Courage to Challenge – Dare to Change
The leader’s main job is…change.
To make change happen, we actively seek ways to make things better, to grow, innovate and improve. We seek opportunities to get extraordinary things done – sometimes shaking things up. Other times we just have to grab hold of the adversity surround us and just make things happen. And to make new things happen, we rely on ideas outside the boundaries of familiar experiences.
Certainty and routine breed complacency. Hardships present to us who we really are and what we are capable of becoming. It is essential to experiment and take risks in order to create a climate of change and renovation. It is the toughest to change in times of prosperity when people are in a comfort zone. It is easiest to change is times of adversity because crisis forces people to change. It doesn’t leave too many choices. A crisis might come in the form of global economic turmoil, destructive technology or other external forces. What about internal forces? An unexpected retirement of a charismatic founder whom the business depends heavily on is a good example. Did the retirement of Bill Gates affect Microsoft? Sure it did. Will the retirement of Steve Jobs impact Apple? Probably yes.
Is the courage to challenge and drive change personality or behavior driven?
James M. Kouzes and Barry Z. Posner are professors at Leavey Schools of Business, Santa Clara University. In their book The Leadership Challenge (4th Edition) Kouzes and Posner argue that our behavior supports or distracts us from reaching our desired destination. The foundations for behaviors that drive change are Purpose and Values.
If we build our house on sand, it will be unsteady. If we build our house on a solid rock, it will survive adverse conditions. A strong sense of purpose and deeply held values form a solid rock foundation that shapes our behavior. This foundation is the compass that directs us.
Discover Your Purpose
Call it what you want – vision, mission, legacy, dream, aspiration, or even personal agenda – the point is the same. If we are going to be catalysts, we have to be able to imagine a positive future. When we envision the future we want for ourselves and others, and feel passionate about the legacy we want to leave, then we are much more likely to take the first step forward. If we don’t have the slightest clue about our hopes, dreams and aspirations, the chance to lead is nil.
Discovering the central theme for our lives takes time, effort and focused attention. We reflect on our past, attend to the present, ponder the future and figure out what excites us the most. We’re onto something when we feel the passion.
However, here is a caveat. If our purpose is self-centered and disconnected from other people’s desires, it won’t be leadership. People want to hear how their hopes and dreams will make a difference. They want to see how they fit into the future we envision. Then, and only then, our purpose will touch them. By defining those things that are meaningful to everyone in the organization, we join together with purpose and move boldly forward.
Identify Our Values
To stand up for our beliefs, we have to know what we care most about, what we believe in, and who we are. To earn credibility, we must first be able to clearly articulate deeply held beliefs. Then in any challenge we face, the values will be there to direct us in the right direction. We will have the courage to go against the herd when our purpose and values are shining in the darkness like a lighthouse. Clarity of values gives us the confidence to take charge of our lives.
If we stress the principles for which we stand, people will feel our sense of purpose. If we communicate the values we hold, people who identify with those values will allow our leadership.
Behavior speaks louder than words. We must model our values or lose credibility.
A strong foundation of purpose and values gives us the courage to challenge the status quo and lead change. Change cannot happen in a vacuum. Change happens when everyone holds the same sense of purpose and deeply held values. Leading change means understanding what’s meaningful to others and working to align the organizational purpose with the values and dreams of everyone.
People commit to causes, not to plans.
Causes lead to commitments, not KPIs.
Mind Your Clients
It was a sunny hot Monday morning. I was late for my doctor’s appointment. I had allotted one hour based on previous experience. 45 minutes waiting, 5 minutes with the doctor and 10 minutes to pick up the medicine and pay the bill. This is a best case scenario.
Health care services in most cases are an assembly line. Overloaded staff, long queues and zero personal touch. Health is questionable and Care does not exist.
But that Monday morning was different. I parked my car and rushed into the clinic to find Jeanny, the clinic receptionist, waiting with a big smile on her face. “Good morning Mr. Osh”. Then she handing me a cup of cappuccino. “How did she know cappuccino is my favorite?” I wondered. “Dr. McGill is waiting for you” Jeanny smiled. “You can bring in your coffee with you”. The clinic was empty and quiet, unlike a typical busy Monday morning.
“Good morning Mr. Osh. How can I help you today?” Dr. McGill seemed relaxed and comfortable. We spent 20 minutes discussing my life style and stress level. He asked about my sleeping habits, travel intensity, nutrition and exercise. Instead of prescribing drugs he gave some prevention advices. It was Health Care like I have never had before. I didn’t feel like a product moving in the assembly line. I felt like a client who was cared about.
“Doc, why have you changed your clinic practice?” I asked before leaving. “I felt that diagnosis and drug prescription are not the only things I would like to do for the rest of my life” replied Dr. McGill. “I would like to prevent diseases and help people to take care of themselves” he continued. I laughed out loud, and said, “But if you will prevent illness, you will make less money”. He replied while shaking my hand, “It’s not just about money. It’s about my purpose in life. I believe that having a greater purpose will create even greater wealth”.
Jay Abraham, a direct marketing expert, recommends using the term “clients” instead of “customers”. He believes that the term “clients” reflects on deeper relationships beyond just products and services. The ultimate goal of every business is to establish long term relationships with clients so they will feel that we really care about their wellbeing.
Changing terminology reinforces a change of mindset. Being “Client-Centric” is a powerful attribute which will make a big difference across the organization, outwardly toward external stake holders and internally toward each and every one of us.
My first mentor was the managing partner of the accounting firm I worked for after graduation. From the start, he encouraged me to visit clients, collect due payments (the toughest task which usually ended in frustration) and face the challenges our clients were facing. It was an unusual experience for a CPA intern. But I learned that whether clients are large organizations or individuals, decisions are made by human beings. Human beings who have desires, wills and wants we as an organization should know well no matter if we are the most junior back office accountant or the frontline sales account manager. Clients are THE REASON for every organization and every job performed within the organization.
Over the years, the toughest confrontations I have had with clients have also been the most effective learning experiences. Finding the link between what we are doing and what our clients want is a powerful advantage for any corporate leader. If you have not met most of your clients, leave your desk, go out and start your journey. Become a “Client-Centric” leader…Mind Your Clients.
Perception Management
The male lion isn’t the smartest animal in the jungle. Apes, Elephants and Parrots are more intelligent. He is neither the largest animal nor the largest cat. The tiger is. He isn’t the fastest animal or even the fastest cat. The cheetah is. He isn’t even the hunter among his own pride. It’s the female lions that track and subdue prey.
Then, why is the lion considered the king of the jungle? It is because he has an impressive mane and a big roar.
This doesn’t mean the lion is a fraud. If called upon, he can back up that roar. However, what makes the lion special is the combination of genuine power and behavior that effectively communicates that power to the world.
If we want to be lions – that is to say, the “kings and the queens” of our own profession – we need to adopt the same approach. Those of us who are on the path to corporate leadership should spend time perfecting the types of communication skills that generate respect and influence others.
People reach highly influential positions because they understand the power of perception and know how to leverage on it. They use these skills to establish how they are perceived by others and to manage their reputation throughout the organization, stake holders and the public.
A few years back perception management was the lowest priority on my list. “Actions speak louder than words” people heard me saying. “Reality shapes perceptions” I thought naively. I have changed my mind.
The way we are perceived is the reality in the eyes of our colleagues, friends, managers and definitely the media. Abraham Lincoln said, “Public sentiment is everything. With it, nothing can fail; without it, nothing can succeed”.
The biggest potential mistake is confusing perception with manipulation. We will achieve nothing by manipulating others to follow our ideas, beliefs, or vision. Once we shift from being someone who influences through manipulation to being someone who influences through persuasion, we can’t lose.
To ensure the respect of our peers, employees, bosses and eventually the general public, we can use the power of branding to further our careers and personal goals. How do we improve the way we are perceived by others? How do we build a strong personal brand?
First, we identify changes in attitude, behavior and character that will strengthen our brand. Then commit to them. For example, this blog is a commitment to change. Writing my commitments and sharing them with the public reinforces my behaviors.
Second, we assess how we are perceived by others. Feedback gathering could be a painful task especially if we are sincere about receiving honest criticism from our peers, bosses and employees. The self-assessment and feedback-gathering are worthless if we are not making adjustments along the way.
Third, we discover our personal power by focusing on building credibility. Let people understand who we really are. Let them figure out that we have changed and we are different. We should not shy away from our new brand.
Fourth, we may become the living embodiment of our new brand quickly (or not), but it will take time for others to notice, especially if a shift in perception is required. The process takes time so don’t be discourage if results aren’t immediate.
Fifth, we grow as we go. We keep what works. We revise what doesn’t. The most important part is to enjoy our journey. Good things will happen to us when we stick to our commitment to ourselves regardless of the time it takes. The consequences of our actions, behaviors and decisions will empower us to reach our goals like never before.
Most importantly, we must be genuine with our intentions and maintain a congruence of our image brand with our true selves. If gaps exist between what we want to be and who we really are, we need to work to align the two. Otherwise perception management isn’t real, it’s only a façade.
Should You Focus on Enhancing Your Strengths or Eliminating Your Weaknesses?
Many people assume that the path to extraordinary performance is to eliminate their weaknesses. The basic assumption is that our strengths will take care of themselves so we should focus on fixing our weaknesses.
In their new book “The Inspiring Leader”, John H. Zenger, Joseph R. Folkman and Scott K. Edinger claim that leaders who focus on their weakness zones do not improve so much. The authors reveal in their new four-year study involving 200,000 people that the reason is that when you focus on an area for improvement which you are not interested in, you are probably not so passionate about it, so to say. Don’t we naturally tend to be more passionate about our strengths rather than our weaknesses? Passion is crucial for achieving significant improvement. Therefore, working on behavior which you are not interested in or passionate about will not lead to any significant changes.
I have been encouraged many times to develop my weakness zones. Thirteen years ago, I was applying for a CFO position for an AMEX listed company. The recruiter did a personality test in which he asked me to draw a tree. While analyzing the sketch, the recruiter said that my tree, which had more branches than leaves, represented my tendency towards the “big picture” rather than detail orientation. Luckily, the company wanted a “big picture” CFO to take care of their future strategic plan and I got the offer. Bearing in my mind my “big picture” orientation, I surrounded myself with strong detail-oriented professionals who compensated my weaknesses while I continued to develop my strength zones.
The best leaders develop their strength zones to excel in their leadership roles. They do not waste too much energy on fixing weaknesses. But here is the caveat: If you strive to “scale the corporate pinnacle” you will have to excel in more than one competency. Studies show that the most successful leaders demonstrate 3 competencies: technical skills (like strategic, financial, analytical skills, etc.), result driven orientation and people skills. So if your strength is your technical core competency, growing to a higher leadership level means developing your people skills and improving your results orientation thinking.
There are 3 ways to improve your people skills: read personal development books, find a personal development coach or ask your colleagues for help. The last one is personally the hardest and professionally the most valuable. Your perception of yourself will break while listening to the people you work with. I have tried all of them. I am lucky to work in a mentoring business environment where the founders find time to coach their people. I am lucky my colleagues penetrate my ego “walls” to provide me with truthful and sometimes painful personal feedback. This takes me to the next level in both my professional and personal life. When you start this journey there is no way back to your old self.
Climbing the corporate pinnacle requires tremendous people management and results orientation skills. The technical skills that you have developed throughout your career are valuable, but the best leaders trust the technical competencies of their colleagues. Surround yourself with people that are better than you in your weak technical competencies zones. Never give up developing your result orientation and people skills.
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