No two people are alike. Even if you compare one person’s fingerprint with another they will be different, one person’s personality to another, it would be different, one person’s specific likes and dislikes, it would be different. Organizations are similar. They are comprised of people who have different traits, characteristics and strengths. The success of the organization is contingent upon the mix of people – the confluence of strengths and values mixed with those who are great “doers” and those who are great visionaries.
Every army needs a mix of both, the foot soldiers who physically engage in battle day to day and the generals who can oversee them. If you have an army with only soldiers there will be bedlam with no strategic direction and oversight. Who would oversee the overall battle and determine which moves need to be made in order for there to be a build up for victory?
A general without soldiers is a battle that is non-existent. Generals may be the chief strategists and even be the cause for fighting, however there will be nothing gained without soldiers who can execute these plans. Just imagine a general shouting, “Run up the hill!” to no one actually in the field to do the running.
Just because you have a mix of foot soldiers and visionaries, does not guarantee organizational success. Joe may be a great strategist, however he can be horrible at aligning teams. Sarah, may be wonderful at inputting financial data, however she cannot follow direction. The mix of the “right” people in the right jobs with clear expectations and accountability ensures success.
Here are some tips:
1) Appreciate everyone on your team.
A simple “thank you” or “great job” doesn’t get you far. “Thank you’s” are cheap and easy to say. If you have a powerful desire to manage your team and create a motivational environment, you’ll need a lot more than a “thank you”. Have your comments mean something. When formulating how you will verbalize your appreciation, consider utilizing the following formula:
• Details - what action was done, how they went above and beyond, how they united groups, etc.
• Jot it - write down and keep it as a record.
• Intention – what is your intention by communicating this praise?
• Environment – where do you want to give the praise? What is the proper environment? E.g. at an all-hands meeting, one-on-one weekly check-in.
• Say it - communicate your praise with enthusiasm and an eye towards developing the person.
2) Examine
You may have a great visionary who is not so great at the details. You may have someone who is great at handling the day to day and not a great visionary. You need a combination of both to succeed. Make sure you are examining each person’s strengths and ensure the role they are in sets them up for the greatest success.
3) Develop talents
Develop individual and group talents accordingly. It’s not enough to simply know someone is strong in their job; it’s critical to spend time in developing the person’s talents. The more an employee feels you devote consideration and attention to them and are dedicated to their development, the greater chances for them to succeed.
4) Constantly recruit
You never know when you will need to hire. You just don’t want to hire anyone you want the person who will be the perfect fit. Finding foot soldiers or visionaries takes time, effort and energy. Why wait until you need to fill a position to recruit and then sift through hundreds of resumes? Recruit now. Scope out the best of the best. Take them out for coffee or a meal. The least that will happen is you’ll meet a good person that you can network with in the future.
When you align foot soldiers and visionaries you get the right people in the right jobs performing at a high level. The success of your organization will soar and your people will be sought after and recognized both inside and outside of your organization.
Friday, April 30, 2010
Thursday, April 22, 2010
Bold Leadership Takes Center Stage
Being a strong leader is not easy and when done right, you can revolutionize a company. Let's take a page from a high level executive who was anointed to a superstar title in the movie industry. With this enormous opportunity so has come the challenges. Rich Ross is the Chairman of the Walt Disney Company and since he was promoted to this position in late 2009, he has shown a strong theme of leadership.
He has taken hold of a renowned and recognized brand and is doing what he does best, reinventing it. At Disney Channel as head of the network, he build mega powerhouse franchises such as "Hannah Montana," "That's So Raven" and "Wizards of Waverly Place."
I admire Rich Ross quite a bit. Years ago I worked with him first at Fox and then at Disney. He has always demonstrated a mix of fearlessness and innovation with a fierce look at the big picture and the bottom line. He is a master of taking one brand and repurposing it in different avenues such as film, online, merchandise, etc.
Surely taking over at Disney could not have been easy. Ross has moved around lots of people inside the company. He has cleaned house, while promoting some people and making non-traditional decisions. Ross focuses on the people - getting the right ones in place and jealously safeguarding star performers.
In the search for a new Chief Marketing Officer for Walt Disney Studios, Daily Variety states, "Ross had been adamant about hiring someone from outside Hollywood. He wanted someone with fresh ideas, especially an exec that knew how to effectively use digital platforms to attract younger ticket buyers. He also wanted an exec with experience in launching new consumer products."
Ross' recent non-traditional hire was today. He hired MT Carney as the new Chief Marketing Officer for Walt Disney Studios and she fits in perfectly with Ross' "think-different" approach. She will oversee a $400 million budget for marketing and distribution under Walt Disney Pictures and Touchstone and has never handled the rollout or launch of any film, no less a major studio film.
Carney has been a successful executive who founded a media planning company that has been successful by steering away from traditional advertising. She doesn't have heaps of entertainment experience, however she does in the arena of launching new consumer products for companies such as like Coca-Cola, Unilever, Kimberly-Clark, Johnson & Johnson, Nokia and Nike.
What Ross' leadership demonstrates is that leading and running a business as we've done it will not work today. You can say "well it's the recession" that causes new thinking, however Ross shows that innovation and creativity must be the fabric of every leader. Making tough choices and tough decisions catapults an organization and shows employees, you too can make a powerful difference.
On a personal note...Thank you Rich for this lesson and for the bold moves you are making and for all you have taught me too.
He has taken hold of a renowned and recognized brand and is doing what he does best, reinventing it. At Disney Channel as head of the network, he build mega powerhouse franchises such as "Hannah Montana," "That's So Raven" and "Wizards of Waverly Place."
I admire Rich Ross quite a bit. Years ago I worked with him first at Fox and then at Disney. He has always demonstrated a mix of fearlessness and innovation with a fierce look at the big picture and the bottom line. He is a master of taking one brand and repurposing it in different avenues such as film, online, merchandise, etc.
Surely taking over at Disney could not have been easy. Ross has moved around lots of people inside the company. He has cleaned house, while promoting some people and making non-traditional decisions. Ross focuses on the people - getting the right ones in place and jealously safeguarding star performers.
In the search for a new Chief Marketing Officer for Walt Disney Studios, Daily Variety states, "Ross had been adamant about hiring someone from outside Hollywood. He wanted someone with fresh ideas, especially an exec that knew how to effectively use digital platforms to attract younger ticket buyers. He also wanted an exec with experience in launching new consumer products."
Ross' recent non-traditional hire was today. He hired MT Carney as the new Chief Marketing Officer for Walt Disney Studios and she fits in perfectly with Ross' "think-different" approach. She will oversee a $400 million budget for marketing and distribution under Walt Disney Pictures and Touchstone and has never handled the rollout or launch of any film, no less a major studio film.
Carney has been a successful executive who founded a media planning company that has been successful by steering away from traditional advertising. She doesn't have heaps of entertainment experience, however she does in the arena of launching new consumer products for companies such as like Coca-Cola, Unilever, Kimberly-Clark, Johnson & Johnson, Nokia and Nike.
What Ross' leadership demonstrates is that leading and running a business as we've done it will not work today. You can say "well it's the recession" that causes new thinking, however Ross shows that innovation and creativity must be the fabric of every leader. Making tough choices and tough decisions catapults an organization and shows employees, you too can make a powerful difference.
On a personal note...Thank you Rich for this lesson and for the bold moves you are making and for all you have taught me too.
Thursday, April 15, 2010
When Rah Rah Becomes Blah Blah
Organizations and leaders are big on the rah rah to get employees excited and motivated to take action. It doesn't last. In fact it does the opposite. Employees get completely excited for two minutes - "yes, I'm on board!", and then their excitement drops to skepticism - "wonder what this means...layoffs, turnover, merging groups or is this just a lot of talk".
Rah rah for the crowd seems like a great idea, however if it's not backed up with meaningful words and actions, you will lose buy in quickly. Also, if you are a leader who is more introverted, then living up to the expectation of rah rah will leave the masses greatly disappointed, including you. Being true to who you are and utilizing words that have meaning are two qualities of a strong leader.
Before scheduling that big ol company meeting or deciding to make a grand announcement, ensure you have a strategy in place to take lofty words into action. In 30 days you want people to be able to see some difference, however minor. Communicate clearly, early and often and gain a reputation for doing so. Better to be known as someone who delivers rather than a leader who whoops up the masses with little results. Show others how they can succeed over and over and over again.
Now that's the kind of rah rah we can all believe in.
Rah rah for the crowd seems like a great idea, however if it's not backed up with meaningful words and actions, you will lose buy in quickly. Also, if you are a leader who is more introverted, then living up to the expectation of rah rah will leave the masses greatly disappointed, including you. Being true to who you are and utilizing words that have meaning are two qualities of a strong leader.
Before scheduling that big ol company meeting or deciding to make a grand announcement, ensure you have a strategy in place to take lofty words into action. In 30 days you want people to be able to see some difference, however minor. Communicate clearly, early and often and gain a reputation for doing so. Better to be known as someone who delivers rather than a leader who whoops up the masses with little results. Show others how they can succeed over and over and over again.
Now that's the kind of rah rah we can all believe in.
Friday, April 9, 2010
Building Your Value
Want to give yourself an extra boost of visibility and build your value? Here's a daily three-step checklist to ensure you are elevating your brand:
1) Check in with your boss - find out what is on your boss' agenda, what is most vital to them for the day and see to it you become a resource for helping your boss get it done. Or, take something off of their plate to ease up their workload so they can get a pressing issue done.
2) Check in with your direct reports - find out what is most pressing for them today, how are they doing on projects you delegated to them and what issues are coming up for them. Ensure your people are also networking internally and externally to build value for your team. Good will goes a long way.
3) Check in with your peers - what is most pressing for your peers and most importantly, how can you help. Being a trusted resource to those you work closely with will only build your value.
As you make this three-step check in process an integral part of your work day, you will suddenly see more people thinking about you, giving you more exciting projects, wanting to hear your opinions and turning to you as a key advisor. This is one investment that will return dividends far beyond your imagination and put you on the map as a high valued employee.
1) Check in with your boss - find out what is on your boss' agenda, what is most vital to them for the day and see to it you become a resource for helping your boss get it done. Or, take something off of their plate to ease up their workload so they can get a pressing issue done.
2) Check in with your direct reports - find out what is most pressing for them today, how are they doing on projects you delegated to them and what issues are coming up for them. Ensure your people are also networking internally and externally to build value for your team. Good will goes a long way.
3) Check in with your peers - what is most pressing for your peers and most importantly, how can you help. Being a trusted resource to those you work closely with will only build your value.
As you make this three-step check in process an integral part of your work day, you will suddenly see more people thinking about you, giving you more exciting projects, wanting to hear your opinions and turning to you as a key advisor. This is one investment that will return dividends far beyond your imagination and put you on the map as a high valued employee.
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