’s new book Great Leaders Grow.  Winners, to receive your book, please send me an email at david.witt@kenblanchard.com so I can find out where to ship your book!

It’s the start of a new year and a great time to take stock of where you are and where you are going as a leader.  The ability to think clearly and make the best decisions is a key part of any leader’s role.  Yet, many leaders tend to fall into bad thinking patterns—especially after a couple of years on the job.  Here are three of the most common bad habits and what to do to avoid them.

1. Either-Or thinking

Executives are asked to make decisions—and they get more difficult the higher up you are.  People or profits?  Centralized or decentralized?  Frontline decision-making or command and control?  Leaders will often have to choose from among opposing viewpoints and the people supporting those viewpoints will be expecting and asking you to endorse either Plan A or Plan B.

Always consider a Plan C first.  While opposing camps argue for why their plan will work while the other point of view won’t, see if you can find a solution that incorporates the best of both proposals while minimizing the downsides.

For example, should we empower our frontline people to make decisions? Yes.  Is there the possibility that they will make mistakes if we do?  Yes.  Does that mean we have to choose between all decisions being made at the frontline, or all decisions being made at headquarters?  No.  There is a better decision that allows frontline decision-making and maintains accuracy and consistency.  Find it.

2. Confusing decision-making with taking action

As a leader, it is easy to think that your job is primarily to make decisions.  Decision-making is only the first step.  The purpose of leadership is to take action and move.  If five frogs are sitting on a log and one decides to jump, how many frogs are still sitting on the log?  The answer is five until the decision to jump is actually acted upon.  Don’t confuse decision-making for taking action.  Take action!

3. Making announcements with little follow-through

If good decision-making is hard—taking action is even more difficult.  The biggest trap for leaders is focusing too much time on getting things started and too little time on following through to achieve results.  Legendary former chairman of Herman Miller, Max De Pree once likened leadership to being a third-grade teacher when he said that it oftens means repeating things over, and over, and over again until people get it right, right, right.  As a leader you need to keep the vision alive—even after the newness wears off.  You also have to provide people with the tools and resources they need to get the job done.  Remember that there is a strategic and a tactical side to leadership.  To be effective, you have to be good at both.

Resources to help you get started

There are a lot of great resources available to help leaders get started or stay focused on making decisions and taking action.  Here are three that focus specifically on each of the points above.

• To help combat either-or thinking, check out Polarity Management by Barry Johnson.  It details a step-by-step process for finding the best solution when faced with seemingly opposite choices.
• Who Killed Change?  A great book which identifies the “usual suspects” that kill good ideas in companies and keeps decisions from turning into action.
• Helping People Win at Work  Identifies a clear, 3-step process for setting goals, providing resources, and following up effectively.

Make 2012 your best year ever.  Exercise your decision-making power.  Strive for the best solutions, take action, and follow-up.  You’ll be surprised at what you can achieve when you do!

Get it right on the inside and you’ll get it right on the outside.  That’s good advice that is rarely followed in today’s management literature.  Instead there seems to be a focus on just getting it right on the outside.  This can work, but it’s probably leaving your direct reports feeling a little empty at best—or distrusting at worst.

When leaders focus only on their behaviors and outside appearances, they are presenting a thin veneer of leadership that can work for a short while, but which eventually breaks down—especially under pressure. 

Wondering how you can get it right on the inside instead of working so hard to act in a prescribed way on the outside?  Here are some ways to get started.  These are based on answers to the question, “Who was your best boss?” and “What made them so special?” that Blanchard consultants have been asking in classes and presentations over the years.

See people as assets to develop instead of liabilities to manage.  Good leadership begins with a fundamental belief in people and the value that they can bring to a company.  Where do you stand on this?  Do you focus on people’s strengths and how to maximize them, or do you tend to focus on weaknesses and how to correct them?  How does that impact your leadership behaviors?

Assume the best.  People have good days and bad days.  They make mistakes, exhibit poor judgment, and sometimes let you down.  How do you react to these situations?  What is the story that you are telling yourself about their actions?  Are you assuming they had good intentions and just fell short, or does this just go to show that you were right about them all along? Your resulting leadership behavior will be very different depending on your mindset.   

See yourself as a leader instead of as an evaluator.  Part of leadership is matching skill sets to the overall goals of the organization.  The ability to discern talent and apply it effectively is an important quality.  But don’t make that the sole focus of your leadership.  Instead, go beyond getting the right people in the right positions and actively work to help them succeed in their roles.  See their success as a partnership between you and them.  When people sense that you are on their side, helping them to succeed, they act and perform very differently than if they feel that you are primarily judging and evaluating them.

Beliefs and attitudes drive your behaviors.  In today’s open and connected world, you have to be genuine and authentic.  Leaders who get it right on the inside naturally display genuine behaviors on the outside that people respond to.  Take a look at your leadership beliefs.  Work on the inside first.

There is one aspect of a leader’s personality that is both their greatest asset and greatest potential liability at the same time.  And if it is not dealt with correctly, it has the ability to stop a promising career dead in its tracks.

That element of human personality is ego, and its power is seductive.

Early in a leader’s career, it helps a young executive seek new innovations, stay the course when others would quit, and push through to higher levels of excellence where others would settle for less.  But if a leader does not channel their ego properly it can also lead to a willful disregard of reality, a lack of self awareness, and an unquenchable need to be the best.

When that happens, the results can be disastrous. In their book Egonomics, authors David Marcum and Steven Smith point to Ohio State research that shows

• Over one third of all fatal business decisions are driven by ego.
• Nearly 2/3 of executives never explore alternatives once they make up their mind.
• 81% of managers push their decisions through by persuasion or edict, and not by the value of their idea.

So how can you draw on the benefits of ego while avoiding the pitfalls?  How do you find the combination of intense professional will and extreme personal humility that Jim Collins describes in his best-selling book, Good To Great?  For Collins, part of the solution includes

1. Self-reflection
2. Conscious personal development
3. Help from a mentor

Madeleine Homan Blanchard, cofounder of Coaching Services at The Ken Blanchard Companies agrees and recommends a similar course of action.  In a recorded webinar on Leaders: Avoid These Fatal Flaws, Homan-Blanchard recommends that leaders keep their ego in check through three strategies.

Name it and claim it—Without self awareness there can be no restraint or modulation. Know your least desirable traits and own up to them. Learn what triggers you and leads you to engage in your worst behaviors.

Get feedback and commit to development—Ask questions. Sit down with direct reports and find out what you could do to be a more effective boss. Listen carefully and say, “Thank you,” when they offer feedback. Take action on trouble spots.

Surround yourself with people who are smarter than you—Be courageous when hiring. Make sure you have colleagues and direct reports who think differently from you. Also make sure you have at least one colleague you can count on for an honest opinion and who serves as your “truth teller.”

You can watch Homan-Blanchard’s complete recording of Leaders: Avoid These Fatal Flaws here courtesy of Cisco WebEx and The Ken Blanchard Companies.  Also be sure to see this week’s live webinar being conducted by Scott Blanchard on Cultivating Employee Work Passion: The New Rules of Engagement

“One of the big challenges for new managers is learning to recognize and appreciate that not everyone approaches work the same way that they do. Some of the most dangerous words for a leader to use are, ‘Well, if it were me, this is what I would do.’ When we do that, it keeps us from understanding, embracing, and working successfully with other people’s behavior,” says Ann Phillips, a senior consulting partner with The Ken Blanchard Companies.

In a recent article entitled Top Challenges for New Managers, Phillips explains that many people are promoted into managerial positions because they were great individual contributors. Because they had so much success with a certain way of working—be it strong planning or attention to detail or great execution skills—they may have a difficult time understanding that other people don’t necessarily work that way.

For these managers (and others who may be new to leading others) Phillips identifies three additional challenges:

Doing the work yourself. It’s not easy for new managers to let go and trust that the work will get done without their direct intervention. When things don’t work out as planned—or are taking longer than expected, new managers tend to step in and do the work themselves rather than work through the process and learn how to let others run with the ball.

Not setting clear roles and goals. This is especially challenging for new managers who have been promoted from a group of their peers.

“Managers need to walk a fine line,” explains Phillips. “You want to maintain the relationship, but you have to separate yourself so people see you no longer as a peer, but instead in your new role as a manager.

“All good performance begins with clear goals and all good relationships begin with clear roles. If a manager is promoted out of their peer group, they need to sit down with their former coworkers and talk about how their roles have changed. ‘Here is how I am going to behave differently and here is what I expect in return.’ Otherwise there are always misunderstandings and surprises.”

Balancing accountability and caring. Sometimes new managers think you have to choose between people and performance.  Phillips recommends that new managers balance high expectations with equally high levels of support and caring.

“People need to know that you have their best interests in mind, that you are setting them up to win, and that you mean them no harm. Things are always going to come up. When people know that you truly care, that can cover a lot of situations and people will forgive your mistakes and continue to follow you.”

To learn more about Phillips’ advice for new managers, read Top Challenges for New Managers here.  Also, check out a free webinar that Phillips is conducting on September 22, A Primer for New Managers: Respect, Trust, and Accountability. It’s a free event courtesy of Cisco WebEx and The Ken Blanchard Companies.

So much of leadership advice focuses on what to say and how to act in ways that creates trust, confidence, and followership.  And while it is important to understand how certain leader behaviors can be interpreted by others, that should never take the place of authenticity. 

All of us have a genuine leader inside of us.  To help you get started with discovering and communicating who you really are as a leader, here are six questions to ask yourself from Ken Blanchard’s book Leading at a Higher Level:

1. Who have been the leadership influencers in your life?  People often point to former bosses or other organizational leaders, but also consider other people who may have influenced you such as parents, grandparents, friends, coaches or teachers. What did you learn from these people about leadership?

2. What is your overall purpose, and what do you want to accomplish? The most important thing in life is to decide what’s most important. What are you trying to accomplish as a leader?

3. What are your core values? Values are beliefs you feel strongly about such as success, integrity, or honesty. You’ll probably start with a long list of values but fewer are better, particularly if you want your values to guide your behavior. You’ll also want to rank the order of your values. Why?  Because values are sometimes in conflict. For example, if you value financial success, but integrity is your core value, any activities that could lead to financial gain must first be checked against your integrity value.

4. What are your beliefs about leading and motivating people? This is about surfacing your personal beliefs and assumptions.  In your experience, what do people want from work? What do you believe motivates people to give their best?  What is a leader’s role? Answering these questions about your beliefs gives you insight into how you will subsequently act.

5. What can people expect from you as a leader? Letting people know what they can expect from you gets at the core of transparency. Given your purpose, values, and beliefs about people and leadership, what can people expect from you?

6. What do you expect from your people? People want and need clear expectations from their leaders.  Be upfront—it’s imperative that you let people know what you expect from them. It gives them their best chance to succeed.

Answering the questions above helps you understand a little bit more about yourself as a leader.  What did you learn?  What are your strengths?  What are potential pitfalls? As you take your first steps toward authenticity, don’t be too hard on yourself. This might be your first time thinking about your beliefs about leading and motivating people. Incorporate the ideas above and keep working at it. Have open and honest dialogues with those you lead and with those who lead you. The world needs genuine authentic leaders. Be a leader who makes a positive difference. People are counting on you—the real you!

It’s that time of year when many of us pause, look back, and reflect on the past twelve months.  One of the most powerful ways you can improve the performance of your company is by evaluating the quality of your leadership.  What can you do for this coming year?  Here’s some advice for leaders from bestselling author and management guru Ken Blanchard.

How can a leader reinvent himself or herself? 

A. I think a leader reinvents himself or herself by constantly wanting to learn.  When you stop learning, you might as well lie down because you’re dead. I think every leader ought to set a personal goal each year about what will they be able to put on their resume next year that they didn’t have last year.  It might be learning a new language.  It could be learning a new computer program.  Constantly put yourself in a learning mode.

What does it take to be a good leader?

A. The biggest thing it takes to be a good leader is humility.  People with humility don’t think less of themselves—they just think about themselves less.  I think Rick Warren said it well in his book, The Purpose Driven Life.  The first sentence of that book is a whole leadership training program.  He said, “It’s not about you.”  We can accomplish that if we can get leaders to realize that they are there for the mission, for their clients, for their people, and not for themselves.

Can a leader also be a good coach?

 A. Yes, coaching is a definite part of leadership.  There are two parts of leadership.  One is the visionary direction part of leadership which is, “Where are we going?” and “What are we trying to accomplish?”  That has to be the responsibility of the traditional hierarchy.  It doesn’t mean that you don’t involve other people, but people look to the president, department chairman, and other traditional leaders to make sure that everybody knows where they are going.

The second part of leadership is implementation, which is “How do we live according to the vision, direction, and values that we have established?”  With that you have to turn the traditional hierarchy upside down.  So now the leaders who played a major role in setting the vision are at the bottom cheerleading, supporting, and coaching.

This is where the coaching process comes in because in developing your people there are three parts: Performance Planning where you are setting the goals and objectives; Day-to-Day Coaching when you are helping people win and accomplish their goals; and then there is Performance Evaluation.

In most companies, the majority of time is spent on performance evaluation with managers focused on judging people’s behavior.  Some companies do a pretty good job of goal setting but then they file the goals away until somebody says it is performance review time and then they run around looking for the goals. The thing that is least done is the day-to-day coaching, so coaching is a very important part of leadership.

What can you do from a personal leadership perspective to help your people and your organization perform at a higher level in 2011? 

Successful leaders recognize that profit is the applause you get for taking care of your customers and creating a motivating environment for your people.  What can you do to create that type of environment within your organization? The New Year is a great time to start!

PS: Ken Blanchard will be conducting a free webinar with Colleen Barrett, president emeritus of Southwest Airlines, on January 26.  It’s based on their new book, Lead with LUV.  To learn more, or to register, visit Lead with LUV: A Different Way to Create Real Success at the Blanchard website.

HR and senior leaders play a special role in making sure that coaching is successful in an organization. One of the ways is by positioning executive coaching correctly according to Linda Miller in a new article for The Ken Blanchard Companies’ Ignite newsletter.

As Miller, a Master Certified Coach and Global Liaison for coaching explains, “It’s important that coaching is positioned as an investment in development and not as something punitive. You want executives to be looking forward to being tapped on the shoulder for coaching rather than fretting if they get that phone call that says, ‘Guess what, you have an executive coach who has been assigned to help you.’” Read more…

In a recent blog post at Harvard Business Review’s The Conversation, best selling business author Bob Sutton generated a lot of discussion with a post entitled Some Bosses Live in a Fool’s Paradise.  Bob’s basic premise is that leaders become more susceptible to a distorted sense of reality the higher they climb in an organization.  Why? Three reasons according to Sutton. Read more…

In the June 2010 issue of Ignite, Madeleine Homan Blanchard discusses how Leadership Strengths Are a Double-Edged Sword.  She goes on to explain that positive characteristics such as optimism, confidence, and intelligence can turn into delusion, arrogance, and unhealthy competitiveness if left unchecked. In her work with highly successful executives, this crossover from strengths to weaknesses can be subtle, and usually occurs over the course of years.  It can be especially hard to identify early in an executive’s career because the weaknesses that derail so many careers later in life are just shadow versions of the same attributes that helped executives succeed earlier.

The key, according to Homan Blanchard, is to maintain a healthy self-awareness of the way you are perceived by others.  To help with that, Madeleine recommends four strategies.

1. Create an imaginary “self observation person” and place them on your left shoulder.  Give this imaginary advisor one important task.  Anytime you feel yourself about to speak or respond to someone and there is some extra emotion behind it, have this advisor check in to ask, “Is this about your need to be heard, or is this in the best interest of the other person and you are saying it because it absolutely needs to be said?”
2. Get feedback.  Homan Blanchard recommends that leaders check in with colleagues (and direct reports especially) every once in a while to get a reading on how they are doing.  Madeleine especially likes three classic questions and recommends executives keep them top of mind: What should I start doing to be more helpful to you as a leader? What should I stop doing? Is there anything you think I should know?
3. Surround yourself with people who aren’t afraid to challenge you. Let people know that you want to engage in useful debate. Encourage people to speak up when something you say doesn’t make sense or might not be the right way to go.
4. Consider working with a coach who can provide a reality check and keep you honest. It’s important to have someone who will call you out when you are deceiving yourself.

To read more about some of the ways that leaders inadvertently limit their effectiveness, be sure to check out the entire Ignite article here.  Also be sure to see the information about a free webinar that Homan Blanchard is conducting on June 16, Leaders: Avoid These Fatal Flaws