15. February 2012 by David Cegelski.

Today’s global leader differs from past such leaders in many ways:  more of a negotiator, better listener, builds consensus, holistic approach, and develops future leaders in a more integrated and collaborate manner. 

To learn more about this, check out this post from Harvard Business Review (and make sure you read the PDF on Developing the Global Leader of Tomorrow (about 2/3 into the piece). 

Click here to read. 

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4. April 2011 by David Cegelski.

In response to the calls and emails based on my two-part blog on The Importance of Mentoring, I’m listing some resources to help you further understand mentoring.  Keep in mind as you read through these that mentoring is “a structured and trusting relationship that brings professionals together who offer guidance, support and encouragement aimed at developing the competence and character of the mentee.”

I’ve found these resources helpful through the years as I mentor others, have been mentored, and in implementing mentoring programs for clients.

They are presented in no particular order but are grouped for your convenience.  You can find the books in traditional and online booksellers.  For the articles, you can find them all online.

Books

Coaching and Mentoring by Jane Renton

Mentoring at Work by Kathy E. Kram

The 2020 Workplace:  How Innovative Companies Attract, Develop & Keep Tomorrow’s Employees Today by Jeanne C. Meister and Karie Willverd

Articles

“Mentoring Millennials” by Jeanne C. Meister and Karie Willverd, Harvard Business Review, May 2010

“Finding a Mentor” Inc., Aug 6, 2002

“The Uber Mentor” by Elaine Appleton Grant, Inc. Sep 1, 2002

“Four Myths About Mentoring” by Amy Gallo, Harvard Business Review, February 1, 2011

“Mentors Make a Business Better” by Emily Keller, Business Week, March 20, 2008

“In Praise of the ‘Anti-Mentor’” by Keith McFarland, Business Week, May 15, 2007

“Why Mentoring Matters in a Hypercompetitive World” by Thomas J. DeLong, John J. Gabarro, and Robert J. Lees, Harvard Business Review, January 2008

Other resources

SCORE—www.score.org—they are a nonprofit organization offering free workshops, advice, and mentors to small businesses.

Menttium—www.menttium.com—offering mentor programs for women in leadership.

Center for Non Profit Management—www.cnmdallas.org—based in Dallas, they offer programs for non profit groups.

Center for Non Profit Success—www.cfnps.org—they offer programs and mentors for non profit groups in many major US cities.

Management Mentors—www.management-mentors.com—an organization dedicated to helping leaders and mentors thrive.

If you’re in a professional organization, they usually have a mentoring program.

And don’t forget the Small Business Administration—they offer a variety of services including individual mentors.

© Copyright 2011, Dynamic Growth Strategies.  All rights reserved. 

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8. February 2011 by David Cegelski.

So you think you want to be a mentor? 

Ok, fine.  Ask yourself the following questions…

1. Why do you want to do this?

2. What do you know that can be helpful to others? 

3. What do people say about you?

As you ponder these questions, keep in mind the following.

Why do you want to do this? 

Simply put, it’s not about you!  Okay, maybe a little but the focus isn’t on you.  Rather it is on the person you are mentoring.  Your motivation must be on how you can help the mentee.  It’s easy (and a trap) to talk about yourself during conversations.  To keep the focus in-balance, remember:

Listen, listen, listen.  Try to keep them talking 70% of the time. 

Keep an open mind.  This means “listen to your listening”—that little voice we all have in our head.  Sometimes it can get in the way of actively listening.

Ask questions to get them talking and to clarify their answers.  Prepare questions before each conversation, when possible, that provoke their thinking and analysis. Prepare follow-up questions.

Avoid telling personal story after story, endless examples, and meaningless anecdotes.  Instead, utilize your experience and expertise.  Choose the most meaningful and appropriate examples.  Never make up examples.  If you don’t have something to share, refer them to another person or resource.

What do you know that can be helpful to others?

Take the time to analyze your:

• experience—what you’ve done

• expertise—what you know

• resources—who you know (people and places)

A careful and thoughtful examination of these will help you determine, first off, if you are a good match for a mentee.  If so, it will help your conversations and, in particular, in choosing the best examples and advice.

Be candid and forthright in your discussions.  Give them a balanced view of what you know, how you learned it, and what you’re still learning.  Particularly that last one—by talking about what you are learning it will encourage their development.  You will be setting a good example!

Network in your organization, profession, and community—not only for you but you may need other people and places to refer mentees for information.  And we all know that networking is a key to success for so many reasons.  In doing so, you not only benefit yourself but you teach them the benefits from networking.

What do people say about you?

This may seem odd or uncomfortable when thinking about mentoring but you should spend some time honestly understanding what others say about you—your leadership, empathy, ability to communicate, knowledge, etc.  These are qualities that will be needed. 

Review and analyze performance reviews, feedback reports, and informal conversations.  Ask your closest confidants, colleagues, and those who know you best.  Look for common patterns and themes.  If you…

• are a good listener

• display a genuine interest in helping others

• have useful knowledge

• can make time for others

…then you should be a successful mentor.

If you don’t, simply refer the mentee to someone who you believe has these characteristics.  (And remember, it’s not about you…as said earlier.)

Becoming a mentor can be rewarding.  Helping someone else grow and develop by sharing your wisdom, experience, and knowledge is very satisfying.  Taking the time to determine if you have what it takes to be a mentor will help you and your mentee. 

© Copyright 2011, Dynamic Growth Strategies.  All rights reserved. 

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20. January 2010 by David Cegelski.

As a devoted UT Longhorn graduate and fan, it pains me to write this.  But as the inscription on the Main Building says “Ye shall know the truth and the truth shall set you free,” I am compelled to reflect on the absolute failure of Mack Brown as the UT coach at the BCS Championship.

I realize that my fellow Longhorn fans and Texas-Exes will want to revoke my degrees but hear me out.

He failed as a leader to prepare the team for when (not if) a key player goes down.  Such was the case early in the game by the great Colt McCoy.  Brown failed to have a succession plan, rally the team emotionally, and fully understand that it is a team sport.

Soon after McCoy’s injury two things became painfully apparent:

• Garrett Gilbert was not prepared to take over as quarterback

• The team was not prepared to function without McCoy

As to Gilbert, no disrespect whatsoever to him.  Frankly, after the first half he shined.  The future of the great UT Longhorns is secure!  However, Brown failed to adequately prepare Gilbert to enter the game. 

Brown had no succession plan.

Remember what I’ve discussed in earlier posts about succession.  It applies to this situation as well.  Simply put, while Brown had a successor to McCoy he had not adequately prepared him for action.  He did not give Gilbert enough time in real games for him to develop playing-time experience, develop leadership with the team, and for him to understand the emotional elements of being on the field.

Imagine yourself in a similar situation.  Your boss is gone.  You have to lead.  You’ve never really ‘done it’ other than a simulation (“practice”). 

No wonder Gilbert and the team were befuddled in the first half.

The other fatal error Brown made is related to succession.  He failed to prepare the team for the transition.  It was obvious that the team was shocked when McCoy went down.  Not only could you see it in their play but you could see it on the sidelines.  The entire organization was in shock.  Brown should have called everyone together to rally them.  That would have been an excellent use of a “time-out”.

Even more, Brown should have prepared the team for the inevitability by giving Gilbert more game playing time.  Doing so would have allowed a stronger bond for all as well as enabled the team to make the transition quicker.

And there was a third failure of Brown.  From the beginning of the season he had a dual focus on the national championship (team) and on the Heisman trophy (McCoy).  You simply can’t have these competing goals.  In doing so you ensure neither will be met.  A dual focus ensures a blurred outcome.  Brown sent a mixed message to the team.  And remember, football is a team sport.  Yes, it takes talented individuals—at least 11, not just 1.

Brown and other coaches (and all leaders) can learn from this debacle:

1. Prepare your team for change—it will happen and you don’t always control when it will

2. Rely on the collection of the team rather than just one person

3. Prepare each person’s replacement (successor) by giving them real-time experience

4. Always remember to manage the totality of a situation particularly during a crisis—your team needs you more than ever

I would be remiss in not ending this by saying that I’ll always be a Longhorn fan.  And as I was taught on the Forty Acres, that means rigorous debate is welcome and encouraged.

Hook’em Horns!

© Copyright 2010, Dynamic Growth Strategies.  All rights reserved. 

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22. September 2009 by David Cegelski.

Today marks the end of summer.  As I reflect back on this past season, one thing sticks out as a problem for me.

Have we all forgotten that the word ‘vacation’ comes from the word ‘vacate’?!

This summer I don’t know of anyone who really vacationed.  Sure, they went somewhere but they didn’t really vacate their jobs.  During their time of relaxation they were attached to their phone, computer, etc.  They really didn’t leave work.

Ok, you’re probably saying that I’m some sort of lunatic.  Come on, given the economy it was only prudent to stay connected to the office.  If that is the case, then you’re failing as a leader.

Yes, you are.

A leader must train their team so that they become self-sufficient.  Doing so not only allows for greater commitment, creativity, and loyalty from the team but it also frees up the leader to concentrate on further developing the organization (including their own development).

So why do so many of us believe we have to stay connected when on vacation?  I think it’s actually due to several reasons:

• Deep-down we don’t believe they can function without us

• We are the reason—the main reason—for the success of the organization

• We like to be in control

• We like to be ‘missed’ so to prove our importance we check-in

• It’s much easier to keep up on vacation rather than have a pile of messages waiting for you when you return

• Technology is cool, allowing you to stay connected

Imagine the messages this sends to your team.  The lessons regarding trust, communication, and daily operations remind them, sometimes nonverbally, that they are subservient to you and your knowledge.

Ask yourself, do you shop at Wal-Mart because of Sam Walton?  Do you drive a Ford because of Henry Ford? 

What we can learn from these leaders is that they knew that their legacy was in their leadership.  They created organizations that have sustained the test of time.  They built companies based on collective success rather than personal power.  If they had not, these companies wouldn’t exist today. 

I once had a manager who required me to call in every few days while on vacation.  I was puzzled why she required me to do so since we had worked together for several years, nothing major was happening while I was out, etc. but nonetheless, I called in every other day.  When I got back, I expensed the calls.  She was irate.  I said that I felt it was justified since she required me to do so.  She took the case to HR and Finance.  Interestingly, they both backed me saying that since she required it, the company had to reimburse me.  While I’d like to say I taught her a lesson, she actually taught me a lesson.  From that day on, I learned the value of leadership and trust.

This same lesson was reinforced last year when I advised the leader of one of my nonprofit clients to take the full-month off and not call or log in.  In discussions, I knew that he was beyond a reasonable limit of stress and was no longer effective.  He did so and came back renewed.  Unfortunately, his organization was incensed.  His board called for his resignation and cited his lack of leadership—he abandoned them.  In talking with several members of the board, it became clear that they had unrealistic expectations for him.  Eventually, he left the organization.  All had lost trust.  Sadly, no one came out a winner in this situation.

And don’t forget the ‘other side’ of these lessons.  Just think about the messages you are sending to your family and friends when you spend valuable vacation time with them logging and calling in.  Who is more important?

So let’s all work hard to put the ‘vacate’ back into ‘vacation’.  Show leadership by trusting others.  Model effectiveness by organizing others before you leave.  Use technology rather than be abused by it. © Copyright 2009 Dynamic Growth Strategies.  All rights reserved. 

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14. May 2009 by David Cegelski.

Given the circumstances many businesses and organizations find themselves in during this tough economy, I expect they’re struggling with the question of how to motivate employees.  I bet they’re wondering how they can not only keep people focused but, more importantly, how can they retain the talent with dwindling financial resources (not to mention that many ‘cool’ projects are on-hold because of the tough economic situation).

Frankly, it’s easy.  And no matter what you believe, it doesn’t cost much.

Take a look at the following list and pick the one thing that is most mentioned as the key motivator for employees:

1. money

2. extra time off, with pay

3.  the best benefit plan—health, dental, 401K, stock plan, etc.

4. clear understanding of their role and objectives

5. oak plaques, crystal sculptures, and trophies

6. nice office architecture, design, and workplace

If you chose #4, you’re right.

This shouldn’t be a surprise because the answer has been virtually the same for more than 65 years.  Whether you believe Abraham Maslow’s Hierarchy of Needs (in his 1943 article “A Theory of Human Motivation”), Frederick Herzberg’s Motivator-Hygiene Theory (in his 1959 book The Motivation to Work), or the recent work of Marcus Buckingham and Curt Coffman in their 1999 best-seller First Break All the Rules.  In their book, based on extensive research on employee satisfaction and motivation conducted for over 25 years by Gallup, they find there are 12 factors that motivate (listed in order of importance):

1. Clear performance expectations.

2. Materials and equipment to do the work right.

3. pportunities to do best work.

4. In the last 7 days, I have received recognition for good work.

5. Someone at work seems to care about me as a person.

6. There is someone at work who encourages my development.

7. In last 6 months—someone has talked to me about my progress.

8. My opinions count.

9. The company mission makes me feel my work is important.

10. Co-workers committed to quality work.

11. A best friend at work.

12. Opportunities to grow and learn.

And when you add the recent information from Rick Tate and Dr. Julie White in their book People Leave Managers…Not Organizations!, you can’t deny that the factors that motivate and inspire people are clearly related to strong leadership, exemplary management, and processes to support productivity. If you’re still not convinced, honestly answer these questions:

• “When was the last time I was really excited about work?  So excited I told everyone how wonderful work was.”

• “When was the last time I hated my job?  I was miserable.”

If you’re like most, your answers will confirm what we’ve known about motivation for over 65 years. 

Bottom line, it’s the work assignments, strong leadership, total work environment, and simple recognition that motivates people.

That said, I’d be lying if I didn’t admit that there are times in one’s life—back to my broke college student days—where money did ‘motivate’ me to stay in a job.  Surely there are times in all of our lives where we work just to survive.  But we don’t thrive in those jobs.  I think it’s just a combination of reality and practicality. 

So what are the lessons from all this?  Actually I think this is quite appropriate and timely to these tough times we face today.  Leaders should:

• set clear goals and provide ongoing feedback

• recognize people simply yet sincerely for a job well-done (a thank-you goes a long way)

• build a work environment that encourages creativity, involvement, and development

The smart leaders will do these three things.  Others will just look to bonuses, big offices, incentive trips, and crystal sculptures to reward and motivate people.  Keep an eye out for these managers—their people might be looking for a job soon. 

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24. March 2009 by David Cegelski.

Okay, we can all agree we’ve heard enough about AIG and most likely we’ve all formed an opinion.  I’d ask you to put your opinion aside just for a minute and consider the following case as I think it is quite instructive not only for AIG but for all organizations struggling with issues like executive bonuses and employee retention.

Partnair Flight 394 crashed on September 8, 1989 off the coast of Denmark enroute from Oslo to Hamburg.  On board were 50 employees of Wilhelmsen Lines—including the entire executive team.  All were killed.  Read the account here.

In an instant, the entire brain trust of the company was gone.

Given the rhetoric and messages coming from so many companies about the need to retain talent, you would expect that this catastrophic event clearly closed Wilhelmsen.  No!  In fact, today the company is stronger than ever and is a leader in oceanic transport and shipping.

Was it easy for them?  Clearly no.  Besides the obvious mourning for the company, employees, and even their customers, the company learned a couple things from this experience:

1.      Management must share leadership with all levels of employees.  They must create an environment where people are motivated, empowered, and have the resources to make things happen.  Avoid placing all responsibility on a few people.

2.      Always prepare the next level of managers and leaders.  Actively develop, train, and coach people who can step-in once key people leave the organization.  This requires organizations to enact strong succession planning processes.

Does this work?  Yes.  Just look at Wilhelmsen today—they are stronger, have a greater market share, and are one of the top admired companies in their industry and worldwide.

How do you get started?

First, it takes management that is willing and eager to share responsibility for decision-making, directing the company, and that will enthusiastically listen to employee input (without stifling creativity or honesty).   

Second, it means that companies must build sustainable succession planning programs.  Such programs must start with a clear understanding of critical roles, functions and processes that must be protected to ensure normal operations.  From there, consider the following steps:

1. Determine future needs of the organization—processes, roles, products, competencies
2. Assess current jobs, employees, and departments—compare them to future needs
3. Scan the external environment—benchmark competitors, customers, and your pipeline
4. Build a robust performance management system—provides performance feedback and identifies key personnel
5. Invest long-term development in key personnel—training, coaching, job assignments, and yes—compensation
6. Periodically review your program—annually at least, more frequently during turbulent times

So what are the implications for today?  Just re-read the two lessons Wilhelmsen learned from this tragic incident.  Put aside the emotionally-charged language coming from all the pundits—corporate executives, politicians, media, etc.—and concentrate on building an organization that can withstand anything, even the loss of key staff.  It can be done.  It has been done.  It must be done!

Check back next week when we’ll look at the Partnair case study from a different angle—that of the airline.

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