Archive for the ‘ Vision ’ Category

Leadership is a Verb

lead·er·ship [lee-der-ship] noun

the position or function of a leader, a person who guides or directs a group: He managed to maintain his leadership of the party despite heavy opposition. Synonyms: administration, management, directorship, control, governorship, stewardship, hegemony.

From 1973 until 2000, one of America’s largest, and eventually global, courier delivery services, headquartered in Memphis, Tennessee, was called Federal Express. In January of 2000, Federal Express changed its name to FedEx Corporation and implemented one of the most successful re-branding campaigns in American history.

Lead!

Lead!

After the rebranding efforts took place, something even more significant than the shorter name and little arrow added between the “E” and the “X” began to evolve into a new idea. The word FedEx, became known, not just as a way to define a company, but as something you do as a critical part of your business. “I need you to FedEx me the product tomorrow.” “I’ll FedEx that to you right away.”

FedEx evolved from a being a noun into a verb!

The same thing is happening to the idea of leadership. For the past 50 years, the leadership development industry has exploded into a multi-billion dollar industry because companies around the world are realizing the competitive advantage to having a strong leadership strategy.

I recently found myself sitting in a coffee shop, having a conversation with one of the coauthors of Leadership Genius, and one of the top gurus on the topic of leadership, Dr. Drea Zigarmi.

“Leadership has been an over-used word, in which some people think of it as a person or a thing. It’s not thing. It’s action, or a series of actions you do with people.” Taking a long, slow sip of his coffee, he leaned toward me and proclaimed, “Leadership is a verb!”

When you think of the word leading, you have to consider that it means doing something. It means moving an idea, project, or a dream from one place to a higher place—through the shadows and the conflicts and into the light and consumption of meaning and purpose.

It takes action to effectively move a package from Memphis, Tennessee, to Grover’s Corner, New Hampshire, where a little boy or little girl eagerly open a package to discover something magical, something that will bring a smile to their face. Great organizations, whether it’s a global company serving millions of people or it’s the little pizza shop down on the corner, move their people from knowing what a good job looks like to doing a good job consistently, task by task, with passion and excellence.

Great organizations are dedicated to developing more than just leaders; they are dedicated to developing people who lead! Great leaders are defined by what they do, not by what they know.

About the Author:

 Jason Diamond Arnold is a leadership consultant at The Ken Blanchard Companies. He is Coauthor of Situational Self Leadership in Action a real time, real work, leaning experience that develops effective communication and collaboration skills for individuals in the workplace. He is Co Producer and Director of Stepping Up to Leadership with Scott Blanchard, at lynda.com.

What are Your Secrets to Being a Revolutionary Leader?

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How quickly things change in 10 years

Think about this: the first iPhone came out in 2007.

Technology changes so rapidly that it is incredibly difficult to keep up with the rate of change. But looking at leadership, have there been as many revolutionary changes in the last seven years as there have been in technology?

Mobile World Congress was this week in Barcelona. For those who don’t know, it’s a huge annual conference where some of the top smartphone manufacturers introduce their latest products. Though Apple was absent, Samsung announced their latest flagship phone, the Galaxy S5. Some advances from the previous version include improved battery life, updated camera, faster processor, a heart-rate monitor, and a new fingerprint scanner (a la iPhone 5s), but despite all of these, its reception has been generally lukewarm because the changes weren’t quite revolutionary.

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The response to the S5

Consumers of technology these days demand constant innovation from products. Why shouldn’t your direct reports, the consumers of your leadership, demand the same? Would you be able to keep up?

Let’s get the ball rolling on change. Are you currently doing something differently from other leaders to improve your leadership skills and/or meet the needs of your direct reports? Perhaps that thing you do is actually the game-changer that will revolutionize leadership as we know it. Share it in the comments.

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Image Credit: 1 | 2 | 3

Intentional Leadership—3 Timeless Narratives for 2014

Excellence is never an accident. It is always the result of high intention, sincere effort, and intelligent execution; it represents the wise choice of many alternatives – choice, not chance, determines your destiny.” —Aristotle

January is littered by a multitude of good intentions! That new number at the end of the Roman calendar, blindly promising to bring us prosperity and success, does often become a distant memory by the time the groundhog raises his weary head from a winter slumber. But the start of something new—a year, a friendship, a work project—can be a great opportunity to lead yourself and others to great success through three simple narratives.

High Intensions

High Intensions

High Intentions 

The giddy hope and high expectations of a new year often outpace our ability to align old habits with those new intensions. However, high intention is the heart beat of any personal or social revolution. It is woven into the tapestry of humanity, to naturally hope for higher levels of happiness and purpose in our lives. High intensions do not mean that a person who has them need be dissatisfied with the life they are living, but rather are open to challenges and disappointment as they seek meaning and purpose at work, at home, or at play.

Sincere Effort

However, the highest intentions are but a thought in the wind without sincere effort to make those intentions a reality. An athlete or an artist does not become excellent without sincere effort. Effort is easy, sincere effort is meeting of the cruelest of tasks with the same zeal for the things we love to do. Sincere effort requires us to do more than put one foot in front of the other; it requires us to take each step, each daily task, as an opportunity to align it with our highest intensions.

Success

Success

Intelligent Execution

Our highest intentions and sincerest efforts must be driven by more than just arbitrary motion or aimless daily activity. It’s one thing to have a workout scheduled on your calendar, but it’s another task to lace up the shoes and complete that workout. If you have made resolutions, or have a set of goals for yourself this year, they will ultimately be measured by the intelligence of their execution, not the height of your intensions or the sincerity of your efforts. Forming an intelligent execution strategy promotes real goal achievement. With intelligent execution, you are moving from intensions and knowing, in to action through doing.

***

Excellence at work or in life is more than a thought or an idea, it is a purpose driven effort. Make your choices wiser and more productive this year through high intentions, sincere effort, and intelligent execution of those efforts. Live the life you intend to live!

 Jason Diamond Arnold is a leadership consultant at The Ken Blanchard Companies. He is Coauthor of Situational Self Leadership in Action a real time, real work, leaning experience that develops effective communication and collaboration skills for individuals in the workplace. He is Co Producer and Director of Stepping Up to Leadership with Scott Blanchard, a lynda.com and Ken Blanchard Companies production.

Gamification and the Future of Work

of-course-people-are-controlled-by-videogames

Videogames Control

I love videogames. I mean, there’s an addictive quality to them, whether it is character progression, unlocking new content and achievements, or continuing the narrative. And it’s currently a huge trend. The recently released game Grand Theft Auto V broke several Guinness World Records, including “fastest entertainment property to gross $1 billion.” To put that in scope, “entertainment property” even includes feature-length films and music.

So what is gamification? It is taking the concepts of game design and applying them to other things. For instance, I wear a device on my wrist called the Fitbit Flex. It is essentially just a pedometer in a wristband, but the web/mobile app is where the magic happens. It displays my goals for steps and calories and my progress for each in a clean and engaging interface. The wristband even shows a series of lights to indicate how close to my goal I am. Gamifying health and fitness… who would have thought?

Word Cloud "Gamification"

Word Cloud “Gamification”

It’s even popped up in the workplace. I recently spearheaded the construction of a new intranet site for my department using WordPress, and by taking advantage of its customizability and vast number of plugins, we developed an onboarding system that uses a mix of content to take new hires on a 12-month journey, with badges rewarded at each step. I believe that learning should be fun, exciting, and engaging, and gamifying the process is one way of achieving that.

But there is something I haven’t seen discussed within the realm of gamification. There are games, such as World of Warcraft, where players willingly perform mundane tasks. They click on the same things over and over again until a cool item appears or an objective is completed. And they love to do it. They are absolutely engrossed in these activities and will happily lose sleep to continue to perform these seemingly boring tasks. Now imagine taking those clicks and placing real work beneath them so that instead of those clicks only translating into currency and experience points that are limited to the game, the clicks also produce work for the organization. Work that the employees absolutely love doing.

I want this to be the future of gamification, where work is gamified to such an extent that it stops being work and becomes an actual game. Perhaps then, there would be no need for employee engagement initiatives or training to boost productivity, because employees would be naturally driven to continue playing, and become skilled at, the game.

I Don't Have Birthdays, I Level Up

I Don’t Have Birthdays, I Level Up

When I was younger, I dreamed of playing games for a living. Perhaps when gamification reaches its full potential, this dream will come true.

From now on, if someone says I’m gaming too much, I’ll just say, “it’s informal training for future work!”

 

Sources: Guinness World Records | Gamification.org

Images: 1 | 2 | 3

Enjoy Your Work!

“Work consists of whatever a body is obliged to do. Play consists of whatever a body is not obliged to do.” —The Adventures of Tom Sawyer 

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Tomy Sawyer Whitewasing A Fence by Norman Rockwell

There are high-minded folks who are prone to speak confidently, and perhaps somewhat knowingly, about the challenges of today’s  “workplace,” as some distant plot of time and space that is in desperate need of inspiration. These gurus and generals of thought and attitude speak of a place that somewhere along the way has gotten separated from the rest of our lives.

What we have come to call “work” now seems to consist of only duties and tasks that our minds and bodies are obliged to do nearly three out of every four days of our lives, rather than a grand stage where our hearts and souls lead the dance. The mere mention of the word “work” has become synonymous with labor and toil, with survival and disengagement, with quiet desperation and the worship of weekends.

Today’s deepest leadership challenge is not finding a way to influence people and ourselves to work harder or more efficiently; rather it is to inspire and encourage meaning and joy in the tasks we set out to achieve in the service of others.

“The work that is really a man’s own work is play and not work at all,” Mark Twain noted in A Humorist’s Confession. “Cursed is the man who has found some other man’s work and cannot lose it. When we talk about the great workers of the world, we really mean the great players of the world.”

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Enjoy Your Work

The poorest paid receptionist to the highest paid executive should be challenged to cultivate the eternal, to store up treasure in others, and to ultimately rename work as pleasure—a dispensation that rewards our highest calling as human beings through the consumption of meaning, purpose, and happiness. The teacher, architect, salesperson, accountant, mechanic, engineer, copy editor, software developer, legislator, actor, pastor, poet, prince, homemaker, painter, speaker, writer, software developer, or singer, should seek the higher rewards of their daily endeavors through the enjoyment and adventure of completing what they have learned to do, have trained to do, were born to do at work.

But the ones who have subtly and silently slipped into the chorus of groans and now tread in the mental pool of toil, have in fact resigned themselves to no longer hope to do something great in their work.

“How can they when their souls are in a ferment of revolt against the employment of their hands and brains? The product of slavery, intellectual or physical, can never be great,” Twain concluded in his sober confession.

It is time to rename work as pleasure and seek to master it with as much passion and persistence as we do a good meal, a child’s laughter, or the deep and intimate connection with a friend or family member who reminds us of how precious this life is. It’s time to renew our spirits during the three out of every four days of which our minds and bodies are not obliged to “work,” but inspired to work with joy.

Jason Diamond Arnold is a Leadership Consultant at The Ken Blanchard Companies and CoAuthor of Situational Self Leadership in Action, a virtual learning experience that empowers individuals with the skills to achieve excellence at work.

Speakeasy Leadership

Seakeasy Leadership

Seakeasy Leadership

The spirit of the Roaring Twenties was marked by a cultural rebellion against classic traditions, inspiring social revolutions around the world. Everything seemed to be possible through the modern technology of automobiles, motion pictures, and radio, which all promoted ‘modernity’ to the world.

One of the most mysterious trends that came out of the Roaring Twenties was the establishment of Speakeasies—hidden sections of an establishment that were used to illegally sell alcoholic beverages and feature new artistic expressions of music, dance, and risqué behavior. To enter a speakeasy, one would need to say a password to the doorman, indicating that the person-seeking entrance was welcome by the owner or other members of the “business within the business.”

In many ways, today’s workplace resembles the spirit of the twenties, with a rapidly evolving workplace, cutting edge technology changing and shaping the culture norms of organizations around the world.

Unfortunately, one of the dangers of today’s workplace is Speakeasy Leadership—the hidden sections of an organization where only a few people in positions of power make decisions that affect the rest of the organization. The practice of exclusive leadership, rather than inclusive leadership practice is alive and well in today’s organizations. But the reality is that the old school leadership hierarchy is an ineffective novelty in a knowledge-based economy.

Outside Looking In

Outside Looking In

Today secret societies and “good ole’ boy networks” only work at your local grocery store or coffee shop as a special promotion tool. In a Knowledge base economy, where individuals are empowered through the Internet, smart phones, and social networking that empowers a variety of information and connections that naturally drive higher levels of collaboration and success.

One new workforce member expressed it this way, “I am used to being so connected to my colleagues and playing off each other in the office, via social media, and creating ideas together with high levels of synergy everyday…” The open organization, without the Speakeasy executive office on the second floor, is a robust place where individuals create new best friends instantly and in days create a strong network with everyone on the team, as well as the friends made at their last organization.

Speakeasy Leadership promotes the opposite atmosphere at work where a few gatekeepers of ideas, formulate a plan from the top of the organizational pyramid, then pass it down to the people on the frontline to try and implement—void of passion and intimacy. 
 “I feel like there is a secret group of people running the organization,” says another frustrated employee. “It’s like were sitting in a meeting, and there are two or three people sitting at the table, speaking their own language, giving each other a wink and a nod to each other when I present our teams creative solutions to our organizational challenges.”

Collaborate for Success

Collaborate for Success

Speakeasy Leadership will kill today’s knowledge based company, because today’s leadership model and workplace formula for success is one based in wide-open communication, effective collaboration, social networking, and truly empowering individuals that are encouraged take ownership in the vision—not just contribute to it. Touch the untouchable by bringing energy and productivity to work, breaking down the interior walls of Speakeasy Leadership, creating a community where people work and play together, stimulating innovation, connection, and wild success.

Jason Diamond Arnold is a Leadership Consultant and New Media Producer at The Ken Blanchard Companies. He is Coauthor of Situational Self Leadership in Action, a non-linear learning program that promotes individual empowerment and collaboration.

3 Simplistic Ways to Lead with Resilience

What determines a leader’s capacity to grow through adversity? What propels some leaders through the flames of the fire and up to the top of the organization? It is a varying quality that is built over time through experience and personal belief. Resilience is defined in the Merriam Webster dictionary as an ability to recover from or adjust easily to misfortune or change. Now why do leaders need to exemplify resiliency among their direct reports?

There has been a movement to embrace employees who are so motivated to succeed that they push the boundaries of their capabilities and fail at their tasks. Insightful leaders know that failure is a stepping stone on the path to great achievement. Being resilient through uncertainty increases the rate at which leaders guide their focus toward the next plateau.

So how do you learn to bounce back faster from the bumps in the road encountered throughout your career? Discovering your preferred coping mechanism helps but that can take some time and planning so the first step is to look at each instance as simply as possible.

Be aware of your reaction: How do you respond when something does not go as you had imagined? Do you respond with anger or sadness? Pay attention to your emotions and keep them in check. Approach a setback with an open mind and be willing to learn a new way of achieving a task.

Listen with the intent of being influenced: Listening does not only relate to hearing words. You need to listen to and observe the environment around you. Put your blinders down to see and hear what is happening in your office, your organization, and the rest of the world. You do not have to change your decision based on what you hear but at least you will have given yourself the chance to consider another point of view.

See the silver lining: Do you believe there is a lesson to be learned in every situation? If you are seeking to find the worst outcomes in a failed attempt then you will find them. Likewise, if you look for all that is beneficial to your overall cause then you will indeed find that too.

The leaders I met, whatever walk of life they were from, whatever institutions they were presiding over, always referred back to the same failure – something that happened to them that was personally difficult, even traumatic, something that made them feel that desperate sense of hitting bottom–as something they thought was almost a necessity. It’s as if at that moment the iron entered their soul; that moment created the resilience that leaders need.

-Warren Bennis

Brian Alexander is the Marketing Project Specialist with The Ken Blanchard Companies. To learn more about The Ken Blanchard Companies please visit www.kenblanchard.com

Leadership Failure

Not too long ago I was put in charge of a couple sections of soldiers who were working on some military intelligence products for an upcoming mission. Since the teams were working on separate products, I assigned myself to one team and had a Lieutenant take charge of another team. The LT had been in the army for a few years, so I had no qualms about giving the team to him. I spoke with him privately and told him that he had “full autonomy” over his team and gave him full discourse over what his team did and how they finished their products. The next morning I come into work at 7:30 fully expecting everyone to be there for unit physical training. They weren’t. When I asked the LT where his team was, he said that he told them that they could do physical training on their own and that they didn’t need to show up until 9:30am. “What? Why did you do that? We always show up at 7:30.”Leadership

So, of course, they decided to sleep in and didn’t do any physical training for the day.

And of course my team was upset that they didn’t get to sleep in and come to work at 9:30. The last thing I wanted to create was resentment across the two teams. I thought that maybe a “team building” exercise was in order, but I didn’t carry it out because I felt I would probably screw that up too.  I was upset about the whole situation, but mainly I was irritated at myself.

After looking back on the incident, here’s what I learned:

  • I never really gave him full autonomy

Here’s what I really said: You can have full autonomy unless you do something I don’t want you to do or something that I disagree with you on. What I told him he could do and what I wanted him to do were two separate things.

  • I shouldn’t have given him full autonomy

Giving full autonomy over everything is not really leadership at all. I thought I was doing the right thing by giving him autonomy, but what I should have done in that situation was to give him more direction as to what is expected and necessary. Autonomy has its place and limitations; using it correctly is when it’s the most impactful.

  • My communication was not aligned with my expectations

I was never clear on my expectations. What was standard and status quo for me was not necessarily the same for him. Talking through each other’s expectations would have been helpful for minimizing conflict and building trust.

For any further information or questions contact me at gus.jaramillo@kenblanchard.com

The End of Innovation

“Innovation is dangerous!” says Yawn Fearman, Gatekeeper of Ideas at Acme Corporation—an international consulting firm that provides executives and managers the tools and skill sets needed to maintain power and balance within organizations. “Innovation is an unruly attitude that ignites revolutions and unwillingly forces change upon the slow and steady hand of the status quo.”Death of Innovation

Fearman asserts that there several simple mindsets to avoid disruptive an inconvenient ideas within an organization:

Isolate Innovation

When a child acts up or misbehaves at home, the best discipline is to give them a Time Out and send them to their room. You don’t have to kick them out of the organization, but isolation will make them think about the real vision and values of the company in more detail. It will encourage them to align their hopes and dreams with the hierarchy of the organization who own the vision and values.

But if you do want to innovate within your organization, keep it limited to one or two departments that are led by individuals who have a degree from a prestigious school and who are in close collaboration with you as a key leader.

Just Say No

Hey, if it worked for Nancy Reagan in the mid-80s (and look how far we’ve come since then), it can work for leaders when individual contributors come up with creative and new ways to serve clients. When ideas come up from the front line, just say, “no.” You probably don’t have the resources or money to implement the ideas anyway, so no real harm can come from this approach. It’s clean and effective and eventually, people will stop coming up with their own ideas so that you can do your job—implementing your own.

Show Them Who’s Boss

When the first two strategies don’t work, flex your Position Power. You have the degree, the experience, the complex title, and the pay grade—so use them!

If employees discover that they have other avenues of power, such as personal experience, knowledge, relationships outside the organization, or a specialized ability to perform specific tasks that the executives may or may not, this could become very disruptive to an organization. Don’t shy away from the fact that you are getting paid the big bucks to drive the organization into the future—not them. You have the title and the authority to make the first and final decision.

Enjoy the Silence

Don’t allow the loud distractions of individual or collaborative innovation to drown out the brilliance of your leadership ability. You’ve earned the corner office, and you were born to lead. The future of the world depends on you—don’t leave it to chance by putting its fate hang on someone else’s wild ideas.

** The views and opinions expressed in this fictitious article do not necessarily reflect sound advice or the views and opinions of
 the author, or The Ken Blanchard Companies.

Jason Diamond Arnold is a Leadership Consultant at The Ken Blanchard Companies and Coauthor of Situational Self Leadership in Action, an asynchronous learning experience for Individual Contributors within Organizations.

Want to be productive? Stay home from work

Absenteeism (not showing up to work) is a well-documented and researched metric. However, the evil twin brother of absenteeism is presenteeism, and it’s now starting to get some more attention. Presenteeism is defined as showing up for work when one is ill, and it is literally a productivity killer. It is estimated that the costs associated with presenteeism due to poor employee health is at least 2 to 3 times greater than direct health care expenses. The total cost of presenteeism to US employers has been increasing, and estimates for current losses range from about $150 to $250 billion annually. Consequences to presenteeism can be loss of productivity, major health costs, inaccuracies on the job, and spreading of illness to name a few. We all have done it, but we should really think twice about coming into work when we are sick. However, it’s just not that simple, and there are many reasons why just can’t say no.

Presenteeism

There are many antecedents to presenteeism but here are some major reasons:

1) Our culture/manager fosters this behavior
I’m probably not the only one has been praised for being a team player and coming in when I was extremely ill. In a recent survey by the Health Enhancement Research Organization (HERO), researchers found that employees who indicated that their employer was not supportive in helping them become emotionally healthy were 320% more likely to have high presenteeism. A 2010 study by the Work Foundation found that more than 40% of employees were under pressure from managers and colleagues to come to work when ill.
2) Fear of losing your job
In research done in 2012, nearly a third of employers have reported a rise in the phenomenon of “presenteeism” in the past year. With the economy slowly turning the corner, employees are worried about losing their job or falling behind in the rat race. Dr Jill Miller, research adviser at CIPD, said, “Continuing economic uncertainty and fears over job security appears to be taking its toll on employees. We are seeing employees struggling into work to demonstrate their commitment, suggesting presenteeism can be a sign of anxiety.”
3) Pressure to perform
For some reason we equate our perception of the seriousness of the illness in direct proportion to justifying taking time off. “It’s probably just meningococcal so I should be fine; I doubt it’s contagious anyways.” Let’s leave the diagnoses to the professionals and see if we can’t rest for a little bit. In a recent conversation with an old friend he told me, “I have worked for my company for 20 years and I have never ever taken a sick day.” Well, why not? He said he had maintained the “old school” mentality of work, work, work. This never made sense to me; if you are sick, then why don’t you just stay home? Now I’m being a little hypocritical here because I have often got to work when I really was too sick to go. But the worst part about it was that he worked in a hospital!
4) Little or no sick days
Increasingly, employers have minimized the number of sick days and most of the time; we just can’t afford to miss work. Also, with the increasing amount of households turning into a dual income family, many parents are using their sick days to care for their children when they become ill instead of taking care of themselves.

There doesn’t seem to be any extreme changes on the horizon in the way employers handle presenteeism, however we owe it to ourselves to take care of our bodies and be present when we can afford to. Sometimes urgent can just wait until tomorrow.

For any further information or questions contact me at gus.jaramillo@kenblanchard.com

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