the leadership challenge

The Leadership Challenge: Why HR Isn’t Developing YOU as a Leader

April 9, 2015 By Sam Palazzolo, Managing Director

The Point: Ever wonder why you’re not being developed as a leader in your organization? After all, we’ve probably all heard the corporate “urban myth” of the modern organization that grew from startup to legitimate industry contender (Think Apple, Facebook, or any tech company that’s publicly traded). These organizations are typically replete with employee perks (coffee barista’s onsite, ping pong tables, nap pods, etc.) And the coup de tat is that they not only recognize leadership talent, but reward it by sending them off to leadership development training. In this post, I’ll take a look at why your Human Resources department isn’t developing you as a leader. I know you’ll be as surprised as I am (but then again, maybe not so much!)… Enjoy!

You’re a High Potential Employee, Right?

I’ve spent a lot of time on leadership development engagements in an attempt to put together a high potential team of what you could consider “up and comers” for organizations. Some organizations look at this identification process for high potentials with scientific rigor, complete with key performance indicators, data collection methodology, and elected cross-functional boards to sift through/select final candidates. Others, typically leave it up to the Human Resources (HR) department. After all, the logic goes, who knows our people better than Human Resources? They did bring them into the organization!

So if Human Resources is selecting your organization’s future leaders, what could go wrong? Korn Ferry, the self-described “preeminent authority on leadership and talent” released a global executive survey that found gaps (significant gaps) in leadership development opportunities for Human Resources professionals (I’d have you CLICK HERE to see the study, but they don’t have it on their website as of this writing – They do however link you to their “Aligning Business and Human Capital Strategy” advertisement).

I’m in HR, Therefore We Develop Others (But Not Ourselves!)

The Korn Ferry survey of some 700+ executives (functional expertise omitted) finds nearly half (47%) work at companies that don’t offer leadership development for Human Resources staff. That’s quite the leadership challenge! Of the 53% that do offer leadership development for HR, two-thirds (66%) say the development isn’t as “rigorous” as is needed/should be when compared with leadership programs outside the HR function. In other words, if you’re in IT you can look forward to one great leadership development program. However, if you’re in HR the program will not hold similar qualities.

On top of it all, respondents said that Senior HR talent doesn’t receive relevant developmental opportunities critical to perform optimally (58% say so). So if leadership development is a crucial cornerstone to organization performance (Read that as you’d better have a succession plan), then why is there so little development taking place within the HR function? After all, isn’t this where the majority of talent development initiatives stem from?

The Leadership Challenge: Developing Tomorrow’s Leaders Today

I’ll be the first to recognize that developing leaders is a tall order for any organization. It is an especially tall order for those organizations where HR does not share a seat at the C-Suite Table. When I read these results I happened to be having a conversation with one of the leaders that I work with. In reviewing this with them, it came as little/no surprise at all. Her direct quote was “What about this surprises you? Most organizations deem Human Resources to be a worthless function.” Scandalous!

I think the aspect of this study that concerns me the most is that this is perhaps just the “tip” of the leadership development ice-berg. I’ve worked with Korn Ferry before, and find the quality of their work second to none (except my team’s!) What concerns me is the study was conducted with executives from their database, a database that no doubt is loaded with HR Leadership.

So if a study is conducted on HR Leadership Development with HR Leadership, how many actually called their own organizations “out” on not developing leaders in the HR function? My guess is that the majority hedged-their responses with a positive bias. Even if the minority answered the survey accurately (full truth disclosure), the results are mind-boggling.

SUMMARY

In this post, we’ve taken a look at leadership development within the Human Resources function, and why it is that you may not be receiving such development opportunities as a result. Unfortunately, the news as reported through a Korn Ferry survey is not good! So what should be Human Resources response to developing tomorrow’s leaders today, within their own function? Nothing less of best in class leadership development of course!

Sincerely yours,

Sam Palazzolo

PS – You may also enjoy some of the other recent posts I wrote:

Sam Palazzolo is the Managing Director at Tip of the Spear Ventures, an agile Venture Capital and Business Advisory Services firm specializing in Executive Coaching, Leadership Development, and Communication Skills Training for Leaders.

The Leadership Challenge: Helping Those That Don’t Want Help

April 4, 2015 By Sam Palazzolo, Managing Director

The Point: We’ve all seen those people in organizations that won’t accept help… “Nose to the grindstone!” is their mantra, and attempting to help them receives a negative reaction. Sometimes subtle, sometimes head-jerking, these negative reactions typically persuade those wanting to assist to never (as in NEVER) offer assistance again. In this post, I’ll take a look at the number one (#1) reason why stakeholders in business refuse help, and five (5) tips to overcome such moments for success… Enjoy!

The #1 Reason: Weakness

The number one (#1) reason why someone doesn’t want to accept help is typically because they don’t want to be perceived as weak. Real or imagined, exposing your weaknesses is often not looked upon as very positive, and is typically a very ingrained pattern of thinking (So therefore very difficult to overcome). But what if you don’t have a choice in the matter? What if you are assigned to participate in a team full of those that don’t want/need your help?

In executive coaching session after executive coaching, I’ve seen empirical evidence on the topic of overcoming weak perception with the following five (5) tips.

Tip #5: Get to the Heart of the “Weak” Matter

There are many possible reasons regarding why the individual is reluctant to have help be offered, and it’s important to narrow the field of possibilities down. Some of the reasons identified in executive coaching conversations for this reluctance might include:

They might feel totally independent and don’t need/require any help from anyone/anytime.
Accepting help puts doubt into their level of competency.
They may be frightened of the consequences of accepting help.
The individual could be scared of rejection associated with asking for help and not receiving.
Their status as a “Perfectionist” could be jeopardized.
Overwhelming feelings of vulnerability.
Concern over this being a signal of potential un-professionalism.
Allowing problems to serve as roadblocks on the way to success.
Past acceptance never seemed to work out the way they intended (Hence, they are better off simply doing everything by themselves).
They don’t want to burden others by asking.

Tip #4: Unrealistic Ideals and Wishful Thinking

If the individual puts themselves in a real/perceived position where there are conflicting or reinforced societal “norms” where asking for help is seen as a weakness. Here is a list identified in executive coaching conversations that leaders should pay attention to regarding societal norms associated with such unrealistic ideals and wishful thinking:

There is a common theme that runs amuck in tv shows, movies, social media etc.
The common thought that it is ok or fine to be alone, standing as an individual against all odds/comers by.
Peer pressure of organizational hazing.

Tip #3: Your Bias Actually Feeds the “No Help Required” Flame

By building an invisible individual wall around themselves, sometimes these individuals purposefully are warding off the potential of being hurt. While they might feel a greater sense of safety versus the rewards of collaboration, it’s important to keep the following in mind as a leader identified in executive coaching conversations:

It is both arrogant and conceited to think that you can offer to give, but never receive help (That one’s aimed at you leader!)
The influence/persuasion law of reciprocity are alive and well. Think of how good it felt to not only give/receive help in the past (Or share the potential rewards of what could be).
Their abilities sabotage their thinking. In other words, they are so confident that failure is not an option, that all they can see is success!

Tip #2: Reality Should Rule

Overcoming reasons (realistic ones) as to why help should be expected, coupled with a realistic thought patterns of performance should provide the opportunity to help. Some aspects of reality identified in executive coaching conversations that should be implemented to foster help include:

Learn the pros/cons associated with accepting help.
Flip your trust equation (simply provide it, without question/debt/guilt/etc.)
Act on opportunities to provide/seek/receive help without a second thought (Hurry, do it before that second thought enters your mind).
Start by asking those you trust.

Tip #1: Focus on Solutions

As a leader, you typically have problems (multiple problems?) that face you. In working with those that typically don’t ask for help, you may be able to overcome these obstacles by keeping things focused on solutions, and the short-timeline associated/inherent therein. Considering the individual’s strength, ability to give, and trust can go a long way towards focusing on solutions.

SUMMARY

In this post we’ve covered the number one (#1) reason why we don’t ask for help, along with five (5) tips to assist in overcoming such moments (people!) Important to keep in mind that regardless of which method/tip you chose to implement, there is always an opportunity to provide great leadership along the way (or to simply hire differently in future situations as the need arises).

Sincerely yours,

Sam Palazzolo

PS – You may also enjoy some of the other recent posts I wrote:

What You Should STOP Doing As A Leader – Part IV

March 31, 2015 By Sam Palazzolo, Managing Director

The Point: While there are a gluttony of behaviors/actions you should be doing as a leader, we thought it would be interesting to take a typical Tip of the Spear contrarian view of what you should STOP doing as a leader. As such, the following seven (7) part series was developed based on executive coaching conversations had with leaders. In reviewing these leadership behaviors/actions, see if you see a little bit of yourself in the examples provided (No doubt you know several leaders besides yourself guilty)… Enjoy!

Meet Barbara… She’s Great (Just Ask Her!)

Barbara was a high-potential (HiPo) in-training leader for an Inc5000 organization that was pegged to be a future leader within the organization. There was only one thing standing between Barbara and that coveted leadership position… Barbara! Here’s what she does that drives people crazy…

No One Pats Themselves On The Back Like She Does!

Now don’t for a minute think that Barbara wasn’t a hard worker, or that her work wasn’t very smart in nature. Quite the contrary… She was ideal when it came to her annual reviews. In her organization’s leadership development program she graduated in the top 10% of candidates. What was far from ideal though was her ability to self-appreciate her own abilities. In other words, Barbara was great at taking the praise for all of her/her team’s accomplishments. Worse yet was what she had to say about others…

Barbara’s Logic: Me=Good | Them=Stupid

While Barbara’s stakeholders recognized her as the productive workhorse that she was, they also recognized a decidedly ugly “chink” in the chain that comprised her makeup. Namely, after she would get done giving herself credit she would often go on long tirades about the inadequacy of those that did not participate at such a high level. In other words, Barbara was calling others stupid.

This trait of “calling it like it is” typically caused those around Barbara at such moments to cringe. It wasn’t enough that the job was done, (and done well), but the lamenting on how others were not up to her ability, couldn’t hold a candle to her work ethic/performance, and just were plain old stupid pointed to her immaturity as a leader. Questions were raised amongst leadership regarding are we spending money on leadership development and executive coaching on the right person? (Never a good question to have raised, especially for someone being considered a future leader, and HiPo nonetheless!)

SUMMARY

So in this post we covered that leaders should let their work product do their talking. And in talking, because the opportunities will present themselves, there isn’t a need to constantly praise yourself nor put down/call others stupid.

So whatever happened to Barbara? After one successful project she once again went on a self-promoting publicity tour, accompanied by the typical deprecation of others (i.e., Calling them stupid). Unfortunately for Barbara, the party in question called stupid was a superior in the organization, and they overheard of their stupidity (One that heretofore was in her corner, and one of her biggest supporters!) As you can imagine, support was replaced by destruction, and everything Barbara had worked for at the organization that was good turned bad in a matter of a few days. Two weeks later… Barbara was given the opportunity to go be successful somewhere else!

Sincerely yours,

Sam Palazzolo

PS – You may also enjoy some of the other recent posts I wrote:

What You Should STOP Doing As A Leader – Part II

March 29, 2015 By Sam Palazzolo, Managing Director

No…

As part of her leadership develop, Meredith was conducting a one-to-one (1:1) with one of her stakeholders (She was engaging in an executive coaching initiatives known as Stakeholder Centered Coaching, popularized by Marshall Goldsmith- Executive Coaching Guru). She asking for feedback regarding how she was improving on a specific behavior that she had chosen (The behavior was listening, before speaking). In requesting feedback, the methodology of Stakeholder Centered Coaching implores a leader to respond with a simple “Thank you” and nothing more, nothing less (Keep in mind asking follow-up questions to insure that the leader has the proper context/understanding is of course allowed). And then it happened…

It wasn’t that Meredith disagreed with the feedback received (She remembered fully being in the context described). But what she didn’t agree with was the perspective her stakeholder recalled the incident with. As such, Meredith responded with a “No, no, no! You’re not considering…” and she proceeded to tell her side of the episode.

While the rest of the conversation went on rather civilly, Meredith had lost this episode, and probably future ones as well with this stakeholder because of her incessant use of the word “No.” In leadership communication skills training sessions, I’ve instructed that while it’s only two-letters, the word “No” instantly tells the other party in your communication that they are wrong, and perhaps more strongly that they are stupid.

But…

On the heels of “No” and potentially quite as damaging is the use of “But” by a leader. In Part I of this series, we discussed at length the use of “But” and proper context/alternatives that should be leveraged instead. The word “But” also shares demeaning qualities, and is one of the great disengagement/trust busters in the workplace.

However…

Similarly, the word “However” could also be lumped in (and Meredith was good at using “However!”) Use of “However” shares that stakeholders while competent, aren’t nearly as competent nor as smart as you are as a leader. If you’re point is to speak down to stakeholders, then by all means use “No,” “But,” and “However” in your leadership speech patterns. I know of one leader that employs a type of “Swear Jar” operation in the workplace, whereby anytime these three words are uttered, the guilty have to drop $20 into it (Call is the “No, But, However Jar).

If your goal is to engage those around you, align them with your vision, and move to higher ground stop using these words. Replacing “No” with “Yes,” “But” with “And,” and “However” with “I See” will allow you to maintain proper focus on your task at hand, and not destroy relationships/future feedback cycles.

SUMMARY

So in this post we’ve covered not saying “No,” “But,” and “However” in conversing with stakeholders. Alternatives that foster communication, instead of shutting it down, have been presented in return. Whatever happened to Meredith and her desired behavior change to listen before speaking? Was she able to show growth/improvement in this area? After six (6) months of working together, we realized that old habits die hard!

Sincerely yours,

Sam Palazzolo

PS – You may also enjoy some of the other recent posts I wrote:

What You Should STOP Doing As A Leader – Part I

March 28, 2015 By Sam Palazzolo, Managing Director

That’s Good… But

Tim was conducting one of the Monday morning kick-off meetings for his leadership team, and I was “shadowing” him as part of our executive coaching engagement. We had developed the agenda last week, sent it to all attending parties, and the meeting thus far was going off without a hitch. As a matter of fact, perhaps one of his best meetings to date (so said one of the C-Suite leaders in attendance). And then came a topic “Open for Discussion”…

As a collaborative leadership team, each person present was considered the subject matter expert in their respective part of the organization. When Tim asked for feedback on a future initiative, each leader was expected to provide perspective from their vantage point. One such leader spoke up and gave evidentiary/fact-based data regarding where such an initiative could potentially head in the coming weeks/months if launched as intended. And then Tim said it…

Questions Attract | Statements Repel

By saying “That’s good… But” what Tim was telling his leader (and all the other leaders simultaneously) was that their idea wasn’t really good at all. Instead, what came out of his mouth next was in fact the right response. Considered the one and only right answer. Perhaps even my opinion is the only one that counts!

So what could Tim have done? Instead of in an instant wiping out any/all credibility, he could have followed-up the perspective given with a question (What? Where? When? Who? and How? but never Why?)

Questions attract people (including leaders/non-leaders) to you. They reflect curiosity. They also make people comfortable with what you are saying (dare I say “Trust” you?) Making statements pushes people away from you.

SUMMARY

So in this post we’ve covered not saying “That’s Good… But” to those that work with us. Nothing undermines the leaders credibility faster than a group of employees that don’t feel like they’re part of the team, and if you have all the answers all the time, what do you really need anyone else around you for after all? Replacing that phrase with a question will draw people into the conversation, instead of pushing them away.

Sincerely yours,

Sam Palazzolo

PS – You may also enjoy some of the other recent posts I wrote:

the leadership challenge

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