Better Leaders, Better Teams, Less Stress

  • Had dinner with Bob Berk on May 16th at the Hotel Granduca , Vistage Group Chair from Chicago. He was in Austin conducting his Wednesday morning
    “Leadership” workshop for my business owner group 4943. Three hours plus a dinner is not enough time to be with this amazing and talented individual, leadership coach, father and Vistage Worldwide speaker. See if a few of my take-aways from his book “Leadership Between the Sheets” and his workshop, “Better Leaders, Better Teams, Less Stress” resonate and challenge you to want to take a deeper drive in improving your leadership with a greater work/life balance. We both ask a lot of questions. There are a few in this article that might interest you as you develop you and your leadership team.

    The most important role of the business owner or CEO is to set the vision. Do you find your leadership team will argue before seeking to understand? Clarity and thinking less is more. Does your mission statement align with your core vales and company culture? How are you investing in yourself? Your employees? How much are you spending/budgeting on your personal growth and development or the growth of your people. Looking around the corner with 12 to 16 sets of eyes enables our members to get it right more often than not. Are you really setting yourself up for success?

    What is the right rate of change for your company? Did you know that if you grew your top line sales less than 2% monthly for 24 months, you would double your top line revenue. Is that a sustainable growth rate? Jack Welch believed that if his internal rate of change was less than the external rate of change of his company or division, he was in trouble.

    Bob shared OODA (Observe, Orient, Decide, Act) which is a practice used by our USAF fighter pilots. Google for yourself, it’s an interesting mind set. Are your decisions life or death for you and your company, they are for a fighter pilot.

    Bob writes and talks about Dan Barnett, a Vistage Speaker and his workshop “What is Your Make or Break”. How do you make money, what must happen first for everything else to line up? Do you know what your daily, weekly, monthly, quarterly key indicators are and are you measuring your most important KPI’s? Do you have clarity in where you are going and what success looks like.

    Authors over the years have shared that a business owner has 3 area’s that deserve his or her attention. Product, Marketing(Sales) and Financial discipline yet there is probably no one on this planet that has the personal skills to produce, sell and

    Bob shared the importance and much needed focus today on human capital. It’s especially true in Austin. It appears, we are all looking for talent in our onboarding efforts. Hiring top talent that has been successful or done what you need to have done to fill the void is a must vs. settling for less. Setting measureable expectations, and holding each other accountable is one of our greatest challenges today. A great company has their employees doing one level above their pay grade or position in the company. Make your leadership team indespenseable.

    In closing, how do we facilitate the growth of highly independent, high control people, who are ambivalent in many cases about deep learning.

  • 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"?