Category Archives: Leadership

Activity Levels, Focus, Leadership

Take the Initiative

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“If I can just make it through this busy time, I will be able to take a break…” At one time or another we have all either thought it or said it. It is what helped us get through a particular period of increased activity. It was the light at the end of the tunnel…so to speak.


I think what most of us missed in this scenario was that our work load was not increasing above its normal level. It was returning to its proper level.


There are always lulls in the business process. We tend to miss them as they don’t occur all at once. Gradually we find that we have more time to get things done, or drink our coffee, or any number of other diversions. With a little honest self examination you will know if you are working fully up to your potential.


It is at these times when you should take the initiative.


There are always important and significant customers that could use another “touch”. There are always budgets that could use another review, presentations that need to be updated and strategies that need to be revised. There are always things that we wanted to do to improve the business, or at least our portion of it.

In short, don’t relax. Don’t get busy. Get to work.


It’s hard to believe but it will invigorate both you and the team. It helps you maintain the “Act, don’t React” approach to business. Don’t wait for something to happen to drive your activity. Look to drive your activity in order to make something happen. It is not some trite platitude. It will actually work. It might sound a little odd, but taking the initiative to do more during a slower time will help keep the team more focused, and the business will run better.

Humor, Leadership, Team Building

Maintain a Healthy Level of Insanity

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Many times we have all felt the urge to just sit back and laugh at the apparent insanity or absurdity of a business situation. My advice is to go ahead and do it. You need to find the humor in your job to really enjoy it.


I really enjoyed getting the corporate announcement announcing that there would be no more corporate announcements. (True story). Everyone else thought that was a good one too.


The job is important, and the goals need to be obtained, but it is not life and death. Depending on whom you talk to in the organization it and can be much more important than that. A good sense of humor and the good sense to share it are critical aspects of any job. It will make the tougher times easier to bear, and the better times even more fun. It can also provide a balance to those times and events that are serious.


As the leader it is your responsibility to convey the wishes and directions of the business to your team. It will be your sense of humor that will enable you to remain a part of the team while as the leader you must also remain apart from the team. It will enable the team to see that you also view issues and items from your own perspective, not just the one put forward by the business.


So the next time you get a notice telling you that the corporate training in how to run an effective meeting scheduled to start in 20 minutes will be delayed 30 minutes due to a scheduling conflict regarding the availability of the meeting room (another true story), be sure to share it. You could probably use the laugh, and so could the team.

Change, Leadership

Don’t Get Comfortable

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We are all aware that the business environment is changing. We should all know that it is constantly changing. What we may not be aware of is that the rate of change in the business environment is increasing. Things are changing at an increasingly faster rate. These facts have led me to the following rule:


If you are comfortable doing what you are doing, you are probably doing it wrong.


Change does not breed comfort.  As you spend more time in your new leadership role, you learn its requirements and you get more comfortable. It is this “comfort level” that we all strive for that we should also be prepared to avoid. As the leader we can either react to change or we can lead it, but either way change is bound to occur.


Change requires effort. Those businesses that lead change force other businesses to react to it. As I have said, change causes discomfort. You have to learn a whole new set of requirements. However, I have found that it is almost always more preferable (and less stressful) to go through the change and learning process on your own terms instead of reacting to someone else’s.


As the leader you can either act on your own changes (new plans, processes, programs, organizations, etc.) in order to improve your business, or you can react to someone else’s changes as they try to improve theirs. In many cases you will need to change for both purposes. This may seem like a pretty simple view of things, but it is probably a pretty accurate description of the current business environment.


The point is that if you are too comfortable in your job, there is a good chance that you are not changing as either an action or reaction to the environment, and that will be a cause of even greater stress and discomfort in the future.

Books, Leadership, Strategy

Read the Classics on Management

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As we moved up the management chain I was always interested in what were the sources of information on how to better manage, and how to be a better manager, that people were reading. I wanted to understand them and to do well too. I suspect that I was not too unique in this respect. As a matter of course I read several of the management books that were popular during various periods. I won’t name them, but I came to refer to them as “Management Techniques De Jour”, much along the same lines as soup de jour at a restaurant.


I started looking for management texts that had endured a little longer than their time on the best seller list. After a while I finally found a few. You may have heard of some of them, and all of them are quite old. However, I have found all of them to deliver valuable insights into some of the various aspects of management and leadership. I’ll share some of them here:


1.       The Art of War, by Sun Tzu. A relatively short book written in 500 B.C. (yes, that is 2500 years ago) by a Chinese general, who was never defeated in close to 100 campaigns. It is an excellent source on the topics of leadership and strategy, two key aspects of successful business management.


2.       The Book of Five Rings, by Miyamoto Musashi. Another relatively short book written in the early 17th century (yes, that is 400 years ago) by a Japanese Samurai who is credited with creating an entirely new method and school of sword fighting (kendo). It provides great insight on the importance of knowing ones craft, skill, timing and spirit.


3.       The Prince, by Niccolo Machiavelli. Written in the 16th century (yes, that is 500 years ago) by an Italian nobleman and politician, it deals (sometimes very uncomfortably) with the aspects of leadership, power and politics.


4.       The Art of Worldly Wisdom, by Baltasar Gracian. Also written in the 17th century, but this time by a Spanish priest. This is a collection of 300 aphorisms on how to approach life and interpersonal relationships.


There are many more out there, but these are some of the best, and most famous. Don’t read them with an eye to how they are written. Read them with an eye toward how they may be applied today, in the business world we must operate in.


If you have any other books that you might like to add to this list, I would be interested to hear them.

Leadership, Management, Sales

The Value of “No”

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Throughout our careers I am sure we have all had instances when we wished we had said something other than what we actually did say. For me these “I wish I had…” events normally revolved around saying something other than “No” to a request, when “No” was the right answer.


The value of saying “No” is a very underrated concept. There is a book, “The Art of Worldly Wisdom” by a seventeenth century Spanish monk by the name of Baltasar Gracion, that is a collection of three hundred aphorism’s that are designed to help one make their way in the world and achieve distinction. It is amazing how much of a document written close to four hundred years ago is still applicable.

In his book Gracion deals with the idea of saying “No”. He says: “Know how to say “no”. You can’t grant everything to everybody. Saying “no” is as important as granting things, especially among those in command. What matters is the way you do it. Some people’s “no” is prized more highly than the “yes” of others: a gilded “no” pleases more than a curt “Yes”…..”

As you can see being able to say “No” has been a recognized issue for at least 400 years, if not more. Gracion points out that no one can do it all, but how you say “No” is important. Too firm, or too often and people may not come back to ask you again. The rule of saying “no” can be applied with our business and customers and in other aspects of our lives as well.

Delivering satisfaction, be it to the Board of Directors, senior management, or to customers requires that we set expectations appropriately. By not saying “No” when appropriate, you can be construed as having provided a tacit “Yes”. This may result in an unattainable level of expectation, and a considerable level of dissatisfaction, which is a particularly bad situation to be in when it comes to your customers.

Leadership, Line of succession, Problem Solving

Require Answers

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One of the ways most of us made our way up the corporate ladder was to be able to answer the tough questions, and find solutions to the difficult problems. It is interesting in that the result of the problem answering capabilities that enabled most people to become leaders and executives also resulted in their moving to management levels that were farther and farther away from where the problems were. Executives must evolve from “go to” problem solvers to leaders who groom the next generation of “go to” problem solvers.


As an established problem solver it is easy to stay in that mode as an executive. Members of your team will bring you the problem and you will establish the direction or answer it. This is not the way to go. As you have moved up the ladder you have moved away from the line issues and problems. You have experience on how to deal with issues of the type you will hear about, but you are not on the line for that specific issue.


The way I dealt with this situation was straight forward. I told the team that I was reasonably aware of most of the major issues in the business. What I needed from the team was workable answers to the issues. The rule was then put in place that anybody could come and talk to me about any issue they had in the business as long as they also brought at least one workable answer.


This move enabled me to learn all that was going on, while providing some guidance and experience on the implemented solutions. It seemed to work very well. It enabled those that were directly involved with and closest to the issue to suggest solutions (which is always a good idea) and it provided the opportunity to have a check and balance (prioritization) based higher level business needs.


It also trained and groomed the next generation of problem solvers (line of succession) for the business, which helped create a stronger business.

Challenge, Leadership, Management

Tough Job = Good Opportunity

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I remember the first time management came to me and said “We have an opportunity and a challenge for you…”. This is normally a phase to be dreaded and feared, or so I thought. I was being given a new assignment. It was a tough job in a division that had not been doing very well.


A friend and mentor of mine at the time took me aside and told me “Congratulations”. I asked him what he meant. We all knew that this division was a mess and that this was a very tough job. He then told me something that has stuck with me to this day. He said:


“Never be afraid to take a tough job. By stepping in with a plan and working hard, you can only improve the situation.”


He was right. Tough jobs are in fact career opportunities. Don’t shy away from them. Look for them. Creating a plan and then putting in the work is what turns tough jobs into great jobs.


It took some time but the first tough job assignment did get turned around. It led to more and larger opportunities. It provided the opportunity to explore facets of business that you would not normally get to by taking the “easy” jobs. It increased my value to the company. It taught me to enjoy a challenging position. I still do to this day.

Customer Relations, Leadership, Sales

Demand To See Customers

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Customers like to see the boss. This is pretty much one of the immutable laws of sales.


The leader of the business should also be the lead salesman. Good leaders should want to see their customers as often as possible. Building that relationship and trust is a key to long term customer retention, growth, and profitability. Demand that the sales team take you out to see the customers.


These are some of the most important people in the world. These are the people that give you money. Understand what type of relationship they have with the sales team. Understand how they want to be dealt with by your business. Learn about them. Work directly with them.


Some times the sales team may seem to be a little reticent to take you to see “their” customers. That’s okay. You are an unknown (initially) when it comes to working with their customers. Demand to go anyway. The business will be better and stronger for it.


If you don’t go, your competition’s sales force will probably be bringing their leadership team out to see your customers, and soon they may not be your customers anymore.

Communication, Leadership, Team Building

Walk Around

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I always learned more about what was happening in the business by walking around the office, than by any other method. Staff meetings were fine. Monthly, and in some cases weekly reports were okay. The best way for me was by walking around.


Walking around the office serves a couple of purposes. Teams invariably like their leaders to be visible. They also like to feel their leaders are approachable. If you are out in the aisles talking to anyone and everyone, not just your direct reports, you are all this and more. You are a visible member of the team.


Engaging the team in their space, not in your office or a conference room, put them more at ease. They seemed to open up more. It was a conversation, not a report. It was more of a peer to peer exchange. It was less of a superior to subordinate interrogation.


It worked.


If you need to know what is happening on a deeper level, don’t call people into your office to ask them. Get up and walk over to their area to see them. Sit down and start a conversation. You’ll be surprised how much you can learn just by walking over.

Leadership, Performance, Teamwork

It’s Like Baseball

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I have heard management compared to many things. I personally used to compare it to flying a plane – you need a firm but light grip on the controls. If you grab on too tight you’re in for a bumpy ride. I recently heard of comments about how a real manager does it.


Joe Torre, the very successful manager of the New York Yankees, and now the Los Angeles Dodgers, is reported to have described his traits for successful management. I think he got it right.


Joe said that the time to bear down and focus/work harder is when you are on a winning streak. If you win often, it’s easy to forget how hard it is to win. You start to neglect the little things that got you there. He said that it was when the club was winning that he took a more active and firmer leadership role in how the team conducted itself.


He also said that when the team was not doing as well, he would not necessarily let up; he just wouldn’t bear down as hard. He knew that when things were tough a good team will feel the pressure to improve their performance and apply themselves that much harder. They don’t like losing and are working to do better on their own. Joe would try and maintain an even keel, make sure the proper work would get done and trust his team.


Of course when you have a team of stars with a payroll approaching $200M a year (for 25 players) you should be able to trust them.


The point he made was that contrary to our natural tendency to apply additional pressure to the team when things aren’t going our way, he found it better to ease off just a little and focus on enabling the team to work their way back onto a winning streak. Additional meetings and his intervention and pressure didn’t seem to help as much as his more restrained approach.  He has won a lot of pennants and a handful of championships, so I have come to the conclusion that maybe he knows a good way to apply leadership.