TheLeadershipNotebook

The Dangers of the Jungle

Recently, I had a coaching call with a client, an internal audit leader of a Fortune 500 Company. (We’ll call him George.)  George’s performance was solid but his 360 results indicated a need for more strategic thinking and less time operating “in the weeds.”

George’s previous roles and background supported his habit and comfort with the details. However, as he took on additional leadership responsibilities, he knew he needed to shift his focus to a more big picture and strategic mindset.

George genuinely wanted to learn new skills, to grow in his role and to move up in the company, but he was struggling to make the shift.

Once we uncovered George’s beliefs (many of them false) about what kept him in the details, I asked George for a visual that would describe what it would feel like if he remained there.

“Like I’m lost in a jungle,” he said. “I want to get out. I need to get out. It would be great to get out. And the longer I stay here, the more it will negatively impact my career.” (Just let your mind wander about the long term dangers of being lost in a jungle.)

The Jungle. For George, it was a powerful visual.

So how could he get out? During our call, we worked to identify strategies or “tools” he could use to exit the jungle. A helicopter (his direct reports) and a machete (increased self-awareness to know when he was getting pulled in) were just two of the tools he identified.

Once his limiting beliefs were identified and strategies for action were developed, coaching then focused on building new habits and behaviors to keep him out of “the jungle.”

Fast forward to today. The visual of the jungle and the personal and professional dangers it held for George were strong enough to lead him out. With his awareness raised and his team solidly behind him, George is now more effective at operating at the strategic level that his role requires.

What about you? How often to you get stuck in The Jungle? Is there a good visual that describes a shift you need to make to take your performance to the next level?

To your success,

Mary

 

 

Your Performance “Re-View”

 

“Appreciative Inquiry is more than a focus on the positive.

It is the creation of conditions that tap the generative potential of people and organizations.”

~Gervase Bushe

 

CPAs across the country have put the finishing touches on their “busy season” and there is a collective sigh of relief. But you’re not really done yet. Now, is a great time, while the memories are still fresh, to reflect and “re-view” your performance over the last six months.

What went well? What should I do more of? Less of? How can I use the best parts of my performance to learn and take my performance to the next level?

Taking this “appreciative approach” helps you manage your change and development through the identification of what works and analysis of how to do MORE of that.

This is an alternative to the typical view of “what did I do wrong?” or “what are my weaknesses?” We identify a problem, analyze the cause and generate solutions all through the lens of fixing or avoiding problems. That approach works in some cases but it encourages us to focus on the negative rather than the energy and sense of possibility that comes from envisioning what’s possible.

To illustrate an appreciative approach to “re-viewing” your performance, think about your responses to the following questions suggested in the Appreciative Inquiry mindset:

1.  Considering all of your objectives for your role, what are you proud of?  What have you accomplished and what are you doing that works?

Give yourself credit for every little thing you do that brings you a feeling or demonstration of success, to even the smallest degree, in any work situation.  Be specific.   

2.  What contributed to those successes? What caused those things to work? What or who has allowed you to do your best work? (Consider your team leader, team, firm overall, clients, circumstances, physical situation, and opportunities.)

3. How have you changed?  Think about yourself at the beginning of the year and the person you are today. How have you changed? Again, give yourself credit for every little improvement in your professional competencies or personal effectiveness. What did you do that helped you improve? The activities may have occurred at work, home or in the community.

4. Going beyond your given objectives...  In your work at your firm and as a member of a greater community, what achievements, accomplishments, or activities are you proud of?

5. Becoming even more effective….   To make yourself even more effective in the future, what do you want to continue to do, do more of, do better, or do differently? Of all the items listed and described above, which are the ones you are inspired to act on. (This is where your team leader can help prioritize your objectives.)

6.  What support within the firm do you have to do the things you identified in #5? (Money, time, training, access to subject matter experts and support staff, equipment, materials, etc.)  What resources do you have outside the company?  This is where your team leader can help in making sure you have what you need to succeed.)

Appreciative Inquiry as a model for change has been around awhile and its applications to individuals, teams and organizations are far and wide. It is a different approach to viewing your situation today that helps shape your vision for tomorrow.

What do you think? Have you used this approach in your firm’s change initiatives? I welcome your comments and input. I’d love to hear from you.

To your success,

Mary

 

Time To Play Offense?

 

“We must look for ways to be an active force in our own lives.

We must take charge of our own destinies, design a life of substance

and truly begin to live our dreams.”

~Les Brown

 

“No.  I’m not going play that way. I want to win.”

 

My tennis team member was firm. She was not going to practice our doubles drill as designed.

 

Hearing this resistance, our tennis coach calmly explained that the drill was supposed to help us think and play more offensively, to be the first to come to the net, taking balls out of the air and putting them away. In the long run, we’d learn a new skill that would definitely give us a better chance to win.

 

My tennis colleague would have none of it. She wanted to play back, preferring to hit from the baseline with a strong, consistent ground stroke.

 

Our coach said “Fine. We’ll see who wins.”  

 

Over the next hour, rotating partners, we played the drill, keeping track of the points and how they were won.

 

You guessed it. Our stubborn team member lost each point when she stayed back, preferring to play it “her” way.

 

I smiled when I thought of how this same stubbornness plays out in the world of work. How often do we resist change, preferring to do things the way we’ve always done? How often do we let short term “win’s” get in the way of learning new skills that would actually benefit us in the long run?

 

What would be possible if we began to play offense?

To your success,

 

Mary

Finishing Strong: Seven Key Behaviors of a Leader Who Gets Results

 

“All endeavor calls for the ability to tramp the last mile,

shape the last plan, endure the last hours toil.

The fight to the finish spirit is the one characteristic we must possess

if we are to face the future as finishers.”

~Henry David Thoreau

 

My CPA friends and clients have gone “radio silent” for the last month. They are firmly entrenched in their “busy season” and looking forward to that magical April 15 deadline. SIX MORE WEEKS.

I remember those days vividly, digging down deep in the cold winter months to finish my engagement responsibilities, lead my team to finish strong and make sure our clients were happy and well served.

Whether you’re a CPA in busy season or a corporate leader charged with delivering results, leading projects to successful completion is one of the hallmarks of an effective leader. Zenger and Folkman in their book, The Extraordinary Leader, identified 7 key behaviors in a leader who gets results.

Do these describe you?

High performers:

1. Do everything possible to meet goals and deadlines and pursue the project until completion
2. Maintain high standards of performance
3. Set measurable standards of excellence for themselves and others in their work group
4. Promote a spirit of continuous improvement
5. Take personal responsibility for outcomes
6. Can be counted on to follow through
7. Go above and beyond what needs to be done without being told

 

Or do you find yourself…

1. Missing project goals, deadlines and agreed upon deliverables
2. Failing to build high commitment among the team to stated goals and objectives
3. Blaming others for failures
4. Not following through to your project’s completion

 

Successfully driving for results goes hand in hand with possessing excellent interpersonal skills. The two are a powerful combination that is essential to inspiring and motivating your team and collaborating to make a difference for your clients.

 

With six more weeks to go and lots to get done, take a moment to step back and assess your current state.

• What steps are needed now to finish on time with a satisfied set of clients and an inspired and motivated team?
• What obstacles do you face in achieving your goals? How can you effectively overcome them?
• What would your team say about what it needs to come together and finish strong?

 

Six more weeks and counting. I’d love to hear from you and learn how you plan to go the distance.

To your success,

Mary

 

 

A Growth Mindset For 2012

 

“…decades of research on achievement suggests that successful people

reach their goals not simply because of who they are,

but more often because of what they do.”

~Heidi Grant Halvorson

 

It’s the end of 2011. And with 2012 just around the corner, it’s time to reflect on the year that’s passed and chart some new (or re-commit to current) goals for the coming year. It’s time to craft your goals for success (however you define it.)

 

But for my coaching clients and I’m sure many of you, goal setting and achievement is not just an end of the year thing. It’s an ongoing focus on our continuous improvement and development.

 

So just what do successful people do differently in order to reach their goals? Researcher, Heidi Grant Halvorson identifies nine things in her incredibly popular HBR blog post from February 2011.

 

Here they are in summary form:

1. Get specific.
2. Seize the moment to act on your goals. (decide when and where you will take each action you want to take, in advance.)
3. Know exactly how far you have left to go.
4. Be a realistic optimist.
5. Focus on getting better, rather than being good. (Believing you have the ability to reach your goals is important, but so is believing you can get the ability.)
6. Have grit. Grit is a willingness to commit to long-term goals, and to persist in the face of difficulty.
7. Build your willpower muscle. Your self-control "muscle" is just like the other muscles in your body — when it doesn't get much exercise, it becomes weaker over time. But when you give it regular workouts by putting it to good use, it will grow stronger and stronger, and better able to help you successfully reach your goals.
8. Don't tempt fate. No matter how strong your willpower muscle becomes, it's important to always respect the fact that it is limited, and if you overtax it you will temporarily run out of steam.
9. Focus on what you will do, not what you won't do. 

 

Several of the actions Halvorson identifies are consistent with goal setting best practices outlined in the SMART goals approach. Specific, measurable, attainable, relevant and time bound is the standard for goal setting.

 

But #5, “focus on getting better, rather than being good” requires a shift in perspective for many

 

 Your Mindset

Researcher, Carol Dweck, in her book Mindset: The New Psychology of Success identifies two different mindsets, the growth mindset (getting better) and the fixed mindset (being good). One perspective can positively impact the achievement of your goals and the other will keep you stuck in your ways.

 

The fixed mindset creates an internal monologue that is focused on judging: “Are you sure you can do it? Maybe you don’t have the talent?” “This means I’m a better/smarter/richer person than they are.” Worse yet, this mindset provides no solution or options to overcome your challenge.

 

People with a growth mindset are also constantly monitoring what’s going on, but their internal monologue is not about judging themselves and others in this way. They are attuned to the situation’s implications for learning and constructive action. They ask themselves questions like: “What can I learn from this? How can I improve? How can I help my coworker do this better?”

 

So in the context of Halvorson’s suggestions, #5 and embracing the growth mindset is critical for success and your goal achievement.

 

For 2012

As you establish your goals for 2012, evaluate them in terms of Halverson’s research and your own view of your current mindset. If you happen to already possess a growth mindset, that’s great news. If yours is fixed, however, Dweck identifies a few steps to help you make the shift:

1. Learn to hear your fixed mindset “voice.”
2. Recognize that you have a choice.
3. Talk back to it with a growth mindset voice.
4. Take the growth mindset action: i.e take on the challenge whole heartedly, learn from the setbacks and try again or hear the criticism and act on it.

 

Goal setting, progress and achievement are integral to my work as a coach. Combining the proven research on successful change with practical approaches and support is the foundation for my work.

 

I’d love to hear some of your best practices on goal setting and achievement. What works best for you? How will you achieve your goals in 2012?

 

To your success,

Mary

 

YOUR Career: Own It!

 

 “I know what a difference the organization can make

because Deloitte was really a trailblazer with our women's initiative.”

But… “No matter what your organization may do to help promote your career,

at the end of the day, it won’t matter unless you perform and

watch out for your own career.”

 ~Sharon Allen 

Former Chairman of the Board of Deloitte, LLP

 

“…it won’t matter unless you perform and watch out for your own career.” Well said, Sharon Allen.

 

For most of my early years as a practicing CPA, I was one of just a few females in a male dominated profession. Over the last 15 years, many more women have entered the profession.

 

But as I’ve mentioned in a prior post on the topic, women have yet to “crack the code” where a representative number of women find themselves in Partner roles in CPA firms. As a leadership coach (and mother of three daughters), I continue to look for (and work towards) progress in this area.

 

So although she’s not a CPA, when IBM announced that Virginia Rometty would become the first female CEO in IBM’s 100-year history, I was thrilled. I was especially excited for one of my daughters, a newly minted Notre Dame MBA who started in a marketing role at IBM just four months ago. What a fabulous role model for Sarah.

 

When I read about Rometty’s promotion, I especially noted the comments made by her soon-to- be predecessor, CEO Sam Palmisano. “Ginni got it because she deserved it,” Mr. Palmisano said. “It’s got zero to do with progressive social policies,” Mr. Palmisano added.

 

While I believe that there are many positives about the role of women’s initiatives at many progressive companies, at the end of the day, I share Ms. Allen’s views as she was quoted above. What matters most in your career, regardless of gender, is the proactive approach you take in making your own success, however you define it. 

 

I’m not saying you have to go it alone. Actually, leaders like Ms. Allen and Carolyn Buck-Luce of Ernst and Young suggest that you must ask for help and seek sponsors and supporters who will help you develop and provide the all-important feedback you need to excel.

 

But taking charge of your career and the legacy you want to leave has been a mantra that I can relate to. I can admit that it hasn’t always been smooth sailing for me. I’ve experienced lots of success as well as disappointments along the way. But what I’ve learned is that at the end of the day, we play the primary role in creating our own career destiny.

 

As an executive coach and mom of three daughters, I will continue to encourage my clients, and my daughters, to seek personal and professional development opportunities, ask for ongoing feedback, look for sponsorship as they progress in their careers and be active communicators, promoting themselves to those who have input into their career progression.  

 

The word promotion comes from the Latin word, promovere, meaning “to push onwards,” certainly not a dirty word, especially to many of our male counterparts.

 

So I ask you, both men AND women: What are you doing to take charge of your career? How are you promoting your accomplishments or seeking sponsorship for your progression? I’d love to hear some of the best practices that have worked for you.

To your success,

 

Mary

 

When Peer Pressure is a Good Thing

 

"Pressure makes diamonds."

~General George S. Patton

 

The rain was coming down sideways, in virtual sheets. My husband and I looked at each other and I asked: “Are we really going to ride our bikes in this?” “Oh I doubt it,” he assured me.  It was Day 1, Hour 1 of our 5 day biking tour through the hills of the Loire Valley in France.

 

We were novice bikers but our friends and fellow riders assured us that we would be “just fine.” Yes, we had done some training but not on hills (we live in farm country) and NEVER in the rain. No, it just never occurred to us that it could be, or would be, raining cats and dogs!

 

Our tour leader-guides, Anna and Stephanie, never stopped their cheery disposition and reminded us that the French countryside was beautiful, there would be wine and/or croissants along the way and “we’d be so proud of ourselves” when we completed the tough ride. They must have taken a play out of the EQ play book that says the leader’s emotions are contagious. They refused to show any hesitation or doubt that our journey in the rain would be worth it.

 

As we watched in disbelief, each of our fellow riders mounted their bikes. Darn.

 

But Marty and I had our pride. We refused to be the only two people to ride in the van to our next stop. No, we would go. We climbed on our bikes and started to ride. With the rain coming down, we road all of our 20 miles, up and down hills and valleys, through small country towns and roads lined with vineyards. All in the non-stop driving rain.

 

And I hate to admit it, it was a memorable day. We were proud of ourselves for completing the ride. We enjoyed the scenery and spent the day riding with some new friends. In this case, peer pressure worked.  Pushing us to achieve more than we ever imagined. We rode for two more days in the rain and peer pressure again encouraged us to complete a ride of 50 miles on Day 4.

 

I know I’m describing a circumstance that pales in significance to many of the challenges that we face. Succumbing to peer-pressure is not cool. But think back on a time when your peers encouraged you to do or accomplish something outside of your comfort zone. To solve a problem, to stay the course when you wanted to give up. Sometimes, a little peer pressure can make all the difference.

To your success,

 

Mary

Your Success Rules: Time to Upgrade to Your Next Version?

 

“Like everyone who counts most in the world, he (Steve Jobs)

made himself up as he went along, improvised himself out of scratch…”

~David Gelernter, Professor of Computer Science, Yale University

Wall Street Journal

10/07/11

 

 

I’ve read a lot about Steve Jobs in the last couple weeks. He was obviously brilliant, visionary, creative, and fundamentally a design wizard. But the author of a recent Wall Street Journal opinion piece captured what to me was one of Job’s most inspiring attributes: “he made himself up as he went along.”

 

He was always upgrading his own personal operating system, not settling for the status quo. Taking life’s lessons and molding them into his own updated “version” of his best self.

 

This attribute resonates with me. Maybe it’s because of my own personal experiences with change and reinvention or the work I do in coaching others who are basically “improvising themselves” as well.  But regardless, I believe it is one lesson that we can learn from Steve Jobs.

 

Is it Time to Upgrade Your Personal Operating System?

What are your rules for success? Are you working from an outdated operating system? One that served you well at one point, but is based on a set of assumptions and beliefs that no longer fit in your life or your career?

 

It’s a coaching question I ask my clients who are looking at creating different outcomes for themselves in a whole host of professional or personal situations.

 

Recently, when I asked a client, I’ll call “Paul,” a CPA firm Partner working on improving the quality of his client base and the profitability of his firm, his “rules” were as follows:

 

1.      “Everyone must like me.”

Which translates to: A fear based approach that requires he must maintain relationships at all costs. Think: “disease to please.”

 

2.      “People must have access to me at all times.”

Which translates to: no boundaries between his personal and professional life.

 

3.      “Your crisis is my crisis.”

 Which translates to: doing tons of extra work that he is not compensated for.

 

4.      “I take any client regardless of complexity or fee range.”

 Which translates to: a lack of focus and working for some clients below the level of his expertise.

 

5.      “Each client gets equal attention regardless of fee level or payment history.”

Which translates to: the dud clients who don’t pay still get his attention.

 

Clearly, these rules for success are outdated and are based on a “start up” practice mindset left over from years ago. Not only are these personal guidelines no longer working for Paul, they are actually inhibiting his firm’s growth and development.

 

Asking Paul these questions in the context of coaching hit a nerve. He had been so focused on having his clients “like him” that he lost sight of how he was training his clients to treat him.

 

He had been so focused on building his revenue stream, he lost sight of the true cost in serving the “C” clients that zap his energy and his time to develop his own higher quality accounting and consulting business.

 

Looking at it from an outside, objective view, of course these rules are obviously ripe for change. But Paul had been too close to see it. Paul knows now that it’s time for him to upgrade his operating system to whatever version accommodates his vision for success.

 

What about you? Do you need to take a step back and ask yourself: What are the rules for success that I live by? Are they outdated and ready for an upgrade? We may not possess Steve Job’s genius or creativity but we sure can emulate his continuous improvement mindset.

 

To your success,

 

Mary

 

Begin with the End in Mind

 

“The beginning is the most important part of the work.”

~Plato

 

My coaching client, “Joe,” was just promoted to a new role within his firm. He will lead a new division that includes some existing company employees as well as several new hires. This is a tremendous opportunity for Joe.

 

But in order to maximize his effectiveness and lay a firm foundation for the success of the team, I’ve encouraged Joe to begin with the end in mind. Joe must engage, align and inspire his team to achieve the goals and objectives that the division was formed to accomplish.

 

The process of integrating a new leader into a team is a great opportunity for the leader to share their vision, their priorities and their expectations for the group. It’s also an opportunity for the leader to learn more about each of their team members; what motivates them, what expectations they have for him/her as their leader.

 

This process helps establish trust, provide mutual understanding of issues and concerns, and improves productivity. All are imperatives for Joe in his new role. It can be used with experienced or inexperienced team leaders, and with existing or newly formed teams.

 

The process for integration can include a team offsite (useful for larger teams). This group approach accelerates integration because it gives everyone an opportunity to ask questions and hear answers at the same time, reducing ambiguity and misunderstanding.

 

It can also be accomplished in one on one meetings with each of the leader’s direct reports. The fundamental objective of both is to make sure that both the leader and the team members have an opportunity to learn about each other’s goals and expectations.

 

Regardless of the route you choose, here’s a sampling of some great questions that Joe should be prepared to answer:

 

Priorities

• What are your top priorities for the team?
• What do you want the team to accomplish?

 

Performance

• What do you expect of us?
• How will we (I) know if we are (I am) performing well?
• What is your definition of a top performer?

 

Leadership Style

• How do you handle conflict between team members?
• What are your own strengths and “less strong” points?

 

Background

• What did you do prior to becoming our team leader?
• What are a few key events in your career?

 

As I mentioned, the list is just a sampling. You get the idea.  

 

And in order for Joe to truly engage, align and inspire the team, he must take the opportunity to ask his team some questions. Here are a few good ones….

 

• What would you like me to know about you?
• What do you expect of me?
• What do you expect of me in addressing the priorities/issues and related problems?

 

Whether you utilize a new leader integration group offsite or a one-on-one process, leading a new team is a challenge but also an opportunity to get things started on the right foot. To begin with the end in mind.

 

We’ve got Joe’s meeting already scheduled.

 

 

To your success,

 

Mary

Cracking the Code

 

“It takes courage to push yourself to places that you have never been before… to test your limits… to break through barriers. And the day came when the risk it took to remain tight inside the bud was more painful than the risk it took to blossom.”

~ Anais Nin

 

Last week at the Winning Is Everything Conference, my former partner, Leslie Murphy of Plante & Moran, was inducted into the Advisory Board Hall of Fame. Leslie, also a former chairman of the AICPA, was the first woman honored with a Hall of Fame induction. It’s certainly an honor that is well deserved.

Leslie has paved the way for women leaders in the CPA profession throughout her career. When our firm merged into Plante & Moran in the late 1990’s, Leslie’s instrumental role in formulating many of the life/work policies at the Firm was very evident. She fought hard for flexible work policies in the profession that are now part of the fabric of firms across the country. In addition, she remains an outstanding role model for women leaders across all professions. Congratulations, Leslie!

During Leslie’s acceptance remarks, she was asked whether the CPA profession is where it needed to be with regard to the representation of women leaders at the partner/owner ranks as compared to the numbers of women entering the profession. Leslie indicated quite clearly that “No, we have not cracked the code.” Women represent over 40% of those entering firms and yet a significantly lower percentage of women actually find their way to the partnership or ownership ranks.  

Certainly, women have made progress. Back when I was practicing, I was the first woman partner in a major firm in our community. In 2010, the managing partner of one of the Big Four firms in Toledo is a woman! Great strides have been made but more work needs to be done by the profession to “crack the code.”

Continued work with both men and women leaders on building their leadership capabilities, creating a strong and productive firm culture and creating life/work solutions has never been more imperative. Let’s finally crack that code.

 

 

 

To your success,

Mary