Archive for July 2011
Do You Believe in Yourself?
Do you believe in yourself, your abilities and possess the confidence to succeed in life? It is impossible to develop a high degree of confidence without first having a strong sense of self-belief. This implies knowing without a doubt that you can do it, no matter what you realistically set your mind to do. “Henry Ford had tremendous self-belief and he constantly preached on it. He would hire workers [who] didn’t know [the] understand the meaning of impossible and would keep pushing the limits of their imagination.” [1]
Without a strong sense of self-belief, Estée Lauder (Estée Lauder) would never have even taken her first steps forward. “A tireless believer in herself, in her wares, and in hard work, Lauder haunted a purchasing agent at Saks Fifth Avenue, New York’s classy department store, until she landed a small order. From there, she staked out her ever larger, ever more laden counters in the nation’s leading emporiums.” [2]
Self-belief fuels a strong sense of optimism. Jeff Bezos (Amazon) observed: “Optimism is essential when trying to do anything difficult because difficult things often take a long time. That optimism can carry you through the various stages as the long term unfolds. And it’s the long term that matters.” [3]
Self-belief and optimism provide effective leaders the means to overcome adversity and failure, as was exhibited by John Chambers (Cisco) when he saw his revenues collapse. “Cisco executives say Chambers always believed that Cisco would come out of the bust stronger. ‘We’re extremely optimistic that John Chambers will see to the success of all of us,’ says Mona Hudak, a Cisco manager. ‘We really are trying to build a great company that’s built to last,’ Chambers says.” [4]
Theodore Vail (AT&T) originally left AT&T after the initial investors did not concur with his vision of the company. After J.P. Morgan (J.P. Morgan Bank) acquired AT&T, Vail was brought back to implement his vision. “Vail’s determination and his confidence in the telephone company’s future were unshaken by the fact that the money market was dangerously sagging and recession loomed ahead.
“’When Mr. Vail came back to the telephone company as president,’ an executive at the Chicago associated company later recalled, ‘telephone men and the public generally recognized that somebody was there who not only knew the telephone business, but the world’s business, and it restored confidence.’ Vail was more than just a ‘telephone man;’ he was a knowledgeable entrepreneur, in his 20-year absence from the company, his successful business ventures had made him a millionaire several times over.” [5]
[1] Henry Ford – Leadership Case Study (http://www.leadership-with-you.com)
[2] Guzzardi Jr. Walter, The U.S. Business Hall of Fame (Fortune Magazine, March 14, 1988)
[3] Walker, Rob, Jeff Bezos Amazon.com – America’s 25 Most Fascinating Entrepreneurs (Inc. Magazine, April 1, 2004)
[4] Maney Kevin, Chambers, Cisco Born Again (USA Today, January 21, 2004)
[5] Fry Annette R., Man of Decision (Bell Telephone Magazine, March-April 1975)
Excerpt: Great! What Makes Leaders Great, What They Did, How They Did It and What You Can Learn From It (Majorium Business Press, 2011)
If you would like to learn more about the self-belief and confidence of the great American leaders through their own inspiring words and stories, refer to Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It. It illustrates how great leaders built great companies, and how you can apply the strategies, concepts and techniques that they pioneered to improve your own leadership skills. Click here to learn more.
Copyright © 2011 Timothy F. Bednarz All Rights Reserved
The Five Characteristics of Strong Teams
A team is defined as a small number of individuals with complementary skills who are committed to a common purpose, approach and set of performance goals to which all are held mutually accountable. A more detailed examination of this definition will further elucidate strengths of the team approach.
The fact that individual member efforts and overall group performance are inextricably linked makes the team the most productive performance unit an organization has at its disposal. The team is collectively responsible for specific results and will achieve them provided the performance ethic of the company is strong enough.
Within teams, each specific member’s commitment to the common purpose in a set of related performance goals is of paramount importance. Each individual must believe the team’s overall objective has a direct bearing on the success of the company and must collectively keep each other honest in assessing the results relative to that purpose.
There are a number of elements that give teams their internal strength. These include:
Size
Research has shown that most teams range from 2 to 25 individuals; however, the average number is less than 10 members. Smaller teams tend to be more effective, as larger numbers of people have trouble interacting constructively as a group. Large teams are also less likely to reach timely agreements on the actionable steps required to move the team forward. Often large groups defined as teams tend to break themselves down into smaller sub-teams that are responsible for more secondary aspects of the project or problem.
Complementary Skills
In order to be effective, teams must be comprised of individuals who have the right mix of skills in three areas.
- Technical or Functional Expertise – Team members should possess the appropriate technical or functional know-how required for the team to accomplish its goals or objectives. Specific expertise is defined by the breadth and scope of the problem and the capabilities required to resolve it.
- Problem Solving and Decision Making Skills – Teams must be able to identify any problems and opportunities that arise. They must be able to evaluate available options and make necessary trade-offs and decisions before proceeding. Therefore, it is important for the majority of if not all team members to possess advanced problem solving and decision making skills that will allow them to effectively move the team forward.
- Interpersonal Skills – Teams depend on effective communication and constructive conflict resolution. These abilities depend on the interpersonal skills and emotional intelligence of individual members, including respect, active listening and empathy as well as the ability to handle criticism, remain objective, take risks and build trust. As leaders appoint members to their team, common sense should guide them in selecting individuals with the necessary complement of skills to achieve the team’s purpose. While many teams are assembled based on more subjective personal criteria or according to a formal position description, these interpersonal areas should be considered first and foremost when selecting team members.
Common Purpose
Teams develop direction, momentum and commitment by working to shape a meaningful purpose. Effective teams invest extensive time and effort in exploring, defining and agreeing to a purpose that belongs to them both collectively and individually. Once achieved, this gives teams an identity that reaches beyond the sum total of the individuals involved. This identity keeps conflict—something both necessary and threatening to teams—constructive by providing a meaningful standard against which to resolve clashes between individual and team interests.
Common Approach
As teams require a common approach, or how they will work together to accomplish their purpose, individual members must agree on who will do specific jobs, how schedules will be set and adhered to, what skills need developing, how continuing membership is to be earned and how the group will make and modify decisions, including when and how to change it’s approach to getting the job done. The agreement on operational specifics and how they integrate individual skills and advance the team’s performance lies at the heart of shaping a common team approach.
Mutual Accountability
A team is not viable until it can hold itself accountable. Teams enjoying a common purpose and approach inevitably hold themselves individually and collectively more responsible for the team’s performance. Teams further develop specific performance goals to provide clear yardsticks for accountability.
Accountability provides a measure of the team’s quality of purpose and approach. Groups lacking mutual accountability for performance have not shaped a common purpose and approach that can sustain them as a team.
Excerpt: Building Strong Teams: Pinpoint Management Skill Development Training Series (Majorium Business Press, 2011) $ 17.95 USD
If you would like to learn more about team building techniques, refer to Building Strong Teams: Pinpoint Management Skill Development Training Series. This training skill-pack features eight key interrelated concepts, each with their own discussion points and training activity. It is ideal as an informal training tool for coaching or personal development. It can also be used as a handbook and guide for group training discussions. Click here to learn more.
Copyright © 2011 Timothy F. Bednarz All Rights Reserved
Did You Ever Want to Just Give Up and Quit?
Have you ever been overwhelmed by your personal circumstances? The current recession has caused many to despair over the problems that seem to overwhelm them… lost jobs, downsizing, pay cuts, you name it. Many just want to give up and quit!
What can the experience of the great leaders teach us? Despite nearly hopeless circumstances, the great and influential leaders’ steadfastness, perseverance and personal drive would never allow them to consider quitting.
Herb Kelleher (Southwest Airlines) faced overwhelming challenges when he initially launched his airline. He was immediately sued by his competition to prevent Southwest Airlines from making its first flight. He described his experience, “For the next four years the only business Southwest Airlines performed was litigation, as we tried to get our certificate to fly. After the first two years of defending lawsuits, we ran out of money. The Board of Directors wanted to shut down the company because we had no cash. So I said, ‘Well guys, suppose I just handle the legal work for free and pay all of the costs out of my own pocket, would you be willing to continue under those circumstances?’ Since they had nothing to lose, they said yes. We pressed on, finally getting authorization to fly…
Our first flight was to take off on June 18, 1971 and fly between Dallas, Houston and San Antonio. I was excited about being in the airline industry because it’s a very sporty business. But the regulatory and legal hoops enraged me. I thought if we can’t start a low cost airline and the system defeats us, then there is something wrong with the system. It was an idealistic quest as much as anything else. When we brought the first airplane in for evacuation testing (a simulated emergency situation) I was so excited about seeing it that I walked up behind it and put my head in the engine. The American Airlines mechanic grabbed me and said if someone had hit the thrust reverser I would have been toast. At that point I didn’t even care. I went around and kissed the nose of the plane and started crying I was so happy to see it.” [1]
Conrad Hilton (Hilton Hotels) went bankrupt during the Depression. “Faced with challenges that might have seemed insurmountable, he did what he had done since he was a boy—resolved to work hard and have faith in God. Others, it seemed, made up their minds to put their faith in Hilton. He was able to buy goods on credit from locally owned stores because they trusted his ability and determination to one day pay them back. As the kindness of others and his own ingenuity helped him rebuild his hotel empire to proportions previously unheard of, he solidified his commitment to charity and hospitality—two characteristics that became hallmarks both of Hilton Hotels and of the man who began them.” [2]
Walter and Olive Ann Beech (Beech Aircraft) started their company during the Depression. “‘She was the one that kept trying to get the money together to pay the bills,’ said Frank Hedrick, her nephew, who worked with her at Beech for more than 40 years and who succeeded her in 1968 as president of Beech Aircraft…
She said she didn’t give much thought to the problems of starting a new company at a time when most airplane companies were closing, not opening. ‘Mr. Beech thought about that,’ she said. ‘(But) he had this dream and was going to do it. He probably didn’t know how long the Depression was going to last.’ The first few years were difficult, she said. They sold few airplanes. ‘We had to crawl back up that ladder.’” [3]
Olive Ann Beech overcame additional adversity, when she took over the company, after her husband contracted encephalitis during the Second World War and again, after he suddenly died in 1950.
Joyce Hall (Hallmark) saw his company literally go up in smoke, three years after he started it, when his business burned to the ground. “Hall was $17,000 in debt when a flash fire wiped out his printing plant. Luckily, he was able to sweet-talk a local bank into an unsecured $25,000 loan, and he has not taken a step back since. By the late 1930, Hallmark was one of the top three cards.” [4]
Herb Kelleher (Southwest Airlines) “never considered giving up, despite having a wife and four children at home. Did stress keep him awake nights? No, Kelleher says he was already awake nights, working at his office. ‘I figured if I was working when they were sleeping, it gave me an edge.’ And when he was home, ‘the iron curtain came down,’ walling off the business worries.” [5]
Milton Hershey (Hershey Foods) failed miserably in his first endeavor, a confectionary store in Philadelphia. “In 1886, he was penniless. He went back to Lancaster but did not even have the money to have his possessions shipped after him. When he walked out to his uncle’s farm, he found himself shunned as an irresponsible drifter by most of his relatives.
This time, though, fortune finally smiled on Mr. Hershey. William Henry Lebkicher, who had worked for Hershey in Philadelphia, stored his things and helped him pay the shipping charges. Aunt Mattie and his mother began once again to help him and Milton started experiments which led to the recipe for ‘Hershey’s Crystal A’ a ‘melt in your mouth’ caramel candy made with milk.” [6]
“In 1924 [Clarence] Birdseye (Birdseye Foods) helped form the General Sea Foods Co. in Gloucester, Mass., and he began freezing food on a commercial scale… But despite an infusion of cash from a few investors as well as the creation of specially made freezers to hold his product, the country was not yet ready to accept the prospect of frozen food. It took another seven years before Birdseye’s vision came to fruition. As time passed, he continued his experiments with the quick-freezing process… Almost bankrupt, Birdseye continued to press for believers in his inventions. In 1925 he found one in the guise of Postum Cereal heiress Marjorie Merriweather Post.” [7]
Walt Disney (Disney) not only went bankrupt, but also experienced additional adversities. “The company failed due to Disney’s inability to manage the finances, but Disney persevered, continuing to believe in himself and in his dream. He teamed up with his brother, who took care of the financial side of the business and the two moved to Hollywood to found Disney Brothers’ Studio.
But there would still be stumbling blocks. The studio created the popular Oswald the Lucky Rabbit cartoon character for Universal, but when Disney requested an increase in budget, producer Charles B. Mintz instead hired away most of Disney’s animators and took over production of the cartoon in his own studio. Universal owned the character’s trademark, so there was little Disney could do.
After the Oswald fiasco, Disney set about creating a new cartoon character to replace Oswald. That character became one of the most recognizable symbols in the world: Mickey Mouse.” [8]
[1] Kristina Dell, Airline Maverick (Time Magazine, September 21, 2007)
[2] Gaetz Erin, Conrad Hilton’s Secret of Success (American Heritage People, August 2, 2006)
[3] Earle Joe, Olive Ann Beech Rose to Business Greatness (The Wichita Eagle, February 11, 1985)
[4] The Greeting Card King (Time Magazine, November 30, 1959)
[5] Vinnedge Mary, From the Corner Office – Herb Kelleher (Success Magazine, 2010)
[6] Milton S. Hershey: 1857-1945 (Milton Hershey School; mhs-pa.org)
[7] Elan Elissa Clarence Birdseye (Nation’s Restaurant News, Feb, 1996)
[8] Bostwick Heleigh, Turning a Dream into a Kingdom: The Walt Disney Story (LegalZoom, July 2009)
Excerpt: Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Majorium Business Press, 2011)
If you would like to learn more about the persistence and perseverance of the great American leaders through their own inspiring words and stories, refer to Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It. It illustrates how great leaders built great companies, and how you can apply the strategies, concepts and techniques that they pioneered to improve your own leadership skills. Click here to learn more.
Copyright © 2011 Timothy F. Bednarz, All Rights Reserved
Six Ways to Enhance Your Personal Credibility
Personal credibility is based upon a leader’s character and integrity and the actions and behaviors that stem from them. Far from perfect, many of the leaders I surveyed had character flaws and displayed at times, questionable ethical behaviors. Yet their personal credibility remained intact. So it is safe to ascertain that perfection is not humanly expected and attainable as a leader, but self-awareness of one’s strengths and weaknesses is essential. It reflects both maturity and authenticity, which only then serves to enhance a leader’s personal credibility.
An observance of the absence of self-awareness resulted in a strong emergence of arrogance and hubris that diminished and ultimately destroyed credibility on all levels.
Obviously unless problematic or weak leaders make concerted efforts to change their character and integrity, they are remain unalterable. However leaders do have control over the actions, behaviors and decisions that influence and shape their personal credibility. This once again involves self-awareness as well as comprehensive critical thinking abilities to examine the consequences of both their long and short-term actions. All leaders have choices, but the right choices demand a leader’s willingness and acquiescence.
Leaders must also be cognizant of their levels of personal credibility on all of their key constituencies. In the current environment where short-term profitability is emphasized, many leaders damage their credibility by only focusing on their shareholder expectations at the expense of their other constituencies. My research demonstrates this can be fatal. The leaders listed as “Worst CEOs of All Time” by Portfolio Magazine commonly practiced it. This imbalance ultimately leads to a loss of validity.
There are six recommendations you can take to enhance your personal credibility:
- Develop an awareness of your personal strengths and weaknesses including a frank assessment of your character and personal levels of integrity.
- Determine how these affect your personal credibility.
- Identify what actions, decisions and behaviors you can change.
- Develop a habit of assessing the impact and consequences of your actions on your personal credibility.
- Change what you can, and manage and control what you can’t.
- Remember this is an evolutionary process and not a singular event. History shows that individuals evolved into becoming great leaders over the span of their entire careers. For many it was a struggle.
It is important to remember that no leader is an island onto oneself, who functions in isolation. Nor is the individual the first one to encounter problems associated with building his or her credibility. Universally, the leaders surveyed all struggled with this issue at one point or another in their careers.
Excerpt: Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It (Majorium Business Press, 2011)
If you would like to learn more about how the great American leaders built their credibility through their own inspiring words and stories, refer to Great! What Makes Leaders Great: What They Did, How They Did It and What You Can Learn From It. It illustrates how great leaders built great companies, and how you can apply the strategies, concepts and techniques that they pioneered to improve your own leadership skills. Click here to learn more.
Copyright © 2011 Timothy F. Bednarz, All Rights Reserved