The Army is a culture of history, rituals, traditions and story telling. Soldiers tell stories of hardship, often using humour as a medium. Taking the piss out of one another, laughing when things get tough, keeping it real and connecting with each other. One of the things I loved about being a professional soldier and now as a Battalion Commander in the Army reserve is the camaraderie of being part of an Infantry unit. Like minded people, prepared to serve connected by common purpose, experience and at times hardship, overseas and in harms way.
In fact we as humans are genetically hardwired to tell stories. In ancient times in all cultures the art of storytelling was the the “google” of the time. This was how methodology, family history and lessons learnt were passed on to the next generation. It was human connection, the entertainment of the time, education of the time and the essence of tribe.
In the modern world this lives on in movies, youtube, games, the entertainment industry, book etc. In many ways things have not changed even if the methods of delivery might have. As a leadership tool the ability to connect people through stories is a skill that greatly enhances effectiveness. Telling a story is a great way to teach, inspire, influence and connect. The best CEO’s and leaders I know are the best storytellers. I love Tom Peters analogy “Manage by storying about”.
Here is 2 mins on the subject from a recent leadership panel I took part in;
I have just spent several days working with a large listed Australian company at an offsite in the Blue Mountains. They were taking their Strategic plan and consciously building their plan to executethe Strategy. Typically you should spend as much time planning the execution as you do making the Strategic plan and yet this is rarely done.
This is core business for Advisory.Works as our clients know & it prevents one of the biggest frustrations in business today: A lack of execution. Nothing happens…..a great plan is never realised, it sits on the shelf and gathers dust. This is total insanity & so often Business Leaders wonder why their fantastic Strategic plan never ever gets executed. How can it?
Here are a few thoughts on Disciplined Execution from a recent CEO Leadership Panel I was part of in Christchurch.
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.
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.
Shaun Maloney is the CEO of ARANZ Geo, a finalist Company at the recent New Zealand High Tech Awards in Auckland. Shaun is a recipient of the Prime Ministers Leadership Award and has been a client of Advisory.Works for a number of years as his Company grows and scales. Here is a 2 minute video with him outlining why he works with our company in the Strategic Execution and Executive Leader Development areas.
I caught up with my good mate John Spence in Auckland this week. John was over doing a bit of work with our company and speaking at a conference. While he was here he appeared on the Am Breakfast show speaking about whether NZ can compete on the global tech stage. I spoke with him on Tuesday in this short video.
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.
Strategic execution is all about behavioural leadership. By this I mean that it is all about getting people to change behaviours and to make the important things happen. To execute relentlessly you need to constantly hone your skills as a leader and keep them top of mind.
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.