Excite people as a role model through Actions, Truth & Trust building

9/21/14

Jack Welch's business leadership principles illuminate my way through work and life every day.
The complete immersion at JWMI truly has truly been a great transforming experience.

Here is what I learned from Jack from a recent Q&A.

(1) Speak through Actions, not just words

"You have to be a role model with what you do, not what you say.

Bosses typically do not like to hear how to do it.
It never works as it is a moving proposition.

No one likes to hear what they should be doing.
They want to see you doing it and they get excited by it.

Your job is to demonstrate what you want with what you do, not with your mouth.
Demonstrate the behavior needed through innovation and other things to make it happen ".

(2) Health care market is exploding with opportunities.

(3) CEO's Job: Look for Truth & Build Trust in Relationships
Best thing Jack loved about being GE's CEO
- loved being around people and winning
- don't hire people whose values don't match; personalities can be different
get people you believe in,you like and want to be with
you give everything you got to them and they give everything they got to you
- Truth & Trust: Two words that go with leadership
Every day you look for truth
Every day you build Trust; that you can be trusted and people you are with can be trusted
Trust each other to Act on the Truth

It is such a treat to hear Jack speak about how to win in business.
Dr DP

Leadership Competencies Checklist - Achieve Mastery through Extraordinary Self Awareness & Avoid Derailment Factors in long run

6/21/14

This is a handy checklist to contemplate and refer to often in continually honing leadership skills and taking team-performance to the highest levels in any organization.

MASTER THE LEADERSHIP COMPETENCIES
******************************************
1. Work well with people whose background, culture, language, or work style is different than one's own
2. Seek out new insights about clients that represent sources of opportunity for Enterprise and value for them.
3. Help others identify proper course of action under uncertain conditions.
4. Create systems that enable all to be routinely considered for increased responsibilities
5. Ask questions to ensure 2-way understanding
6. Prioritize multiple expectations against strategic direction
7. Leverage an informal network of influential people to achieve goals
8. Create an organization in which all members take initiative to address shortcomings
9. Create an organization in which members have a well-grounded trust in each other's integrity, skills, motivation to achieve shared goals
10. Apply a broad and deep understanding of enterprise-wide capabilities to partner with clients in transforming their business
11. Generate new ideas not constrained by traditional thinking or procedures
12. Provide guidelines that emphasize the purpose and intent so people can take self-directed actions to adapt and achieve intended goals
13. Establish ways to routinely monitor clients, markets or technologies
14. Anticipate impact of actions on other parts of Enterprise
15. Make decisions with speed and urgency required
16. Express own opinion clearly and confidently
17. Translate complex problems into manageable actions
18. Communicate clearly and simply in complex situations enabling all to understand
19. Coach employees to step out of comfort zone to reach their highest potential
20. Provide breakthrough insights that challenge clients' current perceptions about their own business to increase their success
21. Inspire others through example
22. Ask questions and seek feedback to learn from others at all levels of the organization
23. Establish a system for routinely moving talent across the enterprise
24. Analyze own organization to identify impediments to trust
25. Promote healthy sense of urgency in achieving objectives
26. Shift group members from trying to achieve their ends, to assuming leadership responsibilities for accomplishing common good
27. Help others deal with ambiguity and to see it as an opportunity to change the way they do business
28. Provide timely performance feedback
29. Shield the team from structures or processes that interfere with performance
30. Collaborate with leaders across the enterprise to create innovative and sustainable cross-enterprise business solutions
31. Admit when lacking knowledge or answers
32. Create an enduring "can do" attitude within the organization
33. Ensure people know their contributions are valued
34. Take time to listen and appreciate other view points, even when they differ from one's own
35. Mentor and coach others across the organization
36. Communicate regularly with a range of constituents to gain an understanding of the big picture
37. Move talent to other parts of the organization for employees' or enterprise's growth
38. Establish strong relationships with key decision makers at multiple levels within the client's organization
39. Prioritize work demand by focusing on what is important
40. Build an organizational climate in which all have internalized collaboration as a norm of the way they do business
41. Set standards that challenge employees to deliver high performance
42. Transform organizational culture to one of optimism in the fae of great adversity and challenge
43. Monitor tone and demeanor to reflect the message being communicated
44. Acts as the client's advocate within Enterprise
45. Establish an organizational norm that encourages members to take right risks in service of growing the Enterprise
46. Create an environment of openness to new ideas and approaches
47. Identify causes and/or relationships not immediately evident to others
48. Demonstrate a curiosity about other cultures and disciplines
49. Follow through on commitments from beginning to end
50. Create learning organizations that continuously transform themselves
51. Appreciate - What are the employees' greatest strengths ?
52. Assess - what are  specific areas where an employee needs to improve and how could these changes make the employee a more effective leader ?

AVOID DERAILMENT FACTORS FOR LEADERS - BE SELF AWARE
************************************************************
1. Is unaware of how his or her behavior impacts others.
2. Does not demonstrate accurate understanding of his or her strengths & weaknesses
3. Gets defensive when he or she receives feedback from others
4. Overreacts to disappointments or setbacks
5. Is emotionally volatile and unpredictable
6. Is slow to recover from an emotional upset.
7. Has difficulty remaining calm and confident under pressure
8. Lacks empathy for other people's thoughts and actions
9. Has difficulty reading non-explicit communication eg. non-verbal cues
10. Deos not demonstrate care and concern when people bring problems to his or her attention
11. Is overly demanding and insensitive to others' needs and workloads
12. Tends to use an intimidating/bullying style
13. Escalates conflicts rather than working to reach a resolution
14. Has difficulty building consensus to reach decisions
15. Cooperates with others only when forced to
16. Lacks broad and trustworthy relationships with others outside of his or her immediate organization
17. Does not take a stand on controversial or unpopular business issues
18. Does not take responsibility for his or her actions
19. Is overlay reliant on the sponsorship of powerful others; not seen as independent
20. Has difficulty adapting to change
21. Is not open to learning from his or her mistakes
22. Does not demonstrate an appreciation for differences when working in a multicultural environment
23. Betrays trust
24. Says one thing and does another
25. Does not follow through on commitments
26. Does not take care of important details
27. Does not admit his mistakes
28. Does not think strategically or broadly; overly focused on details & tactics
29. Is ineffective in leveraging others' strengths

Dr DP

Pull the Career Comeback Levers - Overdeliver, Volunteer, Attitude, Change

6/13/14

The advice in Jack & Suzy's LinkedIn article would be very useful to anyone who has faced a slow down in their careers.  Better still, by pulling these levers consciously, a slow down can be avoided in the first place.

Of the four levers, I believe change is the hardest thing to do. Inertia is a common detractor for most of us. Not wanting to upset the apple cart and blindly hoping "it will change" and taking a "ride out the down turn" approach invariably allows status quo to continue. Secondly, important external constraints can keep one stuck and stalled. The cost of making a change may outweigh the benefits in such cases. Finally, fear of making a wrong decision is a key factor.

What I learned from observing Jack Welch is that he is never satisfied with status quo. "It won't change, so MOVE", he booms in a class video. Amazingly, that video did help me push myself in making some major decisions. Also, Jack does not let fear block decision making. Instead, he relishes making changes continually to improve from status quo.

Ways to Make a Career Comeback
********************************
Welch & Welch, June 2014

(1) Overdeliver
****************
- Do what you are doing better and faster
- Expand the job horizons to include bold new initiatives
- Create new concepts or processes that improve overall results across business units
- Surprise everyone

(2) Volunteer at cutting edge
******************************
- work on tough new projects
- take global assignments
- prove you are willing and able to go extra mile

(3) Adopt " Yes, can do" attitude
**********************************
- Preserve Political Capital: stop disparaging fellow employees even in jest

(4) Change before you have to
*******************************
- Jump before you get pushed
- Find a company with a better fit doing work you like
- Build results and reputation from day one

This is great advice to reboot careers.
Dr DP

Reference
https://www.linkedin.com/today/post/article/20140610102118-86541065-three-ways-to-make-a-career-comeback?trk=mp-details-rr-rmpost

Skilfully Balance Transparency vs Privacy in Business

5/3/14

One of the most exciting things about JWMI MBA training is the numerous frameworks we are exposed to that have been tried and tested in various business situations. These frameworks are deeply insightful, save time and could save companies, careers and jobs. I find them to be precious and exciting.

Jack & Suzy Welch have come up with yet another amazing framework this week for masterfully handling a complex business question: when to open up and talk and when to zip it in business ? Reading their LinkedIn article one walks away with an incredibly handy framework  that can be gainfully deployed in appropriate business situations.

Before I present the key points from the article, I must add a word about frameworks and techniques. There are not enough case studies or books that can be written to cover every business situation and prepare a business person completely. The training can only be taken as a starting point for thought leadership.

The Indian philosopher Jiddu Krishnamurti (JK) cautioned about the bias from conditioning of human thoughts. "freedom from the known" is key to approach reality more completely rather than with smaller fragments of truth.

There is a similar  parallel in martial arts. No amount of exotic techniques can adequately prepare the practitioner to deal with unceasingly complex reality.  Bruce Lee,  profoundly influenced by JK, created Jeet Kune Do with "the way of no way" as the center principle. Too much of any style could mean too much  of thought-conditioning and that could prove to be the undoing in the ultimate battle.

It is, to me, all about balancing the known and the unknown.
Dr DP

Skillfully balance Transparency vs Privacy, good Public Relations vs Business Strategy

Rule#1 - When communicating financial information to the public (investors, analysts, media & social activists), be transparent
What to do - Disclose plenty of data, increase market insight and build trust

Rule#2 - When gaining marketplace advantage, maintain strategic privacy and take opponents by surprise
What to do - When a breakthrough in the works or a bold acquisition is under consideration, keep it confidential

Rule#3 - When employee-life-altering changes are to be made, let employees be the first to know
What to do -  When things go awry eg. plant closings, layoffs, massive changes in organization, do not keep employees in the dark
What not to do - Screw ups from Awful Leadership are more common in this situation: employees are taken by surprise and are confused by media that always seems to know more; managers don't have time to figure out what to do to whom; Trust is irretrievably lost.

Rule#4 - When facing a Crisis in Business, be completely open, fact-based and lead from the front
What to do - Don't be in denial; Don't make evasive statements; Don't say problem fully contained; never forget there are no secrets in such situations. Take responsibility, deep-dive for a fact-based response and over-communicate to win trust back.

Reference
Jack & Suzy Welch (2014)
https://www.linkedin.com/today/post/article/20140429041210-86541065-secrets-are-for-breaking-with-one-big-exception?trk=mp-reader-card

Unlock the doors to reach full potential

4/12/14

True North - This is the direction to reach full potential
*********************************************
One of the greatest qualities I find in Jack Welch is his ability to keep moving, trying new approaches and constantly growing. He does not stop at obstacles. Instead, he practices what he teaches in class. He shows how to use the 3Ss - Simplicity, Self-confidence and Speed - masterfully.

In the latest LinkedIn article, Jack and Suzy Welch teach how to navigate through complex work situations and continually find work that excites and leads to sustained happiness. I think this is one of their best articles ever as it serves as a sign-post for leaders to reach full potential.

Dr DP

Four Reasons to Quit Your Job (Jack & Suzy Welch, 2014, April 8)
*******************************************************

Key Points:
To move up in any organization, need to endure Difficulties, Dull assignments and Crisis.
But do not let inertia be the reason for staying in a company.
Unlock your door and get out if the work environment fails the four questions below.

1. Are you happy going to work every morning ?
***********************************************
Do you want to go to work every morning?
Does the prospect of going in each day excite you or fill you with dread?
Does the work feel interesting and meaningful or are you just going through motions to pull a paycheck?
Are you still learning and growing?

2. Do you like your coworkers ?
*********************************
Do you enjoy time with them or do they bug you ?
Are these relationships worth cultivating ?

3. Goals and values - Company vs You - are they aligned ?
*********************************************************
Does your company help you fulfill your personal mission ?
Examples:
Travel vs chosen work-life balance
Stagnation due to non-growth of the firm vs need for upward mobility
Are you investing your time in the right company ?

4. One year Look Ahead Test
****************************
It takes one year to find a new, better job
Where will you be in the organization ?
What will be your role and what work will you be doing ?
Whom will you be managing ?
Who will manage you ?
Is this scene exciting ?

Reference
Welch & Welch (2014), Linked In Articles.
http://www.linkedin.com/today/post/article/20140408040010-86541065-four-reasons-to-quit-your-job?trk=mp-reader-card

HR should be second only to CEO and must be on par with CFO

The critical role of HR
*******************
People are the biggest part of the game of business.
HR must therefore be the most powerful part of an organization.

I. What HR should do
******************
Put the best people on the field and get them to play together.
Direct who gets hired, developed, promoted or moved out.
Know what it takes to win, how good each player is and where to find strong recruits to fill gaps.

II. What HR should not do
*********************
Palace intrigue - Act as cloak-and-dagger society.
Cloyingly benevelont - Put on health-and-happiness show. Plan picnics, put out newsletter.
Bolster bureaucracy - enforcing rules and regulations that have no real purpose.
Become king makers or cops- making or breaking careers behind the scenes.
Be relegated to background eg. behind CFO.

III. Who should be leading HR
*************************

(I) High impact Pastor-Parent types with real stature and credibility.
*******************************************************************
Improves the company by overseeing and monitoring a rigorous appraisal-and-evaluation system.
Lets every person know where he or she stand.

Part pastor
************
- hear all sins and complaints without recrimination
- run something in their careers eg. factory or function
- understands the business, inner workings, history, tensions, hidden hierarchies that exist in people's minds
- relentlessly candid even with hard messages
- hold confidence tight
- earns trust of organization with their insight, integrity
Part parent
************
- loving and nurturing but correcting with straight feedback when off track

(2) Creates effective HR mechanisms
************************************
to motivate and retain people - money, recognition, training.
to force organizations to confront charged relationships - unions, individuals no longer delivering results, problematic stars.

(3) Elevates employee management
*********************************
to same level of professionalism and integrity as financial management.


Reference
Welch & Welch (2014), LinkedIn.
http://www.linkedin.com/today/post/article/20140324053712-86541065-so-many-leaders-get-this-wrong?trk=mp-reader-card

Build Great Teams through Differentiation - A Performance Appraisal System

2/2/14

Differentiation - Jack Welch's Signature Technique
*****************************************
Getting performance appraisal done correctly is critical for anyone keen on improving health of organizations over the long run. For sustaining high performance in teams, Jack Welch's signature technique for performance evaluation, called Differentiation, has been widely used in corporations around the world.

A soccer team's captain and players know what and where the "goal" is. A basketball coach knows how his team has to gel together to deliver a winning end result. A gymnast or ice-skater at the olympics gets instant feedback with scorecards about his or her performance that is measured against qualitative (artistry) as well as quantitative (degree of difficulty, number of turns) measures. The athletes know what they did well and where they need to improve next. They know the rules of the game. They know when they fall out of line versus expected norms in behavior.

In a corporate environment, this kind of clarity in performance evaluation is not always there. This is why I consider Jack Welch's Differentiation method, with numbers vs behaviors matrix, as pure genius.

Differentiation is a performance appraisal system
*********************************************************
Key to building great teams and companies through consistency, transparency and *candor*.
- make sure all employees know where they stand
- provide dignity, develop future leaders
- create winning companies
- Align performance with organization's mission and values.

Step1 - Clarify the Goal
****************************
Start with exhaustive communication of a company's
    - mission (where it's going) &
    - values (behaviors needed to get there)

Step2 - Appraise performance
**************************************
    Evaluate employees 1-2X per year
    Quantitative Results: how did their results advance the company's goals?
    Qualitative Values: how well are they demonstrating its values ?
    eg. does the person share ideas ?
          relish building leaders?
          go extra mile to delight customers ?
          support team work ?

    Grade using 20-70-10 framework
    *************************************
    Top 20% - Stars; love them and ensure they do not leave
    Middle 70% - Average performers; appreciate and show how they can improve performance
    Bottom 10% - Does not meet expectation; humanely ask them to move on; help find next job

Step3 -   Coach with Feedback
**************************************
    Show people how they can grow in the future

Differentiation is misunderstood by some in the media as a rank and yank method that lacks soul. Anyone who hears Jack directly and has spent the time to understand his rationale will appreciate that not doing Differentiation correctly will cause more damage to the souls of stakeholders.

Differentiation method, while being tremendously insightful and valuable, also has limitations in my view.  It assumes that a curve will always exist. It could also breed tension that could go against team work. When corporations are in decline, this technique could get people to clam up more.

All things considered, the benefits of using Differentiation outweigh the cons.
Dr DP

Reference
Welch&Welch (2013)
http://www.linkedin.com/today/post/article/20131202152255-86541065--rank-and-yank-that-s-not-how-it-s-done?trk=mp-reader-card

Assemble the Best Team with a Hiring Checklist and Win

2/2/14

Winning is fundamentally about assembling the best team
************************************************

Hiring: A Checklist of Qualities
******************************
Must Haves, Definitely-Should-Haves and the Game-Changer

(I) Must Haves (IIM)
********************
Integrity
Intelligence
Maturity

- smartness is essential to winning
- cannot be trained into a person
- do not let likeability ignore this fact

(II) Definitely Should Haves (4E, P)
************************************
Energy - Stamina; Vitality; Intensity; Go the distance day after day
Energize - make the team better; exude positivity; stir others to action; contagious dynamism
Edge - make yes/no decisions quickly; not being namby-pamby (analysis paralysis) about hard calls and tough decisions
Execute - get things done; get off the desk
Passion - for both work and life; curious; care about people and details

(III) Qualities For Senior Executive Positions (ACSR)
******************************************************
Authenticity - being yourself
Foresee around Corners - sixth sense
Surround oneself with smarter people - build great teams
Outsized Resilience - take punches and still stand

(IV) Game Changer (Generosity Gene)
***********************************
Help people improve, grow, thrive and succeed
Delight in giving raises to people
Inspire trust - unleash productivity and creativity
Become a font of ideas and innovation
Be a paragon of commitment to customers and the work

Avoid the 3 Hiring mistakes
************************
(1) Don't use gut instinct:
- Use a team to coolly analyze candidates credentials
- Use critical thinking, check for job fit
- Sniff out the phonies
(2) Don't ignore negative references:
- Use your own references
- Listen to them
(3) Don't over-sell the job and talk too much:
- Listen to the candidate talk
- Check for job fit

Dr DP

Reference
1. Welch & Welch (2013)
http://www.linkedin.com/today/post/article/20130923225948-86541065-how-i-hire-the-must-haves-the-definitely-should-haves-and-the-game-changer?trk=mp-reader-card
2. Welch & Welch (2013)
http://www.linkedin.com/today/post/article/20130604104616-86541065-avoid-these-3-hiring-mistakes?trk=mp-reader-card

Use Instinct to Pick Deals Quickly, Use Data to Pick People Carefully

2/2/14

Speed vs Deliberation in Decision Making

When to use judgment and when to use rigorous data analysis ? In this LinkedIn article Jack and Suzy offer thought provoking insights.

Picking Deals
************
- Use instinct and qualitative gut calls
- Recognize patterns subconsciously to make quick decisions without a lot of deep thinking
- Go for it now, stuck in the middle uh-oh, No way ever

Picking People
*************
- Use quantitative data analysis
- Go beyond resume and dig for extra data
- Doubt, and don't fall in love in haste
- Double-check your gut
- Listen to mixed messages & unpleasant insights

Dr DP

Reference
Welch & Welch (2013)
http://www.linkedin.com/today/post/article/20131112125301-86541065-when-to-go-with-your-gut?trk=mp-reader-card

Balance Short Term Results with Long Term Strategic Vision

2/1/14

Balance Short term and Long term needs simultaneously with Rigor, Vision, Courage

Short Term Quarterly                              Long Term Vision
********************                                    *****************
Deliver Results                                         Create a dream, a vision of a profitable future
 -Have to Eat & Survive today                   - Be patient with strategy
 -Squeeze the lemon; wring out costs   
       

Deliver instant/certain results                    Invest in future
**************************                              ****************
(1) Manage people, Motivate                    Develop people
 -Incentives/rewards                                     - Send them to Training programs, courses
 - Clear goals                                                - Give them different experiences
 - Passionate attitude about winning            - Stretch assignments; encourage to take risks

(2) Manage R&D
 - Funds to improve existing products           Fund Research to deliver results over several years

(3) Manage Marketing
- Cut Marketing costs                                    - Fund Advertising budget
                                                                       - Build market share & brand       

Reference
Welch & Welch (2013)
http://www.linkedin.com/today/post/article/20130725154204-86541065-eating-and-dreaming?trk=mp-reader-card

Schmooze - Build Trust & Transparency for productive negotiation

1/26/14

Schmooze to Build Trust and Transparency for Negotiation
*********************************************************
Treat people with dignity and respect at every level of the organization.
Turn foes into "friends with different opinions".
*********************************************************

Schmoozing is a massive part of a leader's job.
It is about building thriving relationships.
Build relationships before troubles arise and crises erupt.
It is about removing suspicion and wariness and replacing with transparency and trust.

Schmooze early and often to smooth the way.
Have ongoing dialog with friend & foe alike at every opportunity.
Create candid dialog about values and goals.

Even when it is unpleasant or wildly inefficient.
Walk around rather than over-relying on emails.
Have coffee.
Sit.
Listen.
Get real - smile in person; let them hear your voice and mind.
Let people get real with you.
Show who you are, what you are about.
Expose your hopes, dreams and values.
Ask people to share about themselves.
Schmooze with your known adversaries eg Union, group of employees who hate the new strategy, resistors, perennial naysayers
Identify real differences.
Use transparency and trust to negotiate and narrow those differences.

Reference
Welch & Welch (2013)
http://www.linkedin.com/today/post/article/20131002135753-86541065-schmooze-or-lose-how-the-lost-art-of-negotiation-led-to-a-shutdown?trk=mp-reader-card

Leadership Checklist for a Great New Year

1/26/14

Top10 Leadership Resolutions for 2014


(1) Build Mutual Trust & Respect
*********************************
Biggest role of a leader is to build trust, respect, support from the team.
Employees must deliver results.
Leaders must support them and stand up for them.

(2) Over-Communicate
*********************
Communicate your message, values, what's right, what's wrong.
Transparency - get everyone on the same page.

(3) Followup Relentlessly
**************************
Don't stop with setting the direction
Followup to see that things are moving in right direction

(4) Create a rallying cry
**************************
Define the enemy - A competitor who is coming after your firm.
Galvanize the team - ensure every product is better than competition

(5) Personnel actions speak louder than words
*********************************************
When someone is picked for a new job, you are defining what is important.
New initiatives - match stars with the projects to build credibility and trust.

(6) Embrace the Generosity Gene
*******************************
Love to give raises to people - Give until it hurts.
Be thrilled to see employees grow and be promoted.
Be turned on by the success of employees.
Bask only in the reflected glory of the team.

(7) Fight bureaucracy
**********************
Get rid of clutter.
Drive with Speed - speed is one of the best competitive advantages.

(8) Find a better way of doing things every single day
******************************************************
Somebody out there is always doing something better than you.
Ask, "How can we do it better?". "Where can we find someone doing it better?".
Make your group stand out above the rest

(9) Own Hiring Mistakes
***********************
Hiring is hard work.
If fit didn't work, recognize it, own the error and get on with it.
Deal with hiring mistakes fast and with compassion.
Stakeholders - hired person, your team, superiors - will respect you more.

(10) Dig into Crises
*********************
Anticipate crises to erupt
Someone will do something wrong; you will have to face a violation in your organization.
When you first hear about it, you will only get the tip of the iceberg
    as the boss, you are not going to get the whole story
    people may brush things under the table
Go after the big piece of the iceberge underneath the surface
    your team will come to you and feed you slowly piece by piece
Your job is to dig deep, early and fast, to get it all to the surface.
    Be candid - there are no secrets
    Get the right people involved immediately.

References
Welch & Welch (2104)
http://www.linkedin.com/today/post/article/20140107141641-86541065-10-resolutions-to-make-it-a-very-good-year?trk=mp-reader-card

Leaders must look like a goose that lays the golden egg

1/26/14

Find, Hire, Manage and Grow Superior Employees

End Goal
*********************************************
To be the Goose, not just the egg
Leaders must look like a goose that laid the golden egg
*********************************************

Leader's are judged by a Scorecard
***********************************
Leaders judged not as individual contributors ie. by personal output.
Judged by results which depend on how well they hire, coach, motivate people, individually and collectively.

What you need to do as a leader
*******************************
Find and Hire people smarter and more talented than you.
Create an environment where they flourish.
Release their energy and build a great team.
Evaluate them with self confidence- by focusing on areas in which they can improve; coaching
Celebrate their growth - fear nothing in managing superior employees

References
Welch & Welch (2014)
http://www.linkedin.com/today/post/article/20140123121820-86541065-are-you-the-smartest-person-in-the-room-let-s-hope-not?trk=mp-reader-card

Rigorous Annual HR Backup Plan - Let stars go, keep house in order, allow new stars to be born

1/26/14

What do do when a Star Performer gets another offer and wants to leave
**********************************************************

Team with the best players wins.
Caring and feeding of top performers is the top driver of company's success.

To keep stars happy, give them
(i) Outsize compensation
(ii) Effusive recognition
(iii) Enjoyable, challenging work
(iv) Feeling that they are not micro-managed


Yet, expect some stars to leave for several reasons:
(i) Outgrown opportunities at the company
Star wants to reach for horizons beyond what you can offer over long haul
(ii) More Money
(iii) More job responsibility
(iv) Bigger Title

Situation:
Star asks to see you, closes office door and says
"I've gotten an offer I think I just can't refuse"


Knee-jerk reaction is to match the offer with a fancy title and extra layer
Deadly side effect: others feel insulted & confused; star feels even more indispensable

ProActive & Rigorous Approach - Annual HR Backup Planning
*************************************************************
Prepare to fill the position of any key person who could depart.
Review stars frequently, coach consistently and plan backups.
Ask, "who replaces George or Carol if they leave ?"
Be ready to replace a departing star within 8 hours.
Send an important message: "No star is bigger than the organization"
Keep your house in order and send your star off with good wishes.
Create an environment where another star will soon be born.
*****************************************************************

Reference
Welch & Welch (2013)
http://www.linkedin.com/today/post/article/20131024153815-86541065-star-wars-when-to-let-a-top-performer-walk?trk=mp-reader-card

Nine ways to motivate people to over-deliver at work

1/24/14

Nine ways to Motivate people to Over Deliver
**************************************

The ideal situation is when employees invest their heart and soul into the job and over-deliver.
To achieve this monetary and non-monetary factors need to be addressed in a competitive market environment.

(1) Money
**********
What is the Amount ?
What is it relative to Peers and other rainmakers ?

(2) Non-Monetary Factors
*************************
(2.1)Interesting work, Enjoyable coworkers
******************************************
These are the basics, the no-brainers, the must haves:
Interesting work - people should feel a sense of fun
Enjoyable coworkers - competitive, upbeat, team players

(2.2) Recognition through Awards & Celebration
**********************************************
- Awards (raise the bar for everyone - money & plaques)
- Celebration (mark milestones, improve productivity, fun)
    surprise keg, tickets to a ball game, Disney world with families
    whatever turns their crank
    not just a forced march to an eatery

(2.3) Absolute clarity of what the great Mission is
***************************************************
Team must understand the exciting shared goal and buy into where it is going
What is the collective sense of purpose ?
What is the bold, inspirational creed ?
"There's the hill, let's take it together"

(2.4) Right Push Pull Balance
******************************
Balance Achievement with Challenge
People should feel like at the top of the mountain even as they are still climbing it
Pay individual attention to the challenge of each job

(3) Other Non Monetary Factors (based on US employee survey)
*********************************           
(3.1) Stability    - How stable is the company to weather market changes ?       
(3.2) Respect - Employee must feel that he or she matters to the organization; what he does in his 8 hours means something; Open appreciation
(3.3) Health Care coverage
(3.4) Work Life Balance

These are really insightful techniques from Jack & Suzy Welch. It is clear that a leader who gets this right will create a fantastic work environment that has an intrinsic competitive advantage.

Dr DP

Reference
Welch & Welch (2013)
http://www.linkedin.com/today/post/article/20131104192204-86541065-four-sure-fire-ways-to-motivate-your-people-and-dinner-with-you-isn-t-one-of-them?trk=mp-reader-card

Monitor Boardroom Behaviors for Effectiveness

1/19/14

This LinkedIn article by Jack & Suzy Welch highlights desired board room behaviors, common problems from dysfunctional board members and what to do to keep the board effective.

Boardroom Behaviors
*******************

(I) Desired Board Member behaviors
********************************
Offers wisdom, sound counsel and judgment and does not interfere in management's day-to-day running of the business.
Has skin in the game and really interested in the company.
Ensures employee behaviors match corporate values.
Challenge and probe leadership.
Courage when in crosshairs.
Transparent - no hidden agenda.
Engages every director in the board.
Focuses on big picture issues such as strategy and succession.
Meets with high-potential talent, discuss industry dynamics.


(II) 5 Types of Directors in the BoD Who Don't Deliver
******************************************************

Boards sometimes tolerate troublesome performance from one or two of their own.
Dysfunctional, ineffective peers exist - it is time consuming or impolitic to eradicate them.

(Type1) THE DO_NOTHING
***********************
Behaviors: Seat warmer
too busy with their own companies, other directorships or personal lives to care.
Don't have enough skin in the game or real interest.
Tends to lie low for job security ($25K- $100K, prestige).
They rarely challenge or probe.
They do not venture into the field to make sure boardroom values and strategy matches what employees feel.

Rating: Awful

(Type 2) THE WHITE FLAG
************************
Behaviors: Coward
Fears being personally tainted by any kind of controversy such as class action or activist protest.
Sells our on principle and gravitates towards a settlement even before discovery of facts.
Undermines a culture of trust between management and board - an environment in which risks can and will be taken.

Rating: Dangerous

(Type 3) THE CABALIST
**********************
Behavior: Palace Intrigue; undermines board's relationship with management
Executives can't tell if the director is speaking for himself, the board or the cabal.
Sits quietly in meetings, goes along with the prevailing side, takes up a cause behind scenes, builds contituencies to achieve another, his own agenda.
Board's Executive Committee could be its own cabal.
Controlling, secretive, board-within-board that turns other directors into second class citizens.
Decommissions the majority of the board's brains.

Rating: Political opportunist

(Type4) THE MEDDLER
********************
Behavior: Butts into management and gets all mucked up in operational details

Rating: Offensive, spanner in the works

(Type 5) THE PONTIFICATOR
*************************
Behavior: Self-important, likes to hear his own voice,
Opines on matters of state, world events, social trends, company history, his own area of expertise

Rating: Distracts from business and enervates colleagues

(III) Wasteful Behavior of Boards
**********************************
Do Nothings: Let them hang on till retirement
White Flags: let them handle crisis
Cabalists: isolate or work around them
Meddlers: ignore
Pontificators: ignore

(IV) What Boards should do instead
***********************************
Vet potential members carefully before nominating them.
Deal with troublesome cases right in front - remove dysfunctional members.
Do what it takes to keep the board on its best behavior.



Dr DP

Reference
Welch & Welch (2013)
http://www.linkedin.com/today/post/article/20130408133309-86541065-5-types-of-directors-who-don-t-deliver?trk=mp-reader-card

Soar past the six hurdles to great leadership

Beware the Six Deadly Sins of Leadership and steer clear of them, 1/19/14

This LinkedIn article by Jack & Suzy Welch showcases another example of what makes Jack Welch philosophy so unique. This is amazing stuff that I believe every individual, family, organization, state or country could benefit from.




Develop self confidence in people, listen to every voice, be the authentic you, differentiate for growth, ensure results come through right behaviors and celebrate every win.

1. Not giving self-confidence its due
*******************************
Don't do this
**************
Cower. Plod. Spread negativity with words and gestures.

Do this
********
Be bold. Try new things. Offer ideas. Exude Positive energy. Cooperate with colleagues.

It is the leader's first job to instill self-confidence in people.
To unleash creative power of individuals, remove doubt from within.
Make sure goals are challenging but achievable. Give effusive positive feedback.
Remind people what they do right.


2. Muzzling Voice
******************

Don't do this
*************
Blowhard with Over-talk.
Act like know-it-all.
Be deaf to new ideas

Do this
********
Be humble.
Listen to every voice.
Try new ideas - expand, debate and improve them.


3. Acting Phony
***************

Don't Do this
*************
Put on airs.
Pretend to be a persona you are not, while hiding the real self.
Put a wall between you and employees.
Be mysterious - motivate through fear.


Do this
********
Be authentic (without being immature or overly informal), real and human.
Show who you are in your soul - This is what makes people love you.
Communicate what kind of people you attract, what kind of performance you want frome everyone.
Visibly grapple with tough problems, sweat the details, laugh, care.
Engage people, make them feel & respond.
Connect. Inspire. Lead.


4. Lacking the guts to Differentiate
************************************

Reality is not all investment opportunities are created equal.
Reality is everyone does not perform the same tasks at the same level.
Face this reality. Do not sprinkle resources everywhere.
Differentiate! Weakness just doesn't cut it.

Don't do this
*************
Be a weak manager - unwilling to deliver candid, rigorous performance reviews.
Give every employee a bland, mushy, "nice job".
Give star performers a little more than laggards.

Do this
*******
Give talented people a chance to grow, succeed and thrive.
Go after promising growth opportunities with outsized infusions of cash and people.
Resource allocation process will offend some eg. manager of a weak business proposal, sponsor of dubious investment.
Get over it.

5. Fixation on Results at the expense of Values
************************************************

Leaders deliver results - not just oratory and inspiration.
But the key is to deliver the right way, according to values.

Don't do this
**************
Care about numbers, without caring about how the numbers came to be.

Do this
*******
Ask for the right behaviors - live and breathe values.
Preserve a culture of integrity.
Take care of people properly.
Corporate policies - ensure they are obeyed in letter and spirit.
Let go of top performers if they are brutal to colleagues.
Do not promote a star who does not share his best ideas with the team.

6. Skipping the fun part
********************
The fun part is also a leader's job.

Don't do this
***********
Letting go of a great moment to celebrate.

Do this
*******
Recognize Achievements. Grab as many as you can. Make a big deal out of them.
Celebrate a win. Throw a party. Make people happy and feel like winners.
Create an atmosphere of recognition and positive energy.
Get creative: Give tickets to Disney world - for employees and their families; Give each team member tickets to a show or a movie; Hand out to each member a new iPod.


Dr DP

Reference
http://www.linkedin.com/today/post/article/20130327154206-86541065-the-six-deadly-sins-of-leadership?trk=mp-reader-card

Be Authentic - to successfully lead in a global marketplace

1/19/14

LinkedIn articles by Jack & Suzy Welch give unique insights to continue sharpening the business leadership skills every day.

What it takes to succeed in a global marketplace, March 12, 2013
IIM, 4E&P, ACSR, GG

(1) Acquire, Develop and Refine a wide range of Basic Skills
***********************************************
IIM
Intelligence - Be smart, curious
Integrity
Maturity - Self confidence & Humility simultaneously.


4E, P
Energy - heaps of positive Energy.
Energize - be highly collaborative.
Edge - guts to make yes/no decisions.
Execute with endurance- get the job done.
Passion 

(2) ACSR
*********

Be Authentic - Be the Real you
**************************
This is already inside you. Don't get in its way.
Be real. As in not phony. As in grappling, sweating, laughing, and caring. As in authentic.
Do not be too remote. Motivate people and Move them.
Authenticity is the foundation - the center
Do not become a generic type - Do not lose your Individuality & Originality & Humanity.
Show human emotions.Show who you are in your soul.
Be Accessible - connect, inspire, lead.

Business Acumen to see around Corners
*********************************
anticipate the radically unexpected; develop a sixth sense for market changes; a feel for what competitors are thinking, what products or service customers will eventually want.

Surround yourself with smarter people
*******************************
Attract the right kind of people and bring out the performance you want from everyone.
Work with diverse teams. Ignite them as a manager to excel together.

Heavy duty Resilience
*******************
when playing hard, own the failures, learn from them, regroup, start again with renewed speed, vigor, conviction.

(3) Generosity Gene
*****************
Help people grow.

Reference
Welch & Welch (2013)
http://www.linkedin.com/today/post/article/20130312190950-86541065-what-it-really-takes-to-succeed?trk=mp-reader-card