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Leadership Mile-High Club

Posted in Coaching, High Performance, Leadership, tagged , , on June 3, 2012 | 1 Comment »

I’m sitting on the plane, coming home from a short week away with a client. The vantage point from up here is unreal – far out my window I can see the tips of the Rockies, and immediately underneath us the brown earth slides by. Besides the fact that I am continually amazed (and a tiny bit anxious) that I’m flying in a metal tube thousands of feet above the ground, I am in awe of the perspective I get from this height. And the perspective comes not only the vastness of my view, but the fact that I get a brief time-out-of-time from our plugged-in world.

While it is a bit of circumstance that is forcing me to take best advantage of my time in the sky, this ‘white space’ is useful (probably even more so) when I’m in the chaos of my life on the ground.

As a leader, it’s a art and a skill to be able to step above the day-to-day, to be able to both observe and assess what you see happening in your interactions, your team, your company and your career. In The Practice of Adaptive Leadership, Heifetz, Grashow and Linsky say: “To diagnose a system or yourself while in the midst of action requires the ability to achieve some distance from those ‘on-the-ground’ events.” This distance and perspective leads to informed action, rather than unconscious reaction.

And you don’t have to be in plane to put these leadership practices in place:

Balcony View: This in-moment perspective requires the ability to observe your interactions, the impact you’re having, and the quality of conversation. Leadership is an everyday practice, and not distinct from strategic business conversations. How you show up in the immediate is what makes up your leadership essence. To have the impact you want means being able to both observe and act simultaneously.

Make it a habit:

  • At the end of every meeting, check in with yourself: did I show up the way I wanted to? What was my leadership impact? How do I know?
  • Check in with the team: how would everyone rate the quality of the conversation? Did we defend and declare or pause and inquire? What worked and didn’t work with how we engaged with each other?

Strategic white space: Ever noticed how one minute your calendar is blissfully empty and the next it’s completely full of meetings, phone calls, operational deadlines? If you’re not intentional about giving yourself some white space – that time away from the day-to-day where you can have a longer-term perspective – your day-to-day time just fills up.

Make it a habit:

  • Book time at least once a quarter to step away from your day-to-day to look more strategically at your leadership and your business. Ask yourself: Am I leading my team in a way that gets the best out of them? What challenges and opportunities do I see on the horizon? What’s it going to take from me and my team to overcome these challenges and seize the opportunities?
  • Check in with your customers: What trends am I seeing in customer expectations? How can we best meet customer needs? How can we stay two-steps ahead of what our customers want?

Periods of complete disengagement:  Self-care is one of the most overlooked leadership advantages. When you are at your best, your team is too… And the reality is as much as you try to convince yourself otherwise, working endless hours, day-in and day-out is not conducive to your best self.

Make it a habit:

  • Take vacations. Even though it can seem pointless – working crazy hours to get ready to leave, and crazy hours to catch up when you’re back – the complete disconnection from work is what allows you to come back with refreshed energy, perspective and mental focus.
  • Turn your e-mail off every once in a while. Companies managed to survive (and even thrive!) before the days of the digital… a few hours of inaccessibility isn’t going to end the world.
  • Spend time doing things you love… and if you looooove work, spend time doing OTHER things you love. Time with family, laughs with friends, adventures in the woods… do things that feed your soul. Then your soul has more to give.

As I start the slow decent into Vancouver, I’m thankful for this reflective time I’ve given myself. Come join me in this leadership mile-high club, take some time-out-of-time to reflect and think – and let me know if it makes a difference for you.

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Finding the Awesome

Posted in Appreciative Inquiry, Leadership, Self-Awareness, tagged , , , , on May 22, 2012 | 3 Comments »

Lately I’ve been in a bit of a tailspin wanting to get some clarity over what my *big* future looks like. I’ve been so intent on figuring out the destination that I’ve neglected the journey along the way. I don’t know about you, but when I get in this mindset, I start to think about all the things that are going wrong and holding me back rather than pausing to appreciate “the awesome” of what’s immediate and in front of me.

So often I see this problem-focused mentality with leaders too. With a mandate of: fix things… improve… do better… be better… do more… it’s no wonder many leaders look first for problems, rather than look for what’s working, or even what’s… awesome.

Shifting from problem-focused to awesome-focused is hard. Many of you were hired to fix things. And, absolutely keep fixing… I’m just suggesting that the fixin’ might get easier, and the road less bumpy, if you look also for the good.

This week, try these few things (at home or at work):

  • Pause to celebrate the little things… This means slowing down enough to notice.
  • Look for the awesome in your colleagues and employees… (or your spouse!)…. And tell them. Not just the “you’re awesome” comment… but really, truly telling them what they’ve done that makes them awesome, and the impact it’s had on you, the team and on results.
  • Notice what makes you smile.

Emotions are contagious. Take this to heart.

When I need a little reminder to lighten my mindset, I’ll pick up Neil Pasricha’s The Book of Awesome and read a few pages. Pasricha, a self-proclaimed “regular guy,” started a website called 1000awesomethings.com as a way to escape the doldrums of everyday life.  It’s a reminder that there is joy in noticing the little awesome things.

e-musings awesome list for May 21 and 22:

  • Waking up while the house is still quiet and sneaking in a productive hour of work. It’s not often that this happens (me waking up early, and a quiet house! I’ll take it!)
  • The morning crib-chatter of my 17-month-old. This sound melts my heart. I have no idea what he’s saying, but it sure sounds important and interesting!
  • Listening to my dog have puppy dreams. If you have a dog, you know this sound. I laugh every time I hear it… It just doesn’t get tired.
  • Tiny glimpses of sunshine on an otherwise cloudy day. I’m in Vancouver. I’ll take what I can get!
  • Cows lying down. Saw this the other day, and I couldn’t help but laugh. Cows need rest too.

What’s awesome in your life today?

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Triggers and the Contagion of Leadership

Posted in Emotional Intelligence, Leadership, Learning, Self-Development, tagged , , , , , on May 15, 2012 | Leave a Comment »

You know that co-worker that you have… the one that just keeps getting under your skin? No matter what he (or she) says or does, it’s the wrong thing? Even when you try to get along, he’ll say something stupid that will just set you back further? Wouldn’t life just be easier if he would just go away?

Truth be known: he irks you because you let him… and it may be more about you than you think or choose to admit. When we are triggered by someone, or something, we get thrown into a response that can sometimes be out of proportion to the situation.  This amplification is a cue that it’s less about the other person and more about, well… you.

As a leader, when you are triggered, frustrated, annoyed, or irritated that energy is both observable and contagious. Your team performance suffers, as does your reputation. Boyatzis and McKee talk about this contagion of leadership in Resonant Leadership. On the flip side, when you are curious, confident, compassionate and accountable, so too is your team. What team would you rather lead?

This week I invite you to join in my experiment. When you get triggered by someone, stop and ask: “What’s my part in this.” Get serious and real with yourself. Try these tactics:

  1. Change your lens. You see the world through your filters. Values, beliefs, family history, past experiences: these all shape your perception of people and situations. You can’t change another, you can only change yourself, so try on a new pair of glasses to see the world through.
  2. Own your part. If someone gets under your skin, look in the mirror. You might just be casting your shadow where it doesn’t belong.
  3. Get curious. What’s going on for the other person? Would your response be different if you came at it from a learner mindset?

e-musings confession: I’ll tell you what gets my irk on… ego. Pure. Arrogant. Ignorant. Better-than. Ego… That grandiose sense-of-self is in direct conflict with my value around learning. And if I get really, deep-down honest with myself I’m triggered because I, too, can be egotistical. I inadvertently make other people feel small when I show up with blinders on. So, to make life easier (on me!) I prefer casting that shadow onto someone else rather than own it myself. Please tell me I’m not alone!

We get triggered all the time. It’s how we respond to those triggers that determines our character. Notice, reflect and then choose your response. I know it’s something I’ll be working on… forever.

 

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Stop the Circumstantial Drift: Lead with Purpose

Posted in Coaching, Leadership, Learning, Self-Awareness, Self-Development, tagged , , , on May 8, 2012 | Leave a Comment »

Many leaders float through life, coming and going with the tides of circumstance. Time gets away on them, and soon they realize they aren’t in a role that inspires them, and their career has been based on logical and comfortable progression rather than intentional drive and passion. These leaders lead from a place of unconsciousness; having a wishy-washy impact on results and on the people they’re leading. This is leading without purpose.

Sometimes financial need dictates our direction. Other times convenience stands in our way. And more often than not… even when we choose to plead ignorance… we get in our own way of really, truly declaring and going after our dreams.

It takes courage to take a stand for what you want, and sometimes it’s just easier to ride the current rather than dig in and paddle. I know. I’ve been there, and will probably be there again… and again.

So rather than fall prey to circumstantial drift, how about giving yourself some good anchoring? Sit back, take a time-out-of-time and reflect on these questions:

  • What gets you excited in life and in work?
  • What untapped potential have you been shying away from?
  • As a leader, what do you want people to be saying about your character 5 years from now, 10 years from now?
  • What’s keeping you where you are?
  • What risks are you willing to take to get what you want and be even happier than you are now?
  • What first step are you willing to take tomorrow to move you closer to your dreams?

A vision is an anchor point. A place from which directed action occurs. It’s an internal compass – helping to guide decisions and ideas. It gives purpose and meaning to our work and leadership.

My litmus test for a vision (personal or corporate) is whether or not you can answer positively to these three questions (The 3 Cs):

  • Is it clear? Can you say, without a doubt, where you’re heading?
  • Is it concise? Can you remember it? Does it make sense?
  • Is it compelling? Does it guide your decisions and actions? Does it “grab” you and inspire you?

While these questions may seem a tad fluff, I can tell you that the clearer you are in the difference you want to make the more likely you are to make it. And from a leadership perspective, when you lead with intention, courage and clarity, people are more likely to want to be around you.

Bring some discipline of thought and passion to your own leadership. I dare you to lead with purpose… You may be surprised at what you come up with.

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Stress Response-Ability: Beyond Fight-or-Flight

Posted in Coaching, Health, Learning, Self-Awareness, Self-Development, tagged , , on May 1, 2012 | 4 Comments »

About eight years ago my life went through a bit of an upheaval. I was in the middle of a demanding Masters program, I was working in a job that really wasn’t fulfilling, I was in a relationship that had an uncertain future, and I was in that “phase” of life where I was questioning everything.

My stress was high and my resilience was low. Let me tell you, it was not a winning combo.  Despite my type-A, success-at-all-cost mentality, my body shut down. Stress was oozing from any available outlet. Meanwhile, my b*tch-of-an-inner-critic was saying: “get it together,” “you’re stronger than this,” “successful people don’t break down!” (Doesn’t she just say all the right things?)

With so many changes (real and potential) going on, my mental and emotional capacity was tapped out. I was at my max. And, what I’ve realized is that I’m not alone. Stress isn’t something we casually talk about… especially as a leader. It has a stigma, and can be seen as a sign of weakness or vulnerability. Though I can tell you, I’m stronger now for having lived through and experienced that low point.

The truth is, stress is real and it’s everywhere – at work, at home, between work and home… With our current world, some say we might even have a stress epidemic on our hands: leaving people with an out-of-control feeling more often than not. But what we do have influence and control over is growing our capacity and resilience to deal with it.

Physiologically, we are wired to respond to threats with our automatic stress reaction of “fight, flight or freeze” – a response that is very useful in predator-prey situation, not so useful in a corporate office.

In Full Catastrophe Living, Jon Kabat-Zinn, a world-renowned expert and teacher on mindfulness-based stress reduction, says that rather than falling victim to our stress reaction, we can develop adaptive strategies for coping: “you do not have to go the route of fight-or-flight reaction nor the route of helplessness every time you are stressed. You can actually choose not to.” Simply by bringing in mindfulness, or moment-to-moment awareness to what happens to us when we are stressed we reduce the strong-hold that our stress reaction can have on us.

When we’re in the grip of stress, we’re not at our best. And as a leader, when you’re not at your best, your team can suffer.

So what can you do? Start with simply noticing.

  • What is it that triggers a stress reaction in you?
  • What is your “typical” full-out stress reaction?
  • Can you pay attention to the subtle cues that are the start of the downward spiral of stress?
  • What can you do to re-calibrate and re-energize?

When I get that antsy, anxious flutter in my tummy, I know it’s time to hit the woods on my bike and get grounded. It fills up my tank emotionally, physically and mentally, and gives me the re-fresh I need to face the challenges that are part of life and leadership.

What are your stories around stress? What’s your re-fresh routine? Do you have one?

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Leadership and the Art of Car Racing

Posted in Emotional Intelligence, High Performance, Leadership, Learning, Self-Awareness, tagged , , , , , on April 16, 2012 | 4 Comments »

Last week I had some amazing conversations with leaders who have realized that to keep on top of their game… to have the impact that they want… they need to consistently hold the mirror up to their leadership. They know that leadership is a process, not a destination, and one that requires constant awareness, reflection, insight and change.

Now let’s be honest. Leaders often get to where they’re at because of a ruthless drive they have inside of them… a striving for excellence and success. And yet sometimes (okay, often!) this race to the top is often done with the elbows out and blinders on. The danger comes when leaders think that they’ve reached the top of their game because of this spirited, success-at-all-cost mentality, rather than realizing that success has likely come in spite of it.

In Marshall Goldsmith’s book “What Got You Here Won’t Get You There,” he states that the higher a leader gets in the organization, the more their problems are behavioral. In other words, the distinguishing factor of leaders at the top is that they bring awareness to their own behavioral liabilities, AND they make a commitment to getting better. Goldsmith says, “as we advance in our careers, behavioral changes are often the only significant changes we can make.” So, all other things being equal, the lesser leader is unwilling to address their own inter- and intra-personal challenges, often with a mindset that they’ve already arrived at their leadership destination.

I’m not saying to diminish or erase that deep internal drive that many leaders have – in fact, I find that quality of leadership admirable and powerful. I am saying that to have more of an impact, to be more of a leader, we need to have greater awareness about the impact we’re having – not only on results but also on the people around us. Results happen through people.

I once told a client that it’s a bit like the difference between racing a drag race and being in a Formula 1 race. In a drag race, you have a straight stretch of road, the focal point of a finish line being right in front of you. It’s foot down and haul ass to the finish. In Formula 1 racing, you are on a twisting and turning track with a bunch of other cars. Sometimes you need the gas; sometimes you need to strategically brake. You are always attuned to where the other drivers are around you, and you rely on your pit crew to keep you and your car at the top of your game. (**Disclaimer: not being a car racer myself, this is my own, perhaps naïve, interpretation! Forgive me Michael Schumacher.)

So to up your skills as a leader, take the blinders off. It might be bright and overwhelming at first, but with the right mindset it can be full of learning and reward.

Here are some things to try this week:

  • Ask for feedback from a peer, a direct report, and a boss. Don’t settle for generalities – ask for details and specifics… stay curious.
  • Set your own leadership goals. What is the impact you want to have in your time as a leader? What’s your aspiration?
  • Have your antenna up. Look for evidence (even subtle signals) that you are having the impact you want. Adjust and make change if not.
  • Find a thinking partner – a coach, an impartial friend… someone who can hold the mirror up for you and tell you the truth about your impact — good, bad and ugly.

Next week, we’ll dive into the common behavioral pitfalls that trap leaders. In the meantime – let’s hear from you: what’s the biggest behavioral change you’ve made as a leader, and what impact did it have?

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The Marble in A Field of Grass – Learning from Mistakes

Posted in Coaching, Leadership, Learning, tagged , , , , on April 10, 2012 | 6 Comments »

Have you ever had that icky feeling that comes when you know you’ve made a mistake? A beautiful concoction of anxiety, guilt, shame, humility and anger – at least this is typically what shows up in my cocktail. Mistakes happen – systems issues, process slips, political misjudgments, interpersonal breakdowns… And it’s never easy.

We hear it all the time: the best learning comes from mistakes. And when we fail to learn from mistakes, failure sets in. But trying to glean that learning is a bit like trying to find a marble in a field of grass that hasn’t been mowed in a month… when you’re IN it, it sucks.

Last week I made a mistake, an interpersonal mess actually, and I am reminded of how critical that moment is: once the realization hits that you could have and should have done something differently. This moment-in-time is the proverbial fork in the road. It’s the choice point between truly embracing a learner mindset or going straight downhill towards the sh*t-pit.

And let me tell you, the sh*t-pit is no fun. It’s filled with self-doubt, blame and shame – all mindsets that actually inhibit learning… so if we really want to glean the learning, it starts with giving yourself some grace… to be vulnerable and courageous enough to admit it, digest it and learn from it.

And what does this mean for leadership?

As a leader you have the ability to shape that learning moment for your employees. It’s also a choice point for you. Will you jump to blame or judgment, or will you pause and inquire to help facilitate the learning? (And, by the way, “Why did you do that?” isn’t true inquiry… it’s judgment disguised as a question!).

A miss I commonly see with leaders is not giving the time required to debrief mistakes… thinking that asking “what would you do differently next time?” is enough. To truly deepen the learning, and build competence and resilience, takes asking some powerful questions. These are questions that serve to deepen awareness and advance learning, questions like:

  • What is it like for you to have made this mistake?
  • What are the impacts – good and bad of having made this mistake?
  • Tell me about the learning you’re doing as a result of this mistake.
  • Where else might this learning relevant for you?

Mistakes can be a breeding ground for learning. It starts with getting curious and asking the right questions.

Where have you learned from mistakes? Any stories to share?

e-musings resource suggestion:

  • Change Your Questions, Change Your Life by Marilee Adams. This book highlights the power of bringing curiosity into relationships – with others and with yourself. Marilee’s method, called QuestionsThinking is a way to ask the right questions, leading to better results and better relationships.

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The Spider Moves Where the Spider Needs to Go

Posted in Coaching, High Performance, Leadership, Team, tagged , , , , on April 3, 2012 | Leave a Comment »

As a leader, have you ever felt like time stops when you’re not around? That your team can’t make a decision without you? That you’re mediating petty conflicts between team members more often than you’d like? For whatever reason, despite your “A” team you’re getting C/C+ results at best?

Then it’s time to pause and look at how you’re operating. Even though we resent it, there is something seductive and seemingly powerful about being the glue that holds the team together.

But the reality is, this hub and spoke model of leadership is getting old. And yet I still see many leaders operating this way – spending the bulk of their time in one-on-ones, trying to get the best from the individuals on their team, yet not realizing that this approach comes with downfalls when it comes to team performance.

With each person being lead individually, the focus on collective team effectiveness and accountability wanes. Not only does this model contribute to exhaustion on behalf of the leader, it also contributes to an erosion of trust between and among team members. Though you may be leading high performers, you likely aren’t leading a high performance team.

Katzenbach and Smith, in The Wisdom of Teams, talk about the individual vs. team focus: “Deeply engrained biases towards individual accountability and achievement reinforce the executive behavior patterns that run counter to team requirements. Teams at the top, like teams elsewhere, must develop a sense of mutual trust and interdependence.”

In extreme cases, that lack of mutual trust and interdependence can be devastating. Individual executives are reluctant to rely on anyone other than themselves for results. A subtle drive for individual high performance, often supported by one-on-one leadership from “the boss,” can turn to full-blown competition and cutthroat behavior amongst colleagues. Competition without a solid foundation of trust easily breeds contempt and can break a team. Not to mention the example that being set for the rest of the organization…

The good news is a new model has been emerging where the leader is less at the center, but moves freely to where he or she is needed, with the leadership focus shifting from the individual to the individual as team-member. Roll away hub and spoke… Enter “The Web” — a delicate weaving of relationships, results and shared accountability.

This leader is nimble in his approach – going where he is needed most: coaching, setting strategy, facilitating healthy debate, encouraging team dialogue, front-and-center with the customer. You get the picture.  While also seemingly pulled in multiple directions, this leader is intentional in where he spends his time — he knows when and where to get involved, in best service of the organization and the people. He develops the individuals and cultivates the team.

The other day I was talking to the head of an organization about Hub and Spoke vs. Web Leadership… He paused for a moment and offered this nugget of arachnid goodness: “the spider moves where the spider needs to go.” I couldn’t have said it better myself!

e-musings leadership tips:

  • Lead individuals AND the team. Focus on the inter-dependencies and relationships between and among team members.
  • Get out of the way. Enable your team to achieve success. Coach when needed, give feedback often, celebrate milestones and facilitate learning from mistakes.
  • Hold your team capable of solving problems, jump in only when absolutely necessary (this builds trust, increases capacity for problem solving, and gives you more brain space for strategic thought)
  • Be nimble. Lead others the way they need to be lead. Flex your style to get the most from your people, but be consistent in your expectations of the team.
  • Hold the team accountable for shared success.
  • Remember, it’s not what you expect, but what you inspect that counts. Set team incentives as well as individual incentives.

What tips do you have for cultivating team performance?

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Teambuilding or Building Team?

Posted in Leadership, Team, tagged , , , , on March 27, 2012 | 11 Comments »

Picture this: eight to ten executives huddled around the base of a table, arms extended, half-smirks line their faces as they try to stay focused on the task at hand: catching their colleague as she falls blindfolded from the table-top into their arms. The message: if one of us falls blindly, or fails to deliver, the rest of us are here to break your fall. Great message, but is it applied practically?

Trust in teams isn’t built in one broad stroke. It’s built up over time, and requires the right amount of dedicated collective attention. A big missed opportunity I see with many leaders is investing real time to develop the team – especially the team at the top.

There is a difference between team-building and the concept of building team:

  • Team-building: an event designed to get people moving, in a novel environment, where parallels can be drawn (sometimes easily, and sometimes with effort) to life back at the office.
  • Building Team: A dedicated effort to build alignment, trust, accountability and relationships required for high performance and success – all in the context of the organization’s strategy. Essentially, it’s ensuring the right people are on the bus… in the right seats… driving in one, clear direction.

There are benefits to both, but when we reflect on the concept of deliberate practice, it’s the constant focus and effort put towards building teams that generates high performance. Geoff Colvin says: “Turning groups of individuals into great teams is a discipline in itself… that’s why the best organizations follow one additional rule: Develop teams, not just individuals.”

So as leaders, what can you do?

  • Be clear on your expectations of the team. Don’t focus only on individual coaching and performance;
  • Address team dynamics with the whole team, not just with individuals;
  • Use every opportunity to build trust – when processes or systems fail, talk with the whole team about what happened and use the opportunity for learning rather than punishment;
  • Engage in high impact conversations as a team – ensure collective accountability for results AND interpersonal impact.

Essentially it comes down to building your collective leadership bench strength – where together you can accomplish more than any one could do individually. That’s the sweet spot of high performance teams… and it takes work.

I’d love to hear from you: what’s the best team you’ve ever been a part of? What made it great?

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Deliberate Practice – Lessons for Leadership

Posted in Leadership, tagged , , , , on March 20, 2012 | 6 Comments »

Ever wondered what makes exceptional performers, well… exceptional? I’m in the process of reading Geoff Colvin’s Talent is Overrated and he makes some interesting connections between intelligence and talent. It turns out smarts aren’t the only predictor of high achievement, and in fact, may not be correlated at all.

Colvin goes on to say that it is the act of practicing that leads to high performance and achievement. And, this isn’t just practice for the sake of practice. It’s practice that is deliberate. But what does this mean?

As I sit back and think of all the times I thought I was practicing: scales on the piano, scrimmages in field hockey, running my Sunday long runs to prep for that marathon… all examples of low impact practicing, if we could call it practicing at all!

The concept of deliberate practice, as written by Colvin, contains these five must-have elements:

  • It’s designed specifically to improve performance, and the design is usually facilitated by a teacher, coach or mentor with a vantage point to see you more completely than you may see yourself.
  • It can be repeated… a lot. And this isn’t the mindless task of doing something over and over. It’s intentional repetition, where you are constantly present and at the edge of learning.
  • Feedback is continuously available. While self-assessment often has its place, feedback from an outsider can offer the nuggets that help to improve performance.
  • It’s highly demanding mentally. The focus and concentration of deliberate practice involves constantly seeking out areas to improve and dedicating the right amount of focus and intensity required to get better.
  • It isn’t fun. Doing things we’re good at is fun. Repeating the things we suck at isn’t. Deliberate practice is about seeking out what we’re not good at and doing them over and over. (An interesting perspective compared to Strengthsfinder).

So what does this mean for Leadership? If you’re interested in improving your performance you can start by creating your vision of excellence. This isn’t the results you want to achieve, but rather, the impact you want to have. Then look at your current reality. What are the things that you do, most likely inadvertently, that pull you off course… that inhibit excellence? Seek out feedback. Get a coach. Know that objectivity and an outside view can serve you. Then, begin to create a plan where you work on developing your whole self as a leader – reinforcing your strengths, and getting better at the things you’re not great at. And then…. Repeat!

I’d love to hear your comments on deliberate practice. What do you think leads to high performance?

If you’re interested in learning how Navigo can help increase your leadership performance, drop me an e-mail: esills (at) navigo.ca

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