leadership Archives - Page 5 of 22

12
Mar 20
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Experiential Leading, Are You Doing It?

Tags : effectiveness experiential leading leadership learning

There is a lot of talk about hands on learning. You’re reflective and learning something. Is there such a thing as, experiential leading?

Twenty years ago, when technology started to accelerate for on-line learning many thought it was the beginning of the end for traditional classrooms.

Sure, somethings changed, and perhaps more people are being reached with educational opportunities than ever before.

Enter the year 2020. A nasty virus spreads and the threat (or hype) create a run on supplies. Countries close borders, flights are cancelled, and ships are harbored. The fear is abundant.

Some K-12 schools close doors, some colleges and universities follow.

On-line classes they propose. Yet, will the students get the same level of education? It has been a question for twenty years.

I think the answer is both yes and no.

Some students, those who are really motivated, will learn. They’ll push the envelope cramming information and studying at a similar pace as always. Others will probably take advantage. Do little, make an appearance on-line, and get by.

The same is really true for practicing leaders.

Experiential Leading

Every day, virus or no virus, people in leadership roles have a chance to engage or just get by.

Some workplaces have closed. “Work from home,” they say. Yet, what are the metrics? Are accomplishments measured by timelines and milestones? Are they evaluated by past performance, benchmark data, or simply by subjective management oversight?

Experiential takes on many forms. Hands on is just one example. The key for experiential is that the involved person is reflective on the work they are doing. They are seeking more knowledge, more information, they’re learning.

Today is a great day for experiential leadership. Tomorrow will be as well.

In some cases, where you work is not as important as how you work.

Great leaders’ practice, reflect, and learn. Even when no one is watching.

-DEG

Dennis E. Gilbert is a business consultant, speaker (CSP^TM), and culture expert. He is a five-time author and the founder of Appreciative Strategies, LLC. His business focuses on positive human performance improvement solutions through Appreciative Strategies®. Reach him through his website at Dennis-Gilbert.com or by calling +1 646.546.5553.

11
Feb 20
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Better Service Is Typically Not Cheaper

Tags : leadership marketing price quality value

Are you prepared to deliver better service? In your workplace, at your job, for the customer, or because you care?

It sometimes appears that everyone is dumbing things down.

Does it make sense? If it does, for whom?

Doing It Cheaper

Why send a direct mail piece when you can send an email? Why walk into the grocery store when you can order ahead and pick it up at the curb? No need for a face-to-face meeting, let’s stay in our offices or cubicles and meet through technology.

Is less expensive better?

On the flip side, someone is always looking for the expensive car, the high priced bottle of wine, or a pair of shoes with a red sole.

When is better, better, and cheaper, cheaper?

The answer is pretty easy, “Always.”

For your commute to work you may not need the most expensive car. A nice tasting wine may not necessarily come with the highest price tag. And, there is a good chance you can make a great impression around the office without wearing Louboutin.

While all three may be great and make you feel like a million bucks (literally) they are not a requirement.

Better Service

There is a difference when you get to the bottom though. The cheapest of the cheapest feels, well, cheap.

We wonder why there is so much frustration with the tech support hotline. We wonder why the burger just doesn’t taste like a burger. For the business, they wonder why no quality candidates will apply for their job opportunities.

The answer is simple.

Some things are good enough and some things are better.

The lowest price is probably the wrong option.

The cheapest will always be the cheapest.

Every time.

-DEG

Dennis E. Gilbert is a business consultant, speaker (CSP^TM), and culture expert. He is a five-time author and the founder of Appreciative Strategies, LLC. His business focuses on positive human performance improvement solutions through Appreciative Strategies®. Reach him through his website at Dennis-Gilbert.com or by calling +1 646.546.5553.

30
Jan 20
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Collaboration Has Long-Term Side Effects

Tags : collaboration competitive advantage leadership teams

Do you have collaboration in your workplace? Does your team and the individuals who make it up collaborate effectively? Where do you stand?

People collaborate for many reasons. Some of the most common reasons stem from the concept of mutual interest or the uniqueness of specific capabilities.

If I’m exceptional with a hammer and nails and I partner with some who has mad skills with a handsaw we may be able to build a great house.

When we put my resources together with your resources, we can create something of more value.

Your Unique Team

When we dip inside an organization of people, we often find a unique way to align strengths and weaknesses, then we label it “our team.”

People who are actively engaged in the team share a common goal.

The common goal operates from some very simple principles. What we do today will matter more because of the effort of the team. The end-result and the future results are shared and are only available when we participate.

It is why collaboration matters.

Collaboration Long-Term

Across the long-term team members grow to value the team effort more. The recognition of this value often develops because true team players know that what goes around, comes around. You’ll always end up with more value as a team.

Handling unique circumstances, jumping through hoops for the high value client, or customizing a product or service for someone who chooses a different path.

It’s how you bring exceptional value.

The competitive edge is the team. It is the advantage that every competing organization wishes they had.

-DEG

Dennis E. Gilbert is a business consultant, speaker (CSP^TM), and culture expert. He is a five-time author and the founder of Appreciative Strategies, LLC. His business focuses on positive human performance improvement solutions through Appreciative Strategies®. Reach him through his website at Dennis-Gilbert.com or by calling +1 646.546.5553.

20
Jan 20
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Winning Vision for the Work You Do

Tags : ethics integrity leadership vision workplace culture

Nearly everyone believes they have a winning vision. Except for those who willingly admit that they really don’t have a vision at all.

Organizational or career vision often comes in two distinct flavors. Short-term or long-term. Sure, there are variants of either and some visionary behaviors may exist somewhere in the middle.

What is your vision and is it winning?

Short-term vision

On the short-term side people strive to win at all costs and do it as quickly as possible.

They’re often looking for the shortcut, the corners to cut, and the fast track. This angle exists, sometimes, but it also has residues or side effects from the behavior that drives it. Often, it is analyzed (or scrutinized) through the continuum of ethics.

More pressure driven by short-term goals or immediate gratification push people towards the high-risk side of ethical behavior. Trust is tested or harmed and the underground climate often appears more corrupt than it does transparent.

Long-term Vision

The other side of course, is a longer-term path. This path also recognizes the constraints of time, but on this path, time is viewed as more of an asset than it is an expense.

This scenario often wins because it is more patient and calculated with less irresponsible risk. Urgency is as much about doing things right as it as about how long it takes.

This climate is typically well respected and is tastefully seasoned with integrity.

Winning Vision

Fifty-two sprints are not equal to a marathon. The thought may be, what we can do fast must be better than what we can endure.

It’s unlikely.

The vision you have for your career, your team, or the entire organization will have outcomes based on the cultural aspects created by leadership.

How do you apply cultural values to your vision?

You can lead. There is still room for more leadership.

-DEG

Dennis E. Gilbert is a business consultant, speaker (CSP^TM), and culture expert. He is a five-time author and the founder of Appreciative Strategies, LLC. His business focuses on positive human performance improvement solutions through Appreciative Strategies®. Reach him through his website at Dennis-Gilbert.com or by calling +1 646.546.5553.

17
Dec 19
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Problem Fixers Are Proud Contributors, 10 Questions

Tags : firefighting leadership problem solving strategy tactics

Are you in the group of problem fixers? Problem fixers are important but are they stuck in the mode of tactical assault or productive for the team?

Many workplace employees take great pride in being a problem solver. In fact, they may boast that they spend their day fighting the metaphorical fires.

Problem solving is a good and important skill but is it the answer for strategic momentum?

Unlikely.

Problem Fixers

I still remember the CEO of a group I was working with several years saying in a brainstorming session that, “We’re too big to fail. We have too much history and too much momentum to ever worry about that.” (Yes, he was serious and, yes, this did actually happen.)

Things changed for that organization on a dime about 18 months later. I’ll spare the details but it got really messy fast.

That same group took great pride in the concept that they were expert problem solvers and often spent their days tackling whatever problem popped up at the moment.

They were problem fixers.

Strategic Questions to Ask

Absolutely, problem solving skills are something that every person, especially leadership team members, need. However, when you don’t really have a strategy and you’re only executing tactically, you probably are headed for some problems you didn’t expect to find yourself trying to solve.

The questions you need to ask are the ones that are often hard to answer.

Teams should consider questions like:

How long has this problem existed?
Are we trying to fix the problem at the root?
Are there similar problems popping up and we aren’t even aware?
What is this problem costing us?
Are these problems hurting our brand, image, and customers?
What are we overlooking?
Is this problem unique to our organization?
What is this problem costing in productivity and efficiency loss?
What is the specific challenge about this problem?
Is the problem causing other problems?

Perhaps the best way to solve problems is to incorporate strategy so that the problem is eliminated and will not happen again. Drama filled problems or problems not solved at the root create an endless cycle of firefighting.

Be proud that you can solve problems but execute strategy every day. Firefighting is a tactical approach that should be used in emergencies.

If your day is filled with emergencies you probably aren’t being strategic.

-DEG

Small non-profits to large for-profits, do you want to think differently about strategy? Contact me to start a discussion.

Dennis E. Gilbert is a business consultant, speaker (CSP^TM), and culture expert. He is a five-time author and the founder of Appreciative Strategies, LLC. His business focuses on positive human performance improvement solutions through Appreciative Strategies®. Reach him through his website at Dennis-Gilbert.com or by calling +1 646.546.5553.

12
Dec 19
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Next Leader, Is Succession Vital For You?

Tags : heir apparent leader leadership succession

Are you the heir apparent for a business venture? Have you endured the ups and downs, the in’s and out’s, and have many years of service? Jumping in as the next leader may require more than just being in line.

Many small business owners and entrepreneurs will quickly consider the high failure rate of passing the baton the next person waiting in line. Conducting business, driving culture, and ensuring future success are never just a matter of filling the slot.

Succession Matters

There are at least two high-level conditions for succession.

The first is, can the new leader maintain the flow and culture when assuming the same role as the current or recent past leader?

How will the new leader fit?

This question is the most commonly considered. The assumption is that life needs to continue on as it is currently. Another assumption is that it is a necessity that the disruption is minimal.

The second condition is to consider what changes will be required or should be investigated since the new leader will certainly have some varying strengths and weaknesses? Often the strategy is to play down any differences while quietly and albeit slowly integrating change.

Neither of those approaches are wrong or completely off base. Yet, are they the most productive integration of the passing of the baton?

Next Leader

Succession planning and management for all organizational positions should have connections to the current, or the most recent past leadership competencies (assuming they’ve been successful) and at the same time they should be considerate of the fluidity required for change.

For the next leader, the ability to navigate the transition intrinsically matters, and the ability to navigate it interpersonally for organizational dynamics may matter even more.

The requirements for seamless succession are often underestimated. Being the heir apparent may be a frame that is far too narrow. Skillful navigation and fluidity may matter the most.

-DEG

Do you need help with succession planning and management? Contact me, I would be happy to start a dialog.

Dennis E. Gilbert is a business consultant, speaker (CSP^TM), and culture expert. He is a five-time author and the founder of Appreciative Strategies, LLC. His business focuses on positive human performance improvement solutions through Appreciative Strategies®. Reach him through his website at Dennis-Gilbert.com or by calling +1 646.546.5553.

29
Oct 19
-

Organizational Purpose is a Planned Path

Tags : leadership mission purpose strategy

Organizational purpose is the single most important aspect of getting to where you want to go. It is an expectation of leadership. Does everyone know your plan?

Create buy-in for the change.

Get everybody on-board.

Rally the troops.

One way to struggle is by not making the path clear. Another way is to state what you want as the end result, only the end result doesn’t connect with any specific mission.

Workplace leaders are sometimes baffled by the lack of understanding among employee teams.

Plan the Journey

When you board a plane headed to Dallas, Texas, you expect to touch down in Dallas, Texas. Where the plane is headed is announced in advance, your ticket matches, and you are usually briefed from the cockpit or steward.

It makes sense. You arrive in Dallas.

A different way is to decide you want to go to Dallas, only there isn’t a clear plan or path. You recognize you’re going to get on a plane, yet there is no specific way you’ll get there. You may decide to swing by Nashville, Las Vegas, Orlando, or Chicago.

Cost of this undefined trip isn’t known or understood. Timing is flexible or undetermined. You need to end up in Dallas, and you’ll get there but no one is sure of when.

When the purpose or the end result is unclear or when the objectives are not connected to the measurement of time anything can happen. It often does, or perhaps, a surprising outcome, nothing happens.

When you pick a movie from Netflix, you’re usually aware of the genre and the approximate length. Sign up for the workshop and you know the date, time, and location. You’ll also have an idea of the topic and length. Even your navigation system in your car sets some expectations.

Organizational Purpose

When your organizational purpose is more like a slogan don’t expect momentum to carry you through the tough spots.

Make lots of money.

Please every customer.

Just do it.

Slogan’s are important and are typically flexible by design. They are not a mission or a road map. They are more all encompassing rather than specific. A catch-all.

Don’t count on your organizational purpose being defined by a slogan.

Worse, who knows when or if you’ll ever achieve it.

-DEG

Dennis E. Gilbert is a business consultant, speaker (CSP^TM), and culture expert. He is a five-time author and the founder of Appreciative Strategies, LLC. His business focuses on positive human performance improvement solutions through Appreciative Strategies®. Reach him through his website at Dennis-Gilbert.com or by calling +1 646.546.5553.

24
Oct 19
-

Cultural Deception and Why You Still Have a Chance

Tags : leadership low unemployment organizational culture workplace culture

We often try to find a place to put the blame. It’s the economy, it is low unemployment numbers, or it is the younger generations. Cultural deception is problematic and it may be part of your struggle.

It is easy to agree with or make assumptions that are consistent with what we wish is the truth. The danger of false perception and self-deception are problematic. In some cases, the more experienced we get the more these issues raise their head.

Here is a newsflash. In a strong economy with low unemployment numbers the best employees are going with the best employers.

Cultural Deception

Does a strong economy with low unemployment numbers impact businesses and organizations? Yes, of course, yet consider that the people are working somewhere. Why aren’t they working with you?

Many people then shift the conversation to pay, benefits, and flexible work schedules. Again, these situations are a reality, and how does your organization measure up?

Have you ever have discussed the aspect of, “paycheck only” employees? Those people who only come to work for their paycheck?

Certainly, money matters and it is important, but if your employees seem to be in this category you have a problem.

There is a simple truth. When employees don’t feel that the organization cares about them, they in turn don’t care about the organization.

Why You Have a Chance

Your opportunity is to see culture through a different lens. Gain understanding and wisdom about the psychology of work. Manage to the metric that employees are an asset, not an expense.

When you hire a person to do the work of a robot and expect that you can coerce the employee to commit to the organization you are likely wrong.

If you hire an employee to pack the box with widgets for eight hours a day and go home only to come back tomorrow and do it all over again, you hired a robot. Hire that same employee and invite them to help you find a better way, and you just hired an engineer.

Which culture will create more loyalty?

You have a chance. The question is, “Will you take it?”

-DEG

Dennis E. Gilbert is a business consultant, speaker (CSP^TM), and culture expert. He is a five-time author and the founder of Appreciative Strategies, LLC. His business focuses on positive human performance improvement solutions through Appreciative Strategies®. Reach him through his website at Dennis-Gilbert.com or by calling +1 646.546.5553.

18
Oct 19
-

Exciting Culture and What Makes It a Good Time

Tags : culture environment exciting leadership people

Do you have an exciting culture? Do people show up for work, the conference call, or the staff meeting pumped up and ready to go?

There is always the, “One in every crowd.”

One who brings in the motivation, enthusiasm and passion.

There may also be the one who drags their butt around like they walked 100 miles to get there.

The desirable, of course, is the engaging passion for what is about to happen next. How is that created?

Always Up to You

When you attend the meeting, the workshop, or the convention, what makes the difference? Does the power of one change the atmosphere and outcomes?

Like many things in life, it seems that you only get out of it what you put into it.

It is true for learning. If you don’t read, study, and experience something deeper you probably aren’t going to pick up much.

It is true for the artist, the researcher, and the chef, the effort you apply will have a direct correlation to what spins out of it.

Does your contribution affect culture?

Exciting Culture

Think about this when you attend the next event that involves other people. How you show up will have a lot to do with what others will experience. Your enthusiasm, like attitude, is contagious.

The culture then, which by the way is a long-run game, depends on how the vibes are spread. Are you springing into action or dragging around like you just walked 100 miles?

You always have an opportunity to make a difference.

The question then becomes, “Will you?”

-DEG

Dennis E. Gilbert is a business consultant, speaker (CSP^TM), and culture expert. He is a five-time author and the founder of Appreciative Strategies, LLC. His business focuses on positive human performance improvement solutions through Appreciative Strategies®. Reach him through his website at Dennis-Gilbert.com or by calling +1 646.546.5553.

16
Oct 19
-

Culture Decisions Determine the Future of Fit

Tags : decisions future leadership organizational culture workplace culture

There is little room for doubt that your organizational culture determines what happens next. Culture decisions drive what will become the future.

Culture is part of the long-run game. Or it could be the impact of numerous short-run games that build a long-run game picture.

One thing is certain, workplace dynamics vary a great deal from the manufacturing business in the industrial park, to the non-profit association across town, or to the new healthcare facility on the west side.

While many people and organizations believe that their culture is the best or perhaps the most appropriate, social trends will have something to do with the cultures that are most successful.

Different Cultures

One business believes that being a little gruff, leading with an authoritarian approach, and strong disciplinary actions for anyone coloring outside the lines is the secret formula for culture. It is a throwback to, “My way or the highway.”

Another business believes in open floor plans, building a community of employees, and being considerate of employees needs while maintaining accountability and of course profitability of the operation.

It may seem hard to find where these lines cross. If they even do, or if they even should.

Leading in our modern times has challenges, that is nothing new. The diversity aspect of navigating leadership roles continues to challenge the best cultures.

Leadership makes culture decisions. Known or unknown, it is happening around you.

Culture Decisions

The decision you’ll make today about accountability, responsibility, and a respectful (or not) workplace will shape tomorrow. Revenues, profit, and customer relationships are inclusive.

There is an old saying, “People may not remember what you said but they’ll always remember how you made them feel.”

This is true about your culture. People are human, not a machine. Societal trends will determine many of the feelings surrounding your business culture.

In a low-unemployment economy people are going to work at the best places.

-DEG

Dennis E. Gilbert is a business consultant, speaker (CSP^TM), and culture expert. He is a five-time author and the founder of Appreciative Strategies, LLC. His business focuses on positive human performance improvement solutions through Appreciative Strategies®. Reach him through his website at Dennis-Gilbert.com or by calling +1 646.546.5553.

Tag Archives: leadership

Mar 20

-

Experiential Leading

Feb 20

-

Doing It Cheaper

Better Service

Jan 20

-

Your Unique Team

Collaboration Long-Term

Jan 20

-

Short-term vision

Long-term Vision

Winning Vision

Dec 19

-

Problem Fixers

Strategic Questions to Ask

Dec 19

-

Succession Matters

Next Leader

Oct 19

-

Plan the Journey

Organizational Purpose

Oct 19

-

Cultural Deception

Why You Have a Chance

Oct 19

-

Always Up to You

Exciting Culture

Oct 19

-

Different Cultures

Culture Decisions

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