Targeting the Millennials

I've been impressed by several leader development statistics lately regarding junior leaders.  The first one I shared with you several weeks ago.  Harvard Business Review (HBR.org) reported that while managers usually gained their first leadership position at age 30, it wasn't until age 42 that they received their first real leadership training.  That is a pretty ugly 12 year gap!  What goes on in those 12 years?  Mostly learning on the job; a lot of experimentation; and numerous instances of lost talent because no one wants to work for a person who is experimenting with leadership.  The cost of that 12 year gap is pretty high -- lower productivity, decreased efficiency, and higher attrition.

The second statistic I saw this week came from Inc Magazine (Inc.com), in which they referenced the 2012 HR BEAT asking what people most want from employers.  The number one answer for "Millennials (less than age 32)?"  Training.  40% of young respondents to this survey wanted an investment in their development.  While other demographics wanted more money, promotions, or reduced/flexible hours, these young people wanted to be developed.

The last statistics come from Bersin & Associates, a leading Human Resources research and advisory services firm.  Among their findings on leader development, I was struck by the following:

-- Companies that excel in leader development spend 60% more per person than less sophisticated companies, resulting in TWENTY TIMES greater employee retention.
-- The average annual investment in high performers, those who really drive the success of the company, was $7,100.

So put all of this together.  We have a common problem in the training and development of our young leaders.  They are clearly the future.  Yet, we abandon them until they get to middle-management.  Then, I guess, we try to fix them.  If they've bothered to even stay that long!

While the stereotypical view of millennials is often that they lack focus, are self-centered, and glued to social media, what they really want is to improve.  We can't expect them to advance into the 12-year leadership gap and still stick around.  They won't.  They will go to the companies with the $7,100 annual investment in high performers (and 20X lower retention).  They will go where they have opportunities to grow, develop, learn new skills, and demonstrate that their generation is ready to do great things.

So, take a look at your investment in those junior to mid-grade leaders and your young high performers.  Is it time to lock them in and make them part of your succession planning?  Might it be time to trade the small investment in leader development for the sort of results (higher retention, better performance) that quality companies see?  Short-sited leaders worry about these costs as being too high.  Mature leaders with long-term views recognize that they can't afford NOT to make these investments.  That's Leader Business.

Here's how I can help.  In 2013, I will be doing a number of intense, 3-day leadership workshops (Boot Camps) targeted toward junior and mid-grade leaders and high performers.  These workshops will be held in Los Angeles, Irvine, San Diego, and Ontario.  Contact me and let's discuss how "Academy Leadership" programs can help you close that 12-year gap and provide the sort of skills and tools that millennials, junior and mid-grade managers, and high performers desperately crave!  Dates for upcoming workshops in Southern California can be found on the Academy Leadership website.

No More OJT

Can we all agree that On the Job Training (OJT) is not the preferred solution for developing leaders?  Unfortunately, this is most often the case.  Harvard Business Review has a good article (We Wait Too Long to Train Our Leaders) that suggests that while the average age of a person in their leadership training database is 42, the average age of supervisors in those same companies is 33.  In essence, the data suggests that people are in supervisory positions on average for 9 years before their first leadership training.

That means, for better or for worse (and usually the latter), people are getting their entry into leadership without any formal leadership training and learning whatever they can -- on the job.  The results are what we see in our leaders today -- challenged to grow on the job while trying to figure out on the fly how to lead and develop others.  It's a difficult task, no matter the relative strengths of the new leader.

There is another way.  Consider the following foundational elements for your leader development program:

1.  Train people for their next job today.  This is the Army way.  We train a young enlisted man on the duties and responsibilities of a Non-Commissioned Officer before he makes the rank of Sergeant.  I got training before each new command and before each new rank.  I spent 4 years at the Military Academy before leading my first platoon.  Even after graduation, I still went to my basic training course for another 4 months before getting my first real leadership position.  Let's commit to changing the leader development paradigm and get people the training they need before they move to a new position.  OJT should complement the training.  People need the skills and tools for a new leadership position prior to the assignment. 

2.  Make leader development a walnut.  I'm sure you are all familiar with the "walnuts & rice" exercise.  Fill a jar with rice (the day to day issues and activities) and the walnuts (our priorities) won't fit.  Fill the jar with the walnuts first, and the rice will fit nicely in the remaining space.  Leader development must be a walnut.  We can't allow temporary pressures like budgets or the various urgent matters of the day to allow us to drop critical things leader development.  For those who suggest they are cutting leader development to save the company, I would submit that you are not likely to be able to retain either your good talent -- or the company you hope to save!  Unfortunately, this is one of those bad habits that are hard to break.  Once you start cutting the walnuts, it is hard to fit them in later.  Make leader development a priority.  Make it your priority for your team.  Be personally invested in what you are doing to grow and develop the next generation of leaders. 

3.  Invest in people 2 levels below you.  The best military leaders with whom I have served always made it a priority to spend time with, evaluate, and mentor those leaders TWO levels below their own.  It is not that the level directly below them didn't need the same.  But, much as the HBR article linked above suggests, it is the younger leaders who really need the investment.  It is not as if the level directly below is lacking for attention.  They get it every day.  Rather, the deliberate investment from military leaders is on those down 2 levels, giving them the sort of education they need for their next job (see point #1 above).

4.  Augment training investments with feedback.  We can't leave leadership training solely to trainers and HR people.  This is a leadership priority.  The feedback we provide subordinates must be a consistent mix of both technical and leadership competence.  If subordinates only hear from us about execution and technical performance, be sure this is where they will put their energies.  If they know that they are being evaluated on how they are growing and developing others, how they are performing strategically, they will respond accordingly.  Sit down with your teammates and just talk about leadership. 

This is not to suggest that OJT is not of any value in developing leaders.  Nothing works like real practice.  But, if our young leaders are practicing that for which they have no solid underpinnings, they will have no real basis for success.  The results speak for themselves.  We can do better!  That's...Leader Business!

P.S.  For my Southern California friends, drop me a note if you are interested in what you can do to invest in some of your leaders.  I have a guaranteed solution! 

Setting Sail to Greatness

I really hurt my back last week. Believe it or not, I injured it while participating in a little yoga stretching. “YOGA?” you ask. Yep. One of those lay on your back, knees stretch to one side, head and arms to the other. I’m sure there is a name for that position. Oh…I have a name for it alright: the BACK ACHE.

But it was my fault. I wasn’t ready. I don’t have the experience in Yoga to know my limits. I joined the class in progress after the rest of the group was well lubed and I…was my normal, inflexible self. I wasn’t ready.

Which brings me to young Abby Sunderland. You heard her story -- the little 16 year old from Thousand Oaks, California who attempted to sail solo around the world. She ran into trouble in the Indian Ocean and had to be rescued. The 30-foot swells of the Indian Ocean apparently got the best of her. In my opinion, she wasn’t ready either. Most 16 year-olds are not.

I acknowledge there are two ways to look at this situation. On the one hand, we can applaud the bold risk-taking of a person so young. She did make it roughly half way on that amazing journey. I cannot imagine the nerve it must take to be all alone on those waters, to stare into the dark of night and not be afraid. That is true courage, something we might all look within and see how we measure up. I know I couldn’t do it.

But I take the position that she was too young and lacked the necessary experience to tackle this challenge. My assumption is that she never had to deal with the sorts of conditions that eventually got the best of her. She was not prepared to handle the multitude of worst-case scenarios that one could envision for an around-the-world trip. How could she? She’s only 16! She wasn’t ready. She lacked the education, experience, and training that it takes to confidently embark on such a journey.

We see the same thing in so many leadership settings and business case studies today. Young, hard charging warriors get in way over their head, take on too much risk, over-estimate their ability to deal with crisis, and get too far out on the ledge. It would all be good and make for great case studies if it weren’t for the fact that they take too many people, jobs, and once promising companies with them. Like the young Abby Sunderland, they aren’t ready.

Young people today are hungry. They want to be the CEO now. Good for them. But, like responsible parents, we have to make them ready for increased responsibility. We have to ensure they can handle the job. We need to give them the skills and tools that increase their muscle density such that they can eventually reach for the heights which they seek. We need to encourage them to keep growing, to keep pursuing increasingly higher goals. But we should do so with an understanding of their strengths, weaknesses, and limitations. Prepare them to be bold but have the courage to say, “No…you’re not ready.”

Leaders are responsible for preparing people to accomplish their mission. It is such an important responsibility that I made it Part II in my soon to be published book (yea!). We have to provide our teammates the resources they need to be adequately prepared, especially training. We have to equip them with the decision-making that only comes from multiple repetitions of making decisions. That’s MULTIPLE…as in A LOT! We have to increase their duties and tasks consistent with their demonstrated capacity. Have them sail across one ocean and back before tackling the globe. Practice dealing with smaller crises before getting into life and death situations. It’s our job to give them feedback such that they know when they are ready…and when they are not.

Maybe I’m wrong. Maybe some of you will comment that she was doing what we need more of in life – bold, audacious risk takers. Perhaps your opinion is that we should focus more on the fact that she tried than that she failed. Maybe little Abby was ready, some of you might say, and she simply had some bad luck. But if you accept the definition of luck as “the intersection of opportunity and preparation,” then perhaps you might agree with me that she wasn’t prepared. And her leaders (in this case, her parents) weren’t there to tell her “NO” – or better still, “NOT YET!”

Like I was in that yoga class, young Abby stretched perhaps just a little further than she was capable of. I’m glad she is okay. And me…I’m going to the doctor on Wednesday. He’ll tell me – I wasn’t ready. Not yet. That’s Leader Business.

Leadership Carnival

Dan McCarthy (Great Leadership) has posted another collection of inspirational leadership advice and opinions. He was kind enough to include my discussion of leader development and "Building the Bench" in his most recent Leadership Development Carnival.

I have found this to be a veritable potpourri (oh yeah...I love that phrase!) of leadership topics and hope you will give it a look. Great stuff, all of which fits nicely in the "Leader Business" toolbox!

Building the Bench

Author Jim Collins (Built to Last, Good to Great) spoke of the importance of building the bench, ensuring that the depth of the team can sustain its performance over time. Teams that are truly built to last have depth at the top, in the middle, and at the bottom. This truly is a leadership imperative -- to ensure that members of any team have the skills and tools to enable success, now and in the future.

For my team, this means focusing on our new hires. Yes, I am in the enviable position, like many federal agencies, of bringing in new talent. This year, we have added nearly 40 recent college graduates to the team. What better time to build our depth than when we have so much work to do and so many exciting projects on which these new, very talented people, can learn their craft.

I have tried to stay very involved with this great crop of interns. I spoke to them recently about my expectations. I have been personally engaged in the recruitment and the placement of each of them in the organization. I have tried to meet with all of them, learn their story, understand their goals in joining our team. Finally, I took them on a "road trip" across the organization, showing them who we are, what we do, and what they could expect in a career with us. I wanted them to connect with our mission and with each other. (The picture above was of the group at one of our projects)

Mission accomplished! The trip was hugely successful. I told these young people many times that I wanted them to stay with us...for the rest of their lives! This trip will be a memory that they will reference for the rest of their careers as they advance from the bottom...to the middle...to the top of our organization! They left the trip tired, inspired, and...glad they were hired. And many of them just may stay...for the rest of their lives!

Now, I understand that many are not in the position to add to their team. But the requirement to build the bench, to invest in newcomers, to ensure the viability of the team and its mission, is important to every leader. What are you doing to add to the skills and tools of your new employees? How are you helping them want to stay with you? How are you ensuring that the newest members of the team feel connected and know that they are still being developed? How are you building your bench?

You see, when the economy picks up, people are going to start moving again. Unless you have taken measures to retain them now. Some call it "building the bench." I call it...Leader Business!

Rangers Lead The Way III

I have been using these pages to remember the impacts of my "crucible" event, my training at the US Army Ranger School. (If you are not familiar with it, this video series is a pretty good summary.) Two months of no food and little sleep changed me in profound ways. Externally, I lost about 50 pounds and probably aged ten years. But internally, I left with a confidence that I could handle any challenge, with a belief that it is possible to create a team where "buddies" would do anything for each other to be successful, and with small unit leadership lessons that serve me to this day, now 20 years later.

One of the requirements of the training was to memorize the Ranger Creed. Now on the surface this was just more stress, adding another demand on an already overextended and fatigued body and mind. But it caused us to understand the culture of the Rangers and to become part of something that was bigger than ourselves. This "creed," or set of beliefs, has elements that go beyond the Rangers and have application to what leadership, teamwork, and mission-focus are really all about:

Recognizing that I volunteered as a Ranger, fully knowing the hazards of my chosen profession, I will always endeavor to uphold the prestige, honor, and high esprit de corps of the Rangers.
Acknowledging the fact that a Ranger is a more elite soldier who arrives at the cutting edge of battle by land, sea, or air, I accept the fact that as a Ranger my country expects me to move further, faster, and fight harder than any other soldier.
Never shall I fail my comrades. I will always keep myself mentally alert, physically strong, and morally straight and I will shoulder more than my share of the task whatever it may be, one hundred percent and then some.
Gallantly will I show the world that I am a specially selected and well trained soldier. My courtesy to superior officers, neatness of dress, and care of equipment shall set the example for others to follow.
Energetically will I meet the enemies of my country. I shall defeat them on the field of battle for I am better trained and will fight with all my might. Surrender is not a Ranger word. I will never leave a fallen comrade to fall into the hands of the enemy and under no circumstances will I ever embarrass my country.
Readily will I display the intestinal fortitude required to fight on to the Ranger objective and complete the mission, though I be the lone survivor.

They were just words, a burden for a Ranger candidate to memorize and recite on order. They were random thoughts bouncing around in a brain consumed with thoughts of food and home. NEVER fail your comrades. Complete the mission...NO MATTER WHAT...though we may be the lone survivor. Just words...until I started to believe it. And when I saw the power of a team and its leaders who had internalized these words, who lived them out in their personal and professional lives, I knew what it meant not only to be a Ranger, but to be a leader.

You can appreciate the power of a unit that embraces these principles. They are unstoppable. They believe in themselves and their teammates. They prepare themselves mentally and physically for every task. They are confident and professional. They will never fail.

I will admit that I have since forgotten the exact words to this creed. But I still embrace the concepts it embodies and the purpose behind forcing us to memorize it. The Ranger Creed really is the essence of leadership, at any level. Build a team of highly trained, inspired, confident professionals. Instill in them a culture of TEAM over self. Lead from the front and accomplish the mission, without excuses, without fail. These elements are not reserved for elite Special Forces. They should be what we seek in any team we lead or to which we belong. That makes it...Leader Business.

Rangers Lead The Way II

Previously, I shared with you the impact that my attendance at US Army Ranger School made on my personal and professional development. Two months of no food and no sleep (check out this video series if you are interested in learning more) left me skinny, tired, and confident that I could handle anything!

One of the more important elements of the training was the assignment of a "Ranger Buddy." This was a peer who would become my shadow for the subsequent 61 days. We kept each other awake, helped with weak areas, and encouraged one another when times got difficult. If we went for water or to the latrine (the training broke down a LOT of barriers!), it was with my buddy.

I think this is still an important concept. No one can go through life -- or leadership -- alone. Everyone needs a Ranger Buddy to provide counsel, to be a listener, or to challenge us to push farther than we otherwise could do alone. Whether a spouse, boyfriend/girlfriend, or a colleague at work, we all need the encouragement and accountability that comes from a "Buddy."

So, what about you? Who is your Ranger Buddy? Who pushes you to accomplish more than you would on your own? Who do you feel comfortable enough with to be yourself, to let down your guard, to expose your weaknesses? Who holds you accountable? This is a difficult concept in a society that seems to interact less, where relationships are based on status, and where leaders are more comfortable seeking counsel in a book than in a real person! But I am convinced that we must connect with at least one person who cares less about status and appearance (two months in the field -- with very few showers -- tends to make status pretty meaningless) and more about helping one another be their best.

That's what Ranger Buddies do. And that's Leader Business.

Rangers Lead The Way

Many years (and several knee surgeries) ago, I completed Army Ranger training and received the coveted "Ranger Tab." Two months in swamps, mountains, and sandy deserts without food and sleep helped me understand what it took to be able to serve among the military's elite troopers. I learned about survival in difficult conditions and the fundamentals of small unit leadership. We jumped out of perfectly good airplanes (with parachutes), rappelled off mountain cliffs, and made our way through impossible swamps. For two months of misery, I received a 20 cent piece of cloth that I could wear on my uniform -- forever!

Ranger School was a life-changing moment -- not for what I learned about Ranger tactics, but what I learned about...myself. I learned how far I could push myself, how to subordinate personal comfort to mission accomplishment, and the importance of being a good follower. I learned to rely on my fellow Ranger buddies and to similarly be an encouragement to them. I learned the importance of time management, communication, planning, and leadership in crisis. Yep, two months without food and sleep will bring out the best in a man! Ha!

Many leadership studies highlight the importance of an event such as Ranger training to strengthen the resolve of teams and the belief of leaders in themselves and each other. Short of managing actual crisis situations, this sort of training is invaluable for developing the sort of leaders that are capable of addressing difficult situations with a suite of already-tested skills and tools. Ranger training was the sort of "crucible" for me that still gives me confidence in my ability to handle any problem.

So, what are you doing to provide this sort of life-changing event for your "troopers?" Whether through training, leader development programs, or even the pursuit of high risk / high reward opportunities together, it is important to create these "crucibles" for your team. Teammates need to be able to reflect on previous successes ("If we could do that....we can do this") and leverage them against new challenges. The confidence that results is critical. The leadership and the belief in each other is priceless.

The motto of these elite troopers is "Rangers Lead The Way!" I certainly felt that way when I finished my training and put on the tab of the Ranger. (That...and I was really, really hungry!) It was a crucible moment for me. What about you and your troops? That's Leader Business.

If you are interested in more about Ranger School, check out this series of videos. Hooah!

Read Rangers Lead the Way II.

Read Rangers Lead the Way III.

I.N.T.E.R.N.s

Last week I spoke to a large group of interns we brought into our organization this year. We made a conscious effort to deepen our bench and build from the bottom with some quality people. I view them as the future of our organization. I have put a little microchip on each of them and plan on coming back in about 20 years and see them all running the place!

And what a great group they are -- positive (OK...maybe a little naive but let's not spoil it!), ambitious, and ready to learn. I feel like a college coach looking at this year's group of recruits. They are so talented, eager to make a difference, and ready to "take the hill!"

In any case, I wanted to lay out my expectations for this group. I used the acronym -- I.N.T.E.R.N. I know, I know...but it was all I could come up with on my way into work. Here was my charge to this great group:

I -- Innovate. Our organization is counting on the new ideas that they will undoubtedly inject. I want them to take risks, to be bold, to push us, to challenge the status quo. I want this group of interns to be creative, to find new solutions to old problems. We need more innovators.

N -- Never quit. Interns need to not let their lack of understanding be an excuse for not accomplishing the mission. We cannot accept failure. I want them to ask questions, to learn, to find a way. Too many employees let the clock determine their output. I want interns to find a way to make the output meet the mission. No matter what. Whatever it takes. They are young and hungry. I want to see them put that into action where it counts. Accomplish the mission young troopers!

T -- Talk among yourselves. We brought in a large group this year. I want them to share lessons learned, to bond early, and to build relationships for a lifetime. One of the group has already responded to my challenge and is setting up a network to connect both inside the office and while off-duty. I love it. The sooner they feel like they are members of a community, that they are not alone, that they can share challenges and frustrations with peers who might help them, the more confident I am that they will fight, not just for themselves, but for each other!

E -- Energy. They have it. A lot more than most of us. Interns need to bring that energy into the workplace. Have fun, make people laugh, make mistakes and figure things out. Listen, we've all been there. But if interns cannot bring energy into an organization, then no one can! Brighten up a room, ask stupid questions, and bring that energy.

N -- (K)nowledge. OK, this is the "Ranger" in me ("N" is for "Nowledge." Ha!). Interns should be on a quest for information. Much of this is self-study and learning from your peers. All of our interns have formal and informal mentors to help further their growth. Supervisors are always watching. In a professional organization like mine, I also want them to continue to pursue growth through things like graduate school, professional registration, and other credentials. Trust me -- it gets much harder when you start to develop roots. Get those things early and keep growing -- personally and professionally.

That's it, INTERNs! You have your marching orders! I am counting on you! Don't let me down!

For the rest of us, especially those of us who might wish for a "do-over," it is never too late to be young at heart. Those young people are counting on their leaders to take them over that hill! That's Leader Business!

Image courtesy of www.chicagonow.com.

Hail to the (New) Chief!

Yesterday I was able to attend the pinning ceremony (sorry for the poor photo quality) for one of my employees as he achieved the rank of Chief Petty Officer in the Navy Reserve. Daniel is one heck of a journalist in my public affairs department and is an emerging leader in the ranks of the navy as well. (Truly he wears two hats -- for me in the ARMY Corps of Engineers and here in the NAVY reserves!)

What struck me as unique was the importance of this milestone. The Navy seemed to really mark the transition from led to leader in an important, meaningful way -- more so than we do in the Army. These ceremonies, in which selectees for this promotion pin on the new rank and receive the coveted hat of the "Chief," are worth noting and worth considering the implications for the rest of us.

A "Chief" in the Navy signifies leadership within the enlisted ranks. Sailors progress until they demonstrate in their performance, leadership potential, and technical expertise their readiness for the higher grade. This ceremony then signifies in a meaningful way that readiness and formally marks the transition into positions of greater responsibility and higher expectations.

Really the ceremony was just the public recognition. I learned that Daniel had been preparing for several months for the new rank. He had spent hours studying leadership, memorizing key texts, examining Navy history, understanding more about the role of the Chief and the responsibilities that come with wearing the "anchors" on his collar, mentoring under senior enlisted leaders, and in many other ways preparing for the transition. There was undoubtedly an investment in this new leader that would prepare him for these higher levels of responsibility. Daniel took it seriously and so did the Navy.

I was impressed with the importance of the event and wondered if I do enough to mark these sorts of transition in my own organization. I left thinking that I should do more to signify the importance of the selection of a new leader, that newly "minted" supervisors should do more than just get the bigger desk and maybe a little more in their paycheck. Becoming a leader should be as important and memorable of an event on my team as the Navy made it for Daniel.

I left thinking that I would not let another person become a leader in my organization without the sort of investment that I saw reflected at this ceremony. I need to make sure that my teammates have the necessary skills and tools, that they have a support group in place to help them understand their new roles and responsibilities, and that they are recognized in this important transition.

The Navy gets it. So do I. And that is...Leader Business.

Leadership Carnival

Friends,

This month, my blog post on "Stretching" was selected by Dan McCarthy (Great Leadership) to be a part of his monthly leadership development carnival. I found a number of great posts there by some of my favorite leadership writers -- all of whom are way better writers than me!

Could I ask you to visit his blog and take a look? As they often say at the carnival, there is something for all ages there. I'm used to carnivals with fatty foods and all sorts of other bad things (think deep fat fried twinkies!). Who knew leader development could be such fun -- and good for you! Enjoy the carnival!

The "Fairness" Doctrine

Too often, we leaders get sucked into the false doctrine of “fairness.” In this dangerous environment, all tasks are equally important. Resources are allocated “fairly” instead of against those tasks that will ultimately determine success. Everyone is equally good. No one is allowed to rise to the top. Mavericks are suppressed.

The fact is, in business as in life, all things are not equal. Some projects ARE more important than others. Some things we do are the organization’s main effort. That means the rest are NOT the main effort. Some initiatives, people, and business units absolutely cannot afford to fail and thus receive whatever time, energy, leadership, or resources are required to enable their success. While not necessarily “fair,” the future of the team, the company, or the military unit often depends on this unfairness.

This concept is difficult to embrace. We want everyone to believe they are the most important, that their deliverables directly and measurably impact the overall bottom line. We want people to be convinced they are #1 – even if they are not. We want people to treat their piece of the project as if it was THE most important – even if it is not. We mistake being fair for good leadership.

Leaders cannot think this way. All things are NOT equal. There is no “fairness doctrine” in business. The fact is that some people ARE more important than others. This is not to say that others are slighted, but rather that some people are special, and must be handled as such. They bring in the money. They directly lead to the team’s success. They are the future of the organization. Some projects ARE more important than others. They contribute directly to the success of the company and must be resourced with everything they need to be successful, even if those resources come at the expense of others.

Leaders who miss this point distribute resources evenly, attempting to be fair, and watch in frustration as the main effort comes up short. Instead of picking winners and losers, they let every product attain the same level of mediocrity. The same thing happens with people. Treat the superstars the same as the rest, where they cannot bloom, where they are resourced like everyone else, and they will become frustrated. Put them on the same timeline, on the “traditional” development path, and they will seek out opportunities that more suit their maverick tendencies.

Succumbing to the “Fairness Doctrine” can cause us to miss the proverbial “forest for the trees.” While it may feel good to spend time, energy, and resources equitably (the trees seem happy), too often it is this mindset that leads to poor performance and organizational failure (many of the trees really are not that happy, the healthy ones are not pruned for real growth, and the forest dies). Leaders must be able to pick out the winners and give them everything they need to be successful. Treat the main effort as the main effort…and others as secondary efforts. Don’t worry about being fair. Instead, ensure you invest in identifying the superstars, the emerging leaders, the critical projects that will determine success or failure…and give them everything they need to win.

That’s not the doctrine of fairness. That’s the business of leaders!

Re-enlistment Bonus

While many leaders lament the difficulty of recruiting new talent for their team, I often think we neglect the equally important task of retaining those we have. We tend to put so much into recruitment pitches, job fairs, job announcements, headhunters, etc. -- but we forget the people that we already have -- and watch them go out the door.

Some estimates put the cost of replacing an employee at 150% of that employee's salary (see Cost of Employee Turnover). Factors such as lost sales, recruitment costs, training, and decreased efficiency all add up -- big time. This can be even higher for management, sales, or very technical positions.

The Army recognized the importance of retention in its balanced approach to increasing troop strength to meet the demands it faces around the world. Recruitment of new troopers (see the Army Strong campaign) is critical. We must have new Soldiers committed to service and willing to join the Army at its lowest ranks. We must also have those that are already in uniform -- stay. And they must stay at a higher rate in order to meet the goals of the larger force.

How is it going? The pictures at the top are from the largest military re-enlistment ceremony in history. General David Petreaus presided over this ceremony on July 4th, 2008 at Al Faw Palace in Baghdad, Iraq. Thousands of young (and some probably not so young) troopers raised their hands and said, "I'm committed to what I am doing...I want to stay."

What does it take to ensure that capable talent stays?

-- A sense of purpose. People want to be a part of something important. If we can convince them that what we are doing as a team is important...and that their contribution to the mission is valued...they will stay.

-- An opportunity for growth. Teammates want to know that their is a pathway for them to progress in the organization. They want to know that they can expect to be trained, to have opportunities for promotion and development, and that there is no limit to the potential for their advancement. If they believe it...and see it in role models around them...they will stay.

-- Good leadership. More than half of our employees will leave because they don't like their supervisors. This should be enough for all of us to strive to be the role model, the mentor, the leader that will be the reason people will stay. We must also ensure we are providing adequate training to our supervisors to help ensure they are not the reason people leave. It should be no surprise that this many troopers wanted General Petraeus to personally re-enlist them. Good leadership will make a difference...and they will stay.

-- Help people find the right fit. Many people will re-enlist if they have an opportunity for a different job. One of the options in Army re-enlistment is to select the assignment or the specialty of choice. Leaders must recognize that often we must be flexible in meeting the needs of good people. To borrow from author Jim Collins -- if they are on the right bus, but not in the right seat...help them move.

-- Use incentives. Note that I put this last in this list. Incentives are important but generally not enough to tip the scales and prevent someone from leaving. But it is something to keep in the tool kit and be able to apply for those who are close and help push them over the top. Incentives such as a re-enlistment bonus, education opportunities and benefits, considerations to help meet work/life balance, adjustments to salary, are all available and are generally going to be considerably less costly than finding and training a new hire.

While I have been pushing my HR staff to recruit new employees to meet our increased work load, I have been working this retention piece even harder. I tell my staff that it is my intention that they stay with us for the rest of their lives. I make it clear that I will never, never, never let them leave me! I will do anything I have to do to help them decide to stay. (The exception to this, of course, is if they are not worth keeping...then I will help them pack!). I believe the result of these efforts is a workforce that knows they are valued, who will work their tails off to see the organization succeed, and when faced with the decision to stay or to leave...they will stay. That's the re-enlistment bonus. And that's Leader Business.

My Greatest Failures

“OK, Major Magness. The enemy movement will be turned here, delayed there, and will ultimately make their way in the south to Red Pass. Your job is simple, don’t let them through. You must BLOCK their movement through the pass. Do you understand?”

“Yes, sir, I won’t let you down.”

Well…I let him down. I knew he said block but I had interpreted it to mean delay. No movement became slow movement. The enemy got through. I failed.

As I mentioned on a previous post, my favorite interview question is, “What is your greatest failure, and what did you learn from it?” So the question is not so much the subject of my great failure above, but what I learned from it.

From my failure to block, I learned that -- “block means block.” When someone tells me to do something, I better deliver. If I don’t, I am letting the team down. I better accomplish the mission. No excuses.

Have I learned this lesson? I hope that I have. I understand the importance of accomplishing the mission. I know that people are counting on me – be they customers, stakeholders, my teammates, or my boss. I won’t let them down. Have I learned from my failure? Ask my teammates!

The point is -- I have failed a lot. More times than I care to remember. But I like to believe that I have fallen forward, that I have pushed the envelope, that I have failed while reaching for new levels of greatness. And I have used each of these as an opportunity to build my leadership muscle density. Each repetition, each failure, has been a chance to grow, to improve, to become a better leader.

-- I have hired the wrong person and learned to take my time when hiring, solicit other opinions, check references, and to value the importance of measuring a person against the culture you seek to create. I failed on all of these and made a horrible selection.

-- I have failed to communicate important projects and initiatives to my boss and he was embarrassed to learn of them from someone else. Man…that was a butt-chewing. Now I over-communicate, ensuring my boss hears from me – good news or bad.

-- I have failed to take action when a teammate was not meeting the standard and watched as they ended up hurting the team’s performance…and morale. I learned to take action immediately, to not let my failure to make a correction create a new standard.

-- I have failed to tell people thank you, to celebrate success, to reward teammates for their hard work. I have learned to be generous with praise, to do so often and in public, and to never underestimate the value of a twenty cent ribbon (i.e. a military achievement medal or a simple token of appreciation).

These are a few of my failures – and what I have learned from them. We are reading every day of colossal failures in business, in politics, and in sports. I hope we can all learn from them as well.

So I ask you today: What is your greatest failure…and what have you learned from it? Leave a comment below and let others benefit from your growth. That’s Leader Business!

Connect the Dots

Most of the leaders I know are prolific readers. Reading offers opportunities to leverage a diverse range of opinions and practices that can be used to propel future growth. For that matter, even reading for pleasure provides a measure of intellectual sharpening and exposure to ideas that help broaden one’s leadership base.

But in my experience, the truly great leaders are not just readers – they are writers. Writing is a mechanism to make sense of the world around us, to connect the dots such that lessons are learned and improvement is continuous. Writing also serves as a means to develop others who might benefit from our perspectives.

The most challenging class I ever took was a wastewater treatment course at the University of Texas taught by Dr. Desmond F. Lawler. He wore me out during my first semester of graduate studies, battle scars that no doubt have enhanced my learning since and motivated me to pass along the pain to my own students when I subsequently taught at West Point.

Perhaps the greatest lesson I learned from Dr. Lawler’s course was when he shared his philosophy about students who desired to audit his course. You see, the line was quite long for those who wished to learn from this award winning teacher but wanted to do so without receiving a grade. Dr. Lawler’s policy was that anyone who wished to audit was welcome to do so. But they would have to attend every class, participate in each lecture, do all the homework, and take all the tests. That shortened up the line quickly. In his mind, anything less was a waste of time. It was only through this level of participation that the ideas he was sharing would make any sense.

As contradictory as this seemed at the time, Dr. Lawler was right. And I feel the same way about those of us leaders who think we can audit through life. This is where writing achieves the purposes outlined by my professor. Putting ideas to paper forces us to connect the dots and to understand, at a much deeper level, what we believe - and why. Articulating our thoughts in writing makes it easier to share them with those with whom we serve. And writing allows us to participate in the community of ideas with personal perspectives that just might benefit someone else.

Effective leaders know that the more they write the better writers they become. And by putting their ideas in the arena of public discourse, they enhance the collective wisdom of their respective personal and professional communities. Connecting the dots -- good for the writer and for the reader.

So, what are you…writing? That’s Leader Business!

Leadership Muscle Density

There are two schools of thought on how to improve on a physical weakness. Let’s take something we have to do in the Army for our Fitness test – pushups.

School of thought #1 says to break the training down to specific muscles. Do focused chest exercises: high repetition, low weights; low repetition, high weights. Do bench press, incline press, decline press, flies. Use barbells, dumbbells, and machines. Work shoulders and triceps with the same sort of variety. Alternate push/pull exercises. Alternate your grip. Change your diet: more protein, less carbs; more carbs, less protein.

Will it help your pushups? Probably.

School of thought #2 says if you want to be better in pushups – DO PUSHUPS!

Will it help your pushups? I guarantee it.

So much of leadership training is the same way.

School of thought #1 says to read books, listen to books on tape, download books on your ipod. Go to seminars. Get a mentor. Attend schools. Work on communication, listening skills, counseling techniques. Get training for time management, project management, and resource management. Get the picture?

School of thought #2 says to be a better leader, start leading! Volunteer to take on a difficult project. No matter how small, step forward and lead a team. Be a coach or a girl scout leader or a volunteer board member. Lead something, lead someone. Just do it.

Now mind you, I’m not suggesting there is no place for school of thought #1. There is a need for all of those elements. But there is no substitute for learning by doing. There is no better way to become a better leader than to jump in and start doing it. Make mistakes, learn, and get better. Try different things.

There is no better way to get better at pushups than to do pushups -- first 1, then 10, then 50. And there is no better way to become a better leader than by leading -- one person, than 10, then 50.

Each repetition of pushups builds muscle density. Each leadership rep does the same thing.

How are your “workouts” going? That’s Leader Business.

Leadership Carnival

Friends --

The Leadership Development Carnival #2 is up and running at Great Leadership, hosted by Dan McCarthy. This month’s Carnival is another great collection of the best leadership and leadership development advice and commentary from over 40 leadership bloggers, including my own article on Battlefield Circulation.

Please check it out. The articles run the gamut of leadership and leader development issues and I know you will enjoy Dan's website.

Enjoy the summer carnival! Hooah!

Tribute to a Leader

My mentor retired from the Army this week. After 35 years of selfless service, the greatest leader whom I have ever known transitioned to civilian life. In front of nearly 400 friends, family, and fans, this great warrior-general demonstrated to his last farewell what it meant to put people first, to inspire others, to think big yet act small, and to live a life of passionate balance. Here are a few lessons I learned from my friend Randy:

-- Let everyone know that their contribution to the team matters. Even though I was two ranks below his, he always listened to my ideas, always came to my area to think through problems, and never let me forget that I was his guy. I wasn’t the only one…but he made me feel that way. At his retirement ceremony, he called two of his team members to the stage. He let everyone know that they were important contributors to the organizational mission (reduction of Weapons of Mass Destruction or WMDs). Their role? They cleaned the floors. They were janitors. Randy knew them by name and made them feel like they were valued. Same as me. Same as everyone who served with him.

-- Make a (Positive) Difference. I don’t know another leader who could inspire people to want to do more than their duty description. He caused people to want to do more than make a difference. He inspired them to be passionate about making a positive difference. (He reminded everyone that it is possible to make a negative difference!) He could see two and three moves ahead of everyone, describe it in vivid detail, and help people envision those next steps that would help the team get there. He never raised his voice -- didn’t need to. People wanted to be a part of something meaningful and refused to let themselves or this great leader down. An organization of people like this under a compassionate leader like Randy cannot be stopped and will always make a POSITIVE difference.

-- Think big yet act small. My friend was the embodiment of selfless servant. (Selfless not as in thinking less of yourself but selfless as in thinking of yourself less) Despite a brilliant career and ultimately wearing two stars -- the man had no ego. He knew that success came from putting people first, from empowering people to take action, from caring for soldiers, civilians, and their families. His was a simple approach to leadership: Get people to believe in the vision; show them that their leader truly cared; be generous with praise and positive reinforcement; provide people with the skills and tools they needed to be successful; build teams and cultivate a sense of teamwork; then get out of the way and let the “team of teams” take care of the rest. Nothing fancy. Just fundamental leadership from a selfless servant. The results were always nothing short of amazing.

-- Live a life of passionate balance. Unlike many leaders who preach “balance,” then grind people up, never leave work, and live a totally unbalanced life, Randy was the real deal. He loved his family, left work at a reasonable time, always had an open house with beer and “hot wings,” and slept well at night. Why? Because he did all the things above, pouring his heart and soul into enabling the success of others. He knew they would not let him, or the team, down. More importantly, he slept well because he had his priorities straight. He knew that true balance required physical, social, and spiritual fitness. He loved his family and put them first in everything he did. At his retirement he introduced dozens of family members and longtime military friends – all of whom he introduced not as generals or colonels…but as friends for life. He demonstrated at every assignment that it was possible to have professional success while having fun and keeping first things first. He was a passionate leader. But he was most passionate about having balance in his life.

I am sad to see my friend and mentor leave the Army. Some civilian company has no idea how fortunate they will be to add him to their leadership team. I am confident that his approach to leadership will be no different on the “other side of the fence.” His results will be equally impressive.

I just know that he’s the best leader with whom I have served. I try every day to live up to his high standard. I try to convey the passion for life and leadership that he shared with me. And while I’m not there yet, I do know that I am a better leader today because of him. I have no doubt that there are hundreds more like me. I suppose at the end of a brilliant career that may be the best legacy one can have.

Enjoy retirement, sir. You’ve earned it. That’s Leader Business.

Managing Transitions

At church on Sunday, I was observing the flow between songs. The choir and musicians moved from one musical piece to another, from fast song to slow. The toughest part of their routine was clearly those transitions. That was when the director had to work the hardest. During the songs it was clear that the choir knew what they were doing. They focused on the music. During the transitions however, they focused on their leader. Their leader (the choir director) worked hard to ensure that the flow was uninterrupted, that the transitions were as seamless as possible.

Transitions are those gaps between songs, between phases of an operation, between shifts, or between acts in a play, where chaos often reins. They are those periods before the operation is back to full stride in which a team or unit can be caught short. Transitions are the hard part. That makes it -- Leader Business.

I have seen this before -- in a much different context. Military operations have transitions that similarly demand the leader's presence. The transition from offense (attack) to defense is very demanding. Units must switch gears, organize for a different mission, resupply accordingly, and not let down their guard. Similar challenges are seen in transitions from peacemaking to peacekeeping or from day operations to night. These are very demanding and require constant leader attention.

Strategic leaders understand that good units will do what they have been trained, but that the difficulty of transitions demands detailed plans and rehearsals and continuous leader attention on these momentum swings. I have seen many combat leaders who only rehearsed the transitions between phases before initiating a mission. They had full confidence in their subordinate teams and leaders to execute the tasks and missions within each phase, yet recognized that success would be determined in the gaps between them. These transitions are usually the most difficult, the highest risk, and where battles are won and lost.

And so it occurred to me that if the choir director was to rehearse anything, it would likely be the movement from one song to another. The singing would be fine -- the choir members and musicians would see to that. The hard part, the part worthy of practice and deliberate oversight, was in the seams between songs, the transitions.

OK. So what about the rest of us? Are transitions still an issue? I welcome your thoughts and input. Here are a few of mine:

-- When new teammates come onto the staff, leadership is required to ensure that the transition is smooth. They must receive training, orientation to company policies, and be brought up to speed on ongoing projects and initiatives.

--If one employee is replacing another, the leader should oversee the transition, ensuring projects and customers are handed off, and the seam is as transparent as possible to outsiders.

-- When employees first become supervisors, there is a similar need for leader involvement. They need training on leadership, communication, and other management skills. They need a mentor or coach to help them transition from the rank and file.

-- When shifts change out, the leader should be present to ensure the passing of information and the incorporation of new learning.

-- Between phases of an operation (new product line, new semester at school, new fiscal or calendar year, new season in sports), leaders must ensure After Action Reviews (AARs) are completed and key lessons are captured, new teams are organized, tasks and equipment are distributed, and the new phase is begun without missing a beat.

Much as with the positioning of key leaders at seams within or between units, leader presence ensures that transitions do not become the source of unit failure. Seek them out in your unit. Ensure data is exchanged, customers are assured, new team members are integrated. Provide the training or conduct the rehearsals. Identify these transition points and make them a priority.

Leaders are like choir directors. Good ones, who understand the importance of transitions, make good music. Transitions are Leader Business.

My Anniversary

Today is my anniversary. Twenty three years of commitment to each other. Twenty three years of fouling up, getting upset with each other, and working things out. Twenty three years of moving, packing and unpacking, toiling, fighting, and working together on this unbelievable journey. Twenty three years of watching each other mature -- and yet still being excited to be together! Today is my anniversary.

Yes…twenty three years ago – 22 May 1985 -- Cadet Magness tossed his hat into the West Point sky and became, in an instant, 2nd Lieutenant Magness. Suddenly, the days of carefree, youthful, selfish behavior were replaced with the responsibilities of leadership. It was no longer about me. It was about my men, my mission. Four years of preparation and centuries of producing leaders up on the Hudson River resulted in – 2LT Magness, US Army! Wide-eyed, naïve, and ready to take on the world!

My transition from member of squad to leader probably went better than most who will read this post. I was blessed with four years of leadership classes, four summers of focused leadership training, and a variety of cadet leadership positions. I had been to the Army’s Air Assault School and did a summer internship with a military unit in Texas. I lived and breathed 4 years of West Point leadership in preparation for the day I would receive the gold bar of an Army 2nd Lieutenant.

Four years of Academy preparation. In the years to come I would have the privilege of attendance at four officer development schools to prepare me for increasing levels of decision making and responsibility. I graduated from some of the Army’s more intense field leadership schools (Air Assault, Airborne, Ranger). I have had both formal and informal mentors, coaches, and superior officers who have molded and shaped my understanding of the business of leaders. I have lived, worked, trained, and fought in assignments around the world. And I’ve been blessed with 23 years of increasingly more difficult and demanding leadership positions.

That’s quite an investment, wouldn’t you say? I’m not bragging about myself. But I am bragging about my organization and the commitment to excellence that they make to every member of the Army – whether military or civilian, from the minute we join the team. This is how the Army grows its leaders. It does not subscribe to the concept that leaders are born. Nope – they are made. They are produced through a continuous, consistent belief that each individual is worthy of development and that doing so brings out the best in people.

Amazingly, this commitment to training and leader development never stops. Generals get schooled and are assigned mentors or retired officers (“Gray Beards!”) who can provide them council. They get increasingly more difficult and challenging assignments – consistent with their preparation and demonstrated potential for higher levels of responsibility. No matter the position, the Army continues to invest in its own.

So what about you? Are you investing in your leaders (current and future) to the same degree? Are you managing the transition of your people from “member of squad” to “squad leader?” Are you seeking out opportunities for your own personal and professional growth through training, coaches, or your own “gray beards?” What could you do today to better yourself and your team?

As for me…I’m still a work in progress. Still learning, still growing, still working to achieve my potential and to live up to the high standards of an Army leader. But on my anniversary, I’m sure thankful for the opportunity to serve. And I am humbled by the investment in me by my organization and by those who have believed in me. That’s how leaders are made. Not overnight. And certainly not by pinning on a new rank. So each year, on May 22nd, I remind myself that I have come a long way from that bright-eyed lieutenant – and still have a long way to go!

That's Leader Business!