Leadership 101

In reading the Austin Statesman newspaper over the past few days and listening to my talk radio show 590am about the Ray Rice story during my drive time, I can’t help but think that there is a teaching opportunity for us all.

 

As leaders, a parent or a role model, whether you are a CEO, own a business, manage or lead a division, department or team or coaching your children, these 3 fundamentals will always apply.

 

  1. Set clear expectations
  2. Set clear consequences (rewards & penalties)
  3. Provide a clear path or way of measuring progress

 

Most of us can easily accomplish #1, it’s the 2nd and 3rd ones that after the fact was answered with excuses or it’s not my fault that causes us concern.

 

  1. Set measurable expectations; by when time sensitive goals and finish your discussion with “…can I count on you”
  2. Be crystal clear on the rewards and penalties. It’s the down side that always brings us grief. Was with a CEO member client this week and when asked about what were the individual compensation consequences for not meeting 2014 stated plan, he said his team was still expecting their bonuses and he was not looking forward to that conversation.
  3. In creating a clear path to measure progress, I am comfortable working backwards from the due date of the objective, task or project.
    1. Breaking down day, weeks, month, quarter or key steps is important
    2. What are the due diligence (right behavior), gates, triggers (must be validated to go to the next step) that need to be done along the way for meeting the stated expectations
    3. Check-in, status, weekly meetings – individually or the team can pitch in if any part of the process is behind or breaking down before it becomes a problem – which suggests collaborated communication if a group, team or tribe.

 

None of us like surprises and last minute “…I didn’t get around to it or it’s not finished” can drive me to the dark side over and over again.

 

So would the Ray Rice story be a story if the NFL had a clear set of guidelines, rules for this offense with the 3 leadership fundamentals in place?

Published by edstillman

I grew up in Carlsbad, north San Diego County, lost my dad as a teenager, went into the USAF for four years and hired on with 3M in 1969. Received my AA from Santa Barbara City College, BA and Masters from Redlands University and after 33 plus years, I retired from 3M in 2002. As I look back on my life, I have been creating myself and developing my skill sets to be a business coach and a Vistage Chair. I am president of SEOT, a "personal improvement" consulting firm spending most of my time working with Central Texas executives running small to medium size for-profit companies who are focusing on improving their profitability greater than their competition. My area of interest is assisting senior executives in creating a better balance between business commitments and personal relationships. I also facilatate three leadership labs each consisting of a dozen owners, presidents and CEOs. We meet monthly both in a group setting as well as in a 1-to-1 coaching session. Our focus is to sharpen each others' skills in becoming better leaders, making better decisions and taking ourselves and companies to that next level. Who are we? My members are experienced top executives who recognize that they don’t have all the answers and who actively seek the company of successful peers—both to give and receive insights and ideas. My members mine the 200 plus years of chief executive experience that comes together in our monthly meetings and members are eager to offer their own experience and insights in the process. As a group, we spend our time exploring topics members can't discuss anywhere else. My members have many other places where they can engage in idle, "cocktail party" chatter. Our mission is to provide the setting for discussing the "undiscussable." Where or who can you go to for confidential, honest feedback to assist you in minimizing your personal "Worry List"?

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