With the aggressive pursuit for recognition and promotion in today’s business environment, it’s common to witness others clamoring for recognition of their perceived, independent efforts. In fact, there are many books and posts on the topic of promoting yourself in business. While I am sure many of these authors are well-intended and have great points, I struggle with the approach of self-promotion. There are four reasons I am bothered by individuals who routinely taut how, “I did this or that”. Namely:

1. It Puts the Team Second: When given the opportunity to highlight accomplishments, isn’t it best for the organization if the leader is highlighting the group over the individual?

2. It Masks Efforts of Others: Even if the accomplishment, minor or large, is believed to be completely an individual achievement, chances are others were doing tasks that enabled the leader to focus on the accomplishment.

3. It Promotes Selfishness: If a leader is perceived as getting ahead by promoting themselves over the team, others will duplicate these tactics. The net result is an increasingly self-centered organization with decreasing teamwork.

4. It Decreases Morale: I wrote about this in Narcissism Kills Morale. In essence though, when given the platform to promote the team, if a leader instead promotes themselves, they decrease the team’s morale.

Servant leaders, however, let their stake holders and results speak for them while they speak of their stake holders. It also seems to me that the best way to distinguish yourself is not to do the same as others. Instead, one should deliver results, while being recognized as a leader of strong character, promoting their teams and putting the organization’s need’s first. So the next time you’re provided the platform, think of the team first, and take the opportunity to promote them by saying “we”, not “I”.

Stop and think about this for a moment: How much information does your organization keep on physical assets, such as office furniture, production equipment or technology assets? Most organizations have fairly advanced tracking systems, primarily for financial purposes, that reflect details such as:

1. Origin of purchase
2. Purchase value
3. Configuration
4. Years in service
5. Physical location
6. Remaining value
7. Other Details…

In short, virtually every detail that can be tracked on non-living assets, generally is tracked. It is documented thoroughly, reviewed frequently and rolled up in reports to leadership. Most importantly, it is generally updated at least on a quarterly basis. Can you say the same about your people?

This is a great point made by the promotional video above (I am not associated with this company, nor have have they paid me to advertise). I found it a great reminder to not only ensure we pursue the right HR processes and policies but that we provide these updates frequently and remain in constant communication with our team on their performance, feedback and opportunities. Many thanks to the great HR professional who introduced me to this video. The next time you’re reviewing asset reports, take it as a reminder to review equally comprehensive updates on your people.

Questions: Which is tracked better at your organization? Do you have tips for ensuring your employees are tracked and provided appropriate opportunities?

Abrupt Reminder

They are not resources. They’re people, damn it!

That’s how a new friend* recently snapped me out of this rut. They are people. So why do we so frequently call them resources? For example…

We call it: Resource Planning, Resource Allocation, Resource Augmentation, Resource Outsourcing

We say: “We need more resources”, “Which resource is working on that problem?”

Resource is defined: “A resource is any physical or virtual entity of limited availability, or anything used to help one earn a living…” ( Wikipedia; 2010.08.15)

Yes, I realize that human resources are encapsulated within the above definition. Yet we use the term “resource” frequently even when referring only to people. In most cases, it is not as though we are referring to a variety of types of resources. So often we say “resource” when all we mean is people, or a person.

Why Not People?

Why do we not use the term “people?” Even calling them “staff” masks the reality of the fact they are human beings. I suspect it’s because it is easier to not feel emotion. It is easier to ignore that we’re making decisions that impact lives and families. Then, over time, we no longer think about the fact that we’re avoiding calling them people and simply use the accepted business term. This seems to be the point I was at. No longer though.

From now on, I will hold myself more accountable to practicing what I preach in this area. I’m going to make a stronger effort to refer to human beings as people, not resources. I’ll save the term “resources” for inanimate objects.

Want to Help?

Want to support this change? Great! The next time you hear someone referring to people as resources, you could correct them, I suppose. At the least though, don’t join them. For your parts of the dialog, just be sure to refer to human beings as people and not resources. Others will notice and, hopefully, join in as well.

Question: Do you refer to people as resources? If not, what advice do you have for others?

* Thank you, John. I do have much to learn from you…

The bell is a symbol, an announcement, a proclamation to all around – family, friend, or stranger, that there was a cause to celebrate. And celebrate they do – family, friend and stranger alike.

Business Celebrations

How often in business, do we “celebrate” in closed communities? We say thank you to the team, who already knows what was done and the effort involved. We thank the individual contributor during their performance review, which already captures the effort in great detail. We thank the team on an email, copying their boss, who already saw the hours of dedication in the team’s time reports.

How much greater would it be if we rang bells to shout, “look here! See what this great team has done! Family, friend and stranger alike, celebrate with us!” Wouldn’t this be a better way to celebrate? Shouldn’t we announce and share the news more frequently with a broader audience? How much greater would these public proclamations be for the team?

Public Celebration Ideas

Here’s some ways I can think of to ring our bells in celebration of our teams:

1. Newsletters: Announce the success in divisional or corporate-wide newsletters that read a larger audience.

2. Press Releases: It seems we are too conservative in marking celebrations with these proclamations.

3. Voice Mail: Most corporate offices are equipped with the option for “broadcast” voice messages.

4. Hallway Signs: Have a poster made and post in the hall or other high traffic area.

5. Street Sign: Use your headquarter sign board or a billboard to display the gratitude.

Question: What other ways do you celebrate in public?

“Feeling gratitude and not expressing it is like wrapping a present and not giving it.” -William Arthur Ward

I am recruiting folks with gratitude in need of sharing and hope you will join us. You see, I recently realized I had not thanked our project team for too long. As a result, I cleared my calendar for a while and wrote several, sincere notes of gratitude. The response, as you might expect, was great. Some needed the reassurance their efforts were valued and others simply appreciated that I had taken the few minutes to say, “thanks”. To avoid letting too much time pass again and to help others avoid the same, I’ve decided to start a new campaign: “Thank-You Thursdays”. Each week, I will block time on my calendar to simply say, “thank you”. My hope is that others will join me in this campaign.

Why Thursdays?

There are seven days a week to thank others and we should use them all. So why specifically highlight Thursdays?

1. It’s Catchy: “ Thank-You Thursdays” is catchy, so we’re more likely to remember it.

2. Time to Reflect: We will have most of the business week from which to identify contributions.

3. Before the Weekend: The messages are likely to be read before the weekend, supporting timely feedback.

4. Minimize Disruptions: Thursdays avoid any 3 and most 4 day weekends.

5. Morale Boost: Sometimes, we just need that boost to get us through Friday.

Who to Thank?

I realize we should thank anyone that has a positive impact on us, our organizations, our families or other stake holders. Yet sometimes we only think of the most obvious and direct contacts. Here are some reminders I developed to build a list of thank you recipients:

1. Direct Reports: Your team should be thanked frequently.

2. Peers: Team members in the organization. Independent? Consider your professional network.

3. Bosses: Present or past, as well as any mentors you may have.

4. Customers: Anyone who ultimately “buys” (literally or figuratively) your product or service.

5. Family: When was the last time you thanked your spouse, parents, children or siblings for all they do?

6. Companies: Is there a product or service you particularly like? Did you ever send them a thank-you note?

7. Non-Profits: Many NPO employees and volunteers work harder, for less. They deserve our gratitude.

8. Representatives: Have you thanked your politician today? What about local government workers?

9. Professionals: Accountants, Doctors, Teachers, even Lawyers and other certified professionals all deserve thanks.

10. Service Men & Woman: Have you thanked someone in the military recently? What about police officers or firefighters?

How to Say Thank You

Most of us have a variety of ways in which we can say, “thanks”. The best choice is probably to mix it up, especially so the same person does not receive the same method too frequently. Here’s a short list of free and relatively inexpensive options to consider:

1. In Person: Many people believe the face-to-face, direct thank-you is best.

2. Email: The most common method and likely the one I will use most. Consider copying their boss.

3. Chat: Instant messaging is good, real-time feedback, without having to be face-to-face.

4. Meetings: If you’re in a meeting with people you want to thank, add a slide or speak to your gratitude.

6. Certificates: Printable certificates are available online and enable recipients to retain and display your gratitude.

7. eCards: Electronic cards are simple, yet creative ways to share your thanks.

8. Cards: Traditional, hand written notes are increasingly rare and appreciated. Try keeping a box in your desk.

9. Flowers: Having a bouquet of flowers delivered is a great way to communicate and display your gratitude.

10. Meal: Why not take them to lunch or treat the team to a pizza? Can’t meet in person? Send a gift certificate.

Frequency

The best feedback is frequent, so we should say, “thank you” as often as possible. However, here’s a couple guidelines to help frame the frequency:

1. Frequent but Meaningful: Yes, you should say, “thank you” often, but not so often that it becomes meaningless. Make sure the gratitude is sincere and not concocted.

2. Degree of Interaction: If it is a member of your team, you should thank them more often because, chances are, they are doing more for you and the organization on a regular basis.

3. Avoid Routine: Not to contradict the weekly Thursday intent, the idea here is not to necessarily thank the same person, every week, at the same time. For individuals you thank regularly, don’t always wait until Thursday to share it – mix it up.

I’ve never been perfect about showing gratitude, nor do I think “Thank-You Thursdays” will make me perfect at this practice. However, I do think it will help me and I hope it will help you. Won’t you join the campaign for Thank-You Thursdays? Thank someone now.

Questions: How do you say “thank you”? What’s the best way someone thanked you?

“To be humble to superiors is duty, to equals courtesy, to inferiors nobleness.”
- Benjamin Franklin

Rock Concert or Business Conference?

The scene resembled a large rock concert. There was a massive stage, huge projection screens, a booming sound system, laser lights and special effects that would make Broadway jealous. To say there was a great deal of excitement and anticipation for the presenter would be a major understatement. His name was announced, the music boomed and onto stage strode the classic image of a powerful, confident executive. Navy suit with pin stripes, tall, slender, salt-and-peppered hair, power tie and polished shoes. The audience’s applause roared. He walked to the podium, the music faded, applause stopped and the stadium settled to perfect silence in anticipation…

Narcissism Defined

“How’s everybody doing today?!” The keynote speaker began, with excitement in his voice. “Wow, what a year it’s been!  Since last year’s conference, a lot has changed. For example, I reorganized our division and product lines into….” he continued into details of how he, apparently personally, completed some organizational and product line restructuring. Then he continued, “in addition I introduced 12 new products, including some of the hottest new items on the market, such as…” he described a number of top selling products. “And what about services? Well, I introduced the following new service lines…”. Then, he launched into series a corporate acquisitions, “I purchased….”, “I merged…”, I… I… I…

BUZZ KILL.

Within the first 5 minutes of his presentation, all the excitement turned into disbelief at the narcissism displayed by this executive. Really?! Did they really just send that massive of an ego-maniac onto the stage?! This guy specifically said he did all these things – not once did I hear him mention the contributions of another individual or his team.

If you were a member of his organization, how would you have felt? I am sure his team put in a lot of hard work and many late nights. Without these contributions, many of “his” successes would never have come to fruition. If I worked for him, I think my resume would have hit the job boards the next day.

MORALE KILL.

His Narcissism, Our Lesson

Confronted with his narcissism, the executive would likely brush it off as an oversight on his part. He would likely reassure anyone inquiring, “of course I meant the team did all this” and follow up with a commitment to be more clear in the future. But how many stadium-sized opportunities does one get? These platforms are rare. The damage was done.

I hope your narcissism does not compare. Still, if we’re not careful, our own oversight can turn into narcissism. At the very least, oversight can easily kill the morale of our own teams. So how can leaders avoid narcissism and keep their team’s morale alive? Here are a few suggestions:

1. Thank someone every day: If not one, then two, three or twenty. Always be sure you reflect your gratitude.

2. Thank publicly: Most people appreciate public recognition. Given the opportunity, share your platform.

3. Document Credit: When creating communications, especially those for distribution, credit those that contributed.

4. Accountable, not Responsible: Toxic leaders tend to confuse accountability for responsibility. Remember, just because you’re accountable does not mean you are responsible for the success.

5. Serve First: Remember your role as a leader is to serve the team first, not for the team to serve you.

Question: What other ways do you or your leaders avoid narcissism and maintain humility?

Passion

Whenever it occurs, passion reflects an individual’s commitment, strong opinions and dedication to their position. In other words, passion may be described as a person’s unwillingness to maintain their composure. With a particularly strong belief in the matter at hand, passion is often the byproduct of someone deeply engaged in serving their organization. Therefore, I believe passion is a great characteristic to have in your team members.

Emotion

In contrast, emotion often stems from a person’s inability to maintain their composure. This is not necessarily a bad thing, depending upon the circumstances. For example, someone receiving negative feedback in a performance review may reveal their disappointment in tears. In addition, frustration from an inability to effectively influence others often results in anger – too often in public settings. While unfortunate, the former emotional scenario is somewhat understandable and, particularly given the confidential nature, generally acceptable. In contrast, losing one’s temper as a result of their own ineffectiveness is not acceptable. Either way, because emotion is generally perceived as a reflections of one’s inability to control their reactions to given situations, emotion is generally considered negative characteristic.

Call me crazy (or passionate), but I want people on my team that believe deeply in those they serve and therefore may reflect their passion through strong words and actions. Yes, I want people on my team who have the ability to maintain their composure.  However, if someone is passionate enough about their commitment to serving a person or group and therefore not willing to maintain their composure all the time, I’m okay with that. Provided, of course, they know when those right times are.

Question: Have you seen passion confused for emotion? Do you like having passionate people on your team?

1. Evaluate Competitor Products: Within your company and beyond, what are the most admired leaders offering as a part of their “product”? Look at the managers within your organization with the best 360 feedback scores. Also, look at some of the greatest leaders outside your company – those highlighted from Fortune’s Best Companies to Work For or similar studies. The leadership products offered from these competitors are ones you should consider adopting features from for your own leadership product offering.

2. Conduct a Market Study: When was the last time you conducted a survey of your team’s reflection on the quality of your leadership product? 360 Feedback is great, but consider going beyond the standard HR processes and policies. One of the greatest tools I’ve seen is an anonymous Q&A session. In this process, employees on the team submit their questions to a human resources representative. The HR representative filters the questions, rephrases them into their own words to ensure anonymity, then asks the leader these questions live, in an open dialog with the team. Why not conduct your own, similar, marketing study?

3. Invest in Research & Development: Over time, the best products evolve through investments in R&D. Your leadership product should be no different. To maintain the interest and support of your team, you should continuously improve your leadership skills. Invest time with mentors and perhaps even a professional coach. Devote time to personal development and reading the latest leadership books and industry periodicals. If you fail to evolve your leadership product over time, your competitors will become more attractive while your product remains stagnant.

Your leadership is a product purchased by your followers. The team invests time, effort and creativity into your organization, at least in part due to your leadership. Therefore, as you serve the organization, it’s employees, customers, investors and other stake holders, you owe it to them to develop your leadership product. Failure to continuously develop this product could be more costly than failures in your organization’s end product and services.

Questions: What other ways do you invest in your leadership Product? How does your leadership develop their product?

Leaders Who Cry Wolf May Leave Their Flock to be Eaten

As the story goes a child shepherd, seeking attention, cries false alarms of “Wolf! Wolf!” on several occasions.  Over time, the townspeople and neighbors learn to ignore his cries and soon, stop responding at all.  As a result, when a wolf really does come and the boy shouts for help again, he’s left to fend for himself.  The wolf eats the flock and, in some versions, even eats the boy.  This tale offers wisdom to us in a business context as well.

Have you ever seen someone jump from fire drill to fire drill because their boss believed every issue was a crisis?  Often, this stems from the culture of the organization and the overreaction is simply passed down the chain of command.  Regardless of their source, constant fire drills may:

1. Burnout employees

2. Reduce creativity and innovation

3. Emphasize expedience over quality

So what can you do in response to unending cries of “crisis”?  Here’s a couple ideas that may help:

1. Clarify Priorities – Ask your boss which “emergency” must be addressed first, calling attention to the potential of multiple emergencies you must address.

2. Define Timelines – Be sure to understand by what date / time each emergency must be addressed and the driver fot that time.  By understanding the driver behind timelines, you’ll be better equipped to juggle priorities as you hear more cries of “wolf”.

3. Gauge Others - If you’re not sure something is really a crisis, observe how others, especially your peers and those of your boss are responding to the matter.  Communicate the response to your boss in this framework (for example, “Jason’s boss has given him a longer timeline – are we aligned to deliver on the same date?”).

Certainly, there are plenty of true emergencies in business.  The trick seems to be learning to distinguish between an actual crisis and exaggerated enthusiasm.  With the right response, hopefully we can avoid losing our sheep when the real wolf comes.

Question: Have you had a boss that cried Wolf?  How do you manage expectations in similar  situations?

Stop Tailgating & Brake Checking at Work

Imagine you’re driving down the road in the passing lane, already exceeding the speed limit, when you see somebody following very close.  The tailgater’s message is clear: “I need to get somewhere and I need to get there quicker than you are going”.  Some people in this situation might “brake check” the tailgater – they slam on their breaks to send their own message.  The  brake checker’s message is equally strong: “Watch out!  If you follow too close, you may cause an accident and it will be clearly your fault.”

Does this sound familiar to disagreements at the office?  Two people are working on a project and it appears both are trying to get to the same destination.  Yet one person demands greater risks for quicker results.  This happens a lot, especially in organizations where near-term results and quarterly goals are prioritized over sustainability.  As a result, employees are often competing for who can get the job done quicker and not necessarily who gets there with the best balance of risk and reward.  Both the Brake Checker and the Tailgater have better options to serve their company.

The Brake Checker

The brake checker usually is the one that starts off in front.  They have everyone aligned, driving in the same direction. Yet it becomes apparent the objective is not pursued quickly enough for someone in the organization.  As a result, at least one individual, looking for quicker results, pushes for greater risks and speed.  There are a couple of options the current leader has:

Brake Check: The leader could do the risky tactic and slam on the brakes.  In other words, they could threaten everyone, insisting that anything they try to move quicker could  cause horrible results.  Yet, in doing so the leader puts their own credibility at risk for not considering alternatives.  The key is not to allow confrontation to exceed collaboration.

Slow Down: Instead of slamming on the brakes, the current leader could caution the contesting follower by carefully explaining the situation and risks to the organization. Instead of utilizing alarmism, a temporary slow down to carefully examine risks in all options ensures everyone understands the risks in speeding up the team.

Pull Over: Finally, if the leader has explained the risks they face, explained why she is not comfortable speeding up and still the tailgaters come with support from behind (and above), there is the option of pulling over to let the tailgater lead.  As a servant to the organization, you must make sure you’ve made your concerns clear and detailed the risks the organization faces.  Yet if the organization understands the risks and you are not comfortable accepting that level of risk, then the best way to serve, may be turn over the keys to the car.

The Tailgater

The tailgater is interested in going the same direction but is willing to take greater risks to get there faster.  They may  feel there is a better way , believe the current leader is not taking enough risks or may be for pursuing their personal ego strokes.  The tailgater may seek fame and want to be recognized for speeding up success at any cost.  Regardless of their reason, the tailgater creates risk for both individuals and the organization as a whole, in order to achieve their results.  There are also better options for the tailgater.

Flash Headlights: The tailgater could flash their headlights from a safe distance.   By sending the message to the current leader and those around them, without threatening, the follower and team can collaborate on alternative options for quicker results.  This would also call attention to the concerns from leadership, alert everyone that the current follower feels greater risks are acceptable and yet not endanger everyone around them.

Pass on Right: There may be other options to help the team get to their destination more quickly.  When the opportunity presents itself, the follower could pass on the right.  In business, the follower may be able to lead a critical piece of the project that does not threaten the organization’s overall success.  In so doing, the follower could be charged with carrying a specific load where greater risk is acceptable.

So the next time you’re driving on the road or leading a project and you feel the current leader is not taking enough risks or moving too slowly, remember you have many options to support faster progress.  Similarly, if you’re dealing with critics and followers that demand greater risks in the name of speed, understand their reasoning and respond appropriately.  Whichever role you play in the traffic friction, remember there are many options you have to best serve the organization with the optimal balance of risk and reward.

We saw both sides of the story. The individual contributor, Jonathon, working incredibly hard and striving to do the right thing, is misunderstood and feels undervalued. The team leader, Michelle, is looking out for the best interests of her team and the company, but is viewed as a taskmaster, unwilling to contribute the same long hours demanded of her team. The world is full of Jonathons and Michelles. The reality is, many individual contributors and team leaders are more alike than they may realize. This gap in understanding is often the result of insufficient transparency between the two. Below are some suggestions, framed by this business fable, for individual contributors and team leaders to improve transparency.

The Individual Contributor (Jonathon)

1. Provide Timely Updates: When a sudden change occurs that may impact your deadlines, quickly summarize the incident. The timeliness of these updates may be more important than the detail. However, managers also need to understand this practice and have the patience to get the full picture later, when the team members can more effectively provide a full explanation. In so doing, the team leader can quickly respond, if needed, to reset expectations or shift priorities. For example, if there was a quick update from Jonathon before he came into the office, Michelle could have explained that she needed that estimate by noon because there was an external commitment.
2. Understand the Drivers: When asked for a deliverable, especially on short notice, ensure you understand the motivation or driving circumstances. This will enable you to make the right decisions on priorities if something new arises. For example, in this case, Jonathon would have understood the motivation and may have asked Jerry if his production problem could wait until the afternoon, when the estimate was completed.
3. Explain Incidents Completely: After the dust settles, ensure all details are captured with an excellent executive summary. Be careful this message does not come across as whining. Your message should remain fact-based and clarify what you accept responsibility for fixing and / or improving. At the same time, ensure your boss understands why you made the decisions you did. The executive summary is also important. As witnessed in this example, personnel leaders are busy too. Jon’s 8:30 PM email to Michelle was a decent summary, but lacked the supporting detail Michelle could have used to really understand Jon’s many contributions that day.
4. Empathize With Your Boss: Don’t assume you know everything your boss does. In the case where Jon saw Michelle leaving at a decent hour, he was not aware of her 4:00 AM calls or the extent of her time that was focused on personnel concerns – including ensuring his position was not lost. People managers often have a tremendous amount of responsibility and additional tasks above and beyond those transparent to the team.

The Team Leader (Michelle)

1. Empower Your Team to Prioritize: In today’s dynamic workplace environment, priorities change quickly. As the “boss”, you can’t always be there to adjust priorities for your team. Therefore, we must empower our teams by providing them sufficient data to prioritize both effectively and independently. Too often, leaders assume staff will guess the right prioritization if something else critical comes up. In this example, Michelle failed to provide Jon the reasoning for the noon deadline. As a result, Jon did not shift priorities appropriately, in part, from a lack of information.
2. Get the Facts Before Responding: Leaders should not reprimand before they are certain to have all the details. In this case, Michelle’s roll of the eyes and negative feedback about the missed deadline, before she fully understood the situation, was a poor response. Instead of reprimanding on the spot and in public settings, Michelle should have requested Jon send her an explanation on why the deadline was missed and what the two of them (including herself) could do in the future to avoid another incident.
3. Deliver Thorough Feedback: Empowered by all the facts, leaders should provide comprehensive feedback. For example, Michelle was really impressed with Jon’s report – it exemplified why she asked him to do it. However, her message reflected the lack of her full comprehension on surrounding circumstances and her inability to make appropriate time available to respond completely. It’s important to note though, that this feedback can’t be too late, as good feedback is specific and timely. There is a delicate balance that is more art than science.
4. Clarify Commitments: Share your calendar with the team, both formally and informally. There are plenty of technical solutions available, but this requires informal communication as well. For example, if you have regular calls at 4AM, they should know. Not that you need to broadcast it, but if you’re leaving early one day, explain why. If you’re tired during an evening meeting, inform the team it is not because of disinterest in the topic. This is not to suggest that working long hours should be celebrated – working smarter should. However, when demanding times call for more hours from your team, it is important they realize your are doing your part as well.

This is not to suggest there are no bad bosses or poorly performing team members. However, there are plenty of great bosses and individual contributors that are undervalued due to a lack of transparency between the two. To ensure you are not perceived incorrectly and to deliver the most effective and sustainable results, focus on providing and promoting transparency throughout your organization.

Additional questions for reflection:

1. What other tips do you have for improving transparency in teams?
2. Are there other missed opportunities for transparency you see in this business fable?
3. From your own experience, do you feel you are transparent with your own boss or team?

Peaceful Nights
Jonathon woke to his Blackberry ringing. Rolling over, still blurry-eyed, he saw the alarm clock glaring back with “3:05 AM”. This couldn’t be good, he thought to himself as he sat upright and tried to clear his throat before answering. “Hello, Jonathon here.”

“Hi Jon, it’s Jerry, down at the Data Center. I’m afraid we’ve got a problem. It seems one of the servers crashed and we can’t get it to stay up.”

“Which one?” Jonathon asked, hoping it was a low value system so he could continue sleeping.

“It’s ProdBatchFin_05-”

“Ah, crap…” Jonathon interrupted. This was the production server where financial system batch jobs ran nightly. Usually that’s not that big of a deal and it can be fixed in the morning, but this was the end of the quarter. If the financial systems didn’t update properly by the morning, the finance and accounting teams couldn’t close out the books on schedule. “All right, hang on Jerry, I’m going to boot up.”

Moments later, Jon was sitting in his kitchen, trying to be quiet, so as not to disturb his wife or young daughter sleeping down the hall. “Alright Jerry, give me the low down”.

“Well here’s the deal – it was running really slow and although we tried clearing the cache and all the usual preventative measures, it still crashed. It’s been down for about 15 minutes now.

The two went back and forth for a couple hours, bringing the server back to life by about 6:00 AM – just in time to get Jonathon’s daughter ready for school. He still had to file a report of the incident and notify some of the financial system users that their data may be a bit late, but that could wait until after his daughter was on the bus.

Leisurely Entry
With his daughter off to school, Jonathon got dressed and headed to the office. Although he was running a late, he figured his boss would understand. However, as he walked in the office, his supervisor, Michelle, saw him and looked quite unhappy. Brushing it off, Jon sat at his desk and began running through his plans for the day.

Although not typically his job, Jon knew he had to complete an estimate for Michelle by noon. The team lost credibility recently, due to some particularly poor estimates that created significant gaps in project budgets. As a result, when this project request came in, Michelle asked him to personally oversee it, to ensure accuracy. After a quick check of email to ensure there were no critical requests, Jon was submerged in creating the report.

Socializing with Friends
Shortly after starting the report, Jon’s instant messenger blinked. It was Eric, his friend in product development who recently helped him and Michelle with a critical fix they needed. “Jon buddy, old pal, good friend…” Eric was still typing, but it was clear to Jonathon that a significant favor was about to be requested. “It seems one of the new marketing applications I wrote has a bug in the code. I can’t get access to the system, but you know that system too and can resolve it before many more customers see it. Any chance you can help me fix it?”

Jon’s eyes glanced down to the start of his estimate for Michelle and back at the instant messenger window, blinking impatiently. Jon knew he owed Eric and undoubtedly, would need to call upon him again soon. “Sure Eric, I’ll take a look, but time is tight, so we have to be quick”. Eric and Jon began reviewing the details of the problem. The problem turned out to be a bit more challenging than anticipated though and before he knew it, Michelle was standing in Jon’s door, looking for the estimate – “was it noon already?!” he thought to himself.

“I’m sorry Michelle, something came up last night and Eric needed a fix first thing this morning, so I-”

“Damn it Jon. I really needed those numbers. I’ve got a meeting with our VP of Marketing at noon and I promised him I’d have it for him by then.” Michelle was visibly frustrated and Jonathon was at a loss for words. He didn’t realize she had a meeting at noon to share the data, he thought it was – His thoughts were interrupted again by Michelle. “I think we have an issue Jon. You need to start reevaluating how you prioritize and improve upon meeting deadlines.”

“I understand and I’ll work on it Michelle” Jon, said, too tired to explain and feeling a bit defeated.

“Right, well, that’s all I ask. Thank you. So when can you have the estimate completed?”

“Certainly by the end of the day today, maybe sooner.”

“Alright then, I’ll tell him to expect the report on his desk in the morning. Thank you Jon.” Michelle said, not really meaning it, as she turned and walked away.

“Well, there goes lunch”, Jon thought to himself.

Missing Deadlines
Jonathon wrapped up his help with Eric soon after the confrontation with Michelle and began working on her estimate. He had to attend several meetings that afternoon, but managed to multi-task and work in enough time to get something presentable for Michelle completed by five o’clock. It still was not the slam dunk he wanted though, so he called to ensure his wife could pick up their daughter from rehearsal. “Sure, Jon. Working late again tonight, huh?”

“Yeah, sorry, I promise, this should be the last time this week.”

“Uh-huh” his wife said, unconvinced.

At 5:30, Jon saw Michelle leave the office. “Geeze”, he thought to himself, sarcastically, “I sure am glad she works so hard”. Regardless, he was making progress on the estimate report and he knew it would be just what she needed to impress the Vice President.

8:30 PM and the report was perfect. The estimates included many different options, spelled out in great detail, so the business could decide which solution they wanted and even pick from a variety of options within each solution. Every option included price ranges with a degree of accuracy attributed to it. The report would have impressed Michelle too, if it had been done by noon. Jon’s email to Michelle that night read:

Michelle,

Here is the estimate you requested. I apologize this was late, but there was a production issue last night and Eric needed some help this morning.

Let me know if you need any revisions, I will be online when I get home later tonight.

Thanks,
- Jon

As Jon hit “send” he thought to himself, I wish Michelle understood better how busy I am and how hard I try. Michelle’s email came back on Jon’s Blackberry as he pulled into his driveway at nine o’clock:

Thanks Jon. Looks great. No questions.

NOTE: This deviation from the usual format is part 1 in a 3 part series on the necessity of transparency between team members and their leadership. I welcome your comments and feedback on this foray into business parables. Part 2, “A Day in the Life of Your Boss” is now available.

1. Best Friends At Work
Who still believes that work is impersonal? When was it necessary to ensure that your business contacts are not also friends? Need we remind some organizations of the Gallup Organization’s findings from their study of high performing organizations:

Gallup… observed that employees who report having a best friend at work were¹:

• 43% more likely to report having received praise or recognition for their work in the last seven days.
• 37% more likely to report that someone at work encourages their development
• 35% more likely to report coworker commitment to quality.
• 28% more likely to report that in the last six months, someone at work has talked to them about their progress
• 27% more likely to report that the mission of their company makes them feel their job is important
• 27% more likely to report that their opinions seem to count at work.
• 21% more likely to report that at work, they have the opportunity to do what they do best every day.

2. Companies Don’t Buy & Sell, People Do
When it comes to major agreements and long term commitments, people do not simply buy something from a company. Instead, they build partnerships and gain understanding from those partners about that company and their products. Then, business partners create mutually beneficial, value generating agreements together. The net result, after years of success on both ends of those deals is a stronger relationship, often extending into friendships. Those friendships can generate trust and efficiency which transcends employers, creates stronger networks and brings value to the next company by which either partner is employed. No longer does a person bring only their experience and skills to a company that hires them, but they bring the skills, experience and trust of their network as well.

3. Who Do You Want in Your Foxhole?
When times get tough, who do you want in your foxhole with you? Someone you only know based on their numbers, contracts, functional requirements and other formalities? Do you really think such an individual will stick their neck out for you or go that extra mile, unless the compensation is there? Or, do you want someone you’ve known well, whose family you know by name and whose favorite charity you supported last year? If nothing else, it helps to know your business partner’s spouse will yell at them if they screw up a deal they committed to you on.

4. Innovation
Structured, internal, corporate innovation alone is too constrained for today’s global economy. Innovation does not work well in a vacuum. The more creative outlets and inlets you provide your entire staff, the greater the chance they will discover breakthrough innovations. As your staff listens to their friends complain about how the products your competitors make, fail to meet their needs, they will better understand the implications of your engineering, research & development. The more your teams hear their contacts mention the need for someone to invent a solution to xyz problem, the greater the chance your company will create and solve that new market problem.

5. Mass Dialogue
Never before in history, has the opportunity for mass dialogue existed in such a manner as what social media provides. Print media creates mass, one way communication. Television does the same. Static website are no better. Previous communications technologies equate to shouting at your customers. With social media, feedback mechanisms like rated reviews, number of views and frequency of comments provide a means by which leaders can proactively hear the unified voice that is their consumer mass. This creates, in essence, a platform by which leaders can carry on a mass dialogue, like never before.

Dark Side
Don’t get me wrong, their are risks inherent to social media as well. Yes, your employee could reveal some deep, dark, corporate secret. Or, someone claiming to speak on your organization’s behalf may slip and act unprofessionally in a business forum. There may even be a greater volume of technical risks, such as computer viruses, worms and social engineering in these mediums. However, the solution to these risks are the same they’ve always been: education, training, policy and appropriate network security. The solution is not cutting off your company from opportunities for fear of the unknown.

In the end, as technical leaders in your organization, it is up to you to set the expectations of the company with regard to innovative opportunities. This evolution in communication technology is no different. The next time you debate blocking the latest social media site, consider, instead, joining the site and putting your great staff to task in finding the right way to keep that channel open for the corporation to leverage all benefits, without exposing you to the usual risks.

1. http://gmj.gallup.com/content/511/Item-10-Best-Friend-Work.aspx July 10, 2009.

In the beginning of the call, Mr. George defined his views on authentic leadership. Bill stated that we need 4 things from leaders:

1. Alignment
2. Empowerment
3. Service
4. Collaboration

Bill also spoke of the many challenges facing leaders today. Chief among these challenges were the economy and shifting expectations between Baby-Boomers and Generation X. For the economic challenges, he suggested this era will produce more authentic leaders than before, stating that “leading through a crisis is the real test (of leadership)… coming through this crisis will launch more great leaders as a result.” As for the challenges presented by differing expectations across generations, Bill had several excellent points, including:

• The Baby-Boomer generation of leaders has been too “Me focused” (over all)
• Generation X is more “We Focused” than “Me focused”
• Today’s younger work force is not motivated by the “Command-and-Control” model, resulting in talent acquisition challenges for companies still operating under this model

Other challenges he thought leaders of the future would need to address included:

• Today’s organizational model is too focused on the “proven skills” of individuals
• We need to be more focused on talent and capacity to learn (the rate of change will not slow)
• Our organizational models need to evolve into a more integrated solution, more “like the Internet” and less “hierarchical”
• The “Taker type” of leaders (those that only take, while others only give) will not succeed in the future
• We need to focus on “Ready, Fire, Aim” – the market is changing so quickly now that organizations focused on “Ready, Aim, Fire” will have difficulty passing “aim”

I asked Mr George his views on the impact technology is having on today’s leaders. The focus was on the evolution of social technology, asking how these technologies are impacting leaders today and how leaders of the future can leverage these technologies to be more effective. His thoughts included:

• Social technology is part of the answer to being a more effective leader
• We are just getting started in our capacity to leverage this technology
• We will still need small, peer-based groups, but not as many of the hierarchical groups
• Legitimate networks will be necessary – not just mass connections
• Great leaders of the future will be successful networkers and leverage people and tools to find answers and solve problems quickly
• We are becoming more global and technology is connecting people as they move all over the globe
• Technology is enabling everything he discussed today (less hierarchy, more “we focused”)

I am grateful to Bill George and ExecuNet for creating this opportunity. Mr. George is an example of how Authentic / Servant Leadership models succeed and are, in many ways, even necessary to ensure the success of our organizations of the future.