Ken Vaughan – Page 15 – New Horizon Partners

Leadership Requires Love

Leadership requires love. For many people the word love is over-romanticized. Love is actually a decision, a commitment, a passion. In marriage and in every aspect of life, love is not something that we fall into but rather is a decision that we make. Love is a necessary part of leadership in two aspects.

First, to be an effective leader you must love what you do. An effective leader is grateful for the opportunity to lead and influence people and the organization. An effective leader has a passion to lead. A half-hearted attempt will always fall short of leadership; without seeing this passion from the leader, the organization flounders. A leader has a commitment to the organization that he or she leads. This commitment provides the resiliency and motivation to push through obstacles and continue moving the organization forward. Leadership requires passion that drives vision and focus.

Secondly, to be an effective leader requires that you love the people around you. Leadership requires a relationship of trust and respect. A leader can only build that relationship upon a genuine appreciation for, interest in, and caring for the people in the organization. A leader must desire to serve his or her people to develop them and to enable them to grow and be effective.

Love of what you do and love of the people around you generates energy. It draws people in to relationship and influence. It makes leadership effective.

Do you have that passion for leading and for those that you lead?

A Work In Progress

At the end of a year or the beginning of the next, organizations develop plans and goals for the coming year. They define or refine their strategy, assess and adjust their priorities, and update their goals. As leaders we should do the same for our personal plans and goals for the coming year.

As human beings we are all a work in progress. We hopefully continue to develop throughout our lives but never reach that finished end state. Just as we do with our organizations, we need to step back periodically and refine, assess, adjust, or update our personal plans and goals.

As we move into a new year it might be the right time to ask ourselves some questions and work on our self-awareness, such as the following:

What personal challenges are inhibiting my effectiveness as a person and a leader?
Are there issues from my past that need to be brought into the light, examined, and dealt with proactively?
Are there strengths that I should be using more effectively?
Are there weaknesses that I need to address so that they no longer hold me back?
Are there relationships that need my attention and greater effort?
What can I do to build into my character more of the traits of leadership?
Am I allocating my resources of time, energy, and money in line with my life purpose statement?
Is my list of core values still representative of who I am and what I stand for?
Are my long-term goals still appropriate?
What are my personal, relational, and professional goals for the coming year?

If we are not moving forward, it is likely that we are slipping backwards. Therefore we should all be aware of our growth opportunities and have a personal development plan in place. An effective leader is always working on growing. Your growth plan is much different than a few New Year’s resolutions. Growth plans include specific goals and action plans with a focus on developing a more fruitful life. If you are struggling to develop such a plan or feel that you are stuck, New Horizon Partners, Inc. can provide coaching services to assist in thinking these things through and developing and implementing a growth plan.

Have you developed your growth goals for this year?

Three Tools for Personal Growth

Are you living life or does it feel like life is living you? There are three important tools that help a leader, or anyone for that matter, take control of the direction of their lives. These are a life purpose statement, a list of core values, and a personal goals document. All three of these tools work together and must have consistency and cohesion. They also all evolve over time as we grow.

The life purpose statement is also sometimes called a life mission or a personal mission statement. It states in one or two sentences what you envision as your passion or calling in life. It answers, at least in part, the question of “why am I here?” It describes how your impact will change the world. The objective of your life purpose statement is to set a stake in the ground regarding your priorities about how you will use your resources of time, energy, and money.

The core values list is the result of examining and deciding which values are most important to you. You can easily find sample lists of potential core values. Some of these lists of sample values have more than 500 values and we could agree that most of them are good values. But your core values list should be the 5-10 values that are of highest value to you. They represent your character and are the personal values that are inviolable in your mind. The objective of the core values list is to guide decision making.

The personal goals document formulates and specifies your most important goals. We often have career goals, family goals, individual goals, short-term goals, long-term goals, and life goals. This personal goals document brings these all together. It is not a long to-do list. It should be the most important things, perhaps 5-10 goals in total, that you hope to accomplish in your life, in the next five or ten years, or in the next year. The objective of the personal goals document is to set a plan in motion.

If you have these tools in place, it is good idea to periodically review them to be sure that they continue to represent who you are and what you hope to accomplish with your life and resouces. If you do not have these tools or are struggling to define them, perhaps a coach or mentor would be helpful. New Horizon Partners, Inc. serves people in leadership, executive, and life coaching and we would be glad to discuss how we might serve you.

Do you have a life purpose statement, a list of core values, and a personal goals document? How have they been helpful to you?

Six Steps In Effective Communication

I speak and write often on communication skills and the importance of communication driven by the perspective of the listener. I recently fell into the trap of which I warn others. I had prepared a document intended for my coaching clients. Because of its importance, I reviewed it with one of my coaches. Her first reaction was “With all of the positive things in this document, why did you open with a negative statement?” I had been so focused on what I needed to communicate that I had neglected to think about the reader. So this seems like a good time to remind myself and others of the secrets of effective communication.

To communicate effectively there are a few steps that allow a leader to present a message to ears that are more open to receive. Actually these tips go well beyond leadership in organizations, applying to communication with your children, spouse, friends, co-workers, boss, as well as those whom you lead. These tips apply to any communication whether it be a short text or email, a letter, a speech, or a conversation. To communicate effectively, you should follow these steps:

Assess the emotional state of your audience. Are they celebrating with joy, stressed, angry, or questioning? What are the circumstances that they are facing and the mindset that is likely present? Before you can formulate the message, it is essential to understand the state of mind in which it will be received.
Validate the emotions of your audience. Communication is most effective when it is on a personal level. Even when addressing a crowd of thousands, the best communicators keep it personal by connecting with the emotions that are present and by demonstrating empathy. On the other hand, the quickest way to block connection is to tell someone that what they are feeling is wrong.
Express your gratitude or appreciation or, at least, acknowledge the circumstances. This is another part of the personal connection. People want to be acknowledged and affirmed. This is especially true when the message might contain some bad news or describe the need for some corrective action.
Explain the context. As the originator of the message, we of course know the context and have spent some time thinking about the message. The receiver, on the other hand, does not know the context or logic behind the message. Sometimes even the simplest message gets lost or misunderstood without the foundation of the background or context.
Deliver the message. Only when the previous steps are laid as a foundation for the communication can we expect to be effective. While these steps are absolutely essential for communicating negative news, they make any communication more easily received.
Be open for feedback or discussion. Another element in making communication personal is remaining open for further discussion or explanation. If the message comes across as an edict of some sort, it is cold and the reaction of the receiver is often rejection. The very expression of openness by the presenter invites the receiver into relationship that is more accepting of the message.

Picture some scenarios to see the benefit of these steps in communication. Scenario #1: In the case of the announcement of a plant closing, the ineffective communication is a simple announcement from the CEO with a date and the formalities of the closing process while the effective communication acknowledges the disappointment of the workforce, expresses gratitude for their service over the years, describes the market conditions that led to the decision, expresses an openness in further discussion, and presents the decision as a difficult reality. Scenario #2: In the case of your son violating curfew and therefore losing driving privileges for some time, the ineffective communication is an angry announcement while the effective communication is a discussion about decision-making and consequences, acknowledging disappointment by both parties, but with the same bad news for the son.

In another recent article on communication we discussed the importance of communication being built upon clarity, candor, congruency, consistency, and connection. Leadership is influence that flows out of relationship. Effective communication is key to effective leadership because it draws people into accepting or even seeking the influence of leadership.

In your experience, what additional steps might make for effective communications?

Strategic Segmentation

Most people are familiar with the concept of market segmentation, dividing the market for a company or product into various buckets that can then be further analyzed and understood. In consumer products the market is often segmented based on demographic factors such as age, income, education level, gender, ethnicity, or other distinguishing factors. In business-to-business markets, segmentation is often done based on factors like size of customer, end market, distribution channels, region, or other identifying traits. Market segmentation in this fashion is all well and good. It allows the supplier to examine various portions or segments of the market to identify trends or performance issues such as variability in market growth, market penetration, market share, profitability, etc. The information learned from these sorts of market segmentation studies can provide evidence for adjusting sales and marketing efforts, distribution programs, product offerings, and many other things.

There is another type of segmentation, often referred to as strategic segmentation, which is more valuable than simply slicing up the market to understand trends in various portions of the market. Strategic segmentation is the process of identifying the particular group of customers whose buying needs most closely match the value offering of the supplier. The purpose for strategic segmentation is to identify the characteristics of the segment to then make it easier for the organization to focus its efforts on the segment that is more likely to appropriately value the organization and its offering.

Identifying the means to segment strategically is not always easy. Buyers generally don’t post their buying needs on their website or on a sign on their front lawn. Sometimes this segment can be identified by their existing suppliers when there are competitors that provide a very similar value offering. Otherwise, the process of strategic segmentation requires developing an understanding of the characteristics of customers that correlate with that group that values the organization’s product offering.

For large and diverse markets, strategic segmentation is critically important. Understanding performance measures such as market share, brand recognition, or customer satisfaction in the strategic segment is generally more important than overall measures for a large market. Understanding the growth or changing needs of the strategic segment is more important than the growth or changing needs of an overall market.

The bottom line regarding segmentation is to not settle for some easy way to do market segmentation but rather do the work required to understand the strategic segmentation of the market. Focusing the organization’s efforts on the right segment brings a greater return.

Does your organization understand what defines your target or strategic segment?

An Attitude of Gratitude

We have all seen the scenario – as some people grow in power and prestige they exhibit more and more of a sense of entitlement. They think that they deserve to be treated special. They should get whatever they want as soon as they ask for it. Nothing is too good for them or maybe nothing is quite good enough to suit them. They shouldn’t wait in line or be patient with other people. Of course, people don’t need to be in a position of power or prestige to feel entitled. We see people all around us exhibit a self-focused sense of entitlement.

A haughty nature or a sense of entitlement makes one appear that they think they are better than those around them. The natural result is to drive people away. A true leader builds a relationship of trust and respect with the people around them. This relationship of trust and respect then grants the right to influence in leadership. Instead of a sense of superiority or entitlement that drives people away, leaders must demonstrate the character traits that build a relationship and draw people in. An important part of the character of a true leader is an attitude of gratitude.

Gratitude demonstrates an appreciation for the people around us and their activity in support of the vision and goals of the team. As a leader, there are many things for which to be grateful, such as –

Grateful for the talents with which we have been blessed.
Grateful for the experiences we have had and the wisdom that has resulted.
Grateful for failures and the learning that has come from them.
Grateful for the opportunities to learn, grow, and contribute throughout life.
Grateful to be granted a position of leadership.
Grateful for the people that work together with us.
Grateful for customers, suppliers, investors, etc.
Grateful for family that provides love and support and an opportunity to build into their lives.
Grateful for community and relationships.
Grateful for the home you live in, the vehicle you drive, the electronic device on which you are reading this, etc.
Grateful for the meals you have had today, for the farmer who raised the crops, for that recent cup of coffee.
Grateful for the person who holds the door, lets you into traffic, mops the floor at the gym, stocks the shelves at the grocery, tells you good morning, etc.

If you do not have a strong attitude of gratitude, here are some ways to strengthen it. First thing in the morning, list all of the things that have brought you to this day. Last thing in the evening, list all of the day’s blessings for which you are grateful, even looking for the benefits that come from negative experiences. Keep a gratitude journal. Look for every opportunity to express appreciation to those that you encounter, wherever and whoever they might be. Gratitude is really a habit that can be developed through practice. A grateful person brightens the lives of those around them and draws people into relationship.

Are you a grateful person? What have you done to build that attitude of gratitude?

Five Perceptions of Strategy Development

Plan, path, pattern, position, or perspective – which is your perception of the development of business strategy? Depending upon the way that your organization develops and utilizes your strategy, you may have a different perception of how strategy is developed. The definition of strategy does not change based on this perception. It is still defined as a statement of where and how the organization competes. But different organizations experience different routes to their current statement of strategy.

Strategy development as a plan is often the expectation. Organizations often go through a periodic process of analyzing the external or market environment and their own internal position. Based on this analysis, a certain preferred business strategy is chosen from a set of alternatives. It is chosen because it is perceived to be the optimal route to maximizing value. Then a series of actions are laid out and implemented with the intent of growing the firm into what the strategy defines. The organization is following a plan to move from where they are to perhaps a more effective strategy.

Strategy development as a path is often the actual process, especially for smaller business. Along the path, the organization adapts to new business opportunities and changing internal capabilities as it evolves. Over time then there becomes an emergent strategy, which can be quite different at various stages in the life cycle of the firm. If this evolution is managed wisely, the firm grows in capabilities and continually moves to higher value opportunities. Or the firm has a growing awareness of the market environment or evolving customer needs and is opportunistic in moving forward and adapting its strategy to greater opportunities.

Strategy development as a pattern is built around an inward view of the organization. This is a behavioral pattern based on some beliefs about why the particular organization exists or a vision of what the firm should be. For example, a company that sells luxury goods may have several business units but all follow some type of high-end strategy. Its pattern is one of operating in exclusive realms and the strategy it develops is constrained by the pattern that it perceives as appropriate for itself.

Strategy development as a position is built around a market or downward view by the organization. Its reason for existing is to serve some type of market or customer need. For example, there are several companies that are an agglomeration of various restaurant chains. The parent company perceives its strategy as providing a dining experience to certain segments of the consumer market, then acquiring or building various restaurant concepts to do so. The business strategy grows out of the position that the firm expects to occupy.

Strategy development as a perspective is more of an outward or upward view by the organization. The organization’s goal is loftier, such as a technology company that wants to apply technology to improve the consumer’s daily life. The perspective most likely comes from a desire to serve mankind or to make the world a better place. This vision then drives the development of the organization’s strategy.

What is the driving force behind your organization’s strategy? What route have you followed as your organization developed and evolved?

Leadership – Unsafe at Any Speed?

I often write and speak about the necessity of leadership being built upon the combination of character and competency. Character is clearly the foundation of leadership. My definition of leadership is influence. People only accept the influence of those that they trust and respect. Trust and respect is earned through character.

In a recent article titled, “Leadership – Unsafe at Any Speed?”, John Childress uses the example of Ralph Nader’s book and his campaign to promote increased safety considerations in the automotive industry to present his thoughts on the importance of character and courage in leadership. Childress makes the point that the automotive industry at the time of the Corvair lacked character in its leadership, and therefore did not take the initiative in adequately designing for safety.

Childress states his belief that character and courage are foundational for leadership and more important than IQ or business degrees. He writes about the need to hire and develop people for character rather than just business or technical skills. Beyond the importance of importance of character for developing the necessary relationships for leadership, Childress writes of the broader impact of character. He states, “Besides the fact that “it’s the right thing to do”, many of the problems that result from internal politics, toxic corporate cultures, waste, pollution and unsustainable business practices could be more easily solved by those in positions of leadership who had real backbones made of character and courage.”

See the full article by John Childress on Dan McCarthy’s blog.

Leadership Is First Character

Much of what is described as leadership development these days is the teaching of skills – communicate better, coach people better, motivate better, provide feedback better, etc. Sometimes what is billed as a leadership program is simply teaching basic, functional business skills. Maybe it goes as deep as developing some emotional intelligence capabilities. These are all well and good, but they have limited impact on a person’s true ability to lead.

Leadership is simply defined as influence. The right to influence effectively is a right given by those that we seek to lead. They give that right to influence or lead to a person who has first earned their trust and respect. Trust and respect is not a result of demonstrated skills. Rather, trust and respect are a result of the demonstration of strong, positive character.

“By themselves, character and integrity do not accomplish anything. But their absence faults everything else.” – Peter Drucker

Leadership ability is a combination of character and competency, but character must be the foundation upon which leadership is built. However, it is more difficult to assess character. Competencies can be easily discussed and evaluated. They tend to be at the surface and on display. Character is below the surface; it is the virtues, values, and beliefs that drive the thoughts and actions of a person. Therefore, character must be experienced rather than measured. But it is the quality of a person’s character that provides the ability to build a relationship of leadership for the long term.

Because competency is more visible at the surface and character lies beneath the surface, many organizations make the mistake of hiring based on competencies when they are seeking to fill a leadership position. Time then reveals whether the choice was good or bad as character is discovered. Rather, it is much preferable to hire for character. Skills are easily taught. Character is not quickly taught. Character, instead, must be molded over time with an intentional effort of growth and development.

Do you have the character of an effective leader? What are you doing to further develop your character?

Leaders and Those That Lead

There are leaders and then there are those that lead.

We hear the term “leader” in many places – political leaders, community leaders, church leaders, military leaders, sports leaders, etc. These “leaders” are elected, appointed, or anointed to their position.

In the business world we also see the word “leader” being used more broadly. The title of foreman has been largely replaced with team leader, and not just because it is gender neutral. In business there are team leaders, project leaders, section leaders, unit leaders, and many more.

There are many of those that are called leaders who have little concept of what leadership is all about. Leadership is not a function of title or position. For many of these so-called leaders, there are followers simply because people are forced or expected to follow.

And then there are those that lead. Leadership can be defined as influence. The right to influence is not demanded by those that lead, rather it is granted by followers. This right to influence is earned through a relationship of trust and respect. Trust and respect is granted to those that lead based on their demonstration of the character and competency of true leadership. The character traits of leadership are foundational. The saying is true that “People don’t care what you know until they know that you care.” Followers first must see what is inside those that lead – the virtues, values, and beliefs that drive them – before they care what they know and do. Character traits like honesty, authenticity, humility, positivity, vulnerability, empathy, and integrity are the entry tickets into a relationship of trust and respect. Once character is demonstrated, competencies or skills such as communication, strategic thinking, vision, and the ability to coach and develop people then draw followers further into relationship and guide them into positive action.

“There are leaders and then there are those who lead. Leaders hold a position of power or authority, but those who lead inspire us… we follow tho“se who lead not because we have to, but because we want to. We follow those who lead not for them, but for ourselves.” – Simon Sinek

The followers of “leaders” (those based on position or title only) give little of themselves. Followers of those that lead are committed and ready to give their blood, sweat, and tears to achieve the shared vision. Those who lead also inspire.

Are you a “leader” or “a person who leads”?