While being prepped for a political debate, Giuliani rehearsed his answer to the question: "Do you have an educational plan?" He replied "Yes, I do. One, reform the board, two, do this, three, do that, four, do this..."
It's at the same time a great plan and an inferior response. A better answer: "I care greatly about children. I have my own. And I realize that the future of our city is built around children. So the core of my concern will be to make the educational system around the children."
The second answer is not only the truth, but more memorable. More importantly, it understands that our core questions aren't about facts, but people.
As a leader, we succeed when we connect with people first.
Saturday, October 6, 2007
Overabundant Input, Minus the "Over"
"...a leader who fails to act until every group has been heard from, every concern addressed, every lawsuit resolved, is a leader who's abdicating his responsibility." -- Giuliani
The fact is, abundant input is important! As leaders we seek teamwork, and know that two heads are better than one. Input is to be treated like gold. First, it's to be pursued passionately. Second, once gained, it's the least we can to do say "thank you," the most is to actually use it, and the middle ground is to explain in person why it was respectable and ultimately not used.
Marching-order, closed-door leadership works successfully, albeit manipulatively, in the short run while crippling teamwork in the end. Rudy notes that we're to be on guard against the opposite extreme too -- entangling ourselves in a web of "consensus-building." Put a time limit on the process -- but have a process, and communicate thoroughly.
The fact is, abundant input is important! As leaders we seek teamwork, and know that two heads are better than one. Input is to be treated like gold. First, it's to be pursued passionately. Second, once gained, it's the least we can to do say "thank you," the most is to actually use it, and the middle ground is to explain in person why it was respectable and ultimately not used.
Marching-order, closed-door leadership works successfully, albeit manipulatively, in the short run while crippling teamwork in the end. Rudy notes that we're to be on guard against the opposite extreme too -- entangling ourselves in a web of "consensus-building." Put a time limit on the process -- but have a process, and communicate thoroughly.
Private Practice
"Just as a poker player tries to distuise his hand until he's called, often it's to a leader's benefit not to let others know what he's up to until the last possible moment." -- Giuliani
Huh? Why would a good leader be less than forthcoming with his team?
Rudy may have stated it differently, given the story he used to illustrate. The real lesson is to examine our visions with care when they first pop into our heads, and to announce plans in a way that's well-calculated, rather than brash. When a police chief sees the amount of murders down from 650 towards 610 (projected) during the first three months of the year, what are the drawbacks of announcing 600 as a goal at that point?
1. It's early and unsubstantiated.
2. It diminishes a significant and perfectly satisfactory accomplishment -- crime is decreasing!
Rightfully, Americans celebrate the memory of Kennedy's successful and uncharted dream of reaching the moon by the end of the 1960's. Still, it's just as American to achieve progress in any measure. Further, it's American to deliver on our promises. When temptation comes knocking to leap over tall buildings, we can privately check our emotions long enough to consider alternative ideas. Why not take a leisurely stroll around it instead? It's quicker, more relaxing, and much easier to convince people to follow you!
Huh? Why would a good leader be less than forthcoming with his team?
Rudy may have stated it differently, given the story he used to illustrate. The real lesson is to examine our visions with care when they first pop into our heads, and to announce plans in a way that's well-calculated, rather than brash. When a police chief sees the amount of murders down from 650 towards 610 (projected) during the first three months of the year, what are the drawbacks of announcing 600 as a goal at that point?
1. It's early and unsubstantiated.
2. It diminishes a significant and perfectly satisfactory accomplishment -- crime is decreasing!
Rightfully, Americans celebrate the memory of Kennedy's successful and uncharted dream of reaching the moon by the end of the 1960's. Still, it's just as American to achieve progress in any measure. Further, it's American to deliver on our promises. When temptation comes knocking to leap over tall buildings, we can privately check our emotions long enough to consider alternative ideas. Why not take a leisurely stroll around it instead? It's quicker, more relaxing, and much easier to convince people to follow you!
Promise Reality... Or A Shade Less
"A leader must manage not only results but expectations." -- Giuliani
My department at work has a file room that contains about two dozen cabinets stuffed with 20 years of memos and financial workpapers. As a small group of us planned for 2008, we wondered about becoming a more paperless office.
We considered setting a 2008 goal of "1 less file cabinet by year-end." The natural initial reaction was "well, we'd like to go down a lot more than that if possible!" That was certainly true, and in an era of "big, hairy audacious goals" such targets are often inflated -- and just as often missed. This is because, for one thing, twelve months seems like a long time -- until one actually starts living it, the phone starts ringing, unexpected projects materialize, and we find ourselves on December 15 staring at an unfulfilled dream on a piece of paper. Secondly, planning can go overboard with faith in pathless destinations. Starting with a "small" goal got us to asking how we might go about reducing that number. Before long, we actually did raise the goal -- to 4 cabinets -- after just a half hour of creative thinking. Who knows how much further we'll actually go?
It's easy to feel underachieving when aiming toward "reality" rather than a higher plane. But fortunately that pales in comparison to the satisfaction of meeting those goals, and the inspiration that comes from the potential to exceed those goals.
My department at work has a file room that contains about two dozen cabinets stuffed with 20 years of memos and financial workpapers. As a small group of us planned for 2008, we wondered about becoming a more paperless office.
We considered setting a 2008 goal of "1 less file cabinet by year-end." The natural initial reaction was "well, we'd like to go down a lot more than that if possible!" That was certainly true, and in an era of "big, hairy audacious goals" such targets are often inflated -- and just as often missed. This is because, for one thing, twelve months seems like a long time -- until one actually starts living it, the phone starts ringing, unexpected projects materialize, and we find ourselves on December 15 staring at an unfulfilled dream on a piece of paper. Secondly, planning can go overboard with faith in pathless destinations. Starting with a "small" goal got us to asking how we might go about reducing that number. Before long, we actually did raise the goal -- to 4 cabinets -- after just a half hour of creative thinking. Who knows how much further we'll actually go?
It's easy to feel underachieving when aiming toward "reality" rather than a higher plane. But fortunately that pales in comparison to the satisfaction of meeting those goals, and the inspiration that comes from the potential to exceed those goals.
Firm and Flexible
"A leader has to be strong enough to make his own decisions, and stick to them even when they're unpopular; but he also must be self-confident enough to solicit opinions and change his mind without worrying that he'll appear weak." -- Giuliani
Recently IRS auditors requested certain information verbally. As it happened, on that same day an official IRS pronouncement came forth which specifically said that audits should not request such information. Who wants to say "no" to IRS auditors? But it just didn't make sense to act quickly and wastefully hand over information if it wasn't truly required. After consulting a national counsultant, and peers who had been through IRS audits before, I chose to ask politely for more time, and took more time, despite pressure. In the end, the information was required; in the meantime, the decision to be patient was unpopular yet prudent. Taking counsel of others before taking a firm stance allowed me to sleep better at night, even as the tension built.
Recently IRS auditors requested certain information verbally. As it happened, on that same day an official IRS pronouncement came forth which specifically said that audits should not request such information. Who wants to say "no" to IRS auditors? But it just didn't make sense to act quickly and wastefully hand over information if it wasn't truly required. After consulting a national counsultant, and peers who had been through IRS audits before, I chose to ask politely for more time, and took more time, despite pressure. In the end, the information was required; in the meantime, the decision to be patient was unpopular yet prudent. Taking counsel of others before taking a firm stance allowed me to sleep better at night, even as the tension built.
Tuesday, October 2, 2007
Lead, Don't Motivate
From the Leadership McLean County opening retreat:
"Leaders create an environment in which people motivate themselves."
This says that by and large when leaders inherit employees, the values that motivate them are largely ingrained. Successful leaders set them up so that they can feast on those motivational factors. If they're competitive types, then get them into a team environment. If pay drives them, emphasize the connection between results and pay. For the servant-minded, highlight the greater good. Give mentoring opportunities to those who love to teach, writing opportunities to those who like to create, coordination duties to those who love to organize.
"Leaders create an environment in which people motivate themselves."
This says that by and large when leaders inherit employees, the values that motivate them are largely ingrained. Successful leaders set them up so that they can feast on those motivational factors. If they're competitive types, then get them into a team environment. If pay drives them, emphasize the connection between results and pay. For the servant-minded, highlight the greater good. Give mentoring opportunities to those who love to teach, writing opportunities to those who like to create, coordination duties to those who love to organize.
Poll: Employee Appreciation
Here's how employees ranked their job satisfaction according to one study, with most important aspects first:
1. Appreciation
2. Feeling included
3. Help with personal problems
4. Job security
5. Good wages
6. Interesting work
7. Promotion
8. Loyal management
9. Work conditions
10. Tactful discipline
1. Appreciation
2. Feeling included
3. Help with personal problems
4. Job security
5. Good wages
6. Interesting work
7. Promotion
8. Loyal management
9. Work conditions
10. Tactful discipline
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