Blanchard LeaderChat

As you look back over your work career, who is the supervisor, manager, or leader that you would identify as your best boss?  And more importantly, what was it about them that made them great in your eyes?  Take a minute now to identify that person.  We’ll use your experience to identify something that will help you in your own personal leadership journey.

Once you’ve got your best boss in mind, take another minute to identify what it was about him or her that made them special and memorable for you.  Chances are that you will identify a couple of traits similar to these that other people have identified when we’ve asked this question.

“_____________________ was/is my best boss because he/she …

• Believed in me
• Trusted me
• Gave me an opportunity to grow
• Took me under their wing
• Made work fun
• Treated me fairly
• Went to bat for me
• Stuck their neck out for me

Was your boss’s trait one of these—or something different?  While each of us will identify different specific traits that our best boss has, there is probably a word that includes any that you might have come up with.  All of us, no matter what our experience, could probably say that our best boss was so special in our eyes because they truly CARED about us.

I know that this is true in my own case. My best boss was Margie Blanchard, the cofounder of our company who I reported to from 2000 to 2003.  The traits that made Margie so special in my eyes included that she

• Connected with me
• Acknowledged me
• Respected me
• Expected more from me

Now I know that acronyms can be overdone at times—especially in the consulting business, but I couldn’t help but notice that the first letter of those traits spells CARE. 

Magic? I don’t think so, just a great reminder of a key ingredient to being a great boss.  Though it will be displayed in many forms, at its core, one of the key traits of our best bosses is that they cared about us.

A Fun Exercise and Way to Celebrate

So let’s have some fun with this and tap into our collective brilliance.  I’m a big believer in “catching people doing things right” and that “none of us is as smart as all of us.” Let’s put both of those ideas to work today with a little exercise.

Help me expand on this CARE acronym by adding your boss’s trait into the mix.  As the cheerleaders say, “Give me a C, Give me an A, Give me an R, Give me an E!”  Just use the COMMENTS button above to type in a trait of your best boss that goes with one of these letters.  (For extra credit, take a minute to identify and say thanks to that best boss while you’re here.) I promise you’ll feel good and get off to a good start this week if you do.

Who knows, together we might create one of the truly great leadership acronyms (rivaling SMART goals even!)

And even if we don’t, we will still have a great reminder of this one important trait that we can carry with us today as we work with our colleagues and direct reports.

My friend and colleague Jesse Lyn Stoner featured a great story about Abraham Lincoln on her blog site.  Lincoln would often slip out of the White House on Wednesday evenings to listen to the sermons of Dr. Finnes Gurley at New York Avenue Presbyterian Church. He generally preferred to come and go unnoticed. So when Dr. Gurley knew the president was coming, he left his study door open.

On one of those occasions, the president slipped through a side door in the church and took a seat in the minister’s study, located just to the side of the sanctuary. There he propped the door open, just wide enough to hear Dr. Gurley.

During the walk home, an aide asked Mr. Lincoln his appraisal of the sermon. The president thoughtfully replied, “The content was excellent; he delivered with elegance; he obviously put work into the message.” Read more…

“If you seek long continued success for your business organization, treat your People as family and LEAD WITH LOVE.” 

That is the advice that Herb Kelleher, legendary founder of Southwest Airlines, offers readers in the foreword of a new book, Lead with LUV: A Different Way to Create Real Success that looks at the leadership practices that have made Southwest a benchmark for great management.

As Kelleher explains, “…an infusion of love is an essential, but oft overlooked, ingredient in any business organization that wants to be superlative for a long period of time, rather than just “successful” for a limited time.

“Most people are looking not only for monetary security but also for psychic satisfaction in their work. That satisfaction is provided in our personal lives by the love and affection of family and friends. Why shouldn’t a business simply be an enlargement of our circle of family and friends?”

A large part of Southwest’s success is the servant leader attitude of its top executives as well as leaders through all levels of the organization.  And a great example of that philosophy in action is Colleen Barrett, president emeritus and coauthor of the book. 

“For more than forty years,” says Kelleher, “in her relationships with the People of Southwest Airlines, Colleen Barrett has ensured that no grief goes unattended; that no joy goes unshared; that each achievement is celebrated; and that those requiring help receive it.”

The result has been a corporate culture where Southwest’s employees feel the love and in turn, share the love, with customers.  And customers have responded with Southwest generating the same types of legendary customer service stories in their industry that Nordstrom’s generates in retailing.

Where does love fit in your organizational culture?  Do your people feel that someone has their best interest at heart—or are they just another cog in the machine?  Try a little caring.  You might be surprised at the difference it makes!

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To learn more about how Southwest has made love a part of their operating system, download the first chapter of Lead with LUV here.  And if you know of an organization that exemplifies love in action when it comes to treating employees and customers right, be sure to let others know at Spread the LUV –a special blog site for success stories.

PS: On January 26, Colleen Barrett will be presenting a free webinar together with Ken Blanchard, her coauthor on Lead with LUV.  The event is free and over 2,000 people have already registered, but there is still room for others to attend.  To learn more visit http://www.webex.com/webinars/Lead-with-LUV-A-Different-Way-to-Create-Real-Success

“Hoping all your consequences are happy ones.” That was Bob Barker’s signature sign-off phrase when he hosted the 1960’s TV game show Truth or Consequences. The premise of the show was that contestants were presented with a question of “truth” (trivia or a bad joke), that if they didn’t answer correctly, would lead to a consequence that was usually some sort of zany or embarrassing stunt.

As I reviewed Deloitte’s recent Trust in the Workplace – 2010 Ethics & Workplace Survey, I was reminded of the dire consequences faced by organizational leaders who don’t get the right answer when it comes to understanding and appreciating the critical importance of trust in today’s workplace. Read more…

Employee engagement is a popular topic these days and a whole industry has sprung up around helping managers identify people’s strengths, discover their motivations, and provide the tools and resources people need to succeed.  The goal is to create a high-energy work environment where people want to come to work and be their best.

But do high employee engagement levels translate into better bottom line performance?  Not necessarily.  There is one additional component that has to be in place in order to drive bottom line impact. Read more…

John Wooden’s passing on June 4, 2010 marked the loss of a legend in the field of leadership. “Coach,” as he was known, inspired countless people over the years through his teachings, writings, and selfless acts of service. Wooden’s contributions as a writer, speaker, and thought leader far exceeded his impact as a basketball coach which is no small feat considering he won 10 NCAA national championships while coaching at UCLA! Read more…

Ok, I have to admit it. I’m a “Lostie,” a fan of the recently concluded sci-fi, psychological drama TV series LOST. If you’re not familiar with the show, it’s about the experiences of the survivors of Oceanic Flight 815 that crashed over an unknown island in the South Pacific Ocean.

LOST was famous for rabbit trail plots, untold secrets, and being the proverbial puzzle wrapped in a mystery inside a conundrum. But when all was said and done, the underlying narrative to LOST was the relationships formed among all the characters and the life they shared together.

I couldn’t help but see the leadership implications of the show’s theme, and in particular, the line of dialogue in the series finale between Christian Shephard and his son Jack, the “leader” of the group of survivors. Christian is speaking to Jack (both of whom are “dead”) about the purpose of the survivors of Oceanic Flight 815 being gathered together in the “afterlife.”

“The most important part of your life was the time you spent with these people. That’s why all of you are here. Nobody does it alone, Jack. You needed all of them and they needed you.”

The premise is clear for leaders – It’s all about relationships!

As leaders we sometimes get LOST. We begin our leadership journeys with excitement, flying high over the ocean with idyllic dreams of leading people to accomplish great things. But then something interrupts our trip and we find ourselves dealing with all sorts of challenges that can become distractions if not placed in the proper perspective. Whether it’s the impending budget deadline, scheduling the next meeting, or completing the latest project, it’s easy to lose focus of what is most important – people!

In The Leadership Pill – The Missing Ingredient in Motivating People Today, Ken Blanchard and Marc Muchnick make the point that leadership is the process of getting everyone to the place they are supposed to go. That assumes that you are relationally connected with your people so that you understand where each one is at in their own particular journey in your organization, and where all of you need to go as a group to accomplish the organization’s goals.

Considering the average person spends a third of their life at work, leaders need to remember that one of our highest callings is to nurture and develop those under our care and that we are mutually dependent on each other to get where we need to go, both individually and corporately. Don’t get LOST!

Making the bottom line your top priority may not be the best way to improve profitability. That’s the conclusion of recent research conducted by Mary Sully de Luque and Nathan T. Washburn of Thunderbird School of Global Management; David A. Waldman, of Arizona State University West; and Robert J. House, of the University of Pennsylvania, that underscores the risk of single-mindedly pursuing profit.

This finding is based on survey data gathered from 520 business organizations in 17 countries designed to test if a CEO’s primary focus on profit maximization resulted in employees developing negative feelings toward the organization. The result? Employees in these companies tend to perceive the CEO as autocratic and focused on the short term, and they report being somewhat less willing to sacrifice for the company. Corporate performance is poorer as a result. 

But when the CEO makes it a priority to balance the concerns of customers, employees, and the community while also taking environmental impact into account, employees perceive him or her as visionary and participatory. And they report being more willing to exert extra effort, and corporate results improve. 

These results aren’t surprising. When the definition of leadership focuses only on profit what tends to fall by the wayside is the condition of the human organization. Leaders wrongly believe that they can’t focus on both at the same time. 

Nothing could be further from the truth.  As this research points out, organizations perform best when they balance financial goals with respect, care, and fairness for the well-being of everyone involved. 

The Four Keys to Better Leadership 

In looking at all of the great organizations that The Ken Blanchard Companies has worked with over the years, we have found one thing that sets these organizations apart from average organizations. The defining characteristic is leaders who maintain an equal focus on both results and people. In these organizations, leaders measure their success with people (customers and employees) as much as they measure their financial performance. 

In these organizations, leaders do four things well. 

1. They set their sights on the right target and vision. Great organizations focus on three bottom lines instead of just one. In addition to financial success, leaders at great organizations know that measuring their success with people–both customers and employees–is just as important as measuring the success of their financial bottom line. In these organizations, developing loyal customers and engaged employees are considered equal to good financial performance. Leaders at these companies know that in order to succeed they must create a motivating environment for employees, which results in better customer service, which leads to higher profits. 
2. They treat their customers right. To keep your customers today, you can’t be content just to satisfy them. Instead, you have to create raving fans–customers who are so excited about the way you treat them that they want to tell everyone about you. Companies that create raving fans routinely do the unexpected on behalf of their customers, and then enjoy the growth generated by customers bragging about them to prospective clients. 
3. They treat their people right. Without committed and empowered employees, you can never provide good service. You can’t treat your people poorly and expect them to treat your customers well. Treating your people right begins with good performance planning that gets things going in the right direction by letting direct reports know what they will be held accountable for–goals–and what good behavior looks like–performance standards. It continues with managers who provide the right amount of direction and support that each individual employee needs in order to achieve those goals and performance standards. 
4. They turn the organizational chart upside down. The most effective leaders realize that leadership is not about them and that they are only as good as the people they lead. These leaders seek to be serving leaders instead of self-serving leaders. In this model, once a vision has been set, leaders move themselves to the bottom of the hierarchy, acting as a cheerleader, supporter, and encourager to the people who report to them. 

The way to maximize your results as a leader is to have high expectations for both results and relationships. If leaders take care of the people who take care of their customers, profits and financial strength will follow. The result is an organization where people and profits both grow and thrive.

This Saturday, October 24 is Make A Difference Day.  Created by USA WEEKEND Magazine 19 years ago, Make A Difference Day is an annual event that encourages individuals and organizations to volunteer time to helping others in the community. In his recent post at HowWeLead.org Ken Blanchard is encouraging everyone participating in this weekend’s event to share a story about some of the ways they are making a difference. 

To learn more about this event, check out the Make A Difference Day website.  And if you want to help, but aren’t sure how to get started, be sure to check out the Idea Generator.  It’s an online tool that will help you brainstorm ways your company can help your community. Here are some of the ideas that the Idea Generator created for an organization like The Ken Blanchard Companies. 

• SELF-CLEANING COMMUNITY: In San Marcos, Calif., more than 500 San Diego County residents — representing 20 organizations — carted away 12 tons of debris from six square blocks in the Richmar neighborhood and accomplished dozens of beautification projects. The city supplied hand tools, trucks and dumpsters, while businesses donated plants and landscaping supplies.
• OFFER LEGAL ADVICE: 18 Reno, Nev., lawyers set up a booth at a mall and gave out free legal advice to 66 people on everything from family law, wills and bankruptcy to grandparents’ rights.
• REPAIR CARS: The Dodge-Chrysler-Plymouth dealer in Vacaville, Calif., gave a used van and repaired a second one belonging to the local Salvation Army for free. The dealership and its employees returned the vans packed with donated food and clothing.
• SHOW KIDS YOU CARE: Employees of the Wilkes-Barre State Farm Insurance Auto Claims Office in Pennsylvania made a meal and Halloween treat bags for residents of the Domestic Violence Service Center.
• FOCUS ON YOUR ENVIRONMENT: Five employees of PhotoFast picked up trash in downtown Oroville, Calif.
• USE YOUR NUMBERS: Hundreds of AT&T employees in five states rolled up their sleeves and rebuilt shelters, cleaned parks, prepared food and entertained disadvantaged children.

What are some of the ways your organization can make a difference?  Make A Difference Day is a great way to get started, but as Ken reminds us in his post, making a difference doesn’t have to be this Saturday only—each of us can make a difference every day.