Make a new mistake

Are you Ready to Make New Mistakes?

There are many reasons not to trust people who say they have never been wrong. Every leader who dares to grow, innovate, defy conventional wisdom, or make a positive impact makes mistakes and experiences failure. To err, after all, is human. We all make mistakes.

Good leaders, though, make new mistakes.

They learn and avoid repeating the errors they have made — especially the expensive ones. Your new mistakes, though, can be expensive. Some are catastrophic.

Leaders in a competitive market who rely solely on personal experience are particularly vulnerable to business-ending new mistakes.

They only learn in the school of hard-knocks where the tuition is really expensive. Sometimes those hard-knocks are knockouts.

How do the most successful leaders avoid these problems?

They learn from their own experiences and those of others. The very best leaders make truly new mistakes. They avoid the mistakes that they have made themselves AND they avoid the mistakes that others have made.

Reading is the fast track to learning from others.

How do you know which books and articles to read?

That’s exactly why we’ve created this reading list. It contains some of the best books and articles on Leadership, Culture, and Strategy, so you can avoid wasting time on nonsense.

We have also organized the list by theme, so you can focus on the issues most important to you.  For instance,

Our Leadership Themes include:

  • Lead Well: Trustworthiness, Respect, and Stewardship
  • Practice Empathy: Your Short-Cut to Gaining Cooperation
  • Take Responsibility: How to promote innovation
  • Connect the Why: Gain commitment through Common Purpose

Check out our Culture Themes:

  • Forge Balanced Teams: How to Strengthen Diversity and Inclusion
  • Align Values and Practice: What Happens in the Halls Trumps What’s Written on the Walls
  • Build Resilience: How to Bounce Back Higher
  • Stop Toxic Subordinates: The Altar of Short-term Results is the Fast Track to Failure
  • Position High Impact Leaders: Put your Top Talent in a State of Flow

How are these for Strategy Themes:

  • Strategy governs Plans: How to Make Sure the Dog Wags the Tail
  • Manage Silos: How to Avoid Letting Success Fall through the Cracks
  • Embrace Complexity and Uncertainty: How to Create and Seize Opportunity in Chaos
  • Courage: Developing the Strength and Wisdom to Decide
  • Learn and Adapt: How to Make New Mistakes

So, are you happy to repeat your errors and those of others…

Or, are you ready to make truly new mistakes?

Get the Reading List HERE

If you already have our Reading List, check out these webinars:

Wait? These webinars say they are for Cyber Security Leaders.

That’s true, but the same concepts work for anyone who leads human beings.

Ready to make truly new mistakes? Get the Reading List HERE

When you are ready, here are four great ways to work together

Speaking: Do you want a professional keynote speaker to talk with your team on leadership, culture, and strategy? I’ve talked to business, NFL, academic, government, nonprofit, and military audiences. I always tailor the presentation to you, so the message inspires action for you and your team. I’m a professional member of the National Speakers Association, which means I have a proven track record of professionalism and performance.

Training: If you want an even higher impact for your team, training and workshops are a great way to go. I teach teams and organizations on a range of Leadership, Culture, and Strategy themes, to include: how to elevate your team’s performance, how to build a culture of excellence, how to slash employee burnout and turnover, how to develop a winning strategy and how to prevent expensive mistakes. Programs for you range from half-day primers to three-day intensives, to include offsite at places like Normandy and Gettysburg.

Self-Directed Courses: Do you want your team to stay engaged on these key themes but do not want to send them away to an executive education course? We have a suite of online programs that are perfect for you. The courses are excellent ways to follow-up a training event to keep your team learning at your own pace.

Consulting: Do you want to improve your leadership development programs, build a culture of excellence, and create a winning strategy? Unlike the big, gucci, consulting firms that are slow, bureaucratic, and stick you with junior MBAs, I work personally with you and your team, so you get results quickly and cost-effectively with no hassle.

What results can you expect? Check out these video testimonials.
Reach out to me anytime you are curious about working together.

Get Ahead Of The Cyber-Threat

with this one powerful habit

cyber security

You face a dizzying array of threats: lone-wolf hackers, organized crime, government-sponsored proxies, and insider threats. These groups are highly aggressive and adaptive and often operate with impunity. They threaten our businesses, infrastructure, livelihoods, and way of life. Cyber is the new frontier of freedom and you are on the front lines.

The enemy always finds a new tool or tactic.

If you are a cyber-security leader, it’s natural to look for an advantage in technology because those are the tools of the battle. Any technical superiority you gain, however, seems fleeting. It’s like a hamster wheel. The enemy always finds a new tool or tactic. The adversary also has advantages in timing, being able to stage attacks when they want. They can attract talent for higher pay than you can afford. They take advantage of people in your company who are cyber-complacent or simply not paying attention. You have to be vigilant constantly.

Your advantage comes from your leadership.

Your competitive advantage, though, is not in the technology or tools. Your real competitive advantage comes from your leadership: your ability to build relationships with the C-Suite and board to get cyber-security ingrained in the culture and governance, create a culture on your team that attracts, engages, and retains the right talent, and act strategically by making sound decisions, managing risk and uncertainty, bridging silos, and learning and adapting. As you know, personal experience is the best teacher of leadership. It’s the school of hard knocks. Learning from your own mistakes and triumphs helps you improve on what you have done before.

Personal experience, however, has a very poor track record in preparing leaders to face new and different challenges and opportunities. Many find themselves to be prisoners of their own past, searching in vain for answers as their competitors race forward. The Blockbusters in a Netflix world.

Leaders who rely on personal experience are guaranteed to be incompetent.

As a Cyber Security Leader, you cannot afford to simply learn from experience. The adversary is too adaptive and the consequences of being outmaneuvered by them are too high. You are fighting a chameleon-like cyber-insurgency with ever-evolving tactics, techniques and procedures. You need every strategic edge you can get.

Learning from others in a variety of disciplines is the best way to multiply your experiences in a very short amount of time. There are three great ways to do this. Reading great books and articles, using advisers and mentors to challenge our thinking and provide different perspectives, and experiential learning – training, workshops, and off-sites that help us gain different ways of thinking about the challenges and opportunities we face.

This is exactly why we have put together this reading list for cyber security leaders. It is organized thematically by what we call the 3 BIG things: Leadership, Culture, and Strategy. This combination of great books and articles allows you to be highly targeted in your approach to multiplying your experiences by learning from others.

Check out the reading list here: Cyber Security Leaders Reading List

 

Improve the Success of Your Company’s Diversity and Inclusion Programs

by Using Leader Archetypes in These 5 Steps

Diversity and Inclusion Programs

DIVERSE WORKFORCE

The business case for a diverse workforce, explains the Wall Street Journal, is clear. 

Less obvious is how to retain a diverse workforce. According to one study, women are twice as likely as white or Asian men to leave their employer. Black and Latino males reportedly leave at 3.5 times the rate of their white or Asian male counterparts. A lack of inclusivity is often blamed for the turnover. A 2007 report estimates that failed diversity initiatives cost American companies $64 billion annually.

In short, current efforts to hire a diverse workforce may be costing some companies more in employee turnover than the gain in productivity. 

THE CHALLENGE

This challenge could be one of the reasons smaller companies seem less likely than larger ones to diversify. Even among larger companies senior leadership and boards still tend to be white and male. This homogeneity is even more troubling considering the emphasis on diversity since before the turn of the century — more than enough time for the rise to senior leadership. 

A recent study by McKinsey, a consulting firm, shows that women tend to have their careers derailed early. Most fall behind their male counterparts in the move from entry position into first-line management — the so-called first rung. 

Bigotry and misogyny among some managers are no doubt parts of the problem. 

Another part of the problem could be the tendency for leaders to clone themselves. This unconscious affinity bias leads people to select and promote others like themselves. Sometimes this bias is based on gender, ethnicity, or religion. 

In many cases, though, it is based on an idealized and personalized version of what it takes to be a successful leader. Since the person in the leadership position sees themselves as successful, selecting and promoting similar people is perceived as sound practice. Cloning seems to be a common mistake among relatively inexperienced managers, which may account for the first-rung problems in large companies and poor diversity in smaller companies. 

Developing leaders to appreciate a broader range of leadership archetypes could reduce affinity bias and improve diversity and inclusion at more senior levels.

OUR RESEARCH

Our research has led to four major leader archetypes: Pioneers, Reconcilers, Operators, and Mavericks, which we call the PROM leader persona method™. Each archetype has natural inclinations and points of energy. Pioneers are innovators. Reconcilers build teams and manage consensus. Operators create the systems and processes that get things done routinely. Mavericks solve complex, wicked problems. Organizations need them all.

They also have their natural dis-inclinations, or requirements that tend to drain their energy. Pioneers and Mavericks, for instance, can find details to be soul-sucking. Operators and Reconcilers can get bored without clear requirements. Hiring people into roles irrespective of their archetype has a good chance of producing low job satisfaction, rapid burnout, and low perceived fitness for promotion. 

A wider appreciation for diverse leader archetypes and the roles that bring out their best can improve the hiring and promotion processes and better set-up women and non-white males for success. Helping people be the best version of themselves will enhance the quality of mentoring and feedback.  When added to the very important inclusion training, sensitivity to leader archetypes is likely to improve senior leader diversity.  

STEPS TO TAKE

Here are five steps to take:

  1. Determine your leader-archetype by going through our short self-assessment and explanatory videos. Have your managers do the same so they can have a broader point of view. To gain greater depth, check out our e-book.
  2. Decide which leader-archetypes are best suited for the different management roles in your company.
  3. Add leader-archetype to your employee’s skill sets so that you can set people up for success.
  4. Promote diverse candidates into roles for which they are best suited. 
  5. When you have women or non-white males candidates in roles not aligned with their leader-archetype (companies often do this to give leaders broadening experiences), be sure to put talented, diverse leader archetypes around them.

CONSIDER

Considering leader-archetype in selection and promotion processes is no panacea. Diversity and inclusion challenges are likely to remain as long as people allow affinity bias based on physical or cultural differences to influence them. Deliberately setting up your employees and managers for success by considering their leader-archetype is likely to improve job performance and satisfaction, reduce employee turnover, and enable your company to more fully realize the competitive advantages of a diverse and inclusive team. 

 

HOW TO DISCOVER YOUR ‘WHO’

How to find your who

I have two things of value for you.

First, we have been doing a lot of research on leader authenticity. Good leadership starts with knowing and owning your WHO. Each person is hardwired differently. Knowing and owning WHO you are as a leader makes you sincere and genuine.

There are lots of different personality tests — Highlands Ability Battery, Myers-Briggs, TTISI, Predictive Index, DISC, etc. These assessments provide highly detailed information, which can be very enlightening.

I’ve also found, though, that I had difficulty using these assessments to understand myself as a leader and what that means in the context of a leader team. I had trouble seeing the forest for the trees.

This challenge led me to look at the very basic ways people are hard-wired that affect how they lead. We wanted to find which factors were durable (unlikely to change as we grew or with context) and salient (directly affects how we operate as leaders). Stripping away those that seemed malleable, we came up with two factors that seem durable and salient: introversion – extroversion and detail – vision orientation.  

Putting these in a quad chart reveals four distinct leader-personas: Pioneers, Reconcilers, Operators, and Mavericks. We call this the KSLA’s PROM Leader Persona method. 

PROM Method

To find out which one you are and what that means to you as a leader, take this short assessment:  (CLICK HERE TO TAKE ASSESSMENT)

No matter what field you are in — nonprofits, business, sports, government, or military — knowing and OWNING your leader persona will help you see yourself, lead with authenticity, and build diversity of the mind around you.

We will be coming out with more of our research on leader authenticity in the coming weeks.

Second, did you ever notice that the WE comes before me in aWEsoME? Organizations that want a healthy, winning culture need people willing to work together as a team. This is more likely to happen when:

  1. Leaders take the time to explain the big picture and the strategy to reach the organization’s goals — the WHY;
  2. The values and expectations are clear and are consistent with what actually happens in the workplace — the HOW;
  3. People have faith and confidence that their leaders will care for them as individuals, even as people work together in teams. 

These key points have been consistent over time. The Battle of Shiloh, among others, is an example: The Confederate leaders got none of these three things right. Here’s what happened next.

https://youtu.be/K3130LoCBGs

Best wishes,

Chris Kolenda

P.S. if you like these videos, please sign up for our YouTube channel — hit the bell so you get notified when we roll out a new video.

The Only Victories that Truly Matter are the Moral Ones

By: John O’Grady, Founder and Owner of O’Grady Leadership Consulting Services

Victories that Matter

An often-used phrase in sports is, “there are no moral victories.” This phrase is extolled by coaches, fans, and players alike whenever their team loses a contest. It places primacy on the score as the only outcome worthy of acknowledgment.  I am guilty of having uttered these words to youth teams I have coached, my daughter, who is an athlete, as well as teams I have been a member of. I suppose I did because it’s easy to adopt a catchy phrase without much thought, especially one so frequently used. As is the case with most unexamined things in life I have come to realize I have been wrong and exceedingly small in my thinking. Now that I am a little wiser, completing a career as a decorated combat veteran, and launching my leadership consulting business I realize that the only lasting victories are the moral ones – regardless of the score at the end of the game. The actual wins worthy of celebration in life are, in fact, the moral ones – I am now playing the long game. This concept became crystal clear for me while I observed the indomitable human spirit, brotherhood, and competitiveness of the Wagner College Football team as they lost their season opener, 24-21. This loss came to a twenty-one point favorite, University of Connecticut (UCONN) team.

This story starts back well before I even became associated with the Wagner program. It starts on 30 December 2018, when one of the young men on the team, Tyamonee Johnson, was senselessly and tragically killed while home for vacation from Wagner. The 22-year-old man, a father of a then two-year-old, recently graduated and decided to return to Wagner in pursuit of his Master’s Degree. All that changed on 30 December as did the contour of the Wagner Football teams upcoming season without their brother and teammate “T.”  The staff and the team faced their first tough choice of a new season… be consumed by the pain and senseless nature of this horrific event or take control and ownership for what they could control. They chose the latter in the coming days and weeks that passed as they navigated through this hard life lesson, resolving never to forget their teammate and friend. They decided to draw closer as a team, relish the precious moments together regardless of how difficult, and re-dedicate themselves to the rigors of the off-season, preparing for the season without “T.”

Fast forward to the last week in July of 2019 some seven months later.  I was invited to deeply embed with the football team in my capacity as a leadership and culture consultant. I spent a full eight days with the team during the start of summer camp. I was given complete access thanks to Head Coach, Jason “Hoss” Houghtaling, and Associate Head Coach/Defensive Coordinator, Del Smith.  I lived in the dorms with the players and ate meals with them. The dog days of summer start at 600AM and last until approximately 1030PM each day and I was present for all of it. The first thing that struck me about the coaching staff is that they intuitively understand that they are in the business of coaching people and teaching football.  This wasn’t something explicitly spoken, but as I observed them, it was exceedingly clear.  These were men of character built for selfless service for other men. They were deeply invested in the type of leaders they wanted the young men they coached to become. In fact, we spent an entire morning session discussing what it meant to be a “Wagner Man,” and another whole day discussing the topic of cultivating trust with intention.  Now, anyone who knows anything about summer camp or a football coaches’ life, in general, knows time is the most precious resource second only to players. The time investment and subsequent discussions during the week demonstrated how committed the staff was to building men of character, focusing only on what they could control and what was right in front of them each day with the statement, ‘What’s Important Now – W.I.N!”.  Many other staffs would prioritize X’s and O’s over everything else – not Wagner. 

Throughout the remainder of the week, I was offered the opportunity to have breakfast with Coach Hoss, where we spoke at length about leadership and cultivating a values-based culture. Additionally, I met with his leadership council of players where we talked about the season they wanted to have and what they were willing to do to achieve those goals.  I offered up they conversely consider what they would not tolerate while attaining their goals. Throughout this entire process, I sensed this was a unique group of people, invested in each other’s growth, first as humans and second as players, genuinely committed to a pursuit of excellence in all things – no excuses. 

In my parting speech to the team, I challenged them to do three of things as they moved forward. First, don’t sacrifice the future on the altar of today. Second, love your future self as much or more than you do your current self. Lastly, recognize the genuine miracle it was that they were present in this moment, despite the day to day grind, never forget this and understand they had a responsibility to treat it as a miracle – no excuses, put in the hard work and make the hard choices necessary to ensure that all three challenges were met. My promise to the team, “I’ll be watching, and I’ll call you out if you aren’t achieving your full potential.” 

Graciously I was invited back to travel with the team to their season opener.  Fast forward to kickoff, 24 August in the season opener at UCONN. What I witnessed for 60 minutes of football was a group of young men of character, led by men of integrity, fiercely compete.  It’s a small nuance, but it was clear these men didn’t only play with one another; they were playing for one another. They had 100 reasons to relent even before the start of the contest. But like back in December of 2018 they chose not to. During the game, they had another 1,000 reasons to lay down, fold, or quit. Instead, they decided to compete with an unrelenting spirit. Each time they made a conscious choice as individuals and as a collective to begin to define further the men they wanted to be, not just on a football team, but in life. They became winners in life.

For this experience, I became filled with an incredible depth of gratitude that is hard to accurately articulate. I am so thankful for having been able to witness up close this astonishing demonstration of what the human spirit is capable of and be a small part of their journey. It allows me to re-affirm my passion for working with athletes, coaches, and teams, helping guide them toward the best version of themselves. In doing so, I become a better version of myself. I am forever better and inspired because of the choices these men made, play in and play out, and how they departed the field with class.  

I am reminded of an Edwin Markham poem, “Creed.”  The following is an excerpt, “There is a destiny that makes us brothers; None goes his way alone; All that we send into the lives of others comes back into our own.”  In sports, the human spirit is offered the opportunity to express this symbiotic dance in ways rarely found anywhere else. We must never forget this. We should always celebrate this. This is the moral victory, far more impactful and everlasting, and ever-present regardless of the score, win or lose. Yes, there are moral victories. I witnessed one, and I celebrate it, you should too.

Email: [email protected]

LinkedIn: www.linkedin.com/in/john-o-grady-leadership

Twitter: www.twitter.com/OG_Leadership

The Secret to Owning a Successful Business:

LEADERSHIP

The Secret to Owning a Successful Business: LEADERSHIP

SUSTAINABLE GROWTH

Sustainable Growth, the cornerstone of any successful restaurant or business, rests on the shoulders of three profound elements: Leadership, Culture, and Strategy.

In this article, we’ll focus on Leadership.

LEADERSHIP

What is Leadership?

Countless volumes of books, articles, podcasts, blogs, and conferences do their best to help leaders every day to get better at this thing we call Leadership. I always like to go simple and start with a definition from one of my best friends, Merriam. Webster, of course.

The dictionary defines Leadership (noun): as a person who guides or directs a group; Leadership (verb): to guide on a way especially by going in advance or to direct on a course or in a direction.

NOT EVERYONE IS A LEADER

Contrary to some contemporary thought, not everyone is a leader. Leadership is about more than influence. While there certainly is a special essence of influencing those who are being led, there is also a clear depiction by the definition of guiding and directing while also going in advance of those who are led.

Admittedly, in every organization, there are far more people that should assume Leadership that don’t and to paraphrase something Pat Lencioni shared in a recent conference I attended, there are probably a lot of people leading that should not.

WHAT DOES LEADERSHIP MEAN TO YOUR ORGANIZATION?

Now that we understand the essence of Leadership and leading, what does that mean to your organization?

Can we look at any organization with the same lenses?  Yes…and no.

Sustainable Growth rests squarely on the shoulders of Leadership, and the balance of that Leadership is dependent upon the context of your business, and your organizational dynamics.

LEADER DEVELOPMENT AND DIVERSITY

When analyzing influence in your restaurant or business, you should begin with two concepts:   leader development and leader diversity.

LEADER DEVELOPMENT

Sustainable Growth best occurs when there is more than one leader. There must be depth as well as a breadth of Leadership.

If you are reading this as a restaurateur or even a small business leader, ask may yourself, “Am I the only leader on my team?” The only excuse for answering that with a “yes” is if you are the ONLY person in your organization (even then, a Sustainable Growth MindsetTM ensures you don’t stay that way for long)!

Over time, hiring and investing in middle-level leaders and helping them take the initiative to improve their leadership skills will pay considerable dividends: for them, for you, and most tangibly, your organization.

LEADER DIVERSITY

Think about what type of leaders you have in your organization. Certain leader types may be more effective than others in your space.

Some leaders love details! Details energize and make them tick. Surely you know somebody like this?

There are still some that are exceptional at helping everyone see the BIG picture, visionary and inspiring as they articulate the 30,000-foot view as few others can.

Additionally, there are those of us energized when surrounded by people–the team we work with, a robust audience, or countless customers and clients.

Lastly, there are those empowered by the closing of a door, finding themselves alone in peaceful solitude with their ideas.

Which of these is good?  Is one worse than another? Can there be a “good” or “bad”?

DETERMINE YOUR LEADERSHIP TYPE?

Are you a Maverick or Pioneer? An Operator or Reconciler?

What about those on your team?

In the fast-paced restaurant industry, where the customer’s desire is instant gratification, Leadership is critical, details matter, and self-awareness is the beginning of a leader’s growth journey. Your team’s future growth depends on it!

Take our short, quick persona quizzes (click here) or have your whole organization figure out where they are on the spectrum. It will help you and your team see yourselves in a different way, and improve, regardless of where you are.

3 QUICK-ACTION STEPS TO SUSTAINABLE GROWTH

Here are three actionable tasks that may serve you well in your endeavor to bring out the best in your business through Leadership:

  1. Assess yourself and your team’s personas. Send SLA’s Leader-persona quiz (FREE!). This exercise alone will increase self-awareness and learning.
  1. Bring the team together—in whole or in parts—and share personas. What do you see? Any surprises? Any trends or fresh observations?
  1. Lastly, ask yourself, “Are we balanced?” Do you have gaps? Blind spots? If so, generate some options that will improve your team’s balance.

LET’S GET OUT THERE AND DO IT!

Why Help the Restaurateur?

Why Help the Restaurateur?

Serving those who serve

Why am I passionate about helping the restauranteur?  After serving in the military for 23 years, why would I now choose to work with restaurateurs and quick-service franchisees?  The answer is quite simple: I want to continue to serve by serving those who serve!  Can you think back to some quick-service restaurant that broke the monotony of your day-to-day?  What fast-casual dining restaurant answers the age-old question of “what’s for dinner?”  Food remains integral to building relationships, our country’s economy, our culture, and our way of life. The restaurant industry is one of the most dynamic, cut-throat, and often unappreciated sectors in today’s marketplace. 

GUTS – Radical Courage

It is no easy road to be an entrepreneur entering such a demanding industry.  It takes real GUTSradical courage—to join such a space.  Food expenses are rising.  Operating costs, to include the rising cost of wages, are a challenge. The increasing price of leased real estate is a looming foe.  In addition to these costs, the complex nature of marketing, sales, and communication make running a restaurant no easy task. Never mind trying to infuse a level of sustainable growth.  

Key Trends

In the NRA’s 2019 State of the Industry Report, they highlighted five key trends that continue to be at the forefront of the challenge:

  1. A competitive business environment.
  2. Staffing as a top challenge.
  3. Pent-up [customer] demand remains elevated. 
  4. Technology incorporation continues.
  5. Food preferences continue their rapid evolution.

Past performance does not dictate future success

Unfortunately, these trends do not soften the statistics of the past two decades either.  As you often hear it said, past performance does not dictate future success, but hindsight makes it clear that it is a significant challenge to be a successful restaurateur in today’s environment.   The numbers are staggering, with no relief in sight. Research has estimated some 60% of restaurants don’t survive their first year; Anywhere from 70-85% of restaurants either change the owner’s hands or go out of business in the first five years according to a 2005 study.  And personnel turn-over within the restaurant space is commonly observed to be as high as 70% annually. There is much to be gained as a restaurateur. However, it takes something special to not only survive but grow. 

How can I serve you best?

I have spent the past six months transitioning from my career in the Army and thinking about this VERY blog.  My aspiration: how can I serve YOU best?  I have visited a countless number of quick-serve and fast-casual dining restaurants.   I have watched and spoken to the men and women who are doing it, day-in and day-out, and my hats off to you! 

Three action steps

Here are three small things that may serve you well in your endeavor to be the best in your business:  

  1. Take deliberate time to reflect on this year’s five trends, and rate your restaurant? How are you doing in those challenge areas?
  2. Rank order them. Which presents you with the most formidable challenge? Is it staffing? Are you meeting customer demands? Are you integrating the newest tech? Is it staying food-relevant? Rank-order them, one to five.
  3. Do ONE thing about the top three. You can’t fix everything, but you certainly can do one to three tangible tasks to make your business better today.

You can do IT!

Don’t know where to start? Please feel free to reach out. You can do IT. Whatever IT is.

Which D-Day Leader are You?

Which D-Day Leader are You?

June 6, 2019, is the 75th anniversary of D-Day, the intrepid invasion at Normandy, France. Less than a year later, Hitler was dead and Nazi Germany defeated.

Many factors led to the success at D-Day. Strategic Leadership was a key difference. 

The Allied military leadership team outclassed the Nazis, completely fooling them as to the location of the main invasion, taking advantage of their byzantine decision-making process, and preventing large-scale counterattacks on the landings.

The 4 main allied commanders in the Normandy campaign: Eisenhower, Montgomery, Bradley and Patton were great leaders, yet each was hard-wired differently. They complemented each other — turning diversity into strength.

Find out which D-Day leader most closely resembles the way you are hard-wired as a leader. 

Five secrets to doubling your workforce

(without more people or gizmos)

Five Secrets to Double your Workforce

Only about one-third of employees in the United States are engaged at work

Julie, we will call her, was so frustrated. She was in charge of a nonprofit that supported an important cause. She had talented people and enough budget to execute their programs. Despite all this, they just couldn’t seem to get anything done.

According to Gallup, only about one-third of employees in the United States are engaged at work. The other two-thirds are physically present but mentally absent.

Julie’s challenge was a bit different. Her employees were engaged but only about one-third of the time … and, of course, at different times. The other two-thirds seemed to be consumed in backbiting, frustration, and unproductive churn.

These 5 low-cost, high-impact efforts are changing all that.

  1. Take the time to explain WHY. Julie would get frustrated when her employees asked her to explain certain policies and decisions. She believed she was being second-guessed. After reflection, she recognized that most of her answers could be summed up with “because I said so.” She discovered that her reaction to the questions was part of the reason for the backbiting and friction.

According to Forbes, explaining WHY has a tendency to improve employee confidence, productivity, as well as the employee’s ability to problem solve and innovate.

A Change in mindset

Julie began using a different approach. She changed her mindset and began to interpret WHY questions as indicators that her employees cared. She took the opportunity to validate their concerns and explain her rationale. When she found that she could not offer a compelling answer, she worked together with the team to come up with a better policy.

  1. Take Responsibility. Julie prided herself on high standards. She set tough goals and challenged her team to meet them. When questioned by the board of directors about a shortfall, Julie often began the explanation with “the person responsible for X is working very hard, but …” She thought she was backing her team. They believed she was throwing them under the bus and blaming them. They never took risks or tried new approaches. Like others, her employees concluded that following the status quo was the safest way to avoid getting blamed and, perhaps, fired.

When Julie realized that her approach had these inadvertent negative effects, she changed her language to “That’s my responsibility. We’ll get to work on it.” She also made sure to distinguish between accountability and blame. She held her employees accountable for things under their control, like developing sound plans to achieve goals and then executing those efforts to standard. But she also made clear that no one was to blame for outcomes that were beyond their control. This reduced the finger-pointing that was wasting time and damaging morale.

  1. Hire for Culture. Every organization seeks the best possible talent and Julie was no different. She carefully outlined the skills for each position, diligently combed through candidate resumes for the right background and experiences, and conducted interviews to choose among the finalists. Normal practices.

Julie’s nonprofit had an average employee retention of 24 months. Every two years, most of her twenty-person team changed. Of those who left within two years, most were due to a culture mismatch — numbers consistent with national trends. With an average salary of $70,000 and an estimated turnover cost at 75% of annual salary, Julie was burning over $1 million in the revolving door.

Determine the ideal culture for your team

Julie used our tool to determine the ideal culture for her team. She discovered that a Collaborative team best addresses the nonprofit’s mission and challenges — one focused on teamwork and innovation. She had been hiring highly-qualified people who were individually competitive, which was undermining coordination. She was also hiring process-oriented people who wanted the comfort of executing routines rather than explore new ideas. Both were creating workplace friction and frustration.

Hiring for culture only works if you have clearly defined the values and expectations of your desired culture. Now, she can begin hiring the right people. Cutting turnover in half will save her nonprofit $500,000.

  1. Put people in roles that match their leader persona. Part of Julie’s turnover challenge was burnout — a common problem for nonprofits. Good people worked very hard, grew exhausted, and burned out. Their last six months on the job were marginally productive. Julie’s team was physically diverse, but most tended to think the same way.

Our leader-persona assessment led to some interesting observations. First, her team was imbalanced toward detail-orientation. This partly explained the innovation problems — she did not have Mavericks or Pioneers who were hard-wired to challenge the status quo. Her Operators and Reconcilers worked very hard to come up with new ideas, and some ideas were very good. But the work exhausted them, contributing to the high turnover for these positions.

Second, she had Jim, her only Maverick, working as the chief of staff, which meant he was trying to play the Reconciler role of building and managing consensus among the team. Jim was a super policy advocate, but he was terrible in this new role. Julie, an Operator, found herself constantly refereeing disputes among the team – something Jim was supposed to handle. She was tired of it. Jim was growing frustrated, too, and she did not want to lose him.

Julie put Jim back in the advocacy role. She is seeking more Mavericks or Pioneers to support her need for innovation and is hiring a Reconciler for the Chief of Staff position.

5. Involve your team in creating the annual business plan. Like most nonprofits, Julie had a 5-year strategic plan. She outsourced the work to a team of consultants. They listened carefully to Julie and the board about the challenges the nonprofit was facing and the main capabilities and initiatives to advance their cause. The consulting team produced a very well-organized strategic plan that was supposed to result in $2 million growth.

The problem was that no one other than the consultants really understood the theory of success, so everyone just kept doing what they had been doing. This was not going to yield better results. Her team was like the other 90 percent who failed to execute their strategies successfully.

Create a new strategy

Julie worked with us to create a simple new strategy to address the changes in the environment. She explained the updated approach to her team and how each of their efforts contributed. Using SLA’s implementation plan model, she had her teams develop their annual tasks and requirements. They were, in effect, aligning their own work plans for the year to the strategy. Dedicating three one-half days to this effort was painful.

But the payoff was immediate. There were no more unresourced, pie-in-the-sky ideas, disconnects between activities and desired outcomes, or competing silos. By outlining the needed resources and setting their own deadlines, the teams gained ownership and accountability for the execution.

Julie reckons that change alone boosted employee engagement from about one-third to about two-thirds.

These five new habits are helping Julie double employee engagement, effectively doubling her workforce’s productivity at very little cost.

Julie is an amalgamation of clients who have experienced these challenges and outcomes.

 

Three Ways to Reduce Employee Turnover

Reduce Employee Turnover

Reduce employee turnover

“Employee turnover is killing us,” Johnny told me. “We had a nearly 100 percent turnover last year. We can’t create any momentum. Projects get stalled. Our leaders get consumed in the hiring process rather than serving our clients. Our clients get upset. We cannot survive like this.”

The Problem

Employee turnover is a silent revenue-killer. Employees tend to leave organizations due to unhappiness rather than seeking better pay and benefits. Hiring and training a new manager could be as high as 50% – 200% of the position’s annual salary.

What Gives?

Employers tend to hire for talent rather than for culture. A myriad of technological tools rarely help. As a result, employers often hire people who are not a good fit for their culture. This practice can create a toxic work environment that drives away your talent. 46% of employees reportedly leave within 18 months, 89% of those due to culture.

Solutions

1) Define your ideal workplace culture (our tool can help – click HERE).

2) Align your values and workplace culture

3) Screen for qualified people that fit your workplace culture. It is much easier to train jobs skills than to change a person’s workplace habits.

Heading over a cliff

“Johnny” was a senior leader in an organization that was heading over a cliff. Employee turnover was a symptom of larger issues: a chaotic work environment, shifting priorities, and no strategy. “Winging it” had enabled the organization to seize emerging opportunities and gain some early clients. But that mode of operating had become a habit — the company was chasing cash. They were in peril.

The BIG 3

They needed help getting the 3 BIG things right: Leadership, Culture, and Strategy. This included creating a proper strategy and implementation plan, instituting some procedural discipline, and getting the culture right. The last one would be the most challenging.

The company had tried to address the problem by organizing “culture days.” They spent time doing interactive exercises to get to know one another better. They had so-called “radical candor” sessions. They argued over and selected their values. They felt good for a few days. Things seemed to get better.

Reality

Then reality struck. Within a week the same old problems and practices were back. Employees grew more disillusioned. Several quit.

“We’ve got to stop the bleeding,” Johnny told me. Even the best strategy would not overcome the culture problems the company was facing.

“How well do your values align with your workplace practices, Johnny?”

“Don’t you mean: how well do our workplace practices align with our values?”

“Is there a difference in the two statements?” I asked.

“The answer on alignment is ‘Not well.’ The way I phrased it suggests we should align our workplace practices with our values. That’s what everyone teaches. You phrased it differently — your values should align with your workplace practices. Isn’t that backwards?”

Employee turnover plunged

Their values list was heartwarming — focused on cooperation and happiness. The founder actually ran the company on creativity and agility — even if that meant a chaotic work environment. No amount of culture days would change the founder’s DNA.

Johnny understood that he needed to hire employees who could thrive given the organization’s realities. To add candor and avoid cynicism, he recognized that the company would need their values to reflect what they expected in practice.

Johnny began to hire for culture. The company had what we call an Innovative culture. They valued creativity and results over process and co-working relationships. In the hiring process, Johnny deliberately sought qualified people who could thrive in their workplace. Employee turnover plunged.

Hire for culture – deliberately

Gregg Williams, the interim Head Coach of the Cleveland Browns in the latter half of 2018, hires deliberately for culture. He emphasizes a cooperative culture: teamwork and execution over individual stats and player creativity. He starts players who show they have bought into the culture. The Browns won 5 games in the second half of the season — more than they had in the previous 3 seasons combined.

Aligning values and culture improves employee engagement and reduces turnover. Use our tool below to discover your ideal culture archetype — Cooperative, Collaborative, Authoritative or Innovative. Once you have established your ideal culture, align your values accordingly.

The bottom line

Hire qualified people who fit your company’s culture and you will reduce the costs associated with turnover and disengagement.