BARKINGS ON LIFE, LEARNING, AND LEADERSHIP...AND ALL STOPS IN BETWEEN!

Resistance, Resilience or Reinvention?

I am preparing to speak at the Loyola University Annual Women's Leadership Conference.  They asked me to speak about the dynamics of change and how it relates to personal resiliency and reinvention.

I've written about my own reinvention--which was literally triggered by a clicking noise 18 months ago.  But this got me thinking about the clicking noises we all hear and the choices we make to ignore them, turn the radio up louder or take them for what they truly are--messages deserving of our attention.

Sometimes the "noise" is from our organizations.  Mergers, acquisitions, new structure, new systems, a change in our role.  Sometimes it is from the market--telling us we need to do something different.  Sometimes it is just a voice in the back of our heads, telling us "things gotta change."  There are many of sources of noise, but our response can be boiled down to three categories:

• Resistance
• Resilience
• Reinvention

These are three very different paths.  Resistance  leads you down a slope where your productivity and value decline.  Resilience is a "bounce back" path that gets you back where you started.  Reinvention is a springboard that can take you above and beyond where you started.  Here's my primative illustration of it:

The key is turning the corner.  What  helps you turn the corner?  What gets you out of resistance (deny, ignore, be angry) and toward resiliency or even reinvention?  Those are the crucial question people will be asking in my session at Loyola.  I better get started on the answers....!  There are probably answers you have already discovered--if so, please share them!

 

2012: In ALL CAPS

My 2011 resolution was “Just Ask.”  It worked pretty well.  I asked for an increased stipend for my teaching gig (didn’t get it); “cold called” an established author and MIT professor for input on my book (got it); asked former CEO and Northwestern Professor Harry Kraemer to write the foreword for my book (got it); approached five different professional associations (that I am not associated with) about speaking to their groups (nothing landed…yet).  Just a few highlights—a mixed bag, but mostly positive.

Over the year, I noticed that having the courage to ask got easier every time.  It was like I was building an immunity to rejection—it just bounced right off me.  It didn’t penetrate like it has in the past.  That’s the thing with courage, it grows by pushing through a lack of it—you get it on the back end, for the next time you need it, not on the front end.

So this year, as I enter the marketing phase of this book project, my “just ask” expands to something bolder around BE COURAGEOUS.  That phrase just begs to be in ALL CAPS, doesn’t it?  Maybe that’s my resolution:  Be in ALL CAPS.

20 seconds of insane courage

I saw “We Bought a Zoo” with my family over our Christmas break.  It was a great movie, and a key quote/concept stuck with me: “All you need is 20 seconds of insane courage—just 20 seconds.”  Twenty seconds can make a huge difference, and you can do anything for 20 seconds.  In 20 seconds you can ask for something, tell someone something, walk away from something, jump out of a perfectly good airplane, say ‘yes’, say ‘no’. 

Something better is on the other side of that 20 seconds.  Even if it is just the courage that you build and place on reserve for the next time.  For 20 seconds, live in ALL CAPS.

 

Master the Matrix:  7 Essentials for Getting Things Done in Complex Organizations will be available the week of January 23!  Get a jump start by downloading Chapter One!

Ballrooms and Boardrooms: Transferring the skills we've got

In scheduling time with a new coaching client recently, she mentioned she was out of town participating in a ballroom dance competition.

This is someone that I have known for a while and have coached informally, but she is at a critical point in her career where she needs to change to take the next big leap, so she has engaged me formally as her coach.

I couldn't help but compare what I knew of ballroom dancing to what I knew of her.  She is incredibly bright, quick witted, with take no prisoners attitude that has served her well--until now.

Her big issue is that she has no pause button, no filter.  What passes through her head comes right out of her mouth, no matter how biting, sarcastic or regrettable.  She is positioning herself for a significant leadership role and she knows that she will need to find a way to temper that.

So I had to ask her about the ballroom dancing.  I started with, "Wow, ballroom dancing, that's seems pretty different from your day job."

"No, actually it's pretty similar," she replied, "it's a competition, you have to constantly be thinking and focused, really not that dissimilar."

"But don't you have to, you know, follow?"  I asked, knowing that she wasn't the greatest of followers.

"Well, yeah, that's the toughest part.  I have to wait, I have to pause."

Interestingly enough, learning to follow, wait and pause is exactly my advice for her as she looks at her next position.  So if she can do it in the ballroom, can she do it in the boardroom?

It's interesting to consider the skills and mindsets we are able to apply in one part of our lives but not the others.  When looking to develop a new skill, look first to all the other aspects of your life to see if you have demonstrated it.  The question then becomes one of transferring, not acquiring.

 

 

 

Disarming your critics

Five years into my career (about the time I was shedding my 'recent grad' status and hitting my stride, or so I thought) I ran into a critic.  And I mean a real Siskel & Ebert of the corporate world.  And she loved to offer thumbs up/down critiques on me.

To be fair, she did it to the whole team I worked with--I was her favorite target, but not her only target.  It was a typical corporate versus business unit dynamic.  We were in similar leadership development roles, I was at corporate and she was in a business unit and based on the culture of the organization, that meant I "worked for her."

She was never critical to my face, I always heard it through others (a shout out to all those that never said, "Really? That's interesting, you should really talk to Susan directly about that."  C'mon guys, redirect...but I digress).  The criticism that stuck with me was that I wasn't much of a content expert, that my only contributions were in process--how programs should be designed versus anything of 'real meaning' (she was a self-professed expert on all things 'leadership').

I took it in stride for a while.  But then I decided I needed to do something.  What were my choices?  I could go to my boss.  I could go directly to the critic and confront her.  I could admit that she was probably at least a little right (which was why it stung) and make a concerted effort to build content expertise.

I chose the latter.  But I knew that developing expertise wasn't really getting at the root of the problem.  So, I decided to enlist a coach.  And the person I solicited to coach me?  Little Miss Siskel & Ebert.

Why?  Because I knew (reluctantly) that she knew stuff I didn't.  And even more importantly, I knew she wouldn't be able to be both my critic and my coach.  I made her part of the solultion, gave her some responsibility for making it (me) better.

Did I inflate her ego by validating that I didn't know stuff and she did?  Probably.  But more importantly, I channeled her energy into helping me, not criticizing me.  I don't remember anything that she coached me on.  But this lesson on disarming a critic will stick with me forever.

On Autopilot: Leadership Unexamined

The unexamined life is not worth living

--Socrates

There are literally millions of books, articles and blogs on 'leadership'--no aspect is left unaccounted for.  But what if it were simpler than all that?  What if the key to being a strong leader was to simply be conscious of it?

I am wrapping up another quarter of the leadership and change course I teach.  I teach technically and clinically brilliant people -- many of whom haven't really thought about, much less studied, leadership.

 I was a bit of a broken record as I meandered my way through the modules of this course.  "What is key in [fill in the blank with a leadership application] is to be conscious and deliberate.  Duh--actually think about this thing called leadership.  Think about what your desired outcome is, about what leadership behavior would best drive this.  Stop.  Pause.  Think.

One of the final assignments in the course was to interview two leaders and compare their perspectives on leadership.  The deliberate, conscious leaders that continually examined and considered their role and actions stood out in these papers.  They could articulate what they did and why--and whether it worked or didn't and why.  They were conscious, they examined.

Don't get me wrong, there are those that over examine, over think and get bogged down to the point of inaction.  But I think the bigger risk in this rapid speed, multitask world we work in is putting leadership on autopilot.  

But then again, I am preaching to the choir.  If you are reading this blog right now, you've already paused.  You are already examining.  Well done, now go lead (and knock their socks off).

 

Take the Wheel Wednesday: Can You Lead Now?

Its Take the Wheel Wednesday.  And storyteller and coach Steve Kovich is back! 

It will be spring shortly and some of you will be seeing cyclists on training rides.  Look for who is leading the pack.  Experienced leaders are in front early in the season.  They set the pace, the tone, watch for danger, and have strength to lead the novices.  An error up front will put a few following riders down hard.  As the season progresses, the novices are slowly provided opportunities to start taking short turns at the front.  Little by little they build the trust of others in their ability to lead.

Large organizations are similar in many respects.  Green recruits are seldom set free to lead.  Even experienced recruits are monitored or given a grace period to learn the organization. 

This brings to mind four developmental scenarios. 

Green recruits or those pushing for that next leadership promotion.  The best advice I heard came from someone explaining how they received promotions during their career.  This person talked about volunteering to do more and take on more for other senior leaders.  Little by little they found ways to do some of the work of those above them.  They spoke about how often they’d be doing a certain role for six months before a change in title, pay, or organizational announcement would occur.   I overheard this advice as they were addressing a group of senior managers who felt “stuck in place” with no chance of promotion anytime soon.

Moving down in order to move up.  This existed pre Great Recession and I can’t believe more organizations aren’t taking advantage of this.  I know someone whose career was interrupted and they had to re-start three levels back in a different organization.   Four years later they were back at their old level but in a new organization that was grateful to have them.  This concept can be quite successful as long as there is a meeting of the minds and both parties remain committed.

Moving over to move up.  Good organizations sometimes bring talent onboard into one area only to groom it for the next move.  Lately I have noticed more strategy people moving into CEO roles as their second or third turn.    

You are the one leading the pack.  Give the novices windows of opportunities to lead.  Don’t be afraid if a few people go down hard, that’s how they learn.  And remember if YOU want to be promoted, it helps to have a ready replacement in your wings. 

On your left.  Careful when you hear this phrase.  That’s when someone is about ready to pass you as the leader.  If they are good and ready, they will be on your left.  

 

Take the Wheel Wednesday: Retooling Leadership

Its Take the Wheel Wednesday.  And storyteller and coach Steve Kovich is back! 

There is only so much you can learn about leadership by reading.  The really good stuff comes from talking to good leaders--and getting specific.

That means not stopping at the pie-in-the-sky theoretical level on the meaning/definition of leadership.  What it means is talking brass tacks, “You’re a good leader…so what exactly do you do?”

 I like to find out about the tools they are using.  I know a change agent SVP who still listens for moans and groans coming back from their organization.  He believes people will only change if they are out of their comfort zones.  If the organization is not complaining enough, he is not pushing enough.  I also know an executive level woman who tries to spend a half day a week speaking with front-line employees in sales and operations.  She asks probing questions to find out two things; what are the customers saying and is her message being received from the top of the organization to the bottom.  Sure, both these leaders have the latest technology tools that let them communicate at breakneck speed.  But they have people tools help as well.         

I encourage you to strike up conversations with at least two leaders you admire.  A little diversity on age or disciplines can be healthy.  Ask them:

1.     What new tools are they using or plan to experiment with?

2.     What tools have they recently abandoned?

3.     What are some long time tools they don’t see giving up any time soon?

There's not a lot of time to talk about leadership theoretically or to re-invent the wheel today.  Great leaders learned long ago sometimes it’s best to copy what’s working.  Do an assessment of your leadership tools today.  It might be time for some upgrades.

 

What season are you in?

Its Take the Wheel Wednesday.  And storyteller and coach Steve Kovich is back! 

Is it your busy season? The off-season?  Or do you even have a season anymore?

Early in my career we had busy seasons followed by lulls.  Big efforts like the strategic planning cycle or the annual budget season were followed by a space where people could catch their breath and take a week off with their families.  Over time those spaces disappeared and the calendars became a blur of 24/7. 

I had not thought much of seasons until an executive recruiter looked at my resume and said looks like you’re 24 and 1.  I liked her comment.  It reminded of growing up.  I played lots of sports and loved seasons.  You had a record for each one.  Teams and coaches would change allowing for fresh starts and new beginnings.

Some people find strength and renewals in our natural seasons; spring, summer, winter, and fall.  There’s a beauty to them.  They are similar to a school year where our young move to the next grade and teachers can take pride in their graduating class. 

Super Bowl XLV just ended a season.  I draw your attention to Jim Harbaugh the new head coach for the San Francisco 49ers.  Jim played for many years in the NFL when he was younger.  I don’t ever recall reading an article where Jim had been stopped for a DUI on a lake during the off-season.  Jim spent many of his off-seasons doing free-will recruiting work for his father, a small time college football coach too busy on campus to get out and recruit.  Jim loved football, he loved his father, and he loved recruiting.

My nephew Scott loved basketball and is 6’2” tall.  His basketball seasons ended in 9^th grade because at a large Indiana high school he was too short.  Another coach picked up his talent though.  Scott could run a like a deer.  Before graduation he joined three other young men and they became State Champions in the mile relay.  Later I asked what was the key to their success.  He said his coach’s motto was “Champions are made in the off-season.”

If it is your busy season, think about taking a little time to rest and come back even stronger for the remainder of the season.  If you are in the off-season, what are you doing to keep in shape?

 

Tough Graders, High Bars and All the Stuff that goes with it

"This course may be about what people call the 'soft stuff' but that doesn't mean I am going to be soft on you."

Pretty bad-ass intro to my course, don't you think?  I teach a graduate-level course on leadership.  I usually spend a fair amount of time in the first class of the quarter going through my grading philsophy, and it goes a little something like this:

1. This class is tougher than most people think it will be--I am a tough grader.
2. I don't take pride in a low grade point average for my course.  Low GPA  means people haven't learned and I haven't done my job.
3. I know you all expect A's, so if I don't give you one, I will make sure you thoroughly understand why
4. You have my commitment that I will give you all the support you need (shy of doing the work for you) to get an 'A'.  All you have to do is ask for it.

 

Makes total sense in an academic setting, and I think I am pretty decent at living up to my description.  Last week, after I went through this with my students, I wondered if I applied those same set of assumptions when I was leading people.  

Are all of these appropriate in a work setting?  I am not sure, but the one that struck me was #2. When someone was under performing, I would question culture fit, job fit, individual ability and motivation.  But I am not so sure I always looked deeply into my role and how I could manage them differently.  I didn't personalize their performance.  Should I have?  Was I a tough grader that didn't consider my own effectiveness in making people successful?  Is being a tough grader (#1)  and not doing #2-4 really fair?  

Having a high bar is great.  Stopping there...not so good.

 

Take the Wheel Wednesday! The power of an invitation and the beauty of acceptance

Its Take the Wheel Wednesday.  And storyteller and coach Steve Kovich is back!

Being invited to join a team or a coveted initiative can be quite an honor.  Established leaders recognize this and use it to their advantage.  For our developing leaders, this is tool to be on the lookout for. 

Years ago I picked up a biography of a famous basketball player who had won numerous NBA Championships.  In the preface he talked about the greatest moment in his life.  It wasn’t winning a NBA Championship.  His greatest moment came as a child visiting his aunt and uncle one summer.  He walked past some boys playing basketball.  When the other boys saw how tall he was they asked him what team do you play on?  He replied I’m not on a team. I don’t play basketball. The boys shouted do you want to join us?  He accepted their invitation and the rest is history.  The boy was Larry Bird.    

For our senior leaders out there if you haven’t thought about invitations for a while give it some thought.  Teams and initiatives do not have to last forever but think of the feeling you can create with a future leader by inviting him/her to be part of something special.  Be creative.  Even asking future leaders to be the captains of a United Way Fund campaign is special. 

For our junior leaders seek out opportunities and be willing to take some chances.  Do not be afraid to get involved with something that is totally messed up.  This is an opportunity for a turnaround and to leave your mark.  If you are not getting invitations be creative.  Make an offer to your leadership team to address a PROBLEM.  Or approach an organization outside of yours that will welcome your help and allow you to develop your skills.  Opportunities to develop are out here.  Find them.      

I encourage all of you to take a moment and reflect on the significant invitations you have received in your life.  There is likely a mix of good, bad, and missed ones.  Give thought to the people who took a chance on you early in your career.  Perhaps it is time for you to take a chance on someone new.