Reward for Risk

Reward for risk.  This is a great idea, right?  I mean, tech giants like Google do this kind of thing all the time.  They give people the latitude to try new things and reward them when it goes well; sometimes people are rewarded when it doesn't go so well - the bigger consideration is that when people fail (and put in their best efforts) they aren't punished for it.

I've seen many organizations try to replicate this.  They like the idea of innovation and of gaining critical competitive edges against their opponents and let's be honest, who wouldn't?  Yet, when put into practice this often seems to fall apart, and from my experience, it comes down to a single flaw in leadership.

If you want to implement this kind of program you need to not only communicate to your team that they will be rewarded for taking risks, but you need to mean it.  That last part, that is the critical flaw.  Most people don't like to fail, leaders included, so when they tell people to take risks, somewhere, deep down, they aren't willing to accept the consequences.  Your team will figure that out very quickly, and while you may be preaching that they need to be innovative and take more risks, if you won't back them on it, no one will stick their neck out.

This phenomenon happens not only with risk and reward but with many aspects of leadership.  If you talk the talk, make sure you walk the walk, and who knows, you might be rewarded for that risk.

-Alexander Cook MEng, MBA, PEngg, PMP

Photo Credit: http://1000lifelessons.com/risk-vs-reward/

Where does the leader stand?

I've just recently come across the now debunked wolf-pack photo, described as having the sick and elderly at the front, backed up by the strongest, followed by the rest, and finally, followed by the leader.  The leader at the rear watches the entire pack, seeing the big picture, the complete vision, and safeguarding everyone.  It's a nice visual.

This created an internet firestorm however.  Even if we neglect the fact that that is not how the wolf pack operates, there are many who are eager to point out that the leader at the back of the pack is unable to provide immediate feedback and direction, and could possibly be hiding behind their team (ready to sacrifice them as needed).

The truth is, everyone is right.  There is no one perfect method of leadership that applies to every situation.  There may be situations with teams where it is best to provide big picture guidance from the rear and situations and teams where getting in the trenches is the best way to lead.

This is just talking about a leader at the rear or the front but there is everywhere in-between.

Where do you think the leader should stand?

-Alexander C. Cook MEng, MBA, PEng, PMP

Debunked wolf article and photo credit: http://www.snopes.com/wolf-pack-photo/

Celebrating Everyone!

Waking up from celebrating Canada's 150th birthday reminds me that not just momentous occasions need to be celebrated, but the little ones too.

Everyone's leadership style is different, and everyone is different, so it is important to find a point where those two things mesh.  Some leaders praise small and large successes regularly, while others give only hard earned and well-deserved compliments.  In a similar manner, some people need regular praise to stay motivated, while others need only the occasional nod of approval.   It's kind of like a car.  If you try and change gears and the gears aren't going at the same speed, they groan and grind and can sometimes explode, so it's important to make sure you are on the same page.

As a leader, we need to think about more than just ourselves.  Forget your natural tendencies for celebrating success, and think about those around you.  What speed are they going at?  Do they need constant praise, or will it make them feel like you are babying them?  What does the person need?

Maybe celebrating the momentous achievements of a country is enough, but for some people, it is celebrating the little victories that really shows you've been paying attention, and really has the power to motivate.

-Alexander C. Cook MEng, MBA, PEng, PMP

Image Source: http://www.digitalistmag.com/lob/human-resources/2014/12/24/5-ways-to-celebrate-success-with-your-team-in-2015-01967947

Improvisation

There are more people in the world than you can ever work with; each one with their own unique personality.  That personality and their unique life experiences shape these individuals, creating the potential for an effectively infinite number of human interactions.  No leadership course or school can teach you the algorithm for dealing with each personality and each problem, it simply can't be done.

What can be done is for leaders to learn tools and strategies to help them lead.  They can create a toolbox to draw from but that is all... beyond that, leaders need to improvise.

Leadership is not a static art that has been constant throughout the ages.  There are certain facets and concepts that seem timeless, but as people change, so does leadership.  With that in mind, leaders need to not only be free to improvise, but they need to be encouraged to do so.  This goes back to that "if at first you don't succeed, try, try again," and Einstein's "insanity is doing the same thing over and over and expecting a different result."

So, try new things, again, and again, using all of the tools in your toolbox, until you find the one that works, then add it to your toolbox.  When that stops working, try and try again.  We need to improvise not just to lead, but also to become better leaders so we can keep leading.

Do the leaders in your organization have room to improvise, or are they caught up in policies, procedures, and standardized leadership training?

-Alexander C. Cook MEng, MBA, PEng, PMP

-Image Source: http://quotesta.com/albert-einstein-quotes-insanity-3/

Three Easy Steps to Improve your Leadership Skills Today

Becoming a better leader, the leader you know you can be, is a lifelong pursuit, so if you haven't started yet, why not start today?  You don't need to sit at the top of an organization, or even formally within one; you simply need to interact with people.

We don't have unlimited time or resources, so instead of trying to make your leadership style perfect overnight, just try these three things.  Try it tomorrow, try it over the next week, make it a habit, make it you; you might be amazed at how much improvement a little intentionality can add to your leadership skills.

1. Vision - This doesn't have to be about curing cancer or feeding the world, it just has to be about you (and your team) and where you would like to go.  The shortest distance somewhere is a straight line, so whether you are trying to get to the store for groceries, or lead your team in developing the next greatest thing, keep your eye on the prize.  Get excited, get inspired, and make that vision a reality!
2. Communication - Have you ever gone bowling, with two carloads of friends following you to the alley, when you make it through a yellow light and they are stuck at the red?  Having a vision isn't enough.  That vision needs to be communicated to those around you so they can navigate through any challenges along the way.  It isn't just you raining down your vision on others, it's a two-way street.  By being transparent in your vision, and your decisions, the people around you can add in their expertise, and together you can come up with a  better, smoother, plan than you could have ever come up with on your own.
3. Be Human - Trust is the foundation of relationships, and relationships are the foundation of teams.  You can't buy trust; you earn it.  You earn it through empathy and compassion, and just being human.  People need to be able to come to you with anything and know that you won't freak out, but that you'll see the situation from their eyes, and you'll help them right the ship.  Sometimes bad things happen, but that doesn't mean we have to throw them to the wolves, it means that is when they need our help most.  If you support your team in the best of times, and the worst of times, they'll do the same to you.

So, three simple things.  Think about it.  Try it.  Try it today, and over the next few days.  Become a better leader.

Make a difference.

-Alexander C. Cook MEng, MBA, PEng, PMP

Image Source: http://www.okclipart.com/Clip-Art-Self-Improvement30lcivpnqc/

What to Look for in a Coach

Coaching is very loosely defined in business.  What this means is that really anyone can call themselves a Coach, or maybe they'll spice it up with "Executive Coach," but that anyone could be some rando off the street, or the most experienced "Executive Coach" of them all.

How do you tell which one is the right one for you?

I've read a slough of articles on the Internet, looking for some kind of consensus on what makes a spectacular business coach, but the truth is, there doesn't seem to be consensus, because it comes down to individuals.  Individual coaches.  Individual coachees.  If we take the slough of articles, plus my own experience with teaching and being taught (I teach martial arts 1-2 times a week) I can whittle it down to these three points.

Experience/Expertise - Don't have a sculptor teach you how to be a CEO, and conversely, don't let a CEO teach you how to be a sculptor.  Recognized coaching credentials or not, make sure that their experiences are relevant to your needs, and if possible get references!  Different combinations of experience yield different results, so what you need might be very specific... just make sure that you feel that "click" when comparing their abilities and your specific challenges.

Compassion/Connection - A great coach will back you, not just during your successes, but also during your failures.  You need someone who can work with you through the tough times, and who can motivate you, instead of just listing the ways you're a failure.  That kind of support can get you back on the horse, and with close ties to your coach they can act as a confidante, and help you sort out all facets of your life, not just work.

Accountability/Responsibility - It's nice to have someone around to pat you on the back with a bunch of "attaboys," and who says "You'll get it next time!" when you didn't get it this time.  That can be nice, but you want a coach who can push your limits, and who can help you to be the best you can be.  Sure, you want them to say "You'll get it next time," but then you want them to say, "but you're responsible for your success, so let's work together so that next time you're ready.".

What other key attributes do you think are critical when selecting a coach, be it a life coach, or business coach?  Morality?  Ethics?  Light vs Dark side?

-Alexander C. Cook MEng, MBA, PEng, PMP

Image source: https://forums.spacebattles.com/threads/yoda-and-darth-vader-vs-bruce-almighty.345218/

Businesses, Same Same but Different: The Most Transferable Leadership Skills

I think we would all be surprised to learn just how transferable our skillets are.  I've said in this blog before, that leadership is about people.  Well, it turns out that people are everywhere, and if you have the skills to lead in one organization, you can probably transfer those skills over to another, or even another industry entirely.

Leadership skills are some of the easiest to transfer between roles, instead of, for example, extremely technical knowledge applicable to only a few specific scenarios.  Given leadership is our topic of choice, here are a few skills that should come first and foremost when you are looking to make a move, or branch out your professional portfolio.  Please note, these are not all possible transferable skills, just some that are very applicable to leadership.

1. Communication - Verbal, written, body language, expressing ideas, negotiating, interviewing, etc.
2. Problem Solving - Identifying challenges, suggesting alternatives, defining needs, setting goals, executing, etc.
3. Workability - Ability to cooperate, collaborate, support peers, handle stressful situations, learning, time management, flourish within organizations, etc.
4. People Skills - Influencing, relationship building, listening, compassion, empathy, connecting, etc.
5. Management - Managing people, driving change, coordinating tasks, decision-making, managing conflict, managing organizations, etc.
6. Leadership - Inspiring, leading by example, improving others, teaching, mentoring, getting people to do what you want because they want to, etc.

This is obviously not an exclusive list, but just a few to get you thinking about it.  If you were going to make a change, a new role, a new company, even a new industry, which of your leadership skills would you market as transferable?

-Alexander Cook MEng, MBA, PEng, PMP

Image Source: http://www.argentus.com/transferrable-skills-and-hiring-a-supply-chain-directors-perspective/

Followership: leadership can't happen without it!

Many volumes have been written about great Leaders and how to become a better Leader. Very little has been written about Followers and how to be a better Follower. Followership seem to be a neglected area in the many studies of Human Interaction. My experience has repeatedly demonstrated that there are two things that are essential to willing and eager Followership: Trust and Confidence.

Trust between the Follower and the Leader is fostered differently for each individual, yet there are questions common to most Followers that must be answered affirmatively before they are willing to follow a Leader: Do I know what the Leader stands for? Do I believe in the Leader's integrity? Do I believe that the Leader will do the next right thing?

Confidence between the Follower and the Leader rests upon beliefs in each other's skills, reliability, and judgement. Again, the levels of confidence stem from perceptions that vary from one individual to the next but some questions common to most followers must be answered affirmatively before they are willing to follow a Leader: Does the Leader have a vision that I can share? Does the Leader have the skills, support and energy to effectively lead me to the achievement of the stated goal? If things start going wrong, does the Leader have the ability to help make them right?

If Trust and Confidence between the Leader and the Followers is the minimum requirement for willing and eager Followership, where do you stand? Do you enjoy a high level of Trust and Confidence with your Followers? With your Leaders? What can you do to strengthen these two vital elements of Followership?

-Lieutenant Colonel (ret'd) Ron Guidinger BEng, MBA, PEng, PMP