Business Toolkit – Page 80 – thoughtLEADERS, LLC: Leadership Training for the Real World

Happy Bloggiversary! A Leadership Principles Blast from the Past

January 12, 2009/1 Comment/in About Us, Business Toolkit, Leadership /by Mike Figliuolo

Happy Bloggiversary! A year. Wow. This blog has been around for a year now (and I’m sure some of you will go check the original post dates and say “it started in OCT 07” but I backdated some of the original posts…). It’s been a wonderful learning experience and I’ve met a ton of wonderful people (YOU!) along the way.

In honor of the bloggiversary, I’m thrilled to bring you the first series of posts I wrote here on a set of leadership principles you can use in your day to day job. If you’ve already read them (the original set, not the set we covered starting this past October), read them again – they never get old.

I’d also like to ask your help. If you’ve enjoyed this blog over the past year, I’m thrilled. In return for the tips, smiles, and perspectives we’ve provided you, I’d like to ask a simple favor. Our biggest challenge is attracting new readers (they tend to retain extremely well once they get here). I’d ask that each of you let a few of your friends or colleagues know about us and invite them to join our ranks of readers (almost 400 subscribers now). I’m not asking a lot – I’m simply asking you to spread the word. I thank you in advance for your help on this. We’ve typed over 100 posts for your enjoyment – we’re asking you to type a few emails to return the favor (I’m good at the guilt thing – I was raised in an Italian Catholic household).

Now to the good stuff. Straight from the archives, here are the original leadership principles we published here.

Leadership Lessons from West Point

October 13, 2008/3 Comments/in Business Toolkit, Leadership /by Mike Figliuolo

It’s no secret. I’m getting old(er). Every month there’s another gray hair in the goatee. Every year there are a couple of extra pounds. Nothing makes that fact hit home more than a class reunion.

I spent the last few days back at alma mater dear, The United States Military Academy at West Point. As cadets, we had a few well-founded perspectives on West Point. It’s the most beautiful place you’ll ever hate. It’s a good place to be… from. The best view of West Point is in your rear-view mirror.

Fifteen years after throwing my hat in the air and receiving my diploma, I’ve had the benefit of time to reflect on my experiences at my rockbound highland home. As I’ve grown wiser (and older and fatter and grayer) I’ve come to appreciate the timeless nature of some of the things they teach there.

One of my favorites is the “official version” of the leadership principles (as opposed to my unofficial version). These eleven principles span military, business, and organizational leadership. They’re straight-forward and require little explanation. They are:

1. Know yourself and seek self-improvement
2. Be technically and tactically proficient
3. Seek responsibility and take responsibility for your actions
4. Set the example
5. Know your people and look out for their well-being
6. Keep your people informed
7. Ensure the task is understood, supervised, and accomplished
8. Develop a sense of responsibility in your subordinates
9. Train your people as a team
10. Make sound and timely decisions
11. Employ your unit in accordance with its capabilities

Simple, right? One of my favorite books, Ed Ruggero’s The Leader’s Compass eloquently explains these concepts in the appendix (and the main part of the book is more than pretty darn good too – grab a copy).

These concepts translate across time, organizations, and beliefs. Print this out. Keep a copy handy. They’re worth knowing. I’ll use these eleven principles in future posts and relate stories around them so get to know them – they’ll be back.

– Mike Figliuolo at thoughtLEADERS, LLC

Detail Oriented Versus Control Freak – Where’s the Line?

October 6, 2008/8 Comments/in Business Toolkit, Career, Leadership /by Mike Figliuolo

Twice in the last week I’ve heard about “idiot bosses” (all right, maybe more than twice, and if you don’t believe me check out the polls at the bottom of the page). Being the inquisitive guy I am, I probed for the root cause of such comments. Rather than simply asking what the cause is, I decided to probe the symptoms first.

“Tell me more about this idiot boss.”

“I’m so fed up with him. He’s always on top of everything I do. He nags at me. Sometimes he even goes behind my back on things that I’m responsible for. It seems like everything I do is constantly under a microscope.”

“Like how?” (I know – I sounded like a Valley Girl on that one).

“The other night I was getting ready to leave and he actually called my cell as I walked out of the building because he wanted to discuss something that happened earlier that morning. He sometimes goes to members of my team, asks them what they’re doing, and then reprioritizes their work or even gives them new projects I’m not aware of. On top of that, he doesn’t even tell me he’s done this and I find out after the fact that my team’s priorities have changed.”

“Wow. That’s pretty bad. Lemme tell you what I think you can do here.”

“Okay. Shoot.”

Project Management Without the Paperwork

September 24, 2008/6 Comments/in Business Toolkit, Project Management /by Mike Figliuolo

Often project management is criticized for adding overhead to a project (and when executed poorly, it does). Words like documentation and methodology make leadership think of productivity loss and non-value added activity. Project management is rooted in some very good principles, but much like anything else, in its extreme forms it is dangerous.

The positive principles I am speaking of are planning out your activities, providing accurate budgets, reaching your goal when you said you would, steering around roadblocks before you hit them, etc. Because of this, project management is growing in popularity every day. So why are some people opposed to it? I am going to explain why leadership doesn’t like project management and show you how to NOT live up to the stereotype.

Leadership doesn’t like project management because time spent planning or working on documentation is time not spent working on deliverables. They have trouble connecting the idea that hours of planning and pages of documentation help you achieve the goal faster and cheaper. They simply want the project done faster, cheaper, and leaner. The irony is that project management can do all of this if executed properly.

Why “Making the Numbers” is Stupid (Part 3 of 3: Stupidity Prevention Medicine)

July 21, 2008/1 Comment/in Business Toolkit, Leadership, Strategy /by Mike Figliuolo

In our last two sessions together, we explored how “expectations” can create a poisonous environment whereby the numbers dominate rational business decision making. We also covered some of my favorite self-defeating behaviors that can result from such a maniacal focus on the numbers. Unlike a typical critic though, I won’t simply point to a problem and walk away. Instead, I’m obligated to give you some thoughts and tools to help you solve these problems (after all, that’s what we at thoughtLEADERS are all about – real world, practical tools that can make your organization perform better).

Business is a marathon. A long painful one but there’s only one goal – making it through that gruelingly long journey. Unfortunately in business, there’s no finish line. I won’t deny it’s easy to lose sight of the goal when the numerical mileposts on the way there take on a life of their own. As an aside, the reason those numbers take on such a huge presence in our lives is because they’re typically directly linked to OUR numbers (read: our paychecks and our bonuses). That close connection to something so incredibly personal makes it difficult to see “the numbers” as simply mile-markers on the way to a strategic objective (which in turn leads to the dumb behaviors outlined in the last post). That said, there are a few ways to mitigate these kinds of problems.

Why “Making the Numbers” is Stupid (Part 2 of 3: Ten Stoopid Short-Term Behaviors)

July 17, 2008/1 Comment/in Business Toolkit, Leadership, Strategy /by Mike Figliuolo

In my last post, I covered the moronic tyranny of expectations. Hopefully it’s apparent how external pressures can get an organization to focus on the wrong thing – the mile marker rather than the destination.

Once your organization falls into that trap, you’re sure to see some of the following behaviors (or ones of similar colossal stupidity). These behaviors eventually become part of the culture because by performing them, the organization is simply mortgaging its future to bring forward good performance into the current period. Doing so helps meet near term expectations but then creates an even higher hurdle to meet expectations in the next period. It goes on and on until the organization crashes in a blistering ball of flames and worthless stock options (can you say Worldcom? Enron?).

So without further ado, I give you some of my all-time favorite moronic business behaviors guaranteed to help you make your numbers today at the expense of your long term strategy tomorrow:

Why “Making the Numbers” is Stupid (Part 1 of 3: The Tyranny of “Expectations”)

July 14, 2008/2 Comments/in Business Toolkit, Leadership, Strategy /by Mike Figliuolo

Let me be clear: I’m going to be pretty blasphemous in this post. Then again, I hope you expect nothing less from me. “Making the numbers” is stupid. It’s a crutch for being simple-minded and weak-spined. At worst, it’s a stick to beat people with which invariably leads to suboptimal, nay, outright stupid behavior. It’s one of the surest ways to guarantee you mortgage the future of your business if you allow the deleterious effects of a “make the numbers” mindset take hold.

I acknowledge many of you who have responsibility for P&Ls or cost centers are about to have aneurysms right now. Chillax. I’ll ‘splain Lucy…

This is too large a topic to adequately cover in a single sitting so I’m breaking it into three digestible posts. And yes, you’ll have to wait for the second and third installments…

First we’ll have to look at how we get into this situation where numbers dominate rational business decision making. Second, we’ll explore the perverse behaviors that result. Finally, I’ll offer a few thoughts on how to get off the psychotic hamster wheel of numerical doom.

Hey Mr. Smartypants!

June 18, 2008/4 Comments/in Business Toolkit, Career, Training /by Mike Figliuolo

You’re not as smart as you think you are.

Seriously. I mean, you’re bright and literate but you’re really not as smart as you think. Neither am I. See, the thing is, as soon as you start walking around with your smartypants on, you expose yourself to the risk of career irrelevance. The world changes. Every day. The risk of thinking you’re smart is that you think you don’t need to learn anything new or change. Once that happens, you’ve doomed yourself to irrelevance just like the amazing car phone (remember those?).

Smart people know a lot. Heck – some of them think they know everything (sort of like Lumbergh). They won’t tell you that because it’s boorish but trust me, they think it even at some subliminal level. You know it’s true. Because of that, they’re loathe to learn something new because by definition it means they don’t know everything. It’s easier to know it all by refusing to admit there’s anything new to know.

By now, Mr. or Mrs. Smartypants has stopped reading because they know the lesson or suggestion is coming and well, gee… they already know it all so there’s no point in them continuing with the rest of the post. If you’re not a smartypants, keep reading.

Achieving Focus – Guest Blogger

June 12, 2008/0 Comments/in Business Toolkit, Career, Guest Blogger, Leadership /by Mike Figliuolo

I’m thrilled to bring you Ed Ruggero as a guest blogger this week. You’ll find some background on Ed at the end of the post. I hope you enjoy his thoughts as much as I do. Here’s Ed:

Recently I watched some paratroopers of the 82nd Airborne Division train for deployment to Iraq. At one training site engineers had constructed a roofless house with thick walls—plywood covering stacked tires—some fifteen feet high and topped with a catwalk for observers. Working in groups of five, the paratroopers gathered by the entrance in tight formations, chest to back, each man keenly aware of everyone’s location. On a signal from the leader—usually the second man in line—the point man battered open the first door and the team rushed in.

They moved quickly and methodically from room to room, rifles shoulder high, firing disciplined bursts of three rounds at life-sized targets positioned inside. Often the muzzles of their weapons were just a foot away from a buddy. The first man in had to trust that the second man would immediately cover the other side of the room—the blind spot. Any one of them acting carelessly might have shot a buddy in the back. So, of necessity, the paratroopers’ movements were well-choreographed—quick and deadly.

When I told my wife about the exercise, she asked if I’d ever trained with live ammunition during my time in the Army, and I said I had. “What was that like?” she wanted to know. “Well, working with live ammunition flying all over the place tends to focus your thinking,” I said.

Outlookicide

June 2, 2008/1 Comment/in Business Toolkit, Communications /by Mike Figliuolo

Meetings give me a rash. A really bad one. One that not even calamine lotion can soothe. The only things worse than meetings are reports. Standard daily reports, weekly reports, hourly reports. Reports on the status of reports. If I wasn’t already insane, these things would drive me insane.

Take a look at your Outlook for this week (or if you’re a rebel, look at your Lotus Notes). How much time is spoken for already? How little time is left for you to actually get stuff done? Now take a look at your inbox. How many Excel files are in there with their thousands of rows of data that no one will look at until some SVP gets bored, opens one up and asks a random question about a data point no one has looked at in months? Even more alarming is if you have folders in your Outlook dedicated to storing each of these reports so you can quickly answer said random questions because you have the reports conveniently stored on your laptop. By the way, they’re probably also stored on a shared drive somewhere so you’ve now doubled the amount of data storage space required for this crap repository.

Fear not my friends. There is a cure.

I never want to be [sic]k

May 19, 2008/0 Comments/in Business Toolkit, Career, Communications /by Mike Figliuolo

Reading the news (or even your email) can be distressing and can drive one to the point of despondency. It can also be fun. It’s especially fun when people say or write silly stuff and the reporter has to write “[sic]” after a misspelling or stupid comments in the original transcript. “[Sic]” technically means “Thus; so. Used to indicate that a quoted passage, especially one containing an error or unconventional spelling, has been retained in its original form or written intentionally.” Said more simply, it’s a way for the author of the article to point out the person they’re quoting can’t spell quite as well as they can or to indicate the speaker speaks funny.

To be clear, I never want to be [sic]. Being [sic] means I forgot to hit the spell check button before I put something in the pubic [sic] domain (See? It can be funny!). It means I’ve been less than attentive to basic tenants [sic] of professionalism. It reflects poorly on me and really tests the patients [sic] of my readers. In some cases, it reflects a certain level of disrespect for my audience as it implies they’re not even important enough for me to spell check before presenting an idea to them. At the very least it indicates I don’t have enough spare change to buy a pocket dictionary or buy web access to get to dictionary.com.

I’m not saying I’m bettor [sic] than people who misspell things. I’m simply trying to point out that the one minute you save by not proofreading something costs you immeasurably in terms of your own personal brand equity. I saw a massage [sic] the other day where the author was exhorting people to do their diligence on companies before interviewing with them because “failing to do so can undermine your creditability [sic].” Hmmmm. I’m thinking using “creditability” instead of “credibility” undermines your credibility more than not doing your diligence, no?

Rabid Ferrets In The Corner… Give Them An Out

May 13, 2008/0 Comments/in Business Toolkit, Career, Communications /by Mike Figliuolo

Stupid stuff is going to happen. Expect it. It’s part of our complex and highly interdependent world. People will make mistakes. A lot of them. Layer on top of that some incredibly politically charged cultures (for more on that subject see “Hot Heads and Karma”) and there’s an abundance of potentially bad outcomes.

There will be times where stupid stuff will happen to you (and yes, there are times you will do stupid stuff – accept it as axiomatic). When really stupid stuff happens (known as “stoooooopid” stuff it’s so stupid), it can feel like others are conspiring against you. It can seem like a plot of Oliver Stonesque proportions. During those situations, the outcomes are mostly binary – you defuse the situation or it blows up sometimes causing irrepairable harm to your career or reputation. You may even have an urge to attack the responsible individual. Doing so can create a situation where they feel like a rabid ferret backed into a corner. When you create that dynamic, they’re most likely to attack back (and rabid ferrets can be NASTY!).

The good news is, there are ways to defuse these events simply by adopting the right mindset.

When you’re facing that little fang-baring whirling devil-spawned rodent, give them an out. Create a way for them to gracefully exit the situation without a full-on conflict. They want a fight as little as you do.