Don’t be a tool – Website management gives me daja vu

Once upon a time, when management communications happened in person, a term was coined to describe the blame we attach to negative outcomes – in a single explanation. It was the fundamental attribution error. This error was identified whenever someone was not motivated to perform a task the right way.

Example: Bob didn’t load the truck. His manager assumed he did not want too.

Human behaviour was reduced to a simple view of motivation. The motivation movement grew as we bought into this world view. You may have bought a book on motivating yourself. We might have believed that we failed our diet, exercise programs, school exams, simply because we didn’t want it bad enough.

I want to make all my shots but that never happens

I am not sure if enlightenment happened but we discovered that our ability, social relationships and culture could have an equal influence on our behaviour. I fear, in our technological age, we are at it again – blaming a single thing when it is much more complicated.

When we build online communities, we conduct usability studies to test the impacts of our tools. These tests often determine the tools to be insufficient. We add functionality, fix navigation, simplify the look, make the site more logical, and add a much improved database. We do all this because the behaviour and influence we expect our sites to cultivate, did not occur.

The reasoning – if the site was constructed better it would have delivered the desired result?

Don’t make this mistake – see the kaleidoscope that is human behaviour. Use diagnostic tools and approaches that enable a balanced and layered view. Take a page out of the Balancing Act and apply it to our communications, technological or not.

A Vancouver Legend – Lead with example and service

My memory was triggered by the book I read on my flight to Toronto. The book was the story of Mike Flynt who at age 59 returned to play his senior year of college football. Mike Flynt reminded me of a good friend of mine who passed away this summer. Mike and my friend Larry Burke had a lot in common. They were both tough as nails, loved training in the gym and had a passion for what fitness could do in people’s lives.  Mike has a great story and I encourage you to check it out. Larry’s story may not be told so this post will focus on him.

Larry, in his early years, was not the easiest guy to get along with, but with age and experience he became a social hub that attracted all who met him. With his personality, athletic feats and generosity he became legendary in the Vancouver weight lifting community. He was a leader even if he did not intend to be. His personal history includes being a world class weight lifter and a Canadian record holder. In 1979, he tried his hand in body building and won the Mr. Vancouver title.  During his competitive years, Larry built relationships and influenced those around him. After competing he found a passion for rafting, but his real legacy is the influence he had on those around him. He drew people together. Larry had some leadership lessons for all of us:

1. Attitude – Aim high and work hard. He told me that small goals limit you and to enjoy life we must be the best we can be and that meant to aim for the sky.
2. Lead by example – Larry did it first. He worked harder than others and would try anything. This was true right to the end. At 59, Larry would try new training styles and would still challenge the youngest guys in the gym.  With his effort, he gained credibility from those who did not know his story and they would follow him.
3. He was a servant – Larry wanted to help others. He did not have a lot of material wealth, but he gave his time, skill and effort. This was without expectation. I am sure he received what he wanted, which was to share his passion for life.

Larry’s example

He loved to raft, but could not always wait for someone to go with him. His passion meant finding a way to do what he loved. He would leave a bike at the bottom of the mountain and drive his raft to the top. On this ice cold river, Larry would pilot his raft through the rapids and at the bottom, pull his boat ashore. From there he would ride his bike to the top of the mountain, drive down and get his raft and do this all over again. He loved it and the effort was worth every trip.

The reason Larry was so passionate was not clear to me. Something in his life focused him on excellence and giving back. His love for people helped him share experiences with his friends. That included taking them rafting and camping. He built a community of people who would have not met without him. A hole is left at the gym with Larry gone, but if some of us take up his example, his leadership will continue.

Leadership insights from The Water Boy and Three Cups of Tea

I love reading in the summer. A cup of coffee and a patio at my favorite coffee shop is the best place to let my mind wonder. As life is busy, I try my best to slow my thoughts down and I do that by reading. This summer I ran through two books I found equally enjoyable and insightful.

The Water Boy is the story of Bobby Ackles. He started his career as a water boy and rose to the President of operations of the BC Lions Football Club and then went on to help build the Super Bowl winning Dallas Cowboys.

Three Cups of Tea, tells the story of Greg Mortenson. He was a mountain climber that through a failed climb discovered a passion for educating boys and girls in the most remote regions of Pakistan and Afghanistan. His journey in this pursuit offers lesson and inspiration.

While both these men had much different paths they were both exceptional leaders. The definition of leadership I would use for both these men would be that they had many followers. These men raised expectations, provided extraordinary efforts, engendered great loyalty and had a tremendous impact on the communities they served.

Their demonstration of leadership in some ways is similar and in other ways very different. These books underlined to me that sustainable leadership has some basic core elements that cannot be removed and other characteristics that are determined by the situation.

The similarities:
The love factor: Both men cared for the people they worked with, those they served and those they worked for.
Humility: They exhibited a humility that allowed them to engage with all audiences. Everyone was important and all people had value. They were confident, but not in a way that reduced others.
Determination: Both experienced obstacles that for many would have been the end.

The differences:
A plan: Bob had a plan. He built a plan. He taught others how to plan. They had job descriptions, roles and responsibilities.
No plan: While I can assume Greg had tactical plans and  he definitely had a clear vision his organization remained informal and organic.

Their situation dictated the need for a unique leadership – most do.
So what situation should you lead people through?
Do you hold these core attributes that will make your leadership lasting?

Quotes:
Advice from Haji Ali, Greg’s mentor “Listen to the wind.”

Coming back to the Lions, Bob remembers “As a water boy, I wanted to be the assistant equipment manager. As assistant equipment manager I wanted to be the equipment manager. And so on. It was time for me to sit down and establish my goals for the Lions.”

Symbols work, but few use them at work

As much as I am an optimist, I know that our business world is in a funk. Here is the thing, it is summer and my optimism grows when the sun shines in Vancouver. So if you want to gain that positive momentum back into your work place here is one trick in the leadership trade: Use symbols that support who you want to be and where you want to go. They work to focus and encourage the positive. When done well, they become a point of celebration and encourage progress.

Four great reasons to use symbols:
•    Motivational
•    Fun
•    Values re-enforcing
•    Unites

Key things for successful symbol implementation:
1.    Be right for the group and the organization
2.    Have a story
3.    Leader shares the story and builds the process
4.    Award it to those that epitomize its symbolism
5.    Build a routine
6.    Look for opportunities for the team members to champion the process
7.    Select things that need to be celebrated

The video tells a story of two different approaches that football teams have used to encourage and celebrate what they wanted to be. Sports teams do this the best in my experience and that is why I use their stories. We can do this at work; it will just be a different symbol, one that is right for you and your team.
Screaming Eagles – D Line
Golden Bears – Defence

Others who have posted on symbols:

http://ndolinajec.glogster.com/Five-symbols-of-leadership/

Leadership and Symbols By Robert Behn

Sustainability, Engagement – Is Continuous Improvement a Problem?

This week, I look at how our history can get in the way of achieving goals by questioning the practices of continuous improvement. This has impacted the effectiveness of how corporate sustainability initiatives have not succeeded and how we view employee engagement. What do you think?

Quote of the week: “An open system doesn’t have central intelligence; the intelligence is spread throughout the system.”
The Starfish and the Spider by Brafman and Beckstrom

Well meaning leaders, need to pause and pay attention to the needs of followers

Every once in a while you see a great illustration of a concept that is hard to communicate. Leadership should be about walking along side people and progressing together. Far too often it becomes a well meaning person dragging others behind them.

It has been hot here in Vancouver and we have been spending the evenings outside with friends watching our kids play. Keon, the little boy in the picture below,  is a great big brother. He watches out for his little sister Mya and tries to keep her safe. He knew she was suppose to stay on the grass and off the road. He went over and said “Mya we need to stay on the grass.” She knew that, but has a mind of her own. Keon ever so gently took her arm to lead her to the grass. Then he pointed his eyes to the goal he had in mind and dragged her there screaming. When this happens and it happens often, she is likely to fall on the pavement and scrape her knee. The other thing she is likely to do is go the opposite direction when she sees Keon the well meaning leader coming.

So how often when you intend to be a leader, do you engender this response from would be followers?

Welcome Kate Williams to the World!

No blog posting this week but a couple of pictures from a proud Dad!

7 pounds 15 ounces Born @ 10 am on May 21, 2009

In addition to – integration with social media is key

This short blog post is focused on the phrase “in addition to.”

The first time I heard the phrase was when Shel Holtz used it on FIR.
Shel got me thinking and when I went to an IABC/BC social media meet-up this week, it reminded me that what we have always done is still very important – be face to face.

We are social beings. Blogs, Twitter and Facebook help connect some of our social bonds; however, we still need to sit down and share a drink, eat some food together and share stories.

Many organizations are setting up exclusive social media functions internally. This is short sighted. The effective social media function should be integrated with corporate communications. To build sustainable communities with a long term view (more than a fad or campaign) on how our efforts enhance sales, our brands, and employee performance etc. – our social media tactics will have to be in addition to many other traditional tactics that glue us together.

Personal Update:
My wife is 7 days overdue and I am a little distracted, so I hope this short post was a complete thought. Next week baby pictures – can’t you wait?

My new little one at 25 weeks.

Does aiming for employee happiness undermine engagement?

Many studies over the years have proven that satisfied/happy employees are more profitable.

The result has been the increase of entitlements and entitlement programs with tangible results.

What if this evidence leads us to short term gains that are unsustainable?

Happy Happy People

Here is my theory – when we use incentive based leadership, we can measure a short term impact that can be quantified into a ROI. This encourages a focus on satisfaction and externalities.

A sustainable approach would involve creating an intrinsic motivation that is self determined by employees. They would have a sense of belonging to something bigger. They attach themselves to the mission of the organization and to the people they work with.

Our practices of short term ‘happy measures’ may in fact work against the sustainable leadership approach.

Sears started this when they demonstrated a ratio of profitability correlated to employee satisfaction. Does this foundation of evidence lead us to bad practices?

I am definitely not the first to consider this:
Paul Kearns is Director of PWL

Leading in troubled times

This post addresses the needs of your team members and how they can help you in troubled times. I use a story about a good buddy (Calvin) who taught me a lesson.

The second thing this story does is challenge the typical strategies we may use to deal with job security anxiety.

Many of us were taught Maslow’s hierarchy of needs as the premise of behaviour and motivation. I find this model very useful, but it can produce ineffective strategies for engagement when we seek to grow from the bottom up, we never go after the heart at the top.

Maslow’s hierarchy – is it really the definitive set of needs