I have had the pleasure of getting my shoes shined by Pat, the shoeshine guy, for many years. It has been so long that I cannot remember when I first stopped by Pat’s Place looking to get my shoes shined before one of my client meetings. What I do know and frequently remember fondly is that I have received far greater value well beyond well-groomed shoes. I often say in our leadership workshops or coaching sessions that even in my business of developing leaders, executives and people relationships, I have yet to come across the perfect human being. My good friend Laura Whitworth once said “We will all forever be perfect works in progress”. Therefore, I do not take it lightly when I say that Pat Dardano is one of the finest human beings I have ever had the pleasure of knowing.
Pat came to Canada from Italy over 26 years ago and set up his shoeshine business speaking barely a word of English. He has told me how he would smile and nod to his customers as they talked to him and he didn’t understand what they were saying. It reminds me of a lesson for my world of leadership and executive coaching. Our job is to listen, not advise. This allows our clients to feel safe to talk their way through their challenges and opens up some of their own best thinking. This happens only when there is a true connection between the coach and the client. Pat exemplifies this connection. Today language is not a barrier and Pat still listens with true compassion and care. You can see his heart and soul pouring out through his soft eyes.
I travel frequently and spend about half my time in Calgary running my business and being with family and friends. When I am in town I regularly stroll by Pat’s Place to see Pat and get a shine. I have well-polished shoes and know that most of the time I see Pat I don’t really need a shoeshine. I just want to stop by and see Pat, catch up on his life since the last time I was in town and share stories of our families, our business and our mutual love for soccer. Pat will always ask how my family is doing, how the people in my business are getting along, asking about them by name, and how my travels have been. It is easy to tell that he is not asking as part of a casual small talk performance, instead because Pat truly cares how you and the people important to you are doing. And, Pat has a very successful business because people come to have their shoes shined so they can visit with a man that exudes human connection and care.
Pat has recently been challenged with some serious health issues and while he was away visiting family in Italy, friends of Pat organized a benefit for him to celebrate Pat, the human being. Pat returned from Italy to shyly find out about this planned event. More than 350 people attended Pat’s benefit. It was a testament to the number of friends Pat has connected with over the years.
Good people care about good people. Pat has touched the lives of many over the years and it was time to honor this man. I have coached many leaders and executives over my 27 years in my people development business. My best guess is that Pat has coached many more from his two-chair office in the public space he occupies in downtown Calgary. Maybe some of our clients could benefit from a shoeshine coaching session with Pat – a natural example of human kindness.
Tuesday, September 28, 2010
Thursday, September 23, 2010
A Real Life Shared Abundance Experience
I coined a value many years ago called Shared Abundance. It is a term that I place as the value that best defines me and how I see my place in the world. I would love to see a world that truly sees each other and places significant value on caring about how they treat each and every human being they cross paths with.
I travel frequently to many parts of North America and occasionally other parts of the world as part of my work. I love to travel and whenever possible, I will spend extra days after my work visiting the area and trying to absorb the local culture and most importantly, the people. People are a very curious thing to me, which helps make me a very good professional coach as well as someone that constantly searches for meeting new people and hearing what their story may be. Imagine the challenge I have whenever I travel to other parts of the world, particularly large cities, and I wander the streets or sit in curbside cafes attempting to make eye contact with those that pass me by. Try this sometime, wherever you are, even your hometown city. Walk the streets and make eye contact with others passing by you. Count the number of people that actually look at you. Or even more interesting, count how many of those few that do make eye contact with you, what type of reaction do they have? I find that the percentage of those that we actually make eye-to-eye contact with is generally very small. And an even smaller percentage would hold that contact for more than an instant or possibly smile, nod or say hello. There are times I find this almost depressing and with shared abundance as a value, it becomes something of significant interest for me to take on to change.
I believe that we are all starving for more human connection. Because of safety and security concerns we insulate ourselves from the stranger on the street and pass them by with our head down or barely a glance in their direction. Then we go to the security of our homes and jump on the Internet dating sites or cry to our friends about how difficult it is to find that perfect someone or to make new friends.
Two weeks ago I attended as a newbie, an event in the desert of northern Nevada called Burning Man. This is an annual weeklong event set up on a dried up lake bed 120 miles north of Reno, Nevada. In other words, in the middle of nowhere! From nothing but flat, white dust filled desert emerges a small city of over 50,000 people migrating from all corners of the globe to spend a week in a non-monetary commerce community. The key idea is that gifting to others becomes the currency that drives this instant city. For one full week I had no idea where I had put my wallet. As well, cell phone coverage and Internet connections were very scarce.
At Burning Man you cross paths with every walk of life you can imagine. Young, old, male, female, artist, entertainer, homeless, CEO, etc, all of which come to experience interacting with others with a minimum of judgment or care for the others background or history. And there is the culture of just about anything is accepted as long as it does not harm another. Costumes are a significant part of the event and you see people in costumes generally reserved for the rare Halloween occasion back home. As well, some choose not to wear costumes or wear anything at all. Interestingly enough, soon after the heightened visual stimulation of crazy costumes or partial, as well as full nudity, becomes the norm in this community, we all settle into getting to know the people there and their motivation for attending this event in such a harsh desert environment. Here is where shared abundance shows itself in some of its most unique forms.
I attended this event knowing only my close trusted friend that had been talking about going for several years and we finally decided to take the plunge and go. After the close of the event, I left with many new friends with hopes of staying in contact as we all went back to our regular lives and activities. My greatest joy throughout the week was the constant connection to virtually everyone you crossed paths with. Such the opposite of what I experience everyday. It was an automatic response to make eye contact and to give, as well as receive, a genuine greeting. We would stop in the street and hold a conversation with someone that we had never met before and in many cases a gift may be exchanged with no expectation of reciprocity. After a full week of openness, connection, high visual stimulation and caring community I found myself back in the real world and walking my city streets with a hopeful expectation that I would receive the same community-like connection with everyone whose path I crossed. That has not been the case and yet I remain hopeful. I challenge all of us to consider the gift that eye contact, a nod of acknowledgment or even more boldly, a hello and smile has on those we come in contact with.
I travel frequently to many parts of North America and occasionally other parts of the world as part of my work. I love to travel and whenever possible, I will spend extra days after my work visiting the area and trying to absorb the local culture and most importantly, the people. People are a very curious thing to me, which helps make me a very good professional coach as well as someone that constantly searches for meeting new people and hearing what their story may be. Imagine the challenge I have whenever I travel to other parts of the world, particularly large cities, and I wander the streets or sit in curbside cafes attempting to make eye contact with those that pass me by. Try this sometime, wherever you are, even your hometown city. Walk the streets and make eye contact with others passing by you. Count the number of people that actually look at you. Or even more interesting, count how many of those few that do make eye contact with you, what type of reaction do they have? I find that the percentage of those that we actually make eye-to-eye contact with is generally very small. And an even smaller percentage would hold that contact for more than an instant or possibly smile, nod or say hello. There are times I find this almost depressing and with shared abundance as a value, it becomes something of significant interest for me to take on to change.
I believe that we are all starving for more human connection. Because of safety and security concerns we insulate ourselves from the stranger on the street and pass them by with our head down or barely a glance in their direction. Then we go to the security of our homes and jump on the Internet dating sites or cry to our friends about how difficult it is to find that perfect someone or to make new friends.
Two weeks ago I attended as a newbie, an event in the desert of northern Nevada called Burning Man. This is an annual weeklong event set up on a dried up lake bed 120 miles north of Reno, Nevada. In other words, in the middle of nowhere! From nothing but flat, white dust filled desert emerges a small city of over 50,000 people migrating from all corners of the globe to spend a week in a non-monetary commerce community. The key idea is that gifting to others becomes the currency that drives this instant city. For one full week I had no idea where I had put my wallet. As well, cell phone coverage and Internet connections were very scarce.
At Burning Man you cross paths with every walk of life you can imagine. Young, old, male, female, artist, entertainer, homeless, CEO, etc, all of which come to experience interacting with others with a minimum of judgment or care for the others background or history. And there is the culture of just about anything is accepted as long as it does not harm another. Costumes are a significant part of the event and you see people in costumes generally reserved for the rare Halloween occasion back home. As well, some choose not to wear costumes or wear anything at all. Interestingly enough, soon after the heightened visual stimulation of crazy costumes or partial, as well as full nudity, becomes the norm in this community, we all settle into getting to know the people there and their motivation for attending this event in such a harsh desert environment. Here is where shared abundance shows itself in some of its most unique forms.
I attended this event knowing only my close trusted friend that had been talking about going for several years and we finally decided to take the plunge and go. After the close of the event, I left with many new friends with hopes of staying in contact as we all went back to our regular lives and activities. My greatest joy throughout the week was the constant connection to virtually everyone you crossed paths with. Such the opposite of what I experience everyday. It was an automatic response to make eye contact and to give, as well as receive, a genuine greeting. We would stop in the street and hold a conversation with someone that we had never met before and in many cases a gift may be exchanged with no expectation of reciprocity. After a full week of openness, connection, high visual stimulation and caring community I found myself back in the real world and walking my city streets with a hopeful expectation that I would receive the same community-like connection with everyone whose path I crossed. That has not been the case and yet I remain hopeful. I challenge all of us to consider the gift that eye contact, a nod of acknowledgment or even more boldly, a hello and smile has on those we come in contact with.
Thursday, July 22, 2010
Costa Rica Travels
I recently traveled to Costa Rica for a week of solo adventure – unlike many of my trips that are connected to client work somewhere in the world – this trip was strictly for fun and adventure. Central America has always been in my travel sights or as I now hear many people say, on my bucket list. I had an airfare credit that I wanted to use before it expired. I wonder how often we find ourselves way too busy to enjoy life and respond to that bucket list? For many, I believe they consider themselves too busy to even contemplate a bucket list, let alone actually do some things that may be on the list. I remember working with one executive that was proud of never actually taken a vacation day!
I know that my company could have kept me busy during the time I chose to be gone on this trip. We are trying hard to grow our business in these economic conditions and every effort is helpful toward achieving that goal. And, I fully expect to put in many more vital years into the business that has been my life for 20 years. If I want to continue to be a significant contributor to the business I founded in 1991 I know that I need, rather want, to spend time revitalizing myself so that I can be a valuable resource for the people that are a vital part of our community. Time away to recharge is not only a desire, I fully believe it is a necessity for sustained health and business success.
Research has supported this belief for many years. What continues to concern us as we coach one senior leader after another, is that most continue to ignore the research. There seems to be some distinction between the leaders we coach in Canada compared to their American counterparts we work with. An annual Expedia.com survey shows that “short vacations are becoming shorter as Americans take fewer days off than ever before…at least 30 percent of employed adults give up vacation time they have earned, a situation that resulted this year in a total of 415 million unused vacation days.” And “nearly 25 per cent of Canadians aren't taking the full number of vacation days they've been allotted, leaving 34 million vacation days unused every year.”
The Expedia.com survey goes on to state, "There are incredible health and wellness benefits associated with time off from work. Americans should take a cue from their foreign counterparts and relish the vacation they earn." Expedia.com analyzed vacation habits among employed workers in the U.S., Canada, Great Britain, Germany, France and Australia. Compared to other countries included in the survey, Americans receive the fewest vacation days per year on average (14 days), compared to 17 days in Australia, 19 days in Canada, 24 days in Great Britain, 27 days in Germany and 39 days in France.
I was born and raised in New Jersey and moved my family to Canada in 1983 to pursue the coaching career that has become the calling I did not know it was meant to be. In the late 80’s the US government allowed duel citizenship with Canada and all members of my family took advantage of the opportunity. We have enjoyed the privileges of dual citizenship ever since. Since then I often think what it would be like if we could take the best of both cultures and create one that is more significant than the two I have lived and worked in for so many years. Taking time off to revitalize and create healthier and more vital workers is one factor I give credit to our Canadian counterparts and would like to see our American friends and clients adopt. The Expedia.com survey goes on to say, “Like many workers, Canadians benefit greatly from their vacation time. 44 percent of employed Canadian adults reported feeling better about their jobs and feeling more productive upon returning from vacation, while 55 percent say they feel rested, rejuvenated and reconnected to their personal life.” And we all still have more work to do in this arena.
As I find myself closer to 60 than 50 I spend more time finding myself thinking about what impact my life will have in this world (research now suggests that not leading a meaningful life has taken over the number 1 spot as the biggest fear people have in life displacing public speaking from the top spot), I hope to contribute to many of the leaders and executives we coach to living not only a more meaningful life but also a longer one. In a nine-year analysis of more than 12,000 people, the researchers found that “men who didn't vacation regularly were 32 percent more likely to experience a fatal heart attack, while women were 50 percent more likely - and the rates of illness increased with the scarcity of vacations.” Many of the executives I have coached over the years have become friends. I hope to spend many years experiencing their company and friendship as we all enter the second half of our lives.
I know that my company could have kept me busy during the time I chose to be gone on this trip. We are trying hard to grow our business in these economic conditions and every effort is helpful toward achieving that goal. And, I fully expect to put in many more vital years into the business that has been my life for 20 years. If I want to continue to be a significant contributor to the business I founded in 1991 I know that I need, rather want, to spend time revitalizing myself so that I can be a valuable resource for the people that are a vital part of our community. Time away to recharge is not only a desire, I fully believe it is a necessity for sustained health and business success.
Research has supported this belief for many years. What continues to concern us as we coach one senior leader after another, is that most continue to ignore the research. There seems to be some distinction between the leaders we coach in Canada compared to their American counterparts we work with. An annual Expedia.com survey shows that “short vacations are becoming shorter as Americans take fewer days off than ever before…at least 30 percent of employed adults give up vacation time they have earned, a situation that resulted this year in a total of 415 million unused vacation days.” And “nearly 25 per cent of Canadians aren't taking the full number of vacation days they've been allotted, leaving 34 million vacation days unused every year.”
The Expedia.com survey goes on to state, "There are incredible health and wellness benefits associated with time off from work. Americans should take a cue from their foreign counterparts and relish the vacation they earn." Expedia.com analyzed vacation habits among employed workers in the U.S., Canada, Great Britain, Germany, France and Australia. Compared to other countries included in the survey, Americans receive the fewest vacation days per year on average (14 days), compared to 17 days in Australia, 19 days in Canada, 24 days in Great Britain, 27 days in Germany and 39 days in France.
I was born and raised in New Jersey and moved my family to Canada in 1983 to pursue the coaching career that has become the calling I did not know it was meant to be. In the late 80’s the US government allowed duel citizenship with Canada and all members of my family took advantage of the opportunity. We have enjoyed the privileges of dual citizenship ever since. Since then I often think what it would be like if we could take the best of both cultures and create one that is more significant than the two I have lived and worked in for so many years. Taking time off to revitalize and create healthier and more vital workers is one factor I give credit to our Canadian counterparts and would like to see our American friends and clients adopt. The Expedia.com survey goes on to say, “Like many workers, Canadians benefit greatly from their vacation time. 44 percent of employed Canadian adults reported feeling better about their jobs and feeling more productive upon returning from vacation, while 55 percent say they feel rested, rejuvenated and reconnected to their personal life.” And we all still have more work to do in this arena.
As I find myself closer to 60 than 50 I spend more time finding myself thinking about what impact my life will have in this world (research now suggests that not leading a meaningful life has taken over the number 1 spot as the biggest fear people have in life displacing public speaking from the top spot), I hope to contribute to many of the leaders and executives we coach to living not only a more meaningful life but also a longer one. In a nine-year analysis of more than 12,000 people, the researchers found that “men who didn't vacation regularly were 32 percent more likely to experience a fatal heart attack, while women were 50 percent more likely - and the rates of illness increased with the scarcity of vacations.” Many of the executives I have coached over the years have become friends. I hope to spend many years experiencing their company and friendship as we all enter the second half of our lives.
Sunday, July 18, 2010
Hot Yoga Pain
As a part of my new plan to dedicate time to my own health I decided back in May to start doing Bikram Yoga. For those of you that are unfamiliar with this particular form of yoga it is also called hot yoga. They heat up the room to 104 degrees and you go through a routine of 26 postures during a 90-minute class. Now this has been a great program to begin getting back into shape and to test my commitment level to regular exercise.
I also find this yoga practice to be a significant challenge. Firstly, my balance sucks. I work so hard to muscle my way through the one legged balance postures and rarely hold one through the allotted time frame of 60 seconds for the first set and 30 seconds for the second set. It is a constant process of falling out of the posture and working to get back into it. It is not uncommon for me to fall out and to work back in the posture up to four or five times in one set. By the time we get through all the standing postures I feel fully worked over and just hoping to then make it through the postures that make up the second half of the class on the floor. Secondly, the heat affects me and I can often find myself trying to stay upright and keep from passing out. When I see double or black spots in front of me I have to give in and kneel down until this passes.
Therefore, I have been asked several times by my family why I keep going. And when I have sessions where I feel like a failure and have to take a knee, like the two in a row I had last week, I ask myself the same question. Then this week I have so far had two sessions in a row that I have completed with relative ease. Now that is breathing and not passing out ease, the balance stuff is still a work in progress.
I am challenged by the constant pull to give up this practice and move on to something that is simpler and less of a burden to master. I can feel a sense of embarrassment when I fall in and out of postures or have to kneel to keep from passing out when right with me classmates are nailing the postures with grace and no evidence of strain. And then I want to stay in the program as I have a small success and notice changes of flexibility and body tone. Who knows, maybe I can master this stuff some day!
I have been a leadership and executive coach for over 27 years. I regularly see leaders drop back into their comfort zones of technical expertise because the pain of developing leadership skills can only be achieved in front of either those they lead or others that are leaders, either skilled or on their own development path. Like the beauty and grace of yoga I see while struggling in yoga class, many leaders struggle to develop the skills necessary to successfully lead under the microscope of many observers. When I receive an appreciative nod from the yoga instructor acknowledging my efforts along with the occasional gesture from another participant signally their own struggle as a common cause, I recognize what is necessary for leaders to boldly step into the continuous practice of leadership development. I encourage all leaders to stay in the heat of leadership learning even when you feel you might look incompetent, out of balance or about to pass out!
I also find this yoga practice to be a significant challenge. Firstly, my balance sucks. I work so hard to muscle my way through the one legged balance postures and rarely hold one through the allotted time frame of 60 seconds for the first set and 30 seconds for the second set. It is a constant process of falling out of the posture and working to get back into it. It is not uncommon for me to fall out and to work back in the posture up to four or five times in one set. By the time we get through all the standing postures I feel fully worked over and just hoping to then make it through the postures that make up the second half of the class on the floor. Secondly, the heat affects me and I can often find myself trying to stay upright and keep from passing out. When I see double or black spots in front of me I have to give in and kneel down until this passes.
Therefore, I have been asked several times by my family why I keep going. And when I have sessions where I feel like a failure and have to take a knee, like the two in a row I had last week, I ask myself the same question. Then this week I have so far had two sessions in a row that I have completed with relative ease. Now that is breathing and not passing out ease, the balance stuff is still a work in progress.
I am challenged by the constant pull to give up this practice and move on to something that is simpler and less of a burden to master. I can feel a sense of embarrassment when I fall in and out of postures or have to kneel to keep from passing out when right with me classmates are nailing the postures with grace and no evidence of strain. And then I want to stay in the program as I have a small success and notice changes of flexibility and body tone. Who knows, maybe I can master this stuff some day!
I have been a leadership and executive coach for over 27 years. I regularly see leaders drop back into their comfort zones of technical expertise because the pain of developing leadership skills can only be achieved in front of either those they lead or others that are leaders, either skilled or on their own development path. Like the beauty and grace of yoga I see while struggling in yoga class, many leaders struggle to develop the skills necessary to successfully lead under the microscope of many observers. When I receive an appreciative nod from the yoga instructor acknowledging my efforts along with the occasional gesture from another participant signally their own struggle as a common cause, I recognize what is necessary for leaders to boldly step into the continuous practice of leadership development. I encourage all leaders to stay in the heat of leadership learning even when you feel you might look incompetent, out of balance or about to pass out!
Wednesday, June 9, 2010
Excellent Executive Coaches and Executive Leaders Have Presence
As unbelievable as it seems to me, I have recently passed my 27th year in the executive coaching field. Then when I look in the mirror and notice the grey hair on my head and goatee I realize I may have amassed the experience that many crave when they enter the profession like I did at the ripe old age of 30. I can remember growing a beard when I started, back in 1983, to hopefully look more mature. All I accomplished was to appear like a young rookie with a scraggily beard!
After so many years as a coach I have had the privilege and pleasure of hiring, training, mentoring and observing a significant number of bright, young, promising coaches. And some were maybe not so young, but still new to the work and looking ahead with great hopes. Many times I have been asked about what characteristics I look for when I search out the next generation of coaches to add to our organization. The answer has always been the same. It does not matter if it is our youngest generation (we have coaches in their late 20’s and early 30’s) or those that can compete with me on the age scale; presence is always the factor that separates a great coach from a good or poor coach.
Presence is elusive in definition as much as it is in character. You know it when you see it show up in front of you and many wonder what it is that is different with this person but they can’t seem to put their finger on it. When they do we often hear folks say that it is something that is innate in someone and not something that can be developed. I don’t agree. Presence is a characteristic that each and every one of us can add to our portfolio and continue to massage as a profound strength in our character.
Excellent executive leaders also carry this key characteristic in their leadership briefcase. I have an exceptional executive coaching friend, Valerie Williams in New Jersey (www.valwilliams.com) that recently wrote her latest book, (she has written several books on leadership), titled The Influence Puzzle®: 6 Aspects of Powerful Executive Presence. This book and Valerie’s coaching process moves leaders through their own development path toward defining and developing their leadership presence. Valerie says, “Executive skill development alone is the old leadership paradigm. It is insufficient. The new leadership paradigm goes far beyond skill development to focus on leading and influencing people at a much deeper level. The new leadership paradigm is combining higher level leadership skills with the strategic use of your leadership presence. Skill development is a good start. However, it is not enough for today’s complex business challenges. The most strategic tool you have is not a skill; it’s your presence.”
You can tell the difference. Leaders that exercise their executive presence stand apart from other executives. Are you one of those leaders that stand out? If not, you are likely a leader that still depends solely on your leadership or technical skills to lead your organization. Valerie goes on to say, “If you still believe that leadership skills alone will get you where you want to be, then you may never achieve all that you could be. Executive effectiveness in this business environment requires a much deeper level of development - one that goes beyond traditional executive development. Success today requires a thorough exploration of how your own personal presence drives results.”
When we ask participants in our leadership workshops to name the people in their lives that have had the most impact on them they universally pick leaders with characteristics that describe presence. Take a moment to think of those people on your list that have made a difference in your life. What about you? Will your name show up on the minds of these participants and the people you lead?
After so many years as a coach I have had the privilege and pleasure of hiring, training, mentoring and observing a significant number of bright, young, promising coaches. And some were maybe not so young, but still new to the work and looking ahead with great hopes. Many times I have been asked about what characteristics I look for when I search out the next generation of coaches to add to our organization. The answer has always been the same. It does not matter if it is our youngest generation (we have coaches in their late 20’s and early 30’s) or those that can compete with me on the age scale; presence is always the factor that separates a great coach from a good or poor coach.
Presence is elusive in definition as much as it is in character. You know it when you see it show up in front of you and many wonder what it is that is different with this person but they can’t seem to put their finger on it. When they do we often hear folks say that it is something that is innate in someone and not something that can be developed. I don’t agree. Presence is a characteristic that each and every one of us can add to our portfolio and continue to massage as a profound strength in our character.
Excellent executive leaders also carry this key characteristic in their leadership briefcase. I have an exceptional executive coaching friend, Valerie Williams in New Jersey (www.valwilliams.com) that recently wrote her latest book, (she has written several books on leadership), titled The Influence Puzzle®: 6 Aspects of Powerful Executive Presence. This book and Valerie’s coaching process moves leaders through their own development path toward defining and developing their leadership presence. Valerie says, “Executive skill development alone is the old leadership paradigm. It is insufficient. The new leadership paradigm goes far beyond skill development to focus on leading and influencing people at a much deeper level. The new leadership paradigm is combining higher level leadership skills with the strategic use of your leadership presence. Skill development is a good start. However, it is not enough for today’s complex business challenges. The most strategic tool you have is not a skill; it’s your presence.”
You can tell the difference. Leaders that exercise their executive presence stand apart from other executives. Are you one of those leaders that stand out? If not, you are likely a leader that still depends solely on your leadership or technical skills to lead your organization. Valerie goes on to say, “If you still believe that leadership skills alone will get you where you want to be, then you may never achieve all that you could be. Executive effectiveness in this business environment requires a much deeper level of development - one that goes beyond traditional executive development. Success today requires a thorough exploration of how your own personal presence drives results.”
When we ask participants in our leadership workshops to name the people in their lives that have had the most impact on them they universally pick leaders with characteristics that describe presence. Take a moment to think of those people on your list that have made a difference in your life. What about you? Will your name show up on the minds of these participants and the people you lead?
Tuesday, June 1, 2010
Will You Be Ready?
We recently conducted exit interviews for one of our clients when two employees resigned on the same day. Both were quality players in this organization and had each put in four and five years respectively before moving on. Our best people will always be marketable given either good times or bad. And when they start to exit it calls for a review of how we are doing and what we need to do to most effectively attract and retain our top talent.
Over the past eighteen months our coaching business has experienced slow but steady growth. I would like to credit this growth to our brilliant work as coaches and possessing the best resources of executive coaches at our ready disposal. And I know that this has been a success factor for us since we started Leadersearch way back in 1991. Therefore, we continue to espouse the belief that companies are realizing the need to use coaches to partner with them through the economic reset we are experiencing.
Our workshop business has been a harder sell as this economy settled into reality. We run half day, full day and multi day workshops coaching participants through a variety of leadership development topics. As I’ve talked with other friends in the training and development business it seems consistent that business is off for them in the range of 40% or more. I’ve often heard how training is one of the first things companies take off the table when trying to shave costs. It would be interesting to know from companies what their experience has been during past downturns, what productivity impact they had when they either cut or maintained training budgets.
In a recent workshop I had a participant say, “I hate it when we train them and they leave.” referring specifically to younger generation professionals. I said, “What happens if you don’t train them and they stay?”.
When our best and brightest are always marketable, given good times or bad, what are we doing to develop them and keep them? Recently, the Wall Street Journal posted an article titled – “Despite Cutbacks, Firms Invest in Developing Leaders”. The article suggests “Despite layoffs and recession-starved budgets, many employers are investing in leadership-development programs, hoping not to be caught short of strong managers when the economy recovers.” Bret Furio from Philips Electronics North America said, “Identifying and grooming leaders is important in good times. In times of crisis when the economy is struggling, it’s imperative.”
We have witnessed an increase in the coaching side of our business since this economic downturn has gripped the world, particularly, the relationship coaching work that has become an integral part of our practice. It seems that the issues that were overlooked when we were running hard, making money and being successful, become critical when times get tougher.
I have enough grey hair to have experienced a couple of recessions. A key learning from any of these previous experiences is that we learn more about ourselves, and those around us, when times become different, particularly, tougher times. The best tests of true leadership show up when our people get scared. And we’re not talking problem solving, doing or project managing skill sets. We’re talking about the ability to have the conversations that are necessary in order to build the relationships that produce the most effective productivity. The Journal article continued on to state “executives believe that without capable managers, their ability to come through the recession in a healthy fashion is diminished.”.
Sage leaders will look at this recession and define it as our new reality, our new economy and our economic reset. A recent survey by a San Francisco marketing firm revealed some quality characteristics for these leaders and companies during this time of economic reset:
*They know and value their core strengths.
*They recognize new opportunities quickly.
*They demonstrate flexibility and persistence.
*They show speed in executing plans and strategies.
*They provide extreme customer service.
*They create powerful and vibrant teams.
There is not a better or more necessary time in a company lifecycle than now to lead effectively. Are you stepping up to the plate or are you one of the statistics that contribute to the #1 reason people leave organizations – their manager sucks? It is definitely a time to run with our winners and cut our losers. We need to be dynamic enough to manage this economic reset and come out the other side with a herd of running horses!
Over the past eighteen months our coaching business has experienced slow but steady growth. I would like to credit this growth to our brilliant work as coaches and possessing the best resources of executive coaches at our ready disposal. And I know that this has been a success factor for us since we started Leadersearch way back in 1991. Therefore, we continue to espouse the belief that companies are realizing the need to use coaches to partner with them through the economic reset we are experiencing.
Our workshop business has been a harder sell as this economy settled into reality. We run half day, full day and multi day workshops coaching participants through a variety of leadership development topics. As I’ve talked with other friends in the training and development business it seems consistent that business is off for them in the range of 40% or more. I’ve often heard how training is one of the first things companies take off the table when trying to shave costs. It would be interesting to know from companies what their experience has been during past downturns, what productivity impact they had when they either cut or maintained training budgets.
In a recent workshop I had a participant say, “I hate it when we train them and they leave.” referring specifically to younger generation professionals. I said, “What happens if you don’t train them and they stay?”.
When our best and brightest are always marketable, given good times or bad, what are we doing to develop them and keep them? Recently, the Wall Street Journal posted an article titled – “Despite Cutbacks, Firms Invest in Developing Leaders”. The article suggests “Despite layoffs and recession-starved budgets, many employers are investing in leadership-development programs, hoping not to be caught short of strong managers when the economy recovers.” Bret Furio from Philips Electronics North America said, “Identifying and grooming leaders is important in good times. In times of crisis when the economy is struggling, it’s imperative.”
We have witnessed an increase in the coaching side of our business since this economic downturn has gripped the world, particularly, the relationship coaching work that has become an integral part of our practice. It seems that the issues that were overlooked when we were running hard, making money and being successful, become critical when times get tougher.
I have enough grey hair to have experienced a couple of recessions. A key learning from any of these previous experiences is that we learn more about ourselves, and those around us, when times become different, particularly, tougher times. The best tests of true leadership show up when our people get scared. And we’re not talking problem solving, doing or project managing skill sets. We’re talking about the ability to have the conversations that are necessary in order to build the relationships that produce the most effective productivity. The Journal article continued on to state “executives believe that without capable managers, their ability to come through the recession in a healthy fashion is diminished.”.
Sage leaders will look at this recession and define it as our new reality, our new economy and our economic reset. A recent survey by a San Francisco marketing firm revealed some quality characteristics for these leaders and companies during this time of economic reset:
*They know and value their core strengths.
*They recognize new opportunities quickly.
*They demonstrate flexibility and persistence.
*They show speed in executing plans and strategies.
*They provide extreme customer service.
*They create powerful and vibrant teams.
There is not a better or more necessary time in a company lifecycle than now to lead effectively. Are you stepping up to the plate or are you one of the statistics that contribute to the #1 reason people leave organizations – their manager sucks? It is definitely a time to run with our winners and cut our losers. We need to be dynamic enough to manage this economic reset and come out the other side with a herd of running horses!
Wednesday, April 21, 2010
She’s A Genius!
When I am in Calgary I have the privilege of living very close to our daughter, son in law and granddaughter. Reese is a vibrant 16 months old and a joy to watch her grow with almost daily changes both physically and in personality. We all marvel at her beautiful curiosity and how quickly she learns and adapts to the environment as it changes or more appropriately, as she changes on a regular basis. I find myself smiling as she seems to come up with new learning and surprises us with her seemingly brilliant mind. She is also at that stage now where all of us adults have to watch what we say or do as she mimics our every move!
Just the other day I sat and watched as Reese performed a new maneuver that had all of us impressed and entertained. I heard my daughter, Megan say once again, “She’s a genius! She’s so smart.” And of course I uttered something about this brilliance coming from the Johnson gene pool. What struck me was how many times in Reese’s short life we have not only verbalized her genius but also smiled and encouraged her accomplishments. And each time we do we see a grand, half toothed, smile come over Reese’s face and she ventures to more attempts of brilliance. Failure is clearly a path to future success and more recognition from parents and grandparents.
My good friend Gregg often tells a story of Gordon MacKenzie, Director of Inside Sales at Kodak. Gordon would give his time to visit schools and talk to kids about art and creativity. Gordon would sit with children in 1st grade and ask them, “How many of you are artists?” He would get 100% of the children wildly raising their hands. He then visited a 2nd grade class and asked the same question. Merely 50% of the children raised their hands. By the time he visited a 6th grade class the number of students that raised their hands was zero! I have heard many times that most talent goes undiscovered. I don’t know if we can say it has gone undiscovered but maybe more realistically suppressed out of us. We go from multi-daily reinforcement of the infant gifts we see unfold before our eyes to telling our children and the people we lead, that they have failed again and to stay within their capabilities. Failure moves from a path to new learning and skills to a scarlet badge of discouragement.
In my psychology and coach training programs we learned about the value of positive reinforcement. Evidence suggests that it takes four positives to balance every negative we experience. As I experience the joys of grandparenthood I notice how we constantly praise and reinforce any attempts Reese makes to grow and learn. We tend to blow the 4:1 ratio way out of the water! As I watch children grow and adults toil daily at the professions they choose it seems easy to see how we swing the pendulum totally in the opposite direction. We don’t have time to constantly praise people for their accomplishments. In the organizations we have the privilege of coaching it continues to amaze me of how foreign a concept it is to leaders to consider praising the talent in their organization for their great work.
Let’s not chase the creativity and brilliance out of our people. Many have had it eradicated out of them before they reach junior high. How do we bring back this creativity and brilliance in the people we lead? What will you do, starting today, to reinforce the best resource to business success you have – your people? Lead like they are the untapped brilliance we brought into this world and then I have hope for the world my granddaughter will live and thrive in. I wish only the best for Reese and may she be blessed with many others in her life that nourish her brilliance like her parents and grandparents have and will most assuredly will continue doing well past her early years.
Just the other day I sat and watched as Reese performed a new maneuver that had all of us impressed and entertained. I heard my daughter, Megan say once again, “She’s a genius! She’s so smart.” And of course I uttered something about this brilliance coming from the Johnson gene pool. What struck me was how many times in Reese’s short life we have not only verbalized her genius but also smiled and encouraged her accomplishments. And each time we do we see a grand, half toothed, smile come over Reese’s face and she ventures to more attempts of brilliance. Failure is clearly a path to future success and more recognition from parents and grandparents.
My good friend Gregg often tells a story of Gordon MacKenzie, Director of Inside Sales at Kodak. Gordon would give his time to visit schools and talk to kids about art and creativity. Gordon would sit with children in 1st grade and ask them, “How many of you are artists?” He would get 100% of the children wildly raising their hands. He then visited a 2nd grade class and asked the same question. Merely 50% of the children raised their hands. By the time he visited a 6th grade class the number of students that raised their hands was zero! I have heard many times that most talent goes undiscovered. I don’t know if we can say it has gone undiscovered but maybe more realistically suppressed out of us. We go from multi-daily reinforcement of the infant gifts we see unfold before our eyes to telling our children and the people we lead, that they have failed again and to stay within their capabilities. Failure moves from a path to new learning and skills to a scarlet badge of discouragement.
In my psychology and coach training programs we learned about the value of positive reinforcement. Evidence suggests that it takes four positives to balance every negative we experience. As I experience the joys of grandparenthood I notice how we constantly praise and reinforce any attempts Reese makes to grow and learn. We tend to blow the 4:1 ratio way out of the water! As I watch children grow and adults toil daily at the professions they choose it seems easy to see how we swing the pendulum totally in the opposite direction. We don’t have time to constantly praise people for their accomplishments. In the organizations we have the privilege of coaching it continues to amaze me of how foreign a concept it is to leaders to consider praising the talent in their organization for their great work.
Let’s not chase the creativity and brilliance out of our people. Many have had it eradicated out of them before they reach junior high. How do we bring back this creativity and brilliance in the people we lead? What will you do, starting today, to reinforce the best resource to business success you have – your people? Lead like they are the untapped brilliance we brought into this world and then I have hope for the world my granddaughter will live and thrive in. I wish only the best for Reese and may she be blessed with many others in her life that nourish her brilliance like her parents and grandparents have and will most assuredly will continue doing well past her early years.
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