Showing posts with label questions. Show all posts
Showing posts with label questions. Show all posts

Thursday, February 1, 2024

you've got to make mistakes

No one does the leader's job flawlessly, believe me. You've got to make mistakes and learn from them. Yankees manager Joe Torree got fired three times during his career. Now he's looked upon as the icon of the game. He learned some things along the way. 

In his book, Jack: Straight from the Gut, Jack Welch freely admits he made many hiring mistakes in his early years. He made a lot of decisions from instinct. But when he was wrong, he'd say, "It's my fault." He'd ask himself why he was wrong, he'd listen to other people, he'd get more data, and he'd figure it out. And he just kept getting better and better. He also recognized that it's not useful to beat other people up when they make mistakes. To the contrary, that's the time to coach them, encourage them, and help them regain their self-confidence.



Larry Bossidy

Execution: The Discipline of Getting Things Done by Larry Bossidy & Ram Charan with Charles Burck. 2002. Crown Business, NY, NY. p. 83

Saturday, January 27, 2024

only the leader can make execution happen

An organization can execute only if the leader's heart and soul are immersed in the company. Leading is more than thinking big, or schmoozing with investors and lawmakers, although those are part of the job. The leader has to be engaged personally and deeply in the business. Execution requires a comprehensive understanding of a business, its people, and its environment. The leader is the only person in a position to achieve that understanding. And only the leader can make execution happen, through his or her deep personal involvement in the substance and even the details of execution.

The leader must be in charge of getting things done by running the three core processes - picking other leaders, setting the strategic direction, and conducting operations. These actions are the substance of execution, and leaders cannot delegate them regardless of the size of the organization.

How good would a sports team be if the coach spent all of his time in his office making deals for new players, while delegating actual coaching to an assistant? A coach is effective because he's constantly observing players individually and collectively on the field and in the locker room. That's how he gets to know his players and their capabilities, and how they get firsthand the benefit of his experience, wisdom, and expert feedback.

It's no different for a business leader. Only a leader can ask the tough questions that everyone needs to answer, then manage the process of debating the information and making the right trade-offs. And only the leader who's intimately engaged in the business can know enough to have the comprehensive view and ask the tough incisive questions. 

Only the leader can set the tone of the dialogue in the organization. Dialogue is the core of culture and the basic unit of work. How people talk to each other absolutely determines how well the organization will function. Is the dialogue stilted, politicized, fragmented, and butt-covering? Or is it candid and reality-based, raising the right questions, debating them, and finding realistic solutions? If it's the former - as it is in all too many companies - reality will never come to the surface. If it is to be the latter, the leader has to be on the playing field with his management team, practicing it consistently and forcefully. 

Specifically, the leader has to run the three core processes and has to run them with intensity and rigor. 



Larry Bossidy & Ram Charan 

Execution: The Discipline of Getting Things Done by Larry Bossidy & Ram Charan with Charles Burck. 2002. Crown Business, NY, NY. p. 24, 25

Monday, April 17, 2023

from "how high?" to "why?"


The evolution from the traditional values of control, predictability and consistency - values that made change relatively simple to implement - to the new values focused on accountability, ownership and empowerment has made the implementation of top-down business change more difficult. 

...These... employees now question and resist new change initiatives. The response of the employee has shifted from "yes, sir" to "why are we doing that?" If your employees have embraced some or all of these new values, change management is not an option for successful change, it is a requirement. 



Jeffrey M. Hiatt & Timothy J. Creasey

Tuesday, September 13, 2022

the lead to the story


Charlie O. Simms taught a journalism 101 class in Beverly Hills High School. He started the first day of the class Nora Ephron attended much the same way any journalism teacher would, by explaining the concept of a "lead." He explained that a lead contains the why, what, when, and who of the piece. It covers the essential information. Then he gave them their first assignment: write a lead to a story. 

Simms began by presenting the facts of the story: "Kenneth I. Peters, the principal of the Beverly Hills High School, announced today that the entire high school faculty will travel to Sacramento next Thursday for a colloquium in new teaching methods. Among the speakers will be anthropologist Margaret Mead. college president Dr. Robert Maynard Hutchins, and California governor Edmund 'Pat' Brown."

The students hammered away on their manual typewriters trying to keep up with the teacher's pace. Then they handed in their rapidly written leads. Each attempted to summarize the who, what, where, and why as succinctly as possible: "Margaret Mead, Maynard Hutchins, and Governor Brown will address the faculty on...", "Next Thursday, the high school faculty will..." Simms reviewed the students' leads and put them aside. 

He then informed them that they were all wrong. The lead to the story, he said, was "There will be no school Thursday."

"In that instant," Ephron recalls, "I realized that journalism was not just about regurgitating the facts but about figuring out the point. It wasn't enough to know the who, what, when, and where: you had to understand what it meant. And why it mattered." Ephron added, "He taught me something that works just as well in life as it does in journalism."



Greg McKeown

Essentialism: The Disciplined Pursuit of Less by Greg McKeown. Crown/Archetype. 2020. p.73,74

Thursday, July 22, 2021

WD > WS


Monty Williams is a man of many sayings. Some of them, like, “Well done is better than well said,” have made it onto hats. Others sneak into his answers in press conferences (“Reps remove doubt”), and still more have been relayed to Suns players so often over the past two seasons that they show up in those players’ own responses (“Preparation meets opportunity”). But there are also some staples of Williams’s lexicon that don’t count as sayings, yet may be even more indicative of how he approaches both basketball and life.

If you watched Williams’s media appearances throughout the playoffs, you found that he has no problem saying “I don’t know” in response to a difficult question; he said it 17 times during the Finals alone. You also saw that when Williams is asked something that requires perspective, he will make sure to mention how “grateful” he is or how much “gratitude” he has to be in this position—he used those words in answers 18 times during the series, including when talking about how he still gets excited when he gets fresh gear.

Six of those 18 mentions came on Tuesday night, mere minutes after Williams’s Suns had lost Game 6 of the Finals—and an NBA championship—to the Milwaukee Bucks.

“It’s a blur for me right now,” Williams said, talking about the game’s fourth quarter. “I’m just thankful that God allowed me to be in this position to be the head coach in the Finals. It hurts badly, but I’m also grateful that we had this chance to play for a championship. I’m just grateful for that part.”


Paolo Uggetti

"The Suns’ Future Is Bright, As Long As They Have Monty Williams" The Ringer. July 22, 2021

Wednesday, January 20, 2021

seeing only part of the picture

The most enduring change initiatives — those that drive real results — are based on leaders’ assumption that they are seeing only part of the picture and thus need to learn more. These leaders ask hard questions and engage in trade-offs as early as possible, talking with those who raise concerns not to gain their compliance, but to improve, refine, and pressure test the proposed change.

Maya Townsend and Elizabeth Doty

"The road to successful change is lined with trade-offs," strategy+business. November 2, 2020.

Monday, October 8, 2018

what do you think?

“What do you think?”

I ask this question a lot. My team knows that when they come to me with a question, this is likely the question I’ll come back with first. Sometimes I even preface it with, “I don’t know.” As leaders in our organizations, it’s up to us to coach colleagues and our employees through finding that answer. More often than not, when I ask this question, my team has a better answer than I do — or one that I hadn’t thought about before.

It can be a powerful technique, especially if there is no single right answer – a situation that will be familiar to anyone doing leading-edge work. But it only works in an organization that values listening.


"Listening Is an Overlooked Leadership Tool" Harvard Business Review. May 25, 2016

Wednesday, January 24, 2018

rely on your team

Important advice to any leader is to be humble enough to admit that you don't know something. Too many people come in to a leadership position saying: Well, these people gotta respect me so I better know what I'm talking about. They miss an opportunity to learn the essence of the work they're being called upon to do because they didn't ask.

As a CEO (New York Region American Red Cross), the people who report to me are like Ken Turner, who runs disasters for 26 counties. He knows his stuff. I'm not going to pretend I know more about disaster response than he does. He taught me disaster response. He's counting on me for other skills, and I'm relying on him to get the job done. (While Taravella is interim CEO in New York, Turner will fill her position, and his regional disaster oversight will be filled by Susan Pope, a disaster program manager for the Central New York chapter.)

I learn from Ken. One of the best things I ever did is say: OK, teach me this business guys. It's counter intuitive. You think you going to lose credibility by admitting you don't know something. You gain credibility. So that's a tip for anyone aspiring to leadership responsibility: Don't be afraid to ask questions.

If you want it as a bullet point: Rely on your team. If you're being asked to lead a team, then you have to believe in that team. Part of believing in that team is to trust them and to have them teach you what you don't know.



Monday, January 22, 2018

levels of listening

There are different levels of listening. Not every conversation requires the highest levels of listening, but many conversations would benefit from greater focus and listening skill. Consider which level of listening you’d like to aim for:

Level 1: The listener creates a safe environment in which difficult, complex, or emotional issues can be discussed.

Level 2: The listener clears away distractions like phones and laptops, focusing attention on the other person and making appropriate eye-contact.  (This  behavior not only affects how you are perceived as the listener; it immediately influences the listener’s own attitudes and inner feelings.  Acting the part changes how you feel inside. This in turn makes you a better listener.)

Level 3: The listener seeks to understand the substance of what the other person is saying.  They capture ideas, ask questions, and restate issues to confirm that their understanding is correct.

Level 4: The listener observes non-verbal cues, such as facial expressions, perspiration, respiration rates, gestures, posture, and numerous other subtle body language signals.  It is estimated that 80% of what we communicate comes from these signals. It sounds strange to some, but you listen with your eyes as well as your ears.

Level 5: The listener increasingly understands the other person’s emotions and feelings about the topic at hand, and identifies and acknowledges them. The listener empathizes with and validates those feelings in a supportive, nonjudgmental way.

Level 6: The listener asks questions that clarify assumptions the other person holds and helps the other person to see the issue in a new light.  This could include the listener injecting some thoughts and ideas about the topic that could be useful to the other person.  However, good listeners never highjack the conversation so that they or their issues become the subject of the discussion.

Each of the levels builds on the others; thus, if you’ve been criticized (for example) for offering solutions rather than listening, it may mean you need to attend to some of the other levels (such as clearing away distractions or empathizing) before your proffered suggestions can be appreciated.


"What Great Listeners Actually Do". Harvard Business Review. July 14, 2016.

Thursday, January 18, 2018

the best conversations were active

Good listening is much more than being silent while the other person talks. To the contrary, people perceive the best listeners to be those who periodically ask questions that promote discovery and insight. These questions gently challenge old assumptions, but do so in a constructive way. Sitting there silently nodding does not provide sure evidence that a person is listening, but asking a good question tells the speaker the listener has not only heard what was said, but that they comprehended it well enough to  want additional information. Good listening was consistently seen as a two-way dialog, rather than a one-way “speaker versus hearer” interaction. The best conversations were active.


"What Great Listeners Actually Do". Harvard Business Review. July 14, 2016.

Monday, April 25, 2016

looking for character

Wright: When you bring someone into the Spurs organization, what do you look for?

Popovich: Oh, boy. This is going to be a long interview. For us, it’s easy. We’re looking for character, but what the hell does that mean? We’re looking for people -- and I’ve said it many times -- that have gotten over themselves. And you can tell that pretty quick. You can talk to somebody for four or five minutes, and you can tell if it’s about them or if they understand that they’re just a piece of the puzzle. So we look for that.

A sense of humor is a huge thing with us. You’ve got to be able to laugh. You’ve got to be able to take a dig, give a dig, that sort of thing, and feel comfortable in your own skin that you don’t have all the answers. People who are participatory. The guys in the film room can tell me what they think of how we played last night if they want to. Sean Marks would sit in on our coaches meetings when we’re arguing about how to play the pick-and-roll or who we’re going to play or who we’re going to sit.

We need people who can handle information and not take it personally because in most of these organizations, there’s a big divide. All of the sudden, the wall goes up between management and coaching, and everybody is ready to blame back and forth. And that’s the rule, rather than the exception. It just happens, but that’s about people. It’s about finding people who have all those kinds of qualities, so we do our best to look for that, and when somebody comes, they figure it out pretty quick.


Michael C. Wright
"Gregg Popovich on Kobe Bryant: 'You can't help but just watch him'" ESPN. 2/20/2016

Tuesday, March 29, 2016

awakened leadership

Awakened leadership is reflective. When you reflect on things, you consider them from multiple angles, and think deeper about them than a superficial thought or two. Your job, position, work relationships, the industry you are involved in, the very purpose of your performance, your private or social connections, the things you say, the things you do, and those you refrain from saying and doing: reflecting on all of the above can help you understand yourself better, and make you more mindful from here onward....

Awakened leadership is the continued awareness in your thoughts, actions, and communications that: 

  1. You have to make your decisions by reflecting on your lessons learned from past experiences, but even more by reflection on your wishes for the future and the possible effects these decisions will have on that. 
  2. You should consider the perspectives of others, and keep an open mind to potentially different ideas, which as they may enrich your understanding, insight, and consequently, the directions you will choose going forward. 
  3. You should question, even doubt, established patterns and procedures, as many of them were created when times, expectations, circumstances, goals, and mindsets, were entirely different. If you find that the old patterns and procedures still suffice, you can continue with them, but if you find that there is room for improvement or drastic change, you should implement that. 
  4. You should keep in mind that, while details are important to safeguard quality in everything, you also have to keep the big picture in mind, so that you can focus on what really matters in the long run. 
  5. You should make mindful leadership your new habit. Your mind is a wonderful instrument, but it has the tendency to lead you astray at every opportunity it gets. This is the time to step up in awareness and regain control over the directions your mind moves into. 

Restore your priorities in the right order, and realize the impermanence of everything, including yourself. If you can keep yourself mindful of the fact that you want to leave this world a better place than you encountered it, you have set an important step on the path to awakened leadership.


Thursday, March 24, 2016

mapping the coast of the island of knowledge


Michael Smithson, a social scientist at Australian National University who co-taught an online course on ignorance this summer, uses this analogy: The larger the island of knowledge grows, the longer the shoreline — where knowledge meets ignorance — extends. The more we know, the more we can ask. Questions don’t give way to answers so much as the two proliferate together. Answers breed questions. Curiosity isn’t merely a static disposition but rather a passion of the mind that is ceaselessly earned and nurtured.

Mapping the coast of the island of knowledge, to continue the metaphor, requires a grasp of the psychology of ambiguity. The ever-expanding shoreline, where questions are born of answers, is terrain characterized by vague and conflicting information. The resulting state of uncertainty, psychologists have shown, intensifies our emotions: not only exhilaration and surprise, but also confusion and frustration.

The borderland between known and unknown is also where we strive against our preconceptions to acknowledge and investigate anomalous data, a struggle Thomas S. Kuhn described in his 1962 classic, “The Structure of Scientific Revolutions.” The center of the island, by contrast, is safe and comforting, which may explain why businesses struggle to stay innovative. When things go well, companies “drop out of learning mode,” Gary P. Pisano, a professor at Harvard Business School, told me. They flee uncertainty and head for the island’s interior.


"The Case for Teaching Ignorance" The New York Times. 8/24/2015

Wednesday, March 23, 2016

ignorance

In the mid-1980s, a University of Arizona surgery professor, Marlys H. Witte, proposed teaching a class entitled “Introduction to Medical and Other Ignorance.” Her idea was not well received; at one foundation, an official told her he would rather resign than support a class on ignorance.

Dr. Witte was urged to alter the name of the course, but she wouldn’t budge. Far too often, she believed, teachers fail to emphasize how much about a given topic is unknown. “Textbooks spend 8 to 10 pages on pancreatic cancer,” she said some years later, “without ever telling the student that we just don’t know very much about it.” She wanted her students to recognize the limits of knowledge and to appreciate that questions often deserve as much attention as answers. Eventually, the American Medical Association funded the class, which students would fondly remember as “Ignorance 101.”

Classes like hers remain rare, but in recent years scholars have made a convincing case that focusing on uncertainty can foster latent curiosity, while emphasizing clarity can convey a warped understanding of knowledge.

In 2006, a Columbia University neuroscientist, Stuart J. Firestein, began teaching a course on scientific ignorance after realizing, to his horror, that many of his students might have believed that we understand nearly everything about the brain. (He suspected that a 1,414-page textbook may have been culpable.)

As he argued in his 2012 book “Ignorance: How It Drives Science,” many scientific facts simply aren’t solid and immutable, but are instead destined to be vigorously challenged and revised by successive generations. Discovery is not the neat and linear process many students imagine, but usually involves, in Dr. Firestein’s phrasing, “feeling around in dark rooms, bumping into unidentifiable things, looking for barely perceptible phantoms.” By inviting scientists of various specialties to teach his students about what truly excited them — not cold hard facts but intriguing ambiguities — Dr. Firestein sought to rebalance the scales.

Presenting ignorance as less extensive than it is, knowledge as more solid and more stable, and discovery as neater also leads students to misunderstand the interplay between answers and questions.

People tend to think of not knowing as something to be wiped out or overcome, as if ignorance were simply the absence of knowledge. But answers don’t merely resolve questions; they provoke new ones.


"The Case for Teaching Ignorance" The New York Times. 8/24/2015

Monday, February 22, 2016

crucibles of leadership

[O]ne of the most reliable indicators and predictors of true leadership is an individual’s ability to find meaning in negative events and to learn from even the most trying circumstances. Put another way, the skills required to conquer adversity and emerge stronger and more committed than ever are the same ones that make for extraordinary leaders…. 

We came to call the experiences that shape leaders “crucibles,” after the vessels medieval alchemists used in their attempts to turn base metals into gold. For the leaders we interviewed, the crucible experience was a trial and a test, a point of deep self-reflection that forced them to question who they were and what mattered to them. It required them to examine their values, question their assumptions, hone their judgment. And, invariably, they emerged from the crucible stronger and more sure of themselves and their purpose—changed in some fundamental way….

So, what allow[s]… people to not only cope with these difficult situations but also learn from them? We believe that great leaders possess four essential skills, and, we were surprised to learn, these happen to be the same skills that allow a person to find meaning in what could be a debilitating experience. First is the ability to engage others in shared meaning…. Second is a distinctive and compelling voice…. Third is a sense of integrity (including a strong set of values). 

But by far the most critical skill of the four is what we call “adaptive capacity.” This is, in essence, applied creativity—an almost magical ability to transcend adversity, with all its attendant stresses, and to emerge stronger than before. It’s composed of two primary qualities: the ability to grasp context, and hardiness. The ability to grasp context implies an ability to weigh a welter of factors, ranging from how very different groups of people will interpret a gesture to being able to put a situation in perspective. Without this, leaders are utterly lost, because they cannot connect with their constituents….

It is the combination of hardiness and ability to grasp context that, above all, allows a person to not only survive an ordeal, but to learn from it, and to emerge stronger, more engaged, and more committed than ever. These attributes allow leaders to grow from their crucibles, instead of being destroyed by them—to find opportunity where others might find only despair. This is the stuff of true leadership.


"Crucibles of Leadership" Harvard Business Review. September 2002

Thursday, January 21, 2016

Why can't this be done sooner?

I’m always shocked by how many plans and action items come out of meetings without being assigned due dates. Even when dates are assigned, they’re often based on half-baked intuition about how long the task should take. Completion dates and times follow a tribal notion of the sun setting and rising, and too often “tomorrow” is the default answer.

It’s not that everything needs to be done NOW, but for items on your critical path, it’s always useful to challenge the due date. All it takes is asking the simplest question: “Why can't this be done sooner?” Asking it methodically, reliably and habitually can have a profound impact on the speed of your organization.


Dave Girouard
"Speed as a Habit." First Round Review. 7/21/2015

Wednesday, October 7, 2015

how to build trust

So how can you do this? It requires a few qualities.

  • You’re willing to get experience doing the work of your team. This doesn’t mean giving rousing speeches, putting out strongly worded press releases, or releasing polished promotional videos. This means you actually spend time with the people doing the work.
  • You honor those people by listening and responding in earnest.

When I was at Medtronic, I gowned up and saw between 700 and 1,000 procedures. I’d put on the scrubs, met with the doctor, and watched an open-heart surgery, a brain surgery, or a pacemaker implant. And that’s how I learned the business.

When I was on the board of Target Corporation, the former CEO, Bob Ulrich, explained how he walked about 14 store floors a week. He didn’t tell them he was coming. He just put on a sweatshirt, walk around, and watch the store run.

And take Dan Vasella at Novartis. He’d be down in the labs all the time with the researchers asking, “What are you working on? What are the barriers?”

Instead of being the invisible entity who spends his or her time at black tie CEO events in DC, this is a leader who delves into the real day-to-day functions of the business. And that’s the type of leader who builds trust.

To maintain that trust, you need care about your team, want to be out there with them, and love the business. You really do have to love it! I can’t stress that enough. If you don’t love it, don’t do it.


How Leaders Build Trust. Linkedin Pulse. 8/9/2015

Monday, September 21, 2015

conversation

There's no such thing as a worthless conversation, provided you know what to listen for. And questions are the breath of life for a conversation.


James Nathan Miller
Leadership Through People Skills Workbook v. 3.0t. Psychological Associates. 2012. p.3-10.

Monday, August 24, 2015

respect behaviors


10 things that make people feel disrespected:
  1. Looking at computer screens and cell phones during conversations.
  2. Outburst of anger.
  3. Cursing and slang.
  4. One sided conversations. Not listening.
  5. Wasting people’s time.
  6. Asking people to re-do work, even though clear instructions weren’t given up front.
  7. Not following up.
  8. Not showing up for meetings.
  9. Aggressiveness.
  10. Lies.
7 ways to show respect:

  1. Speak to aspirations.
  2. Talk more about strengths than weaknesses.
  3. Ask, “What do you think?”
  4. Take time to ponder suggestions.
  5. Focus on issues not personalities during disagreements.
  6. Say please and thank you.
  7. Feeling understood.
"The Leadership Behavior Most Employees Want." Leadership Freak. 8/11/2015