Stanley McChrystal: Listen, learn ... then lead

This was sent to me by Derek R. Pangelinan, a Training Specialist with Fred Meyer.  It shows how leadership changes - even in the military.

Quarter-Life Crisis

I was listening to a radio show the other morning and they were discussing the disillusionment of people in their 20s who were having "quarter-life crisis."  It actually made me sad to listen to those calling into the show and those in the studio who were involved in a quarter-life crisis.  Now in the spirit of full-disclosure I have never been depressed and as far as I know have never really even had a moment of depression so perhaps I am not the best person to comment on this but I will anyway.

I was sad because I see life as a wonderful, wondrous thing...always have.

I think I have a solution for those experiencing a quarter-life crisis...

Go to a "third-world" country

I suggest this because my wife and two children are in Ethiopia right now.  They will be there all summer.  They are in the village that my wife grew up in...the town of Woreta.  I was there four years ago and will be going later this summer.  It is a place of poverty but you wouldn't know it by visiting and talking with the people.  Some literally have nothing but the clothes on their backs and a little hut with some blankets but they invite you in and offer to share their warmth and smiles.

It is absolutely amazing!

After listening to the radio show I asked my wife if people are depressed in Ethiopia.  She said people are too busy trying to survive to be depressed.

She said they may be depressed but they can't let it stop them from taking action or they would die.

Wow

How can we, in the land of plenty, feel as if we have nothing?  How can our young men and women feel like they are going through a quarter-life crisis?

Perhaps we can learn from those who really have nothing in the way of material possessions...

Share our warmth and smiles...

Is Your Team Tip-Toeing

Is your team tip-toeing around you?  Are they holding back candid feedback?

Why?

"The way you respond to being challenged gives people permission to speak-up or encourages them to shut-up." - Dan Rockwell

I suggest that you need to look at yourself and how you behave.  How are you acting that causes your team to tip-toe?  If you want your team to be very candid, how are you acting when they are?  Do you become defensive and start attacking instead of listening and understanding?  Do you shut the comments off?

Take a look at yourself.  Receiving feedback that you may not want to hear takes courage.  It takes even more courage to act on that feedback in a positive manner but you must...at least if you want a highly effective team.

Refocus on People

Today I am sharing a blog from leadershipfreak.wordpress.com I've been reading his tweets and blog posts for quite sometime and have always enjoyed them.  I hope you do too!

REFOCUS ON PEOPLE

March 7, 2011

Focusing on projects motivates leaders to pressure people to work harder, faster, and smarter.

Enhance productivity by addressing human need.

Speaking into needs:

People need security. Insecure people expend energy searching for security. Insecurity creates indecisiveness. Security enables movement.

Speak into need by:

1. Explaining the big picture.
2. Clarifying expectations.
3. Minimizing surprises.
4. Sharing information before change.

People need to contribute. When people feel they’re making meaningful contributions they are less likely to be jealous of others and more likely to enjoy their job.

Speak into their need by explaining how their contribution enhances:

1. Themselves.
2. The project.
3. The organization.
4. The community.

Basic Needs

1. Belonging
2. Esteem
3. Self-actualization

Daniel Pink’s observations show us people need:

1. Autonomy
2. Mastery
3. Purpose

Refocusing on people by speaking into human need energizes hearts, enables sustained productivity, and enhances job satisfaction.

Systems don’t complete projects, people do.

How can leaders speak into human needs in ways that enable and enhance productivity?

If Plan A doesn't work...

Problems and Possibilities

from Zig Ziglar

Thoughts on Accountability

In my previous post, "Holding Accountability Accountable" I wrote that I was thinking about the concept of accountability and how we use.  He are some of my thoughts on it.

Accountability is a good thing
I do not believe anyone would argue this point.  Holding ourselves accountable and, if we are in a leadership role, holding others accountable is the only way to create an environment that allows for success.

Accountability is often used as a hammer
"I am going to hold you accountable for this." These are words we hear a lot...usually after a discussions about something that was not going well or underperforming.  It also seems as if these words are used as a way to delegate the accountability - to lift it off the person saying the words to the one hearing them.

Just as you cannot delegate responsibility you cannot delegate accountability
When we tell someone, "I am going to hold you accountable" we also must tell ourselves the same thing.  We are equally responsible for the results.  We must make sure our team has the proper tools, guidance, personnel, ability, etc that they need to obtain the desired results.

Speaking of Tools
We must make sure that the tools we give someone are the proper tools.  We cannot give our team a hammer when a screwdriver is needed.  And just because we think we have given our team the proper tools we must follow up and make sure that they aren't using the hammer to beat on a screw.

Empowerment
We want the power to do what is necessary to accomplish the expected results.  It frustrates us when we aren't given the freedom to decide the path - or at least be in on the discussion.  We must empower our team before we can hold them accountable for the results expected.  They may decide to do some things differently than we would but achieve if they achieve the required results it's ok...right?

These are just a few thoughts.  I'm sure I will have more.  Accountability is a complex topic and competing thoughts abound but it is a fun exercise to think about it!

I was thinking about Accountability the other day.  More specifically I was thinking about how the word and the concept of accountability is actually practiced in the workplace.  I figured I would write about it but I wanted to do a little more reading on the subject before I put my thoughts down.

I ran across a blog written by Scott O. Konopasek and he wrote about "holding accountability accountable."  I thought I would share it with you guys...

Holding Accountability Accountable

• Posted by Scott O. Konopasek on July 3, 2012 at 11:33am
• View Blog

"It is easy to dodge our responsibilities, but we cannot dodge the consequences of dodging our responsibilities."  ~Sir Josiah Stamp

            For a long time, I have wanted to examine and write on the subject of accountability as it is such a widely used term that it has arguably become cliche.  As I researched the term and asked a few people about their views and experience with accountability in the public workplace, I was somewhat surprised by what I see as a disconnect between the value of accountability in principle and its value in practice.

            The idea that government, organizations and individuals should be responsible (accountable) for their actions and the results of their actions has an intuitive and popular appeal and is actually the basis of our democratic form of government.  It is taken as a certainty that behavior changes (improves) when one is accountable for one's actions.  Accountability creates a sense of ownership and investment in the outcomes and consequences of one's words and actions.  And accountability promotes a desire to improve and learn from one's past words and actions.  In other words, accountability is desirable because it enhances performance --of organizations and individuals.

            Why then does is seem that there is a reluctance for people and organizations to embrace and accept accountability?  Why is there so much need to call for accountability?  Why is there such a need to assign accountability to others?  What is the disconnect between the value of personal and organizational accountability and one's aversion to it and reluctance to be accountable?

            Several possible explanations surfaced during my research and interviews.  First of all, there is a perception among public employees that accountability is synonymous with "blame".  "Who is accountable for ....?" is another way of saying "Who can I blame for this?"  If accountability and blame are synonyms or if accountability is only sought when there are problems, is it any wonder why there is a reluctance to claim accountability when it becomes the equivalent of saying "Blame me!"  The prevalent usage of accountability as a "gotcha" or "blame-game" tactic is a reflection of several workplace pathologies surrounding accountability. 

            Emphasis on the Negative.  How often are employees asked to accept accountability for success?  How often do we as leaders associate accountability with success?  Isn't it reasonable that if we expect employees to be accountable for the results and consequences of their words and actions, that such accountability should include recognition and reward for the positive results and consequences?  Accountability is almost uniquely associated with negativity.  When accountability assigns rewards and recognition rather than blame, we are all more willing to be accountable.

            Ex Post Facto.  Related to the pathology of negativity is the tendency to only think in terms of accountability after something has gone wrong.  Accountability should be assigned before things go south and should be part of an on-going discussion with employees.  To do otherwise makes the assignment of accountability synonymous with convening a firing squad and a random selection of targets.

            Assignment to Others.  Finger-pointing is another pathology of accountability practices.  Accountability is an attribute that we want others to have.  Rather than claim accountability ourselves, we have a tendency to go out of our way to assign it others.  As leaders, if accountability is assigned to a subordinate, isn't it also, by definition, assigned to the leader?

             Lack of Accountable Methodology.  The root of accountability is accounting.  Accounting is necessarily governed by a set of rules, methods and accepted practices in order for the accounting to be credible, consistent and accurate.  Our ad hoc accountability practices seldom are guided by clearly articulated rules, standards and methodologies which give a random and arbitrary perception to accountability.  Is it then surprising that employees shy away from embracing accountability?

            Accountability and Learning.  One of the greatest potential benefits of accountability for individuals and organizations is the ability to learn from and improve past behavior.  Ownership and honest assessment of performance form the basis of progression, realization of potential and learning.  When accountability is used primarily to blame, punish and discipline it loses these valuable benefits.         

            As leaders and public administrators we are similarly subject to these pathologies of accountability when the principle is applied to us.  As long as these pathologies persist and as long as leaders tolerate and perpetuate them, the full promise and advantages of organizational and personal accountability will remain unrealized.  These pathologies are systemic and have been created by those at the top of organizational structures.  They can only be eliminated or transformed by committed, courageous and tenacious leaders.  Take the challenge to put away and disassociate gotchas, blame-games and finger-pointing from accountability within your realm of influence.  The place to start is to begin making people accountable for all the successes and positive outcomes of their words and actions.

Everything Speaks

Imagine visiting a fine dining restaurant for a special occasion. You've been looking forward to the meal and you've heard good things about the restaurant. Then imagine noticing something crusty dried to your silverware and old lipstick marks on your water glass. Wouldn't you begin worrying about the cleanliness and quality of everything else in the restaurant?

Everything speaks!

Now imagine a customer entering your place of business. She notices trash in the parking lot. When she enters the reception area, she sees delivery boxes stacked by the receptionist's desk. She sees employees standing around eating and having personal conversations. All this detracts from your business's image. It either consciously or unconsciously raises the customer's antennae and makes them question, "Do I really want to spend my money here?"

The "everything speaks" philosophy means that all employees understand that even the "little things" count.

So pay attention to everything, including whether the physical environment is neat and clean, whether all necessary supplies are available, and whether the employees are dressed appropriately. Anything that sticks out as "wrong" becomes an intrusion on the customer experience. These intrusions add up and result in customer concern.

On the other hand, when customers sense an atmosphere of professionalism, care, and order, they feel a sense of confidence.

Take a moment to think about your company's environment. Since everything speaks, what are the details saying about your organization?

An excerpt from: 
Dennis Snow & Teri Yanovitch “Unleashing Excellence”