Are You An Average or Exceptional Executive Leader?

To be one or the other...it's a simple choice. Just remember, whichever you choose, has a ripple effect. What's yours?

"...after years of observation and working with a volume of diverse leaders in a variety of corporate structures - non-profits, government as well as traditional c-suite, effective executive leadership as incredibly valuable and equally rare." 
- Peter Drucker

In my view, an exceptional leader then...is a highly effective leader...

which an average leader is not.

Why Is It Rare?
Here's the main reason it's rare -  it's not a mainstream, prioritized, promoted leadership criteria. And yet, the father of modern day management Peter Drucker says it's the #1 most important and deserves first level focus. And...that's pretty logical since the main reason why someone is a leader is to get expected results.

If fact, if you were to ask the general "leadership training and development community" to answer these 2 questions...
1.  "What does it mean to be effective?"
2.  "What's the #1 most important quality leaders, particularly executive, senior leaders should possess?

I guarantee you... for question #1 - there would be a variety of answers and for #2 - effectiveness would not be the top answer...not even remotely. I know. I've facilitated 1000s of leadership workshops throughout North American for many years and rarely has anyone said "effectiveness".

I see this then, as a bit of a crisis and needs gap in the leadership development industry.

So What Does it Mean to Be Effective
Simple put, it's achieving needed results. Notice I didn't say results...but needed, intended, most meaningful, most important results.

And this highlights an important point. To be effective...
> you must be clear on what the most important results are
> and then, do what's necessary to realize them, which he defined as a set of strategic practices called "disciplines".

In the book The Effective Executive, Mr. Drucker defines - through principles and practices - what he's observed is required to be effective. The following list is my compilation of his list and (through my 22 plus years in the industry) mine.

1. You know where you're going - you're clear on results based on these qualifying questions:

• What are the essential, top priority needs? - What needs to be done?
• What's best or right for the enterprise?

2. I see my responsibility not just at the top of the organization, but throughout and therefore work to affect needed results throughout the entire organization

• I don't assume, but ensure this is happening
• I communicate/have the communication mechanisms in place that achieves this (for example different types of productive, disciplined meetings)
• I do a lot of asking and listening to mitigate blind spots and avoid costly blind-siding
• I have the tools in place to detect when this occurs - I keep learning where my impact stops or is being hampered.
• I am the master of follow-up - there is built into my leadership expected accountability and responsibility demonstrated first by me.

3. I leverage all strengths, capabilities available.
Know the answer to these questions

• In the context of what's most important, what do I do best?
• What do others do best?
• Do I expect and cultivate effective leader/mangers and teams?
• Do I work from a mindset of we vs. I?

4. I have an action plan that aligns my daily and weekly actions, activities and decisions in a way that reflects all of the above; particular top priorities.

• I create and use strategic action plans
• I understand and utilize time accordingly - I see time as a highly valuable and finite resource.
• I use it to gauge decision-making and the reality of my actions 

5. I leverage every opportunity for improvement by being systematic in how I assess my activity & results and those of others.

• I consistently tweak and improve my actions to improve achieving best results
• I know action brings clarity and attracts opportunity
• I have a mindset of opportunity vs. problems.

I invite you to use this as your own checklist - a quick assessment if you will to discover opportunities of improvement or that of your leadership team.

I'll close with this profound insight shared in a previous post: Drucker emphasizes that a leader can have good qualities, have certain, even important skills and relevant knowledge and yet not be able to translate them into meaningful results.

If you feel this is an area you want to devote some time and attention, consider working with us. You can learn more about our 60 day short-cycle development opportunity here.

Here are the posts in The Effective Executive Series: 
If It's So Simple - Why Aren't More People Doing it?

Is Investing in Leadership Development a Waste of Money?

Leadership Tip: Boost Your Impact - Be an Executive!

Exciting News! // We're excited to launch our new digital arm - Manage Global. To compliment our global reach with our LinkedIn Learning courses, we're offering a compelling resource - The Smart Management Blueprint that can be accessed and implemented in any business environment, world-wide. It provides a step-by-step roadmap to simultaneously improve business and people management while developing effective executives and their extended management teams' capabilities  If you feel a need for improvement in any of these areas you'll want to learn more. 

Check it out here! => https://manageglobal.solutions

If It's So Simple, Why Aren't More Leaders Doing It?

Creator: Jeremy Credit: Getty Images/iStockphoto

I know this may sound crazy, but sometimes something very simple can be very powerful. It's a consistent truth of our human experience. An act of kindness can turn around someone's day. A friend fully listening as you share a heartache can help heal a heart, a business leader deciding to raise everyone's pay $20,000 (yes that actually happened).

All of those simple acts are....wait for it...acts. They are initiated, meaningful actions that affect something outside themselves.

That's why it's important as leaders in the world of business to be tuned into and mindful of this simple truth. Why?...because everyday, we're bombarded with information dangling the next big thing in front of us that distracts from and undermines the usefulness and power of the simple. And the irony, usually, the simple cost much less.

It's with this in mind that I bring us back to the series on being an effective executive/leader. In my previous post I shared some eye-opening finds from Peter Drucker's book The Effective Executive. One of which is this: Being effective is not complicated, but actually rather simple. It is the habitual practice of a few strategic actions. He stated, "Effectiveness is a discipline".

And yet he says: "Additionally, after years of observation and working with a volume of diverse leaders in a variety of corporate structures - non-profits, government as well as traditional c-suite, he sees effective executive leadership as incredibly valuable and equally rare."

So why do you think that is?...and as my title suggests, if it's so simple why aren't more people doing it?

I offer a few ideas in this post Is Investing in Leadership Development a Waste of Money?, but for this one, I want to focus on what I think it the main reason.  Here we go. 

An act can be simple - even easy - but enacting change can be hard... particularly in the ways and at the level we're talking.

In fact Mr. Drucker didn't say being effective would be easy, he merely states it's simple. He goes on to share the circumstances that challenge the habitual practices needed to be effective and suggests that to win over the challenges, one has to be very intentional, strategic, determined and clear-minded. It's got to matter enough to fight the built in internal forces that work against the action one needs to take. In this case, the force is not with you. He calls them "4 organizational realities of which one has little to no control". Here they are...

1. An executive/leader is somewhat captive to their organization - there are appropriate, unexpected demands on their time.

2. Executive/leaders are forced by the force of their operation to keep doing exactly what they're doing unless they take intentional, determined action to do otherwise, starting with changing the reality in which they work. 

An example of this is an emerging or recently promoted senior leader operating out of the mindset and work habits of their former position. Adopting a new mindset and actions to be successful in the new role doesn't automatically happen the day of promotion. Human behavior just doesn't work that way. And yet, even for many with very little help, that is what is expected. This is doubly challenging when (and this is common) a technical expert is promoted into management.

3. This next one is interesting (and makes the case for why Drucker includes organizational effectiveness in the criteria for being an effective executive). Effectiveness is related to the organization itself, meaning "...one is only effective if and when other people make use of what he/she contributes. Organization is the means of multiplying the strength of an individual." This reality suggests that to be effective, an executive's reach must not be just at the top of an organization, but as Drucker puts it, "throughout".

4. An executive can be swallowed up with activity within an organization and may not take the time to see without - they become "inside focused". And so, he/she may rely on filtered info from within regarding outside results rather than gaining fresh, first hand knowledge. This is the critical info, which reflects the ultimate results and is key to making the best decisions for the best outcomes. 

In truth - the outside is the most important reality, but the inside is all they see...they become insulated from critical information unless they make a special effort to gain direct access to outside realities.

This dilemma is perfectly demonstrated by the show Undercover Boss. The corporate execs are usually amazed when they find out real truths about what's happening and why "outside" the corporate structure. Those situations are what an executive's decisions are supposed to positively impact, yet many have very little accurate information regarding them. 

This also reminds us of the conditions leaders create from a culture where they are told what they want to hear vs. what they need to hear. This presents a whole other issue when leaders have "yes" folks around them, discouraging conflict, dissent and critical thinking. Without realizing it, they're sabotaging their own effectiveness.

So, we can see that simple isn't necessarily easy - which brings me to the key message of this post. If you want to become effective, which in my and Drucker's view - really is a professional imperative -  you'll need to make it your mission to do so and enlist help to ensure you succeed. You'll need alternate, more powerful forces to combat the current forces working against you.

There are 2 choices then - get help within or get help without...and from my work in behavior change,   you probably will need both. Ironically, these actions are pretty simple too and I'm happy to help. Email me with any questions you may have or to set up a quick chat. joann@manageglobal.solutions.

Exciting News! // We're excited to launch our new digital arm - Manage Global. To compliment our global reach with our LinkedIn Learning courses, we're offering a compelling resource - The Smart Management Blueprint that can be accessed and implemented in any business environment, world-wide. It provides a step-by-step roadmap to improve executive leadership & management in a financially measurable way. It's proven & tested, there's no need to spend time trying to "figure it out" (you're already busy) and worried about wasting money wondering if it will work. Just start using it for immediate results.  If you feel a need for improvement, you'll want to learn more. Check it out here! => https://manageglobal.solutions

Are You Ready for The Ultimate Management Training Idea?

Call me crazy, but I just have to write, proclaim...beat the drum again about the most important, compelling need of a business - having competent managers...and the challenge of developing and managing the managers.

If you have chosen to work with, have an employee based business, having competent managers - those with good people management skills (as many say) is not an option. Yet, many treat it as such. Does this make sense?

Now, there are many reasons why folks see it as optional, but my focus for this post is to talk about, be squarely focused on the solution....one that actually works.

What's Currently Available for Management Training
If you were to do an on line search for management training, which might also include management training seminars, online management training, management training seminars near me, management training for new supervisors, management skills for new managers, you would come up with these most popular results:
- The AMA - American Management Association
- Public Seminar companies such as Fred Pryor, National Seminars, Career Path
- Online offerings such as Skillsoft Management Training, Mindtools, Cornerstone, LinkedIn Learning (for the record, I am an SME-course author for them).

Though a few less popular brands appear, these are the companies that have dominated the leadership and management training market for years. In my early years, I contracted with a few of them. I know the industry well.

Which brings me to an important point. Over the 20+ years I've been in the industry, I've had a front row seat to observing what's most effective in manager training - what it really takes to help develop people management skills that results in effective management...and what falls short.

With all these offerings.. there is still an issue with successful management training...that is reliable and sustainable. Consider this quote from the Harvard Business Review from the recent past:

“Managers are trying to solve their intractable people problems in any way they can. They’re exhaustively using all their skills to find solutions—in fact, most of the leaders and managers we have worked with are highly motivated and educated, yet when they confront certain people problems, their traditional approaches just aren’t working.”

Source:Putting a Price on People Problems at Work

https://hbr.org/2016/08/putting-a-price-on-people-problems-at-work

The truth is current offers are partially helpful - only to a degree. And, they are not really "training" resources, they are learning resources. There's a big difference.

You see they are only partially helpful because they only offer partial training because the bulk of their offer is only information and usually lots of it...more accurately "information dumps" during a short, prescribed period of time. And unfortunately for the buyers, the perceived value is based on the volume of information not the ability to achieve desired results.

Additionally, they promote unrealistic expectations about their training results. Gaining information - that is learning - is really only the first step of training. Learning does not equal automatic skill acquisition.

Think about it... a skill is an exceptional behavior. In fact a skill is a specialized habit.

The great misconception:

Talking about a skill does not a skill make -

 talking about a habit does not automatically create a habit. 

So the next time you see an ad of any kind that suggests you will be gaining skills by sitting in a classroom or working through an e-learning module understand that acquiring information will not automatically translate into a tactical, practical skill or permanent behavior change. Learning provides prompts for change. It's the consistent practice post learning that will create the skill.

Promising or promoting skill acquisition guised as learning has done a great disservice to the HR industry for years. It sets unrealistic expectations, which has created frustration and disillusionment regarding the value of  training-development and which has also wasted tremendous amounts of time and money.

It's also conditioned decision-makers into a state I call FOS - fear of spending. Consciously and subconsciously many decision-makers feel as if spending money on employee training and development is really just a waste of money and something that's nice to do "if we can afford it".

With these truths in mind, to help decision-makers make the best decision, to spend their precious dollars wisely,  I've put together a video micro-course entitled The 9 Point Checklist for Successful Management Training

Here's What Missing in Most Offerings

What you'll learn in more detail when viewing the video is what's missing or not helpful with current offerings and the industry approach to training and development in general - here's just a few elements:

-the buffet style-random choosing which offers...

-a lack of continuity

-no consistency

-no meaningful accountability for application

-no long term support for as long as needed to see desired result

- some are too costly, which makes it too exclusive - so many who need it are left out (kinda defeats the purpose)

-not operationally focused or real-time relevant

-no ability or effort to track ROI

So, What Are Your Options? 

How about considering the ultimate management training idea that goes way beyond a management training book, seminar, workshop, or e-learning module.

Here's the reality. You can continue to use the popular offerings and experience the same deficits, but in a more informed way (after viewing our mini-course below) so that you can at least make a plan to fill the gaps.

Or you can try our offering. It is the only one on the market that is structured to fill the gaps in a distinct, unique way with a significant, measurable return on investment (which we even help you calculate).

Our Key Difference - How to Train Managers: Use a Comprehensive Operational Approach 

Brief Overview

- we've developed in collaboration with clients a tested, proven step-by-step (9 building block) how to manage blueprint that's comprehensive and which can be used at any level or title. Think of the design as if a manager training curriculum was built into an easy to follow framework or roadmap.

It's the Effective Executive's Blueprint for Smart Management. It's designed to serve as a senior management training program first and then duplicated through-out the organization. It helps construct a cohesive leadership team and culture.

 The result?... an "all-in-one" resource that improves operations, fosters high-functioning teams, cultivates a learning and process-improvement culture all while developing effective management skills.

- it is easy to budget because it is a flat fee model - no matter how it's used within an organization

- we are virtual so we are anywhere you need us to be - we serve clients world-wide (also great for companies with remote teams).

- key distinction=> we have continuous weekly live learning to provide continuity and real-time support for learning and application accountability 

- we are always just a phone call or email away-period.. for as long as you need us

- we are fully invested in the results you want for as long as it takes

- all application of learning is applied to current operational needs (this is your opportunity to customize) so you can financially measure value and results in real-time. | Learn more here

2 Very Distinct Bonuses

- each step of the blueprint is carefully designed to include human behavior science

- each step (building block) is designed to produce a positive financial gain - that's 9 opportunities for financial gain within the first 90 day roll-out cycle.

Curious? View our 15 minute smart management blueprint overview

Summary

I know this a lot to digest. This post is an introduction to...and encouragement to rethink how we as an industry collectively view management training - to go beyond the sporadic, periodic, disjointed, one and done approach that doesn't produce the needed results. We need to see it and advocate for it to be a continuous endeavor, embedded in day-to-day operations, relevant in real-time, and able to be measured as a natural part of business management and operations.

You may want to hop over to our website, check out the big picture or just email me if you have questions or at least view the How to Hit a Home Run mini-course. If applied, it will have a meaningful financial impact! We're here to support you in any way we can!

Or if you really want to "geek out" on a full description - download our complete executive briefing.

Let's Continue the Conversation

Let me know your thoughts on this post - em: joann@manageglobal.solutions or share it and tag me on Twitter @joanncorley.  This is a pretty big deal and many of our colleagues suffer because of lack of info.

If you want to improve your individual people management skills and team management in general, then... you'll want to grow your awareness of how human behavior impacts your business - read my latest 2 executive briefings.  

You can email me and I'll be happy to send a complimentary pdf version of them (whichever you request) or you can pick them up on Amazon (book or Kindle). (They are both incredibly helpful people management books!)
1.  Show Me the Money: Solving the Mystery of ROI to Unlock Profits and Increase Company Value
2. The Human Quotient: The Most Potent Force for Your Business Success

Email: joann@manageglobal.solutions | Feel free to set up a 30 min. Q&A call. 

Exciting News: We are migrating to a 90% virtual company so that we can be available to help more people. As of Nov. 1 - we officially launch Manage Global. Our #1 focus will be to help leaders and their HR partners implement effective management practices through our Effective Executive Smart Management Blueprint, which includes our unique lens of human behavior science.  It's an exceptional tool to manage managers for results!..which is one of the top challenges of companies, no matter the size. Our goal is to help them do so in a unique, reliable, sustainable way. Not one dollar is wasted with our blueprint! Learn more here.

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