Working to Be a Leader

What Got You Here Won’t Get You There:  How Successful People Become Even More Successful! written by Marshall Goldsmith with Mark Reiter (Hyperion, 2007, 256 pgs.) contains practical wisdom from one of the world’s premier executive coaches and author on executive performance.

Since I just read Goldsmith and Reiter’s newest book:  Mojo:  How to Get It, How to Keep It, How to Get It Back If You Lose It  (Hyperion, 2009, 205 pages) and realized that before I write my review of that one, I wanted to post this entry. 

 Goldsmith’s methods for changing behavior are straightforward.  For instance, one of the 360 assessments he uses consists of gathering feedback on an executive’s behavior from meaningful colleagues and constituencies.  The client is asked to listen carefully to how others experience his behavior, formulate ways to improve interactions, give thanks for the feedback, apologize where needed, and practice feed-forward.

There are other parts of his book that I will highlight in future posts, but I want to focuse on the group exercise in feed-forward that Goldsmith conducted at a meeting I attended of the New York City Chapter of the International Coach Foundation.  I also used this exercise during one of the management classes I teach at the Zicklin School of Business at Baruch College.  In both cases, I found the exercise to be a worthwhile endeavor.

Here’s how the feed-forward process works.

1.  Identify one behavior you want to change in your life.  The behavior change should bring about a positive difference in your life.

2.  Describe the behavior you want to change in a one-on-one dialogue with someone:  a spouse, child, best friend, or coworker—or in the case of the ICF-NYC meeting, a perfect stranger would do.

3.  Ask that person for two suggestions for the future that might help you achieve a positive change in your selected behavior.

4.  Listen attentively to the suggestions.  Take notes if you like.  Your only ground rule:  You are not allowed to judge, rate, or critique the suggestions in any way.  And you are not even to say anything positive such as, “That’s a good idea.”  The only response you’re permitted is, “Thank you.” 

You can then repeat the process with someone else—until you have a good sample of ideas to improve your behavior.

One book that I found very helpful—especially for those at the beginning of your careers—was one written by Goldsmith—and other well-known executives.  The book is Learning Journeys: Top Management Experts Share Hard-Earned Lessons on Becoming Great Mentors and Leaders by Marshall Goldsmith (Davies-Black Publishing, 2000).  Read a chapter at a time, do the exercises, and reflect on how you can be a better leader.

If you practice feed-forward, let me know how effective it was  by sending an e-mail to Leigh@ltr-nyc.com

When a Colts fan was on her way out of the restaurant where I was watching Super Bowl XLIV, this woman made it a point to stop next to me, touch my shoulder and say with a big smile on her face and a smirk in her voice, “The Colts really are the best team.  The Saints don’t have a chance in hell to beat the Colts.”  Obviously, she hadn’t read the e-mail I had received from a friend in NOLA.

“It is hard to express the wonderful effect the Saints have had on our community – it has brought us all together in the glow of their achievement, and we are awash in black and gold and ‘Who Dat’.  I am sure the intense and widespread emotional involvement is directly related to the depth of commitment we have made to the recovery and improvement of NOLA. So many things are coming back but not there yet, but here is one area where success is palpable and was a long time coming (43 years!).  And it’s wonderful Lagniappe that Drew Brees is such a fine  human being – not just a great quarterback.”  Suzy Mague, a woman I met when volunteering in NOLA after Hurricane Katrina, pinpointed what was going to help the Saints win the Super Bowl:  the collective belief in success by those in the Gulf Coast region.

Lagniappe is a term used in Louisiana which  means “”something given or obtained gratuitously or by way of good measure.”  What the Saints gave the city of New Orleans were gifts of hope, commitment to a goal, and success against great odds to even reach the Super Bowl.  What the city of New Orleans gave back was their enthusiastic support and hope that the area’s recovery would be as successful as that of their Saints.

 The consensus was that the Colts were the better team, Peyton Manning the best quarterback ever, the defense so strong that Manning had only been sacked 10 times all season, and on and on.  My clapping and cheering for the Saints when they were behind 10-0 in the first quarter did give me pause.  Yet, as is the nature of a 60-minute game, there was still a chance.  In football, you have to play the game to the very last second even if your team is losing 54-0.  The Saints went the distance in great form.

To lead off the second half of the game, Saints’ Coach Sean Payton used a tactic that brought his team success:  a practiced  surprise.  For the first time in Super Bowl history, a team started the third quarter with an onside kick.  The Saints punter made a short kick (more than 10 yards) to the Colts, a Colts player touched then lost the ball, a Saints player recovered the ball, and the Saints earned very good field position.  The Saints had practiced this surprise over and over again during the week leading up to the big game.  The timing made history, shifted the momentum to the Saints, and helped them come away with a 31-17 victory.

Today I wish that I could call the Colts fan who told me to give up on the Saints because they didn’t have a chance.  There is always a chance, always an opportunity to succeed whether on the football field, a baseball diamond, or the workplace playing field.  Give yourself a chance by practicing a surprise that can get you noticed,  realize the potential you have as a leader and become an outstanding team player for your followers while working to be a leader.

A leader’s position carries with it responsibility to inspire followers and use power wisely.  It also includes teaching others to jump barriers and give up their silo thinking in order to explore new possibilities.

A few years ago when I was at a friend’s apartment, I noticed that her dog, a big German Shepard that stood maybe 24” high, was confined to the living room by a piece of wood placed at each doorway.  The barrier was only 18” inches high – a height the dog could have walked or jumped over with ease.

I knew this because my dog Emelie, a mix of Border collie and Samoyed raised exploring beaches and mountain paths, easily jumped the piece of wood.  In fact, she roamed all over the house, jumping or knocking down the barrier if it got in her way.  The other dog, who only got out to a small yard three times a day, looked at Emelie, whined, and after a couple of times testing her freedom and being disciplined for doing so, was too afraid to venture forth into risking another jump.

An executive coaching client recently commented to me that she values my creative input because her staff can’t see or won’t speak up about the ‘possibilities’ of a situation.  She is a ‘roamer’ but her staff uses what I call ‘silo thinking’ – confining their perspective to a narrow column of influence.   A silo is a structure used to store materials, in this picture it is grain on a farm.

Grain silos on a farm

Silo thinking in followers means that instead of looking out to the horizon, employees see the walls of the job description, the risks of speaking up, and the fear of going out of their comfort zones to explore unknown territory.  They’ll share ideas with peers but won’t speak up at meetings or with their managers.

The influence of their corporate climate, consequences of making a mistake in front of others, and their own ‘mental training’ are just some reasons for their ‘silo’ thinking.  It could be age – never being asked before for creative ideas – or conditioning over the years by being told what to do, how to do it, and when to do it instead of being empowered to individualize their work.  Or the fact that people don’t want to expand for fear of the repercussions of what new activities they might be asked to participant in or that they would have to move out of their usual role to take on leadership themselves of an initiative.

My client consistently strives to inspire, model creative thinking, and provide opportunities for staff input.  She is persistent in efforts to overcome her staff’s ‘silo thinking’ and resistance to jump barriers.  However, with each subtle shift in behavior from individuals, my client gains confidence to continue her efforts to engage her staff in barrier jumping behavior.