In our work with thousands of public sector leaders across
the U.S., I come across many who argue that work is for work, home
is for home…and never the two shall mix. And we wonder why we struggle
with such a low rate of employee engagement?
I work with a number of County-level leaders in San
Bernardino County and in fact, was just a few blocks away with another San Bernardino County client during the tragic shooting event last week. You can bet that there is no line there between the
two this week. They are embracing what it means to be a family – to cry,
embrace one another, and help make sense of the senseless – together.
Leaders there are truly being challenged as they start this week to determine
their priorities and lead through what will undoubtedly be a challenging next
few days.
And what they will no doubt find is that family is what
matters – at home and at work.
To the San Bernardino County leaders,
you are in our prayers this week. Be strong and know that we have your
back! The next few weeks will be exhausting, no doubt. Keep up your
energy, look people in the eye, be strong, be real, and don’t hesitate to ask
when you need help!
To all of you leading wherever you are, prepare your team for whatever storm lies ahead by
creating strong bonds of teamwork, family, love, pride, and joy. Seek out
ways this week to knock down barriers and create an organization that cares
about people, has leaders who walk the talk and is filled with employees who
all find a true sense of belongingness at work. Hug like it matters.
I'm going to admit it. I'm an addict. I am totally hooked on "The Office." Now that it is in syndication, I can find it on multiple channels every night of the week and, of course, on NBC on Thursday nights. If you don't watch the show, you may not appreciate the notes below. But even just from the 30 second clip above, you know this is not your average show. And Michael Scott is not your average boss. He may be, all at the same time, the World's Best -- and Worst -- Boss.
It's like a train wreck. I can't look away. I know Michael Scott's management style is all wrong...and yet I find myself learning leadership from him. Something about his management of the Scranton branch of Dunder Mifflin makes me think I'm not alone, and maybe I'm not doing too badly in my own position. Something in his quirky performance tells me, and likely many others, that leadership is difficult, that the alignment of people, personalities, and individual goals and objectives within a company focused on the bottom line is a heavy responsibility. But if he can do it...so can I!
Truthfully, there is much more negative than positive to learn from Michael Scott and the daily life in "The Office." There is way too much drama and, with all the meetings, pranks, and time wasting, productivity cannot be good. But in this two-part series on lessons from the show, I choose to start with the positive. Most of what Michael does is a mess. But some of what he does is truly worthy of emulation.
-- Michael Scott has created a culture within the branch where people can be themselves, where it is okay to have fun at work, and where each member of the relatively small team adds value -- to each other and to the company. He has created a sense of family among the diversity of the Dunder Mifflin branch. Attrition is low. Despite the give and take, people genuinely care about one another. They celebrate successes. They hang out together after work. People trust each other (well...mostly).
-- No one communicates like Michael Scott. Regular meetings, office huddles, and proactive sharing of information keep all informed. No one can say they don't hear or see enough of the boss or know exactly where they stand with him. Michael is an in-your-face, on the shop floor leader. He tells people what is happening at corporate, participates in all training sessions, and makes it a point to engage with every member of the team on a regular basis. While most of us complain about a lack of communication from our leaders, this is clearly not the case in this little paper company.
-- Michael works hard to develop subordinates. He made Dwight co-manager while also giving Jim responsibilities during his absences. He sent Jim on a developmental assignment at another branch and helped one of his teammates (Ryan) gain a leadership position at corporate headquarters. He has taken various members of the team out on sales calls and recruiting trips. He encouraged Pam to pursue her goals in design and gave her leave to go to school. He accepted the "co-manager" title along with Jim and, for a very brief period of time, demoted himself and made Dwight office manager. Michael is a caring boss who wants his team to succeed.
-- Michael is real. He has no pretenses about who he is. The pride that is evident in so many in leadership positions is virtually absent with him. He doesn't pretend to be Superman. He knows his weaknesses and is not afraid to ask for help.
Now...it isn't pretty. But what office is not without its dysfunction? Even the creepy Michael Scott has a good side. He cares deeply. He is passionate. He wears his emotions on his sleeves. He loves his job and his teammates. And, in their odd sort of way, they love him back.
The result? Dunder Mifflin seems to be weathering this difficult economic climate. Michael is consistently recognized for the performance of his branch. People stay. By any common measurement of leadership success, Michael is pretty effective.
I hope you watch the show and look for these positive leadership elements. Maybe you have some regarding positive lessons from the show that you can share. Perhaps together our growth will be stimulated from the lessons of the Scranton Branch. And maybe, like me, you can laugh at yourself and your own leadership shortcomings while peering into the life of the Dunder Mifflin team. I hope some of these things are worth incorporating into your own leadership journey. A little Michael Scott might brighten a day, make a difference, or change a life in your office. That's Leader Business.
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!
This is a great reminder to all of us with hiring authority. Why not hire a veteran today? Why not support the troops and help one of these warriors in their transition from soldier to civilian? Why not consider what one of our brave service men or women might contribute to your team? Why not employ a "wounded warrior?"
The HireVetsFirst website has the following "10 Reasons to Hire a Vet:"
1. Accelerated learning curve. 2. Leadership. 3. Teamwork. 4. Diversity and inclusion in action. 5. Efficient performance under pressure. 6. Respect for procedures. 7. Technology and globalization. 8. Integrity. 9. Conscious of health and safety standards. 10. Triumph over adversity.
Yes, our battle-tested warriors certainly offer more than just the fact that they've served. They are worthy of consideration for hiring because they are good. They are creative, reliable, fun people who will contribute from day one. They are good leaders and good teammates. They can follow orders...and give them. They understand "mission first...people always!"
Thanks Wally and Julie for this reminder. Thanks to you who will take a chance on a vet! That's Leader Business! Hooah!
The last several days have reminded me of the power and strength...of women!
I was very impressed with Governor Sarah Palin, Vice Presidential nominee for the Republican party. She is demonstrating what women have been saying for years (and what many Democrats were saying in the strong candidacy of Hillary Clinton): It is possible to have it all -- job, family, faith, mom, politician, leader, rock star! She clearly has a full plate -- and appears to be handling it with dignity and grace. I was impressed with her speech, but blown away when I later learned that she delivered it despite a faulty teleprompter and an outdated copy of her notes. Good for her.
I ran the Disneyland half-marathon last Sunday. The setting was awesome, running through the park, along the Santa Ana River, around Angels Stadium, and back to the park for the finish. I did okay -- not as well as I had hoped. But it was a lot of fun. One of my teammates from work ran with me. She is tiny, probably half my size. And she beat me by nearly 25 minutes! Good for her.
Two months ago, President Bush appointed the Army's first female 4-star general, Ann E. Dunwoody. She will be the chief logistician for the Army and will lead the Army Materiel Command. Never before has the Army had a woman wear 4 stars. Good for her. Good for the Army! Now, I have no doubt that there is still work to be done. Women still do not have the seat at the table in business that they probably should (only 12 of the Fortune 500 companies are led by women, for example). But everywhere I look, I see very strong, very capable women smashing through barriers, shattering the glass ceiling, breaking records, and blazing new trails. Several female friends of mine run their own businesses and are helping me understand what strong leadership really means. There is still work to be done...but progress is clear. Good for women. Good for all of us.
Some call it Girl Power. I call it...Leader Business. Hooah!
Author Michael Yon (Moment of Truth in Iraq) tells the following story about "Second Chances" involving General David Petraeus, the senior American military leader in Iraq:
During a mission one day that took us from Baqubah to Baghdad, Lieutenant Colonel Fred Johnson told me a story about General Petraeus. Back when Johnson was a captain, and Petraeus was a colonel, Petraeus was Johnson's new commander. They were conducting a live-fire exercise when a young soldier named Specialist Terrence Jones tripped and accidentally fired his weapon. Jones shot Colonel Petraeus, the bullet slamming through his chest and taking a piece of his back on the way out. Petraeus fell to the ground, bleeding out of his mouth. He nearly died. We nearly lost the man who may proved to be the most important military leader in a generation.
The army is not forgiving of such incidents. The best that Captain Johnson and Specialist Jones could reasonably have hoped for was a painless end to their military service. Johnson looked me in the eye and said, "You know what Petraeus did?"
"What?" I asked.
"He gave me a second chance."
Fred Johnson actually got picked up for promotion early.
"What happened to the soldier?" I asked, thinking surely there had to be a consequence. Conventional wisdom holds that a soldier just can't shoot a commander in the chest and walk away unpunished. There is no such thing as an "accidental discharge." Unplanned bullet launches are called "negligent discharges." As in negligent homicide.
"Mike, you won't believe how Jones was punished," Johnson said. "Petraeus sent him to ranger school."
I couldn't believe my ears. That's a punishment a lot of young soldiers dream about. And that might explain why LTC Johnson sometimes says, "I believe in second chances," and "when someone gives you a second chance, you should pass it along."
Not unlike a previous lesson from General Colin Powell about zero-defect leadership, this story is an awesome example of how we might address honest mistakes. Petreaus was shot and almost died, yet had the ability to underwrite shortcomings and not "fire back." Setbacks like this are certainly opportunities to rise up and demonstrate compassionate leadership. Now...whether you want to reward your people with a ticket to Ranger School (and as a graduate myself, I'm thinking that may have been the young man's punishment!), we can all learn from this approach to building and investing in future leaders and being willing to give second chances. People can be held accountable without destroying lives or exacting revenge.
Petraeus did. And while I may not have ever shot my boss (at least not with real bullets!), I know I'm glad that leaders for whom I have served, whom I am confident that I have disappointed in many, many ways, have been willing to underwrite some of my own mistakes. How about you?
That's Leader Business.
**Michael Yon's book is a terrific read with some great insights on progress in Iraq -- and leadership -- that you might not be hearing elsewhere. Thanks to new friend Pat for sending me a copy. Hooah!
I paid $4.50 for a gallon of gas today. Depending on where you live, and when you read this post, this may be high or low compared to your own experiences. But we can be sure of one thing: the cost of transportation to and from work is becoming an increasingly important factor to our employees. And they are making decisions accordingly. That makes it Leader Business.
A recent article in the Vancouver Sun gives some insights to the concerns of American workers. Read it here and consider that this data likely applies to your teammates, especially if your workplace is in a high cost of living area or one in which the drive to work has a major impact on quality of life.
Some of the statistics that jumped out at me included:
-- 44% of respondents to a recent survey have changed their work arrangements or commuting habits. -- 33% have chosen to do more telecommuting -- 30% are looking for work closer to home -- 26% are working fewer days
I am confident that this data represents a cross-section of my own workforce. And thus nearly a third of my team may be looking for work closer to their homes! That is definitely cause for concern.
I have informed my leaders that all options for improving employee quality of life and helping employees deal with these high gas prices are on the table. I have empowered them to make decisions on alternate work arrangements, as long as it does not impact on mission accomplishment. Those decisions about win/win alternatives (win for the employee / win for the organization) are left to the supervisor.
Granted, all options regarding flexible work are not available for everyone (steelworkers won't be able to work from home, for example!), but there likely is something that can be done for every worker to improve their quality of life and lessen the impact of high fuel prices. Some of these measures include:
-- Options for telework or work from home -- Alternate work schedules -- Alternate work sites -- Subsidies for mass transit -- Scheduling shifts around rush hour to avoid wasted time in traffic -- Ride sharing programs -- Increasing mileage reimbursement rate -- Increasing salaries
Know that these are the thoughts going through our employees' heads. They are talking to their friends and comparing options. Eventually they will tell us that this is important to them. We just don't want to hear it for the first time during the exit interview! At that point, the cost of hiring and training someone new will pale in comparison to what could have been done to retain a good worker during these difficult times.
Be flexible, be creative, and look for ways that accomplish the mission while taking care of the team. Look for win/win. Empower leaders to make decisions regarding these things, at their level, consistent with company policies. Be proactive and have this discussion with your employees. Let them know you are willing to listen to all reasonable options.
Teammates leave our organizations all the time. Career goals and family situations change. Passions and goals are pursued. Retirement age eventually causes everyone to change course. People move on.
What do you do when people leave? Do you turn your back on a quitter – or do you take the opportunity to thank them for their service? Do you burn the bridge behind the departees – or build a bridge that can one day bring them back? How you deal with this issue will speak volumes about your organization – and about your leadership.
Here are a few things I have been thinking about lately when we have lost people:
-- Conduct exit interviews. There is nothing like a person’s departure to learn what causes people to leave, where the organization might do better, and how you can improve as a leader.
-- Don’t miss the opportunity to ask this question: What will it take to help you stay? If there is anything that can tip the scales, it is often much cheaper than the cost of recruiting and training a replacement. Sometimes people just want to be asked, to know that they are valued.
-- Reward past accomplishments. Despite your disappointment, don’t miss the opportunity to recognize the contributions to the organization of people who leave. Options range from the Gold Watch to lunch on the boss. Treat people like you would want to be treated. Celebrate all they have done for you and for the team, and be excited about their future opportunities.
-- Manage the transition. Change is difficult. The leader’s job is to ensure that gaps are covered, that duties and responsibilities are passed along to someone else, and that the team keeps moving forward.
-- Don’t burn bridges. People change their minds. Keep those doors open and let them know they will be welcomed back. Depending on how you handle their departure, these employees can be your best recruiters – or your worst! You may also find these folks serving as consultants, suppliers, or some other extension of your team. Don’t discount the value of maintaining a positive relationship to your future bottom line.
How we manage the departure of our employees speaks loudly about our leadership. The word about how they are treated will spread throughout the organization and will either contribute to people staying – or encourage them to leave. Don’t turn your back on those who leave. And don’t take their departure personally. Usually it is not you…it is them! People move on. You (probably) did! Manage this critical period of transition. This is Leader Business.
I wrote previously about how Bo (Schembechler) Knows Leadership after reading some of the leadership lessons on Michael McKinney's Leading Blog. Now I've read the book -- and wanted to pass along some more leadership gems from this "throw back" leader!
John Bacon teams with Bo to write Bo's Lasting Lessons. It details the football career of Bo Schembechler, Michigan's coach from 1969-1989. As a military leader, I appreciated Bo's approach to people-centric, disciplined, focused leadership. The man cared deeply about every member of his team, understood that character counted, and was committed to winning as a TEAM. Here are just a few of the gems in the book:
-- On the importance of mentors: When you're starting out, it's better to make peanuts for a great leader than it is to get some big salary from a mediocre one.
-- On seeking opportunities for advancement: For God's sakes, quit worrying about your next job. Just do the best you can at the job you have now, and the offers will come. Wait for the right opportunity, and turn down all the rest. It will make all the difference.
-- Famous Michigan football motto: THOSE WHO STAY WILL BE CHAMPIONS.
-- On taking over as a new leader: One of the most common mistakes new leaders make...is to ignore the history of the organization they just took over, or even to disrespect it. When you become the leader, do not start your reign by dismantling or ignoring the contributions of those who came before.
-- On the importance of giving everyone a meaningful role on the team: Ultimately it makes no difference what (minor role players) accomplish. They're all on your team, and whatever your team achieves, every one of them must feel like this is my team, and we did this together. Because you did!
-- On people: You can NOT be a leader unless you like people! You've got to spend time with them, so you know them. You've got to be interested in who they are, what they do away from the job, and how they think. Your people have to know that their value to you and your organization is not determined just by what they do, but by who theyu are.
-- On mission-focus: I don't care what your business is -- whether you're running a company or a classroom or a Boy Scout troop: You need to find a way to instill game day urgency in everything you do.
-- On the basics: Blocking and tackling! Blocking and tackling! Blocking and tackling! Every business has its blocking and tackling, and if you can't do those basics well then nothing else matters.
-- On teaching: Crunch time is not only what you're paid for, it's also one of your best opportunities to teach your people, because they're alert. When they're under pressure, that's when they learn best.
-- On decision making: And when you're facing a big decision and you don't have much time to make it, you've got to pull the trigger. Not making a decision is the worst thing you can do. So long as you feel you made the right decision based on the information you had at that time, there's no need to fret about it. If it fails, you'll know what to do next time.
No...football is not business. Football is not combat. But leadership is leadership. And after reading this book, and having seen Bo give a speech before he left us in November 2006, I am confident that Bo Know's Leadership! Hooah!
I saw this on a great blogsite that I read and thought it should be shared for its leadership lessons. Watch this and think about those "diamonds in the rough" that you work with:
This guy ended up winning the competion (Britain's Got Talent)! Amazing!
Now...who on your team is waiting to be discovered? Who just needs someone to believe in them? Who has potential that perhaps is just waiting to break through?
My guess is that we've all got these sorts of "diamonds in the rough" in each of our respective organizations. Use this as an opportunity to invest in others...and to see them not only as they are...but as they could be! Hooah!
This is the 6th in a series addressing the key elements of a leadership philosophy. I call them the “7 BEs of a Leader.” Before assuming a new leadership position, Army pre-command training includes time to create one’s personal leadership philosophy. This is a great exercise, one that I have done deliberately many times. I have found that articulating my beliefs, my core values, and what exactly makes me tick are critical elements to share with my subordinates. Doing so, from the beginning, eliminates uncertainty – with subordinates and those whom I serve (customers, stakeholders, etc.) - and helps define the culture and leadership climate that I seek to create. It, like me, is a work in progress. So let me know what you think.
Be Fit
Few areas offer the opportunity to lead by example like fitness. Leadership by its very nature is from the front, always on display. We are constantly being measured, for better or for worse. We simply cannot take the “do as I say, not as I do” approach with regard to fitness if we want any credibility. In taking care of others and in affording them the opportunities to be successful, we need to carefully assess how to invest in their welfare, as well as our own.
This is an area that is ripe for leadership. If we want healthy, energized teammates, we must lead the way. We must lead a life of balanced fitness. And we must find ways to provide similar opportunities and incentives for subordinates. Fitness is the business of leaders.
The benefits of fitness are incalculable. A fit leader enjoys lower stress and higher productivity. They have the energy and stamina to go the distance, to do what needs to be done to outwork or outlast the competition. They are able to energize and inspire those around them by providing an example of balanced fitness that says, “Follow me!”
Healthy employees think and work better on their feet. They generally have higher morale. They are less likely to miss a work day due to illness, placing a lessened demand on soaring personal and organizational health care costs. And they present a positive image of health and energy to customers and stakeholders. Physical fitness makes sense (cents?) on every level!
These returns do not come without investment. Leaders must make reasoned business decisions (cost/benefit) and consider outlays in areas such as:
· Health care (16% of Fortune magazine’s Best Companies to Work For offer full medical coverage). · Health club memberships (always one of the most valued employee benefit programs). · Company sports teams. · Smoking cessation and weight loss programs. · Proactive physical exams and check-ups.
Fitness is part of a balanced approach to life and leadership. It represents the understanding that we are committed to the overall success of teammates, not just their work output. It implies that there is more to life than work. Thus a balanced commitment to fitness requires investments in other components of our lives to include: spiritual fitness (go to church, synagogue, etc.); family relationship fitness (regular vacations, attendance at our children’s events, and getting home early enough to help with school work); and social fitness (spend time with friends, go to a party, get some rest).
Leadership is from the front. In a life of balanced fitness we lead by example. And by providing opportunities for health and fitness in others, we change lives in meaningful, life-changing ways. And when you think about it that is what leadership is all about. Be better, improve your team, and make a difference.
Be fit. That’s Leader Business.
P.S. Check out my favorite fitness website, CrossFit (http://www.crossfit.com/). The workouts are crazy and I love their attitude. Many of our deployed troopers work out the CrossFit way. Hooah!
This is the 3rd in a series addressing the key elements of a leadership philosophy. I call them the “7 BEs of a Leader.” Before assuming a new leadership position, Army pre-command training includes time to create one’s personal leadership philosophy. This is a great exercise, one that I have done deliberately many times. I have found that articulating my beliefs, my core values, and what exactly makes me tick are critical elements to share with my subordinates. Doing so, from the beginning, eliminates uncertainty – with subordinates and those whom I serve (customers, stakeholders, etc.) - and helps define the culture and leadership climate that I seek to create. It, like me, is a work in progress. So let me know what you think.
Leaders genuinely care about the welfare of their subordinates and know that people are what leadership is all about. They put the needs of others before their own. They serve others through empowerment, development, and encouragement. They listen and demonstrate characteristics like compassion and empathy. They know that people have good days and bad – just like they do.
Being mindful of others includes the following key leader tasks:
· Counsel subordinates regularly. · Care enough to learn the first names of your subordinates and their family members. Not a strength of yours? Work on it! Learn the names and background of the janitor in your building, the attendant at your parking garage, and the FEDEX guy. · Invest time and money in the professional development of your team. Help them take their leadership skills to the next level. Help them be successful. · Accept the fact that work is probably not the number one priority of your workforce. Care enough to determine what those higher priorities might be. · Offer commendations in public but discipline in private. · Be generous with awards. · Listen - to your workforce and to your customers. On the advice of author Stephen R. Covey (The 7 Habits of Highly Effective People) – “Seek first to understand, then to be understood.” · Write a note of praise and encouragement to a teammate. · Invest in those things that are important to subordinates (and will keep them motivated to stick around – and to excel in what you ask of them) such as training, pay and benefits, fitness, flexible work schedules, child care, etc.
One of my first leadership lessons at West Point was that leaders treat everyone equally. But this should not imply that it is acceptable to treat everyone equally bad. I know of several military leaders whose subordinates live in fear of them. One such commander, a friend of mine, never understood what it meant to be mindful of others. He regularly criticized and belittled his teammates in public and created an organizational climate of abuse and distrust. That is hardly the environment that inspires others to give their best or, in battle, to give their lives. No surprise – my friend was relieved of command in Iraq.
So what do you know about the hopes and dreams of your workers? I like to remind people that most soldiers do not join the Army to be lowly privates. They have goals to some day be leading the unit in which they serve. The same goes for our secretaries, staffs, and new hires. Don’t think they believe they have peaked. They have aspirations for so much more – and it is our job to help them get there. So what are you doing to help them achieve those goals? What sort of investments are you making to enable their success?
To be mindful of others is a daily walk in humility. The higher we go in leadership, the greater are the numbers who exist to take care of us. Leaders must turn this around – to serve and not be served, to build and encourage others and not beat them down, to put others first.
Leaders must use the golden rule to guide the way we treat other people. “Do unto others as you would have them do unto you.” A workplace and a leadership climate governed by the golden rule will have no place for things like sexism, racism, discrimination or intolerance. Leaders must set and live this standard and hold others accountable. This is not political correctness but rather the living of the biblical wisdom that has guided relationships for nearly two thousand years. Be mindful of others.
I was thinking some more about the topic of taking care of people and the quote I used in a recent post from a retired Army General:
If you are a leader, every once in a while you need to stop and look over your shoulder to make sure people are still following you.
Leaders must constantly be performing a balancing act between time and energy applied forward (looking ahead, anticipating change, providing vision, strategic alignment and planning) and the effort necessary to take care of the team. Clearly we must do both. But without taking care of people and their families, without listening and connecting to our teammates, we risk losing those we intend to lead. And we can never lose sight of the fact that without followers we are not leaders.
I am learning that the higher one goes in an organization, the more one must look to the future. Even in small companies, leaders cannot be consumed by immediate, tactical issues. To do so risks a short career and organizational irrelevancy. It is clear that someone must be looking at the market, investigating new opportunities, and bringing in new business. The critical leader functions of determining purpose, drive, and direction are the necessary focus of the strategic leader.
But we cannot forget those whom we lead. We've got to keep looking over our shoulders and checking on the troops. This is the art of leadership - a delicate balancing act of future and present, planning and execution, then and now.
Examples of those who struggle to do both are all around us. In politics, elected officials quickly forget who they are really working for. They quit listening and become disconnected from their constituents (and soon become "unelected" officials). We see this in churches with clergy who fail to recognize their shrinking congregation (but man are their sermons good...or so they think). We can see it in schools with teachers who focus more on education issues and less on connection issues. And we can see it in the many failed businesses (many with great business plans) whose downfall began when the talent started walking out the door.
It's a balancing act: time and energy invested to the front and to the rear. We all must ensure that the people who are necessary to execute our "brilliant" plans are still engaged, inspired, and connected. Take a look over your shoulder. Are your "troops" still marching behind you?
I term we often hear tossed around to describe people-centric leadership is, “Servant Leadership.” Unfortunately it is a lot easier to say than to truly put people first, to serve rather than to be served. But be sure there are some terrific leaders who have built strong, enduring organizations by putting others first. This is the heart of the business of leaders.
One such leader is Southwest Airlines founder Herb Kelleher. I had an opportunity to spend some time with him recently and was amazed how passionate he is about this concept. He not only talked the talk, he walked the walk. Just ask anyone who has flown on, or worked for, Southwest Airlines recently. They’ll talk about the people. When I heard some of the comments below from Herb, I thought of many of the great leaders with whom I have served in the Army. Like Mr. Kelleher, they have gained personal success through the counter-intuitive principle of putting others first.
- “Focus your training on leadership and customer service.” - “Burn the customer service manuals. Instead, empower customer service people to make decisions.” - “Recognize every event in the lives of employees.” - “Get big by thinking and acting small.” - “Executives are the supply corps for the warriors.” (My favorite!)
Mr. Kelleher has built an airline through a simple concept: Take care of your people; they will take care of the customer; happy customers will return value to the shareholders. It is no different in the military. When we take care of the troops, they accomplish the mission. Leaders succeed when those they lead are successful. That is servant leadership. And servant leadership…is Leader Business.
A mentor of mine is a United States Congressman from Michigan. I would be called to his office every few months or so to give an update on some projects or explain one of my decisions. He always amazed me by starting each meeting by asking what he could do for me. He would peck away until I gave him something that he could do on my behalf. I always left his office thinking that this man, as powerful and important as he was, genuinely cared for me.
I read a great book recently: Never Eat Alone, by Keith Ferrazzi. In it he stressed the power of associations. He talked about building and sustaining meaningful relationships. He highlighted the importance of networking. Mind you, this is not the creepy form of networking that consists of people who don’t know or care about one another, swapping business cards, trying to find out what the other could do for them. On the contrary, it is networking that seeks first to connect, then to determine what you might be able to do for someone else.
As I read the book, I thought of my Congressman friend. He brought this principle to life. He genuinely cared for others and wanted to enable their success. And lest you think he is an exception, I have recently made two new friends who also represent this concept – in their personal and professional lives. Both of them have established deep, meaningful networks of people that, no doubt, are friends first and business relations second.
I have worked with many military leaders who understand these concepts. They care little about career advancement or about personal achievement. Instead they are successful because they invest in their subordinates. They ensure they have the training, the tools, and the developmental assignments to grow as leaders. They put them in position to win. They truly, deeply care for their teammates (and their families) and find that mission accomplishment (and personal success) comes because they focus on others not on themselves.
All of this highlights the real purpose of leadership: other people. Leaders have as their top priority the welfare of others. They are successful because they have invested in the success of their teammates. They establish deep, meaningful relationships and make a difference in the lives of others. And when they focus on others, they find that they are enriched in ways that really matter – personally and professionally.
My friend the Congressman had every reason to treat me like just another office visitor…but he didn’t. He cared about me and my success. And you know what? I’ll bet he made everyone feel this way. That is the kind of leader we should all want to be. That’s Leader Business.
Two months ago, President Bush appointed the 
Now, I have no doubt that there is still work to be done. Women still do not have the seat at the table in business that they probably should (only 12 of the Fortune 500 companies are led by women, for example). But everywhere I look, I see very strong, very capable women smashing through barriers, shattering the glass ceiling, breaking records, and blazing new trails. Several female friends of mine run their own businesses and are helping me understand what strong leadership really means. There is still work to be done...but progress is clear. Good for women. Good for all of us. 
