3. May 2012 by David Cegelski.

In a recent meeting with a client, we were discussing ways to increase productivity and commitment among their employees and management.  Through the course of our discussion, I learned this problem is manifesting in several ways:

• employees are often late in meeting deadlines and the quality of their work is, at best, adequate

• in their call center, customers routinely request to speak to a supervisor rather than deal with a first-line representative (supervisors are frustrated with taking so many calls)

• overtime is skyrocketing because projects have to be re-worked at the last minute

• as CEO “he’s tired of having to answer question after question”

In the same discussion, I asked the CEO to characterize the culture he has created.  He started by saying that he trusts his team and that he empowers them.

I then said “empowerment is a myth”.

He looked at me—bewildered and little miffed.

He said, “but I always say things like ‘I empower you to get this done on-time!’  I’ve been taught from others that this is how you get people motivated.”  Alas, I said that he was neither empowering nor motivating someone by his words.  Instead, he was just telling them what to do, when to do it, and probably implying how to do it.

I went on to say that you can’t empower anyone.  Rather, you can only create an environment where people will use the power they already have.  I confessed to him, then, that the usage of “empowerment” was a pet peeve of mine.

Long ago I learned the important nuance behind this definition of the word.  In considering these differences (from the traditional thinking about empowerment), means that as a leader you must create an environment which contains:

1. trust—consistent behaviors that display respect, sincerity, support, and that also parallel your own words

2. freedom—an environment that encourage innovation and creativity in solving problems and delivering on promises while also providing acceptable, and well-explained, parameters

3. communication—realization that everything you do sends a message whether it is spoken, demonstrated, or otherwise conveyed

We then talked about these elements and, in particular, their presence in the four examples mentioned early.  He quickly realized that he had created an environment where no one felt they could make a decision, solve a problem, or even complete an assignment without checking and double-checking with him.  In essence as he put it “I have a powerless team.  And I bet people will start leaving now that the job market is improving.”

I said I would not go that far yet as there were no other signs that people were looking to leave the organization.  Yet, he needed to adjust the culture to prevent this.  And to prevent what I think is even worse—people who mentally leave a job but keep coming into the office.  Such behavior is completely counter-productive and can work to demoralize an organization.

He then asked how to start the change.  I recommended that he begin by first publicly telling people that he has inadvertently created this power-less culture.  Then, and most importantly, he has to grow the new culture with his behavior.

About a week after this, I had the chance to attend his all-employee meeting where he talked about changing the culture.  He did a very good job at being clear about the past as well as the future.  He talked about why things had to change.  And he candidly spoke about his role in creating the situation.  He was forthright and genuine. 

And he never mentioned the word “empowerment”.

In our last meeting he was ecstatic.  Why?  Because he had just hung-up with his biggest customer who said they had noticed that his employees were more attuned to the issues and were providing consistent, helpful information. 

What made him beam was that he was not fully aware that this was happening.  Yet, he admitted that he had noticed that he wasn’t getting the usual complaints from the customer, his management team, and even employees.  And he noticed that he now had time to work on expanding the company rather than worrying about the daily operations.

That’s the beauty of creating an environment where people utilized their innate power to advance the organization.

© Copyright 2012, Dynamic Growth Strategies.  All rights reserved. 

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21. March 2012 by David Cegelski.

Congratulations to those companies recently recognized by Ethisphere as among the most ethical companies in the world.  To read the full list, click here.  (And congratulations to two companies we have worked with for making the list–Microsoft and Texas Instruments.)

You may also want to browse through their website as there is some useful information and resources.

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30. November 2011 by David Cegelski.

In today’s competitive climate, the need for ethical leadership is stronger than it has been since the Enron-Andersen scandal over a decade ago. 

From the boardroom to politics to government to the sports arena, we are bombarded with examples of leaders who choose to make an ‘easy’ decision rather than the ‘right’ decision.  Often they claim that they technically did nothing wrong.  Yet, ethically they are guilty.

In the tough and competitive times we are in, leaders are tempted to explore all opportunities to increase efficiency and higher profitability.  True leaders, however, will keep in mind the following ethical principles.  Doing so, they will ensure they maintain an ethical culture while providing exemplary leadership.

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20. September 2011 by David Cegelski.

Recently I’ve worked with several organizations to build an Advisory Board.  On a basic level, the purpose of an Advisory Board is to provide advice and candid feedback to your organization–regardless if you are for-profit or are a nonprofit.  Such boards provide keen insight for leaders and can serve to propel an organization into new areas.  The following is a brief introduction as to the purpose and composition of an Advisory Board.

Purpose

Enhance your business and organizational knowledge and capabilities through planned conversations with experienced and engaged advisors

• Increase financial health, services scope, and product portfolio

• Build overall leadership acumen through exposure to divergent, experienced opinions

• Increase personal and business network resulting in potential customers/donors, suppliers, and allies

• Create a mechanism for honest feedback regarding ideas, plans, and products

Composition of Board

An ideal Board will include: (and note that while these characteristics are generally written for a business, they can easily be adapted to a nonprofit organization)

• Key customers, particularly those with long-term experience with you and in the industry

• Key suppliers, recognized for their operational expertise

• Financial professionals–bankers, financial advisors, capital managers, or those with similar experience

• Coach or advisor–professional consultant to similar businesses, industries, and situations

• Sages–experienced professionals in your field, those with many years of experience, and those with a proven record of success

• Additional members who have a genuine interest in your organization and industry

• Recognized community and industry leaders

And for nonprofits, consider key donors, patrons, and those who are connected extensively in your service-providing area.  These leaders should be aware of historical, cultural, and future variables that can guide you and your organization.

Optimal size for a Board is 6-12, depending on your size, strategic plan, budget, experience, and growth plans.  In some situations a larger Board may be warranted, particularly for nonprofit and educational institutions.  And as can be the case with nonprofits, an Advisory Board may be a subset of the Board of Directors.

You should consider the potential for Board members to collaborate not only with you but with each other when choosing members.  To aid you, employ your professional contacts to determine if Board members will not only help you but will be able to work with other members.  Use caution and prudence when determining final Board membership.  Nothing is gained if you have Board members who will not participate fully, professionally, or honestly.

Spend time with each Board member so there is mutual understanding as well as the foundation for trust and respect.  This begins in the selection process and continues during the course of their term.

It is a good idea to have staggered Board terms so that there is some continuity.  You may have to balance this need with the potential commitment from the Board member. 

Lastly, spend some time with annually with your collective Board on development.  It’s not necessary for an “annual retreat” yet there is wisdom in planning discussions, setting annual objectives, and creating avenues for forthright feedback.  And certainly spend some time fostering collaboration and professionalism among the Board members through planned activities.  Think creatively and strategically in developing your collective Board.

At the core, Advisory Boards can build stronger leaders who can lead stronger organizations.  These trusted advisors can be your best source for development and growth.

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

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8. June 2011 by David Cegelski.

Lead by example.  I’m sure you’ve heard that phrase once or twice. 

For me, the first real instance I can recall that it became meaningful was when I was a junior at The University of Texas at Austin.  Among many student activities I was involved with, I was particularly engrossed with movies.  I joined the Film Committee of the Texas Union (student center).  We got to pick the movies, got discounts, and got to talk about movies a lot (usually over libations in the Cactus Café or Tavern). 

My junior year I was the Chairman of the Film Committee.  It was a great experience and I really had a wonderful committee.  I concurrently served as a board member of the Texas Union Program Council (TUPC)—comprised of all the committee leaders. 

At this same time in UT-Austin history, there was no student government as it had become such a joke that it was abolished. Because of the void this created for the university administration, they quickly turned to other organizations for insight into the student population.  The Texas Union was probably one of the few, campus-wide organizations and they, therefore, closely listened to their leaders.

The TUPC board I was on was led by a wonderful leader, Darren Walker.  I admired his ability to remain cool, forthright, and fair even when things became tough and controversial.  Likewise, he was the kind of guy you could trust implicitly.  Today he continues to use these qualities at the Ford Foundation.

In the spring of 1982, I considered running for the TUPC board chairman as Darren was graduating.  I was encouraged to do so by many of my board colleagues.  So I thought it was wise to chat with Darren before making my decision.

We met for lunch near campus and I quickly asked him about his experience as chairman.  He simply said “You can’t buy beer at midnight in Safeway in your dirty, beat-up shorts and t-shirt”. 

I remember laughing.  He wasn’t laughing.

He went on to say that as board chairman you were a student leader 24 hours a day, particularly while in Austin.  You could not have a lapse in judgment—not even a perceived lapse in judgment. 

He relayed a story where he was “caught” buying beer and munchies at midnight at Safeway and that he looked quite the sight!  He’d been working all day and wasn’t at his best.  He said he knew he looked like a bum—like a college partier on a bender who needed more beer.

Ironically, the beer wasn’t for him.  But that didn’t matter.

It was all about perception. 

He counseled me that if I wanted to take the board chairmanship I had to become comfortable with a public life—in deeds, words, and perceptions.  He continued to underscore that you couldn’t “shut off” your public life just because you were off-campus or at a private place.  No, you were leading all the time.

And he ended by saying that if you don’t understand this “life in the fishbowl” and self-monitor what you do and say, then you automatically erode your credibility and trustworthiness.  You do so with the administration, fellow students, and even the Austin public.

Wow, I didn’t expect to hear this from him that day.  I expected to hear about politics, meetings, juggling invitations, etc. 

As I remember this story often, I am continually reminded that it has powerful lessons for all leaders. 

“You can’t buy beer at midnight in Safeway in your dirty, beat-up shorts and t-shirt”.

As a leader, people watch and listen to you.  They do so because they trust and respect you—your thoughts, behaviors, advice—and especially your judgment. 

And if, through your own poor judgment, you do something to harm or lose their trust and respect, you’re no longer a leader.

© 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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9. November 2010 by David Cegelski.

In Sunday’s The Dallas Morning News they announced the top 100 places to work. In both the announcement as well as in a column by Cheryl Hall, it was clear that the key factor (not just a key…but the key) in these companies was their solid leadership.  They cited examples of communication, motivation, setting clear objectives, giving feedback, and being clear on business progress as being the clear determinants for success in these top companies.  Since these topics have been discussed in this blog, I thought you might like to read what was said about these real examples of leadership in action.

For the article on the top 100 click here.

For Cheryl Hall’s column click here.   

© Copyright 2010, 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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12. November 2009 by David Cegelski.

It occurs to me that we’re entering the season of performance appraisals, year-end reports, budget planning, and other such evaluative activities.  I’d like to spend the next few months with some first-hand stories of feedback I’ve received—the good, bad, and the ugly stories.

I hope these will enlighten you, encourage you, and help you ponder the types of feedback you’ve given and received.

I’m going to begin with a recent episode from a colleague we’ll call “Barbara”.

We were having a working lunch preparing a joint proposal for a client.  After our work was done, we chatted about how things were going for both of us.  Soon the conversation veered into marketing and customer relationships.  During the conversation she made reference to using the web, particularly blogs, to gain attention.

I proudly mentioned my blog.

She smiled and said she’d read it.  And found it a bit, well, boring.  Okay, she didn’t use the exact word “boring” but I knew what she meant.  (I think she used the word “flat”.)  She went on to say that a blog needs to catch someone’s attention and engage them.  She summarized that mine was full of information but read more like a lecture.  She said make the blog personal and include just a bit of information; don’t overload.

Okay, I was a bit hurt.  But, she was right.

The lesson I learned from this was that it took courage for her to be honest with me.  Her feedback was pointed and not personal.  Rather, she conveyed her message in a professional manner and took the time to explain what she meant.  She didn’t attack me, my ideas, or what I’ve done.  Instead she offered a candid assessment and suggestions for improvement.

Isn’t that what feedback is supposed to do?

Thanks, Barbara.  Now I expect some feedback on this new blog posting! © Copyright 2009 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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20. August 2009 by David Cegelski.

Last week I attended a webinar on Mastering Change conducted by Linkage, Inc.  Normally when I attend such things I find they are rather mundane and rarely apply to what I’m doing.  However, this one hit a nerve for me and I thought it was worth sharing some of the lessons and tips.  The following comes from their research as well as the work of such noted authors and researchers as John Kotter, Peter Block, and Albert Humphrey (the grandfather of SWOT Analysis).

Given the situation facing so many companies and organizations right now, the temptation is high to jump on any change (new product, process, person, etc.).  With the tough times we’re experiencing, everyone is searching for solutions and answers. 

I’m working with two excellent companies right now and this struggle is real and a sense of urgency is prevalent.  So I think it’s worth pondering what to consider before making a hasty decision.  (And to avoid what I like to call the “Fire-Ready-Aim Syndrome”.)

Before embarking on a wide-scale change effort, consider the following questions:

1. Is the leadership team aligned?

2. Have you objectively and thoroughly identified the problem?

3. Have you outlined potential questions with appropriate answers?

Avoid the following traps when undergoing such a change:

• Not building a strong business case.  Ensure you have researched all aspects of the change including effects on business operations, organization, people, customers, and your community.  Conduct a thorough SWOT analysis.

• Jumping to action.  It’s easy to look for “the” solution rather than conducting a thorough analysis of your needs and wants as well as what you need to protect.  Beware of jumping on the bandwagon (doing what everyone is doing). Beware of the shiny penny.

• Failure to get commitment from key stakeholders.  Spend the time up-front enlisting the support of the leadership team, owners, and other key individuals who will be critical to your success.  Listen openly to what they say and resist the desires of one for the mandate of most.

  Ironically, I found myself guilty of all three traps last week!  Truth be told, I am prone to Fire-Ready-Aim Syndrome.

  A client questioned the progress of a project—they wanted to slow it down.  At first, this frustrated me but over the course of the week I’ve come to see the wisdom of their actions, particularly as I was reviewing my notes from the webinar.  So for all of us, remember that such change takes time and patience—and an attention to the process.

   

  © 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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14. April 2009 by David Cegelski.

About a week ago I presented several sessions at the annual Camp West conference.  (Camp West focuses on the summer and day camp market for Western US.).  At the end of one of my sessions, a guy approached me with a question.  He’s a new Camp Director and was struggling with the following question:  “How can I get my staff to like me?”

I immediately had a flash-back to a similar situation with one of my favorite bosses while I was at Nortel.  Wayne Higgins had a wise way of leading and teaching.  He once posed the question to me “As a manager, do you want to be liked or respected?  You can’t have both.”

This is a really good question to think about.

Sometimes to be liked, wrong decisions get made.  Focusing on what others think about you, you’re guided by the need to build transactional and transient positive feelings.  Not always does this translate into a long-term relationship.  Things are said (or not) in order to preserve or build a false sense of loyalty, friendship, or simply not to ‘rock the boat’.  Being liked is an outcome—an end.

To be respected means, I’ve found, speaking the truth.  And yes, you have to do so in a way that is straightforward and honest—the essence of respect!  It doesn’t mean you have to be blunt; rather that you speak as you would like to hear the same message as you were on the receiving end.  Respect, while harder to earn and maintain, usually will supersede likability in the long term.  Being respected means having to work on the relationship every day.  It is not an end.

And the neatest thing can occur when you go for respect, you can be liked!  However, I’ve found that if you go for being liked, you are not always respected. 

If you factor in the concept of trust—it becomes even clearer that respect should be your ultimate goal.  How many times have you heard (or maybe said yourself) “I like him, but don’t trust him.”  With respect, trust grows from a basis of shared experiences, discussion, and agreements.  Surely the linkage between trust and respect is stronger than that of likability.

So back to the guy at the camp conference.  I mentioned to him that there are a few things you can do to build a lasting, respectful relationship.  These include:

1. Speak only for yourself and truthfully

2. Listen to others and learn how to truly keep an open mind—dialogue, don’t debate

3. Guide people by words and examples

4. Give feedback when you believe others are receptive to hearing it and give complete, behavioral examples

5. Avoid gossip, innuendo, and assumptions

I ended my conversation with him telling him that even though I haven’t worked with Wayne for over 8 years, I still respect him as a leader, manager, and example of how to treat people.  That is not only a long-lasting memory but it is a valuable lesson.  It continues to be so today.

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31. March 2009 by David Cegelski.

Last week I outlined the lessons learned from the tragedy of Partnair Flight 394 with a focus on Wilhelmsen.  Now, I’d like to look at the lessons from the other company involved in this incident—Partnair.

Prior to the crash, Partnair made a few strategic decisions which contributed to this disaster.  Faced with economic and regulatory pressures, they decided to:

• send the plane to Canada for servicing before the crash
• use parts that were neither original nor within the specifications for the plane
• have them installed and then used by untrained personnel

While none of these alone necessarily constituted anything illegal, the cumulative effect resulted in the crash that killed 55 people (50 from Wilhelmsen and the 5 crew).So what’s the significance of these three strategic decisions?

Sending the plane to Canada for repairs would seem okay except that Norway (where Partnair was located, chartered, and subject to aviation regulations) and Canada did not share the same regulations on aircraft repair, parts, and training.  It has been determined that Partnair intentionally made this decision to save costs and time.   

Hinges and bolts installed on the plane while being serviced directly caused the plane to crash.  This is the conclusion of both the Norwegian government and aviation investigations.  Both found that inferior and used parts were installed.  And while neither directly concludes that these actions were criminal, both agree that the actions were highly irregular and outside the normal operations for airlines.

The parts were installed by technicians not fully trained on the particular air craft.  Not only did the investigations determine the parts were inferior but that their installation was inferior.

And so the lessons from this disaster have implications for companies during today’s tough times:

1. If you decide to ‘cut costs’ do so only in non-critical areas.  If you decide to substitute inferior parts, products, and suppliers understand the implications.  Think carefully and critically about such decisions.  If such cuts have the potential to sabotage your core business, think again.
2. Choose your vendors and business partners wisely—particularly those who contribute directly to your operational excellence.  Ensure that they follow standard procedures, utilize proper parts, and meet accepted levels in their training and documentation.

And the ultimate lesson?  Several months after the crash, Partnair ceased operations.  Burdened by financial losses, they could not operate any longer.  That’s an interesting contrast to Wihelmsen, which survived this terrible ordeal.

In summary, the tragedy of Partnair Flight 394 teaches valuable lessons:

• prepare your company for the future—people and processes to sustain any unforeseen event
• create an environment within your company that shares leadership, encourages creativity, and breeds commitment
• ensure decisions on costs, suppliers, and processes are aligned to your core business and do not have the potential to cause catastrophic outcomes for you, your company, or your customers

And these lessons cycle back to AIG and others who are paying big bonuses while operating in these tough times.  Keep a laser-trained focus on all aspects your business, trust your people, and plan for the future.  The bonus debate may prove to be a red-herring diversion from this focus.

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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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16. February 2009 by David Cegelski.

What leaders and companies should do during tough times Recently, several clients asked me to summarize what leaders and managers must do during tough times–like many organizations are currently experiencing.  I did some research on how companies not only survived but thrived during the Depression, researched several sources and business publications, and talked with a few clients I know who have come through tough times in an improved state.  Here, then are 7 things leaders should do during tough times.

1.       Ensure current customers are satisfied

2.       Address aggressively all aspects of their financial management

n  Spend wisely

n  Shed less profitable functions

n  Work with your vendors

3.       Increase your public presence

n  Marketing and PR are critical, be smart

4.       Manage your pipeline and distribution carefully and deliberately

5.       Focus on performance and human capital

n  Keep top talent and actively manage poor performance

n  Build synergistic teams

6.       Invest prudently in R&D– innovate

n  Add new products and services

7.       Become creative in sales

n  Financing

n  Negotiation

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