Posts Tagged ‘Leadership’

Need to motivate? Illustrate!

Jul
29

Written by: Trudy Kremer

 

I value simplicity and directness in communications.  Too often we spend time mired in details that bury our main message.  When I attended the Council of PR Firms 2011 Harvard Leadership Program taught by Dr. Ashish Nanda we studied the miraculous turnaround of SAS airlines.  When businessman Jan Carlzon took over the Scandinavian airline in 1981 it was tanking.  The airline was facing industry challenges including rising oil prices, deregulation and others.  But one of the biggest issues was its very own bureaucratic culture that had hand-tied front-line employees; they could not make timely customer service decisions. To succeed Carlzon had to revolutionize the company and he had to communicate it in a revolutionary way.

He was known for saying, “An individual without information can’t take responsibility. An individual with information can’t help but take responsibility.”

But the challenge was how to deliver information effectively to a wide audience.  One of the most unique approaches he took was in writing a book entitled, Let’s Get in There and Fight! and he sent it to every single employee.  Right down to every gate checker, maintenance worker, baggage handler, flight attendant, manager and pilot.

The text was simple; the images were cartoons – almost child-like – conceivably drawn by Carlzon himself.

For example, he showed a plane taking a nosedive. The text reads, “We are in bad shape.  But we have not reached crisis point yet.  If we were, we would not know how to get our nose up again.  He showed a plane soaring, “But we can.  If we are ready to fight for our jobs and our future.”

No business analysis, no pie charts, no graphs, just a clear call to action, simply presented.

You have to see the book to believe it: http://www.slideshare.net/thecroaker/jan-carlzons-sas-presentation

He also met face to face with employees, listening, surveying, and empowering them to make decisions, eliminating middle management along the way.  Employees, especially the front-line, rallied around his leadership and communications style.  We watched video of Carlzon speaking.  He was engaging, simple and inclusive in his delivery, always using “we” and “us” rather than “you” and “them.”

The changes at SAS led to Air Transport World naming SAS Airline of the Year for 1983 just two years after Carlzon applied his leadership.  Dr. Nanda told us Jan Carlzon’s turnaround of SAS is one of the classic business case studies at Harvard.

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Live in a constant state of leadership

Jun
17

Written by: Trudy Kremer

 

I went to Duke. I know. You hate Duke, right? Sigh…most people do. And I was there for two national basketball championships. Now you hate me too, right?

The truth is that I was an art history major. I was not exactly camping out in Krzyzewskiville. But last week I learned something about Duke’s Coach K during the Council of PR Firms leadership conference facilitated by Dr. Ashish Nanda, from Harvard. One of his sessions focused on contrasting the leadership styles of Coach K and Coach Bobby Knight. Coach Knight being the well-known mentor of Coach K. Coach Knight also being an infamous figure in college basketball. Coach K being the darling. Two seemingly completely different leaders.

First, Dr. Nanda showed video of Coach K when he turned down the opportunity to coach the LA Lakers to the tune of $40 million. He was humble. He barely spoke anything of himself. An amazing feat considering it was a press conference about him. Rather, he thanked everyone else in the room. He thanked Duke for the opportunity to consider the prestigious offer, the Lakers for offering, his beloved students — he even apologized to Duke’s brand spanking new president for stealing the limelight unintentionally that week. He announced his decision to stay because, “Duke has always taken up my whole heart.” A leader who clearly leads with his heart and stays true to his values. We also watched video of Coach K describing the incredible win during the Duke versus Kentucky game in 1992. They were down a point with 2.1 seconds left in the game. Coach K did not say, “we are down a point,” rather, he emphatically stated, “we are going to win.” And they won.

In stark contrast to Coach K was Coach Knight. Brash, arrogant, pointed and profane. We watched two videos of him when he was accused of abusing his players and watched him defiantly defend himself. I absolutely would have feared being in the hallway with him in college. Then we watched video of him when he won his 880th game at Texas Tech. Still brash, arrogant and pointed, even stating how he knew some hated him and he did not care. But, as you watched him, you saw his passion for his team, his love and respect for them and admiration for what they had accomplished. You could see his commitment to excellence and to his values. One of his students tearily said his relationship with Coach Knight had changed his life like no one before. A dimension of leadership not dissimilar to Coach K. Not worlds apart as they had first appeared, but actually of the same world.

Dr. Nanda coached us through the session and explained along the way.

Effective coaching begins with what you value in life. Both coaches value and love their students, their institutions, their sport and excellence in everything they do.

It continues with conduct that is consistent and committed. Both are incredibly consistent in what they offer and what they expect of others. They live what they say and are completely authentic.

And their leadership is game on. They don’t just coach when there are 2.1 seconds left. They live in a constant state of leadership. Leadership is their heart, soul and passion.

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Say Hello…With Conviction

Feb
3

Written by: Glen Jackson

Okay, a quick question as we start the new year:

How are your hellos and goodbyes?

Something to focus on in 2011 is how you greet people and how you say goodbye. It says a lot about you or a leader’s genuine warmth and the heart of your business.

We have our share of visitors to JS every week — clients, prospective clients, community leaders, family and friends.

The first hello has extra weight bearing. Using the person’s name in the greeting and giving a warm smile goes a long way. It’s about having a common touch and putting the person at ease. Making them feel like your office is their home, too. Take your time with the hello and do it right. A key is just slowing down the speed of the conversation to build rapport and strengthen the relationship with the initial greeting.

The same goes with goodbyes. After a meeting you have led, give a warm thank you to every person as they leave. People remember the last thing that happened in a meeting – make that last impression heartfelt and meaningful.

On the flip side, when you begin a meeting as the leader, think it through and set the right tone. Give a sincere hello to each person before focusing on the agenda. Have the written agenda crystal clear, but know as the leader how you kick off the meeting will determine much of the agenda’s success.

The best leaders are masters at hellos and goodbyes. Henry Cloud, one of my favorite leadership authors, says that “great leaders grow not just results but people, too. If your leadership is sound, not only are you hitting the numbers, but you are also lifting the team to experience more health, more growth, more success, and an upswing in fulfillment as a result of being on this journey with you.”

As we all begin the 2011 journey, let’s make our hellos and goodbyes really count. That’s what great leaders do.

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Saying goodbye to Coach Wooden

Jun
7

Written by: Glen Jackson

It is difficult to write about Coach John Wooden in the past tense. We lost him last Friday at the age of 99. His record of 10 NCAA basketball championships (seven in a row) as head coach of the UCLA Bruins will never be broken.

John Wooden was not only the greatest college basketball coach of all time, he also was a sage off the court, especially about the tenets of leadership.

Here are some of my favorite life-lesson quotes from Coach Wooden:

“Make each day a masterpiece.”

“Ten hands make a basket.”

“All of life is peaks and valleys. Don”t let the peaks get too high and the valleys too low.”

“Learn as if you were to live forever, live as if you were to die to tomorrow.”

“Little things make big things happen.”

“If you don’t have time to do it right, when will you have time to do it over?”

The legacy of John Wooden is set in stone. He practiced what he preached. His impact on the business world matched his influene in college sports.

I was recently at a business conference held by one of America’s top brands. Coach Wooden and his leadership principles were referenced countlessly by the presenters.

Recently asked what he would like God to say when he arrived at the pearly gates, Coach Wooden replied, “Well done.”

Well done indeed.

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Baseball and business: It’s time to examine your saves

Apr
5

Written by: Glen Jackson

Well, the first pitch has been thrown. Baseball season officially has begun, which means spring is finally and mercifully here.

During the 2010 season, pay close attention to the relief pitchers, craftsmen of their trade and dedicated on-the-mound problem solvers.

Like the best relievers in the game, a winning service business needs to view client problems as opportunities, a chance to demonstrate why you are in the business you are in, why you feel called to do what you do in the first place and why you are driven to succeed and protect your reputation no matter the cost.

The truth is your clients will likely remember more how you solved a problem than how you successfully landed them on the front page.  This solving effort has been called a lot of things in business, starting with the save, an apt description, especially when thinking of the baseball analogy.

The key to taking this from a bases-loaded situation to a no-runs outcome is recognizing what a relief pitcher does when faced with a similar predicament.

The best reliever remains calm and leans on his teammates. He talks over the challenge with his catcher and pitching coach before heading to the mound.

He has a game plan. He stays focused and does not give up. He pictures in his mind the final result and knows the responsbility rests mainly on his shoulders.  He recognizes the save is not complete until every batter has flyed out, struck out or grounded out.

All of the above is needed when solving a threatening client issue. When you do it right, you will remind your client they made the best decision they could possibly make when they hired you. They will see you as the pro you are and will respect you even more. And they will tell others the story of how you saved the “game” and threw your share of strikes.

When was the last time you took a client problem and got a save?  What did you do to address this potential dint in your reputation and turn into a reputation builder?

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Give DTUs, not IOUs

Mar
1

Written by: Glen Jackson

DTUs are the antithesis of IOUs.

DTU is my shorthand for Do the Unexpected, a rule that I’ve committed to follow in 2010.

When you have an IOU, you do it because you have to — it is simply expected or required. “I’m going to the basketball game today with a client because he’s a big Hawks fan. Duty calls.”

When you have a DTU mindset, you act because you really want to. You genuinely want to perform a selfless act the right way and make a lasting impression.

Companies that are preeminent always do the unexpected. When you do the unexpected, your client very rarely forgets it. Often they tell others about what happened and word spreads. More importantly, relationships deepen.   “Our client was surprised to find a jersey signed by hometown hero Josh Smith in his office before tonight’s game.”

Unfortunately, in many businesses today, doing the unexpected is a lost art. I tend to blame the leaders of these organizations. Leaders are teachers. If they don’t lead with a DTU mindset and fail to teach others, the IOU mentality sets in.

Here are DTU opportunities to take advantage of today:

  • Write thank you notes by hand and deliver promptly
  • Remember client anniversaries and celebrate significant milestones with them
  • Offer your office conference room to a key VIP business or community contact who needs to meet off-site — surprise the contact by picking up lunch for her and her team
  • Provide a gift for new clients for the first meeting
  • Take part in a service activity with a client or make a donation to a non-profit supported by your client.

Make 2010 the year of the DTU. You won’t regret it, and your DTU recipient will never forget it.

Do the unexpected and you will receive the unexpected.

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Fresh Look at Familiar Leaders

Feb
1

Written by: Glen Jackson

If you have not read the book 1776 by David McCullough, I recommend you put this Pulitzer Prize winner on your 2010 reading list. Or if you already have read it, take it off the bookshelf, dust it off and give it a second pass. (more…)

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Best CEOs ‘hear between the lines’

Jan
4

Written by: Glen Jackson

The most effective CEOs have an uncanny ability to “hear between the lines.”

They are always one step ahead and understand the importance of motivation and inspiration in their leadership role.

One company that is blessed with exemplary leadership is Chick-fil-A.  Truett Cathy built his $3 billion company by leveraging his first-rate instincts, staying true to himself and Biblical principles. Truett factored in various marketplace observations to make timely decisions and take timely action. His inventing of the chicken sandwich and the loyal, deep-bench team he has built inside the company exemplifies his keen emotional intelligence and his resolute belief that companies don’t fail, people do.

In the book How Did You Do It Truett, there are many examples of the CEO’s emotional intelligence at work. But it’s Perry Ragsdale, senior vice president of construction for Chick-fil-A, who sums it best when he says, “Truett hears between the lines. We’re talking about different aspects of business and his questions show remarkable insight about where we are and where we are going. He sees through to the reasons about why things are happening and brings a unique business insight.”

Hear between the lines.

These four words sum up what it means to be a leader who fully capitalizes on his or her emotional intelligence.

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