In my newsletter last week I featured the subject of mentoring. My underlying theme was that mentoring can be an extremely valuable type of professional development. A mentor can serve as an additional resource to formal work relationships. Sometimes, encouragement and support are needed. Other times, a person might need information, reality-testing, or contacts. Other situations might call for problem-solving and planning. And these are just a few of the classic issues. Mentors can be a wonderful resource for people, greatly enriching their professional education and growth.

Food for Thought ~

From my experience as a mentor, both as part of my consulting work with clients and as a volunteer, mentoring helps people be more successful and more satisfied in their work. They become more effective and better able to achieve their goals. My hope is that people who have a good mentoring experience are more likely to become mentors themselves, and thus a positive cycle is continued. It’s a good example of the “pay it forward” philosophy. Although there is much goodness in this world, it’s also tough out there, and most of us need all the help we can get. Mentoring is one of the ways we can lend a helping hand to someone who’s motivated and willing to work for what they want.

Question for the day ~

Have you been fortunate enough to have a mentor? Are you a mentor?

If you are in business and would like to explore the possibility of becoming a mentor through the SSU School of Business and Economics Mentor Program, please contact me for information. Call me at 707- 887-2256. I look forward to talking with you about the rewards of mentoring.

Mary

Not long ago, I heard a comment that grabbed my attention. It is an observation worth thinking about: “In our society, we honor living conformists and dead nonconformists.” There seems to be a lot of truth in that statement. Setting aside the larger social context to consider this from the perspective of leaders and organizations, there are some interesting corollaries. Leaders who move their organizations forward are often independent thinkers who aren’t afraid to take a stand out there on their own. Certainly there are times when a caretaker leader is needed to stabilize a situation, but that is a short term job description. The willingness to be a nonconformist sometimes leads to honor, but it’s not guaranteed, nor is it an easy road. In my view, there is a fine balance between marching to your own drummer and being the esteemed leader of the orchestra. Be someone the musicians can relate to and want to collaborate with to make music.

Food for Thought ~

Considering a different perspective, what is the value to an organization of the dissidents, the employees who question and even criticize? The conformists in an organization are often acknowledged for being team players and well-liked, and the people who ask the hard questions and make the seemingly outrageous suggestions are also providing something of value – challenges to our assumptions, beliefs, and habits. And that’s a good thing. A skillful leader is able to listen to the skeptics, appreciate the kernel of truth that’s usually present and learn something useful therein.

Question for the day ~

Are you comfortable being the minority opinion? Do you listen with an open, non-defensive mind to the voices that raise objections and questions?

Mary

Today’s topic is a pragmatic one – a reminder for leaders who do some type of strategic planning in their organizations. (And I hope that’s most of you!) As you know, I am a huge proponent of planning, in all its various forms within the dynamic life of organizations. In a nutshell, planning is taking the time and having the discipline to ask fundamental questions, reserving judgement and decision-making until the necessary analyses and creative alternatives have been explored, and engaging the people who later will be responsible for carrying out the plans.

Food for Thought ~

My reminder for you today is that implementation is the key to success in planning. No matter how brilliant, bold, or visionary your plan may be, the actual realization of it lies in its execution. Viewed as a mathematical formula, it would be “strategy + execution = success.” (Actually, the “formula” for success is more complicated, but for this purpose, we’ll keep it simple.) A further reminder is that the implementation phase itself must also be planned. Any substantive plan usually requires thoughtful discussions of priorities, resource allocation, timelines, accountability, communication, coordination and the consideration of secondary implications. As one of my clients likes to say, “It’s a process, not an event.”

Question for the day ~

Have you ever created a plan that wasn’t successful? Was your attention to implementation as diligent as your planning?

Mary

Today being an election day, I have been considering the matter of leaders and elections. Clearly, most people in leadership positions are not elected, so it’s certainly not a sine qua non for leadership. It’s safe to say that the opposite is true as well, that many people elected to public office are not necessarily leaders. I would like to see the word leader be more rigorously and selectively applied to persons who actually provide leadership. “Public officials” and “electeds” could be the basic terminology used for elected officials. Then, if in fact the individual demonstrates genuine leadership, he or she earns the honor of being called a leader.

Food for Thought ~

I realize this is an example of tilting at windmills, and I have no illusions of influencing a change in the vernacular used in our popular culture. However, as a connoisseur of leadership, I want to shine a light on this issue in my particular corner of the world. I believe there is a distinction between those who occupy official positions of power and authority and those who are truly leaders. It’s a wonderful thing when both co-exist in the same person.

Question for the day ~

Have you ever wondered…would you be “elected” by your followers?

Today’s the day – please remember to vote.

Mary

Managing paradox is an essential leadership skill. The particular paradox I have in mind today relates to change. Leaders are often acknowledged for their willingness and ability to effect needed changes. This may involve creating something new, improving what exists, or letting go of something. Initiating and managing a significant change and the accompanying transition requires great care and thoughtfulness. Done skillfully, it can move an individual, an enterprise, or a community dramatically forward.

Food for Thought ~

And now for the paradox: another job of a good leader is to protect those things which should not be changed. In many cases, these are values, systems, or cultural traditions, just to give a few examples. And so the leadership trait that emerges here as the critical success factor is the good judgement to know what to change and what not to change.

Question for the day ~

How are you at evaluating when, what and how to make a change, and knowing when and what not to change? How might you fine tune your judgement skills?
One of the early Greek philosophers, Heraclitus, appears to have been the first to say, “There is nothing permanent except change.” Another translation of his insight is: “Everything changes and nothing remains still.” I offer a corollary: “Therefore, we may as well get good at it.”

Mary

Last week’s topic on National Boss Day led me to think about the fact that the word “boss” has a mixed reputation. Boss is a term that most progressive-minded leaders today do not use lightly, and with good reason. The word’s definition comes from the Dutch baas, which means master. In this era of employees as co-workers, allies, teammates and partners, the leader/manager as master approach is not likely to win friends and influence people.

Food for Thought ~

Yet, there’s a delicious irony in observing happy employees who like and respect their supervisor/manager/leader and refer to him or her affectionately as their “boss.” Indeed, it can be an honorific when voluntarily used by the employee. I suspect the opposite usage also applies in reverse. Unhappy employees who do not like or respect their supervisor/manager might also be overheard to refer to him/her as their boss, but in a very different tone of voice. So, when used by employees, the term continues to have a home in the workplace. It’s all in the tone.

Question for the day ~

How do you think your employees refer to you?

Mary

Ever curious about the genesis and history of things, here’s what a quick Internet search turned up for today’s “holiday.” National Boss Day was started in 1958 when Patricia Bays Haroski, then an employee at State Farm Insurance Company in Deerfield, Ill., registered the holiday with the Chamber of Commerce of the United States. She designated October 16 as the special day because it was her father’s birthday. (Her father was her boss.) Ms. Haroski’s purpose was to designate a day to show appreciation for her boss and other bosses. She also hoped to improve the relationship between employees and supervisors, and believed young employees often do not realize the challenges bosses face in running a business.

Food for Thought ~

Yes, many employees do not understand the scope of responsibilities, stress and challenges of being a supervisor, manager, or leader, just as many leaders and managers don’t fully appreciate the issues their employees face. Lack of understanding is a two-way street. However, it’s more important for “bosses” to have insight and knowledge into their employees’ work. Managers and leaders must accept that their authority, both real and perceived, is a separating factor. A trusting environment with good communication practices can minimize the divide, and is well worth the effort. The kaizen philosophy of employee participation is an example of how employees can be effective partners in making decisions. Trust, participation, and information sharing will do wonders for increasing the understanding between employees and their “bosses.”

Question for the day ~

How well does your organization do at information sharing and employee participation? What might you do to increase, improve or maintain a high level of trust?

I don’t know if Ms. Haroski’s hopes are being realized by this holiday, but I commend her laudable intentions and pluck.

Mary

Part of a leader’s role is to create systems that support people in doing their work efficiently and effectively. Another part of a leader’s role is to offer and provide support not only to their “direct reports,” but many others as well. And in a broad way, a leader supports their entire organization with their positive attitude, inspiring leadership, and constructive initiatives for improvements. Providing support takes energy and conscious, disciplined effort. This is even more challenging given the reality that leaders often must make tough decisions and provide attention to a panorama of issues.

Food for Thought ~

In a nutshell, for leaders to have a reserve of support to offer others, they must have a source for their own supply. In other words, you can’t offer what you don’t have. You must take responsibility for refreshing your own physical, emotional, and spiritual reserves. There are a variety of approaches to accomplish this, and here are just a few. Create deep, trusting relationships with other leaders in your organization. Establish or participate in a formal program or an informal support network with peers from other companies. Have a professional coach. Find a mentor. Sometimes friends and family may serve as part of a support system, but this must be judiciously gauged. Leaders must assess both their needs and resources, and then consciously select the combination of methods that will ensure the support they need in order to generously provide support to others. Another fact of life as a leader – “stuff happens” – you never know when your reserves will be called upon, so you must keep your supply replenished.

Question for the day ~

Do you have the support you need? What approaches might you explore in order to develop and maintain your support systems?

Mary

As most of you know, I am a fervent believer in and professional practitioner of planning. And yet, one of the paradoxes of managing complex organizations (not to mention life in general) is that changing conditions will always compete with our best laid plans. Change is ever with us. For leaders, here are a few lessons regarding this reality of constantly changing conditions.

Food for Thought ~

Lesson # 1: When changed conditions become significant, be prepared to change your expectations, as well as your goals and objectives. Holding on to old ideas, hopes, and plans will achieve neither the original intentions nor the emerging ones.

Lesson # 2: Timeliness is more important than perfection. Oftentimes, the window of opportunity is only temporarily open. Don’t miss it while pursuing perfection. Go with what you’ve got. (When excellence, not perfection, is your guiding standard, you will be prepared for quick action when needed.)

Lesson # 3: Hone your judgement. Good judgement is a leader’s most critical skill set. Having an internal guidance system, as well as a healthy check and balance decision-making system in the organization, will help you make those judgement calls.

Question for the day ~

How are you and your organization at responding to changed conditions? How can you avoid getting stalled by confusion, indecision or perfectionism?

Mary

As constraints, obstacles and challenges multiply, wise leaders consciously devote time and attention to developing and fostering ingenuity in their organizations. Last week I had the opportunity to spend a day on the campus of Stanford University, learning from cross-disciplinary faculty there about the application of creativity principles to business. Here’s part of what I learned from Tina Seelig, a popular professor in the School of Engineering, who teaches entrepreneurship and innovation. This is great information for leaders who want to nurture creative problem-solving and innovation in their organizations.

Food for Thought ~

Seelig has identified 6 elements that when combined, maximize creativity and innovation. The first three are personal, and the second three are organizational.
1. Information base / knowledge
2. Creative Imagination
3. Belief that you can solve the problem + a passion to do so
4. Physical habitats that support innovation (team, rules, physical space)
5. Resources (time, money, community of support and expertise)
6. Culture (the “background music” of the organization)

Question for the day ~

How would you describe your personal level of creativity at work? How would you assess your organization’s culture in terms of supporting creativity and innovation?

Tina Seelig’s new book is called inGenius: A Crash Course on Creativity; and here’s a link to her TEDx Stanford talk on creativity.

Mary