Leaders occasionally struggle alone at the top or with a few close peers, sometimes feeling distanced from those down line.  This struggle is due in part to the nature of being a leader and being at the helm of the business.  Leadership also requires a level of distance because of sensitive information that may not be appropriate for direct reports and others in the organization at certain times.  Because of your unique position in the organization, how do you balance the privacy need and at the same time develop a team environment for your department and organization to succeed?

First of all you have to realize that to be a successful leader you need to have unity with your team because you cannot lead a business without them.  With this realized it then takes planning to incorporate strategic parts of your time to devote to your team.  This time can come in the form of developing individuals, providing direction, giving encouragement and motivation, and reinforcing the vision and direction of the business. 

Most of all, however, it takes modeling and communicating the behaviors that you want your team to embrace and since leaders set the tone of the organization, that tone will be what is followed by others. 

Finally, be genuine with your team and others in the organization because followers can always "smell" when something isn't right.  If you cannot disclose certain facts that your team inquires about, be honest and let them know you are not in a position at this time to discuss but will as soon as possible.  Then, stay connected!  After all, it is a cohesive team led by a competent and authentic leader that will help the organization succeed.

Sometimes events occur that bring life and it's challenges into perspective.  Two weeks ago I was prepared to cancel a much-needed vacation to visit a client instead.  The day before I planned to cancel I had a minor "cardiac event" and had to spend some time at our local hospital.  I was telling the cardiologist about my plan to cancel the vacation and she warned me not to do that - the vacation was much more important than the client visit. 

I've given a lot of thought to my "event" over the past two weeks and it struck me that most leaders do not take care of their own needs, especially their health needs.  I looked at it this way, if I were to die or become incapacitated, my clients would go on (yes, they would miss my sage advice!).  But, my children would not have a father to share their special events with or to give them guidance and advice as they struggled with their own challenges.  My wife would not have her companion and best friend to enjoy life with.  My friends would also have a big hole in their life as well.  And, who would pay the bills!

Seriously, leaders need to take the time (and it is all about time!) to take care of their health, their family, and their own mental and spiritual needs.  Leaders who are well rested, centered, and enjoying life are much more effective than overworked and stressed leaders.  There is a lot of validity to the statement, "stop and smell the roses."  Whatever your rose is, stop and smell it - you will be renewed.

Loyalty is a key attribute of an effective leader.  When we normally think of a leader's loyalty we think of the leader's allegiance to the organization and its mission.  But, loyalty is more complex for the effective leader.

An effective leader is loyal to his or her staff.  The leader demonstrates loyalty by empowering their staff, taking the time to get to know them individually, and trusting them.  A leader also represents the interests of the team when working with other leaders or senior management. 

This doesn't mean that an effective leader is always nice or always believes the staff member.  Sometimes leaders must take developmental or disciplinary steps.  In some ways, even these acts are a demonstration of loyalty.  When discipline is administered effectively the staff member's performance will typically improve and the leader should acknowledge this and give the person a "fresh start."  Of course, discipline does not always turn out good and the person continues their poor behavior.  In that case, the leader must be prepared to take further steps.

Loyalty also includes knowing when staff members need coaching or conversations regarding their performance.  Leaders also should "walk the floor" to know what each staff member's job is, what problems they face, and how the leader can help them do a better job.

An hour a week simply talking with staff members goes a long way toward developing an effective staff and also toward developing staff loyalty to the leader and the organization.

To begin this blog I want to focus on a series exploring components that constitute effective leadership. 

I was talking with someone this morning about leadership and I made the comment, "Effective leadership is when someone is being led and they don't know or feel that they are being led." In other words, an effective leader leads others toward a goal without forcing them to follow, coercing them to follow, or even rewarding them to follow.  People follow an effective leader because they WANT to follow that person.

In thinking this a bit further, I do believe that the principle is situational.  Sometimes, when a goal is vague or nebulous to people a leader must use some coercion or reward tactics.  Sometimes, such as in battle, there are negative consequences for not following the leader and the leader may not be able to be specific about the goal and its benefits (for security reasons).

But, for the most part, I still feel that an effective leader uses personal magnetism, honesty and motivation to instill in others the desire to follow.  Have you ever heard anyone say, "I would follow (name) anywhere?" 

That is the case with effective leaders; people would follow them anywhere.

In todays economic environment, we tell ourselves we must work harder and harder to gain a competitive edge.  I know  that is my self-talk as well.  But, we need to slow down.  I recommend, to many executives that I coach, something called sacred time.  This is time spent a couple times a week in a quiet place with no technology and no distractions.  At a minimum, I recommend two 20-minute periods.  It is uncomfortable at first, but most people come to cherish it as time well spent.  What happens during sacred time?  Well, after a few sessions we begin to listen  to that inner voice of calm and reason.  We prioritize better.  We think about what is important and what isnt quite so pressing.  We become better at what we do.

But, in times like these the tendency is to forget things like sacred time  and that is when we become disoriented and frazzled; because, there are few things on your schedule more important than the sacred time.  Also, remember that your family and loved ones feel your stress as well.  Take time for them and dont forget what is most important in your life.  Sacred time will help you focus on what is most important  try it  you need it now, more than ever.

For coaching to be successful there must be a strong level of trust between the coach and the coachee.  Coaches must be as confidential as doctors or lawyers.  It is expected by coachees and this trust is not to be broken. 

Assessment results and conversations between the coach and coachee are considered very confidential.  The coach should make this very clear up front and demonstrate confidentiality throughout the engagement.

However, coaches need to keep in mind that their confidentiality may be tested.  Often, a person is being coached on the recommendation of a supervior or someone in leadership.  They may expect that you report progress to them about the coaching engagement.  Although this may be expected, the coach must be very careful and describe the progress (or lack thereof) in general terms.  The sponsor may ask probing questions, but the coach must be prepared to state that specific information cannot be provided.  Again, the parameters of confidentiality must be made clear with the sponsor up front.

We often don't think about the coachee keeping the engagement particulars confidential.  But, we have had situations where a coachee will tell a colleague specifics or state something like, "My coach told me to..."  Make it clear to the coachee that confidentiality is a two-way street.  The coachee's comments can damage the relationship as well, particularly if the person misunderstood something the coach has said or misapplied a principle that was being discussed.

The foundation of any coaching relationship is confidentiality.  It should be the overriding principle for every coach.

ISSUE:

Many organizations have difficulty developing effective customer relationships and winning proposals because of organizational impacts.  The effects of a sub-optimal proposal organization include:

•   Lack of communication regarding customer needs and issues between customer-facing teams (such as account managers) and proposal management  and development team.  Result  a proposal that does not address the customers key issues
•   Lack of an effective proposal review process
•   Lack of discipline in organizing and scheduling proposal activities

This brief paper looks at best practices to solve this issue.

BEST PRACTICES

The first step in determining the depth of the problem for an organization is to conduct a Business Development Audit.  This audit examines the process that is currently used to develop business, including proposal activities.  The audit compares the current process with the actual process used; these are often quite different.  Through extensive interviews of all parties participating in business development, proposal management, and customer relationship management, the audit will reveal the impact that the current processes have on win rate.

Two strong teams are needed for effective, customer-focused business development  account management and proposal management and development.  Effective organizations take proactive steps to ensure that communications are complete and continuous throughout the proposal process.

The Proposal Manager is responsible for developing a relationship with account managers that enable effective communication between account teams and proposal development teams.  The Proposal Manager is also responsible for:

•   Ensuring that the business development process is effective and working
•   Ensuring that communication between the account teams and proposal development teams is complete and continuous
•   Scheduling proposal activities to ensure that time is allowed for effective red team reviews
•   Managing information to ensure that the proposal includes all information to address customer key issues
•   Tracking all proposal activities to ensure that the proposal schedule is met

Essentially, account managers and the proposal manager become a TEAM that ensure that the best possible proposal is produced.  The best proposal is a winning proposal and a winning proposal is one that is focused on addressing the customers key issues.

The Bottom Line

Increase win rate by:

•      Managing communications between the Account Teams and Proposal Team
•      Assessing that the current proposal process and modify as necessary to ensure effectiveness
•      Holding the Proposal Manager accountable for the proposal development process, proposal reviews, and scheduling

Developing relationships in business development is a key to success.  We have all seen the business development person who has a database of hundreds or even thousands of contacts and knows everyone on their list.  This person can also call most of the people on their list and ask for a favor if needed (or an audience if they have a new product or service). 

How do they develop such lasting relationships with customers and colleagues?  Yes, they may be a good "sales person" and likeable.  But, what clearly differentiates them is that they take a sincere interest in the people they come in contact with and show genuine concern.  They listen to customers (and potential customers) as people.  They learn about them and they remember things about them.  They look for openings to learn about common interests and historical linkages (perhaps they both went to the same college or both were in Europe at the same time).  These commonalities strengthen relationships and help people remember a good experience with someone.

Early in my career I was tagging along with a V.P. of Business Development at a tradeshow.  He talked to a lot of people, but rarely talked business with them, and he certainly didn't put on his "salesman hat."  I commented to him later that I didn't understand why he wasn't selling.  He laughed and said, "I can sell anytime, my purpose here is to make new friends and to strengthen my relationship with old friends.  Later, when they have a need, they will call me.  Or, if I perceive they have a need I can contact them and talk to them about the benefits we can provide them."  He also explained to me that he learns as much as he can about people and send them information that can help them personally and professionally.

Think about how you can build relationships instead of sales!  Build the relationships and the sales will follow.

Once you have decided to use a 360 assessment for development there are a few things to look for in choosing the best tool for your organization.

1.   The process should be communicated.  This communication should come from the appropriate level of the organization to show support, explain why it is important, how the data will be used, and that the responses are confidential.  From the participant a courtesy email should go out to respondents prior to the launch to request participation and explain the time needed to complete.

2.   The tool needs to be customizable.  This is important because each job position has unique requirements.  For example one position may require expert presentation skills while another position has customer service requirements.  A customized assessment based on job description ensures that the results are valid for the position, thus accurately measuring the skills, behaviors, and attitudes appropriate to the position.

3.   The assessment needs to be confidential.  Respondents are more likely to answer questions when they know their responses will be grouped or aggregated with other respondents.  This allows them to honestly answer all questions without fear of possible retribution.

4.    The assessment needs to be easy and clear to users.  If questions are vague the results can be skewed and reduce overall validity. 

5.    The assessment needs to have a self assessment component.  It is highly beneficial to identify if there is a difference in self and respondent perceptions. 

6.    The assessment needs to be built with the time factor considered.  Ideally on average it shouldnt take more than 15-45 minutes for respondents to complete an assessment.  It is important to have the right type and numbers of questions for the job position; however, it does not need to be an exhaustive list of every skill, behavior, or attitude for the job position; just the most important.  Additionally, the shorter the assessment the more likely respondents will complete it in a timely manner.

7.    The assessment should be accessible online 24/7 on a secure server to accommodate security needs and respondent schedules.

8.    The report needs to be easy to interpret.  There is nothing worse than a complicated report to read after the process is over and trying to figure out what everything means and then what to do with the data.

9.    The report should serve as a guide to an action or development plan that can be implemented with ease and without spending a great deal of time figuring out how to improve in low scored areas.  Ideally, the report should give recommendations specific to each area needing improvement.

10.  The report should be used for development purposes.  As explained earlier, participants are more likely to respond to development improvement if it is conducted in a positive manner.

360 assessments have been used for many years for performance and professional development.  Typically organizations use assessments in two primary ways, simply put:

1.   Performance evaluation  a tool to measure job performance levels which provide input into formal performance evaluations and pay decisions

2.   Performance development  a tool to identify performance strengths and weaknesses which provide input into individual professional development needs

While measurement and development are vital to successful organizations, using the 360 assessment tool to measure performance for the purpose of evaluation and pay decisions can be difficult for several reasons.  First, the tool needs to go through rigorous validity and reliability tests to make sure it accurately measures skills, behaviors, and attitudes that are reflective of the specific job position.  Second, measurement of this kind can be skewed because those responding to the questions in the assessment may not always be objective in their responses if they know promotion and pay may be tied to their response.  Third, evaluative assessments in the work place are often viewed negatively if it is tied to promotion and pay decisions; therefore, a higher risk that results do not always promote the organizations goals.

While performance clearly should be measured, there are often more positive and reliable ways to measure individual performance such as meeting clear job performance goals in alignment to the job position, continued professional development, and the overall success of the individual in their unique position; all tied to the overall organizations goals. 

When organizations use a 360 assessment tool for the purpose of improving individual performance for the overall growth and development of the individual and the organization as a whole, the outcomes are extremely positive.  The assessment development concept is typically more widely received by 360 participants and respondents because the potential for losing promotion or pay are not part of the outcome, only further growth and development; thus, it is a positive proposition for all.  360 assessments used as a development tool still needs to be valid and reliable because they are indeed tied to a specific job position and set of position competencies.  This reliability and validity check further provides confidence to participants and respondents alike in knowing the outcome will accurately provide quantitative and qualitative data to assist individual development. 

We believe that fundamentally all people want to be the best they can be in their professional life and that having a 360 assessment tool to identify strengths and opportunities for improvement gives people an even greater chance at increasing their professional success and the collective success of the organization.