LEADERSHIP MATTERS
KEITH HILLIER, COO, C-Level Partner
KEITH HILLIER, COO, C-Level Partner
"Leadership is the art of getting someone else to do something you want done, because they want to do it." - Dwight D. Eisenhower
The success of an organization is directly related to the caliber of leadership throughout the organization. I have learned from both good and not so good leaders throughout my career and believe those lessons have molded my own leadership style.
As stated by Warren G. Bennis, “Failing organizations are usually over-managed and under-led.”
Tanya Prive wrote a blog at Forbes (www.forbes.com) outlining, in her opinion, “the top ten qualities that make a good leader”. Also, as part of this blog, there is a short video titled “Four Essential Tips to Become a Good Leader”.
The information contained on Ms. Prive’s blog would serve as an excellent tool for you and your leadership team to have an open and frank discussion on the question “Are we demonstrating the leadership needed for this organization to achieve exceptional results?”
I was fortunate to have been in an organization that was led by an exceptional leader and a mentor to many. Under his leadership, the organization instituted a leadership course for all managers, from the front line supervisors to the Assistant Deputy Ministers; there were no exceptions.
The several day course was capped off by a presentation by the Deputy Minister. That Deputy Minister was Admiral (Ret’d) Larry Murray and he gave his "10 BE’s" pitch.
His “10 BE’s” are as follows:
- BE YOURSELF (and believe your instincts)
- BE SINCERE (i.e. ‘care)
- BE PROFESSIONAL (and know your profession, know your job, know your people, their potential and their capabilities and help them to achieve them)
- BE HONEST (try to always do what you believe is right)
- BE LOYAL (avoid “we/they” syndrome and take your responsibility)
- BE JUST (react but don’t over-react and remember the 95% rule…i.e. 95% of your staff are good folks, doing their best)
- BE 'PRESENT" AND OPEN (communicate, communicate, communicate)
- BE INQUISITIVE (do not hesitate to ask questions/seek guidance…or no one else will)
- BE WARY OF "THE BEST" SYNDROME (strive to lead a good, reliable, professional organization that everyone can be proud to be part of….and your team will be “the best” on some days)
- Assuming you adopt some version of the above "BE’s", BE BOLD AND MAKE THINGS HAPPEN
I challenge you to create your own ‘I AM’ list and compare your list to Mr. Murray’s 10 BE’s list. For those of you who read my next blog, “Meetings, Bloody Meetings” you will have sufficient time in your daily routine to complete the ‘I AM’ list!
Many colleagues often speak of their leadership style. As with many things in life, ‘one size does not fit all’. In a recent article posted by University Alliance at Notre Dame University (www.notredameonline.com). The authors’ purport that effective leaders can shift their styles with the situation at hand. Is your style multi-faceted or one-dimensional?
Kouzes and Posner, in their bestselling book, The Leadership Challenge, note the following:
“Leaders encourage others to continue the quest and inspire others through courage and hope. Leaders give heart by visibly recognizing others’ contributions to the common vision. With a thank you note, a smile, and award and public praise, the leader lets others know how much they mean to the organization.”
From my experience, there was nothing more gratifying than a handwritten note (often hard to read due to his “physician handwriting syndrome”) from Mr. Murray that ended with two words that said it all…..Bravo Zulu*
(*Bravo Zulu, also referred to as "BZ," is a naval signal, typically conveyed by flag-hoist or voice radio, meaning "Well Done" with regard to actions, operations or performance...Wikipedia)
advising the wise
Colin Mason B.Sc., CMO, Practice Partner
In the midst of economic turmoil and rising challenges, what is the best source of sound, applicable counsel available to a CEO? It’s a simple question, but one with great significance for the development of small and midsize businesses (SMEs). At different times a leader may want to access specialized expertise, to generate a strategic decision, or to invigorate a discussion around business growth. There are many potential sources of business advice: your executive team, shareholders, peers, professional advisors, family, etc. Each has its pros and cons, but a CEO could definitely use more assurance of the kind of outcomes they can expect from their chosen soothsayer or oracle.
In working with many CEOs over the years on many specific management projects, many clients have queried C-Level about high-level and strategic guidance of a more general nature. There appears to be a growing demand for this kind of broad high-level advice, unavailable from any single individual. This conclusion was reinforced by our discovery of a recently completed and quite unique Canadian study of over 25,000 SMEs. This contemporary body of research was sponsored and shared by the Business Development Bank of Canada. It gives a startling revelation of the kind of impact that a source of seasoned advice can have on business productivity and profitability.
Although larger organizations frequently have a board of directors, many SMEs are not in a position, for a variety of reasons, to access the benefits of such a formal structure. However, it is well within the capacity of a small to mid-size organization to employ the services of an advisory board. This is a relatively simple way of accessing expertise, know-how and depth of experience, and yet it is a far more flexible approach, especially if a leader of an organization is focussed on getting forward-looking perspectives and guidance, as opposed to the rear-view oversight practiced by most corporate boards.
The outstanding feature of the BDC methodology is their use of metrics to quantify the value of Advisory Board usage. Two key highlights of the research found that organizations with an Advisory Board reported that they enjoyed 24% higher sales and 18% higher productivity than the ‘boardless’ control group. 86% of these SMEs were also “respondents who benefited from the advice of their Advisory Board and believe it had a significant impact on their company”. Those results speak volumes; yet BDC reports that only 6% of Canadian SMEs have formed Advisory Boards to assist them. The study concludes that “the role, operation and benefits of this governance tool should be highly promoted to Canadian business leaders in order to help them better manage their company’s success.”
Based on this trailblazing study, and by tapping into the depth and breadth of the talent pool at C-Level, we have developed a tailored approach to helping clients actively establish their own Advisory Board. This approach reduces time, effort and risk; and provides immediate direction by focussing on upcoming key issues; be they vision, profitability, sales growth, strategic initiatives or enhanced transactions.
Have you considered the benefits of an Advisory Board? Care to see the findings of the entire BDC research? The potential benefits are undeniable.
Just contact us.
SILOS AND SYCAMORES
Colin Mason B.Sc., CMO, Practice Partner, Marketing
In a simplified business model, Marketing is one of four management responsibilities. The others are Operations, Finance, and Labour (or Human Resource). Ironically, graphic representations of this classic four-silo model tends to promote the mistaken perception that each management area operates in isolation, without a lot of involvement with the other management functions. So this popular and classic representation, though useful as a teaching model or textbook illustration, could not be further from the realities of a functioning business environment.
From the marketing managers perspective, this means that the other three divisions of the firm not only have immense impact on marketing plans and strategies, but they in fact have responsibilities for certain marketing functions. New product development and packaging cannot proceed without Operations. Post-sale customer interaction cannot exclude the Finance-managed activity of invoicing and collection. A sales strategy cannot deny the input of HR in growing a solid sales team.
For the novice marketing manager this means a steep on-the-job learning curve in the arts of collaboration, cooperation and compromise; subjects that are not usually inherent in an MBA curriculum.
To contrast with the four silo model of business management, a more exact portrayal of the management roles might be found in the image of trees in a grove, with root systems that intertwine and share resources in order to prosper together, and that create a single beautiful canopy.
From the marketing managers perspective, this means that the other three divisions of the firm not only have immense impact on marketing plans and strategies, but they in fact have responsibilities for certain marketing functions. New product development and packaging cannot proceed without Operations. Post-sale customer interaction cannot exclude the Finance-managed activity of invoicing and collection. A sales strategy cannot deny the input of HR in growing a solid sales team.
For the novice marketing manager this means a steep on-the-job learning curve in the arts of collaboration, cooperation and compromise; subjects that are not usually inherent in an MBA curriculum.
To contrast with the four silo model of business management, a more exact portrayal of the management roles might be found in the image of trees in a grove, with root systems that intertwine and share resources in order to prosper together, and that create a single beautiful canopy.
BUILD LASTING CAPACITY WITH CONTRACTED TALENT
Judi Richardson, BA, MA, BEd, MEC, Practice Partner, Executive Coaching
Whether it’s a change in strategic direction, a challenging growth goal, management of a project, or plan implementation, your well thought-out program to capitalize on 2016 potential should be underway. ROI is an essential criterion and our clients tell us that their investment in experienced talent working with their individual team members contributes to that financial goal, as well as building management capacity and capability in current executives.
Make it a priority in 2016 to include in your projects as many levels of the organization as possible…to promote more diverse decision-making, encourage employee engagement, and contribute to your succession plan. Insist on leveraging any talent that you contract to help build capacity in your organization. Leadership development is one investment alone that pays ongoing dividends.
C-Level is a team of senior executives who step in, often on short notice, to help other leaders solve pressing business issues. We’ve had the pleasure of working with teams from start-ups who are in the process of an exciting expansion, local teams who are continuing to grow, as well as some of the world’s leading international companies. Regardless of the size of your organization, we deliver professional, expert and Innovative services to make sure you and your team will be able to execute any plan at any stage successfully!
Call us today to find out how we can work closely with your team to make your plans a reality.
About the Author: Judith Richardson
Recipient of International Coach of the Year, Canadian Progress Club Women of Excellence Award as Entrepreneur and Innovator, and the Saint Mary’s Distinguished Community Service Award, Judith works and plays across North America, Europe, Jamaica, Siberia, Australia, Sweden, Israel and Russia. Judith Richardson is a recognized Organizational Strategist and Executive Coach, inspirational speaker, and influential teacher. She combines exuberant optimism and play with seriously-honed skills, limitless thinking, a piercing intelligence and an uncanny ability to weave in concrete concepts – grounding vision when we aren’t even aware of it.
Permission is granted to copy or distribute this article in its entirety as long as this copyright notice and full information about contacting the author is attached. For permission to reproduce specific articles, send an email to: judith.richardson@c-levelexecs.com ©2010 Judith Richardson. All rights reserved.
STORYTELLING MAKES FOR BETTER MARKETING
Colin Mason B.Sc.,CMO, Practice Partner, Marketing,
When given the opportunity and the soapbox, most of us become quite proficient at relating the facts, features and benefits of our products and services. However, those who can weave a good narrative around those elements of brand promotion are the ones who are most likely to succeed in selling their wares in a competitive marketplace.
Storytelling, suddenly rediscovered by those who create content for digital and social media platforms, has always been the ‘secret sauce’ used by the creative types in marketing departments and ad agencies to transform and communicate information that can often be quite mundane or even boring.
Which of us has not recently seen on TV, and fondly remembered, Amazon’s portrayal of an injured and blue-splinted dog, unable to move swiftly or keep up with his canine friends as they dash by him; only to be liberated by a sympathetic young man, using a child carrier (purchased from Amazon) to happily transport the dog around. No script is necessary, the images and the accompanying music carry the compelling storyline.
The value of integrating story-telling into our marketing content is found in the fact that our brains do a much better job of remembering when we make an emotional connection to the narrative.
This persuasive force of stories has been well documented. Studies have shown that highly engaging stories which contain key elements, including a climax and completion, can elicit powerful empathic responses by triggering the release of oxytocin. Often referred to as the "trust hormone," this neurochemical promotes connection and encourages people to feel empathy.
When released in the brain of your prospect it can help to build trust in your brand or product, and in doing so increase sales.
As humans, we’ve been sharing stories since before we had written language. There’s been a historical, compelling reason to keep doing it… because it works! Here’s the brass ring: find your story. Write it. Hone it to perfection by rewriting it. Run it by a friend. Now, commit it to memory. Connect it to your product or service and make it personal, not contrived. Then tell it. And see what a difference it makes.
About the Author: Colin Mason
Colin has over thirty-five years of experience in the marketing sector with expertise in sales, advertising, and promotion. In that time he has managed the marketing for clients such as Trade Centre Limited (TCL), Enterprise Cape Breton, the NS Provincial (Signature) Resorts, Nova Scotia Power, The Nova Scotia Museums, Canada Bread, Amos Pewter, Golf Nova Scotia, Glen Arbour Golf Course, Greater Homes, and numerous other retail and service industry clients. For these clients, along with many others, Colin authored marketing plans at various levels of sophistication; and in most cases was then charged with implementing the programs he had developed.
When given the opportunity and the soapbox, most of us become quite proficient at relating the facts, features and benefits of our products and services. However, those who can weave a good narrative around those elements of brand promotion are the ones who are most likely to succeed in selling their wares in a competitive marketplace.
Storytelling, suddenly rediscovered by those who create content for digital and social media platforms, has always been the ‘secret sauce’ used by the creative types in marketing departments and ad agencies to transform and communicate information that can often be quite mundane or even boring.
Which of us has not recently seen on TV, and fondly remembered, Amazon’s portrayal of an injured and blue-splinted dog, unable to move swiftly or keep up with his canine friends as they dash by him; only to be liberated by a sympathetic young man, using a child carrier (purchased from Amazon) to happily transport the dog around. No script is necessary, the images and the accompanying music carry the compelling storyline.
The value of integrating story-telling into our marketing content is found in the fact that our brains do a much better job of remembering when we make an emotional connection to the narrative.
This persuasive force of stories has been well documented. Studies have shown that highly engaging stories which contain key elements, including a climax and completion, can elicit powerful empathic responses by triggering the release of oxytocin. Often referred to as the "trust hormone," this neurochemical promotes connection and encourages people to feel empathy.
When released in the brain of your prospect it can help to build trust in your brand or product, and in doing so increase sales.
As humans, we’ve been sharing stories since before we had written language. There’s been a historical, compelling reason to keep doing it… because it works! Here’s the brass ring: find your story. Write it. Hone it to perfection by rewriting it. Run it by a friend. Now, commit it to memory. Connect it to your product or service and make it personal, not contrived. Then tell it. And see what a difference it makes.
About the Author: Colin Mason
Colin has over thirty-five years of experience in the marketing sector with expertise in sales, advertising, and promotion. In that time he has managed the marketing for clients such as Trade Centre Limited (TCL), Enterprise Cape Breton, the NS Provincial (Signature) Resorts, Nova Scotia Power, The Nova Scotia Museums, Canada Bread, Amos Pewter, Golf Nova Scotia, Glen Arbour Golf Course, Greater Homes, and numerous other retail and service industry clients. For these clients, along with many others, Colin authored marketing plans at various levels of sophistication; and in most cases was then charged with implementing the programs he had developed.
High Performance Jewels
Judith Richardson, MA, BA, B Ed, MEC
Practice Partner Executive Development, Chief Executive and Chief Operating Associate
Research shows how our bodies teach us! An Executive Coaching client looking to elevate his already high performance had enjoyed a prior career as a world-class athlete. He was accustomed to what it took to perform consistently at the highest levels and under intense competitive pressures.
In an assessment testing his behaviours and attitudes, he scored high on perfectionistic and competitive capabilities; but couldn’t understand how he seemed to struggle getting to that next level in his business career. Through Executive Coaching sessions we began to notice that his success was directly linked to feelings of pressure. In his former life as a world-class athlete, his adrenalin got pumping around intense training sessions and competition time.
In the business world his success was centered in managing chaos that often led to missed deadlines and a feeling of extreme fatigue after projects. His business relationships and team participation became less than desirable – people were beginning to avoid him. Faced with relentless demands on his career, he became short-tempered and easily distracted. Though a fondness for perfection in competition is healthy; the competitive craving for faultlessness was turning inward on himself and on those colleagues around him.
Some of us unconsciously recreate crises or take on new ones. If our success has been shaped out of pressure –filled situations then the sense of being overwhelmed can feel familiar and even comfortable; so we recreate it over and over. Being starved for sufficient time, we put in more and more hours.
Many believe that if you find talented people and equip them with the right skills for the challenge at hand, they will perform at their best. In our experience energy also needs to be induced to fully ignite that talent and skill…energy in the form of physical activity and the emotion generated from it.
Research shows that our bodies can function well in short periods of crisis mode – but there isn’t a great deal of energy left to push harder. Everything we do, from interacting with clients and colleagues, to making important decisions, to being with friends and families, requires energy.
High performance is grounded in the skillful management of energy, not time. If you could wake up tomorrow with substantially more positive , focused energy; enough to invest both in the workplace and at home with your family, how significantly would that change your life for the better?
About the Author: Judith Richardson
Recipient of International Coach of the Year, Canadian Progress Club Women of Excellence Award as Entrepreneur and Innovator, and the Saint Mary’s Distinguished Community Service Award, Judith works and plays across North America, Europe, Jamaica, Siberia, Australia, Sweden, Israel and Russia. Judith Richardson is a recognized Organizational Strategist and Executive Coach, inspirational speaker, and influential teacher. She combines exuberant optimism and play with seriously-honed skills, limitless thinking, a piercing intelligence and an uncanny ability to weave in concrete concepts – grounding vision when we aren’t even aware of it.
Permission is granted to copy or distribute this article in its entirety as long as this copyright notice and full information about contacting the author is attached. For permission to reproduce specific articles, send an email to: judith.richardson@c-levelexecs.com ©2010 Judith Richardson. All rights reserved.
Practice Partner Executive Development, Chief Executive and Chief Operating Associate
Research shows how our bodies teach us! An Executive Coaching client looking to elevate his already high performance had enjoyed a prior career as a world-class athlete. He was accustomed to what it took to perform consistently at the highest levels and under intense competitive pressures.
In an assessment testing his behaviours and attitudes, he scored high on perfectionistic and competitive capabilities; but couldn’t understand how he seemed to struggle getting to that next level in his business career. Through Executive Coaching sessions we began to notice that his success was directly linked to feelings of pressure. In his former life as a world-class athlete, his adrenalin got pumping around intense training sessions and competition time.
In the business world his success was centered in managing chaos that often led to missed deadlines and a feeling of extreme fatigue after projects. His business relationships and team participation became less than desirable – people were beginning to avoid him. Faced with relentless demands on his career, he became short-tempered and easily distracted. Though a fondness for perfection in competition is healthy; the competitive craving for faultlessness was turning inward on himself and on those colleagues around him.
Some of us unconsciously recreate crises or take on new ones. If our success has been shaped out of pressure –filled situations then the sense of being overwhelmed can feel familiar and even comfortable; so we recreate it over and over. Being starved for sufficient time, we put in more and more hours.
Many believe that if you find talented people and equip them with the right skills for the challenge at hand, they will perform at their best. In our experience energy also needs to be induced to fully ignite that talent and skill…energy in the form of physical activity and the emotion generated from it.
Research shows that our bodies can function well in short periods of crisis mode – but there isn’t a great deal of energy left to push harder. Everything we do, from interacting with clients and colleagues, to making important decisions, to being with friends and families, requires energy.
High performance is grounded in the skillful management of energy, not time. If you could wake up tomorrow with substantially more positive , focused energy; enough to invest both in the workplace and at home with your family, how significantly would that change your life for the better?
About the Author: Judith Richardson
Recipient of International Coach of the Year, Canadian Progress Club Women of Excellence Award as Entrepreneur and Innovator, and the Saint Mary’s Distinguished Community Service Award, Judith works and plays across North America, Europe, Jamaica, Siberia, Australia, Sweden, Israel and Russia. Judith Richardson is a recognized Organizational Strategist and Executive Coach, inspirational speaker, and influential teacher. She combines exuberant optimism and play with seriously-honed skills, limitless thinking, a piercing intelligence and an uncanny ability to weave in concrete concepts – grounding vision when we aren’t even aware of it.
Permission is granted to copy or distribute this article in its entirety as long as this copyright notice and full information about contacting the author is attached. For permission to reproduce specific articles, send an email to: judith.richardson@c-levelexecs.com ©2010 Judith Richardson. All rights reserved.
