Stages of CEO/Executive Development

Everyone goes through the same stages of human development on the road to adulthood and maturity. Unfortunately, some of us get stuck in one stage or another, stunting our growth and rendering us dysfunctional.

We look just like ordinary adults, but we actually behave a lot more like children, acting out, throwing tantrums, and generally making life miserable for everyone around us.

It's pretty much the same thing with executives and business leaders. The only difference is that, instead of just messing up their own lives like ordinary people, dysfunctional leaders influence the lives, livelihoods, and investment portfolios of hordes of employees, customers, and investors.

I'd estimate that maybe a quarter of the executives and directors I've worked with have gotten themselves prematurely stuck in one of the following stages of leadership development:

Stage 1: Sponge. You listen and learn from everyone and every situation as you try to figure out how things work in the real business world. Just like a baby learning to walk, you look really cute stumbling around like the clueless neophyte you are. The good news is you have no real responsibility, so you're not in a position to cause any real damage. You just fall, pick yourself up, dust yourself off, and try again until you get it right.

Stage 2: Proof-of-concept. Believing you're actually capable of accomplishing something besides making a complete fool of yourself by promising the world and delivering next to nothing, you set out to prove yourself worthy of the management title that, in all likelihood, you've already been granted.

Stage 3: Delivery. Congratulations, you've somehow managed to deliver the goods and succeed in doing something that can credibly be viewed as a business success. In other words, you made money for somebody and got rewarded with a nice fat bonus. You think you've finally arrived. Won't your spouse be thrilled?

Stage 4: Reset. A little full of yourself, you try a repeat performance using the same tricks that worked the first time and realize--too late--that you're going to need a bigger playbook to consistently make it in the big leagues. Failure doesn't sit well with you. In fact, it's downright depressing. So you set out to make sure that never happens again.

Stage 5: Maturity. After a few iterations of the third and fourth stages, you finally begin to get how the real world works. You realize you're just like everybody else, meaning you succeed at some things, fail at others, and learn from everything. It slowly dawns on you that being a mature leader isn't that much different from the first stage, except experience has given you confidence and, with any luck, a sense of humor and humility. Win or lose, you look good doing it -- and deserve that bonus, right?

So, think it over. Are you stuck in one of the stages or know somebody who is? Let me hear from you!

Management Time Strategies

Time is money, so the saying goes. If you're trying to make the most of both, here are some of my favorite strategies for getting a team working effectively.

1. Give people doors. Collaboration is great, but so is the ability to focus. If architecture is remotely within your purview, make sure people have space for quiet concentration when they need it for writing or thinking through longer projects. Nothing kills productivity like distractions.

2. Schedule shorter calls. I've never understood why phone calls (and meetings) are always scheduled for 30 or 60 minutes. Is it because all phone calls naturally take this long? Or is it because that's how much time people budget in their calendars for them? In most cases, shortening the scheduled length of a phone call (to 15 or 20 minutes) will not only make it shorter, but also more effective.

3. Kill the standing meeting. Oh, I know -- sometimes you do need meetings scheduled at a regular time and place. But these tend to creep up on you and multiply until calendars are filled. Get rid of them all. Then slowly see which ones you need to add back.

4. Give all meetings an agenda, with a time frame attached to each item. Invite fewer people rather than more -- something you'll be able to do if you check in occasionally with all team members, so they don't need to crash meetings to get face time.

5. If you need an immediate answer, call. Don't risk creating a culture where people feel compelled to check email constantly, just in case you sent them something.

6. Turn out the lights at a reasonable hour. Pushing past people's work limits not only wastes time, in some industries it can be completely counterproductive. Since some people won't leave until you do, leave conspicuously.

7. Re-using and recycling aren't just for household trash. See if you can re-use anything your team spent time on in a different context. Extra research can morph into articles in industry publications, white papers can turn into speeches; and you should give any workshop you design multiple times. Use all parts of the buffalo in your work life.

8. Keep in touch with everyone who left your organization on good terms. Next time you have an opening, give these people a call first. Someone might say yes, which could save weeks of searching and interviewing candidates and then training them in your company's culture.

9. Give everyone the attention they deserve. In the short run, cutting short a one-on-one discussion with someone who clearly wants to be heard can save time. But in the long run, burnt out or unhappy employees will cost you big.

Being a Great Manager!

In the best of all worlds, executive compensation, shareholder value, operating goals, management objectives, and employee needs are all perfectly aligned.

If you ever find a company like that, keep it to yourself. Nobody will believe you.

It should come as no surprise that perfect companies are about as easy to find as perfect bosses and perfect spouses. It just doesn't happen. Come to think of it, if you look in the mirror and don't see plenty of flaws, you're delusional. And companies are entirely made up of imperfect people, just like you.

Even after 100,000 years of natural selection, the human race has progressed to the point where our organizations are nearly as effective as a colony of ants with defective antennas. That's right, we still have a long way to go; Sobering thought, I know.

And yet, for all the Yahoos, HPs RIMs, Sprints, Sonys, Kodaks, Nokias, Bank of Americas, and all the executives that turned these once-great brands into laughing stocks, there's still the occasional Apple or IBM to give us hope.

It may be an imperfect world, but there are still managers who more or less know what they're doing -- after they've had their morning coffee. Here's my take on what high-performance managers do -- or are at least supposed to do -- to motivate their teams and deliver results:

- Help the company achieve its strategic and operating goals by making smart business decisions and managing their team effectively.

- Entrust their employees with as much responsibility as their capabilities will allow and hold them accountable for the same.

- Behave like a mature adult -- genuine and empathetic -- even when their employees or their management are acting out like spoiled children.

- Provide their employees with the tools, training, and support they need to effectively achieve challenging but reasonably attainable goals.

- Promote a can-do, customer service attitude with customers and stakeholders by walking the talk and leading by example.

- Promote their team's accomplishments and take the heat for their failures.

- Provide genuine feedback, both good and bad, to their employees, peers, and management. Request the same from them.

- Work their tail off and be hands-on when necessary. If they don't, they can't expect anybody else to do it either.

- Don't compromise their ethical principles in the name of "the ends justify the means" or for any other reason.

- Strike a balance between shielding their folks from the ripples of dysfunctional management and openly communicating events that may affect them.

Overall, the best managers create a work environment where people feel challenged, do their best, and are held accountable for meeting their commitments. But most importantly, they're key components in an organization that exists to serve its customers and shareholders. We're all happiest working for a successful company.

What We All Need to Learn to Say

It happens to everyone. You'll be talking to friends or watching a movie and somebody says something that, for whatever reason, strikes a resounding chord with you.

I wouldn't describe it as an epiphany because you probably weren't even aware of how much it spoke to you. But that particular phrase somehow resonated with your situation and state of mind at that point in time.

After a while, you probably won't remember when you first heard it or what you were going through that made it stick with you like it did. But every so often, that phrase pops into your head and you use it. Over time, it becomes part of your toolbox, your belief system, your internal compass, what you stand for. It becomes part of your DNA.

It's the same thing with companies - a collection of beliefs and behavior becomes part of the culture.

I'm not sure a week goes by that a few of these don't go through my mind and impact the way I live and work. They figure prominently in the decisions I make and the way I act once I've made them. It's a good thing I learned to say them. Hope you find them useful.

My work doesn't define me. Work is about business. Mostly that involves a company delivering a product or service to its customers. Notice you're not in that equation. I don't care if you're the CEO. Sure, everybody plays a role, and some roles are bigger than others. While it's great to be engaged and passionate about your work, just remember that it's what you do, not who you are.

What should I do differently? Also what am I missing or not seeing? Inertia's a killer for lives, careers, and companies. If you're not happy with the way things are going, that's not going to change until you do something differently. That means sitting down and thinking about what you should maybe do differently. Yes, that takes effort and energy. No kidding.

Do the right thing. This simple phrase that one wise CEO used to say all the time articulates the work ethic that my father instilled in me when I was young. It represents my moral and ethical compass. You can say that what's right for one person isn't right for another, and that may be true in some cases. But more often than not, at least on some level people usually know what the right thing to do is. They just choose not to do it.

Tomorrow's another day. As a business owner I've had managers complain about the lack of resources and cry that there just wasn't enough time in the day to get everything done. No kidding. It's not as if I forced them at gunpoint to do x, y and z that day. If I had to pick one Golden Rule of the workplace, it's this one. I don't know how anyone can live without it.

What's the worst that can happen? People are forever taking big risks with stuff they can't afford to lose while playing it way too safe when they have nothing to lose. The most important things you need to do in life are the things that scare you. It's called facing your fear and having the courage to act. It helps a lot if you learn to ask yourself this question so you can tell if your fear is justified or not.

How am I doing? It's truly sad that someone in the human resources or organizational development field had to come up with "360 degree" reviews so managers and executives can find out how they're really doing. Yes, the anonymity factor is unique, but if your people or peers aren't comfortable telling you the truth when you ask for it, something's wrong with your management or leadership style.

What's my value proposition? Said another way, how can I help my company, customer, organization, or management? These days I guess they call it "servant leadership," but to me it's always been a question of what can I do better than anyone else that benefits whoever's paying me. It's the same thing with products, services, organizations, and companies. If you can't articulate what unique benefit you offer, then why should anyone pay for it?

 What the heck (substituted word)? The line that defines the movie "Risky Business" is when Miles says to Joel (played by Tom Cruise): "Every now and then say, 'What the Heck'; 'What the Heck!'; gives you freedom. Freedom brings opportunity. Opportunity makes your future." It's repeated in one form or another throughout the movie. It's similar to "What's the worst that can happen?" but I think of it more like "letting go." When you learn to let go, good things come to you; Really. 

I'm wasting my time and energy. This phrase is a relatively recent one for me, but I suspect that every single one of you will benefit by learning how to say it. Why? Social media. Smartphones. iPads. The blogosphere. Twitter, Facebook, LinkedIn, texting, Pandora, iTunes, gaming, Hulu, reality television -- we live in a world of endless distraction, information, and communication overload. It's too much.

Hope is a terrible strategy. Once you make decisions, having faith that you're doing the right thing and sticking with it as long as it makes sense is all well and good. But far too many people aren't willing to do the work. They take the easy way out or take bigger risks than they should and hope things work out. They won't. When hope takes the place of cold, hard facts and smart decision-making, it's a recipe for disaster.

What phrases come to your mind when you need guidance?