INTEGRITY HOLDS STEAD OR IT ISN'T INTEGRITY

I want any leader who reads this to be one of integrity, which is not easy.
I'm sure you know how to hold your ground for moral principles and take whatever fallout comes IF only you could be sure of which choice holds the greatest good for the greatest number. And even that guideline can be wrong.
Integrity can be tricky.

Having integrity also means being coherent internally. You have matured and have your own moral compass that rings true over time. You can be leaned into.
People can predict your decisions.  A poll would rate you as "fair". You are not a product of marketing or schmoozing with the right people. You have your own lodestar that guides you regardless of external events. Authenticity can be mistaken for integrity which is why some crude, blunderbuss people can be refreshing in their own way. They ring true, but they are not true.

INTEGRITY CHECK-UP

Can you take some damage to your self-interest for the good of the company?

Do you take time to check on fair hiring and firing process by coming in close as needed?

Would you be peaceful with your discussions and decisions being shared throughout the company (barring the usual insider stuff)?

Do you let pragmatism win over principle and begin to not know the difference?

Is there a leadership principle that if betrayed,  would make you walk away from your job?

Do you realize when you have allowed your principles to be eroded?

What is your personal warning system that tells you to double check your integrity.

Are you the same person on stage and off stage?

Can you state your top three principles for business? Do you teach them?

Do people want to be (not do) better after you have been with them?

Have you had the relief and freedom and achievement from working with a leader of integrity? Lucky you.  Do that.

BLIND SPOTS CAN BE LETHAL!

I started writing this column to fine tune the CEO role on some of the blind spots that develop as leaders move into the top role. I focus on the reminders that make a CEO more effective in all kinds of ways.

But I want to say to those of you in leadership, that some of your blind spots are
lethal when they become a purposeful denial of another person's reality, a refusal to see a different point of view. It makes your job harder to see and understand someone or something you don't like, that you abhor. The need is to see it fully and then base your decisions and actions on a full view of the many sides of any position of stance. Then throw in a bit of compassion for the heck of it, knowing that tolerance does make the world go around. I mean that as a very pragmatic statement.

How to smell your own blind spot?
With great difficulty.

Here are indications:
—You absolutely know know know know know you are right.

—You use the word 'hate" about a group of people or about a topic

—You avoid talking about certain topics of discussion and will not listen except to placate

—You do talk about your hot topic but only with people who agree with you
already. Then you talk incessantly about it.

—You see certain others as fundamentally wrong.

There is great wrong going on in our world. Acknowledging your blind spot doesn't fix everything. It shows you have the beginning of wisdom and the art and difficulty of leading with your eyes wide open

THE ART OF THE DEADLINE

New Year's resolutions brought these thoughts to mind for CEO's.

—You are the gatekeeper of deadlines for your company. Did you know that?
Even when outside pressures seem to make them for you, it it your job to manage the timing of the organizational response.

—Deadlines create organizational stress to perform or relax. You need to 
know which is needed and when.  And YES, relaxation is needed by an organization--breaks, celebration, new learning, vacations, time to literally breathe. And demand is needed as well to propel needed performance. And YOU have to know when and how to make both happen with the right deadlines.

—What if New Year's day came once a week. It could. It's all arbitrary. Why not.
All those new resolutions, hope, and FAILURE.  A constant atmosphere of deadline chaos dilutes company strength and performance. 

—We suffer not so much from multi-tasking as we do from multi-goaling.
Too many goals, too many super tight deadlines (that eventually get moved creating lack of belief in any deadline)

—We tend to mistake 'urgency' for results. I had a son who was high performing in results (grades, sports, etc) but always got low scores in "effort".
When I semi-chastised him (in the name of teachers) he replied, "I think they should give a better grade for working easy. It's a lot harder." Do not think that creating pressure creates better performance. Think about that.

—You should have a map of top company deadlines in your head--your head, not in the project management or enterprise management system only. In fact your top tier should know the deadlines of the total picture and whether they need to be tightened or loosened.

—Setting deadlines is an art. Be aware that you are the ultimate owner of deadline creation. Use this art well.  There is power in it beyond stress and continuous urgency.

RESPECTING DIVERSITYNG DOESN'T MEAN BLAND

Thinking about  organizations during holiday times is what made me think of diversity. I spent many years helping to create organizational cultures that were healthfully diverse. Diversity equals health whether in your leaky gut or of the heart of your company. Differences are not the final touches or the window dressing of health. They are the embedded potential for change and adaptation and possibilities for the future.

OK! That's my stance and I just did my lecture. Now the practicality issues.
There seems to me to be only two choices that carry the least risk during these times of hair trigger sensitivity and litigation.  One is to mute all differences, to write policy that tries to smooth out differences and which comes terribly close to denial. 

OR to allow and promote all the wild differences that exist. Give it all expression of some kind. Write a policy of inclusion not exclusion in the name of fairness.
Hanukkah, Ramadan, Kwanzaa, Christmas, Festival of lights of India, The Water
 Festival of Thailand and any and all others.  

As a top leader, protect the right of differences to be expressed. Do it explicitly.
Moderate it. Of course, it is not the primary focus of your business. But people feeling safe to be who they are and seen as they are is fundamental to your work. It is in the stew, the melting pot, the mess of differences that the richness of talent, the surprise of skills and the x factor of commitment and engagement become real assets.

Don't settle for bland. Be bold. Stand for differences. Teach that expressions of difference are fundamentally valuable.

Happy Holiday---whatever that may be for you.

ASSUME GOODWILL

Assuming goodwill at work is a discipline, not a "good people approach" and not a test of your big heart.  It is a stance, an intention, an emotional discipline.  And it can work miracles. I've experienced it.

No organization is without its ugly moments and political alliances. We have structures of power and status in most companies. We haven't found the alternative yet. And so there is often both real and perceived threat to our own positions and influence and resources. 

I was involved in a quagmire that was going south fast. And I received lots of irate, insulting voice mail. (Always a bad way to communicate but a great way to dump anger).  I was dying to pick up the phone and retaliate either with  anger or the superiority of proving others wrong with facts.

I'm not sure what made me do it, but here's what I did. I called back and left a message saying, "Let's assume goodwill and talk when we have some which may not be today."  "Assume goodwill" became a phrase that was used often and sincerely and even with humor and undisguised difficulty. My reaction to hating organizational craziness and was a reset moment so the phrase caught on.  It saved face and bought time and allowed real reflection to occur.  

So in the spirit of the holidays and of the need for peace everywhere one looks, I offer the discipline of ASSUMING GOODWILL first. Talk second.

THOSE BEST SELLING BUSINESS BOOKS? MOST CEO'S DON'T READ THEM

Many of the best CEO's will tell you that they don't read much.
It's not just a matter of time.
It's more that they know that business books are the new business card.
It's like every candidate for the President in the US has to write a book for validity and gravitas.

The other issue is that there is usually only a concept or two in any book that are worth it and the gleaning takes time that could be used for action, for getting stuff done, for making money. 

But here's how and when a CEO should read:
(How)
—Scan books around a theme or issue you want to explore. Use the chapter summaries.  That's what they are for.  Only dig in where you are grabbed by you own curiosity
—Rarely sit down and read the book cover to cover because you feel you should 
—If you find a gem, test it with a colleague for usability
—Don't swallow a book whole. Integrate it with others and create your own language and point of view about what's valuable in it.  

(When)
—when you have a nagging problem 
—when you are about to spend a fortune on a consultant when if you read the book and shared it you could take action on your own
—when three colleagues say the book is worth reading
—when you have a six hour flight and no good mystery at hand

ONE OF THE HARDEST JOBS YOU'LL EVER HAVE TO DO

One of the reasons this job is one of the toughest for a CEO is because she or he will only do it once.  It makes it hard to get right or to learn from a mistake.
And it has huge ramifications for your organization. What is it?  Leaving!

Many CEO's don't get to choose when they leave a company. There is a sudden move on the Board's part or deterioration of power or a distancing from the ranks of the organization.  The choice is made for the CEO and the shift in power happens quickly and the organization adapts.  

Managing your own demise is a whole different animal. It demands the utmost
professional maturity and gracefulness.  I've seen it done seamlessly well and I've seen it done awkwardly awful. 

FACTORS?

—The organization senses when there is leadership change in the air. People talk and betray confidences, people observe,  people talk and surmise, the gossip  level picks up. Energy focuses inward rather than out to the consumer.

—Usually the CEO has given indicators of possible successors. They know it and everyone else knows it.  It's good to create a little competition and give challenges to see who steps up. It's bad to allow a 3-4 person slate last too long. People begin to align behind "candidates" to align their future career of in honest support. It becomes a silent but powerful campaign atmosphere not good for the business.

—Candidates get goofy when they smell the possibility of the top job. The get overly nice and politic.  They spend more time in private conversation with colleagues "plotting" strategy.  The two worst thing are that the possible successors get inauthentic and lose support or they become incredibly cautious and conservative in all arenas.  They are "on hold". Bad for the business.

—The CEO also gets goofy and deserves the right to be so. She or he has
been in a deep relationship with the organization for years. They are headed for a kind of free-fall of power. And so a CEO can get crabby and picky OR back off the role too soon and become a kind of good-will ambassador. Not great for the organization.

—Strategy can get stalled. Who owns it?  Who should create it?  The leaving CEO won't be there to support it and the 'candidates' won't seize the moment for fear of over-stepping.  Not great for the business.

—Timing is tricky. When to announce the CEO retirement or leaving?  How close to tie it to announcing a successor?  When is the change the easiest on the organization?  When does one know the choice is right?

—Who else will leave and what does that mean for the business? Planning for who you might lose is as important as choosing the successor.

See what I mean----the hardest job CEO's ever have to do and only one chance to do it right.