I attended a leadership team meeting for a company that started 15 minutes late. Half the team was there on time and the ninety minute meeting ended up taking two hours. The team laughed about it, and yet during the meeting they spent a considerable amount of time talking about waste around spending and labor costs. The leaders all scampered off talking about the meetings they were now 30 minutes late to.
In the age of lean thinking waste has become a focus. While the focus is often financial and physical waste, the waste to our organization of waiting is often overlooked. Think about the impact of waiting on your organization and the opportunity generate waste in the minds of the people around you. Ever thought this?
- John is late again, his department must still be a mess. Is he the right leader?
- Well, if the boss does not view this as important why should I?
- We can’t make a decision until she arrives – another example of her micromanaging style.
- All I can think about is being late to my 2pm stand-up with my team – I would vote for any solution now so I can leave.
- If I share my opinion it will just make this meeting longer.
- Just another reason why we should only meet once a month.
While it might seem counter intuitive, the biggest part of an effective strategy is building the discipline to meet weekly and manage all the change that is associated with a short term (90 day) goal. One reason the Entrepreneurial Operating System (EOS) focuses on starting and ending every meeting on time is to harness and focus the energy of everyone on the needs of the people and the business. Think about “start and end on time” as is not as a military leadership philosophy, but the commitment to being a team that values the person next to them above all else.
No hugs needed. Just be on time.
Before the holidays I was asked to speak to the Growth Group, a group of people working for the state of Michigan charged with helping businesses grow. They work daily on the cash, commercial, and leadership issues that keep companies from reaching their full potential. The request was simple – share your perspective and tools for developing leaders and talent in high growth organizations. Here is what I shared.
The analogy to leading is MIND THE GAP – a common phrase I first heard in London as I was using the Tube, their subway system. It is a simple reminder to watch your step, and for me it just stuck in my head AND made me constantly aware of what I needed to do next. Here are four ways leaders MIND THE GAP.
- Create the GAP – At the core of leadership is defining the preferred future for the group they lead. The simple act of planning (strategic or operational) is a way of creating the GAP. For high growth companies, I use a tool called the Entrepreneurial Operating System that, at it’s core, helps a leadership team Create the GAP.
- Create the GAP 2 – Define the WHY for the key talent you need to close the GAP. My experience in helping companies find talent has taught me that talent will come if you define your story well and help people see how the role is a critical part of what it will take to close the GAP and reach the goal. I have a tool called the Role Summary and Focus that translates the GAP created into a compelling job.
- Manage the GAP – The forgotten step. The actual work of leading and managing. The part that made one leader say to me in frustration, “I love leadership, it’s the people part that drives me crazy”. Managing the Gap is being intentional about building a team to bridge the GAP in front of you. The key steps are:
- Fill the GAP with knowledge of each other (foundation of Build TRUST).
- Build FOCUS for each person through a SUCCESS PLAN – especially the new additions to your team.
- Build TRUST through demonstrated competence.
- Owning the GAP – The last and most important piece of individual performance. The career/development plan the individual creates to guide their development and performance so they develop faster than the organization needs them to based on the defined GAP in front of them and the organization. The two key pieces are the career/development plan and the habit of frequent/formal one-on-one conversations.
Great conversations start with a question – and I appreciated getting asked How do you help leaders and companies through the key transition points tied to growth?
It all comes back to MIND THE GAP, except outside of the controlled environment of mass transit in London, the GAP changes daily.
As you look out into 2016 – What is the GAP in front of your team? In front of your role? How will you manage it successfully?
Those questions start a great conversation.
Here is the presentation – Mind the GAP – The presentation. I am always looking for professional conferences to speak, so let me know if you are going to one this year that has an audience that would benefit from this conversation.
How worried are you about finding the right people?
Lots has been written about the talent shortage recently. In a recent study my state (Michigan) actually ranked as the fourth toughest state for finding talent based on a survey of employers. As I interact with leaders the thing I hear most centers around finding people and all the data suggests that is the #1 thing on the minds of leaders. I continue to stress the importance of retaining and developing the people they have, and it is great to see that many leaders get this. They recognize the inherent value of already having someone in place that already knows their organization, products, customers, etc.
Here is the key point to keeping those people – when employees were asked what they want more of, the top answer is career development. They want an organization to invest in them. I can remember the first time I asked a group of HR professionals if all of their best people had development plans – and 80% said no. Two weeks ago I was presenting at a conference and polled the audience, and 61% of the people in the room did not have a development plan.
Two reasons why this matters to people:
- Talking about their future creates HOPE: Remember my formula about having a good day vs a bad day? Hope > Fear + Anger + Frustration + Worry + Hunger + ______ + ________? When we have a career conversation we fuel the left side of the equation and address things that exist on the right.
- Talking to them about their future means you care: When I present to leadership groups 100% of leaders say they care about their people. When I ask them if all of their people have a development plan the answer of ‘Yes’ is somewhere between 20-30%. A second shift supervisor from Murfreesboro, Tennessee once put it this way – “So Scott, what you are saying is Intentions without Actions equals Squat.” Helping people form their own future plans and providing the support they need to be more successful and enjoy their work more is huge!
A wise CEO once put it this way when it comes to engagement and talent.
Most people come to work giving 85% of what they have, and we get that as a default if we pay them and provide them with a good environment to do their job. The key to leading more effectively is to create conditions where that employee will give that extra 10-15%.
The ironic thing – not doing career plans in the 2008-2010 recession was the main problem driving down employee engagement then. This simple habit will set you apart as a leader and as an employer, regardless of the economic conditions. As a start – here are some templates that you can use to get started.
If you want to go FAST, go Alone.
If you want to go FAR, go Together.
As a leader, have you ever wondered “Why can’t people do what I tell them?” or made the statement “I will just do it myself.” I once wrote a trUTips to talk about moving past that to become a more effective and healthy person/leader. Alone in leadership is not ‘without’ people, it is more just about leveraging the talent/resources around me to just do my work in the way I want it done. From the outside, it looks more like dependence and less like a true team or relationship.
Going alone as a leader means adopting a method of leading where your ideas always trump others.
Going alone as a leader means having meetings where information is exchanged but nobody solves any problems together – after all, working alone as a leader means creating a culture where that is the norm.
Going alone means running into an invisible barrier repeatedly that serves as a cap to your business.
Alone is one way to do it, but it becomes just that – Lonely.
In a tool I use to help leaders and teams move past Alone towards really working together.
The fundamentals are simple, and yet hard.
- Start with asking the fundamental questions – “What are the roles we need to grow?” and “Who is willing, able, and capable of doing those roles?”
- The second piece is creating a vision for the next 90 days by establishing the BIG priorities for the organization – or ROCKS.
- Finally, commit to meeting weekly to connect, prioritize the work, solve problems together, and support each other in the work.
That is together, and to go FAR past where you want it is about learning to work together first (gain Traction) then defining FAR together (Strategic Plan) and learning to lead towards that point.
Leaders can go alone if they want, but that is not really leadership. Look around – which part of this quote describes your team?