THIS MAY BE THE BIGGEST BLIND SPOT EVER

Here it is: 
You don't know your impact on the people who do the real work of your company and touch your customers, your clients, your patients.
And you probably think you do.
Or worse, you don't care because you care about:
Cash flow
Productivity per----
Board perceptions
Analyst calls
Head count
Turnover (in both US and European meanings)

All of these things are important.
AND all of them get better IF you have the experience of your front line people in your DNA.

In this last week I had front line people crazy with frustration share:

--They had ridden the ups and downs of a health care re-structure with grace for two years but when they had to put their snacks on a designated shelf to meet corporate standard of hygiene, they were furious. They are so busy helping meet unreasonable service standards for patients that they can't make it to the kitchen and back fast enough. Break times are an imaginary joke.

--"I can't can't seem to order this part. I don't know how to get to the next screen." (A repairman in my kitchen working on the refrigerator carrying a hand held device that weighed 10 pounds and looked like a museum piece)
"Let me TRY to get tech support." He couldn't do it. His outsourced role couldn't connect with another outsourced role and he only had so many minutes in my home for a "productive" call. Then he took ten unwarranted minutes griping about the major retail company that wouldn't let him do the work he actually likes doing and I need. Yes, it sure does dent my loyalty.

There are all kinds of reality TV shows now showing shocked bosses what really goes on in their businesses.  
And I bet your good intention is to "get out and about" and touch your company.  And I know how a calendar magnetizes you to your office.

The best solution I know is to bring the company to you.
It would be a rare person who would turn you down
Invite only people who touch your customers daily.
Do 9 at at time.  Group them differently. All one role.  All new to the job.
All long term people.  Random.
Make it someones job to make it happen AND to make you hold to it.
Every other week for a year.  You'll get new ideas and a closer view of the reality show you are running

NOBODY KNOWS WHAT THEY ARE DOING! GOOD OR BAD?

A colleague of mine, Bob Stapleton and our colleague (and my daughter)
Megan Wilson run an Intensive New Model Leadership Retreat of 3 days.  "Intense" is the apt word in that title.  So is "new".  We keep our hands to the fire of wrestling with what a new leadership model needs to be in today's world.

As always, we demand that the theoretical thinking be linked to an important result needed by the leaders.  That's just good learning design.  

The interesting dynamic is that all participants agree that the present leadership  models stink.  They no longer fit for organizations, government, churches, public sector, you name it. Strong agreement about that. Easy to say"no".

But not so easy to come up with what to say "yes" to. Here's the problem with that. The DNA or memory yarn of the old leadership behavior will be the default position if you don't have a new model to guide your company.

We are in a time of immense transition in many dimensions at this time in history. Not that we haven't always been, but not with the velocity, and the extreme elements and fragility of our world today.

So don't be blind to the fact that the leadership model that you learned and succeeded with is NOT the one needed to go forward. Most leadership models describe what is, not what needs to be.  

I'll share some models for the next several weeks to let you cherry pick what you think is needed to include for your own unique leadership model.
The good part of mega transitions and nobody knowing what to do is you are very free to create. Have to create. The bad part is if you don't.

YOUR BUSINESS HAS CONSTRAINTS. YOU DON'T!

I ran a workshop for a large company that was in a tight time.  Tighter than usual.  And it bucked and kicked and complained about that new reality.
"If only" was the daily mantra.  If only we weren't publicly owned!  If only my budget hasn't held at last year's level!  If only we were a small start-up company that didn't have constraints like we do!

So I brought in a panel of start-up CEO's to meet with the top fifty people of the older larger company to test the premise of constraints.

WELL, If you want to "get" constraints, try being a start-up.
Constantly out with your beggar bowl to investors
Constantly having to put your best put forward
Constantly having to think and adjust on the run
Constantly wondering when payroll won't be there
Constantly knowing most start-ups don't grow to be sold or established
Constantly being vigilant about everything all the time
Constantly juggling resources--no slack time--the adjustment hurts immediately
Constantly having every action defining the culture in real time
Constantly having to do any and every job if needed

Both parties (the large old company and the new start-ups) were stunned at the constraints that both faced.  Neither had it easier than the other.
BUT the lesson learned was that for good or bad the leaders of the start-up could not allow themselves to be constrained by the constraints.
They couldn't afford it.  It was life or death.

They had to:
Think clearly and act quickly
Keep focused on growth
Stay lean
Be willing to step into any role
Have everyone's back
Jump over fear on a daily basis
Keep in mind the goal that energizes them through exhaustion
Enjoy the challenge of it all or dwindle to a slow death
Sniff and churn and scrounge for opportunity
Never rest on achievement of the previous day
Celebrate wildly in order to keep on going on
Cast off anyone who can't do the above
Remember that forward movement is the only option

SO--There will always be constraints.  As a C-level leader, don't become on of them.  Stay start-up.

LEARNING CHALLENGED BUSINESSES

I am curious about the dynamic of why organizations don't learn or are slow to learn or lag about 10-15 years behind the rest of the world.

I'd love to hear from any of you on this topic.
I'm just puzzling on it.

Just look at recent titles from The Harvard Business Review
(Which I do count on and read cover to cover).

"Engaging Doctors in the Health Care Revolution"
I shake my head.
Motivation, innovation, accelerated results only work with the involvement of all people impacted by major systemic change. This is not rocket science. Or new.
Yes, it takes time but saves huge wasted effort later not to mention avoids kicking up gigantic resistance.
Does no one remember the 70's efforts of Quality Circles, Search Conferences and Self -Managed Work Teams?  

"Women Find Your Voice"
Wow. Really. Thanks for the invitation!
Did we skip a generation of women?
Remember Assertiveness Training for Women in Business?
The hundred of books about men and women differences?
All the support for talent development of women?
The wave of authenticity over adapting?
I'm talking the 70's again. Where did that learning go?
Women's voices is not the issue. Creating an environment where truth can be told from all voices--irritating,smart, creative, dull, linear, slow, fast, introverted
on and on.  Your job CEO.

"How to Spot Talent--(Hint: Experience is Overrated)"
What about changing job requirements to be about behavior not only schooling or previous jobs.
What about spelling out qualities not only experience like initiative, idea generation, able to share work and results for hiring requirements?
Or, open access to posting of jobs? Or just posting all jobs? Use a broad filter to find hidden talent?
Again, all worked on in the 70's.  
Let people jump levels. No career ladder.  Leaps up and sideways and zig-zag.

Innovation?
Transparency? 
Work/Life balance?
Execution blues?
Value of play at work?

As if these topics were new!
Or did I work during some kind of company Camelot?
What goes on here?

I am well aware of companies being very live organic systems that develop and adapt and are never stable.  But I'm talking about persistent learning problems.
What is it about the organization that it produces the same type of issues over and over and over again?  A couple with this dynamic would go to therapy or dissolve. What's up with this?  The seventies were a long time ago.

SPEEDY DELIVERY

I recently spoke to a CEO who said, "Your blog is right on. I just don't have time to read it."

And I get it and am not insulted or irritated.
It's such an odd dilemma a CEO lives in.
Here he or she is at the top position of the company  and the business runs their life and time.
Reversing that is tough.
First you have to step away from the work to see clearly.
Then you have to put a stake in the ground for how you intend to work.
Establish your rhythms for what is good for you and for the company, then let the organization adjust to your healthier approach.  

I'm usually a very egalitarian voice.
Not here. Use every ounce of your authority to make your calendar truly yours.

See nice and short.

TWO BLIND SPOTS IN EXECUTIVE DECISION MAKING--WELL THREE OR FOUR

Blind Spot #1--SPEED
Making fast decisions seems to be admired.  There is a kind of bravado at play.  "I'm willing to make the call even if no one else will."  Action oriented companies and executives can't stand the tension of wrestling with a tough decision.  There are two elements here.  One is "What do we need to know to make the decision?" and two, "What is the window of decision time that we have to make the decision?"  Then dig into the decision making process which should include  the criteria for a good decision.

Blind Spot #2  THINKING DECISION MEANS ACTION
Some executives will avoid a decision because they aren't ready to put it into action.  And other executives can't tolerate waiting to act after they have decided.  Put breathing space in-between a decision and it's execution.  Plan the timing of action after the decision is made. Two separate events.

Blind Spot #3 LETTING TALK ALLEVIATE THE PAIN OF DECISION
Some organizational decisions are doozies.  They are tough and complex and painful to make.  And so they get talked about and talked about and talked about and talked about.  The talk soothes that moment of decision and helps to put it off.  Task forces and committees and consultants can all soothe the pain instead of forcing the decision.  (See blind spot #1 for remedy)

Blind Spot #4 PERFECTIONISM
For top level CEO and executive decisions, there is always risk. And usually the acted on decision has some unexpected results. You know this and still it's hard to act. You want to get it right. The decision was hard enough and now there is the energy needed to execute and clean up any  mess that results. And what if: the documents are not exactly right, the legal foundation isn't solid enough, what if XYZ changes, what if the market isn't ready? The stalling for perfection can  kill a decision or make it so late that it loses the impact intended.  

Top level decision making is an art--a dance of data, timing, guts, intuition, pain management and readiness for the impact of the decision. This is, indeed, what you are paid to do.

IN TRIBUTE TO MALCOLM LLOYD--FOUNDER AND CEO OF DOUBLE CROSS VODKA

I wrote about the death of Malcolm Lloyd last week without naming him, talking about how important the CEO role is.

Now I want to honor Malcolm personally  in his very unique qualities as the CEO and founder of Double Cross Vodka. He was a long time friend of my son as well as business partner and I had the pleasure of hearing their stories of how to grow a business from a lark to a solid enterprise.

Lessons from Malcolm:

He had the kind of literal energy and enthusiasm that could make a possibility exciting and real enough that investors said, "Yes!"

He was ready to have fun and to be very witty in the moment. You liked to see him coming.

He knew a start-up company was a fragile entity and he fussed and guarded and protected and did what he had to do to bring resources to his growing enterprise.

He was astute and creative and ready for whatever opportunity. He did not say "no" to himself.

He stretched people to their highest capacity. He stayed in contact, he nagged, he cajoled, he pestered, he loved to push and be pushed.

Yes, he could micro-manage.  Yes, he could have given more praise. Yes, he didn't know when to go off duty. BUT he was lovable to his team because he was loyal and generous and there, there, there for the good of Double Cross Vodka.  May it flourish.