Truth About Leadership: Overview

The Truth About Leadership (James Kouzes and Barry Posner, Jossey-Bass, 2010)
Reviewed by Steve Gladis, Ph.D., December 2010

If you ever decided to put together a dream team of leadership all stars—say, for the US Olympic Leadership Team—you’d be smart to hire Jim Kouzes and Barry Posner to coach that team. These guys truly “get” leadership as well as anyone I know. Their original best seller The Leadership Challenge, based on their years of research and teaching, helped us all clarify the five best practices of leadership in a way that took leadership research from voodoo to validation. Reading their new book, The Truth About Leadership, is like sitting down with Aristotle and Yoda for a chat about the collective wisdom surrounding leadership. These two modern sages (Kouzes and Posner) tell you the 10 big TRUTHS about leadership, like trust, learning, caring, and a lot more. What’s great about this compact book is that the authors talk about big, important truths in simple terms and then document their assertions with clear-eyed research. Deceptively direct and comprehensible, this book poses a lot of myths and dispels them with reality…or truth. The simple truth is that if you want to read a benchmark book about decades of leadership research, buy this book for every leader in your organization. Then use it, as I will, to teach them the “Truth” about leadership.

This week I’ll be reviewing The Truth About Leadership in more detail.

Harvard Business Review Post #5: New Media Ringmaster

“Why You Need a New Media Ringmaster” (by Patrick Spenner, p 78). From the Corporate Executive Board, Spenner advocates a more integrated marketing communications approach to brand management. Up to now, marketing, corporate communications, and customer service all act in many companies a bit like the blind men holding different parts of the elephant—each thinking he has a different animal. Spenner advocates for a super integrator, much like a ringmaster at the circus—especially people with social media skills. The three skills he sees as necessary are integrative thinking (can combine old and new on the fly); lean collaboration skills (be able to beg, borrow across the organization); and high speed responsiveness (detect early opportunities or threats and react fast with social media).

Resonant Leaderhip: Post #1 (Overview)

Resonant Leadership by David Boyatzis and Annie McKee (Harvard Business School Press, 2005). Reviewed by Steve Gladis, Ph.D. December 2010

The bottom line of this book is found in its subtitle: Renewing Yourself and Connecting with Others Through Mindfulness, Hope and Compassion. This might well be one of the most important leadership books I’ve read. Boyatzis and McKee—well respected researchers, professors and authors—use the physics concept of “resonance” (being in tune) to explain a simple biologic principle that rules our lives: We’re creatures whose behaviors and motivations are fueled by our emotions and stimulated by our leaders. And if those leaders are negative in thought, word or deed, they will produce a negative climate and culture, with a negative impact on employee performance. On the other hand, if they approach leadership with a positive vision, they create a culture of employees who succeed and who are renewed, creative, hopeful and compassionate. The authors describe The Sacrifice Syndrome that produces negative attractors and eventually a default state of dissonance. They also describe how such dissonant, even depressed, workers can learn how to climb out of such a negative syndrome by learning and employing The Cycle of Renewal that produces positive attractors—and makes people want to be around you, as a person and as a leader. This week I will be reviewing this book in some detail. I might add that I now recommend it without reservation to every executive client—it’s that big a deal.

Starfish and Spider: Post #4

The CEO vs the Catalyst. CEOs run more top-down models and are in charge. Catalysts trust the community to make the best choices. Here’s an interesting comparison chart from p. 130:

CEO Catalyst

The Boss A Peer
Command/Control Trust
Rational Emotionally Intelligent
Powerful Inspirational
Directive Collaborative
In the Spotlight Behind the Scenes
Order Ambiguity
Organizing Connecting

Starfish and Spider: Post #2

The Starfish and the Spider (Portfolio/Penguin Group, 2006) Reviewed by Steve Gladis, Ph.D.

The Starfish Concept: According to the authors, in a pure starfish organization there is no one in charge and no headquarters; it can survive having its head cut off; knowledge is distributed; the organization is flexible; you can’t count the participants. Alcoholics Anonymous is a great example. Founded by one man, Bill Wilson, in 1935, AA remains a decentralized, locally run program that subscribes to the 12-step program. There’s no application to get in, no CEO, and it’s everywhere. Such an “open system” allows users/customers to participate and contribute to issues central to the organization in a way that spreads these organizations like wildfire. Look how long it took the Internet to take over the world—with no president. Here’s what the authors say: “…open systems [starfish] are about the users, not the leadership.”

Tribal Leadership: Introduction

Tribal Leadership: Leveraging Natural Groups to Build a Thriving Organization by Dave Logan, John King, Halee Fischer-Wright (Collins, 2008). Reviewed by Steve Gladis.

If I could give two books to anyone concerned with organizational development, I’d hand them Tribal Leadership and The Three Laws of Performance—both of which have Dave Logan as a principal author. This article will focus on Tribal Leadership because I’ve reviewed The Three Laws previously on my blog (Survival Leadership).

Overview: In Tribal Leadership Dave Logan et al offer us an organizational development manual for successfully managing tribes. After 10 years studying over 24,000 people, Logan and his team speak with some real authority. The authors first teach us some basics about organizations. Any organization with at least 20 and up to 150 people is a tribe. These tribes are more powerful than leaders, and they decide if the new leader will flourish or get undermined. Ultimately, the tribes even decide on productivity. Indeed, Logan describes 5 levels of tribes that range from dysfunctional (Stage 1: Life Sucks) to world class (Stage 5: Life is great). Tribes move through stages and tend to overrate their levels. But great leaders can 1) listen for which cultures exist in their tribes and 2) move or nudge tribes to the next level in this hierarchy of organization through their actions and language. The key to getting to the highest levels of performance and satisfaction is establishing values and a noble cause. These can’t be perfunctory words, but must be a critical set of living values that shape how companies hire, fire and promote people.

Onboarding: FINAL Post

Final Comments about Onboarding. I highly recommend this book. Let me reiterate the following: So many careers are made, and unfortunately broken, in the very early days, often before the employee even steps into the building because of onboarding oversights. The corporate landscape is FULL of these unfortunate failures. Research out of Harvard shows the cost to be staggering for companies, and the destruction it does to improperly onboarded employees is devastating. Get this book before you hire another employee.

Fierce Practice #6: FINAL Post in Series

Move From Legislated Optimism to Radical Transparency

Scott talks about telling “ground truth” or what’s really happening in the field as opposed to the official corporate party line. She notes that while it’s necessary for tough truth telling to take place, it’s risky and involves courage. We’ve all been there before, when someone says the truth—something everyone knows but is scared to say—and then there’s this big sucking sound as the air goes out of the room. Following the big gulp in the room, the leader stiffens and says something like—OK, Mary, let’s move on. Suddenly Mary is considering the value of annual or sick leave. And everyone around her is now about as willing to tell the truth as the next guy in line at a hanging. Such deluded leaders try to get “Legislated Optimism.” That is, such leaders want only agreement, discourage honest feedback, and demand affirmation—the opposite of what Mary offered. In such cultures, companies die one heartbeat at a time, they lose their best and brightest, and they keep their sheep! Some “tells” that you’re in such a toxic place: Only the usual suspects are invited to the table; the corporate “nod” is prevalent (the yes-man theory); gaps between “official truths” and “ground truths;” the death of innovation; and the absence of accountability. Finally, let me say that Scott’s a rare bird who sings a valuable song. Listen to her closely.

Fierce Leadership Introduction (Post #1)

This week I'll review Fierce Leadership: A Bold Alternative to the worst “Best” Practices of Business Today by Susan Scott (Broadway Books, an imprint of Crown Publishing Group: 2009)

My personal admission: I’m in love with Susan Scott—leadership love, that is. I have long been a huge fan of Susan Scott, who also wrote Fierce Conversations, which has been reviewed on this site previously. Scott’s basic philosophy is to speak the truth to people in a sincere and direct conversation, face to face. Her new book, Fierce Leadership: A Bold Alternative to the Worst “Best” Practices of Business Today, extends her reach more deeply into companies and organizations. For example, she thinks the anonymity of 360s should be replaced with a 365-day-a-year feedback mechanism—which would make 360s unnecessary and obsolete. One technique to figure out if long term “best practices” are even still relevant is what she calls “squid eye” but what I would call “poker eye.” Any skilled poker player knows how to look for “tells” or subtle behavioral changes in his/her opponents, giving a clue to what cards they are holding. In other words, the nonverbal behavior tells the real truth, as opposed to the oral bluff of, “I raise you fifty.” This week, I’ll review Scott’s new book based on her 6 Fierce Practices. Buy copies of this book, use it as an excellent “corporate read,” and discuss it in depth at every employee meeting—it just might change your culture from good to great.

PEAK and Maslow’s Hierarchy of Needs.

Maslow was the father of human potential theory. He believed that man was a striving animal, who had needs to be satisfied, and when satisfied at one level of needs, who seeks to attain the next level on the hierarchy of needs. So if #5 is at the base and #1 is at the height (peak) of Maslow’s hierarchy, the pyramid often used to depict the hierarchy, it looks like this:
1. Self Actualization—The “peak” experience (in the “zone”) when all other needs (#5-2) are finally met.
2. Esteem—The feeling of deep self worth.
3. Social Belonging—Being accepted as part of a group or organization.
4. Safety—Free to roam about without fear of danger or threat.
5. Physiological Needs—water, food, air, and that which sustains life.

Conley refashions Maslow’s hierarchy of needs to what he calls the “Transformational Pyramid” and holds that people and organizations that have only accounted for levels #4 (Safety) and #5 (Physiological) create a level of development that he calls “Survival.”

Organizations that take it up a couple of notches to the #3 level (Social Belonging) and #2 (Esteem) create a level of corporate development he calls “Success.”

And finally, those few that make it to the highest level #5 (Self Actualization) attain what Conley calls the “Transformation.” This final level or zone of rarified air should be the aspiration of all companies, despite the fact that many companies may start and operate at the survival level.

Conley uses his Transformational Pyramid to analyze the basic motivations of a company’s important stakeholders: Employees, customers, and investors.

Leadership: Starting a Company or a Movement (video)

Derek Sivers: How to start a movement | Video on TED.com If you're an entrepreneur or a leader, this 3-minute video teaches more about how to start a company or a movement better than any MBA program can! Especially, note the lessons at the end of the video.

The Three Laws of Performance

The Three Laws of Performance By Steve Zaffron and Dave Logan (Jossey-Bass, 2009)

Of the many books written about change, my thinking and executive coaching has been most impacted by the book The Three Laws of Performance by Steve Zaffron and David Logan (2009). The book’s basic premise is that you can change how people (and organizations) perform by understanding the role language plays. I strongly suggest that if your organization is feeling a little sluggish, sometimes uninspired, or even stuck, you read this book. Next, get relevant folks to read it, and then get them all in a room to talk about how it can apply directly to your organization. If people are honest and want a different future, then watch your organization’s world change!

THE TWO WOLVES
Before outlining the key sections of The Three Laws, I’d like to begin with an old
well- known Cherokee story that the authors tell in the later part of the book. I especially like this story because I think it summarizes, in a story, the heart of this book Also, I could see myself having this conversation one day with Jake Diaz, my own grandson:

An old Cherokee chief is teaching his grandson about life:
“A fight is going on inside me,” he said to the boy. “It is a terrible fight between two wolves.
“One is evil—he is anger, envy, sorrow, regret, greed, arrogance, self-pity, guilt, resentment, inferiority, lies, false pride, superiority, self-doubt, and ego.
“The other is good—he is joy, peace, love, hope serenity, humility kindness, benevolence, empathy, generosity, truth, compassion, and faith.
“This is the same fight that is going on inside you—and inside every person, too.”

The grandson thought about it for a minute and then asked his grandfather, “Which wolf will win?”

The old chief simply replied, “The one you feed.”

Marshall Goldsmith: Measuring Your MOJO

#4. MEASURING YOUR MOJO: Goldsmith provides us with a way to actually measure our own level of MOJO—our internal force that emanates outward. To do that, he describes two modes: professional and personal MOJO. Here’s his explanation:

Professional MOJO: What I Bring to This Activity:
• Motivation: You want to do a great job in this activity.
• Knowledge: You understand what to do and how to do it.
• Ability: You have the skills needed to do the task well.
• Confidence: You are sure of yourself when performing this activity.
• Authenticity: You are genuine in your level of enthusiasm for engaging in this activity.

Personal MOJO: What This Activity Brings to Me:
• Happiness: Being engaged in this activity makes you happy.
• Reward: This activity provides material or emotional rewards that are important to you.
• Meaning: The results of this activity are meaningful for you.
• Learning: This activity helps you to learn and grow.
• Gratitude: Overall, you feel grateful for being able to do this activity and believe that it is a great use of your time.

Marshall Goldsmith's New Bestesller: MOJO

#1 Post--This week: Marshall Goldsmith's Got MOJO

In his latest book, MOJO: How To Get It, How To Keep It, How To Get It Back If You Lose It, Marshall Goldsmith, along with co-author Mark Reiter, has hit another home run. Following on the heels of his blockbuster book What Got You Here, Won’t Get You There, he gives us MOJO that dishes up another heaping serving of vintage Goldsmith: Smart, straightforward, and significant stuff for success. Simply put, Marshall, ably filling the shoes of the late Peter Drucker, describes ultimate life goals--Happiness and Meaning--and shows us how MOJO can get us there. Marshall describes this MOJO as “that positive spirit toward what we are doing now that starts from the inside and radiates to the outside.” And if you’ve ever had the opportunity to see Marshall teach, you’ll see MOJO in action. This book contains loads of easy-to-read examples, heartfelt stories, original research, and plain old hard-won experience and wisdom. It’s the kind of book you want to give to your friends, coworkers and especially to your family members and say: “Here, don’t take my word for it (the importance of happiness and meaning in life), read Marshall Goldsmith’s newest book!

HBR's 10 Breakthrough Ideas for 2010: People Management

#7. People Management: Hacking Work: Learn to love the rule breakers (by Jensen and Klein). Like the world around us, business changes at the speed of light. New technical tools replace old ones at a speed that's breathtaking, if not daunting. Thus, many business systems cannot keep up with the demand. So, those in search of something better, more adaptive often break the rules and both figuratively and literally hack (construct work-arounds) their own business processes to meet the demands of their operations.

The Breakthrough Idea: Learn to become a kind of good hacker—a work-around leader—who doesn’t always play by the rules. As an example, when a system doesn’t work, hack it to get the information needed to get the job done. Such an approach may cause heart burn, but that’s better than the heart attack of a failed company.

Harvard Business Review's 10 Breakthrough Ideas for 2010: Innovation

#6 Innovation: A Faster Path from Lab to Market: Removing the technology licensing obstacle (by Litan and Mitchell). To make sure that researchers at universities got their inventions to the marketplace faster, Congress passed a bill that set up technology licensing offices on university campuses. Ironically, these intended facilitators have in some cases become obstacles and bottlenecks and have inhibited the very research-to-market goals originally intended.

The Breakthrough Idea: Simply amend the Bayh-Dole Act and allow professors to chose the technical help they need to bring their inventions to market as soon as possible.