Category Archives: Leadership

How Do You Raise the Bar on Personal Performance? Five Suggestions

Situation: A CEO is constantly striving to increase her skills, both personal and professional. She has sought and participated in a number of workshops to facilitate ongoing improvement. Some have been helpful but others less so. What have others done to sharpen their professional skills? What about their personal skills – the human side? How do you raise the bar on personal performance?

Advice from the CEOs:

  • Focus on improving and sharpening your strengths, not on overcoming or improving areas that are not so strong. Look for ways that existing strengths complement each other and build on these combinations. This will naturally yield two benefits: raising performance and bringing greater satisfaction.
  • Create personal objectives that will help to sharpen existing strengths.
  • Conversely, develop workarounds for those areas which are not as strong. Look for talents among the others within the company that address the areas which are not as strong. Have them assist in work pertaining to these areas. They will enjoy this work because it complements their strengths, and you and the company will gain the desired results.
  • Take time to reflect and to recharge the batteries. Check current objectives and assure that these objectives compliment your long-term goals. Assure that you are focusing on the right priorities for YOU.
  • Find a mentor – in or outside of your industry. This will be an individual with experience who can provide you with guidance and clarity as you address both day-to-day and long-term challenges.

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How Do You Position Yourself as the New Leader? Five Points

Situation: A medium-sized company has just been acquired. A long-term employee has been named CEO of the entity. During his tenure with the company, he has established solid relationships within the company and is well-respected. He understands that he is no longer a co-worker but is now CEO. How does he best position himself to both employees and to the acquirer? How do you position yourself as the new leader?

Advice from the CEOs:

  • Proactively engage the team in a dialogue about the direction and potential of the company. Focus comments on the positive and the potential of the firm and the combined entity. The acquirer is bringing a new sense of excitement and energy to the firm. They will be looking for key leaders who share their excitement.
  • Market yourself to the new owners.
    • Develop a list of hopes, desires, and needs.
    • Dialogue with the acquirers and learn their hopes and dreams for the combined entity.
    • Look for synergies between your and their hopes and desires. Create your own marketing campaign around these synergies.
    • Position yourself an essential member of their transition team.
  • Select a mentor from the acquirer. Actively seek out their advice and guidance. Use them as a sounding board as you develop your campaign as new CEO.
    • The new organization is now just a plan and may be very flexible.
    • Ask acquirers about the model that they see. What are their key objectives for the first year? What niche do they wish to fill buy acquiring the company? As the key liaison between the company and acquirer bring value to the transaction.
    • When speaking to them, listen for their questions of how they see you fitting into the organization. This will present an opportunity to define your role by addressing their key needs during and after the transition.
  • The same suggestions apply to an individual receiving a promotion within the same company.

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How Do You Hold People Accountable? Four Suggestions

Situation: A new CEO of a small company finds it difficult to hold people accountable. To her, delivering criticism feels like delivering “bad news.” This makes her feel uncomfortable, so she hesitates and often takes care of tasks herself. This cuts into her planning and strategy time. How do you hold people accountable?

Advice from the CEOs:

  • This may be a question of semantics and the view of the task.
    • From a big picture standpoint, real bad news is saying “you’re fired!” By comparison, providing input to correct behavior or results is minor. Consider it coaching instead of bad news.
    • Consider the other person. Constructive feedback is positive. It communicates care about them as a person and their future within the company. It expresses a desire that they do well, and that the CEO is willing to take the time to help them.
  • The CEO’s job is to captain the ship that the team serves. When the CEO “does it herself” instead of providing coaching to others, she has abandoned the wheel. It also suggests that others aren’t up to the job.
  • Step back and look at the CEO’s big picture.
    • Nobody expects immediate perfection. The CEO position was offered because others judged the person as ready for it. They know from experience that learning management takes time.
    • However, they also know that becoming CEO requires giving up past responsibilities. The job is to coach others to perform to company standards.
  • What immediate steps can be taken?
    • Prioritize management time over task time.
    • When a team member’s work needs correction, do this with them. Show them how to correct the work. Coach them to the proper standards. Assure that they are clear on why and how to complete the work.
    • This is a double win – getting the job done in less time (for the CEO) and helping the team member to complete the work correctly the next time.
    • The CEO’s position is not as a resource. The role is to develop resources. This is the new value to the firm, the justification for the CEO’s salary, and the key to future success.

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How Many Direct Reports is Too Many? Five Thoughts

Situation: A young company has been growing rapidly but hasn’t been growing its infrastructure to support its growth. The CEO now has fifteen direct reports. Things are getting hectic and the CEO wonders whether it’s time to make a change. How many direct reports is too many?

Advice from the CEOs:

  • It is generally accepted that the largest number of direct reports that an individual can successfully manage is ten. Beyond this and even at this number, if the reports require significant supervision it is difficult to meet the needs of the individuals and to effectively direct their multiple activities.
  • The maximum number of individuals that you can manage depends upon what you are managing.
    • If the individuals are very independent, then perhaps ten can be managed.
    • If the individuals require any significant levels of supervision and/or training, the number goes down rapidly.
  • This is both a challenge and an opportunity. The challenge is determining the right number of reports for the CEO to manage. The benefit is the opportunity to start building a management team.
  • The benefit will be that by adding managers reporting to the CEO, there is the opportunity to train individuals who can take on additional managerial responsibilities in the future. As the company continues to expand this will become critical to future growth.
  • Another benefit is the ability to divide responsibilities among the teams.
    • For example, one team becomes the sales team, a second the Client Services team, and a third becomes the back-office operations team.
    • As the company expands, there is the opportunity to add additional subgroups to the sales and client service teams. simultaneously serviced by the existing back-office operations team.

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How Do You Strike a Healthy Work/Life Balance? Three Points

Situation: A CEO fills nearly every minute of the day with activities. All these meaningful to him and the company, and he enjoys the contribution that he is making. However, he fears that he is beginning to burn out. Is burning the candle at both ends doing harm or creating the legend? How do you strike a healthy work/life balance?

Advice from the CEOs:

  • We are best at what makes us happy. We are the only individuals who can really monitor our activities, so we must set both our own priorities and the metrics.
  • The priority is a positive, healthy lifestyle. What may be getting in the way?
    • Getting enough sleep. Medical studies indicate that while some people can get along on 6 hours of sleep per night, most need 7-8. Those who get less than 6 hours on a regular basis are taxing their bodies as well as their psyches. Are you are not getting enough sleep to sustain your current level of activity? Is the recovery time from strenuous activity increasing? If so, your body is telling you something!
    • Quality time with significant others. Are you spending enough quality time with your spouse and children? On a regular basis, not on a once-per-week evening out. Is your family receiving the time and attention that they need, or are they sending signals that they need more? Given the importance of these relationships, not just now but looking out 10-20 years, perhaps it is necessary to reallocate proprieties.
  • Create monitors to assure that you are not over committing and that you are giving sufficient time to rest and your family. After all, this is a marathon. You don’t want to burn out in the first mile!

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How Do You Motivate the Team to Act Proactively? Four Thoughts

Situation: A company has developed a good team to support its projects. They work together well and demonstrate good work habits. However, the CEO wants to improve communications between team members, and also between herself and team members. When challenges arise, she wants to hear about them proactively, on a timely basis and with recommended solutions. How do you motivate the team to act proactively?

Advice from the CEOs:

  • Is this just a question of communication within the team, or is there also concern with communication beyond the team?
    • There are two long-term employees who consistently demonstrate a poor work ethic; however, due their seniority and relationships with the Foreman, this is tolerated.
  • What steps should be taken to deal with this situation?
    • The Foreman reports directly to the CEO. The proper way to deal with this is to develop a solution that serves the interests of the company.
    • The company lives and breathes on customer satisfaction. If any worker shows a pattern of substandard work, this negatively impacts both the image and the value of the company.
  • Clear and fair standards and expectations are critical:
    • Establish a policy that workers are responsible for assuring that work meets standards before completing a job.
    • Establish a list of specific standards for work, and job checklists to assure that work is complete and meets standards. Spot check to assure that the work and checklists meet standards.
    • If a supervisor finds work performed below standard this will result in a warning to the worker. If the worker continues to perform substandard work, this becomes grounds for termination.
    • If a worker misrepresents the quality of work performed on a final project checklist, this is grounds for immediate termination.
    • Ask key managers and supervisors for input on the policy. This is not a democratic process, but others should be given an opportunity for input.
    • Post the policy and provide all employees with a copy. Communicate the policy openly both verbally and in writing.
  • Meet informally and frequently with the team to deepen relationships with them and between each other.

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How Do You Restore a Strong Team? Five Points

Situation: A CEO is looking at his company following the pandemic slowdown. Employees have returned but much of the energy that was there before the pandemic has dissipated. Employees seem to be looking for guidance and inspiration. How do you restore a strong team?

Advice from the CEOs:

  • There are many options for team building activities. There have been some excellent TV shows like Monster Garage and American Chopper that address these. Though these series are no longer aired, episodes can be downloaded. These feature some very effective methods of building team camaraderie and energy.
  • One company regularly conducts team building activities:
    • Taking the crew to the new movie openings of epic movies that are best seen on the big screen.
    • Go-Cart racing.
    • This is done during working hours, and the employees appreciate both the effort of the company, and the fact that they are not asked to do this after hours.
  • While team building functions are an essential part of building and maintaining company culture, they are only part of the task of building a strong team. The group considered conditions that they had previously experienced that harmed morale and even prompted some employees to leave:
    • Lack of advancement or any clear path to advancement,
    • Ambiguity in roles and expectations,
    • Salary and advancement caps,
    • Poor managers, and
    • Lack of consistent or clear feedback on performance.
  • Looking at this list, the converse represent the things that are needed to build a strong retention culture and strong teams:
    • Clear expectations of employees in terms of performance,
    • Clear and public tracks for advancement in job and salary increases,
    • Frequent and consistent feedback on performance – both positive and as necessary corrective feedback – but always with considerate and constructive delivery,
    • Well-trained managers.
  • These factors parallel the findings of the Gallup Organization in their investigation of factors contributing to high levels of employee engagement and profitable growth.

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What are Appropriate Social Interactions at Work? Three Thoughts

Situation: A first-time CEO is curious about the experience of others regarding social or personal interactions with employees at work. At previous companies, outside of company picnics or similar events there was little interaction between top staff and employees. Do others observe similar practices? What are appropriate guidelines for social interactions at work?

Advice from the CEOs:

  • Consider the following cases:
    • Case 1 – even though individuals may be friends outside of work, they often do not engage as “friends” at work. There is a different role structure at work.
    • Case 2 – if, based on history, a CEO and employee have had a close relationship outside of work, the CEO should not show favoritism toward this individual at work. It is important to preserve a veil of trust with the other employees; apparent favoritism will disrupt this.
    • Case 3 – a CEO may have lunch with employees, to build relationships and keep tabs on the company atmosphere, but other social activity outside of work should be handled cautiously.
  • There is a natural distance between any employee and those individuals who evaluate or review them or decide on promotions. The individuals have a power over the employee that prevents them from approaching each other as true peers.
    • Because of this natural barrier, it is inappropriate to force social or personal interactions. The best option is to make sure that the employees know that the boss cares about them, has their interests in mind, and shows an interest in them and their families.
    • It is important to take advantage of opportunities to demonstrate to employees that the CEO is interested in them.
  • The situation is different between managers and their teams. Teams function on the basis of relationships and trust. If the CEO is invited, it is appropriate to attend team or department functions. Observe and learn from these interactions with the others. Most of all, listen actively, and patiently allow the interactions to mature. Don’t force things.

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How Do You Continually Raise the Bar on Personal Performance? Five Points

Situation: A CEO is continually focusing on company performance to improve results and efficiency. At the same time, she wants to assure that she is always raising the bar on her own performance as an example to both management and employees. What advice do you have for this CEO? How do you continually raise the bar on personal performance?

Advice from the CEOs:

  • Take a lesson from Marcus Buckingham’s book – Now Discover Your Strengths. The Gallup Organization is a leader in social science research on performance. Rule #1 is to focus on improving and sharpening strengths, not on overcoming or improving areas that are not so strong.
    • Look for ways that your strengths complement each other and build on these combinations. This will naturally raise performance and will also bring greater satisfaction.
  • Build personal objectives that will help to sharpen your strengths.
  • Conversely, develop work-arounds for those areas which are not as strong. Look for talent among the others in the organization that address areas where you are not as strong.
    • Have them assist you in work pertaining to these areas.
    • They will enjoy this work because it complements their strengths, and the company will gain the results that are needed. It also allows them to excel in areas where they are the strongest.
  • Take time to reflect and to recharge your batteries. Check your direction and make sure that you are heading in a direction that compliments your long-term goals.
    • Make sure that you are focusing on the right priorities for YOU.
  • Find a mentor – in or outside of your industry. Someone with experience who can provide you with guidance and clarity as you address both day-to-day and long-term challenges.

How Do you Position Yourself as the New Leader? Six Points

Situation: A new CEO has just taken over at a well-developed medium-sized company? He will be a first-time CEO. The principal concern is how to introduce himself to the staff and customers. He believes that first impressions are critical and wants to get off on the right foot. How so you position yourself as the new leader?

Advice from the CEOs:

  • Proactively engage both staff and customers in a dialogue about the direction and potential of the company. Focus comments on positive opportunities. Demonstrate a fresh sense of excitement and energy. Both staff and customers will be looking for a leader who shares their excitement. Demonstrate good listening skills.
  • There are a number of good books on leadership. Look for a title and theme that is appealing. An important point is the need to “market” yourself to both staff and customers.
    • Develop a list of hopes, desires and needs for the company. Add to this list based on what is heard from staff and customers.
    • Look for synergies between your and their hopes and desires. Create a “launch campaign” around these synergies.
    • This will position you as both an essential member of their team, and as a leader that others will want to follow.
  • Find a mentor. One who has deep experience with the role of “new Leader”. Seek their advice and counsel. Use them as a sounding board while developing a campaign for “Operation New Leader”.
  • Remember that both the company and the new vision are just plans and may require flexibility.
  • Ask others – particularly mentor and staff:
    • What is the model that they see? What are the key objectives that the company should accomplish during the first year?
    • What niche do they see the company aspiring to fill? From this may come insights into underdeveloped opportunities that the predecessor failed to leverage. Also, an opportunity to gain key allies within the company.
    • Focus discussions on what will bring increased value to the company.
  • While speaking to others, listen for their questions about the role of the Leader. This will present an opportunity to define the Leader role by addressing their needs as you transition into the new position.

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