Benchmark Learning's Blog

Successful leaders are always reading, attending classes, and learning from others.  They never stop growing and learning.  The leader who says, “I have made it and there is nothing more I need to do to grow.” will not be the best they can be for long.

It is particularly important in today’s world that leaders take the time to stay current, not only in their field but also in leadership methods.  I recall a few years back that I met a leader in his office and he had no computer.  I made a comment that this was the first time I had seen an office without a computer in years.  His response startled me.  He said, “I just never have taken the time to learn how to use one of those darn things.  Besides, I am a leader and have no need to be on a computer all day.”

I asked, “What about e-mail?”  His response was again revealing.  He replied, “If someone wants to talk with me, they can just call.  I just review reports all day and send notes to people on paper.  I don’t want to get caught up in hundreds of e-mails each day.”

Granted, leaders need to get out of their office and be with people.  But, leaders also need access to information and tools that are only available on a computer or over the internet.  Some leaders may feel embarrassed if their team or staff knows that they are taking courses or getting help to learn.  I beg to differ and suggest that the opposite is true.  Leaders who are not developing and growing are the ones who should be embarrassed.

Leaders set the example.  No where is this more important than in the areas of personal and professional growth.  Leaders should be aware of their strengths and weaknesses and continually strive to learn and improve.

Are you a learner?  Do you take the time to learn something new each day?  What example are you setting?

I just finished an excellent article in the New York Times about “Google’s Quest to Build a Better Boss.  It’s not clear where the code name, Project Oxygen came from, but regardless, the results are impressive.  It confirmed what we ate BenchMark Learning have been saying for a long time – you build a better leader by focusing on developing their talent management skills and behaviors.

Google did an incredible job analyzing more than 10,000 observations about their managers across more than 100 variables and accumulated over 400 pages of interview notes.  Then they rolled out the results and incorporated into their training and coaching programs.

Of the eight major points that were the result of the analysis, a few deserve special mention.  First, technical expertise ranked dead last among Google’s findings.  What employees valued were bosses who focused on their development, made time for one-on-one meetings and helped people by asking questions and took time to get to know their employees…in other words, a good part of talent management.

One of the highest desires of employees is the desire for coaching.  Google has its own internal coaching program and trains leaders to be effective coaches.  People appreciate this and see the value; in fact, they want the program expanded.  The article gives one example of a very poor people manager who was given one-on-one coaching.  Six months later the team members acknowledged he was improving and a year later he was promoted.

Most companies do not have the resources of Google, but have the good intentions.  This is where self-initiated development becomes most important.  If an organization can instill the need into their employees and provide access to resources, such as our SID Workbook Series (www.thesidway.com) , people will take advantage of the resources and improve their management and leadership skills.

In today’s technical world, employees don’t expect their managers and leaders to be the best in technical expertise.  They do expect, however, that their leaders be great at coaching, motivating, problem solving, and attentive to their personal and professional needs.

When asked, almost all companies and organizations will claim they are customer focused – and you can see it in their advertising and promotions. But, how many really are?

Leaders must “walk the talk” if their organization is going to truly have a culture of customer focus. Leaders themselves must get out of the office and spend time with customers. Leaders set the example. A company can say all day that they are customer focused but if the leaders do not demonstrate it, others will not demonstrate it either.

Over the years while working with university leaders we often sense that they are out of touch with students (and staff, for that matter). It is understandable, they are very busy people with many activities filling their schedule. But, a university cannot say they are “student-focused” or “in touch with today’s students,” if this is not truly the case with leadership.

We have advised university presidents, and other leaders, to schedule an hour a week (or more if possible) to connect with students and staff. We recommend that they walk out of their building onto the campus, choose left or right and start walking. Then, we tell them, talk to the first person you meet, whether a student or staff member. Ask them how they are doing, encourage them, learn what problems they have, and ask other open-ended questions. Then, change direction and walk to the first building along the way. Go to first office they come to and knock on the door…and then start learning what is really going on.

We also encourage leaders to go to places where students hang out or go to athletic events (not just big football or basketball games, but swimming meets, lacrosse matches, and so on).

This is all very simple and many have written about “management by walking around.” But, it must be put into practice and not simply be a show. If a student tells the leader that the food is terrible on campus, the leader should talk to other students to get their opinion and, if all feel the food is terrible, do something about it. Faculty are also “customers” of the university in that they are sought after and need to be retained. A university leader who does not listen to and communicate with faculty will probably not be around long.

Leaders who actively seek out their customers, listen to them, and take action on their concerns will be able to say that they have created a customer-focused culture in their organization.

Customer Focus – The SID Way a self-initiated development workbook for leaders and managers is now available.  What are you doing to enhance your customer focus leadership skills?  Find out where you can improve and help others!  For a full description and to improve your customer focus, order you copy today!

Uncertainties in the economy always seem to result in more work with fewer resources.  There is less hiring and sometimes even personnel cutbacks, as well as fewer financial resources to do the same work that needs to be completed.  How do leaders and managers deal with these facts most effectively while maintaining and even increasing business and reputation, all while keeping staff motivated and performing at their peak?

Before you can identify the specific solutions in how to effectively manage more with less, it’s important to take some time to assess your situation.  This may involve getting team members or peers together to discuss in order to determine where the biggest needs are occurring.  Enlisting feedback from your team and/or peers communicates that you are aware of the problem and that you are serious about taking the best actions to improve the situation.  It also helps motivate your team by keeping them actively involved in identifying the issues and later knowing that they will be part of identifying the solutions. 

Typically, the most common high level areas that need addressed in effectively managing with fewer human and financial resources are:

1. Managing time and priorities efficiently
2. Managing human capital needs
3. Managing client/Board of Director/Board of Trustee expectations

Over the next few weeks I’ll be looking at each of these categories more closely and sharing ideas that you can use that may help you and your team keep on top of the day-to-day needs within the organization and with your clients.

In the meantime, be proactive and get your team and/or peers together to assess the situation by identifying the greatest and most pressing issues. 

What makes Self-Initiated Development stick?  Having a development plan is great.  But unless you have the incentive and motivation behind it you will quickly set it aside and continue on your merry way without receiving any benefits from what you started.  This is where long-term goals and their benefits come in.  It’s like answering the question, “What do I want to be when I grow up?” and putting the answer to that question in front of yourself every day.

Think about your long-term goals?  What do you need to do to achieve them?  Think about them every day.  But, what are the benefits of the goals?  The answer to this question provides the motivation for you to work hard to achieve them. 

I know a young lady I can use as an example.  She was homeschooled and worked very hard at it.  She graduated high school at 14.  She graduated college at 16 and received her Master’s degree in psychology at 19.  Very impressive.  But, what drove her?  It was her desire to become a psychologist and to help people.  That is what she thought about every day.  She didn’t think about it in terms of what she could achieve, rather what would be the results.  But, she was flexible.  During a missions trip to India she realized that her calling was really to work in an orphanage in Mumbai.  Of course she would be able to use her education in her work, but more importantly, she was able to achieve her long-term goal of helping people.

Think about where you want to be in five years, ten years, twenty years.  Can you write down your goals for each time frame?  Don’t be afraid to change your goals as you go along.  But, think of the benefits to your goals and let these benefits be the driving force in your development.