Leader Case Study – Bio

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Leadership Reflection: What kind of “Crisis Leader” are you and why?

“Adversity does not build character it reveals it” James Lane Allen.

“Her calm leadership under incredible pressure it what made us successful today!” You have heard a statement similar to this before and maybe said it yourself. Reflect on a leader who you are familiar with: a boss, a coach, a political leader, a coworker, who successfully deals with crisis after crisis. How do they maintain their poise and steady leadership while embroiled in a situation rife with challenges, imperfect information, and severe consequences caused by their decisions?

My premise: They are not just great crisis leaders, they are great leaders because they live by and continually practice the values required to lead under duress.

Crisis leaders are decisive, selfless, focused on the mission, the good of the organization, and its people. They communicate clearly, are trusted, and have the courage to speak and stand by their convictions. They do this all the time, not only in response to a crisis. Living and practicing those values with every interaction regardless of its magnitude builds the “crisis leader” muscles.

Core values are the foundation of our being, drive our behavior, and are what is personally most important to us. In times of crisis our personal façade is torn away and our core values are bare for everyone to see. If you feel you are unable to lead in a crisis – maybe it is time to examine how you handle your daily small predicaments. Will the values “muscles” you are exercising serve you in the next major crisis you encounter?

You cannot show up on game day and expect to win without preparation!

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What Leaders Do and How They Do It

Take 30 seconds to jot down your thoughts on what leaders do:

Now how do they do it.

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I had the unique opportunity in the early 2000’s to be part of an all United States Service Academy team to draft and edit a new edition of The Armed Forces Officer. The broad purpose of the book was to get to the essence of what it means to lead as a military officer.  More narrowly how the different cultures of each service apply those broad strokes.

Guess what? Those broad strokes apply to leadership in any forum and the focus on different cultures applies directly to the corporate, educational, and the nonprofit world very well.

What do leaders do?

Leadership is a bond of trust. If trust does not exist between the leader and the led, leadership is not happening. Here are several possibilities of what is actually going on.

  • The leader is being obeyed. They are a leader of position, not of voice. A leader of voice is an individual followed because they are a voice of leadership. Respected for their expertise and approach.
  • The leader is in front of the organization but not building or leading from a place of trust. They are akin to a person jumping in front of a parade thinking they are leading it. The route was set well before they jumped in front.
  • The leader is followed out of shear curiosity. “What will she do next? This should be entertaining!”

Leaders build trust!

As you know trust does not develop overnight. It takes time and consistency. How do they do it? By executing four very clear steps.

  • Leaders set the example
  • Leaders set and enforce the standard
  • Leaders build and sustain morale
  • Leaders exhibit moral and physical courage

A few thoughts on each element.

Set the example

Leaders who are exemplars of the expectations of subordinates build credibility. Being an exemplar does not entail doing the job of subordinates. It entails demonstrating the expectations such as; being on time for meetings, professionalism, attention to detail, treating everyone with respect, admitting mistakes, being transparent, and living by the vision, mission, and values of the organization. Credible leaders set an airtight example for others to follow.

Set and enforce the standards

Setting the standard is easy, the enforcement proves difficult for many or at least uncomfortable. Why is this so difficult? The feedback from inexperienced leaders is the accountability discussion feels like you are being mean or I don’t want to be confrontational. There is nothing mean or confrontational about it. You communicated your expectations, set performance metrics, and standards of professional behavior. You are doing your job, they are not.

The reaction from experienced leaders is that not holding individuals to the standards, only lowers the standards. Worse yet is being inconsistent with accountability. Holding one group/individual to a standard and not another erodes your credibility. Your audio must match the video, if you state you will ensure individuals meet the standard then do it and be consistent.  Otherwise you will be sowing seeds for low performance, low respect, discontent, and a cynical culture.

Set and enforce the standard and you will likely have the performance and respect you expect. Of course, how you enforce the standard has an impact. Accountability can be calm and professional.

Build and Sustain Morale

If you are the leader you own everything under your umbrella; cost, schedule, and performance. Part of performance is morale. Think of the best boss you ever worked for. What did that leader do for you and those around you? Working in an engaging environment that gets the best out of everyone is infectious and attracts talent. This does not have to be ping pong tables and happy hours. What are you doing to first, understand the current state of morale in your organization is and second, to positively build it and sustain it?

Exhibit Moral and Physical Courage

The physical courage clearly comes from the military aspects of my source however, in some lines of work it fits. Law enforcement and first responders come to mind immediately. If you lead individuals who you send into harm’s way, you better be able to do what you ask of them. You know it if it applies.

Moral courage fits every leader. But what is it? Let’s call it the ability to stand up to moral wrongs and make the hard decisions. It often feels like sticking up for the little guy, an injustice, or speaking truth to power. Some examples: calling out unethical behavior particularly the behavior of seniors, going to bat for an individual who is being treated poorly, putting a career/promotion at risk by speaking the truth, or backing an unpopular position because you believe it is right.

Put in your mind’s eye two pictures. The first, the finest example of consist morale courage in the workplace you have witnessed. How do you feel about that individual?

The second picture, the most egregious example of a moral coward. The individual who always acquiesced to the bosses’ position, rarely took a stand on issues important to the organization, and would allow other individuals to task your organization without any intervention or involvement.

Put those pictures next to each other and assess how you feel about them. Nothing more needs to be said.

Leadership is a bond of trust – without trust there is no leadership

How do you build that trust?

  • You set the example
  • You set and enforce the standard
  • You build and sustain morale
  • You exhibit physical and morale courage

On a scale of one to ten assess how you are doing in each area. Set an improvement goal and take an action to make progress. You will be rewarded with the trust and confidence of those you work with.

Did you enjoy working through this leadership tool?  Check out another leadership blog post here.

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Career Transition Coaching: ROI Case – The Unhappy Professional

Jeremy 42 is a managing partner in a professional services firm and has been with them for 10 years. He is a steady performer doing well financially (200k+) depending on the year and settled into a niche part of the business as an expert. He is well respected by everyone in the firm and a key part of the management team. With two children, ages 9 and 7 he wants to be able to spend more time around them particularly at their sporting and school events. One goal he has is to coach soccer for his kids as he played in college. His commute is making that impossible since he spends a minimum of 2 hours a day commuting which often turns into 3 hours.

The work is not all that exciting since he has become the firm’s “expert” in a particular area. There are plenty of challenges such as meeting deadlines, creating deliverables, modifying contracts, and developing junior associates. For him work has become fairly routine. He could branch into other areas if he wanted, however, has not taken the time and effort to build an additional book of business. He has become very comfortable with his current situation.

He came to me looking for assistance in determining where to start with his search and how to go about it. Some requirements were that he had to keep his salary at the current level, reduce time on the road, have significant vacation time, and be in a position of leadership.

We started with sharpening the elements of his vision for the perfect position. He determined his desire to move was based more on family lifestyle than work. Spending time with the family became the primary driver rather than professional responsibilities. That did present some challenges as leadership roles are what commanded the salary, he was familiar with and looking for.

Examining his skill set he was very clear that business development and networking were not his strong suit. It was also clear that his expertise forced clients and colleagues to see him as one dimensional. Most of his current book of business was referred to him from previous clients or colleagues in the firm. He was capable of a broad range in his field however, his recent experience did not reflect that capability. He also wanted to keep his search confidential.

Actions

The first actions were to determine how to search what the potential market was for him. We started by having Jeremy identify potential firms and individuals that might be able to assist him in answering that question. That meant working on his networking skills. We worked on what networking was for him. He came up with a definition that translated into small meetings, presentations, coffees or lunches with colleagues. He explored other firms made connections and even applied and interviewed for several positions.

The Results

What Jeremy discovered was that changing firms would cost him significantly in salary. He was not going to be brought in as a managing partner. He would have to start as an associate and build up to partner. That was disappointing.

He also found that he was actually pretty good at networking, using his style. Renewing previous relationships, creating new ones, and building on his reputation as an expert proved beneficial. One result was that it brought some new business in his area of expertise.

He also examined going into business for himself, which after doing the research he determined would take up more time than his current situation. Nope going to hang out his own shingle.

Looking at where he was gaining traction, he made the decision to go to the management team and make a proposal. He proposed that he work from home at least two days a week with the potential for more if he cultivated clients in his geographic area. The management team accepted his proposal with a plan to implement it in increments to ensure it did not have a negative impact on business and development of junior associates.

Today

Jeremy is working from home approximately two and a half days a week. He has improved his book of business and gained a couple of clients in the area where he lives. He has adopted a business development approach based on his networking strategy. As an assistant soccer coach, he participates with his children’s teams several times a week.

Jeremy is much happier in his current arrangement. He is still focused on his vision of being a well-paid executive with time to live the lifestyle he wanted. He did not change firms however; he did transition his career to be focused on what is most important to him. Jeremy is controlling his career.

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How Leadership Increases Your Valuation

You as the founder you had a great idea, built a team, obtained a patent, and have been growing the company for the past 4 years. Now you have decided it is time to exit. How do you determine the value of your company?

Simply, the value of the company is what someone will pay for it in today’s market. How do you determine that value? There are all kinds of methods to determine its value. Without getting into a lot of specifics, the capital structure (debt and equity), assets, current and future cash flow and market share define the value of your company. But is it that simple?

Switch your perspective. What would you be looking for if you were purchasing your company? Examining your company as a potential buyer what makes it valuable?

Most potential buyers are looking for a turnkey operation. If it is a merger and acquisition, the purchaser wants the company to be a profitable entity quickly. Let’s take a look at two assets that affect a company’s valuation, a patent and the leadership.

D’vorah Graeser of KISSPatent in a blog post on valuation discusses how patents are an intangible asset that increases a startup’s valuation, by potentially $1 million. Nice. Another intangible asset is the leadership team of your company. What impact does the leadership of your company with you and without you have on valuation? Some considerations follow.

How does the leadership of your company impact investors such as venture capitalists (VC’s) at the different stages of funding your company’s growth? At the early stages investors commonly see small leadership teams led primarily by the founder.

In the latter funding stages, consider the message sent to the investors if there is close to sole reliance on the founder(s) for success? Investors are working to manage their risk. A robust leadership team capable of growing the company as you gain access to more partners and bigger players, reduces risk. A savvy leadership team is required to navigate the inevitable challenges growth brings a company.

What about a potential merger and acquisition by buyers/investors looking to acquire the technology offered with your patent? What is more attractive? A team heavily reliant on the founder(s) or a well-developed leadership team supporting the founder. The latter presents a range of options; a rapid exit by the founder, operating as a subsidiary, or growth opportunities for the leadership team. All potentially increasing the value of the company.

The leadership of your company though not tangible is an asset, just as a patent. It adds significantly to a company’s valuation, particularly as you gain the attention of others in the market space. Develop and use the leadership capability of your company to reduce risk, create options, and increase your valuation.

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Make a Move to Differentiate Yourself This Year!

#Happy New Year

#Leadership is the great differentiator. Leaders out perform their peers and organizations with a leadership culture outperform the competition. How are going to differentiate yourself and your organization this year?

Consider Coaching

What do high performers have in common? They have a coach. Someone who helps them play better. As your coach I assist you in developing a clear vision of where you want to go. I assist you in honestly and objectively assessing your current state. And finally as a partner I assist you in developing your path forward – aligned with your values.

Goal setting, measuring progress, mapping the journey, and celebrating successes are all part of the process. Every high performer has a partner who helps them to grow and play better. A recent comment from a client: “Coaching has given me totally new perspective on how I approach my leadership. I have grown so much in the past several months. I know where I want to go, what I need to work on to get there, and can see my progress.”

Want to make progress and differentiate yourself? Contact me for a complementary coaching session to explore how coaching can make a difference in your life.

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Global Good Fund – Veteran Leaders Program

Veteran Leaders: Win $10,000 and World-Class Business Coaching with Gary Slyman, USNA ‘81

Veteran leaders, listen to the Service Academy Business MasterMind Podcast at:  https://www.sabmgroup.com/global-good-fund

You have the opportunity to win $10,000 to assist you in developing your leadership to lead your social enterprise. The deadline is 31 August 2018.

 

 

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Leadership is the Great Differentiator

In the business world you hear constant talk of differentiating yourself and your business. How to differentiate yourself is not hard. If you are a leader you outperform your peers. If your company has a culture of leadership you will out perform your competition.

What is hard is being a leader and creating a leadership culture. What does it take? It takes starting with a solid foundation:

  1. Establishing your vision
  2. A ruthless assessment of where you are today
  3. The soul searching process of validating your values
  4. Taking consistent disciplined actions to live by and run your organization aligned with your values

Easier said than done. Do you know of any individuals or organizations that articulate and consistently live by their values? If you do, I will venture that they are high performing trusted individuals and organizations and seen as leaders.

What actions are you taking to develop yourself as a leader and develop a leadership culture for your organization? If your actions are not based on the foundation of values what is the foundation? Set a solid foundation for your actions otherwise you are destined to be in the middle of pack – just ordinary.

Leadership differentiates you and your organization from the ordinary.

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Leadership Reflection: Do I Demonstrate the Responsibility of a Leader?

You have the experience, the technical expertise, and are accountable for your people and the results of the organization. Are you fulfilling the responsibilities of the leader?

Reflect on the following:

Do you feel your responsibility as a leader? To reach a leadership position you must have a number of prerequisite skills and experiences. But to truly be a leader you must feel the responsibility of your position. Military leaders readily talk about how they feel the responsibility of keeping their charges safe. Business owners clearly feel the internal pull their responsibilities have on them. Until you feel that strain – you are not a leader you are merely in a leadership position.

Take the perspective of a subordinate; ever observe a leader who did not feel the responsibility of leadership? Put that picture in your mind and recall what it looked like. Did they truly care about the critical issues? Did they resolve challenges no matter the personal cost, or were they able to walk away with the intent to resolve it later. The responsibility of leadership is a selflessness that puts others and the mission before self.

Leaders carry the burden of responsibility and can feel its gravity. Good leaders do not buckle under the load, but shoulder it without complaint. How does your leadership responsibility feel and look? Do others see the responsibility of leadership on your face? Should they?

Do you take action on your responsibilities? At times the burden of responsibility can be paralyzing. The information is not perfect and the results not always positive, however being responsible requires taking action. Sometimes your action may be incrementally small, while other times grave and drastic. Nonetheless, action is required, based on the reality of your situation and your position as a leader. Action establishes your credibility as a leader. Fail to act and you undermine your credibility. How do you act on your responsibilities?

Do you own your responsibilities?  You alone are responsible for your decisions, actions, and inactions as a leader. Ever experience a leader who would not take responsibility for their own decisions or lack thereof? How do your subordinates talk about you in this area? Respect is garnered by taking responsibility.

There are many facets of being a leader, with few being more important than accepting and acting on the responsibilities of leadership. How did you do with this short reflection? If you don’t feel the weight of your leadership responsibilities, if you don’t act on them, and own them, you are not a leader. You are merely standing in front of a group.

 

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Founders and CEO’s Grow as a Leader or Go Away!

As the Founder or CEO you are the determining factor for the growth or lack of growth of your business. While there are a large number of variables in running a business, particularly a startup, how is it possible to pin the limitation or advantage on one thing or person? This is what Bob Tinker the CEO of MobileIron had to say in a talk at Stanford:

“…as the company grows, the CEO job changes, so what that means is you have to change. The way you behave, how you work, and even change on the inside.”

Pretty simple from his standpoint, you have to change and grow in many areas as the company grows. Okay, but there are other factors besides the CEO. What about all those articles touting the top reasons startups fail or succeed? Rarely do they state leadership as the only factor; it is usually timing, cash flow, market, or product failure. Failure and success is a product of a combination of factors.

Let’s look at the success side. Neil Patel in a 2015 Forbes article looks at the common elements of the 10% of startups that succeed. He came up with these four: they have a product that meets a need, they don’t ignore anything, they grow fast, and they recover from the hard-knock startup life. Does that sound like leadership to you? Let’s break it down further.

  • The product meets a need – I interpret that as vision, mission, and market research.
  • They don’t ignore anything – Attention to detail, process, and procedures.
  • They grow fast-They keep pace with a dynamic market, adjust, adapt, and learn.
  • They recover from the hard knock startup life -The company matures into a sustainable well functioning organization.

Maybe it does sound like leadership.

In 2015 CB Insights published a study of the 20 top reasons startups failed using data from 101 failed startups. In an analysis of the reasons Geoffrey James of Inc., placed them into the following seven groups: arrogance (85%), shortsightedness (55%), hubris (47%), egotism (36%), sloppiness (34%), imbalance (30%), and inflexibility (17%). Wow, that is a humbling list that screams leadership.

Here is a testimonial from Scott Cook of Intuit assessing his leadership growth as CEO.

“I wasn’t growing as the company was growing, personally. And so I made the decision after 11 years as CEO that I should hire a CEO who had the skills I didn’t. Because I felt I was holding the company back. And after all those struggles and pains, I didn’t want to be the guy hurting us.”

That is a humble admission from a leader who grew the company from nothing to a household name.

The message: your development as a leader is the cornerstone of success for your business. The sooner you take ownership of your leadership development the better for you, your customers, and your employees. Bob Tinker created a CEO’s Oath for himself and here is part of it:

“…I recognize that very few things can screw up a company more than founder drama. And if we are fortunate enough, the company grows beyond us, that I will step aside gracefully for the good of the mission.”

True leaders are in it for the mission. Companies serious about success continually develop the leadership capacity of their leaders. As the leader of your company where are you on the leadership development continuum?

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Event: Coaching Office Hours at WeWork Whitehouse

The best performers in every field have a coach to optimize their performance. Why don’t you?

If you want to accelerate your professional growth or the growth of your organization/startup/business stop by our office hours for a free 30 minutes coaching session. Explore any area of your life or business you want to improve or just experience what coaching is and what it can do for you.

Sign up at: https://docs.google.com/…/1df3uzUvGzsJ58eKX7MAZsto3Id…/edit…

You will meet with Gary Slyman a professional coach, leadership educator, and trainer. His focus is to empower you to transition to the next level of performance by developing your leadership capacity. For more information go to: www.GreatTransitionsStrategies.com or contact him directly at: gary@greatransitionsstrategies.com

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