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The Leadership Challenge: The Yoda Process to Meeting Success – 4 Tips!

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The Point: Have you ever been in one of those meetings where the leader ram-rod home point after point, only to have everyone participating withdraw further and further from the team’s mission? How about if your meetings just don’t have a high level of candor/commitment present? If so, then this special May 4th Star Wars themed leadership challenge tip is for you… Introducing the Yoda Process to Meeting Success along with 4 tips. May the force be with you… Enjoy!

The Leadership Challenge: The Yoda Process to Meeting Success – 4 Tips!

Our Meetings Suck!?!

So you’re sitting through yet again another boring meeting at work… What makes the meeting so boring? Why do you keep on putting up with such time sucks? In my advisory services, I’ve noticed a lot of meetings taking place where nothing of importance gets reviewed, discussed, and resolved (if need be). Conversely, I also see a lack of meetings take place on topics that should be reviewed to realign stakeholders.

If you’re like me, you’ve read countless creative ways in which to make meeting success occur through the use of what I can only call “cute” techniques. Think a meeting is going too long? Implement an egg timer so that when the timer runs out, the meeting is over (or everyone gets paroled!) How about coming up with an agenda that dictates not only topics that are allowed to be discussed, but the individual who will be “telling” instead of “discussing” the topic at hand. Now don’t get me wrong, an egg timer can be useful (if you’re making hard-boiled eggs) and an agenda can keep you on-time/on-target (if your leader had ADD/ADHD). But what you might need to do is let the “force” guide you by implementing the Yoda Process.

The Yoda Process

Who can forget that scene in the swamp where a young Luke Skywalker is training under the Jedi Master Yoda. With failure after failure occurring, and frustration mounting, Yoda attempts to guide Luke to use the force to help him. Just like a lot of young leaders (young is a state of mind), Luke replies “All right, I’ll give it a try.” To which our Jedi Master explodes “NO! Try not! DO or DO NOT. There is no try.” So what if you had a Jedi Master in each of your meetings? Do you believe things would better? Better decisions would be made? More authority would be gained? Projects and goals would be achieved? If all of these sound like a good moment, then the Yoda Process is for you.

The Yoda Process consists of appointing a Yoda for each meeting. The role of this Yoda is to keep stakeholders in line (on topic) and engaged during the meeting. The Yoda also helps keep professionalism in play (Sometimes honesty has a price to play in hostility and disrespect). A key question to ask the Yoda during meetings are:

– What are we not talking about that we should?

– Is this the most useful utilization of the stakeholders time?

The Yoda can then report back on the meetings “State of Candor” and insure that meeting results are achieved.

Four Tips for The Leadership Challenge of the Yoda Process for Meeting Success

Here then are four tips for the leadership challenge of the Yoda process for meeting success that I would look for you to employ in your next meeting:

Tip #1 – Select Yoda Carefully

You just can’t pick anyone as the Yoda for your next meeting, or can you? I would implore you to have a “rotating” Yoda chair in which each team member is allowed to play the role of Yoda. Not only will this strengthen team dynamics, but should increase individual accountability!

Tip #2 – ID Yoda Questions

While I mention two questions to ask your Yoda during a meeting, your particular meeting might require different ones. Ask your stakeholders to develop/come-up with questions that are specific to your project at hand either prior to or at the start of your meeting.

Tip #3 – Keep Track of Yoda Progress

Monitor your Yoda progress by measuring milestones associated with the implementation of your Yoda Process. Remember, what gets measured gets managed.

Tip #4 – Meet with Yoda Post-Meeting

You should plan on debriefing with Yoda after your meeting, NOT to talk about the meeting that just was met about, BUT instead to identify what worked well/not so well, what should be continued/discontinued, and what should be done the same/different next meeting. These Yoda Post-Meetings should be shared with the next Yoda so that meeting faux-pas don’t repeat themselves.

SUMMARY

In this post we’ve taken a look at the leadership challenge of the Yoda Process to Meeting Success and provided 4 tips. If there is a dynamic in the room where you perceive that someone is holding back, try to encourage them to speak openly. Hence the Yoda Process was born. This process/methodology consists of designating one (or more) individuals to monitor meeting conversations to insure that they stay on-topic/on-reality. In the event the monitor senses someone that is holding back, they will call that individual out, requesting that they sense the holding back moment as such, and speak on behalf of said individual. Remember, while May 4th might only come around once per year, the force should always be with you!

 

Sam Palazzolo

 

The Leadership Challenge: Cutting Ties with Poor Performers

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The Point: Performance reviews by the numbers often don’t take into account the emotional aspects of working with people. While the numbers should speak for themselves, is it important to take into consideration the “other” factors when determining future personnel roads forward. In this post we’ll examine the leadership challenge of cutting ties with poor performers… Enjoy!

The Leadership Challenge: Cutting Ties with Poor Performers

GM Dumps Cruze… Why You Should Do Likewise!

General Motors (full disclosure, I’m an Alumni that spent 6-years at “Mother Motors”) recently announced that they would be cutting 2,000 jobs at their Lansing, MI and Lordstown, OH factories. Amongst the collateral damage that played out is the dumping of the Chevrolet Cruze model. Why are they getting rid of so many people? The answer is simple… The vehicle just isn’t selling!

In the competitive automotive landscape, just like in your personnel decisions, there is a need to constantly review portfolios of performance to identify what is and what is not working. These decisions can be long and difficult, and their implications can be far reaching for the organization and people (both those left behind to do “more with less” as well as those thrust into the job market searching for work).

Cutting Ties is Easy/Difficult

So what is the leader to do that is faced with poor performance and market rejection? The easy answer is to cut ties based on the financial or operational performance. For example, if John Doe isn’t performing up to the desired performance level he should probably be provided the opportunity to go be successful somewhere else. Important to note that as a leader this should not be done at first-blush, instead you have got to give John the opportunity to receive the proper training/skills/technology to perform the role. Once able to conduct their role, if they are unwilling or abilities come in under performance thresholds it’s time to cut bait!

On the other hand, cutting ties could be very difficult. I know plenty of leaders who struggle with the thought of letting go of an employee because of the employee’s good nature, family relations, and overall good-guy persona. But these aren’t good business decisions, and this isn’t personal in nature. So poor performers should be given the opportunity to go on their marry way out the door (They will land on their feet somewhere, and wherever that is isn’t your responsibility).

SUMMARY

In this post we’ve examined the leadership challenge of cutting ties with poor performers. While the business versus personal decision making ability of a leader can be clouded, making decisions with crystal clarity will lead to better results (And you do want results for yourself/your organization, right?)

 

Sam Palazzolo

www.BloodSweatSpears.com

 

The Leadership Challenge: Acceptance – 3 Tips!

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The Point: No matter how much you’ve tried for a successful outcome (Diagnosed the problem from multiple perspectives, researched potential solutions, spent thousands of dollars, etc.), sometimes you simply have to accept that failure is an option. In this post, we’ll explore the leadership challenge of acceptance and provide 3 tips to help you draw closure… Enjoy!

The Leadership Challenge: Acceptance: 3 Tips!

Welcome to Reality Distortion!

In the “romance” stage of business, everything seems to come up smelling like a rose. For example, as a leader have you ever come up with a plan that you thought was “air tight” in design? Moments of failure after launch were most likely discounted/minimalized. Conversely, moments of success as only you can see them through your focal pattern were romanticized, blown-up to successfully epic proportions, and a comfortable glide pattern presented itself (Hence the “Walking on Cloud 9” analogy is appropriate).

The truth of the matter is that your leadership mind is playing a game on you. Unable to see reality for what it actually is, leads you to a state of reality distortion where the truth is “bent” in favor of what you want to see. Now you may really, really, really want to see things for the way that you want them and not as the way they really are. However, in the end, a slap of reality will occur snapping you out of distortion!

Just Get It Over With

I have worked with a leader for the last several years that is extremely bright, driven to achieve, and successful in their professional life (Not that there hasn’t been struggles professionally, but they’ve weathered many a storm!) This leader’s only downfall is that they continue to put themselves out of position on the personal playing field in the here and now. Their orientation is to simply be down the road where the future lies, leaving them to desire just get the current state over.

This “Just get it over with” mentality rings especially true when they encounter failure in the personal/private moment. Regardless of how much time, effort, or energy was applied to a given situation, their desire is to simply move on… But to where? (I’m not concerned of the “With Who?” as they are content being solo/alone in decision making).

Moving On

As a leader you are challenged to do your best, and depending on the situation at hand your best may not be good enough. So how do you fold tent after failure and simply move on? The following represent three leadership challenge tips for acceptance:

Tip #3 – Take Ownership

To simply “bounce” from project to project, initiative to initiative, and/or place to place might seem like a rather flipped acceptance response. While your visceral reaction might be to pull the sheets up over your head and never leave the bedroom, reality dictates that you take ownership and positively accept the situation for what it was. Whether you like it or not, you must take responsibility for where you’ve been and what you’ve done. Some albatrosses are larger than others to have around your neck, but start with recognizing that you, and you alone are responsible for your own actions (and quite frankly they are the only actions you are in control of!)

Tip #2 – Set a New Course

Upon positive acceptance of the situation at hand, set a strategic plan that identifies where you want to go. There are a host of visualization exercises that you can conduct to help you identify the where’s, who’s, why’s, and how’s that should be considered. Remember, the course you strategically plan for tomorrow might change due to situations outside of your control (But at least you’ll develop them for yourself!)

Tip #1 – Install/Sustain

Lastly, put your plan into action. Include a series of metrics to measure/monitor your successes as well as failures. Important to (1) recalibrate as appropriate and (2) lose your reality distortion goggles!

SUMMARY

In this post we’ve examined the leadership challenge of acceptance, as well as providing 3 tips to help you as a leader be more successful. If life is a game worth playing, I know two things are certain: (1) Tough times don’t last, but tough people do and (2) Challenges are what make life interesting and overcoming them is what makes life meaningful.

 

Sam Palazzolo

www.BloodSweatSpears.com

The Leadership Challenge: Deconstruction – 5 Tips!

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The Point: If you are attempting to build leadership in your organization, you know just how difficult that can be. Who to select, what to instruct, and how to verify lessons learned/implemented are amongst the leading-edge decision points to be made for a successful leadership development program. But rather than work from the bottom of the org chart up, what if we went from the top down? In this blog post we’ll examine the leadership challenge regarding deconstruction, or how you can deconstruct top performers within the organization to identify key success characteristics to be replicated… Enjoy!

The Leadership Challenge: Deconstruction – 5 Tips!

Leadership Autopsy

Building good leaders is hard, let alone great leaders. This was the central theme of a recent client visit where our task at hand was to develop a leadership development program. What exactly makes a good leader in this organization/division/department/role? If you’ve ever struggled with identifying that those characteristics look like, then welcome to the club. Most Human Resource Managers that lead leadership development initiatives will tell you that there are typically a common core set of characteristics/behaviors that those who are successful exhibit.

So if we know what success looks like, why is it so difficult to pinpoint the individual leader who achieve success characteristics/behaviors? One potential way is to receive input from the stakeholders themselves, rather than the individual leader. While the successful leader achieves great results, they typically can’t explain/replicate their exact methodology/reasons for. This is similar to promoting the super star associate to manager/leader level and seeing their performance not translate in their new role. Why the failure? The answer is simple… They either didn’t have the same passion/skills/knowledge to do so.

Deconstruction Tip Tools

So here is a list of 5 of my favorite deconstruction tips or tools for leaders to look for in order to replicate their success:

Tip #5 – The first tip I’ll share is to conduct a behavioral assessment. Behavioral assessments are good tools that “snapshot” who you are and what you’re comprised of (One of my favorites is from Hogan Assessments). Across a constant/similar characteristic categorization you then have a baseline measuring starting point.

Tip #4 – Conduct an employee/stakeholder survey of the leader with targeted questions pointed at key characteristics (identified in their behavioral assessment) for further input on not only what is important, but the how of execution for those important characteristics.

Tip #3 – Filter characteristics that are most important to the leadership development initiative at hand by comparing supporting position level with organizational mission/vision/values. In other words, if you have a characteristic that does not support/goes against what your organization stands for, you’re better off leaving it out.

Tip #2 – Align with a top tier leadership development methodology. There are a lot of schools of thought regarding what a leader should consist of and how they should learn therein. Top programs that come to mind are any Top 20 MBA program’s Executive Development sessions. While not nearly as long (most are 1-2 days versus 2-years of MBA school), these sessions provide laser focus on important leadership development topics. Presented by faculty that are considered subject matter experts (as well as typically consultants for example organizations), there can be a great transference of leadership knowledge.

Tip #1 – Implement your program and measure success much more frequently than an annual survey. Conduct weekly 1:1 (one to one) meetings, poll stakeholders for feedback, and observe for results.

SUMMARY

In this post we’ve examined the leadership challenge of deconstruction and provided five tips. While most leadership moments are worked from blank whiteboard to full whiteboard with initiative details/processes spelled out, sometimes a better approach may be to just start at the top and work your way down by deconstructing successful leaders.

 

Sam Palazzolo

www.BloodSweatSpears.com

 

The Leadership Challenge: Poor Decisions – 5 Tips!

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The Point: If you’re a leader undoubtedly you’ve come to the decision tree in the process map of leadership several times… Decide correctly and fame/fortune await you, but decide incorrectly and failure awaits. In this post, we’ll examine the leadership challenge of poor decisions and provide 5 tips to help decide correctly… Enjoy!

 The Leadership Challenge: Poor Decisions – 5 Tips!

Ready, Fire, Aim!

Meet Jane, a mid-level executive for an Inc 500 company that oversees operations. Since joining the company (she’s approaching year 4), the organization has seen tremendous growth. Part of this growth initiative is the result of Jane making what she calls good “strategic decisions” in her role. The nature of these strategic decisions stem from a similar fashion of how the CEO of the organization makes his (Think of these as “Ready, Fire, Aim!” strategic decisions… Or decisions made without any strategic-orientation whatsoever!)

The organization has grown to a size now though that requires a much more strategic oversight. With a 4x growth in employees, approaching 2x growth in customer base, and the inevitable IT support required the future simply will not allow for poor decisions, let alone poor execution of those decisions.

 

Perfect Solution or Perfect Right Now Solution?

So Jane is challenged with the decision-making that takes place in the organization. On the one hand, she knows that she can do better (She did so in her previous role/organization, which she’ll be the first to admit was 10x more professional and had a rather litigious corporate counsel act as compliance officer for the operation). On the other hand, she somewhat enjoys the Ready, Fire, Aim! decision making process. The benefits as she sees them are less bureaucracy, time consumption, and simple stress associated with conducting due-diligence required to explore decision contingency plans.

A Machiavellian cavalier attitude prevails resting on Occam’s Razor theory, where you can do what you want, when you want and simplicity rules the day. This is what she’s seen the CEO do successfully since joining the organization, and other leaders replicate/follow suit with little/no failure repercussions.

 

5 Tips to Better Decision Making

But the times, they are a changing. Expectations are higher and as one of the organization’s only female leaders Jane needs to make her best decisions. She’s previously been “called out” for making less than favorable decisions in the past (Read that as the “Good Old Boys” club didn’t like them). The following 5 tips serve to provide you, the leader that might find themselves in similar Jane-like shoes, with decision making guidance:

Tip #5 – Take It Easy

Stress is the enemy of good decision making. Take a few deep breaths, go for a walk, and clear your head. Once you’re in a better position/situation then begin to examine your decision making next steps.

Tip #4 – Take a Step Back

What should you consider that will make your decision the best one possible, aligning with mission, vision, values of your organization. There should be a litmus test applied for each decision that is to be made, starting with taking the biggest picture possible before zeroing in on details.

Tip #3 – Take Data Into Account

Figures don’t lie, but liars figure… Take data that you can trust into account when determining future courses. If you can’t get insight/perspective yourself, call on others to help.

Tip #2 – Decide!

You know that your decision is not going to materialize without a strict action planning process that includes a date which decision is to be made. Establish this target and then move aggressively towards achieving it.

Tip #1 – Follow-Up/Follow-Through with Commitments

You made a decision, so now oversee the implementation/installation of the engagement. While some leaders would look at this as job completed in status, know that it is only the beginning stages of a successful initiative (With much more work to be done in order to be successful!)

 

SUMMARY

In this post we’ve examined the leadership challenge of poor decisions and provided 5 tips for the leader looking to make their best decisions. Leadership is a difficult job at times, and poor decisions typically upon autopsy provide insight into what should be done next time through learning.

 

Sam Palazzolo

www.BloodSweatSpears.com