What is a Leader's Primary Role?

When will the current leaders realize that their primary role and responsibility is to develop their people?  In other words,  developing the future leaders of the company should be the one skill set that carries the most weight with any performance evaluation.  For a People Development process to succeed, it must be totally supported by the Board of Directors and Senior Leadership Team.

The key to any succession planning process or high potential development tract is the fact that all involved have a complete understanding of the design for the outcome.  The goal should be a stable of future leaders that can assume a more advanced role if needed to do so tomorrow. With warmer weather around the corner a great example is Baseball Season starting; it is similar to creating all-star utility infielders.  Multi-positional players that have the talent to assume any position when needed.  That's the design of the final three positions on any major league team.

Everything DiSC Workplace Case Study

This case study focuses on two people from one company that used the Everything DiSC Workplace Profile and the companion Everything DiSC Comparison Report to make progress toward improving the quality of their workplace.. Jennie and Joe (names have been changed) worked closely together on the Marketing Team.    While pay and benefits were above average, their job satisfaction and relationship was rapidly deteriorating.  

Jennie's priorities and strengths were generating enthusiasm, taking action, and collaborating with others. She was motivated by working in a high energy environment where everyone could express themselves and build warm relationships.   Being isolated in a dull, unsocial environment and being forceful or insistent with others were stressful and sapped her energy.

What comes first, the Culture or the Strategy

Well, which comes first, the chicken or the egg? The HR professional is starting to ask themselves a
similar question; “which comes first, the development of the culture or the development of the strategy.

Culture is defined as a blend of attitudes, behaviors, actions and beliefs that flourishes with a clear set of
values and norms that actively guide the way an organization operates. I like to say that it is the taste,
smell and feel we can when we come in contact with the organization. This is the origin for the term,
“a fun place to work”. The culture does define the work environment to both the internal and external
customer. Many believe that culture is the environment in which your strategy and your brand lives
or dies. I, like many others, believe that creating the appropriate culture is one of the most important
factors in determine future success.

It has been almost a decade since we feverously created our vision and mission statements. In the
majority of organizations, you will usually find the mission and/or vision statements hanging on the
walls and they probably have not been revised in over ten years. Vision, to me, is the dream of the
organization usually provided by the leadership team. It is a view of what they would like the company
to look like in the future. The Mission Statement on the other hand should be the reason each and
every employee wants to come to work and exhibit a high achieving performance on a daily basis.

We used to break the mission down into purpose. Now, many organizations are translating the purpose
into core values or statements of excellence. This is where the organization needs to associate the
values with the culture. Make sure the values and culture reflect the same meaning to everyone that
enters the building. The culture has to be genuine.

Tips to Maximize Your Productivity

Productivity is getting the desired results by focusing on your high payoff activities
and spending little or no time on your low payoff activities. It is not rocket
science…just a commitment to excellence.

Here are some tips to help you maximize your productivity:

- Keep track and analyze your daily productivity so that you can improve right out of the gate.

- Stop wasting the first hour of your workday. Having the chat and first cup of
coffee, reading the paper, and socializing are the three costliest opening exercises
that lower productivity.

- Do one thing well at a time. It takes more time to start and stop work on each
activity. Stay with the task until it is completed.

Generational Difference at the School Bus Stop!

The difference in generations can be found at the bus stop - and it can be applied to your company today.

The loyalists told us over and over that they had to walk for miles through rain, sleet and hail to get to
school some five miles away.

The Baby-Boomers would have walked to elementary school if it didn't exceed a certain mileage, and if
it did, you would have bus service. Few would drive to High School.

The X and Y generation would rush to the bus stop and make it in the nick of time. Most would drive to
High School in vehicles their parents would die for.

Today’s generation today is driven to the bus stop mostly in Lexus’. All of the children remain in the
vehicle when the weather is too cold or hot (Below 50 or above 70). Only when the school bus comes
to a complete stop do they start to prepare for the 10 yard walk to the bus. No sense of urgency is
exhibited at any point in time. The pace was classified as “snail-like”.

Cars behind the stopped school bus are now backing up for miles. Most of the people in those cars will
now be late for work.

Their boss has heard this excuse before….but it is very real!

Resolution - Develop Leadership, Don't Train - The #1 Reason Leadership Development Fails

The #1 Reason Leadership Development Fails

Over the years, I’ve observed just about every type of leadership development program on the planet. And the sad thing is, most of them don’t even come close to accomplishing what they were designed to do – build better leaders. In today’s column I’ll share the #1 reason leadership development programs fail, and give you 20 things to focus on to ensure yours doesn’t become another casualty.

According to the American Society of Training and Development, U.S. businesses spend more than $170 Billion dollars on leadership-based curriculum, with the majority of those dollars being spent on “LeadershipTraining.” Here’s the thing – when it comes to leadership, the training industry has been broken for years. You don’t train leaders you develop them – a subtle yet important distinction lost on many. Leadership training is alive and well, but it should have died long, long ago.

This may be heresy to some – but training is indeed the #1 reason leadership development fails. While training is often accepted as productive, it rarely is. The terms training and development have somehow become synonymous when they are clearly not. This is more than an argument based on semantics – it’s painfully real. I’ll likely take some heat over my allegations against the training industry’s negative impact on the development of leaders, and while this column works off some broad generalizations, in my experience having worked with literally thousands of leaders, they are largely true.

An Overview of The Problem
My problem with training is it presumes the need for indoctrination on systems, processes and techniques. Moreover, training assumes that said systems, processes and techniques are the right way to do things. When a trainer refers to something as “best practices” you can with great certitude rest assured that’s not the case. Training focuses on best practices, while development focuses on next practices. Training is often a rote, one directional, one dimensional, one size fits all, authoritarian process that imposes static, outdated information on people. The majority of training takes place within a monologue (lecture/presentation) rather than a dialog. Perhaps worst of all, training usually occurs within a vacuum driven by past experience, not by future needs.

The Solution
The solution to the leadership training problem is to scrap it in favor of development. Don’t train leaders, coach them, mentor them, disciple them, and develop them, but please don’t attempt to train them. Where training attempts to standardize by blending to a norm and acclimating to the status quo, development strives to call out the unique and differentiate by shattering the status quo. Training is something leaders dread and will try and avoid, whereas they will embrace and look forward to development. Development is nuanced, contextual, collaborative, fluid, and above all else, actionable.

The following 20 items point out some of the main differences between training and development:

1. Training blends to a norm – Development occurs beyond the norm.

2. Training focuses on technique/content/curriculum – Development focuses on people.

3. Training tests patience – Development tests courage.

4. Training focuses on the present – Development focuses on the future.

5. Training adheres to standards – Development focuses on maximizing potential.

6. Training is transactional – Development is transformational.

7. Training focuses on maintenance – Development focuses on growth.

8. Training focuses on the role – Development focuses on the person.

9. Training indoctrinates – Development educates.

10. Training maintains status quo – Development catalyzes innovation.

11. Training stifles culture – Development enriches culture.

12. Training encourages compliance – Development emphasizes performance.

13. Training focuses on efficiency – Development focuses on effectiveness.

14. Training focuses on problems  - Development focuses on solutions.

15. Training focuses on reporting lines – Development expands influence.

16. Training places people in a box – Development frees them from the box.

17. Training is mechanical – Development is intellectual.

18. Training focuses on the knowns – Development explores the unknowns.

19. Training places people in a comfort zone – Development moves people beyond their comfort zones.

20. Training is finite – Development is infinite.

If what you desire is a robotic, static thinker – train them. If you’re seeking innovative, critical thinkers – develop them. I have always said it is impossible to have an enterprise which is growing and evolving if leadership is not.

Resolution - Retain Top Talent - 10 Reasons Your Top Talent Will Leave You

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Have you ever noticed leaders spend a lot of time talking about talent, only to make the same mistakes over and over again? Few things in business are as costly and disruptive as unexpected talent departures. With all the emphasis on leadership development, I always find it interesting so many companies seem to struggle with being able to retain their top talent. In today’s column, I’ll share some research, observations, and insights on how to stop the talent door from revolving.

Ask any CEO if they have a process for retaining and developing talent and they’ll quickly answer in the affirmative. They immediately launch into a series of soundbites about the quality of their talent initiatives, the number of high-potentials in the nine box, blah, blah, blah. As with most things in the corporate world, there is too much process built upon theory and not nearly enough practice built on experience.

When examining the talent at any organization look at the culture, not the rhetoric – look at the results, not the commentary about potential. Despite some of the delusional perspective in the corner office, when we interview their employees, here’s what they tell us:

• More than 30% believe they’ll be working someplace else inside of 12 months.
• More than 40% don’t respect the person they report to.
• More than 50% say they have different values than their employer.
• More than 60% don’t feel their career goals are aligned with the plans their employers have for them.
• More than 70% don’t feel appreciated or valued by their employer.

So, for all those employers who have everything under control, you better start re-evaluating. There is an old saying that goes; “Employees don’t quit working for companies, they quit working for their bosses.” Regardless of tenure, position, title, etc., employees who voluntarily leave, generally do so out of some type of perceived disconnect with leadership.

Here’s the thing – employees who are challenged, engaged, valued, and rewarded (emotionally, intellectually & financially) rarely leave, and more importantly, they perform at very high levels. However if you miss any of these critical areas, it’s only a matter of time until they head for the elevator. Following are 10 reasons your talent will leave you – smart leaders don’t make these mistakes:

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1. You Failed To Unleash Their Passions: Smart companies align employee passions with corporate pursuits. Human nature makes it very difficult to walk away from areas of passion. Fail to understand this and you’ll unknowingly be encouraging employees to seek their passions elsewhere.

2. You Failed To Challenge Their Intellect: Smart people don’t like to live in a dimly lit world of boredom. If you don’t challenge people’s minds, they’ll leave you for someone/someplace that will.

3. You Failed To Engage Their Creativity: Great talent is wired to improve, enhance, and add value. They are built to change and innovate. TheyNEED to contribute by putting their fingerprints on design. Smart leaders don’t place people in boxes – they free them from boxes. What’s the use in having a racehorse if you don’t let them run?

4. You Failed To Develop Their Skills:Leadership isn’t a destination – it’s a continuum. No matter how smart or talented a person is, there’s always room for growth, development, and continued maturation. If you place restrictions on a person’s ability to grow, they’ll leave you for someone who won’t.

5. You Failed To Give Them A Voice: Talented people have good thoughts, ideas, insights, and observations. If you don’t listen to them, I can guarantee you someone else will.

6. You Failed To Care: Sure, people come to work for a paycheck, but that’s not the only reason. In fact, many studies show it’s not even the most important reason. If you fail to care about people at a human level, at an emotional level, they’ll eventually leave you regardless of how much you pay them.

7. You Failed to Lead: Businesses don’t fail, products don’t fail, projects don’t fail, and teams don’t fail – leaders fail. The best testament to the value of leadership is what happens in its absence – very little. If you fail to lead, your talent will seek leadership elsewhere.

8. You Failed To Recognize Their Contributions: The best leaders don’t take credit – they give it. Failing to recognize the contributions of others is not only arrogant and disingenuous, but it’s as also just as good as asking them to leave.

9. You Failed To Increase Their Responsibility: You cannot confine talent – try to do so and you’ll either devolve into mediocrity, or force your talent seek more fertile ground. People will gladly accept a huge workload as long as an increase in responsibility comes along with the performance and execution of said workload.

10. You Failed To Keep Your Commitments: Promises made are worthless, but promises kept are invaluable. If you break trust with those you lead you will pay a very steep price. Leaders not accountable to their people, will eventually be held accountable by their people.

If leaders spent less time trying to retain people, and more time trying to understand them, care for them, invest in them, and lead them well, the retention thing would take care of itself. Thoughts?

Originally posted on Forbes.co
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