Reward aptitude and attitude.

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We see it all the time: a leader will promote or recruit someone into a management position who is experienced and knowledgeable, but who lacks the right can-do, team-oriented attitude.  And then they wonder why this person struggles as a leader.

Don’t assume that just because someone is intelligent or credentialed, they have the ability (or willingness) to effectively lead others.  Before you promote them into a management or leadership position, think carefully about their fundamental orientation – their mindset, behaviors, their ability to delegate, build and motivate a team, engage others, and share information. Ask yourself whether they focus on solutions instead of problems. And importantly, consider whether they care more about the organization’s success than advancing their own personal agenda.

Be mindful of who you’re promoting and the message it’s sending to the organization.  Are you rewarding bad behavior, simply because someone is technically or politically astute? In the end, you want both aptitude and attitude in all employees – especially leaders.  Remember that culture is built on the mindsets and behaviors of the people in your organization, and having the right organizational culture is pivotal to your success.  

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May 2014: Have conversations that matter.

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Time is precious.  As a leader, you know that better than anyone.  So make your conversations count with substance and integrity. 

It’s easy to put off awkward conversations or squander opportunities like staff meetings and one-on-one interactions, engaging in more superficial chat instead.  But with every interaction that fails to matter, you’re wasting invaluable time and a chance to create more productive, effective relationships.

What big, honking conversations are hanging out there, waiting to be had? Is there something that needs to be said to your boss, peer or direct report?  Are there things you wish you knew or understood about someone? Are you craving greater clarity about your role? Do you see some things that need to be addressed in your organization? Are there performance issues you’re avoiding?   

It’s often easier not to have the conversation.  But when people see that you’re willing to put the real stuff on the table and that you care enough to engage in substantive (sometimes awkward) subjects in an effective way, you build trust.

Today, ask yourself, “how can I have more conversations that matter?”  

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June 2013: Stop Corporate Cancer from Spreading

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"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!