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The Race of Our Lives

by amiel · Jun 23, 2014

The success of an intervention depends on the interior condition of the intervenor.
—Bill O’Brien, former CEO of Hanover Insurance Company

We’re in the race of our lives. It’s not between the “good guys” and “bad guys” but between the complexity of our world and the capacity of our minds to manage this complexity—and the amount of energy we have to fuel us.

We know from Jim Collins’s survey of 1400 companies that transforming from “good to great” requires Level 5 leadership: a paradoxical blend of professional ambition and personal humility. We also know from longitudinal research of small- and mid-sized organizations that organizations’ capacity to transform is directly related to top executives’ ability to integrate different perspectives, use a broad repertoire of power approaches, and self-correct.

That’s where leadership comes in.

On-the-Job Experience Plus Deliberate Practice

by amiel · Jun 17, 2014

It’s rare for major business journals to talk about experience-based leadership development. So I was pleasantly surprised to see an interview with Cynthia McCauley of the Center for Creative Leadership in Strategy + Business. McCauley describes why on-the-job experience, rather than formal training, is important to developing leadership:

Leaders who step into new situations face challenges that call for untested abilities. They continue to develop their capacities and successfully take on higher levels of leadership responsibility. That’s consistent with what we know about adult learning and development, too: People learn how to do things when they’re put in situations where they have to do them and practice doing them.

This may sound obvious, but few organizations build leadership development around on-the-job experience. Instead, they offer formal training and possibly mentoring or coaching. Therefore, there is a great opportunity to improve leadership quality by matching leaders who are good at learning with experiences that teach them what they need to learn. [Read more…] about On-the-Job Experience Plus Deliberate Practice

Before You Lean In, Own Your Space

by amiel · Jun 16, 2014

Fifteen months ago, Sheryl Sandberg‘s book Lean In: Women, Work, and the Will to Lead came out and took the country by storm. Grounded in research and filled with personal anecdotes, the book sparked a national conversation about power, privilege, and the distribution of responsibilities between women and men in the workplace and at home. I’ve spoken with many people (mostly women but also a few men) who were inspired by the book and just as many who felt it contained useful insights but fell short in important ways. In this post, I’d like to share the very first reaction I had to the book and why I think it’s relevant to all of us.

My reaction to the book began with the title. What does it mean to “lean in?” Sandberg recommends this to women as an alternative to leaning back—in the Board room and around conference tables where important decisions are made. Leaning in means speaking up, stepping forward, and being willing to take on jobs with loftier titles and bigger responsibilities. To me, this is valuable advice to women who aim for larger impact and recognition. It’s also useful for the smaller but still significant percentage of men who hold back and remain quiet when the stakes are high. [Read more…] about Before You Lean In, Own Your Space

If you can’t join them, beat them

by amiel · Jun 12, 2014

In 1979, the Ann Arbor Arsenal soccer team held tryouts. Twelve boys showed up to compete for a single open spot on the team. I was one of them.

The morning started with demonstrations of individual skills. We passed, trapped, dribbled, and shot the ball. Bonus points went to anyone who could juggle more than ten times on his head. Truth be told, the specifics of what we did have receded into memory. The passage of twenty five years can do that. What I do remember clearly is how much all of us wanted to win that spot on the team. So much that we fought hard to show that we were better, faster, and stronger than the kid next to us. For me, the other eleven boys were the enemy. If one of them got picked for the team, that would mean that I hadn’t. And I would be team-less. [Read more…] about If you can’t join them, beat them

The secret link between leading and parenting

by amiel · Jun 3, 2014

Leading and parenting require dramatically different skills, styles, and approaches. That’s why I cringe when, after I’ve shown a leader how to hold an effective conversation with his peers, he says, “I could really use this with my kids.”

Yikes!

It would be one thing if the kids were 25 or 30 years old, but typically little Susie is 7 and Brett is a junior in high school. These kids are at different development stages from Tom who runs the district sales team and Jennifer who heads up finance. What you say to Tom or Jennifer won’t work with Susie and Brett. In fact, what works with Susie won’t work with Brett.

When it comes to conversational skills—how we talk with one another—it’s helpful to speak to adults as adults and to kids based on their developmental stages and the nourishments they need at that stage. [Read more…] about The secret link between leading and parenting

More deliberate practice for managers, not less

by amiel · Apr 7, 2014

Professor Phil Rosenzweig of IMD thinks that deliberate practice—using feedback and correction to improve skills—can can help executives perform better. I couldn’t agree more.

However, he cautions against applying the laws of deliberate practice too widely. “We do ourselves a disservice,” he writes at strategy-business.com, “by implying that we can practice our way to success in all circumstances.”

I beg to differ.

The reality I see in organizations today is not too much deliberate practice, but too little. How many managers do you know who spend excessive amounts of time practicing new skills, asking others for feedback, and reflecting on how to improve? How many are applying the laws of deliberate practice to situations that don’t call for them and therefore producing negative business results?

These problems don’t exist in any of the organizations where I’ve spent time over the past twenty years. In these organizations, managers spend 99 percent of their time in performance mode. Intentionally practicing managerial skills, reflecting, and getting feedback are, at best, afterthoughts. [Read more…] about More deliberate practice for managers, not less

Prof. Samuel Cuthbert’s take-down of the performance review

by amiel · Jan 6, 2014

In an excellent interview with Mark Graban, Professor Samuel Cuthbert of UCLA has this to say about the performance review:

Performance reviews, in my mind, are a dishonest, fraudulent practice carried out and justified on grounds I have no idea, they never hold any water and they work against everybody.

It sounds at first like hyperbole…that is, until you realize that he has been studying this the performance review for decades and has quite a case to make. Here is my summary: [Read more…] about Prof. Samuel Cuthbert’s take-down of the performance review

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