April 2014: Behave your way into the change.

Oftentimes, leaders hesitate to launch a change effort – especially culture change – because things are not perfectly lined up to guarantee complete success.  Truth is, change is messy.  And it takes time.  The only way to get moving is to, well, get moving.

The most important thing to remember is that change rarely follows a straight line.  You will inevitably take two steps forward and one step back. But as long as leadership is aligned on the direction and expectations, and has truly positive intent and a commitment to persevere through the ups and downs, you will make progress.

As you’re trying out new behaviors, transparency is a powerful tool.  Let people know what you’re doing, and why.  Ask for some forgiveness in advance.  And ask for help – especially feedback.  If you’re leading a function or organization through a change, encourage those around you to do the same.  You’ll find that if you all start behaving your way into the change – and helping one another when you fall – you will feel the wind at your back as you move along your change journey. 

December 2013 : Busy? Beware of Unintended Consequences.

As a leader, your words, actions and body language are closely observed and scrutinized. With the intense pace and pressures of organizational life, it's easy to become impatient, irritable and exhausted. This often affects the way you communicate (verbally and nonverbally) and can have a range of unintended consequences.

Repeated postponement or cancellations of meetings, lack of response to e-mail, a barrage of staccato questions, or silence, are common symptoms of a stressed leader. These behaviors may transmit inaccurate messages, which can lead to misperceptions and misunderstandings. People will draw conclusions about where they stand with you, what you care about, and how well you're coping with your job.

During times of intense stress, it's vital to dial into your emotional intelligence and consider the impact of your behavior. If your busy schedule is putting the squeeze on other things, be sure to let people know what's happening and why you might be less responsive or available to them, and offer some reassurance. A little time invested in honest disclosure pays big dividends. 

June 2013: Stop Corporate Cancer from Spreading

"Corporate Cancer" can be defined as interpersonal dysfunction and group friction that reduces the effectiveness of individuals, departments and entire organizations. It manifests as office politics where individuals say things based on the affect on their or others’ careers instead of speaking the truth. Other symptoms include intense and inefficient competition for resources, an abundance of internal “CYA” emails, increased levels of stress, ambiguous direction, conflicting departmental goals, shifting priorities and lack of managerial cohesion.

This dysfunction is rooted in individuals’ behaviors that cascade to others, spreading the dysfunction.

As a leader, it is critical that you recognize whether or not your organization suffers from Corporate Cancer. Remember that the more senior you are, the harder it will be to see the real dynamics playing out in your organization. Start asking questions and listening with your eyes and ears. Then, take bold and decisive action to address the source of the cancer before it takes its toll on your business. Remember, you are responsible for the health of your organization!