Accountability

Consider this multiple offender (sent to me in response to my last blog concerning compassion in leadership):

"I'm to show these fools some kind of compassion? For what? So they can go back to their cubicle or cubicles and sit at their decks and talk on their cell phones to their friends and look at porn on the computer that I paid for? I don't think so. More than a few have been fired for just that reason. I do not give a damn about the hired help. You are there to make me a profit, just that simple. If you don't like it, hit the street."

Most leaders aren't this angry — or this clueless. But every leader makes errors in judgment that steal precious moments from the lives of others. A few examples:

• Sponsoring a project that isn't ready for prime time.Innovation is good, but must be approached in a way that is consistent with the organization's readiness for change. Asking a talented leader to go where no man has gone before, only to die in the process, derails careers and creates change cynics, not change agents.
• Overloading the star performer. Stars make it look easy. So easy, that it's tempting to keep on throwing balls in their direction, assuming that they will push back when they have too many in the air. Problem is, many times, overachievers don't know their limits. It's likely that the only feedback you'll hear is when the balls start dropping and people start complaining.
• Managing jobs rather than careers. A series of assignments doesn't a career make. Leaders are responsible for helping people manage their careers by challenging them to articulate longer-range objectives and formulate plans to close the gap. Failure to do so can lead to cul-de-sac careers in which the only way forward is to go back (which becomes ever more difficult as the years go by).
• Negatively labeling others. Good or bad, leaders get what they expect. In the words of Ori and Rom Brafman, authors of the fascinating book, Sway, "when we brand or label people, they take on the characteristics of the diagnosis." There's no doubt that the angry leader ranting above has an underperforming staff. Her expectations have become a self-fulfilling prophecy and, as a result, her people are acting out rather than acting right.
• Refusing to address performance issues. It's a fact that some people are better at their jobs than others. If one of your people is struggling, something is wrong. And, if you know it, so do they. Avoid the tyranny of unfulfilled expectations and get together with them — the sooner the better — to figure out what's going on:

1. Do they want to do the job? Do they understand and buy-in to the objectives or approach and are they personally interested in the assignment?
2. Do they have the time to do the job? Is the job doable given the current support, resources, and priorities?
3. Do they know how to do the job? Do they have the necessary skills, knowledge and abilities to get the job done?

Work together to remediate the issues identified. Once you have done all you can, if performance doesn't improve, make a change. Act prudently but quickly — for their sake and the sake of the people who work with them and for them.

In the stress of the day-to-day, it's relatively easy to commit leadership malpractice. Leaders carry a heavy burden and, in many organizations, the short-term rules over the long-term and the ends justify the means.

However difficult, leaders have an ethical responsibility to get the work done in a way that enriches the organization and the people within it. As you examine your beliefs and behaviors, try this exercise: Visualize one of your people coming home after a long day. As they enter the door, their loved one looks up and asks them about their day.

Now decide. What do you want them to say?

John Baldoni

How to learn from poor communication....

If you find yourself having to smooth over a bungled communication, here are some things you can to try to set things right.

Acknowledge the problem. People are upset and confused. You need to note their disgruntlement. To ignore it is to be as rude as the communications directive.

Apologize. Take the high road. Even if the mistake was not yours, as part of management, you should accept blame and apologize. You may express sympathy but do not throw senior management under the bus. Doing so will only make you seem like a finger-pointer.

Refocus on the reason for the communication. Explain the reason for the communication and why the initiative is necessary. This gets you past the poor delivery and focused on the business.

Allow people to express their points of view. Let them vent. Sometimes reorganizations will bring personal hardship, such as more responsibilities, lack of additional compensation, or worse — loss of a job. You are allowed to acknowledge the pain.

Refocus on the initiative. Put an end to the formal venting and refocus on the business case. Even though the communication was mishandled, the reasons for it may be sound. Stand up for the company.

Being honest, none of this is guaranteed to work. When management sends out emails announcing reorgs or initiatives without advance preparation, it sends a strong signal that people really do not matter. While such an attitude may be perceived as more acceptable in today's tight job market, it erodes morale and confidence in senior leadership. Employees may not be able to leave immediately, but they will start to look elsewhere — at least that's what good employees will do. In the meantime they will shift from "commitment" to "compliance," that is, going through the motions.

Still, it falls to managers in the middle to do what they can to make things better. While you may not reverse attitudes toward the company, you can position yourself as concerned and trustworthy. This is critical when it comes to getting people focused on the task at hand as well as asking them to do more with less in these challenging times.

Doing so may allow you to achieve what all the King's horses and men could not do — put the whole thing together again, and in doing so, earn the respect and trust of your followers.

John Balloni

Why We Need To Think Critically For Better Leadership?

David A. Garvin of the Harvard Business School told the New York Times, "I think there's a feeling that people need to sharpen their thinking skills, whether it's questioning assumptions, or looking at problems from multiple points of view." With this, Garvin, who is a co-author of Re-Thinking the M.B.A.: Business Education at a Crossroads, neatly summarizes a foundation for how to begin to instill a critical thinking mindset.

Let me expand further what you need to do to think critically:

Question assumptions. Critical thinkers are inquisitive and look to find the what and the why behind every proposition. We saw the need for this when our financial markets melted in 2008. Crisis can bring out the best critical thinking because it forces you to question how and why you ended up in trouble.

Adopt different perspectives. Take advantage of the genders and cultures represented in today's diverse management landscape. An Indian-trained engineer may not view a problem the way one raised in Iowa will. Both may have the same problem-solving tool kit, but their different experiences can provide valuable insights.

See potential. Assumption-busting and harnessing multiple perspectives are deductive skills. Critical thinkers should also have a creative bent that allows them to see opportunities where others see obstacles. For example, one executive may see a production snag as a problem whereas a savvy thinker must view it as an opportunity to revamp the process to produce something new.

There is one additional aspect of critical thinking that is vital to today's leader: managing ambiguity. The speed of business, intertwined as it is with global factors and complex supply chains, dictates that you will never know all the variables. Therefore, you need to get comfortable with operating in an environment where change is constant and rapid decisions are required.

In a world of growing uncertainty one thing is certain; we will need sharp critical thinkers who can size up the situation, realize the potential where others may not, and seize opportunities through prompt decision-making.

What Makes A Leader ?

When asked to define the ideal leader, many would emphasize traits such as intelligence, toughness, determination, and vision--the qualities traditionally associated with leadership. Often left off the list are softer, more personal qualities--but they are also essential. Although a certain degree of analytical and technical skill is a minimum requirement for success, studies indicate that emotional intelligence may be the key attribute that distinguishes outstanding performers from those who are merely adequate. Psychologist and author Daniel Goleman first brought the term "emotional intelligence" to a wide audience with his 1995 book of the same name, and Goleman first applied the concept to business with this 1998 classic HBR article. In his research at nearly 200 large, global companies, Goleman found that truly effective leaders are distinguished by a high degree of emotional intelligence. Without it, a person can have first-class training, an incisive mind, and an endless supply of good ideas, but he or she still won't be a great leader. The chief components of emotional intelligence--self-awareness, self-regulation, motivation, empathy, and social skill--can sound unbusinesslike, but Goleman, cochair of the Consortium for Research on Emotional Intelligence in Organizations, based at Rutgers University, found direct ties between emotional intelligence and measurable business results. - Daniel Goleman

!
Mahatma Gandhi once said, “Leadership my way is to stand
behind the people I am leading”.

Attributes of a leader:
• Level-headed (Samatvam Yoga Uchyate); Listener
• Efficient (Yogaha Karmasu Kaushalam); Energetic
• Aware (sensitivity: taralata – quality of a yogi); Agile
• Daring (courage: dhairya – quality of a yogi); Durable
• Exemplary (Only way to lead is by example)
• Righteous (dharma: Do The Right Thing!)
L for level-headed: Samatvam Yoga Uchyate: “Evenness of Mind
is Yoga,” thus says Krishna to Arjuna in Bhagwad Geeta. The true
test of leadership comes during crisis. How to remain even-keeled
despite the chaos and panic is very important so rational decisions
are taken. Yogic practices of Praanayaama, Shavasana and Dhyana
are very practical tools to help us build and enhance levelheadedness.
Consistent practice trains the body and mind to
function efficiently despite the adverse situation. As we increase
our ability to listen to our own body and mind well, listening to the
masses becomes easier. There is a reason why we have two ears
and one mouth. We should listen twice as much we speak!
E for efficient: Yogaha Karmasu Kaushalam: Another quote
from Bhagwad Geeta defines Yoga as “efficiency in action.”
Efficiency is an important attribute of a leader. Someone has said,
Managers do the things right whereas leaders do the right thing! It
is not about doing ten given tasks but is about optimizing and
doing them in just five. Efficiency comes through careful analysis
and action. Yoga makes your body and mind more efficient so the
energy is conserved and used efficiently towards the crisis in hand.
We are all focused on making our cars, houses, environments more
efficient, we forget to restore the efficiency of our own body and
the mind. Health-care can be made more efficient if proper Yoga
practice is prescribed and practiced.
A for Aware: (Sensitivity - Taralata – quality of a yogi) Leaders
are expected to solve the problems and intervene in crisis. If we are
aware of the root of the problem at hand, solving it becomes
easier! Developing awareness is how we get to the root of any
problem. We are a very busy society with no time for selfawareness.
Yoga helps tremendously increasing the sensitivity of
our body and mind so we are aware of when it is sick, hungry, tired,
and so on. A leader with heightened sense of awareness can do
wonders for the society. Pre-emptive actions can be taken before
crisis is developed and escalated at all levels. After all, an ounce of
prevention is better than a pound of cure, is it not?
D for Daring: (Courage - Dhairya – quality of a yogi) A good
leader should dare to do the right thing which not necessarily is the
most popular( thing to do.) To stand up against a bully – whether
the bully is an individual, a community or a nation, - tremendous
courage is required. Yoga practice makes your body and mind
strong so it does not fall prey to internal and external bullies. Weak
mind succumbs to bad temptations. Weak body succumbs to
diseases. Yoga makes you strong, at the same time keeps you soft
so courage and compassion can co-exist! Practice of
Praanaayaama is how you conquer Anxiety. FDR has said, Fear
has fear to fear itself. This statement can be experienced with
consistent practice of Praanaayaama. Practice of Asanas can make
the body so strong that you conquer disease!
E for Exemplary: (Only way to lead is by Example) Leadership is
not just talking about these attributes but putting them into action!
Leading by example is the only way to lead. To motivate the
masses to lead a life full of purpose, energy and vitality, leader
needs to exhibit those qualities through his or her actions. Yoga is
one therapy where the therapist must be experiencing the therapy
that is being prescribed to the patient. Consistent Yoga practice
helps you be energetic and then that energy can be used efficiently
for the betterment of the society at large. Many a times, leaders do
exhibit a lot of energy directed towards wrong things, or at the
expense of relationships or health. Yoga helps you have the cake
and eat it too!
R for Righteous: (Dharmam Chara – Do the Right Thing) After
defining leadership in the context of Yoga, we come to the punch
line. All the above attributes culminate into doing the right thing!
Talking about doing the right thing has to end in doing the right
thing! Leaders through their level-headedness, efficient approach,
awareness of society’s needs, daring to stand up for the just cause,
leading by example need to do the right thing in the context of the
situation! Right is relative. Yoga practice keeps your rationality
and intuition alive. Leaders need to lead using their head and heart
given the context of a crisis.
Dharmam Chara (live righteously) is nothing but saying – do the
right thing! Dharma is a universal principle of holding the society
together.
Summary: In this article, we have shown an inseparable link
between Yoga and Leadership that is universally applicable to all
times. Putting the Yogic principles and practices to use can help us
all tremendously at all levels – from an individual to a nation, to
the entire world! Vasudaiva Kutumbakam - the whole world is a
family - can then become a reality when every person in the world
thinks and acts with these leadership attributes. We would like to
see Yoga practices added in our primary, secondary, high-school
and college curriculums to bring physical, emotional, social and
spiritual harmony. Corporate leadership and management training
needs to adopt the Yogic practices to make sure the all the
attributes mentioned above are addressed. Once we lay a strong
foundation, the new, emerging leaders can lead the way for a
bright future for the society with thriving global health, global
economy and the entire ecosystem!
Well, practice, practice and practice! Thanks for l(r)eading!
Let there be harmony, health, and happiness to everyone in this
world!