Category Archives: Leadership

Goodbye Office Hello Metrics, Tracking & Accountability

Leadership, Management, Technology

In his recent post Goodbye to the office, Seth Godin list a lot of good reasons for working virtually, remotely, or whatever you want to call that. He summarizes:

“If we were starting this whole office thing today, it’s inconceivable we’d pay the rent/time/commuting cost to get what we get. I think in ten years the TV show ‘the Office’ will be seen as a quaint antique.

When you need to have a meeting, have a meeting. When you need to collaborate, collaborate. The rest of the time, do the work, wherever you like.”

One thing he doesn’t mention there is accountability. Traditionally people were accountable for physical presence: butts in seats (and pardon the expression).  I’m not in favor of that old-fashioned metric. Technology gives us a lot of options. And meanwhile  we suffer the ills of commuting, overcrowding, energy use, and all the rest.

However, as old-style accountability fades, we need new management, with planning, tracking, and metrics. Not just people in seats, people in workstations, or people at desks. People getting things done.

(Image: Monkey Business Images/Shutterstock)

Real Leaders Know What They Don’t Know

Advice, Leadership, Management, , ,

I’m afraid this might be a theme. I posted In Praise of Not Knowing here April 30, an ode to the value of respecting uncertainty. I suggested there that not knowing is a sign of intelligence. I’ve caught it a couple of times since in the context of leadership. Leaders know what they don’t know.

Bob Sutton recently posted his 12 Things Good Bosses Believe on one of the Harvard Business Review sites. Here are two points in his 12 that go straight to that point.

  • I aim to fight as if I am right, and listen as if I am wrong — and to teach my people to do the same thing.
  • One of the best tests of my leadership — and my organization — is “what happens after people make a mistake.”

Several months before that, also on a Harvard Blog, Bill Taylor posted Real Business Geniuses Don’t Pretend To Know Everything. Consider this:

In simpler times, fierce personal confidence, a sense of infallibility as a leader, might have been a calling card of success. Today it is a warning sign of failure, whether from bad judgment, low morale among disillusioned colleagues, or sheer burnout from the pressures of always having to be right.

I particularly like that last phrase: “the pressure of always having to be right.” That’s a hard path to take.

(Image: cowpland/shutterstock)

The Secret to Gen Y Top Performers

Advice, Leadership, Management

The man looked about late thirties or so, the young woman with him early twenties, both well dressed, and acting like family, brother and sister, or niece and uncle, rather than a couple. They were both well equipped with fancy phones, laptops, and the like.

I didn’t mean to listen to their conversation. I couldn’t help it. They stood near me on the train-like transport from the gates to the baggage claim at Washington Dulles airport.

He: “So how do you like the new job?”

She: “I like it a lot. I’m really glad I switched.

He: “Why?”

She: “They care what I think.”

And that, in a nutshell, is why I like working with the Gen Y youngsters. Maybe I have a natural affinity to the Gen Y group because I’m 62 and there’s a jumping-generations phenomenon going on. Could be. Whatever it is, I find these ambitious, impatient, amazingly entitled early-20-something people a kick to work with. As in fun.

And, after all, “they care what I think” is a good thing to want in a job. She didn’t say the salary, perks, or whatever; she wanted to matter.

5 Ways to Tell You’re Too Corporate for Entrepreneurship

Business Mistakes, Leadership, Management, , , , ,

I was reading Should We Worry About Older Entrepreneurs? from Small Business Trends the other day when I stumbled upon this intriguing quote:

Field also worries that entrepreneurship might not be right for older Americans because these folks have spent too much time in the corporate world.

corporate towersHmmm … a bit of a generalization, no?

In honor of that thought, with a tip of the hat to comedian Jeff Foxworthy’s “you might be a redneck” routine, here’s my list of ways (none of them age related) you can tell that you just might be too corporate:

  1. If, when you see $850 or $1,450 in the budget, you assume that means $850,000 and $1.45 million (you ask: the numbers are in thousands, right?), then you might be too corporate for entrepreneurship.
  2. If every time you encounter something that has to be done, you look immediately for staff people to assign it to, then you might be too corporate for entrepreneurship.
  3. If you measure yourself and everybody else by office or cubicle size and layout, then you might be too corporate for entrepreneurship.
  4. If problems are to be ducked, and monkeys to be passed on to somebody else, then you might be too corporate for entrepreneurship.
  5. If having a reason why not is the same as getting something done, then you might be too corporate for entrepreneurship.

But just age? Age might make a person too old, but not too corporate.

(Image: Fisherss/Shutterstock)

Humility, Leadership, and Self Promotion, Oh My

Advice, Leadership, Reflections, , , , , , , , ,

What happens if you make light of your achievements, shun the spotlight, and pass the microphone on to the next person in line? Will this stunt your career growth?

microphoneI’ve worried about this for years. I used to deal with a guy who did very well as a professional expert, while knowing not much more than what he’d read the in a trade journal or two the night before a presentation. That never bothered him. And he did very well. And it kind of bothered me.

And then we have the new world order of personal branding, led by experts like Dan Schawbel, Jonathan Fields, Pam Slim, Guy Kawasaki, Seth Godin, John Jantsch, and many others.  Dan is the leading expert as defined by Google. Those others are great personal brands, acknowledged experts. What does personal branding say about humility? Can you get there with humility? (hint: some do, some don’t.)

I’d like to think that the world rewards people who let others tell their achievements. But does it?  Can someone who doesn’t love the spotlight be a leader?  A leader is defined by followers. What if you never take credit and stick in the background? Will your would-be followers ever find you? Will they give you credit?

I was happy to see this note included in Startup lessons learned from Warren Buffett published on VentureBeat over the weekend:

Like self-deprecation, humor has a disarming effect.

In context that’s more about humor than self deprecation, but the quote itself, coming from Warren Buffett, has some power. Right?

I also like Humility as a Leadership Trait by John Baldoni at HarvardBusiness.org. He writes:

A sense of humility is essential to leadership because it authenticates a person’s humanity. We humans are frail creatures; we have our faults. Recognizing what we do well, as well as what we do not do so well, is vital to self-awareness and paramount to humility.

He goes on, in that post, to list ways to demonstrate humility in the workplace. Temper authority, look to promote others, acknowledge what others do.

And yet, much as I like this idea, I think it has to be tempered with reality. People are busy. People need to be told what they think. If you don’t take credit, somebody else will. Baldoni says:

Can you be too humble in the workplace? Yes. If you fail to put yourself, or more importantly your ideas, forward, you will be overlooked. Chances for promotion will evaporate, but worse you will not give anyone a reason to believe in you. All of us need not lead others, but those who do seek to influence, to change, to guide, and to lead their organizations, need to find ways to get noticed. Again humility comes to the rescue. That is, if you celebrate team first, self second, people will notice what you and your team have achieved.

Damn: paradox. Lack of a general rule. All of it case by case. And maybe, just maybe, there’s a conclusion there about doing the right things in moderation. What do you think?

(Image: Marie C. Fields/Shutterstock)