Archive for the ‘Team Effectiveness’ Category

Comrades – Day Two

Friday, June 10th, 2011

Day two

It’s been a relatively quiet day today so far.  We got up around 9am and made our way to breakfast at the hotel. Filled with runners, as you can imagine, and as far as I can tell, mostly from outside South Africa.  Breakfast was a typical European-style buffet with lots of meats and cheeses in addition to traditional breakfast fare.  A hard boiled egg and a 1/2 PB&j  were perfect for me – Sharon, however, was into major calorie load, and had two fried eggs on toast, orange juice, fruit and a huge croissant with lots of butter….  T’would be nice to eat with such abandon, but I’m not ready to commit to the side of the equation (training side), that makes that kind of a meal work :) .

One of the things I have recently learned about marathon running is the concept of shedding. It seems that it is quite common to start at the beginning of a race with several layers of clothing, and as time passes and you (and the temperature) warm up, you shed layers, leaving them on the street.  At some marathons, charity groups put out bins for you to donate – at others including here, kids will swoop in and pick up whatever is left behind.  Sharon’s plan was to end up finishing the race in her sports bra, but has subsequently learned that she will need to wear her race number on her shirt, which doesn’t work with a sports bra.  The long and the short of it is that it may be that while I will undoubtedly never run Comrades (or any marathon for that matter), my workout top might just make the journey :) !  A double win for me as it is also a great excuse to avoid the meager excuse for a fitness center they have here…

After breakfast we headed back over to the expo for a bit and then headed over to a local shopping area just around the corner.  Wow, what a difference a half of a block can make.  Within one turn of a corner, we went from a diverse group of (primarily) runners, to a very local crowd, all busy with either their weekend shopping, or (mostly) just hanging out.  We were the only blond women, or frankly, whites around.  There was a huge crowd circled around a group of young Zulu girls who were dancing to the beat of an African drum.  I was having a hard time seeing much as the crowd was so big, but as soon as someone noticed that I was trying to get a picture, people around me voluntarily cleared a path so I could get a shot or two. One of the things that I have noticed is how very friendly people are – particularly the locals.  There are 11 different major tribes in this area, each with their own language or dialect.  Most people speak at least three languages – their local dialect, at least one other, and English.   In talking to our server at lunch, she said that she is Zulu, but speaks Xhosa (?) and English – our cab driver the same.  Current plan is to have dinner here at the hotel so as to have no concerns about food, and turn in early.  Supposedly there will be over 300,000 watching the race along the route, and it will be televised live throughout Africa, so tomorrow should be a very interesting day!

Comrades Marathon, 2011 – Day One

Friday, June 10th, 2011

I recently accompanied my best friend of many years, as she competed in the Comrades Ultra Marathon in South Africa.  So many people have asked about the experience, I decided to put the updates I sent to several of my friends on my blog.  Hope you enjoy!  Cheers,  Amelia

Day One

Arrived in Durban after an incredibly long flight – six hours from SFO -JFK, fifteen hours from JFK – Johannesburg, and a final 1.5 hours to Durban.  Surprisingly, every plane was packed full.  On the flight to Johannesburg were a large group of college-age kids who were on their way to volunteer at various places in Africa. The girl sitting next to me had just graduated from Penn State and was heading somewhere around Capetown to volunteer for three weeks at an orphanage and the girl behind me was going to work at a Cheetah preserve in Botswana. They told me that groups of similar size leave for Africa every two weeks during the summer.  What an incredible experience it must be for these kids and how impressive their desire to volunteer and make a difference is.

On the flight to Durban, Sharon sat next to a cute newlywed couple, Krista and Ryan, who were clearly also on their way to the marathon.  It turns out that while they currently live in San Diego, Ryan grew up in Durban.  Within ten minutes of conversation, they had not only insisted on giving us a ride to the hotel, but also invited me to hang out with their family on Sunday during the race.  When we arrived, their family, including Mom, Dad, a sister and her young son, literally welcomed us with open arms – hugs all around, and without blinking an eye, piled our gear in their car and drove us to our hotel.  Dad, who looked to be in his early 60′s, ran Comrades some time ago, and spent the drive telling us the history of the marathon and giving Sharon lots of advice on the race (don’t over-hydrate and be careful not to mix goo with soda is all I can remember)…  Emails and phone numbers were exchanged, more hugs, and off they went.  As a side note, the Comrades Marathon was started by a (white) South African army officer as a living memorial to the soldiers (comrades) who had fought so bravely during World War One.  It’s somewhat unique because the route alternates from year to year – one year running 56 miles from the coast to the mountains (up) and the next from the mountains to the ocean (down). For the record, this is an ‘Up’ year, which is supposedly the more difficult.  Excepting a five-year hiatus during WW2, it’s been run ever since, making this the 86th year.  Until the end of apartheid, blacks were not allowed to enter, and women have only been included since the late 70′s (think that’s right, anyway).

Our hotel is downtown and right next to the exposition center where the event registration and pre-race expo is located.  Sharon was anxious to pick up her registration packet as soon as possible, so after a quick shower (which felt awesome, by the way), we headed over to the expo center to begin standing in one of the longest lines I have ever been in.  Fortunately, we soon found out that the line was for the approximately FOURTEEN THOUSAND South Africans who have entered the race, so we were able to bypass and go to the foreign registration desk – no waiting there :-) !  Once registered, we wandered around the expo where there were lots of different booths and displays.  In addition to the various running related paraphernalia, we noticed one booth that seemed particularly popular, with long lines on both sides of not only runners, but also families and kids.  When we looked, I was quite surprised to see that they were all patiently waiting to get blood drawn.  Turns out that it was a free cholesterol screening and clearly many of the locals were there to take advantage of the opportunity to be tested.  To be honest, that was the first time it really hit me that while so much of what we have seen so far does not seem that different from the U.S., we really are in a different part of the world.

For dinner last night, Sharon had signed us up for a pre-race pasta feed (by the way, it’s pronounced ‘paasta’ versus ‘pahsta’ here) for the foreign runners that was held at a casino about a five minute cab ride from the hotel.  We hooked up with a group who I think were from the same running club somewhere in the Midwest.  It was an eclectic bunch, including a mother and her daughter (daughter running, Mom supporting), husband and wife (wife running, husband supporting), Sharon and I, and a few others, most of whom I never would have imagined as ultra marathon runners. The woman sitting next to me, who looked like a typical middle-aged suburban mom, was running her second Comrades. Apparently, the previous year, she had some problems and was unable to finish the race, and was back to give it another go.  I asked her why she chose to put her body through such an ordeal (more than once), particularly when there was no chance of winning, and she started talking about how important it was for her to set goals that really push herself further than she imagined was possible. She said that she would not have been able to do it (including all the time training) without the support of her biggest fan – her husband (who had some health issues and couldn’t make the trip), and while he really doesn’t ‘get’ why she wants to do this, he understands and supports how important it is to her.

More later – time for breakfast and a walk about town.

Succession Planning Below the C-Suite

Thursday, January 27th, 2011

An article in today’s Wall Street Journal entitled Sudden Leader Loss Leaves Firms in Limbo, says that according to research done by the American Management Association, more than one-fifth of senior managers say that their companies are “not at all prepared” in the event of a sudden loss of a key member of the company’s senior management team.

While this is obviously important and thanks to Apple, currently receiving a lot of  attention, the issue goes much deeper.  Most of the writing and research I read about the need for succession planning, is focused on senior management.  To ensure effective strategy execution, more attention needs to be paid to talent requirements below the executive suite.

For example, at a biotech firm I worked with several years ago, when the program manager of a critical drug development project left unexpectedly, it resulted in the costly delay of the launch of the product.  Management at the top remained constant – they simply didn’t have anyone prepared to take over the reigns.

A manufacturing executive I spoke with the recently, is concerned about the loss of an entire layer of seasoned mid-level managers, who in the past, had provided much of the informal  mentoring and on-the-job training of young managers moving up in his organization.    He’s worried that while they have plenty of talent, they don’t have the necessary breadth of knowledge to handle unforeseen events when they occur.

When organizations lose core elements of their internal institutional knowledge, it can be perhaps not as externally obvious, but equally devastating as losing a member of senior management.

To help make these key talent requirements more visible, companies must explicitly identify the critical talent resources they will need to execute as a part of their strategic planning process, and develop contingency plans in the event of unplanned departures.

Has this happened in your organization?  How did you address (or not)?

What Makes a Good Boss?

Monday, August 2nd, 2010

Almost 25 years ago, an article in ‘Business’ magazine described the ten qualities employees most wanted their bosses to possess.  A lot has changed in the world since then, but these (with some updating by me) still look good.

1. Establishing organization clarity

a.  Establishing clear goals and standards

b.  Communicating group (not just individual) goals

c.  Involving people in setting goals (not just dictating them)

d.  Delegate responsibility clearly

2.  Encouraging open, two-way communication

a.  Open and candid when dealing with people

b.  Honest, direct and to the point

c.  Establishing a climate of openness and trust

3.  Willingness to coach and support people

a.  Supportive and helpful

b. Working constructively (and decisively) to correct performance problems

c.  Going to bat for subordinates

4.  Providing ‘objective’ recognition

a. Recognize good performance more often than criticizing performance problems

b. Tying rewards to excellence of job performance (vs seniority or personal relationships)

5.  Establishing ongoing controls

a.  Following up in a timely manner

b.  Giving ‘real-time’ feedback on how subordinates are doing

6.  Selecting (and keeping) the right people

a.  Both bringing the ‘right’ people on and exiting those who don’t fit

7.  Understanding the financial implications of decisions

8.  Encouraging innovation and new ideas

a.  Surprisingly, this was seen as important regardless of how conservative or traditional the company

9. Making decisions and ensuring the organization executes successfully

10.  Demonstrating high levels of integrity

a.  Doing the ‘right’ thing, both internally an externally

Anything you would add or omit?  Which one is the most important to you?

Keeping the Right People on the Bus

Monday, June 21st, 2010

I’m the guest author in the June edition of the STRe Solutions Newsletter. You can find the entire newsletter here, or read my article below.

What’s your secret for keeping your best employees engaged and motivated?

In the classic business book Good to Great: Why Some Companies Make the Leap… and Others Don’t, Jim Collins states that to be effective, organizations need to first get “the right people on the bus (and the wrong people off the bus) and then figure out where to drive.” In essence, who you have on your team, is more important for the organization’s success than where you are headed and how you get there.

While I agree that getting the right people on the bus is as critical today as it was back in 2001 when “Good to Great” was first published, today’s leaders are faced with more complicated challenges.

Most companies have done a good job hiring highly talented, super-smart people. Especially in today’s economy, finding the “who” is not the problem. Where they struggle is keeping them engaged and focused on the “where” and the “how”. To say it another way, you can have strong individual players, but unless there is an overarching purpose that requires them to become a team, little will be accomplished.

For this to happen, organizations need to be two things.

First, they need to be smart. Smart organizations have the basics: Sales, Finance, HR, R&D, Product Development, IT, Services, Support, etc… — all the bits and pieces that keep a company running. The truth is most companies are plenty smart. In today’s world though, that’s not enough.

Organizations have to be more than smart — they have to be healthy as well.

Healthy organizations have low politics (not no politics — but politics that don’t get in the way). They have high morale, engaged employees, and no surprise, they have high productivity. Another thing I see in a healthy organization is a lack of confusion about where the company is going and how what every employee is doing fits.

I saw this time and time again in my 13 years with Federal Express where employees would regularly do amazing things to ensure that our customers were getting the service they expected — delivering critical payroll checks in a blizzard and completing customer pick-ups during the Loma Prieta earthquake are just two of many examples.

The trap that many companies fall into is that you can’t do one without the other and you can’t think about them separately. For organizations to be effective, you must embed the smart stuff with the healthy stuff, keeping the right people engaged and productive.

Employee engagement happens when four things occur:

* The Leadership Team is aligned and cohesive
* There is absolute clarity about the organization’s direction (strategy)
* Every person in the organization understands how what they do fits with the strategy
* Organization policies and practices support the above (this does not happen nearly enough)

One of my favorite quotes is from General Norman Schwarzkopf, who I heard speak not long after Desert Storm. He said: “Great leaders never tell people how to do their jobs. They set the goals and establish the framework. Lousy leaders think they know it all, and all the while, their organizations sit there, aquiver with potential.”

What are some of your best practices for keeping the right people on the bus? I’d love to hear them in the comments below.

Best Business Advice

Thursday, June 10th, 2010

Once a month, I have the opportunity to spend a half day with about 10 CEO’s from a variety of different businesses, talking about issues they are facing and sharing perspectives. It’s a great group who really care about each other and offer thoughtful, insightful advice. Last month, on a whim, I asked them to share the best business advice they had ever received. Here’s what they had to say:

“Leaders Lead”
“Don’t do Retail”
“Don’t take it personally”
“Hire slow, fire fast”
“Hire people with good judgment”
“Don’t try to do everything”
“Make sure you know your cash position on Friday”
“You’ve got to do what’s right”
“Keep the ‘main thing’ the main thing”

What’s yours?

Cheers,

Amelia

Business Week Debate: The recession is no time to worry about employee engagement. Pro or con?

Thursday, June 4th, 2009

Business Week recently posted a debate starting with the premise that a recession is no time focus on employee engagement.

The ‘Pro’ position stated that organizations should concentrate on the business, not the workers.

The ‘Con’ position stated that employees need a morale boost now more than ever.

Here’s the comment I added:

Healthy companies understand that employee engagement is a critical component to their success.

When employees are not engaged, more than likely the leadership team is not engaged either.

Engagement happens when four things occur:

1. The Leadership Team is aligned and cohesive
2. There is absolute clarity about organization direction (strategy)
3. Every person in the organization understands how what they do ‘fits’ with the strategy
4. Organization policies and practices support the above (this does not happen nearly enough)

One of my favorite quotes is from General Norman Schwartzkopf, who I heard speak not long after Desert Storm.

He said: “Great leaders never tell people how to do their jobs. They set the goals and establish the framework. Lousy leaders think they know it all, and all the while, their organizations sit there, aquiver with potential.”

What do you think? Cheers, Amelia

“How Would You Know?”

Sunday, May 17th, 2009

That’s the question posed to Jim Collins (best-selling author of ‘Good to Great’, ‘Built to Last’, etc.) that became the inspiration for his latest book, How the Mighty Fall.

In the cover story of the May 25th edition of Business Week, Collins identifies the FIVE STAGES of corporate decline, and how organizations at (almost) any stage can identify where they are and correct. In the article, Collins goes into these in greater depth, but here they are briefly:

• STAGE 1: HUBRIS BORN OF SUCCESS, or success borne from entitlement. In this stage, companies attribute their success to their knowledge and ‘smarts’, failing to understand the real reasons why they have done so well, including the acknowledgement of luck and chance.

• STAGE 2: UNDISCIPLINED PURSUIT OF MORE. Here companies begin to compromise on their values or lose sight of who they really are, in the pursuit of the latest ‘big’ thing. In this stage, expansion is undisciplined and few (if any) restrictions are put on adding more and more infrastructure and resources.

• STAGE 3: DENIAL OF RISK AND PERIL, which begins when warning signs begin to appear, but are discounted. Positive data is amplified and ambiguous data is either neutralized or looked at in its most positive light. The light at the end of the tunnel is daylight ahead for sure. Another sign of this stage is when leaders choose to blame external factors for failures versus accepting responsibility.

• STAGE 4: GRASPING FOR SALVATION, or grasping for the ‘silver bullet’ solution. By then the signals of decline are visible to all and the company jolts around reactively In some cases, they bring in a high profile CEO to turn things around; in others, a bold new product or ‘life-saving’ acquisition (think AOL/Times Warner). Here Collins believes the solution is not more but less – he says, “If you want to reverse decline, be rigorous about what not to do”.

• STAGE 5: CAPITULATION TO IRRELEVANCE OR DEATH, when the continuous setbacks and false starts become too much, and the organization loses its spirit, becomes irrelevant or, in the most extreme cases, is gone forever.

According to Collins, while it is possible to survive and even thrive from the depths of Stage 4 (“Our research indicates that organizational decline is largely self-inflicted, and recovery largely within our own control”), once an organization gets to Stage 5, there is no turning back.

When you think about the challenges/opportunities your organization is currently facing, how would you know…?

Cheers,

Amelia

P.S. At the end of the article, Collins uses Ann Mulcahy as an example of a leader who pulled her company out of the depths of Stage 4, when most had given Xerox up as lost. See my previous blog for some additional perspectives on how she did it.

Jim Collins on Thriving in 2009

Tuesday, April 14th, 2009

Inc editor, Bo Burlingame (author of Small Giants, a great read about companies that choose to be great vs big), interviews Jim Collins (author of Good to Great, Built to Last, etc.) in this month’s edition:
How to Thrive in 2009. It’s a long article, but well worth the read. Here are some of my favorite bits:

Asked about whether he is pessimistic about the future:

JC – No, it is only in times like these that you get a chance to show your strength. In the end, I think we need to have absolute faith in our ability to deal with whatever is thrown at us. And we need to have a complete, realistic paranoia that a lot can be thrown at us. It’s our ability to put those two contradictory ideas together: We need to be prepared for what we can’t predict and, at the same time, have this total, unwavering faith that we will find a way to deal with all of it. And I believe we will. I don’t believe the world will treat us well, but we will figure out how to do very well.

On why some entrepreneurs are so successful:

JC – …think about the leading entrepreneurs of the past three decades: Steve Jobs, Ken Iverson, Herb Kelleher, Anita Roddick, Yvon Chouinard, Howard Schultz, Jeff Bezos. What jumps out at you as being consistent across all those people?

BB – The larger purpose of what they were doing.

JC – Right. They defined success on a very big scale. For Steve Jobs, it was about much more than selling computers. For Yvon Chouinard, more than clothing. For Anita Roddick, more than cosmetics. For Howard Schultz, more than coffee. For Jeff Bezos, more than online retailing.

When asked if the basic principles of building a successful business have changed….

JC – I would say that the basic principles have largely not changed, but the skills are always changing. For example, nothing would suggest that the importance of the who has changed. If anything, our turbulence research reinforces the idea that the most important decisions are always who decisions. Whether you’re running a business in 1812, 1886, 1925, 1950, 1975, 2000, 2050, I see nothing to contradict the principle that who comes first and what comes second, for a very simple reason: If you cannot predict the what, you have to be able to do a good job with the who, because the what is going to be constantly shifting.

BB – What exactly do you mean by doing a good job with the who?

JC – Do you have a culture of people who A. share a set of values, B. have very clear responsibilities, and C. perform? Those who build a culture around those ideas are building upon something that is largely unchangeable.

He goes on to say that now more than ever, it’s critical that individuals (and teams – AT) need to be continually learning and making clear choices about what you are and are not going to do.

Anything here resonate with your business? I’d love your thoughts and comments. Thanks, Amelia

Leadership Observations from the new eBay CEO

Friday, April 10th, 2009

Last Sunday’s New York Times had an interesting interview with John Donahoe, the new CEO of eBay. In it he talks about leadership (you can’t change someone – only help them help themselves), tough questions for job candidates (when have you failed and what did you learn), the importance of open, objective feedback (it’s okay to say thanks but no thanks) and the need at eBay for ‘agile development’.
He also referenced the following quote from John Gardner, which he keeps on a laminated card in his wallet, to remind him how to win in the right way.

“Meaning is not something you stumble across, like the answer to a riddle or the prize in a treasure hunt. Meaning is something you build into your life. You build it out of your own past, out of your affections and loyalties, out of the experience of humankind as it is passed on to you, out of your own talent and understanding, out of the things you believe in, out of the things and people you love, out of the values for which you are willing to sacrifice something. The ingredients are there. You are the only one who can put them together into that unique pattern that will be your life. Let it be a life that has dignity and meaning for you. If it does, then the particular balance of success or failure is of less account.”

Pretty cool. Hope you and yours have a wonderful Easter! Cheers, Amelia