Leadership is not About Making Everyone Happy

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If a leader is action orientated, future focused, consistent, fair, has courageous conversations, coaches, mentors and cares about those they lead…………. a respect and a bond of trust will be established through shared experience. This leads to friendship over time. It does not mean things will always be happy.

I agree with the quote……..sell ice cream if you want to make people happy.

2 Minutes on Strategic Execution

Recently I took part in a leadership panel with three other CEO’s. This is a short clip taken from the wider panel video (the link is attached).

The Leadership panel was held recently in Christchurch for a large group of CEO’s, their leadership teams and business leaders. The other CEO panel members were Shaun Maloney of ARANZ Geo, Lincoln Booth of Cookietime, Keith Jessop of EMDA.

You can link to the longer panel video here.

The Team in Action.

Every day and every week our team of clever leaders are lucky enough to influence and support some iconic brands and high performance leaders. As a premium brand focussed on making a significant impact we work with selected organisations across New Zealand, Australia and the USA. This video outlines some of our recent work and I am proud to lead it.

Leading Leaders: Disciplined Execution is a People Challenge Requiring Courage

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One of the biggest challenges in business today is Executing Strategy which is critical if a business is to succeed in the future. I lead a business which is at the forefront globally of Strategic Execution and our team works with CEO’s and companies around the world each day as they actively seek to evolve and change by executing their strategy in a deliberate and disciplined way. This is a behavioural leadership problem to solve and one which requires a lot of courage. The courage to change, listen, make mistakes, make tough decisions, ask for help, get their people to change and to do what is right to move the company forward.

Business change is constant, fast and ever increasing so the challenge is very much about getting ahead of it because leaders who want their businesses to thrive in the future need to be able to effect change before it is needed. To be proactive instead of reactive. Whilst this sounds logical and achievable the reality is that it needs courageous leaders who are adaptable, emotionally aware and committed to getting better and better at this “behavioural leadership”. As this recent blog (Harvard Business Review) outlines: Strategic execution is a people challenge.

An simple executable plan is needed for sure, but this is the easy bit. Too often there is a great plan in place but the senior team executing it doesn’t buy into it & generally this is because they have not been involved in developing it and don’t understand the “people behaviour” skills needed. I see this play out time and time again. Leaders who are really frustrated at a lack of action but who have no idea why this is so & how they can practically overcome the problem. Here then are some practical ideas;

  • Take time to get to know your team and build trust. Trust is the foundation of any team and its future success. Get to know the personality’s of those you lead, spend time listening to them, get into their environment, understand where they have come from and where they want to go and set about making them as successful as you can. Profile them, share yours, share them as a team. Have fun, tell them about what you are seeing, learning and offer them feedback & guidance.
  • Force reflection. The best leaders constantly learn, evolve and iterate. Soft skills and the ability to self regulate behaviour through awareness is a very valuable skill and one effective leaders focus on mastering. Keep a journal of observations, key decisions and their outcomes, lessons learnt and make your direct reports do the same. Too often I find senior leaders who simply cannot reflect on what they are seeing and make observations or draw conclusions to make things even better.
  • Have a simple and clear framework for leading. Prioritise meetings, get the agenda, frequency and content right. Use key numbers and ensure there is an action log. Seek feedback, let others run them, do more of them if the pace is increasing. Avoid the tendency to cancel you functional and leadership meetings when things get too busy. This makes for more confusion, lack of alignment and inefficiency. Use one on ones, reviews, full team (town hall) meetings, social media, internal comms and stand ups to get messages across many times. Get the mix of weekly/monthly/quarterly and annual reviews mapped out and in the diary a year in advance. Make sure professional development, technical and leadership training are conducted regularly to keep people engaged.
  • Have fun. Too often life and business is all a bit serious. Take every opportunity to hang out, socialise, tell stories & make it something everyone looks forward to. Bank the wins both big and small & recognise those who do the right things.
  • Provide clear expectations. Team rules, meeting rules, constant feedback and observations all make for better clarity. The role of a modern leader is to coach and mentor and guide alongside the traditional “management” role. Clarity and simplicity make for a better and more efficient team environment.
  • Be consistent. One of the biggest mistakes leaders make are they are not consistent. This undermines trust. People want to know where they stand, want familiarity, and to be able to rely on not only colleagues but their leader to be there for them. Consistently confronting issues early, giving frank and honest feedback etc will build high levels of trust.
  • Be deliberate. Too often the important components of teamwork and leadership are left to chance. Be transparent and open in your communications. Ensure the team reviews meetings, decisions, projects, client feedback, financial/sales results. Ask for input and draw lessons learnt. Have the soft conversations about issues, things that went wrong and commit to getting better. The important things in life are easy to do. They are also easy not to do.
  • Be courageous. Have the ongoing tough discussions as they are needed. Don’t wait, dive in and shape thinking and outcomes to keep things on track. If you have a decent sized team then it is important everyone keeps moving in the right direction and stays aligned. This will be constantly needed. Be humble, ask for help, discuss when you got it wrong and lead the way to show others in your team how to get better in this space with their team.
  • Be prepared to fail on this stuff. People are all different. You can’t & won’t get it all right. There will be times you push too hard, not hard enough or simply get it wrong. On the people stuff you have to be 100% accountable for your actions but also understand that how others react will be up to them. Be open and honest and when you get it wrong admit it & share it with your team so you reflect and learn. Don’t beat yourself up but do regroup and recommit to improving.

Too often CEO’s try to outsource many of the important things that drive a high performance culture. These skills are ones which must be developed in order to lead a growing thriving business that can change ahead of competitors in an increasingly complex business environment. This means they must be consciously developed and worked on to stay at the top of the leadership game.

Further reading;

 

Adaptability is the New Success Indicator

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I recently attended the 3 day Singularity University Summit in Christchurch. A 36 hour fire hydrant of the latest information looking at the mountain of change all of us on this planet face over the coming years. It was at times overwhelming, often daunting, incredibly exciting and certainly full of opportunities.

As businesses face the prospect of disruption through technology change I am struck by the two most common responses. Either;

  1. They know it is coming but don’t know where to start planning for it and how change might impact their business. So they don’t start the journey to understand what they don’t know yet.
  2. They are so inward focussed on their own business they simply have no idea things are even changing around them.

Some actual recent scenarios I have had working with the Senior Leadership Teams from a range of industries ($10m revenue companies through to $1Bn plus) as they lift the horizon of their planning to beyond the next 1 – 3 years. In the last few months;

  • A manufacturing company who thought robotics & automation would not impact their business in this decade but after research & discussion realised the impact on their plant, equipment, people is less that 2 years away.
  • The company who realised that their business model would probably be totally obsolete in 15 – 20 years but were not doing anything about it because none of them would be in the company then and they never looked that far ahead nor had any sort of agenda to discuss it as a group. When we led the discussion they have totally changed this view point as leaders of a large organisation.
  • The transport company who as a senior team felt that automated vehicles are 10 years away but after committing to explore this & visiting Europe they discovered that not only will their whole fleet and drivers be impacted significantly, it will start in Feb 17 when their next 3 trucks are delivered with a driverless capability & already they can see that their insurance companies will reduce premiums because this technology is safer. This will drive the change faster across the industry.

I could go on. My point is that this will be the biggest leadership challenge any of us leading in business over the coming 5 – 10 years will face. We can’t duck dive the wave of change but we can choose to consciously start to understand how it will impact us and our organisations. I am reminded of a quote I once heard “You might hate change but you will hate irrelevance even more.” Ignoring it is not an option and the sooner you start the easier it will be to adapt.

At Advisory.Works we believe that leaders and organisations must adapt & constantly change in the future so that they can thrive. There is massive business opportunity within this change and for many “what” they do may not change but “how” they do it certainly will. Those of us leading now must build the Adaptability Quadrant (AQ) of ourselves, our people and our organisations. Moving forward AQ will become a key predictor of success much as IQ & then EQ did.

Leaders and organisations must be adaptable so they have the resilience to constantly adapt, iterate and evolve. Now more than ever leaders must invest in professional development and this start with an awareness of what they will face in the future.

Without this you will simply just hit a brick wall as an organisation.

 

As a Leader you need to “Slay Dragons”

Are you slaying dragons?

We use this video on our Executive Leadership Program. It nicely tells the story of the soft (EQ) skills that are so important as a modern business leader. In fact to move beyond transactional type management and to develop as a leader who can adapt, flex and grow a business in todays disruptive environment these are the skills to develop.

It constantly amazes me how many professional leaders don’t invest in their own ongoing professional development. Those who do achieve a major competitive, they consistently out perform competitors by having a highly engaged confident team delivering exactly what clients need. They pivot through disciplined execution to stay ahead and they are highly profitable.

They have clarity.