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The Leadership Challenge: BOLD versus SAFE – 4 Tips!

December 29, 2016 By Sam Palazzolo, Managing Director

The Point: Every year-end it’s the same old same old… A bevy of the year’s “Top” lists (Top 10 Goals of Successful Leaders), a slew of New Year’s Resolutions (ones that you’ll never keep, or keep for the first 4-weeks of the new year), and a bunch of “Year in Review” stories about what went right/wrong in the year that just was. Well that all ends right here and right now! In this post we’ll explore how you can truly set BOLD versus SAFE intentions and achievement expectations for the New Year… Ones that a year from now you’ll be glad that you did. Enjoy!

NOTE: If you want an Accountability Partner (someone that will keep you on-time/on-target towards actually achieving your New Year Intentions and Expectations, see the end of this post for a special offer!

Resolutions are Painful | Goals go Unmet

As the year approaches conclusion, I would ask you if you were an executive coaching client of mine to rate the year that just was. Here, do it right now:

Q1A: On a scale from 1-10 (with 10 being best-in-class come write an article on me and we’ll get published in HBR – Harvard Business Review), how would you rate the year that just was?

Q1B: What would have needed to occur for you to have rated it a 10?

Here’s what I know (and you should too if you want BOLD versus SAFE)… New Year Resolutions are often painful when you set them (you are admitting defeat in as much you haven’t been able to accomplish them prior to setting them… perhaps setting them again each year, right?) Resolutions are also painful when you don’t accomplish them, or as I just mentioned have to revisit them again the following year. I also know that Goals sometimes go unmet, both professionally as well as personally. You can rationalize the professional goals that aren’t accomplished by saying that the economy was against you (“This would be a great business if it wasn’t for the customers” one client told me!) You might even be able to blame it on your team (Leaders lead though, so that’s not a good excuse!)

Be BOLD… SAFE Won’t Work (i.e., BOLD versus SAFE)!

In researching why this whole nonsense of resolutions being painful and goals going unmet occurs, I stumbled upon a formula that should be considered when setting just such future desires. First and foremost, we should attempt to set Intentions and Achievement Expectations, and here’s why: It might seem like a semantic moment regarding what you call something, but the reality is that it can and will make all the difference in the world. Your mindset will shift towards a different paradigm, especially when you write them down (More on this in a minute).

There also is an achievement moment that comes when you classify these Intentions and Achievement Expectations across four (4) variables, which are:

– Scale

– Risk

– Innovativeness

– Difficulty

You can elect to play things SAFE (Small, Achievable, Following, and Easy) or you can play things BOLD (Big, Outperforming, Leading-Edge, and Difficult). Guess which one the leader who leads chooses? By the way, the BOLD acronym is also the 4 Tips! for this post.

SPECIAL OFFER! If you’d like to see 25 of my “100 BOLD Intentions and Achievement Expectations for 2017!” send me an email to info AT javelininstitute.org… These will not only be BOLD, but will blow SAFE ones out of the water for what I know is going to be my best year ever! You’re not going to have a “best ever” 2017… Why not?!?

SUMMARY

In this post we’ve examined the leadership challenge of BOLD versus SAFE along with 4 tips to help you succeed. If you are serious about your success, then send me an email through the SPECIAL OFFER! above to see how I’ve structured my very own 100 BOLD Intentions and Achievement Expectations for 2017. Here’s to your success!

Sam Palazzolo

www.BloodSweatSpears.com

The Leadership Challenge: Cyber Security

November 23, 2016 By Sam Palazzolo, Managing Director

The Point: What used to be a problem only for organizational information officers (primarily Chief Information Officers or CIO’s), now the leadership challenge of cyber security spans the horizon for organizations. In doing so, cyber security is every leader’s responsibility regardless of function performed. In this post, we’ll examine the threats associated with cyber security for the leader of today/tomorrow… Enjoy!

Cyber Breach… You’re Fired!

The well-publicized cyber breach associated with Target in 2014 should have served as a warning alarm for leaders everywhere (Here’s an article to refresh your memory: “Target CEO Fired – Can You Be Fired If Your Company Is Hacked?“ http://www.forbes.com/sites/ericbasu/2014/06/15/target-ceo-fired-can-you-be-fired-if-your-company-is-hacked/#5df21d7f7bc1). Once upon a time, cyber security was the role/responsibility of those residing exclusively in IT (Information Technology) or Information Systems, and leaders therein (CIOs in particular) were typically focused on for blame (Keep in mind, few were/are actually released due to this sensitive role in organizations). However with the advent of “leadership-less” organizations and other human resource strategies now leaders residing anywhere within an organization have the opportunity to breach exposure (See my previous post on the concept of “Holacracy” like at Zappos here: https://tipofthespearventures.com/leadership-challenge-holacracy-like-zappos-5-tips/)

So regardless of your leadership position (elevation within the org chart) or primary department affiliation (IT, Finance, Marketing, etc.), you too could be called on the carpet for information systems security failures which occur within your organization.

Cyber Breach Solutions

With the advent and implementation of all this technology, leaders today need to do it the “right” way. What is the “right” way? You have to have the right protocols in place. You need to insure that you have a full-robust set of controls in place. But how do you as a leader insure that you have the right solutions?

Analysis of exactly what your cyber strategy (How do you want to interact with your clients? What’s your technology that allows you to do so? What are your operational components going to look like?) can lead to diverse approaches so as to safeguard data.

The development of a cyber security program that allows you to be in control, have the right types of messaging and protocols in place if (when?) there is a breach so as to remediate them very quickly is imperative. For example, right now when you examine current breaches that take place, what is their source (Could be individuals, rogue nations, etc. that are responsible). But moving away from the “Who?” that is doing it and identifying the “Why?” they are doing it will allow you to focus/create appropriate security strongholds around such data.

SUMMARY

Cyber security isn’t just business as usual anymore. Regardless of where you work within an organization, keeping in mind cyber breach issues will allow you to more thoroughly manage your business and keep cyber under control. In this post we’ve examined the leadership challenge of cyber security. Knowing what you know now, there should be greater focus placed on keeping organizational information safeguarded and career paths plotted and progressed.

Sam Palazzolo

www.BloodSweatSpears.com

The Leadership Challenge: Cutting Ties with Poor Performers

November 10, 2016 By Tip of the Spear

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!

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: Trumped!

November 9, 2016 By Sam Palazzolo, Managing Director

The Point: When you think the leadership challenges of the universe are conspiring against you and failure is at hand, you had better figure out a way to gain advantage so as to leave stakeholders trumped. In this post, we’ll explore the trumped phenomenas at play so you can overcome just such leadership challenges… Enjoy!

Divided Company

It’s “Go Time!” for you and your team as a leader… But exactly “where” are you going? If you’re like most leaders I work with, you have your opinion regarding direction to be taken that aligns with your organization’s mission/vision/values. But guess what? So does everyone else on your team. As a matter of fact, they might very well want to go in a multitude of different directions in support of the organization’s goals (let alone their own individual goals).

Sometimes leadership should be looked upon as a playing card game of bridge. In bridge one has the opportunity to use a playing card of the suit chosen to rank above the others, which can lead to winning a “trick” where a card of a different suit has been lead. In other words… Trumped!

Healing the Divide – The Rule of 3’s!

So what’s the best practice of a leader when facing such a multitude of different perspectives from their team? How do you balance or insure that everyone feels as though they are being heard? How will you pick the “right” or “right at this moment” direction to be taken?

While there are several different decision trees you could employ, one that I’ve seen successfully implemented is called the Rule of 3’s. The Rule of 3’s consists of “hearing” everyone out at a high level. When everyone of differing opinion is heard (or has the opportunity to present their opinion), the team can then vote (three votes maximum) for their favorite ideas. They can use their three votes individually spread across three different recommendations, or pool all three on one recommendation. The top three recommendations in quantity of votes are then more thoroughly developed/researched and then re-presented again to the group. Another round of voting occurs so as to produce one consensus direction decision to move forward on.

SUMMARY

In this post we’ve explored the leadership challenge of being trumped! Division of stakeholders is never a good strategy to employ, especially when considering sound business decisions. However, if collaboration is one of your company’s cultural moments, the Rule of 3’s can be implemented so as to alleviate the unlikely outcome of a decision coming out of nowhere to not only be elected but implemented as well.

Sam Palazzolo

www.BloodSweatSpears.com

The Leadership Challenge: Radical Candor

November 3, 2016 By Sam Palazzolo, Managing Director

The Point: Do painful truths create faster growth, deepen trust, and build long-term relationships? This is the promise of a management technique known as “Radical Candor.” Popularized by high tech firms, the approach recommends cutting through the political correctness of conversations and therein allows for a more truthful dialog. But is the truth often clouded and dependent upon perspective of the truth-giver? In this post we’ll examine Radical Candor and provide 4 tips to assist in overcoming the leadership challenge of radical candor… Enjoy!

Let’s Be Honest… I’m a Jerk!

How many times have you found yourself in a situation where as a leader you should have zigged, but chose to zag due to the political climate of your organization? If you’re like most of the leaders I work with, you’ve probably fallen to the pressures to conform more times that you wish to admit. Enter the management concept known as “Radical Candor” where you no longer have to cow-down to conflict! Sounds pretty good right?

Radical Candor allows a leader to say what they want to say when they should be saying it. In other words, you have the right, no make that the duty/obligation to tell your stakeholders what they are doing wrong and why if/when you perceive it to be so. I’m not certain what you’re picturing in your mind, but my first image is that of the boss smoking a cigar and blowing smoke in my face… Pure humiliation results (in its purest form of course) and the receiver of such Radical Candor can only revamp their resume and begin their career search.

I Speak the Truth… Therefore I’m Right?

Radical Candor not only allows leaders to share from their perspective what happened, but also provide course corrections. Corrections that in and of themselves may very well be career course corrections. But what if the leader that practices this “speaking of the truth” has the situation misinterpreted? What if they simply don’t understand what’s occurring? Perhaps worse yet, what if they harbor a grudge/ill-will against the receiver?

As a leader there are times when you simply have to make the call and decide which direction is the best given the information you have at the time. You might be making the right call, but then again you very well might be making the wrong one (In which case hopefully you’ve read my previous posts regarding decision making and course correction!) As judge/jury/executioner of the corporate mission/vision/values a leader puts themselves in the perilous plight of having to determine right versus wrong. While business decisions involving dollars and cents might seem relatively easy, the stakes increase dramatically when it’s time to comment on the behaviors/actions of those around you. So should you do so without holding/bighting your tongue?

4 Tips to Overcome the Leadership Challenge of Radical Candor

The following 4 tips should act as assistance guides so as to overcome the leadership challenge of radical candor:

Tip #4 – Be Slow

You’re going to have the opportunity to provide radical candor feedback for nearly every sentence/action taken by your stakeholders. I’ll encourage you to be slow and more importantly go slowly when providing such feedback. I’ve seen way too many managers that jumped the gun (so to speak) and provided feedback prior to understanding everything (and yes, everything is needed!) Not only should you get all your facts in order, but perhaps comment after a pattern of events occurs.

Tip #3 – Be on the Same Radical Candor Page

Imagine how odd it would be for stakeholders to receive such radical feedback without the knowledge that their leader was invoking such leadership rules? It would not only surprise most, cause some to question your mental faculties, and at the minimum create a few human resources complaints! Share with your stakeholders the methodology, intended outcomes, and rules of the road so to speak at the onset of installing Radical Candor.

Tip #2 – Simply Say Thank You!

One of the most valuable tips I ever received was from Marshall Goldsmith (Yes, that Marshall Goldsmith who is the world’s leading executive coach to Fortune 100 C-Suite Leaders). He encourages the leader to respond to feedback with a simple thank you. No defending/deflecting what was said… No getting beet-red in the face… Just a simple thank you. Now you might want to buckle-back and get more details later, but in the heat of the moment say thanks.

Tip #1 – Reciprocate Radical Candor

Radical Candor can be great feedback to receive, but know as a leader that the most highly functioning organizations that adopt the technique allow for two-way communication of honesty (brutally honest that is!) Not only are you expected to dole out such candor, but part of the gift is also receiving (Your welcome!)

SUMMARY

In this post we’ve explored the management technique of Radical Candor. While the leadership challenge at hand might seem like no challenge at all, for those that engage in such open/honest dialog with their stakeholders there is always, always, always more at stake than meets the eye.

Sam Palazzolo

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