6 Leadership Strategies To Build A Bulletproof Business

road to excellence

How to Achieve Organizational Excellence

 

Excellence.

It’s the focus of every leader. It’s the aspiration of those who seek to make a mark.

How to achieve organizational excellence is the subject of a new book by David Mattson, CEO of Sandler Training. THE ROAD TO EXCELLENCE: 6 Leadership Strategies To Build A Bulletproof Business is the result of his research and experience as a CEO of a global organization. I asked him to share some of his leadership insights as well as some blind spots that can catch business leaders off guard with potentially disastrous consequences.

 

“Effective leaders are always in recruiting mode, not just when an opening appears.” -David Mattson

 

Leadership Blind Spots

The first part of your book spotlights the blind spots that many have in building a culture of excellence. Of these 14, what blind spots do you see leaders making most often when it comes to leadership excellence?

The most common mistake – and it seems to be universal across all industries – is the failure to make recruiting the very best people an ongoing, continuous priority. Effective leaders are always in recruiting mode, not just when an opening appears. They build up a bench of talent, so that when there’s an unexpected departure by a key person, there’s no crisis that threatens the entire organization. If you look at the top-performing companies that dominate, you almost always find that they’re the ones that have made recruiting the very best people an ongoing organizational priority. You are always, always looking for the best talent.

 

“All who have accomplished great things have had a great aim, have fixed their gaze on a goal which was high, one which sometimes seemed impossible.” -Orison Sweet Marden

 

Know the 6 P’s

Servant Leadership in Action

Servant Leadership

What Is Servant Leadership?

By Ken Blanchard

What do you think of when you hear the term servant leadership? Do you picture a workplace culture where managers and direct reports work side by side, set goals, collaborate on projects, solve problems and celebrate victories together? Or do you picture a chaotic scene from a movie where the inmates are running the prison?

If you don’t understand servant leadership, it may be because you think people can’t lead and serve at the same time. But they can, if they recognize that there are two kinds of leadership involved in servant leadership: strategic and operational.

Strategic leadership has to do with vision and direction. It’s the leadership aspect of servant leadership. Leadership is about going somewhere. If you and your people don’t know where you are going, your leadership doesn’t matter. A compelling vision ensures everyone is going in the same direction. Once the organization has a compelling vision, they can set goals and define strategic initiatives that help people know what to focus on right now. The traditional hierarchical pyramid is effective for this part of servant leadership because, while the leader should involve experienced people in helping to shape direction, the ultimate responsibility remains with the leader and cannot be delegated to others.

 

“The very essence of leadership is that you have to have vision. You can’t blow an uncertain trumpet.” –Theodore Hesburgh

 

As soon as people are clear on where they are going, the hierarchical pyramid is philosophically turned upside-down. Now the leader’s role shifts to a service mindset for operational leadership, which has to do with implementation. The question now is: How do we live according to the vision and accomplish the establish goals? Implementation is the servant aspect of servant leadership. It includes policies, systems, and leader behaviors that flow from senior management to frontline employees—and make it possible for people in the organization to live according to the vision and values and accomplish short-term goals and initiatives.

 

Create a Servant Leadership Culture

10 Ways to Lead Like a Human

This is a guest post by Andy Swann. Andy is the author of The Human Workplace: People-Centred Organizational Development.  He is the founder of Simple Better Human, a creative organization development consultancy.

 

Lead Like a Human

There’s a lot of talk about the move from management to true leadership, as well as the need to be human in the face of data and the impending rise of the robots. It’s easy to get lost in it all and hard to really understand why any of it matters.

The truth is that when people thrive, our organizations thrive too, so the sole function of leadership should be to enable people to be their best and do their best work. Leaders today are the creators and custodians of platforms for human success.

Here are 10 ways every leader can contribute to the platform, enable people to thrive, drive organizational success and get more from their own role. These are inspired by research which has encountered leaders across organizations of all shapes and sizes, with common factors in success shining through.

 

Listen

Things move fast in modern business, and the people who have the greatest insight are those closest to the customer. Insight is the evidence that should drive strategy, and the faster we can access it and use it, the more plugged-in our organization is to what the world needs from it. Take time every day to talk to your people, find out how they are doing, and what issues they face. Then offer support and congratulate them on their success. In workplace change, one of the major factors that contributes to things going wrong—which happens in 70% of cases (McKinsey, 2015)—is the feeling that management isn’t listening. Give people a voice!

 

“Insight is the evidence that should drive strategy.” –Andy Swann

 

Trust

Your job as a leader is to ensure you have the right people, in the right places, doing the right things. If your recruitment process is right, then the people are right – there’s no need to micromanage every task. Trusting the individual to find their own best way to succeed, within the most basic parameters that they need to operate in, not only empowers them, but allows them to do their best work. It also reduces the workload of the leader – instead of box-ticking, you can be out there involved with your people and collecting valuable insight.

 

“The best way to find out if you can trust somebody is to trust them.” –Ernest Hemingway

 

Learn

How to Fix Leadership at All Levels

Leadership Crisis

We are experiencing an unprecedented leadership crisis.

That’s what Sebastian Salicru argues in his new book, Leadership Results: How to Create Adaptive Leaders and High-Performing Organisations for an Uncertain World. We are living in a world where leaders are more likely to create “distrust, doubt, and dissent than confidence and engagement.”

Read the news and it’s easy to see why he feels this way.

 

86% of the world’s experts agree we are experiencing a leadership crisis.

 

Sebastian is the founder of PTS Consultants and works with executives and organizations to deliver exceptional results. I recently spoke with him about his new research.

 

Why is leadership experiencing such a crisis moment with increased skepticism and a marked loss of trust?

The main reason is that traditional approaches to leadership are no longer working, the game is changing and current leadership practices are outdated.

Most people think societal and economic systems are no longer working – they have had enough! Declining confidence and trust in leaders, and the consequent low levels of employee engagement, have become a problem for governments, industry—including banks—and even non-government organizations.

 

A top-performing leader has a 50% higher impact on a business.

 

The 2017 Edelman Trust Barometer, which samples more than 33,000 respondents from 28 countries, found people’s concerns center around corruption, globalization, immigration, an erosion of social values and the pace of innovation. Not surprisingly, CEO credibility is at its lowest level ever. It has dropped 12 points globally to an all-time low of 37 percent, declining in all countries surveyed, and government leaders (29 percent) remain least credible. “The gap between the trust held by the informed public and that of the mass population has widened to 15 points, with the biggest disparities in the U.S. (21 points), U.K. (19 points) and France (18 points). The mass population in 20 countries distrusts their institutions, compared to only six for the informed public.”

The growing multibillion dollar leadership development industry is failing to deliver results, and according to the 2016 Harvard Business Review article ‘Why leadership training fails—and what to do about it’, corporations have become victims of ‘the great training robbery.’

Beyond research, the briefest glance at the television news or newspapers paints a vivid picture of the global leadership crisis, with escalating trends of violence, depravation, injustice, coercion and the abuse of power – pervasive images to dismay even the most casual viewer.

Clearly, our leaders are ill-prepared to fulfil what is required of them, and we are not getting the expect results we expect.  Hence, the title of my new book: Leadership Results: How to Create Adaptive Leaders and High-Performing Organisations for an Uncertain World.

Based on my 20-plus years of working in management education and leadership development, I see it only deepening. I know we can do better. We needed to re-think leadership.

 

“Leadership is fundamentally a relationship.” –Sebastian Salicru

 

Rethinking Leadership

Lessons for Non-Profit and Start-Up Leaders

Tales from a Reluctant CEO

Maxine Harris and her partner Helen Bergman started a business and grew it to $35 million through trial and error and constant change. In her new book, Lessons for Non-Profit and Start-Up Leaders: Tales from a Reluctant CEO, Maxine shares lessons that can benefit all of us starting something new. She shares how they overcame obstacle after obstacle to succeed. I recently spoke with her about the lessons she shares in her new book.

 

When should a start-up start thinking about culture?

Culture is not really something that you think about when you first start a business. You might say, we want to be casual or formal, or we want to maintain an air of professionalism, but short of being doctrinaire, you can’t really control what organizational culture will become.  More than anything, culture evolves from the personalities of the founders. I happen to be very chatty and like to ask a lot of questions.  Some employees see that as friendly; others see it as intrusive.  When I push people to “think smart” and try to do things in better and more creative ways, some people see me as demanding and judgmental, others feel that I am encouraging and stimulating. In both cases, it is the employee who identifies culture based on how they interpret what is going on.

Culture is one of those things that exists in the eye of the beholder.  An employee, an outside consultant or a business colleague takes a step back and sees the unspoken rules and nuances of the organization.  Sometimes people are only aware of the organizational culture when they are asked what they like or don’t like about their jobs. When we asked people who were joining the organization what they were looking for in their selection of a job, we got a glimpse into the kind of culture in which they would feel most comfortable.  And while many said they were looking for an environment in which their opinions were valued and respected, others wanted a cultural milieu in which the boss would tell them what to do and they would have clear guidelines for performance.

Over the years, as Community Connections grew in size and diversified in its programs, culture changed. You could feel the difference. A business with three employees can’t help but be informal and casual.  But as we grew and increased our size to over 400 employees, it became impossible not to have some hierarchical structure. You can remember the names of three people, but when the size gets big, and leaders are rushing from one meeting to the next, it’s hard to be as friendly as you’d like to be.

 

“Culture is the arts elevated to a set of beliefs.” –Thomas Wolfe

 

You wrote fairy tales for each chapter. That’s unusual in a business book. Why did you decide to do that?