Recently I witnessed a perfect storm of two prevalent business problems:
Activity vs. Results and The Law of Unintended Consequences.
I was having breakfast at a very nice hotel. When I was seated I asked the hostess if I could have a menu but she explained to me that they only offered a buffet. So I walked over and put together a plate of food. When I returned there was a glass of water on my table, however, I really like to have iced tea with my breakfast, so I looked around to try to catch the attention of one of the servers. I was literally the only person in the restaurant, yet I couldn’t get any help. The staff was feverishly working away at folding napkins and setting tables for lunch (it was 8:40 AM), busy as could be and completely ignoring me. When I started to eat my meal, the eggs were cold, the sausage was cold and the potatoes were cold, so I decided I might as well have some yogurt, because it’s supposed to be cold. I set my plate to the side and went back to the buffet for the yogurt, upon returning my plate was still there and no iced tea. After I ate my yogurt I waited patiently for someone to come over so that I could ask for a check, and no one ever came to my table. So on my way out of the restaurant I mentioned to the hostess that no one asked me to pay for my breakfast, to which she replied, “Oh it is included in with room, you have already paid for it.”
That is when it dawned on me. Because they had no way to earn a tip, nobody put any effort into helping the customers, it was much easier to just look busy folding napkins so that their manager did not give them a hard time. Again, I tell you these sorts of stories not to complain, but to hold up a mirror and ask you: Do you ever do this in your business? Do you judge your employees by how early they get to work, how late they stay and how busy they look – not on the quality of their work or results they deliver? Is your reward and recognition system in alignment with the priorities of your business?
Are you paying your people to do what is most important and drive success, or to have nicely folded napkins?
If you would like some ideas about how to improve your culture, I wrote a short ebook with my best ideas. Here is a link to learn more:
I have just returned from three weeks on the road, including 10 days on a speaking tour across Poland as a guest of the United States Consulate General in Krakow. I had a lot of time on airplanes and read several books but there are two that I would especially like to recommend.
The first is called “BOOKSMART – hundreds of real-world lessons for success and happiness,” by my friend Frank Sonnenberg. This is an absolutely fantastic book of wisdom and sage advice that is presented in a very user-friendly way, with lots of lists of things to think about and apply. The book covers numerous topics around business, family, success, financial health, marriage and other critical issues. The chapters are short but powerful. I have already reread this book twice and have applied several of the ideas to my business and life. This is one of those books I plan to come back to often as a reminder of what I should be focusing on and how to build a happy, joyful and highly successful life. This book would be a wonderful Christmas present for anyone you know that enjoy books on self-improvement or business improvement.
The other book I’d like to recommend to you is called, “The Leaders Mindset – how to win in the age of disruption,” by Terence Mauri. In this book Terence describes three major leadership mindsets:
- Think Big Mindset (Future Shaper)
- Act Bold Mindset (Risk Taker)
- Learn Fast Mindset (Knowledge Seeker)
He then goes on to describe how to integrate all three of these mindsets in order to be an effective and successful leader. I underlined a lot of this book, and I’ve recommended it to several of my clients. It’s a good, solid book that will help you take a new look at how you lead in your organization. One of the reasons I love this book so much, is that it aligned very strongly with what I have been studying for years about great leaders and great organizations. It was reassuring to read such focused and detailed ideas and descriptions that match so closely with my strongly held beliefs about what makes a real leader. If you are interested in a book that will help you examine the way you think about leadership and the actions you take as a leader, you will definitely enjoy this book.
I have just a little bit of downtime around the Christmas holidays, so I will have a few more books to recommend at the start of the new year. If you have recently read a great business or self-help book, please comment on it here so that my followers and I can pick it up and learn from your recommendations.
I hope you find these books of great value – take good care – John
Whenever you see the phrase, “For your convenience,” you know it’s going to be anything but convenient. I’ve been on the road for about two weeks and during my trip here are just a few of the things that people so kindly did for my convenience…
“For your convenience, rubber mats for the shower are available upon request, simply call the operator and we will have one brought your room.” Not very convenient when I’m standing in the slippery shower and realize I need a shower mat to keep from falling and killing myself.
“For your convenience, we have added a daily $10 charge to your room for cleaning services.” I guess if I refuse the charge they will leave my room dirty?
“For your convenience, the café opens at 7 AM.” Unfortunately, I have a 7:30 meeting on the other side of the hotel, not very convenient to have to skip breakfast.
And finally, my favorite one, yesterday morning I ordered a taxi cab at 8:30 AM so I could make the 6-mile drive to my client’s building and arrive on time for my 9:00 AM meeting. I called down to the desk at 7:00 AM to order the cab, and 30 minutes later they called and said the cab was out front waiting for me. I mentioned to the operator I was not expecting the cab for another hour, the reply was that the cab driver thought it would be more “convenient” because there’s often a lot of traffic at this time of the morning. “Really,” I inquired, “I need an hour and a half to go 6 miles?” She told me the cab driver said it would likely take that long. So I rushed like crazy to get dressed, packed and down to the cab as fast as possible.
While riding in the cab on the way to my appointment, the cab driver mentioned he just happened to be across the street when the call came in for an 8:30 ride and thought it would be much more “convenient” to pick me up at 7:30. Convenient for who? By the way, it took 11 minutes to get to the building where my meeting was and I had to sit in the lobby for an hour before going up to my client’s office.
My point in all this? What might your company be doing for your customer’s “convenience” that is not actually convenient for them at all? Where are you causing frustrations, disappointments and unhappy customers because it is more “convenient” for you and your staff? How can you remove or replace any procedure that is not truly convenient for the people you serve?
I wrote this article, “For your convenience,” I hope you found it helpful.
I have just returned from two weeks of working with clients in New Zealand and while I was there I was asked to give lectures at the University of Auckland and the University of Canterbury. The topic they asked me to address was, “Leading in a Time of Disruptive Change.” This is a topic I know pretty well, but I decided it would be nice to get some additional opinions to add more depth and credibility to my comments, so I sent a note asking for input to some of my friends including Marshall Goldsmith, Guy Kawasaki, Seth Godin, Tim Sanders, Jim Kouzes, Tom Morris, Joe Calloway and several other top thought leaders, asking what they would share around this topic.
Everything they offered revolved around two key ideas: EQ + Technology
EQ = Emotional Quotient
The next 10 years will mark one of the most explosive eras of technological advances in the history of humankind. It is hard to believe that the smart phone was invented just 10 years ago and in that time span people around the world have downloaded more than 2 billion apps. Connection by computers is increasing at a dizzying rate, whereas connection between people seems to be decreasing at an equally alarming rate. A successful leader of the future must be superb at collaboration, personal connection, empathy and interpersonal communications. They need to be effective at bringing people together, creating high-performance teams, developing deep levels of trust and building real relationships with the people they lead. For some people EQ comes naturally, they are great at working well with other people and showing genuine concern, caring and empathy. For others of us (me included) EQ is just not something we were born with, however, through study and practice I have been able to increase my level of EQ significantly and so can you. Either way, natural or learned, the skills necessary to display EQ are essential for tomorrow’s leaders.
I mentioned it briefly above, but it bears repeating, in the next 10 years we will go through a truly overwhelming influx of new technologies that will be highly disruptive to every business (and person) in the world. That might sound like hyperbole, but I assure you it is not. Last year I attended the Abundance 360 Conference (an offshoot of Singularity University) where some of the world’s top technology experts outlined the eight major areas of technological change that would have the most impact on the human race in the next decade.
- Computer speed / deep learning
- Artificial intelligence (AI)
- The Internet of Things (IOT)
- Advanced robotics
- Augmented reality
- Virtual reality
- Synthetic medicine
- Genetic decoding/recovery
As just one example, the director of the business school at the University of Canterbury explained that in 2026 you will be able to buy a laptop for $1,000 that surpasses the brainpower of a single human, and by 2046 you will be able to buy a laptop (if they even exist anymore) that will exceed the brainpower of the entire human race. When you apply this computing power to the areas I have listed above, the impact is literally unfathomable. Therefore, to be effective, future leaders don’t need to embrace change, or even revel in change, they need to DRIVE change. They will need to be visionary in their ability to predict how these seismic technological shifts will impact their industry, their individual businesses and their customers. As another example, a good friend of mine who is the president of a prominent university here in the US lamented to me, “We are training students today for jobs that don’t exist on equipment that has not yet been invented, which means we are going to have to completely change the way we educate our youth.” Now if that isn’t a disruption, I don’t know what is – and the same thing is going to happen to you.
Leader of the Future = EQ + Technology
What do you think?
*** Also, I am very pleased to announce that my blog has been named one of the Top Small Business Blogs to Follow in 2016.
To check out the other winners and their superb blogs click HERE
I recently presented several workshops for client company with an absolutely brilliant CEO, among the best I’ve ever met. He was a new to the organization and had been brought in to turn around the company, which was facing very severe financial troubles. This was very bureaucratic organization whose main customer was the government. They were slow to make decisions, reluctant to take any risks, complacent in their attempt to grow their business and keep margins strong, which landed them to more than billion dollars in debt. The CEO gave an impassioned speech about the need to be more entrepreneurial, while still having a culture of disciplined execution around the core strategies. He described it, much like Tom Peters did in his wonderful book In Search of Excellence, saying that the company needed to have “loose-tight controls.” They need to have elements of loose control around entrepreneurship, innovation and prudent risk-taking, while maintaining areas tight of control around their values, strategy, alignment and accountability for positive business results. He told them that in order to be successful they would have to balance a strong entrepreneurial ethic while still embracing a focused culture of discipline – and summarized his idea in the graph below.
So, where does your company sit in this matrix?
Earlier this year I was sitting in a restaurant in St. Louis reading an article in the Wall Street Journal and I had an epiphany. This is my 22nd year of traveling around the globe teaching a number of different business workshops including Advanced Leadership and in all that time I have never heard of a single company, nor met a single instructor, that taught a class on followership. How can this be? In order to have effective leaders you need effective followers. And everyone in the company has someone they have to follow, even the CEO has to report to the board of directors. I know that most people love to go to a leadership class because they want to think of themselves as leaders and aspire to be better leaders, but few people would get very excited about going to a followership class, even though being a good follower is a critical steppingstone to becoming a great leader. True to form, I immediately went to Amazon.com and bought every single book I could find on followership and have begun a quest to study this topic deeply so that I can create a program on how to be a superb follower. However, I decided yesterday when working with a fantastic client in Las Vegas, to test my idea. I explained to the audience of about 300 people what I have just explained above to you and heard a giant sigh from the crowd as they too realized they had never been taught how to be highly effective followers. To learn more, I broke the audience up into groups of 5 to 7 people and asked each group to develop a short list of what they felt were the most important things needed to be a great follower. I then asked several of the groups to share their list and here are some of the things they came up with:
- Want to be there – be engaged
- Be highly capable and competent
- Support the vision
- Know the vision, mission and goals of the company
- Hold yourself highly accountable
- Ask for help when needed
- Work to support the leader and the team
- Give loyalty – but not blind loyalty
- Challenge the leader’s ideas when appropriate, but with respect
- Be proactive, don’t wait to be told what to do
- Have an ownership mentality
This is just a partial list of the feedback I got but it is extremely telling. Although a number of these correspond with the sort of answers I get when I ask about what it takes to be a leader that people would willingly follow, there is a portion of this list that is unique to being an excellent follower. Based on this feedback I am extremely excited to be building a new class on the elements of effective followership, and I would highly value any feedback or ideas you want to share with me as I research this topic and begin to build the new program.
What do you think it takes to be a great follower? I very much look forward to your ideas.
Last week I posted a blog that got a lot of comments, it was called: On The Intolerance Of Mediocrity. One of the folks that shared some feedback indicated that he was struggling with employees that were, shall we say, less than extremely motivated. I was beginning to write out a reply to him and realized it was probably best to post it as a blog so that everyone could see my ideas and comment as well. Here are my suggestions for dealing with lackadaisical employees.
Ask yourself these questions:
- Do they have clear, specific and measurable performance expectations?
- Have those expectations been exceedingly well communicated to them?
- Have they agreed to deliver those expectations?
- Do they have all the training, tools and support necessary to achieve those expectations?
- Are they held rigorously accountable for achieving those expectations?
- Do they get positive reinforcement for positive behavior and negative reinforcement for negative behavior?
- Do they understand the impact their behavior is having on the overall business?
- Do they understand the impact their behavior is having on the rest of the employees?
- Do they realize what is at stake if they do not meet expectations?
- Do they understand all of the positive ramifications if they exceed expectations?
These are just 10 questions to get you thinking, but if you’ve got employees who are not delivering the required results, I would look over this list and see if there is any place where you have not given them what they need to succeed. It’s one of the things I learned a long time ago as a young manager, if one of my people is not performing the way I want them to, it is my fault. Either I hired the wrong person, did not train them well enough, did not explain what I really wanted, didn’t give them the tools or support they needed… it was always something that I did wrong and I simply had to take accountability and ownership for fixing the situation. If you do the same, I’m confident you will get a positive resolution, one way or the other.
I hope you found this helpful in a very much look forward to your comments – John