Leadership

Oct

2023

Developing Your Strategy

You’ve heard the old adage, “failing to plan is planning to fail,” and when it comes to business, this could not be more true. Strategic planning is an essential part of success in any business endeavor. But what exactly is strategic planning? In the simplest terms, it is the process of creating a long-term plan for the future of an organization. It involves setting goals, determining objectives, and developing strategies to reach them.

I’ve had the opportunity to help some business leaders think into their strategic plans. Since this is the time of year some organizations start thinking into their plans for the upcoming year I thought I’d provide a fundamental structure as you approach your strategic planning whether that is now or closer to the end of the year.

Vision

The first step in any successful strategic planning process is to create a clear vision of the future. This is painting the picture of where you want to be within a specific time period. It provides a singular direction for the organization. For example, do you have a vision to reach a new group of people with your product or service?

The vision should be informed and align with your mission (why you do what you do or your purpose) and your values. Values help determine if this aligns with what is important for the organization. Without a clear vision, the organization will wander aimlessly and never reach its full potential.

Strategies

Once a vision has been established, the next step is to create strategies to reach the objectives set by the vision. I have helped organizations with this process as we discover what are the internal strengths and weaknesses and the external threats and opportunities. The team evaluates and determines what actions they need to take based on this analysis. This process can be done in-house or with the help of a consultant, depending on the scale of the organization, the complexity of the plan, and the makeup of the team.

Action

“Execution is a specific set of behaviors and techniques that companies need to master in order to have competitive advantage.” Larry Bossidy & Ram Charan

Now that you have clarity of the situation your organization is in, what will you do? This is where specific strategies for implementation are developed. This plan should include the tasks required to achieve the objectives, the resources needed, and the timeline for completion. Track and update the plan regularly to ensure progress is being made.

Scoreboard

Finally, the organization must have a system to measure and monitor progress. This could include benchmarking, surveys, or other methods to assess how well the organization meets its objectives. This will help to identify areas that need improvement and provide feedback for further adjustments to the plan.

Strategic planning is an essential part of any successful business. By having a clear vision, developing strategies, creating an implementation plan, and measuring progress, you can ensure the longevity and success of your organization. As you look at these areas, which do you need to focus on? Do you need help thinking into your strategic plan? Contact me to discover how a facilitated strategic planning session can help you and your leadership team. Lead Well.

Sep

2023

Leaders Adapt Their Style

I was reading an article in Harvard Business Review about “How to Develop Your Leadership Style.”¹ As I read about what the author called “power” and “attractive” styles it made me think about how we need to show up as leaders.

I tend to be a person who leans to the extremes. If I am honest, this is because extremes are easier than dealing with tensions. So, what do we do as leaders? How can we navigate the tensions of being a strong powerful leader vs. being a more relational leader?

Before going further, this is not a good vs. bad. Situations require different approaches and as the author mentions in the article, our leadership style changes while our personality is more fixed.

Power Approach

I will define a power approach as a more authoritarian approach. At its extreme, think of the “my way or the highway” mindset. This approach has times when it is appropriate. For example, if there is an emergency and a decision needs to be made quickly, the leader needs to take charge. If a leader always uses this approach, people will operate in fear.

When used appropriately, this approach helps the leader assure the team he or she is confident. I would suggest it should be genuine confidence. For example, a football coach uses this when making critical decisions on 4^th and goal. Other times during the game the coach listens to his staff’s input, and they converse to decide the best course of action.

Relational Approach

This leader comes across as dynamic, friendly, and approachable. People may call this leader charismatic. Leaning too much into the power approach can cause the team to fear the leader. On the other hand, being extreme with the relational approach can cause strong team members to either not respect or even undermine the leader.

This approach can be extremely helpful when negotiation is necessary. Also, if the team is working on a complicated project where the leader needs multiple inputs, this approach will be extremely valuable.

Read and Connect

How do we show up then? In multiple past blogs, I’ve discussed leadership tensions as well as in some of my leadership lesson videos. Here are a few ideas on how to adjust our style:

Read the room – does the room need you to show up strong and confident with clear direction or empathetic and relational?
Connect – what will connect with the team? Do they need you to be directive so they know what to do or will they feel your connection if you walk slowly and talk to everyone?
Understand the situation – the room may act as if they need you to be powerful, but the situation may call for you to calm the room and be relational.

Great leaders know how to adjust their style as their people and the situation need. What are you doing to adjust your leadership style? Change is uncomfortable and awkward, but to get to where you want to go may require you to lead in ways you have not . . . until now. Need someone to walk alongside you during this growth process? Contact me about a leadership coaching session. Keep growing and leading well.

https://hbr.org/2020/11/how-to-develop-your-leadership-style

Sep

2023

Creativity in Leadership

As a business leader, you know that the success of your organization depends on the creativity and innovation of your team. Whether you’re launching a new product or aiming to increase market share, creative thinking is essential to success. How do you foster a culture of creativity within your organization?

The most successful leaders understand that creativity isn’t a one-size-fits-all exercise. It requires a unique blend of skills, processes, and strategies to bring out the best in your team. Here are three tips and a few tools to help you lead creatively:

Encourage Collaboration

One of the best ways to foster creative thinking is to encourage collaboration. Encourage your team to brainstorm together and work together to come up with creative solutions to challenges. Enable cross-functional collaboration and provide a platform for team members to share ideas and feedback.

Embrace Technology

Technology can be a great tool for unlocking creativity. Use technology to enhance the idea-generation process and facilitate communication and collaboration. Incorporate tools like video conferencing, virtual whiteboards, and online idea management platforms to foster a creative environment.

Reward Creativity

Resist the natural human tendency to try and control and have it your way. Reward creativity and innovation in your organization. Recognize team members who come up with creative solutions and celebrate successes. Give team members the opportunity to take risks and reward them for their efforts.

Creativity Tools

Here are some tools that can help you be even more effective with creativity sessions.

Whiteboard – whether virtual like mentioned above or in person, write out ideas on the board and then sort through them after the brainstorm time ends

Mind Maps – this is a great tool to capture your thoughts visually. Dr. Caroline Leaf discusses this concept in depth and the science behind it in her book Think, Learn, Succeed.

Green Hat Sessions – these are sessions where you set the expectation that there is no bad idea. Creating an atmosphere free of judgment can lead to the potential for your next breakthrough idea.

Leading creatively requires a thoughtful approach. By encouraging collaboration, embracing technology, rewarding creativity, and using some of the tools above, you can create an innovative environment for your team. Which of these strategies will you use to enhance creativity with your team? Need help with thinking into your business? Contact me for a powerful coaching session. Lead Well.

Sep

2023

9/11 Leadership Traits

On September 11, 2001, the world changed forever. As the World Trade Center towers were destroyed and the Pentagon was attacked, we were forced to confront the reality of a new kind of leadership challenge. It was a day full of pain and loss, but it was also a day of bravery and leadership.

On that day we saw leadership traits we all can aspire to live out in our leadership at work and home.

Service

As the nation watched in shock and grief, we saw people step up and take charge. Firefighters, police officers, and medical personnel rushed to save lives and provide aid. In the midst of the chaos, we witnessed true leadership. Leaders who did not consider themselves, but only the lives of others.

Dutiful

The bravery of the firefighters and other first responders was inspiring. Firefighters rushed into the burning towers, and many gave their lives to save others. In the face of certain danger, they put the safety of others before their own. What caused them to do this? This was their duty and charge as professionals.

Courage and Sacrifice

We also saw the courage of the passengers aboard United Airlines Flight 93. They banded together and decided to fight back against the hijackers. Although their plane crashed in Pennsylvania, their sacrificial actions likely prevented an even greater tragedy.

Rapid Response

At the Pentagon, senior military leaders sprang into action. Despite the chaos, they were able to organize an effective response and ensure that the building was secure. They demonstrated the ability to rapidly respond to meet the needs of the moment to protect all those they could.

Empathy

Finally, we saw the leadership of President George W. Bush. He was able to comfort a nation in distress and provide a sense of calm and stability. He made sure that the government was prepared to respond appropriately to the attacks. His presence on site demonstrated both compassion and increased his ability to empathize during a tragic time.

On September 11, 2001, we saw the best of humanity. We saw the courage and leadership of everyday people, first responders, military personnel, and world leaders. It was a day of pain and sorrow, but it was also a day of heroism and strength.

As a leader, you too will have tragedy strike. It could be the loss of a team member, unexpected performance drops, outside influences impacting you and your team, or like recently, a pandemic. Which of these areas do you need to grow in to be prepared to lead effectively when a crisis hits? Thank you for being a leader at work and home. Continue to grow and develop into the leader you were made to be. Lead Well.

Jul

2023

Leading Talented People

I spent years around athletes; some of the ones that drove me nuts were the talented but lazy athletes. I did have the opportunity to work with talented producers who were not lazy as well. Recently I came across an article in Harvard Business Review about managing people. This article challenged my thinking on how to treat highly talented producers on a team or in an organization.

I thought these were good points and wanted to share them with you. To give credit where it is due these ideas were adapted from a book called A New Way to Think by Roger Martin and came to my attention through this HBR article.

Listen to Their Ideas

These talented individuals on your team get results at a high level. If they are not talented but lazy individuals, they are vested in their improvement for the sake of the organization. The authors mention Aaron Rodgers and the tension he has had with the leadership at Green Bay. At the time of the article, we did not know the results.

Rodgers wanted to be listened to and have his ideas considered, especially when signing players that would impact his performance. For example, letting go of high-performing receivers and not building a receiver core around him made him feel unheard.

Talented team members have gotten results for a reason. They bring value and wisdom that upper-level leaders may not even be aware of. Take the time not just to hear, but listen and think about their ideas. If they are invested in the mission of the organization, their ideas will probably be valuable and it will show you appreciate them.

Help them Continually Grow

Talented hard workers have a hunger to grow. We can either accelerate or stunt that growth as the leader. Create opportunities to help them get out of their comfort zone and experience success at higher levels. This may require fighting systems inside the organization that may prevent someone who is talented from getting opportunities because “that is how we’ve always done it.”

As the leader of a talented individual who is hungry to grow, clear the path for the individual. Helping them grow will help you grow and the entire organization.

Praise Them

I have to be very intentional on this one because I can tend to think: “If you are doing your job why do I want to praise you? This is what you are supposed to do.” Maybe you have the misfortune of default thinking like mine. The authors say this about praising high performers:

“They have to regularly flirt with – and actually experience-failure. For that reason they need recognition. Otherwise, they become resentful or sad and drift away from the organization.”¹

If these are hard-working, talented producers, praising them only adds more fuel to their fire. They feel appreciated and valued and want to continue contributing significantly. Regardless of talent, taking the time to praise team members genuinely will multiply commitment.

A Caveat

Regardless of the talent level and work ethic. All individuals should be held to the same basic standards of conduct. Leaders treat people as individuals but hold all to the same standards. This equality of standards creates a healthy culture. By treating people as individuals everyone feels seen and valued.

Think of a high performer on your team. Which of these areas do you need to improve as a leader? Need help thinking into it? Contact me for a no-cost to you coaching session. Lead Well!

Martin, Roger. “The Real Secret to Retaining Talent.” Harvard Business Review, March-April 2022.

Jul

2023

Leadership Tension: Empowering and Controlling

I have the opportunity to sit across from many leaders. One particular day I was facilitating a leadership experience activity where the leaders would discuss various questions. One of the questions addressed the issue of empowerment.

I asked these leaders to raise their hands if it was hard for them to equip others, and over half raised their hands. I asked why, and most said it took too much time. It is quicker for them to do it.

As I dig into this idea individually with leaders, I find a tension exists. They want responsibilities off their plate but also want it done right. Craig Groeschel discussed the tension of empowering and controlling in his leadership podcast.¹ What do we do about this tension? How do we navigate it?

Why Leaders Control

In his book The Control Freak, Les Parrott explores why leaders meddle and try to control. He suggests this is rooted in anxiety. The fear that they may lose it all.² An unhealthy leader tries to clone him or herself and, in reality, develops a team of followers who do tasks and take orders. This fear compels them to control in an unhealthy way.

In a previous blog, I mentioned how Ed Catmul of Pixar, in his book Creativity Inc discusses this idea of control in light of the ability to trust. He says:

“Fear and trust are powerful forces, and while they are not opposites, exactly, trust is the best tool for driving out fear.”

The fear of losing money, power, results, etc., as leaders, can compel us to reach for more control. A leader must move from fear to trust to empower those they lead. Can this drive for control be helpful for a leader?

Helpful Control

Leadership expert John Maxwell often emphasizes that a leader “sees more before.” This is a practical outworking of vision. Leaders see what others do not. Because of this perspective, they may have certain expectations. These expectations help preserve culture.

In his book, The Advantage, Patrick Lencioni provides four disciplines for organizational health. One of those disciplines is creating clarity^.3 Clarity in mission, vision, values, and process procedures are all part of this healthy culture. This clarity is the healthy control a leader brings to a team.

Sports demonstrates another area of helpful control: the scoreboard. In his book The 17 Indisputable Laws of Teamwork, John Maxwell describes the Law of the Scoreboard, which helps the team know where it stands.⁴ Leaders are creating a healthy control method when they have a scoreboard. McChesney, Covey, and Huling suggest a compelling scoreboard is the third of four disciplines for execution in their book.⁵

This scoreboard helps clarify what is really important for the team to execute on and get results. It may feel controlling, but it clarifies where the organization stands and gives more purpose and direction.

Empower or Dump

We have established some reasons why people control and what healthy control can look like, but what about this idea of empowering? I have seen leaders who hand off a task to a team member and think they have empowered them. The team members look stunned and confused, wondering what they are supposed to do. This is an example of dumping a task that Groeschel suggests does not empower.

When we empower, we give people the authority to create and build something. For example, if I ask someone to fix my roof, but I give them no tools, they lack power. If I give them tools and they have the freedom to fix the roof the best way they know based on their expertise, then they are empowered. They will learn, grow, and even be able to teach others how to think about repairing a roof. If I tell them exactly how to do it, I’ve only dumped a task, and they will become good at the task but not necessarily learn how to think and problem-solve like a leader.

When we dump on those we lead and do not resource nor provide clear expectations, they may feel controlled. Remember a time you did a task, and someone came back and told you it was wrong, but you had no clear explanation of expectations at the beginning? This only sets you up to feel controlled and frustrated. Laying out expectations when we empower is a healthy control in our leadership.

Control or Boundaries

Fences are good. Think of a playground. Years ago, a study showed that kids at a playground with a fence feel free to play anywhere within the fence. Without the fence, they huddle near the teacher.⁶ Now, let’s imagine another scenario where they were shocked every time someone got near the fence. What is the difference between these two scenarios, and what does it have to do with control in our leadership?

The first scenario is a healthy boundary. Similar to when you provide clear expectations in delegation. If people know the expected outcome and are given the freedom to get there in the way they see works best, they don’t feel controlled. This is a boundary and a clear expectation that limits the project in healthy ways and provides focus. This is healthy control by the leader.

On the other hand, if, as the leader, you hover over your people and try to micromanage every step of the journey, then people feel controlled. They feel as if you are ready to zap them like the fence if they mess up. This type of control from a leader is unhealthy and will create a culture of fear.

So where do you fall in this tension as a leader? If you were to rate yourself on a scale of 1 to 5, with five being not controlling at all to the point of no boundaries and one being ready to zap people at any moment, where would you rank yourself? Like many leadership tensions, the best place to be is in the middle. We will lean toward one side over the other but aim to walk the tense tightrope balancing empowerment with control.

Need help thinking about where you fall on this? E-mail me at randy@wheelercoachingsystems.com, and let’s talk about how I can help you think into your leadership so you can lead from a healthier place. If you found this helpful, share it with others. Lead Well.

Craig Groeschel Leadership Podcast. Episode 114, “Lead Like It Matters Part I.” August 4, 2022.
Parrott, Les. The Control Freak: Coping with Those Around You. Taming the One Within. Tyndale House, Wheaton, 2000.
Lencioni, Patrick. The Advantage. Jossey-Bass, San Francisco, 2012.
Maxwell, John. The 17 Indisputable Laws of Teamwork. Thomas Nelson, Nashville, 2001.
McChesney, Chris, Covey, Sean, Huling, Jim. The 4 Disciplines of Execution. Free Press, NY, 2012.
https://www.asla.org/awards/2006/studentawards/282.html retrieved 7/9/23