How to Deliver an Awful Evaluation

May 1, 2013 by Leave a comment

Warning:  Sarcasm and Satire Ahead

For all you bosses or aspiring bosses out there, giving annual evaluations is part of our job.  However, I’m sure we each approach this task differently.

So, I’m going to help you out here.  For all of you that like the easy path, believe that “less is more” when it comes to effort, and strive to disappoint and demoralize your direct reports, you’re in luck!  Because you’re about 50 words away from 25 tips on How to Deliver an Awful Evaluation.

Let me start by saying that doing all of the below will certainly get you the “Awful” ranking you desire. However, that’s a lot of effort.   So any combination of the following points should do the trick.

Let’s get started!

  1. Show up late.  What’s 10-15 minutes anyway?  It’s an exercise in patience.
  2. Don’t prepare….at all.  That’s a lot of effort….and your time is valuable.  Spend your prep time on more important things, like micro-managing.
  3. Base the annual eval on the last few weeks’ performance.  Hey!  The past is the past.  What’s important is right now!  You didn’t have time to capture all that other stuff anyway.
  4. Surprise them!  Grade them on things you’ve never told them about or give them scores they don’t expect.   Shhhhhh….your performance is a secret!
  5. Regurgitate their self-evaluation or a previous eval.  For those consistent performers, you shouldn’t have to do more than copy and paste.
  6. Don’t provide them their eval or any info ahead of time.  Why should they get to prepare?  You didn’t.
  7. Talk about yourself and make it all about you.  ….because it is, ALL about YOU!
  8. Talk about everything BUT their eval.  We can always get to it later.
  9. Yawn.  Nothing says “I’m interested in what you’re saying” more than you showing them your tonsils.
  10. Let them starve! – Who needs meat or substance in their eval?  Why should you give them anything actionable or constructive to work on anyway?
  11. Don’t provide specific examples of their behavior (good or bad).  Details, schmeetails.
  12. Gossip!  Talking about OTHER associates/employees performance shows them how much they can trust you.
  13. Be vague and try not to be too specific about expectations.  If they were really “that good” they’d be able to read your mind.
  14. Be insincere.  Callousness, coldness, and crassness show how much you really care about their development.
  15. Multi-task.  Check and respond to all emails and texts.  Maybe play a little Angry Birds too.
  16. Don’t allow them any time to talk or talk over them.  Why should they talk anyway?  This is YOUR time!
  17. Use the time to impress YOUR boss.  Show your boss how good you are by doing all of the things on this list.  They’ll be impressed!
  18. Yell and/or raise your voice.  A little intimidation always makes things go more smoothly.
  19. Roll your eyes.  This is an easy way to let them know what you think about what they’re saying.
  20. Cut them off.  Stopping them mid-sentence keeps the eval from going over the scheduled time.
  21. Read the eval to them…verbatim.   It’s not likely they know how to read anyway.
  22. Misspell things on their eval.   Thar’s no ned 2 spund tim on spalling.  Ur beeeng ufficnt wit ur tim.
  23. Conduct the eval in a public, distracting, noisy environment.  No better place to have a private conversation!
  24. Nod off.  Catching a few Zzzzz’s is okay – we’re only rehashing the past.

And my personal favorite.

25.  Lie.  You know, the opposite of being honest.  What does truth have to do with an eval? It’s all a matter of perspective.

As I’m sure you can tell, this list is not all inclusive.  There are many more things that you can do that will derail and erode your direct report’s confidence and trust in you.

Even better, once you deliver an eval in the manner prescribed above, your reputation will quickly precede you.  This means that any current or future direct reports (and their colleagues, and their colleagues,…) will know what to expect – which (as a disclaimer) – may ultimately help you free up a lot of time on your calendar.

Now, you’re all smart people.  If you weren’t, you wouldn’t be in the position that you’re trusted with.  So, I’m sure that you’ll use the above list wisely.

What else can you think of to deliver an awful eval?

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Seasons Change. Do You?

October 26, 2012 by 2 Comments

Here in Northwest Arkansas, the seasons have definitely changed!  It went from being hot to cold, then back to “really nice outside” then to cold again.  So I guess I need to accept the fact that summer is gone and that fall is here.  It’s time to pull those cold weather clothes out of boxes and put away the shorts and flip flops.  Nature is forcing me change with it – or else freeze to death.  J

Our lives are similar, are they not?  We have a myriad of changes that occur all of the time around us.  Work changes.  Family changes.  Priority changes.  Political changes.  Environmental changes.  Health changes.  And so on. 

Some of these changes we control and some we don’t. 

How well do you accept or react when seasons of change enter your life?

I know for me that it depends upon the change.  I generally think I am pretty adaptable, but honestly, there are some places that I struggle more with change than others.

A good example for me is this blog.  When I started it, I had this grand vision of sharing leadership tidbits with folks like you on a pretty consistent basis.  It is something I enjoy doing very much.  I told myself that I was going to devote a certain amount of time to blogging and even went as far as to list this as one of my key priorities. 

I did pretty good for about a year, but then some seasons in my life started changing.  Work priorities increased significantly and some other priorities emerged in my personal life.  Things had changed.  But I was still hanging on to the blog as a priority even though I didn’t have time for it.  I would stress myself out when I didn’t get a post out on time and was worried about when I would get to the next one.  I wasn’t changing with the season in my life.

So, I finally had to let it go for a short while.  And when I made that change, my ability to adapt and devote my energy to the things I needed to improved significantly.  This reprioritization simply was adapting to my environment.

Seasons come and go in our lives.  Some are short.  Some are long.  Some require us to change a lot.  Some require us to change a little.  Regardless, there is one thing you can count on and that is that change is inevitable.

Recently I was reminded that one key characteristic of good leader is a “low resistance to change.”  And this is definitely true as I look across the leadership landscape of the company and organizations I work around and with.  If you can’t handle change as a leader, you might as well hang it up and pass the baton to someone that can.  Handling change properly and adaptability are critical components of a leader’s skill set and responsibility. 

How do you do that?  Here are three actions you can take to be a better leader when it comes to change.

Recognize It.  Leaders have to be able to discern change.  They need to understand the environment that they are in and when change is afoot or is required.  Leaders need to anticipate change.  They need to get ahead of change and prepare for it.  This isn’t always possible, but leaders should always be on the watch so that their reaction is elegant and they are un-phased in the eyes of their troops by what’s about to happen differently. 

Own It.  Leaders are required to understand ‘what’ change is required and ‘why’ to the very best of their ability.  This means that you may have to dig in and research or ask the right questions to clearly understand the direction or situation.  Sometimes things happen rapidly that require an immediate change in direction that the leader can’t explain, and at those times they have to have conviction in their decision making.  They must be unwaverying and not wishy-washy.  This does not mean inflexible.  It means that when your followers look in your eyes, they can see that you believe it, own it and can feel your sincerity and credibility.

Champion It.  Every day, changes are communicated and followers look to their leaders for guidance and understanding.  They are looking for subtle (and sometimes not so subtle) clues as to whether a change is good or bad or if they should support it or rise up against it.  It is not enough for leaders to simply understand and own the change.  They have to advocate it.  They have to lead the charge and do so in a way that is reassuring to those following that “without a doubt, we’re headed the right direction.” 

This also means that they need to be cognizant of the environment around them 360 degrees and encourage and influence others to own and champion the change.  This may mean that you have to take a peer (or even their own leader) aside that is being counter-productive and help get them on the right track.

Being a leader is an action oriented role.  It’s easy to lead when the boat is sailing in a straight line with good winds behind it on smooth waters.  It’s a testament to a leader’s abilities when any or all of those factors change.

As for me and this blog?  The good news is that sometimes the tides come back and the seasons in our life change back.  J

How well do you handle the seasons of change in your life?  What do you do to lead change?

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Reach Out!

July 13, 2012 by 1 Comment

I was able to witness something awesome recently.  At the Walmart Shareholders Meeting this year, there was a brief moment that they were celebrating a young man named Tim Kerfoot from Canada that was named the International Associate of the Year.  Tim works at a distribution center.  Tim is also wheel chair bound.

Why was he the International Associate of the Year?  Well, when you listen to him (video below), it will take you about half a second to realize that this guy radiates positive energy and motivates others to be excellent.

Here is a man that has faced a huge adversity, could easily give up, or be ticked off at the world because of his lot in life, but you would never know it.  This doesn’t mean that he doesn’t have troubles or struggles, it just means that he chooses not to let them dictate his attitude.  – which is absolutely awesome.

In fact, while they were recognizing him he said something that I thought was incredibly profound.  He said, “In the midst of a challenge, find people around you that can support you through it.  And then…..find people around you that you can support.”

Think about that for a moment.  

What a great leadership lesson!

In the first half his statement, he basically says, when you need help – seek out those that can help you.  Ask for it.  Don’t go it alone.  Rely on others.  Get support.  Reach out!

This is such a fail point for so many leaders.  Often we think that we need to define ‘being strong’ as ‘doing it ourselves’ and ‘not showing weakness’.  There is nothing further from the truth!  We – you and I – need other people.  That’s how we’re wired as human beings.  There is no shame in asking for help. In fact, it may show greater leadership maturity if you do.   And quite frankly, we need other people to offset our own flaws, lift us up when we’re down, and strengthen us when we’re weak.  I’m sure that you’ve heard the old adage that a single stick is easily broken, but a bundle of sticks cannot be broken.   We need each other in order to succeed.

But, the coolest thing about what Tim said followed next.

“…then….find people around you that you can support.”  Wow!  This is POWERFUL! This simple statement brings the first half full circle.  It’s not just about asking for help when WE need it.  It’s about helping others when THEY need it.  This is very symbiotic and brings the whole concept of reaching out full circle.  When I hear this I picture someone reaching down in to the pit to help pull us out, but just as we’re about to be pulled out, we reach back and extend our hand to someone else.

Something important to point out here is that he used the word “FIND”.  This is an action word that we should pay close attention to.  When it comes to helping others, we shouldn’t wait for them to come to us.  We should FIND PEOPLE AROUND US THAT WE CAN SUPPORT.  Good leader’s don’t sit back and wait.  They take action to proactively and positively impact the lives of others.  This requires us to sharpen our skills of discernment and be aware and sensitive to what is happening around us.

REACH OUT – when you need help.

AND

REACH OUT – to help others.

As leaders, I challenge you to do both!  Both are healthy.  And if you are the kind of person that reaches out to help others more often than you ask for help, I guarantee you that someone will always be there for you when you need it.

Tim also made another neat statement.  He said, “Life is better with a team, with family and with friends.”  I couldn’t agree more.

With an outlook on life like this, it’s no wonder that Tim Kerfoot from DC 3059 in Nanaimo, British Columbia, Canada was Walmart’s International Associate of the Year.  Way to go Tim!

I’ve attached Tim’s acceptance video below.

Who needs you to reach out to them today?

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Leading and Living with Integrity

April 7, 2012 by Leave a comment

Fortunately or unfortunately, it’s good to take advantage of current events to drive home a point. A great colleague of mine, Matt Martin, sent the below email out yesterday morning touching on the recent negative press around Arkansas Razorback’s Head Football Coach Bobby Petrino and used it as a learning opportunity. How bad was the press? I’ll put it this way. It was bad enough that it was trending nationally near the top of the list Thursday night on Twitter.

Integrity is foundational and critical to every leader’s success! Matt’s reminder about acting with integrity is not only appropriate today, but appropriate every day. Matt also forwarded a great piece by Michael Camp on Leading and Living with Integrity. Please see both below.

While Camp talks through a couple definitions of integrity below, one of my new favorites comes from Jeff Neria on my team. She says, “Integrity is the moral courage to make your actions consistent with your knowledge of right and wrong.”

Above all as leaders it is important not only to act with integrity, but to teach the importance of integrity to others. Don Soderquist, one of the great former Wal-Mart leaders has said repeatedly, “Mentor your leaders; assume they know nothing about professionalism or integrity. Teach them before they fall and impact others.”

Are you living and leading with Integrity? Do you teach the importance of integrity to others?

Matt’s note is below.  You can also follow him on Twitter @samsclubmatt.  Michael Camp’s piece on integrity is below that.

____

Team,

With the news around Bobby Petrino surfacing last night, I was reminded of the importance of integrity in leadership. I was also reminded of how quickly trust and credibility can crumble with one lapse of judgment. I was specifically reminded of a document that recently came across my email written from a peer on the Walmart side.

In the attachment (printed below) he talks about how we must protect and guard our integrity and compares it to an eggshell saying “Once an eggshell has even a slight crack, the structure can no longer be depended on to handle the pressure of the environment. It is simply a matter of time before the egg is completely compromised”.

Take a minute to read it and feel free to share with others. Our associates deserve to have leadership they can trust and respect every day and the attachment is a good reminder for us all.

____

LEADING AND LIVING WITH INTERITY

By Michael Camp

Someone can easily say they are ‘leading with integrity,’ but the challenge lies in actually following through. I believe the majority of us have been told the importance of being honest since we were children. Unfortunately, some people struggle more than others to live with integrity, no matter how many times they hear it.

What does the word integrity actually mean? Most of us could easily define the word integrity and have a pretty good idea of what that really looks like; or could we?

Integrity is not a characteristic you can demonstrate sometimes, or even 99% of the time. Leading with integrity means demonstrating it ALWAYS! Integrity can be defined most simply as “being honest” or “following moral and ethical principles.” Integrity has also been defined as being when “a person’s behavior is the same whether someone is watching them or not.”

I like to consider integrity to be like an eggshell that must be protected at all times in order to keep the egg (or your integrity) whole. Once an eggshell has even a slight crack, the structure can no longer be depended on to handle the pressure of the environment. It is simply a matter of time before the egg is completely compromised. A leader’s integrity (or eggshell) is the exact same thing. A leader can do the right thing 100 times, but on the 101st time, they choose to deviate from their behavior; therefore, their integrity comes under scrutiny from those around them. Even though we may live a life of integrity during the first 100 situations, if we choose to act incorrectly the 101st time, the way people perceive us can change forever.

If we want people to follow us there MUST be a strong level of trust. Keeping your word and living with integrity are two critical pieces to this process. Trust is not something built overnight; however, it can be lost instantly. The easiest way to come across as not being honest is when we say something but do something completely different. When people choose to follow us, they need to know the words coming out of our mouths are genuine and that we will not deviate from what we said we would do. Some people believe if they always handle the big issues with integrity, the little issues don’t always need to be handled the same way, especially if no one will know. This couldn’t be any further from the truth. A person who leads with integrity will ALWAYS keep their integrity untarnished and will not waiver, regardless of the size of the issue at hand or whether or not people will ever know what they did.

There is nothing worse than listening to someone speak about what they plan to do when we know their actions will not match what they said. This type of dishonest behavior is what usually creates the first crack in what I call the “TRUST FOUNDATION” that the leader – follower relationship is based on.

As a leader today, the challenge is for us to live the true lifestyle of a leader with integrity at work and outside of work. When people see us acting differently in public than we act in the workplace, our genuineness becomes questionable, as does our integrity. Show the people who choose to follow you what kind of leader you are by keeping your word and living with integrity ALWAYS.

I would ask you to take the LEADING AND LIVING WITH INTEGRITY pledge with me……

“This year I will commit to doing whatever it takes to:

Become a leader trusted by my co-workers, my family, my community,

Demonstrate outstanding servant leadership,

As I LEAD and LIVE WITH INTEGRITY to build trust with those whose lives I influence.”

“As Wal-Mart leaders we MUST live in a manner so that when our Associates think of honesty and integrity, they think of us.” – Michael Camp

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When I Learned the Most

March 30, 2012 by Leave a comment

I had a great opportunity this week to listen to two fantastic CEOs talk about both their businesses and experiences.  One of those was my CEO, Mike Duke (Wal-Mart Stores, Inc.).  The other was Ginni Rometty, CEO of IBM.

Rometty is a dynamic figure if you’ve never met her or heard her speak.  She is down to earth, to the point, and fascinating to listen to.

At one point in the conversation, Rometty was talking about the times that she learned the most in her career.

She was straightforward and clear in her answer, “When I took a risk.”  She elaborated that when she tried something completely new like her move from GM to IBM she learned, grew and stretched tremendously. Rometty’s career progression exposed her to a number of facets of business that broadened her perspective and provided her with lots of different experiences.   And between her ‘student of the business’ mindset and hands on approach to driving the business, it’s no wonder why she’s in the role that she is.

Picking up where Rometty left off, Mike Duke commented on his own career progression.  And I’m sure it’s no shock for you to know that the same type of story was revealed.

Duke took advantage of a number of career opportunities to experience different parts of the business.  This was evident both in his early career in retail as well as his later career at Walmart.  Mike came to Wal-Mart via our Logistics Division, which he headed shortly after arriving to replace then Logistics head Lee Scott (who also went on to be Mike’s predecessor as CEO).  Mike then made his way to become the Chief Administrative Officer of the company, led the Wal-Mart Stores US business unit, and then led the International business unit prior to becoming CEO of the whole company.

Mike recanted a story about when he was asked to go lead the International group.  He said that he hadn’t traveled outside the US as much and didn’t have a background in running international operations, which made him a little apprehensive.  But like each role before, he learned quickly and grew significantly with each step.

Mike said it best, “The time I learned the most was when I was put into roles where I had little or no direct knowledge.”  It forces you to listen.  To learn.  To stretch.  To grow.  And again, with all of his experience, just like Rometty, it’s no wonder that he is in the role he’s in today.

Following this conversation, I took a stroll down memory lane and thought back to the times when I learned the most in my career.

And……I’d have to concur with these two leaders.  When did I learn the most?  During the times that I took on assignments or projects that were completely new and foreign to me.

As I’m reminiscing, I’m smiling, because I can vividly remember some major turning points in my life.

One of those was when I was an Assistant Fire Chief and took on all of the budgeting, planning and administrative responsibilities.  What firefighter wants to do that?  We all want to put out fires and rescue people, right?  It was a major stretch for me and I am so thankful for that opportunity when I was in my twenties, because while it was a lot of very quick nerve-racking learning, it evolved my business acumen and set a foundation for my future.

Another was when I was promoted to Director of Business Continuity.  I was in that role only a short while before four hurricanes hit back to back in Florida.  It was a major stretch because it quickly evolved my leadership and broad thinking acumen through a major and highly visible crisis situation.

Another was my move to Sam’s Club.  Moving out of the security/emergency management business was terrifying for me because it’s what I knew best and what I was trained and skilled in.  There was a lot of comfort in it.  But this move to Sam’s Club completely stretched me in different directions that I never expected and grew me in a number of different areas (e.g., systems development, marketing strategy, how to use insights data, etc.).

While these are just a few of the many stretches in my own life, the key is that each of these experiences and exposures builds upon the previous and broadens and strengthens who you are as a person.

Again, I’m thankful for all of these opportunities – but like Rometty and Duke –  each of these opportunities also came with risk.  Mainly – the risk of failure.  Each was a step outside of doing what was comfortable.  Each was a little unnerving at times.  While there were many failures, all of them were learning opportunities.  And while sometimes daunting, I also found that I survived from each experience too…which made me better and stronger for taking that risk.

Likely, if you examine your own career, you’ll find that the same holds true for you too.

Now, each of us are at different places in our lives and have different drivers and motivators.  Some are happy to stay where it’s comfortable and don’t want change.  And that’s cool.

But for several of us, we want to be challenged and stretched.  We want to learn and grow.  We want to evolve.  We want to do more.   If this is where you find yourself, then you should really examine your life and see if taking a risk to step out and do something new is for you.

Whether in your professional or personal life, stepping out into the unknown is when you will learn the most.

I found a quote from an interview that Rometty did last year that perfectly sums up this concept of risk taking and evolution.  She said, “Growth and comfort do not coexist.”   And I must agree.

QUESTON:  When did you learn the most in your career?

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Choose to Be #1

March 23, 2012 by 1 Comment

A couple weeks ago, my company had our annual Year Beginning Meeting.

For those of you unfamiliar with these types of events, picture a concert venue with 2,000-3,000 of your closest friends from across the nation gathered together to listen to the leadership team share the vision and direction for the new year and get fired up with some good ol’ fashion rah-rah-rah!

I love these meetings!  You can feel the energy and excitement crackle in the air!  But no meeting is complete without some catch phrase or mantra that whips the crowd into a frenzy.

And this year did not disappoint!  

As our senior leaders stood on the stage, they would shout, “WE CHOOSE TO BE…”

And the crowd would shout back, “NUMBER ONE!”

Particularly dynamic was our EVP of Operations, Todd Harbaugh.  Todd is a fantastic public speaker and always seems to bring it all home.  His carefully crafted, yet genuine delivery makes you want to break through walls, swim oceans, and run through fire to be your best.

This particular message from Todd drove home the point that we have a choice every day to do our best….or not do our best.

If you think about this logically –‘doing your best’ more often than not has a fairly positive outcome.  NOT doing your best usually has a less than desired result.  So, why would we not want to do our best?  Have you ever woke up at the start of your day and thought, “Man, today I think I am just going to be #2.”  Or “I really don’t want to do my best today.”  No.  If this is who you are, you usually don’t think anything.  You slide by in your day only to wonder later where the day went and why you didn’t get anything accomplished or why you’re not progressing in your career.

Choosing to be #1 is a mindset shift.  It’s a purposeful choice.  You have to be intentional about delivering your best….and then have the moxie and will to follow through on it.

But what does “doing your best” really mean?

Todd further drove this home for the crowd.  Todd shouted, “We Choose to Be…” and the crowd would roar back “NUMBER ONE!”  Then he would continue, “…in Talent Development…” “…in Innovation” and so on .  There were five areas in all.  But with each topic, he explained exactly what he meant and what he expected.

Todd’s message focused on the things that were right for our company.  But what is right for you or your organization?  What should you be #1 in?  After all it’s a choice.

Is it sales?  Creative/artistic design?  Talent development?  Project management?  Innovation?  Customer experience?  Leveraging Influence?  Philanthropy?  Volunteerism?  A special pursuit? A specific skill?

It’s really up to you.  So, here’s the exercise.

Sit down with your favorite writing utensil and a post-it note.

At the top, write, “I CHOOSE TO BE #1 IN:”

Try to come up with 3 areas that you should (or want to) give your best in.  More is okay – but you don’t want too many as you lose focus.  Try not to exceed 5.

Once you’re done, read aloud – “I CHOOSE TO BE #1 IN …..”

Now, don’t be timid.  Say it like you mean it!

Repeat it until you believe it.  After all, the only person you have to convince is yourself.

Now take that note and post it somewhere you’ll see it at the start of your day (e.g., your bathroom mirror, on your coffee machine, on your treadmill, in your office, on your rear view mirror of your car, etc.).  They key is to remind yourself early in your day that you are choosing to be #1 at these things.  And when you see that note, read it out loud – with conviction!

As I said earlier, choosing to be #1 is a mindset shift.  You can’t be flippant about it.  Be intentional.  It will make a difference in your life.

Personally, I CHOOSE TO BE #1 in developing people, serving my customer, and innovating well-thought out solutions.

This works equally well in your personal life.  For me, I CHOOSE TO BE #1 as a husband and father.

WHAT DO YOU CHOOSE?

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A Quick Friday Leadership Lesson

March 16, 2012 by Leave a comment

As is always the case, I had a different plan for a post this week, but changed my mind at the last minute. But it’s okay…..because it’s Friday.

Last night, a colleague of mine forwarded out a great summary of The 21 Irrefutable Laws of Leadership by John Maxwell. You may know John Maxwell for his many lectures or books on leadership (e.g., The 5 Levels of Leadership, Talent Is Never Enough, and Everyone Communicates, Few Connect just to name a few).

I haven’t read this book in particular, but have been exposed to many of the teachings.  As I read through the summary, I thought this would be fantastic to share with those of you that haven’t seen it before or at least it would be a great reminder for those of you that have seen it. The information is very timely as we are off and running in 2012.

Why? Because every organization needs great leaders at all levels. And they need them now.

To drive this home, the end of the summary included the five sentences below. I’ve brought them to the front because I think they make a great point.

Personnel determine the potential of the organization.
Relationships determine the morale of the organization.
Structure determines the size of the organization.
Vision determines the direction of the organization.
Leadership determines the success of the organization.

Are you the leader you need to be? Are you determining and/or driving the success in your organization?

I’ve included the summary of the laws below. While they are all great points, my favorites are #20 and #21.

Thank you Sonia Spinks for sharing this with our team! We appreciate your leadership!

Enjoy!

Jason

_____________________________________________

The 21 Irrefutable Laws of Leadership by John Maxwell

1. The Law of the Lid. Leadership ability is the lid that determines a person’s level of effectiveness. The higher you want to climb, the more you need leadership. The greater the impact you want to make, the greater your influence needs to be. Even though there is a lid, you can raise it.

2. The Law of Influence. The true measure of leadership is influence-nothing more, nothing less. If you don’t have influence, you will never be able to lead others. True leadership is not awarded, appointed, or assigned. It comes only from influence, and that can’t be mandated. It must be earned. The very essence of all power to influence lies in getting the other person to participate. If you want to find out whether your people are capable of leading, send them out to volunteer their time in the community because if they can get people to follow them there, then you know that they really do have influence.

3. The Law of Process. Leadership develops daily, not in a day. Becoming a leader is a lot like investing successfully in the stock market. If your hope is to make a fortune in a day you’re not going to be successful. What matters most is what you do day by day over the long haul. Successful leaders are learners. And the learning process is ongoing, a result of self-discipline and perseverance. The goal each day must be to get a little better, to build on the previous day’s progress. You can be a great leader, but it won’t happen in a day. Start now. You don’t become a champion on the field or court. You become a champion in your daily routine.

4. The Law of Navigation. Anyone can steer the ship, but it takes a leader to chart the course. Have a vision for the destination and understand what it will take to get there. A leader is one who sees more than others see, who sees farther than others see, and who sees before others do. Navigators draw on past experience, listen to what others have to say, examine the conditions before making commitments, and make sure their conclusions represent both faith and fact. The secret of the Law of Navigation is preparation.

P redetermine a course of action.
L ay out your goals.
A djust your priorities.
N otify key personnel.

A llow time for acceptance.
H ead into action.
E xpect problems.
A lways point to the successes.
D aily review your plan.

5. The Law of E.F. Hutton. When the real leader speaks, people listen. True leaders have character, relationships, knowledge, intuition, experience, past success, and ability.

6. The Law of Solid Ground. Trust is the foundation of leadership. You can’t take shortcuts no matter how long you’ve been leading people. You start with certain amount of change in your pocket, then with every decision thereafter, you are either building up more change or paying it out, and then when you are out of change, you’re done. To build trust, one must exemplify competence, connection and character. Character makes trust possible and trust makes leadership possible.

7. The Law of Respect. People naturally follow leaders stronger than themselves. When people respect someone as a person, they admire them. When they respect her as a friend, they love them. When they respect them as a leader, the follow them.

8. The Law of Intuition. Leaders evaluate everything with a leadership bias. A leader has to read the situation and know instinctively what play to call. People need a goal to galvanize them. Know who is for you and who is against you. Whenever leaders encounter a problem, they automatically measure it, and strive to resolve it.

9. The Law of Magnetism. Who you are is who you attract. You draw people to you who possess the same qualities you do. Birds of a feather flock together. You tend to attract and be drawn to people of similar attitude, generation, background, values, life experience and leadership ability. The better leader you are, the better leaders you will attract. If you think the people you attract could be better, then it’s time to improve yourself.

10. The Law of Connection. Leaders touch a heart before they ask for a hand. Connections happen between individuals. A great leader stands in front of his team and sees more than the collective group, he sees individuals. To connect with people in a group, relate to them as individuals. Leaders initiate connection with people. Walk slowly through the crowd and shake hands and encourage and express gratitude. People don’t care how much you know until they know how much you care. To lead yourself, use your head; to lead others, use your heart.

11. The Law of the Inner Circle. A leader’s potential is determined by those closest to him. Associate with good people. Look for these type of valuable people – potential value, positive value, personal value, production value and proven value. As iron sharpens iron, friends sharpen the minds of each other. Hire the best staff you can find, develop them as much as you can, and hand off everything you possibly can to them. You have more potential that you haven’t reached, and if you want to get there, surround yourself with the best people possible.

12. The Law of Empowerment. Only secure leaders give power to others. Lead by lifting up others.

13. The Law of Reproduction. It takes a leader to raise up a leader. If you try to keep others down, then you go down with them. Raise giant-killers like David who raised up a group of mighty men. We teach what we know and reproduce what we are. Spend time with great leaders.

14. The Law of Buy-In. People buy into the leader, then the vision. The leader finds the dream and then the people. The people find the leader and then the dream. People at first don’t follow worthy causes, they follow worthy leaders who promote worthwhile causes. People want to go along with people they get along with. Leader + Vision = Result.

15. The Law of Victory. Leaders find a way for the team to win. When the pressure is on, great leaders are at their best. 3 components of victory: 1) unity of vision, 2) diversity of skills, and 3) a leader dedicated to victory and raising players to their potential.

16. The Law of the Big Mo. Momentum is a leader’s best friend. Constantly fight negative momentum. Two keys – preparation and motivation. It starts with a little progress. Momentum helps teams perform better. Momentum is easier to steer than to start. Focus on what you can do, not what you can’t do.

17. The Law of Priorities. Leaders understand that activity is not necessarily accomplishment. Pareto Principle: If you focus on the activities that rank in the top 20% in terms of importance, you will have an 80% return on your effort. Three R’s: What is required? What gives the greatest return? What brings the greatest reward? Increase focus, but reduce number of actions.

18. The Law of Sacrifice. A leader must give up to go up. Leadership means setting an example. When you find yourself in a position of leadership, people follow your every move. Sacrifice is an ongoing process, not a one-time payment. When you become a leader, you lose the right to think about yourself. As you rise in leadership, responsibilities increase and rights decrease. If leaders have to give up to go up, then they have to give up even more to stay up. The higher you go, the more you give up.

19. The Law of Timing. When to lead is as important as what to do and where to go. 4 possible outcomes: 1) The wrong action at the wrong time leads to disaster. 2) The right action at the wrong time brings resistance. 3) The wrong action at the right time is a mistake. 4) The right action at the right time results in success.

20. The Law of Explosive Growth. Leader’s math: To add growth, lead followers, but to multiply growth, lead leaders. It’s the leaders responsibility to build the people who are going to build the company. Leaders who develop followers add one at a time. Leaders who develop leaders multiply their growth.

21. The Law of Legacy. A leader’s lasting value is measured by succession. Leadership is one of the things you cannot delegate. You either exercise it, or you abdicate it. A legacy is created only when a person puts his organization into the position to do great things without him. Success is not measured by what you’re leaving to, but by what you are leaving behind.

Filed under Leading Tagged with , , , ,

3 Lessons from Walking Across the Office

February 24, 2012 by 2 Comments

Yesterday morning, I was reminded of some very important leadership lessons.  The funny thing is that they all occurred in a walk across the office that took less than 5 minutes.

On this particular walk, I was in heavy thought.  I was trying to process some complex information before getting to my destination.  As a result, my head was down, my eyes were on the floor, and I was walking briskly.  I wasn’t my normal friendly, approachable self.

And in that short walk from one side of the building to the other, this is what I learned:

Lesson 1:  Eyes on the floor and walking briskly are not a good combination.  It’s a recipe for disaster.   In my brief journey, I successfully ran in to another person coming around a corner,  ran in to a box of marketing materials,  and nearly ran in to a structural column.  Where was my “Danger, Will Robinson, danger” alarm? Simply, I wasn’t paying attention.  I was lost in my own world and was not cognizant of my surroundings.  Besides being a physical threat to myself and others, the lesson is a great leadership metaphor. 

Leaders need to keep their eyes on the horizon to successfully navigate changes in their environment.

Lesson 2:  I am a pretty friendly person and am a strong believer that a leader’s attitude is contagious, which is why I am quick to greet people, give a smile, or slap a high five.  With my head down and lost in thought, I was not acting like I normally do.  And as I walked by a colleague without looking up, he said, “Good Morning, Jason!” in a friendly, yet challenging tone.  I say hello to this guy every time I see him, but this time I didn’t – what was I thinking?  I’ve set a standard and expectation for my behavior, but failed in this moment. He realized it and said something.  I stopped, went back to him, shook his hand and apologized saying, “I’m sorry.  I was lost in thought.” 

What’s worse is that he wasn’t the only one that I did that to on this walk.  I was no more than 50 feet from him before the same situation repeated itself.  And I found myself apologizing in the same fashion.  “I’m sorry.  I was lost in thought.”  What a pathetic excuse.  It really didn’t matter why I didn’t say hello, the fact is that I failed again and was called on it again.  How many people did I pass that didn’t call me on it?

People not only pay attention to your actions, but also to your inactions. …and they hold you accountable.

Lesson 3:  A little later in the day, well after my brief walk, I was back to my normal self.  At our office coffee bar, I greeted an associate and asked her how she was doing.  Instead of responding to my question, she said, “I saw you this morning.”  And then softened her voice and turned her eyes down and finished, “…but you didn’t see me.”  Those words cut me straight to the core, “you didn’t see me”.  It’s every leader’s nightmare.  I asked her, “Where were you?”  She responded, “I walked right by you.”  Ugh! What was I doing?  I asked her why she didn’t say hello.  She responded that she thought I looked really busy and didn’t want to bother me.

I pulled my lame apology back out for the third time.  She said, “It’s okay.”  But I finished with, “No.  It isn’t.  And I am really sorry.”

People not only pay attention to a leader’s action and inaction, but they are impacted by them.

That was a lot of learning for such a short walk.  It goes to show that leaders are “on” all the time.  Whether you realize it or not, people are watching your every move and are impacted by what you do and don’t do. You don’t get “down time”.

While this may seem like a tough concept for leaders to accept, the fact is that more is required from you because of your position – whether formal or informal.  My favorite bible verse is Luke 12:48 because it speaks such truth for leaders –  To whom much is given, much is required.

I appreciate these associates for calling me out and helping me get back on track, because as leaders we are judged by our weakest moments.

So, keep your head up, eyes on the horizon, and make sure your actions positively impact others.

What lessons have you learned while walking across the office?

Filed under Developing, Leading Tagged with , , , ,

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