Archive for the ‘Leadership’ Category

Keep Your Eyes on the Targets

April 25th, 2011

Imag­ine fly­ing the Apache AH-64 heli­copter, cruis­ing at 165 miles per hour with one eye on what’s ahead and the other eye focused on your helmet’s eye­piece and its sophis­ti­cated nav­i­ga­tion and arma­ments systems.

Yes, that’s right! One eye must fly the plane and the other eye, simul­ta­ne­ously, keeps track of sophis­ti­cated sys­tems. These pilots are amazing.

It takes that same kind of con­cen­tra­tion to lead a team in today’s com­pet­i­tive and increas­ingly com­pli­cated envi­ron­ment. Lead­ers must keep one eye on the imme­di­ate chal­lenges, and the other eye on the road ahead and the strate­gic adjust­ments and changes that will be required.

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Fill Yourself With Good News

March 8th, 2011

Some of us are nat­u­rally very pos­i­tive. But any­one who watches the news for very long can lose even the most opti­mistic spirit.

Back in the 1970’s, I started attend­ing “Suc­cess Con­fer­ences” and greatly enjoyed lis­ten­ing to Zig Ziglar. He offered a lot of pos­i­tive mes­sages, but one was right on point: “avoid stink­ing thinking.”

We can’t stick our heads into the sand and avoid the prob­lems around us. At the same time, we need to open our eyes and see the positive.

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Keep it Simple

February 7th, 2011

Remem­ber the old acronym K.I.S.S., or “Keep it Sim­ple, Stu­pid”? This say­ing still makes a lot of sense today.

Busi­ness can be com­plex, and that com­plex­ity only seems to be increas­ing. Local, state, and fed­eral reg­u­la­tions cre­ate chal­lenges. We are bom­barded with media, social media, and an over­abun­dance of con­sumer research. Finan­cial require­ments, legal advice, ven­dor agree­ments, tax laws….all of these crowd our minds and demand our time.

If you are man­ag­ing and lead­ing peo­ple, the increas­ing degree of dif­fi­culty in get­ting the real work done can be over­whelm­ing. This is when it is nec­es­sary to step back, take a breath, and deter­mine the sim­plest solution.

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Six C’s for Leaders

January 10th, 2011

Recently, at a round­table meet­ing we hosted for CEOs, Coach Barry Engel­man offered the group six pow­er­ful “C” words that lead­ers should keep in mind as they start 2011.

Barry has gra­ciously per­mit­ted me to share these words with you, and I’ve added my own thoughts as well. I believe that all lead­ers can use a good dose of “Vit­a­min C” for the New Year.

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Coping With Success

September 7th, 2010

Success means dif­fer­ent things to dif­fer­ent peo­ple. It could be defined by a win­ning sea­son, a happy mar­riage, a bal­anced life, or an increas­ingly prof­itable busi­ness. Busi­ness suc­cess of any kind usu­ally results in greater rev­enue and (hope­fully) increased profitability.

Growth typ­i­cally brings an increased demand on your time, more employ­ees to con­sider, more poli­cies and pro­ce­dures, and greater com­plex­ity. Employ­ees may become con­cerned that we are no longer the close-knit fam­ily we once were. It can be a chal­leng­ing time.

Meet­ing the chal­lenges cre­ated by growth requires more com­mu­ni­ca­tion, more input, more dis­ci­pline, and the right attitude.

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Swimming Against the Tide

August 24th, 2010

From time to time, all of us may feel like we are mov­ing upstream against a cur­rent of resis­tance, or at the very least, indifference.

We have a direc­tion or end result in mind, yet oth­ers don’t agree or don’t want to move in that direc­tion. Per­haps they sim­ply would rather not change what they have been doing.

Swim­ming against the cur­rent can be tir­ing. Some­times it may not seem worth it. With all that is going and all the demands for our time and energy, it may seem eas­ier to stop resist­ing and “go with the flow.” This is not the best approach!

Lead­er­ship is all about doing things right and doing the right thing. We have to keep going — there can be no com­pro­mise. If we really believe in the direc­tion we have envi­sioned, then we need to learn to change the tide.

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Inside/Outside Insight

August 9th, 2010

When lead­ing a team of any size, shar­ing our pas­sion for our vision and strate­gic direc­tion is vital. A leader must get every­one engaged and focused on achiev­ing the team’s goals and tak­ing the nec­es­sary actions to real­ize them.

At the same time, we can­not afford to believe we know all the answers. We must not become insu­lated from new think­ing or ideas about how to improve.

Fresh insights can come from a vari­ety of sources, both inside and out­side our team. We must be will­ing to lis­ten and apply what we learn.

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Performance Slips When it is Not Measured

March 29th, 2010

Without clear stan­dards and reg­u­lar mea­sure­ment, per­for­mance suf­fers. Even the self-motivated achiever will pro­duce dis­ap­point­ing results when they lack direction.

Every man­ager and employee must have a clear under­stand­ing of what’s expected of them, and they must be mea­sured against those expec­ta­tions daily. Inspect often to ensure the results you expect are achieved, and let every­one know where his or her per­for­mance ranks.

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On-Boarding with Purpose

March 15th, 2010

Employ­ees are crit­i­cal to suc­cess in any busi­ness. The best results are achieved when you have highly pro­duc­tive, ener­gized employ­ees who add long-term value. New employ­ees can con­tribute from the day they start.

Once the right per­son has been iden­ti­fied and hired, there is much more to do. The new employee needs to be prop­erly wel­comed into the com­pany, or “on-boarded.” There is much to learn and absorb.

All com­pa­nies, regard­less of size, need a well thought-out and inten­tional process to wel­come, train, and inte­grate new employ­ees into the com­pany. It’s more than skim­ming the employee hand­book, and learn­ing the required sys­tems. New employ­ees must under­stand the company’s vision, strat­egy, defin­ing prin­ci­ples, and cul­ture. They also need to know what is expected from them to suc­ceed in their role.

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Recruiting the Best People

March 8th, 2010

The key build­ing blocks for suc­cess are peo­ple — the right peo­ple — who are com­mit­ted to exe­cut­ing a busi­ness strat­egy that wins cus­tomers and sets your com­pany or team apart. Excep­tional per­for­mance should be stan­dard oper­at­ing procedure.

If you want to be the best, you don’t just hire any­one to fill a posi­tion. You must select the best peo­ple to exe­cute your vision. Don’t lower your stan­dards because you have an imme­di­ate open­ing or a chance to hire an expe­ri­enced “head­line” per­son who may not fit into your cul­ture or enhance your busi­ness model.

Hir­ing the right per­son every time can make all the dif­fer­ence. Top per­form­ers want to work with the best, so set and keep your stan­dards high.

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