ITLP Tuesday Readings

Several weeks ago while reading the Leading News leadership letter, I found today's reading "On Gratitude." It's author, Patricia Wheeler, is an executive and team coach who helps smart people become more effective leaders. As Managing Partner in the Levin Group LLC, she has spent 15 years consulting to organizations and coaching senior leaders and their teams.

. . . . jim

The essay starts with several statements and questions to prompt you to think differently. I'll include the opening and closing statements and questions here, by way of substituting the entire piece:

Despite living a good life, many of us often struggle with what's really good enough, and how can we continue to have even more. And why shouldn't we want more? Doesn't wanting more increase our drive?

Many managers believe they should focus on what's not done, rather than feeling happy and grateful with what is done. Where's the balance between wanting more and being grateful with what we have?

...

How often do you express your gratitude? And, what would happen if you did so even more?

Posted by Jim Hall at 8:58 AM | Permalink

Today's reading is The Simplicity Thesis by Aaron Levie, CEO and cofounder of Box.

Levie begins his piece with the provocative statement "A fascinating trend is consuming Silicon Valley and beginning to eat away at the rest of the world: the radical simplification of everything." He continues by noting Jeff Bezos' "rallying cry against gatekeepers that perpetuate complexity and block innovation." His thesis is simple: Any market where unnecessary middlemen stand between customers and their successful use of a solution is about to be disrupted.

Levie asserts that if "you're making the customer do any extra amount of work, no matter what industry you call home, you're now a target for disruption." And, he has examples: Instagram, SolveBio, Amazon, Spotify, Box, Square ... All have the lowest level of complexity for the maximum amount of value.

He also notes that the irony of simplicity is that it invariably lets you do more. It isn't about giving up any value; it's about designing technology and products thoughtfully to make them substantially more useful an attainable.

So, how do you begin to think "simplicity"?

1. Think end to end. Look at the entire experience, from the real beginning to the real end.

2. Say no. Kill off the unused and unnecessary.

3. Specialize. Focus on your core competency; get less on your plate.

4. Focus on details.

5. Audit constantly. The key question: Can this be done any simpler?

Levie also notes that simplicity is a relative, moving target. Your simple solution today is going to look complex tomorrow as everyone keeps searching for this holy grain.

So, let me challenge you today. Think about something important to you that you are currently working on. Take some time and reduce the complexity of your process, your solution, etc.

Have a great week. . . . jim

Extra: Tim Gallwey, a very early executive coach, suggests this essential self-management tool:

1. STOP.
2. Step back.
3. Think.
4. Organize Your Thoughts.
5. Proceed.

Posted by Jim Hall at 9:43 AM | Permalink

Today's reading "Olympic Games" is a reflection from Julie Shuttleworth, member of the 2012 Leadership@Penn cohort. She is Director of Administrative Affairs in the Provost's office at the University of Pennsylvania.

She writes:

With the 2012 Summer Olympics having just ended, I am reminded that it takes vision, hard work, dedication, presence and some natural talent to succeed in any endeavor. It also isn't ever a truly individual effort, the athletes have families/friends/teammates/coaches who encourage, push and help them along with way.

Just as the athletes participating in the Olympics had to train to get to the Olympics, we are all using this leadership learning (or training) opportunity to become better (future) leaders. The leadership program will enhance our individual leadership skills and the cohort's leadership skills. Just like the athletes do in order to succeed, I have tried to set a goal (reflecting on where I and the organization want to go), strategizing on how to get there (planning a vision), implement those strategies (using skills learned in class), involve those around me (nothing should happen in a vacuum), and making changes as necessary to succeed. I also get support and encouragement from my family/friends/cohort/coach/coworkers/boss - my network.

Success takes many forms for the Olympic athletes: winning, placing, finishing, personal bests and working as a team. My/our success will also take many forms: leading change, allowing others to lead, strategically planning for the future, implementing, being observant, while listening and communicating effectively and making the right decision at the right time.

The Olympic athletes worked hard to meet their goals. I have been trying to work hard challenging myself to have a positive mental attitude, to have vision, to strategize, to coach/help/guide others be the best they can be, to learn as much as I can from my and Penn's successes and failures (and Penn State's failures too) and to ignore my email first thing in the morning.

Our leadership journey is a longer journey than the three weeks of the Olympics but I'm trying to focus (at least a portion of my day) on growing my leadership abilities.

So, as Julie wrote,challenge yourself to have an Olympic attitude - practice, practice, practice - about your goals and become the leader you were meant to be.

Have a great week. . . . jim

Posted by Jim Hall at 9:56 AM | Permalink

Today's reading is "How to Get Feedback When You're the Boss" and is from Amy Gallo's pen. She is a contributing editor at the Harvard Business Review.

Gallo observes that as you move up in an organization you receive less constructive feedback on your ideas, performance and strategy. The point is no one wants to offend the boss so they fear giving it. Yet without that feedback your development will suffer.

So, what do you do:

1. Acknowledge the fear. Set the stage by acknowledging that everyone, including yourself, can be better and explain that for you to get better you need their feedback

2. Ask for it constantly. Everyone needs to be collecting information constantly. "You know my goals, what can I do to better to achieve these goals?

3. Request examples. When you do get feedback, always ask for examples. This enables a better understanding of what you heard and reduces your need to make assumptions.

4. Read between the lines. Often you'll have to figure out the problem underlying the behaviors your respondents observe. To do this, you may want to ask others who have observed you for feedback. This may give you the data you need. Also, as you increase your understanding of your problem(s), you can become more specific in the questions you ask.

5. Act on it. Thank people for their feedback. Show that you receive the feedback and let them see through changes you make in your actions.

6. Find a few trusted people. It is always good to have a truth-teller; someone who always tells you the whole truth and knows that there will never be consequences.

7. Start anonymously. If people will not open up, it may be worthwhile to do a 360 review, or have a coach interview your team to gather feedback anonymously.

Do follow Amy Gallo's advice and actively and regularly seek meaningful feedback. You might set a goal of seeking meaningful feedback two or three times each week. I believe that it would make a surprising difference. And, in addition you will set an example that should encourage others to seek feedback on their performance.

. . . . jim

Posted by Jim Hall at 2:34 PM | Permalink

"There is enough in the world for everyone's need, but not for everyone's greed." ~ Mahatma Gandhi

Do you fear developing, or delegating to, your subordinates because it might lessen your value? Do you compare yourself and others? To what end?

Who are you in competition with? Who is your University in competition with? Isn't it time we traveled this road together? We all matter.

Posted by Jim Hall at 11:14 AM | Permalink