No Time for Heroes

 

 

It’s a familiar narrative, the new CEO: bold, brave, and ready to carry the entire company on their shoulders. The question remains, is this truly the time for heroes?

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In the eight years since 2008, The Bedford Consulting Group has hosted dozens of CEO and Human Capital Roundtable events attended by top leaders in Canada’s most resilient and successful businesses. While invitations to these events are limited, the knowledge gained from the gatherings is not. Over the years, these leaders have shared their experiences helping their organizations thrive in an uncertain present and create a more sustainable future. As such, we have identified a number of consistent success factors to win in today’s business environment. In the first of our series, we learn of the death of the hero (circa 2008).

CEOs and executive search leaders often agree; A-List candidates for senior leadership roles in the period before the 2008 financial crisis would rarely make the short-lists for current leadership searches without significant evolution away from one of their key traits of the past – being the hero.

Bedford Roundtable CEOs described how they (or their predecessors) were often promoted in this period based on old school autocratic behaviors that saw them ride in to single handedly save stagnant or struggling firms with “The Plan”. These popular hero CEOs were often effective but also created stiff, hierarchical structures that cannot prepare the firm or its young leaders for our current business climate. If being the stand alone hero is no longer ideal, what does an aspiring leader do differently? Top CEOs suggested three simple points on how to create sustainable change without enacting an idolized separation of the CEO from the company body. 

1: Be Visible, Be Accessible

The hero CEO can often be placed on a pedestal that creates a sense of inaccessibility within an organization. Today’s winning CEO must instead be of the people, not separated by personage. The evolving leader can take a cue from Tangerine Bank CEO Peter Aceto, who has emphasized the vitality of CEO visibility and authenticity in all levels of a business. Aceto himself has been known to put in shifts in the company call centers in order to break down barriers and better understand the needs of the company and the potential for growth from the ground up. Tangerine and similar firms are setting themselves apart by developing this internal, external and online accessibility on an ongoing basis.

2: Recognize Talent No Matter What Package it Comes In

If we are to learn anything from the traditional hero’s narrative that can still be applied to fostering winning businesses, it is that great power does not always come from the places we tend to expect. Whether it is in the C-Suite, HR Leaders, or our workers in the field, today’s leaders must be compelled to act as mentors rather than as idols for new talent. In a 2013 report, the International Labour Organization indicates that we will see a significant shift by 2020 as Millennials step in to comprise half the workforce. Top leaders are already working to engage this population, recognizing their potential without falling into the myth that this incoming workforce is entering with an inherent sense of entitlement. In light of this incoming workforce evolution, CEOs such as David Labistour of MEC (Mountain Equipment Co-Op) continue to emphasize the crucial role of senior leaders in creating a workplace culture and strategy that will keep fresh talent engaged.

3: Promote Engagement and Accountability

We must recognize that there is no such thing as a perfect hero, CEO or otherwise. In order to create sustainable change in our businesses, we must be able to learn from our shortcomings and be willing to share that pragmatic experience. Labistour notes that, “leadership is about being human, and accountability” (Canadian Business, 2016). As such, our CEOs must be able to stand for what they believe in while humbling themselves to be accountable for their mistakes, treating shortcomings as an opportunity for collaborative learning and the development of a new vision for the future.

The real movers and shakers of today’s business environment can still learn from the heroic model, as among other traits they retain the tenacity and vision that came along with it. In the new business world, however, top leaders recognize that, much like the head is useless without the body, the individual is only as strong as their team. Heroes can no longer save the day alone.

© 2006-2016 The Bedford Consulting Group, Inc. All rights reserved.

8 Signs an Employee Is Exceptional (Which Never Appear on Performance Evaluations)

Many are good. Some are superior. And a few--just a few--are exceptional. Here's how to tell the difference. 

We can all spot a great employee: she's dependable, proactive, hardworking, a great leader, and a great follower. She brings a wide variety of easily defined--but hard to find--skills to the table.

Some employees, though, are exceptional. They have skills and qualities that aren't evaluated on performance appraisals but make a huge impact on that individual's performance, the performance of the people around her, and especially on the company's results.

Here are eight signs an employee is truly exceptional:

1. They think well beyond job descriptions.

The smaller the company, the more important it is that employees can think on their feet, adapt quickly to shifting priorities, and do whatever it takes, regardless of role or position, to get things done.

When a key customer's project is in jeopardy, exceptional employees know without being told there's a problem, and they jump in without being asked, even if--especially if--it's not their job.

2. They're quirky...

The best employees are often a little different: a little eccentric, sometimes irreverent, even delighted to be unusual. They seem slightly odd, but in a really good way. Unusual personalities shake things up, make work more fun, and transform a plain-vanilla group into a team with flair and flavor.

People who aren't afraid to be different naturally stretch boundaries and challenge the status quo, and they often come up with the best ideas.

3. And they know when to rein in their individuality.

An unusual personality is a lot of fun--right up until the moment it isn't. When a major challenge pops up or a situation gets stressful, the best employees stop expressing their individuality and fit seamlessly into the team.

Exceptional employees know when to play and when to be serious; when to be irreverent and when to conform; and when to challenge and when to back off.

It's a tough balance to strike, and a rare few can walk that fine line with ease.

4. They praise other people in public...

Praise from a boss feels good. Praise from a peer feels awesome, especially when you look up to that person.

Exceptional employees recognize the contributions of others, especially in group settings where the impact of their words is even greater.

5. And they disagree in private.

We all want employees to bring issues forward, but some problems are better handled in private. Great employees often get more latitude to bring up controversial subjects in a group setting because their performance allows greater freedom.

Exceptional employees come to you before or after a meeting to discuss a sensitive issue, knowing that bringing it up in a group setting could set off a firestorm.

6. They ask questions when others won't.

Some employees are hesitant to speak up in meetings. Some are even hesitant to speak up privately.

An employee once asked me a question about potential layoffs. After the meeting I said to him, "Why did you ask about that? You already know what's going on." He said, "I do, but a lot of other people don't, and they're afraid to ask. I thought it would help if they heard the answer from you."

Exceptional employees have an innate feel for the issues and concerns of those around them, and step up to ask questions or raise important issues when others hesitate.

7. They like to prove other people wrong.

Self-motivation often springs from a desire to show that doubters are wrong. The woman without a college degree or the man who was told he didn't have leadership potential often possesses a burning desire to prove other people wrong.

Education, intelligence, talent, and skill are important, but drive is critical. Exceptional employees are driven by something deeper and more personal than just the desire to do a good job.

8. They're constantly exploring.

Some people are rarely satisfied (I mean that in a good way) and are constantly tinkering with something: reworking a timeline, adjusting a process, tweaking a workflow.

Good employees follow processes. Great employees tweak processes. Exceptional employees find ways to reinvent processes, not just because they are expected to...but because they just can't help themselves

By Jeff Haden

What Makes An Employee Highly Engaged?

Six Essential Roles of the CEO

According to Dr. Lawrence King, legendary T.E.C. Canada speaker, the role of the CEO encompasses six essential functions:

1. Strategist. This function sets the future direction of your company. The process for creating effective strategy involves a team-centered strategic planning retreat, whereby you go off-site with your management team, look three years out into the future, and ask the most important strategic question: where will our future profit margins come from? Chances are they will not come from the same place as today.
2. Ambassador. Meet with your important customers and clients once or twice a year, not for a sales call but for an informal lunch or dinner. The idea is to get to know the customer and let them get to know you, so that you can increase their trust in you and establish your credibility.
3. Inventor. Success in business requires finding your customer’s pain and developing new products and services to relieve it. The inventor function ensures that the strategic direction of the company aligns around the customer’s pain.
4. Coach. Become a teacher, coach and mentor to your direct reports. Instill a culture of learning throughout all levels of the organization. Your direct reports do not have your big picture perspective, so find ways to teach it to them.
5. Investor. Treat your company as an investment. Know the market value of your business and strive to grow it. Improving market value should direct all decisions for the business and reward the clear focus and direction of the CEO.
6. Student. Stay active in some form of continued professional development — not just in your area of functional expertise but as a student of leadership.

Your strategy, culture, team, stage of company and personal strengths and weaknesses will factor in to how you divide your energy among these roles and projects you lead.  Our members have found that by being more intentional about their roles and the time and energy they devote to them, they are more focused and effective.  They also find that these six roles give them a useful framework to continuously and consciously learn and adapt to their roles as their business and influences change.

Each state's biggest export trading partner

21 Inspiring Quotes.....

What You Don't Know Will Hurt You: 3 Top Skills Leaders Need To Learn Today

By Marcel Schwantes

Principal and founder, Leadership From the Core@MarcelSchwantes

In my line of work, I will admit that not all leaders and owners have reached a visceral understanding of the potential of people. But those that do see it as their responsibility to help others grow towards their full potential.

Exceptional leaders shine the spotlight on their people by developing them -- a key retention strategy that will give you competitive advantage.

But how? I can think of no better way to developing your own tribe than implementing these simple strategies as soon as you can:

1. Provide opportunities for learning and growth.

What you'll find in most healthy organizations is a high commitment to growing their employees.

If you happen to work in such an environment, you'll probably notice a strong bond between top leadership, training and human resources functions working together to:

• Identify their employees' gifts, talents, and strengths for the best job fit so that they can reach their potential.
• Champion a "learning spirit" within the organization, sending a clear message that "growing our people is one of our highest priorities."
• Give meaning and purpose to the employees' work, adding further motivation.
• Provide ongoing training, coaching and mentoring opportunities that are aligned with job purpose, performance measures, best-in-class customer service, and fulfilling the organizational mission.

2. Build up others through encouragement and affirmation.

Gallup Organization researchers spent decades accurately measuring employee engagement, which resulted in their Q12 Engagement Survey. They have interviewed more than 25 million employees around the world to find the core of a great workplace.

The 12 questions are designed to be posed to employees. And from the perspective of the employee, many of the questions, I will submit to you, point to the principles of encouraging and affirming employees to be the best they can be.

The results can also be boiled down to 12 "look-in-the-mirror" questions that every leader can ask to understand how their companies measure up on the key elements needed to keep their most talented employees.

If you're a manager, and your employees were asked the following about you, how would you do?

• In the last seven days, have I received recognition or praise for doing good work?
• Is there someone at work who encourages my development?
• At work, do I have the opportunity to do what I do best every day?
• In the last six months, has someone at work talked to me about my progress?
• This last year, have I had the opportunity at work to learn and grow?

The research also makes a strong business case for growing leaders in management roles.

Employees who responded more positively to these questions worked in business units with higher levels of productivity, retention and customer satisfaction.

The opinions formed by employees pointed to their immediate manager as the critical player in building and maintaining a great workplace.

Once again, as the old saying goes, people leave managers, not companies.

3. Have honest conversations during the onboarding process.

First of all, if you're new to onboarding, we're not talking about an HR orientation during the first day or week of hire. Effective onboarding is a management responsibility that can extend three-to-nine months after a hire date, sometimes longer.

Research is saying that a typical employee's mind isn't made up about staying or leaving a new company until month six!

I want to bring out some key questions that every leader should ask to find out if you are doing the things that lead to a great new hire experience.

These questions are meant to trigger a response for you to be more intentional about having conversations that lead to high employee engagement during those crucial first few months.

• Do you as a leader/manager engage your new hires in "How can we/I help you with your professional development interests?" conversations in the first month?
• Do you as a leader/manager engage new hires in conversations about what motivates them within the first 1-2 weeks of employment?
• Do most of your employees have development plans? If so, do these plans get discussed periodically one-on-one?
• Are you, as leader/manager, actively helping employees to advance their plans by talking with them?