no ka oi - a simple principle of leading at a higher level …

“No ka oi” is a Hawaiian phrase meaning “The Best!”  I had several opportunities as a kid to come to the Hawaiian Islands.  I was brought up being taught life lessons based on the Spirit of Aloha.  Coming to the islands now as an adult always reminds me of the importance of these life lessons.

Sitting on my lanai here in Kapalua, on the Northwest coast of Maui, I can’t help but think about how these life lessons are really applicable to leadership in life.  So much of what is referred to in the mainstream of business as “leadership principles” really is no more than simple life lessons and principles of healthy living.  Effective leaders are grounded in the simple ways of life and understand the simplicity of good living.

While I am not proposing these two principles to be hallmark or in any way the most important, I am simply saying that they have been the most important to me on this particular visit to the Islands.        

1.       No Ka Oi.  Leaders need to be driven by intrinsic passion to “be the best.”  A passion that helps them get out of bed each morning and with eagerness head off to do what they love to do.  Having a passion to be the best is also part of what I commonly refer to as “leading at a higher level.”  There is a clear difference between “average” or “mediocre” leadership and leading at a higher level, which includes passion, drive, and emotional commitment to excellence.  Embracing change and creating results comes when leaders are passionate about what they do day-to-day.   I am recommitting myself to the “no ka oi way” by renewing my commitment to excellence.  I encourage you to do the same in your life, both personally and professionally.

2.      Celebrating the Good.  It is pretty easy to see and celebrate the good in life while in Maui.  No other place in this world seems to make me realize this more.  I am currently surrounded by so much beauty; from the deep blue ocean, the swaying palms, the brilliant rainbows arching from end to end, to the simple sounds of geckos chirping while I try to sleep.  There is beauty all around.  So much to celebrate.  But you know, as I stop to think about my day to day professional life and the lives of clients that I serve (whether in Chicago, Central City, Long Beach, Scranton, or Mumbai), I quickly realize that there is an absolute abundance of good to celebrate there as well.  From seeing and celebrating the talents of others to recognizing the potential in products or services.  There is beauty all around in this area of my life as well.

I am going to be more committed to the “no ka oi way” and to celebrating the good in life.  Stop and think for a moment about how you too can join me in this crusade.  While it is just one simple element of life and of leadership, I am convinced that these two principles can make all the difference in the world.

attitude is everything …

Why do some people seem to reach the top of the corporate ladder easily, while others remain stuck on the middle-management rung? You might think that it is just because those people have more of what it takes to succeed, like brains, talent and powerful people in their corner. But there is something else that is just as important: attitude.

Dr. Martin Seligman, an authority on optimism, discovered that attitude was a better predictor of success than I.Q., education and most other factors. He found that positive people stay healthier, have better relationships and go further in their careers. And he even found that positive people make more money.

Dr. Donald Clifton, the Father of Strengths Psychology and the Grandfather of Positive Psychology, convincingly persuaded the world that if one can identify, appreciate, and maximize their natural abilities, they will prosper personally and professionally. By placing attention on the positive, more positive will come.

Anyone can adopt the right attitude.

No matter where you are from or how much innate talent you have, the right attitude can make a difference in your career. Try adopting these 10 attitudes of successful workers:

 

1. I am in charge of my destiny.

If you spend your entire career waiting for something exciting to come to you, you will be waiting a long time. Successful professionals go out and make good things happen. So commit yourself to thinking about your career in an entirely different way. You will make it to the top, and you are in charge of making it happen.

2. Create a mental image based on the possibilities.

Think that there is no way you will ever be at the vice-president level? Then you definitely won’t. Remember: If you think you can’t, you probably won’t. Adopt the attitude of The Little Engine That Could — “I think I can.”

3. No task is too small to do well.

You never know when you are going to be noticed. That is one reason to take pride in your work — all of it. Character is made up of the string of decision and small tasks you undertake in life. Remember this the next time you feel like slacking because you are working on a menial task.

4. Everyone is a potential key contact.

While you do need to be aggressive in the workplace, you can also go far by being nice to those around you. Do you think it’s unimportant to establish a good rapport with your boss’s secretary? Well, just try getting your meeting squeezed onto the schedule when you really need it. Be courteous to those around you — you never know when your past contacts will play a role in your future. By reaching out to others, you will gradually surround yourself with a network of strength.

5. I was made to do this job… and the one above me.

If you spend your days feeling like you are not cut out to do the work you are responsible for, your performance will suffer. Successful workers act like they are in their dream job, no matter where they are. While your job may not be the perfect fit, make sure your job is able to utilize your natural abilities on a regular basis.

6. It’s not just what I know, but who I know.

Successful workers understand the importance of networking, both in and out of the office. You need to proactively establish professional contacts. Invite a colleague out to lunch. Go to the after-work happy hour. Join your professional association. Do your part to establish a networking path for your future. Basic rule: Give first.

7. What else can I do?

Since you are in charge of your destiny, it’s your job to look for ways to improve your professional self. Volunteer to take on an extra project. Learn a new skill that will make you more marketable. Stay late to help your co-workers. Successful workers don’t just complete the job and sign out — they look for additional ways to make their mark.

8. Failure will help pave the way to my success.

While it seems like some people never experience setbacks, the truth is everyone fails from time to time. The difference between successful and unsuccessful people is how they deal with failure. Those who find success are the ones who learn from mistakes and move on.

9. I am my own biggest fan.

Have you been waiting for someone in the office to recognize your talents and efforts? Successful workers know how to point out their achievements without sounding boastful. At a minimum, tell yourself that you are doing great work. Self-talk can be a powerful motivator.

10. My opportunity monitor is never turned off.

Yes, there will be days when you will want to just be happy with the status quo. But remember that successful workers are always on the lookout for opportunities to improve. Keep your eyes, ears and your mind open to new opportunities — you never know when you will discover the one that will change the course of your career!

 

the value of employee engagement …

I have been a scholar of the concept of Employee Emotional Engagement since the late 90’s when the works of Donald Clifton and others from The Gallup Organization hit mainstream. I have continued to be more and more convinced of the value of building engaged workforces. The data speaks for itself in providing evidence that employee emotional engagement is a significant predictor of primary business outcomes such as productivity, profitability, customer loyalty, and staff retention (see First Break All the Rules; What The World’s Greatest Managers Do Differently by Marcus Buckingham and Curt Coffman for starters). Employee emotional engagement is a vital element of the human capital in an organization. If you, as a business leader, want to maximize your human capital, engage your employees!

Just what are the benefits of focusing on employee engagement? When business leaders foster engagement, employees contribute more to the organization; they are more committed, loyal and satisfied. Engaged employees are also vital to creating a core group of employees that lead organizations, shape cultures of growth, and establish norms of excellence. They are connected to co-workers, management, and other stakeholders.

Keep in mind that engagement is an emotional process. When employees connect to an organization on an emotional level, allow for their personal identity to be connected to the organization, and feel a sense of pride because of their association to the organization, employees are willing and able to bring their best to the organization. Aside from the emotional aspect of engagement, engaged employees experience a shift in mindset that is focused on what’s right in an organization. More and more, engaged employees see the good because that is where their focus is. By seeing the good, celebrating the good, and maximizing the good, engaged employees contribute to maximizing the good in an organization and therefore contribute in significant ways to the primary objectives of an organization.

Engaged employees have a clear vision of their role in an organization. By being clear, engaged employees are able to connect their passion with the vision of the organization. This is a process that tends to build and build if, and only if, the organization continues to engage the employee. Engaged employees want to have opportunities to learn and grow within an organization. Without these opportunities for growth, even the best of the engaged employees will begin to invest less in their organization. As we recognize the role of the organization – especially management – in managing employee engagement, we see how building engagement in an organization is like any relationship – it is reciprocal. The more you invest in employees, the more they will invest in your company. Basic rule of thumb related to reciprocity – Give First! Engage your employees to take your organization to greater heights of performance.

I have been a scholar of the concept of Employee Emotional Engagement since the late 90’s when the works of Donald Clifton and others from The Gallup Organization hit mainstream. I have continued to be more and more convinced of the value of building engaged workforces. The data speaks for itself in providing evidence that employee emotional engagement is a significant predictor of primary business outcomes such as productivity, profitability, customer loyalty, and staff retention (see First Break All the Rules; What The World’s Greatest Managers Do Differently by Marcus Buckingham and Curt Coffman for starters). Employee emotional engagement is a vital element of the human capital in an organization. If you, as a business leader, want to maximize your human capital, engage your employees!

Just what are the benefits of focusing on employee engagement? When business leaders foster engagement, employees contribute more to the organization; they are more committed, loyal and satisfied. Engaged employees are also vital to creating a core group of employees that lead organizations, shape cultures of growth, and establish norms of excellence. They are connected to co-workers, management, and other stakeholders.

Keep in mind that engagement is an emotional process. When employees connect to an organization on an emotional level, allow for their personal identity to be connected to the organization, and feel a sense of pride because of their association to the organization, employees are willing and able to bring their best to the organization. Aside from the emotional aspect of engagement, engaged employees experience a shift in mindset that is focused on what’s right in an organization. More and more, engaged employees see the good because that is where their focus is. By seeing the good, celebrating the good, and maximizing the good, engaged employees contribute to maximizing the good in an organization and therefore contribute in significant ways to the primary objectives of an organization.

Engaged employees have a clear vision of their role in an organization. By being clear, engaged employees are able to connect their passion with the vision of the organization. This is a process that tends to build and build if, and only if, the organization continues to engage the employee. Engaged employees want to have opportunities to learn and grow within an organization. Without these opportunities for growth, even the best of the engaged employees will begin to invest less in their organization. As we recognize the role of the organization – especially management – in managing employee engagement, we see how building engagement in an organization is like any relationship – it is reciprocal. The more you invest in employees, the more they will invest in your company. Basic rule of thumb related to reciprocity – Give First! Engage your employees to take your organization to greater heights of performance.

 

leading change …

Do people want change? Do people resist change? The answer to both of these questions is “It depends.” “Depends on what?” you say. Well, primarily on the mindset, be it positive or negative. People resist negative change and embrace positive change.

It is pretty rare these days to find an organization that doesn’t talk about change management. The term “change management” has come to mean a lot of things to different people. Often it is associated with communicating the change and training people on how the new tools or processes they’ll be using. While that is part of managing change, I believe there is more.

Change management is not about what is actually being changed but rather people’s response and reaction to it. That is what you are “managing”. I tend to center my thinking on change management around two main approaches.

The first is the “Why, What, How” model. This model is simple but often overlooked in many change efforts. Often most of the communication and dialog in a change effort is focused on the “How”. How will the new system work? How will we get trained? How will we execute the new process? While these are important questions to answer, they are not the ones that engage and excite your workforce or other stakeholders. People get engaged by the “Why” and “What” type questions. People want a compelling story about how their, their customers or society’s lives will be changed for the better. In fact, in my experience, the more you can get people to buy into the “what” and “why”, the smoother their transition through the “how”.

The second approach I use focuses on four main stages in the change process: awareness, attention, ability, and achievement. In this case, I’ve found that change efforts often jump right into the “ability” (e.g., training) before they have people excited and motivated to make the change. It is important to go through the entire process if you want to ignite your workforce.

I’ve often heard people say that the change process is just naturally painful as people don’t like to change. While it’s true that people don’t like to change, it’s not true that the process is inherently painful. It all depends on how it’s managed.

If done right, change management can generate excitement, reduce anxiety and truly prepare your workforce to successfully navigate the change they will face. A mindset focused on the potential benefits of positive change is much different than the mindset focused on the agony of negative change.

from personnel administration to human capital management?

LinkedIn Colleague: What should be the main focus points for an organization trying to mature its HR function from personnel administration to human capital management? If a large national company with considerable international growth projections and potential wishes to mature its HR function to support this growth, what HR dimensions should it focus on developing? And what sort of HR service delivery model do you think it should adopt?

LSK - Great question. However, I don’t think the answer is for organizations to try to evolve personnel administration into human capital management, but rather try to do both exceptionally well. Once an organization evolves into a level of maturity where they can invest in human capital management, they still need to attend to the basics of personnel administration.

Human capital management is just what the name implies – managing the value and potential value of the human assets of an organization. Essentially it is about maximizing the potential of the workforce. For most organizations, labor expense falls right at the top of the chain of budgeted expense. Therefore a question far too rarely asked by executives is, “What are we going to do to maximize the ROI on this investment in human capital?”

I will quickly and concisely offer up a suggestion regarding this question of human capital management: Top talented employees want to have opportunities for personal growth and development. They want to continually progress. They also want to be part of an organization that embraces progress and prosperity. So, in a nutshell the way in which organizations can maximize the human capital of their organization is to give employees a clear pathway for development within the organization. Too often, organizations spend time and money on developing employees only to see them leave to join (and benefit) other organizations that offer more opportunity. An organization, like the one you refer to in your question, that is ready to launch growth platforms into the international arena, needs to make sure that they are able to provide growth opportunities for their rising stars. This will increase the overall value of the human capital of the organization and will provide a constant pool of rising leaders.

what is the biggest barrier to change?

This was the question recently posed by a highly esteemed colleague.  I gave an off the hip answer that made him think a bit about the nature of change.

Barriers to change exist only because we frame change as being negative. In fact, we assume that there are natural barriers or resistors to change. It is the mindset that change is negative, bad, or not desirable that we must change.

When a question like this is posed, I bet most readers instantly created an image of “change” as being something negative. I totally agree that negative change is to be avoided and therefore barriers or resistance become quite natural. However, why would we want to avoid positive change. If I were to offer you some form of positive change, the barriers would be minimal and resistance would probably be non-existent.

Growth is nothing more and nothing less than positive change. Think about this for a moment, if you were asked, “Do you want to change in some specific way?” you might think to yourself “maybe, maybe not.” However, if I were to ask you, “Do you want to grow in some specific way?” you would be pretty likely to respond “Yes!” People naturally embrace growth. People want to grow. People naturally want success.

So, in a roundabout way, the answer I would propose to your question is that to control or reduce barriers to change, one must first change their mindset and consider the potential benefits (positive aspects) of the change that they will experience. Having a mindset that is focused on the potential will allow for the change to bring about new opportunity for growth.

conviction and relationships … the outcome of clear communication

Why is it that communication is so commonly referred to by leadership, management, and social science experts? I would argue that it is because communication is the keystone of social skills in the workplace. Countless experts have offered their heartfelt or even empirically-based opinion of what makes a great communicator.

Franklin D. Roosevelt: Be sincere; be brief; be seated.

Plato: Wise men talk because they have something to say; fools, because they have to say something.

Lisa Johnson: Say what you mean, and mean what you say, but don’t say it mean!

Carl W. Buechner: They may forget what you said, but they will never forget how you made them feel.

But like Mike Huckabee in last night’s Republican presidential debate, “I’m not here to umpire the ball game, I’d like to take a swing at the ball myself.”

I believe that an effective communicator is one that can clearly convey an idea in such a way that instills conviction in the recipient of the idea and also one that successfully builds relationships of trust through effective communication.

“To convey an idea that instills conviction” requires absolute clarity. “To build relationships of trust” requires sincerity. Putting these two together is, in fact, what creates effective and efficient communication. For business leaders around the world, communication is one of the primary aspects of their overall ability to be in a position of influence in the organizations that they lead. This positive influence is very reliant on the leader’s ability to convey ideas that instill conviction in their people and also build significant relationships.

the positive energy that a workforce can create …

I love positive energy! Just last week I gave a keynote address at the Wilshire Grand Hotel in downtown Los Angeles to a group of coworkers 300 strong. The moment I stood on stage I was impressed by the positive vibes in the room. This was a group of engaged employees that were mutually committed to a good cause. I was vividly reminded of the powerful influence of emotional engagement.

There is convincing evidence of the organizational benefits of emotional engagement such as increased productivity and improved customer service. Aside from the obvious performance related benefits of emotional engagement, I am continually impressed to see the “internal byproducts” of having an engaged workforce.

Think about this for a moment, just how beneficial is an engaged workforce to you personally? When I say “personally,” I am referring to your mental state, your psyche, your affect, your energy. My guess is that if you are working with a group of engaged employees, you enjoy your job more, you are more committed to the organization, and are far more likely to stay with the organization longer than you would be otherwise. If you are working with a group of disgruntled employees, or as the Gallup organization refers to as actively disengaged employees, you are probably not very happy with your current job.

Fact of the matter is that you had better be happy with your job or else it will invariably impact the rest of your life – other roles that are usually more significant such as family – for the worse. You spend a good portion of your life at work. To give you an idea of just how much time you spend at work … if you are spending 50 or more hours a week at work, then you are spending more waking hours of your life at work than away from work (this even includes weekend time).

This group of coworkers that I spoke to at the Wilshire Grand are happy. They like their jobs in part because they like their coworkers. I was motivated just to be in their presence. It was energy for my soul. It was easy to see why this positive influence makes a positive impact on their organization as a whole.

Our training and development programs provide structure to establishing a work environment that encourages emotional engagement and fosters personal development for all employees.

what makes or breaks a CEO?

“What makes or breaks a CEO’s effectiveness?” was the question posed during a luncheon that our company hosted last week in Orange, CA. Interesting way of posing the question. While I commonly find myself being asked for my opinion about effective leadership (i.e. nature vs. nurture), this question seemed to really cut to the core of leadership.

The truth of the matter is that what breaks a CEO is oftentimes circumstantial. Take for instance Charles Prince, who is the latest Wall Street executive (Citigroup) to lose his job over huge losses stemming from subprime mortgage deals gone bad.

Sometimes CEOs demise is due to character flaws, tyranny, greed, any number of “isms,” or otherwise just poor management.

What matters more to me is what makes a CEO. There are several leadership factors that I could highlight as key indicators of success – many of which have been empirically proven through valid research including our own. But on a very “face-value” basis I find that there are two common factors that time and time again prove as reliable indicators of a CEO being an effective leader.

Great CEOs provide their people with ultimate clarity.

• Clarity of vision

• Clarity of purpose

• Clarity of direction

• Clarity of accountability

• Clarity of personal reward

Employees want to clearly understand what the future of the company will be (vision), what the organization is ultimately striving for (purpose), what the major initiatives are (direction), how they impact the organization (accountability), and what’s personally in it for them (personal reward).

Great CEOs are also really good people. Employees who respect their CEO constantly report that they are a likeable type of person, nice to be around, and generally in good spirits. I think Jim Collins’ research team nailed this concept when they discovered through research the concept of a “Level 5 Leader.”

Seems kind of funny to narrow effective leadership for CEOs down to two simple concepts like clarity and being a good person, but truly this is what employees constantly tell me when I work with companies large and small. Clearly subject matter expertise and solid management skills become critical as well, but those are more taken for granted. Employees assume those traits are present. It is by providing ultimate clarity and by being a good person that CEOs are able to build an engaged workforce that meets the needs of shareholders and customers. This is, in my opinion, what makes or breaks GREAT CEOs.

Through training, consulting, and coaching, I work directly with CEOs to create solutions that create significance in their role, ignite growth and success, and drive sustainable high performance.

dunder mifflin - will michael ever change?

I am a huge fan of The Office, which, if you’re not familiar, is one of the most popular US sitcoms currently on TV. Why am I such a big fan? Because the exaggerated organizational dynamics that are presented in each episode are what I see in workplaces around the world. This is, in my opinion, why the show is so popular – because so many people can relate to it! Many people have worked for an egotistical boss like Michael, had a quirky colleague like Dwight, or seen office romances like that of Pam and Jim.

I say that the episodes exaggerate organizational dynamics, and you might be saying, “Not really, I see it all the time and maybe even sometimes worse.” For example, if you are a fan of the show, you know that the level of productivity in the office is in someways borderline “pathetic” – from watching movies all day to ping-pong tournaments (both of which are great if done on an occasional basis). Especially Michael, the office manager is the biggest slacker of them all. Imagine going into Dunder Mifflin Paper as a consultant. It would probably be pretty difficult to convince Michael that his actions are contagious. He is notoriously asking his employees to do what he himself is not willing to do. He has broken every HR law that has been created in the US. The hard part is that he is oblivious to anything he does being problematic. Poor guy!

Dunder Mifflin Paper is a great example of the phenomenon that change in an organization MUST start at the top. For there to be an increase in the business outcomes at Dunder Mifflin, there would need to be change at every level of the organization, and in my experience, the most powerful way to create this in such a way that is longstanding is to make sure the change impacts the very top of the organization. If you were to try to create change everywhere but with Michael, you might accomplish some level of success, but it would very likely be short-term and somewhat “surface level.” The cause of this – Michael’s influence.

Power and authority naturally reside in leadership roles. When power and authority are not used properly through positive example and clear direction, the influence is almost always negative. There’s surprisingly not a lot of neutral leaders in our world. Think about this for a moment, have you ever worked for a neutral leader? Here’s the funny thing … I bet you can think of coworkers that are somewhat “neutral.” Employees that are just showing up for a paycheck. Dunder Mifflin has a few of these – Stanley for instance. He is never willing to do more than what he is asked, yet he seems to be a steady performer – always on time, never gets into office conflict and yet seems to meet quotas. In an organization like Dunder Mifflin you can get away with this when you are not in a leadership position.

My thoughts on Dunder Mifflin are not all about coming down on Michael (frankly I think he is hilarious!). Rather, it is to point out the critical nature of leadership. Bottom line is this – when you are in a leadership role, you are in a position of influence. You must make a conscious effort to make this influence positive rather than negative. Also, never forget that you are ALWAYS accountable for your influence on your workforce. Employees, and organizational dynamics in general, are incredibly susceptible to leaders. The next time you watch The Office, pay close attention to Michael’s influence. You will be amazed at how contaminating (while at the same time outrageously funny!) he can be.