Monthly Archives: May 2013

#178 – Skill – the Third Cornerstone of Business Success

Two months ago I introduced my Four Cornerstones for Business Success model, which I developed after working with hundreds of companies over a twenty-five year period. The model is being published in the NorthBay Business Journal as a four-part series. The first Cornerstone for Business Success is Purpose, which includes not only a viable business model, but vision, mission, and values. The second Cornerstone is Strategies, your chosen path, selected to achieve your desired goals, and shaped by your vision and values. This brings us to the third Cornerstone – Skill.

Food for Thought ~

Expertise and execution are the tangible manifestations of a company’s purpose and strategies, so now the matter of skill becomes particularly relevant. Without excellence in execution, even inspired purpose and brilliant strategies will be for naught. In strategic planning circles, the saying goes, “Execution trumps strategy every time.” Execution is the implementation of the strategies you have chosen. The Skill factor is the consideration of both how and how well things get done. What are the quality control systems? How timely is the work? What are the standards for performance, from ethics to customer service to business practices? Excellence in execution requires a commitment to long-term internal development efforts, investing in the human capital as well as the other resources needed to get the work done.
Click here to read more.

Question for the day ~

As a leader, do you inspire others to high levels of skill and performance? Do you set the example with your own commitment to professional growth, continuous improvement and personal development? Does your organization have a culture of accountability?

In Closing ~

Perhaps you have heard the adage: “How well you do something is how well you do everything.” Choose to work with people who set their own high standards.

Mary

#177 – Transitions in Organizations + A Personal Note

Transition is the human side of change. In the organizational context, a change might be an office relocation, new software installation, promotion, or re-organization. A transition is the adjustment process over time by the people impacted by the change. Some of the indicators of people and organizations in transition include anxiety, upset, ambivalence, and detachment, just to name a few of the common emotions that accompany change. Even if an organizational change is “for the better,” the psychological impact of the change will disrupt familiar patterns and relationships. The personal make-up of an individual and the collective culture of an organization determine the magnitude of the impact.

Food for Thought ~

Leaders need to understand that organizational changes precipitate human transitions. The human factor will always affect the change’s intended improvements. By understanding the dynamics of change and transition, you can lead your organization safely through it. Be proactive with planning and preparation, rather than waiting to be reactive when problems arise. Facilitate the transition. Achieving the desired outcomes of a change requires managing a successful transition.

Question for the day ~

In your role as a leader, do you understand and apply the principles of change and transition management to the changes in your organization? How “transition-worthy” is your organization?

On a Personal Note ~

This Tuesday Minute is dedicated to the memory of William Bridges, acclaimed author, international consultant, gifted teacher, and pioneer in the field of change and transition. I am honored to have worked with Bill as a client as well as a colleague. His breakthrough thinking and lyrical communication touched the lives of many; and I am one. If you would like to know more about William Bridges and his work, here’s a link to his obituary in the San Francisco Chronicle. William Bridges.

With gratitude,

Mary

#176 – Nelson Mandela on Leadership

A colleague recently sent me a quote from Nelson Mandela that provides us with a very interesting perspective on leadership. Here’s part of what Mandela had to say:
“It’s better to lead from behind. Put others in front, especially when you celebrate victory or when nice things occur. You take the front line when there is danger. Then people will appreciate your leadership.”

Food for Thought ~

I agree that a strong leader is someone who does not need to be in a high visibility position at all times. Mandela calls it “leading from behind.” I like leaders, such as the example Mandela sets, who are able to modulate their leadership practices according to the situation. When things are going well, a gentle hand on the rudder may be all that’s needed. When there is risk, or as he calls it, danger, then a higher profile and more assertive action may be required. As a leader, I have always felt that part of my responsibility is to “protect” my organization – the people, the resources, the brand/image, all of the myriad assets and interests of the enterprise.

Question for the day ~

In your role as a leader, do you adjust your visibility level depending on the situation? Are you generous in giving recognition to others? Do you move to the front when there is a threat to your organization?

In Closing ~

“A good head and a good heart are always a formidable combination.”
Nelson Mandela
Activist and President of South Africa, 1994 – 1999.

Mary

#175 – Decision-making and Occam’s Razor

Leaders often seek guiding principles for the myriad decisions that comprise the daily fare of leadership. One such precept is known as “Occam’s Razor,” often stated as: “When there are multiple solutions to a problem, choose the simplest one.” I recently came across a reference to the reportedly original author of this principle, William of Occam, an English Franciscan friar. In the early 1300’s he wrote about the principle of parsimony, economy, or succinctness used in logic and problem-solving, positing that “Among competing hypotheses, the hypothesis with the fewest assumptions should be selected.” I further discovered that these principles were a common topic for philosophical arguments of the day (which in medieval times, were sometimes a matter of life and death) and that William of Occam is not necessarily the originator, perhaps simply one of the most well-known writers of that period.

Food for Thought ~

Leaving the controversy regarding authorship and attribution to scholars, there is certainly a large kernel of wisdom here for leaders. I have found that the dance between simplicity and complexity is one of the fundamental crucibles for leaders. We all yearn for things to be simple, yet sometimes they are not, and must be treated accordingly. I have found that forced over-simplification does no service in the long run, and creates more problems than it solves. Yet, I highly value simplicity, economy and succinctness; and indeed they should be included as measures for our deliberations. Thus, I try to simplify whenever it will be of service to the issue at hand and I counsel patience and discipline when complexity prevails. To my mind, this is part of a leader’s critical role – providing refined judgment and guidance on the balance between simplicity and complexity, understanding when and where each principle applies.

Question for the day ~

As a leader, do you make conscious efforts to find the appropriate balance between simplicity and complexity in your decisions?

In Closing ~

People are still reading my”Strategies – the Second Cornerstone of Business Success” in the NorthBay Business Journal. If you haven’t yet had a chance to do so, you can click here to read the full article.

Mary