The Halo Effect, by Phil Rosenzweig.  I'm a little over half way through this book and it has been eye opening to say the least.  The willingness of the author to look at the major publications in the business field and their conclusions about business practice has been revealing.  When reading some of the other books discussed or hearing about the companies cited by other authors as examples of best business practices and models for other to follow, it is possible to get the sense that if you just follow the boiled down best practices, anyone can have a great company.  After reading the Halo Effect the amount of guesswork and gut-instinct that goes into defining these "best practices" becomes obvious.   In essence, the halo effect comes from any data which draws from subjective impressions and opinions, no matter how well informed, regarding a business' practices.  According to Rosenzweig, any company that is doing well will be considered to be doing better and have superior processes, personnel and strategies than those who are not doing well.  This is regardless of market and other environmental factors which may be completely out of the control of the business.  The halo effect, or the residual "shine" from being considered to be doing well, influences every other consideration so much that it is nearly impossible short of clearly objective data of separating fact from halo.

What is coming clear to me is that there are halos, both good and bad, pretty much everywhere you look and being aware of that can make me more capable of making better decisions and, perhaps, more cautious in handing out praise OR judgment.

This is a good read, although Rosenzweig's attack on pretty much every major business research book does get a little frustrating.  I'm anxious to see as I get into the last part of the book if this is anything more than a doom and gloom reaction to other writer's success.  I don't doubt there IS a halo effect, but I also am pretty sure that most of the principles I read in other books have some validity for best practices in the business world, even if they can't clearly be supported by hard data.

Expediency, Exigency, and Ethics

Expediency can be defined as: a regard for what is politic or advantageous rather than for what is right or just; a sense of self-interest.
Exigency may be defined: need, demand, or requirement intrinsic to a circumstance, condition, etc.: the exigencies of city life.
Ethics:  that branch of philosophy dealing with values relating to human conduct, with respect to the rightness and wrongness of certain actions and to the goodness and badness of the motives and ends of such actions.

Three 'E' words that make all the difference in how we live and conduct our lives.  I think it is  accurate to state that most would avow that they live their lives according to an ethical standard.  That standard includes such moral virtues as honesty, respect, fairness, etc.  Our behavior, for I include myself in this group, seeks to portray a belief in ultimate values of right and wrong with a focus on living a righteous life.


Now enters exigency.  Who of us cannot deny that life pushes at us and is sometimes almost overwhelming in its intensity.  The demands of work which focus on productivity, seemingly above any other consideration, the pressures of domestic life and relationships all create a sense of demand that brings us to the edge of our ethics and personal values.


Exigency then gives birth to Expediency.  What is advantageous for me, rather than what is right.  What will benefit me or mine in the moment of pressure often takes supremacy over our ethics.  We sign a paper we shouldn't have, we tell a lie to make ourselves look better, we pocket an item that doesn't belong to us.  The exigency of the moment passes and we find we have stepped beyond our ethics and for what?  Our act of expediency instead of enriching us, has lessened us.  Any temporary benefit received pales when evaluated against our loss of character.  The explanations we make to excuse the act are for others, or perhaps even to attempt to fool ourselves, but we know the truth.


Better to live right, to choose right, and to choose right in advance of exigency than to allow expediency to prevail.
 
 

Tone Makes the Difference

  Recently I have been reminded of the significance of Tone in how conversations are perceived and the reactions engendered.  This short video captures some of that with these three points:

1. Tone is more important than the words used.  How we say something is more important that what we say.  Understanding this is crucial for anyone who desires clear communication.  But it also means that there must exist a certain amount of Emotional Intelligence on the part of the speaker to control their own emotions enough to modify the Tone so that the content of the message can come through.  If you can't control your own emotions, you can be sure that what you are saying is usually misunderstood and could be the source of frustration and difficult relationships at work, or at home. 
2. People's reactions are determined a lot by your tone.  Those reactions may seem all out of proportion to what you have said, either for good, or for ill.  If you perceive that the reactions to your comments don't match the content, it is probably because your tone of voice has conveyed an entirely different meaning.
3. You control the tone.  The world is full of individuals who would prefer to be victims and insist that they have no control over such things and that everyone misunderstands them.  Honestly, I have little time for these kind of people.  Everything rises and falls on leadership and leadership starts with me leading ME.  I refuse to be a victim!  Which means I have to accept responsibility for my communication, and thus the tone of voice I use in that communication. 

In conclusion - ponder these three points and start paying attention to how you say things as much as what you say.  This includes your email, too.

Tips for Participating or Leading a Book Study

Here are some tips for those participating or leading a book study for work, church, or personal enrichment.  While not exhaustive, these tips should help you get the most out of the study and provide an enriching experience for all involved.

Participants:

1. Once you know the date of the next book study session, plan backward to allow plenty of time to read the material and reflect on it.
1. Read about 5 -10 pages at a time, any more and the material can be overwhelming, any less and you may miss important connections
2. As you are reading or while reading underline or highlight points that stick out as significant.
3. After reading sit quietly for a few minutes and ponder what the author was trying to say and try to contextualize it in your own life with an example, either in support or in contrast (yes, it is OK to disagree with the author).  Jot a few notes in the margin or at the end of the section from your pondering.
4. Also write down questions or observations which the reading has prompted.
2. The day before or at least the morning before the book study, review what you have underlined and the notes you have made so the material is fresh in your mind.
3. During the book study ALWAYS make sure you speak up at least once. 
1. Your participation enhances the learning experience for everyone
2. Your participation marks you as an interested learner, while your quiet observation could be construed as passive or worse.
3. Your participation will stretch your communication skills and enhance your ability to articulate concepts and interact with peers in a healthy exchange.
4. NEVER be rude or offensive in your comments, remembering "you catch more flies with honey than with vinegar."  Obnoxious people develop a reputation which almost always limits their upward mobility and reduces their number of friends and colleagues.
4. If the opportunity is offered to lead a discussion, ALWAYS volunteer.  This will elevate your communication skills and make you more likely to be noticed as someone willing to take a risk and exercise leadership.  To quote a line from the "Replacements" movie:  "Leaders always want the ball."
5. Following the study, take time to write a short summary of the conversations and points which made an impression.  Ponder those points and see where you could make application in your personal life.

Leaders:

1. ALWAYS be thoroughly prepared to carry the conversation for the entire session if necessary, anticipating that few may join in, if they do, that is a bonus; if not at least you are able to share content.
2. Start on time.
3. End on time
4. Set the date for the next session and announce it well in advance so participants have more than enough time to complete the reading.
5. Use questions which require longer responses.
6. Call on select individuals to respond to questions in a non-threatening fashion.
7. ALWAYS be positive when participants take the risk to respond - even if they are completely off target, be positive and then gently turn the conversation onto the right track
8. NEVER denigrate those in leadership in your organization, instead find the positive and keep that if focus.
9. Encourage participants to lead different sessions of the study.  This allows them to practice leadership and communication skills - HOWEVER, even if someone has volunteered to lead a session ALWAYS, ALWAYS be thoroughly prepared yourself to lead that session as well.  The individual could be called away or simply flounder so much that your assistance could be needed.
10. Use personal examples carefully and be especially careful about going into too much detail.
11. If someone is dominating the conversation, regain control by directing specific questions to other individuals directly.
12. After the study, write a short summary of the conversations, relevant points and a list of those present.  This will be useful if you conduct the study again in the future and there may have been points raised which require more research, or can be implemented into your personal or professional life.

Execution, by Larry Bossidy and Ram Charan - Book Study Session 2- Chapters 2 & 31

In this session we discussed the material found in chapters 2 and 3.

The session began with reference to this quote:  "...intelligent, articulate conceptualizers don't necessarily understand how to execute." p. 36  This resonated with several of those participating who felt they may have fit this description.  Certainly for many there is a disconnect between the thinking/analysis/planning of activities and the execution/doing/follow-through which produces results.  Bossidy and Charan talk about developing a culture of execution based on performance which prevades high performing organizations.

The four parts of Joe's learning curve (explained on p. 38) provide a case study and a paradigm for this culture of execution:  1.  Involve all the people responsible for the plan, 2. Ask the "hows" of execution, specifically, "how will we accomplish the goals we have set for ourselves," 3. Set clear, unarguable, milestones and then hold people accountable, and 4. Have a contingency plan to deal with the unexpected.  From the discussion we learned that for many the challenge of holding people accountable is probably the most wide-spread.  It also came to light that involving stakeholders in the contingency planning could contribute to developing the culture of execution as there would likely be greater ownership.

QUESTION:  Which of these four steps is the most challenging for you and describe how you might practice this step in the near future.

In chapter 3 the authors  present the Leader's Seven Essential Behaviors:

1. Know your people and your business: "In companies that don't execute, the leaders are usually out of touch with the day to day realities." p. 57-58.  One of the participants mentioned that he has a note on his desk he sees regularly that says:  "The Customers Are Out There" meaning out of the office.  Good leaders know the business and even find value in being quizzed by their own leaders as it provides an opportunity to learn as well as to shine.
2. Insist on realism:  from Jim Collins in Good to Great:  "You absolutely cannot make a series of good decisions without first confronting the brutal facts."p. 70  It is easy to delude yourself into believing things are fine, particularly when you ignore the essential behavior of knowing the people and the business.
3. Set clear goals and priorities:  "Leaders who execute focus on a very few clear priorities that everyone can grasp." p. 69  The tendency for most is to allow themselves to be pulled in so many directions that they accomplish little or nothing.  Focus is the key of achievement and it starts with identifying the key indicators for success.  (see other posts in this blog)
4. Follow-Through:  "The failure to follow through is widespread in business, and a major cause of poor execution." p. 71  The discussion focused on "follow through mechanisms."  These mechanisms are things which we put into place which forces us to remember to take action on the steps we have set for ourselves.  It can be as minor as putting an even on the calendar or as elaborate as a full project management system.  One thing for certain, without follow-up, things will NOT get done which will derail the plan.
5. Reward the Doers:  It is a fact that in our business (higher education) the ability to provide financial perks basically doesn't exist.  However, that doesn't mean we can't follow this behavior.  It does mean we have to provide more intrinsic rewards, the foremost of which has to be appreciation.  More people quit their jobs due to a lack of appreciation than any other factor.  Leaders have to be able to provide this for their followers, EVEN WHEN THEY THEMSELVES DON'T FEEL APPRECIATED.
6. Expand People's Capabilities Through Coaching:  "the skill of the coach is the art of questioning.  Asking incisive questions forces people to think, to discover, to search."  p. 74.  Leaders who care about their people recognize the importance of investing in them and coaching their performance to higher levels.  Coaches care about the individuals on the team AND the goals of the team.  They care about doing things right AND doing the right things.
7. Know Yourself:  "Emotional fortitude comes from self-discovery and self-mastery.  Good leaders learn their specific personal strengths and weaknesses, especially in dealing with other people, then build on the strengths and correct the weaknesses."  p. 79   Finding out who you are and "being comfortable in your own skin" is an essential behavior because it enables you to strengthen your weaknesses and capitalize on your strengths.

QUESTION:  Take one or more of the above and share your own insights as it relates to that point.

Indicators of Success

I wrote in an earlier post about the definition of success.  In this post I'm not going to focus on what success means but rather on those things which are the measures used to gauge the progress toward success.  If you have defined success in terms of money, or property, etc., what I'm talking about are the indicators you will watch to determine whether or not you are approaching your goal. 

Everything we do is an indication of something.  Finding the right indicators and then paying attention to them is what differentiates success from failure.  Let's look at a goal of being physically fit.  You may define that by a specific weight, or certain body dimensions or BMI or the ability to achieve defined athletic goals or any combination of the above or more.  Indicators which would lead to success might include measuring caloric intake, or fat intake, or exercise, along a path that will lead eventually to success.  For instance, you might set a goal of losing five pounds in weight.  As you track your caloric intake, nutrition, etc, you will be able to see yourself either proceed toward or away from your goal.  Not tracking these indicators can provide the illusion of success, while in reality you are going the opposite direction.  Those who are serious about achieving success will not just define success, but will also identify which indicators are most likely to identify progress toward that success. 

The indicators should be limited to as few as possible which will provide the necessary guidance.  Having too many indicators overburdens the mind's ability to stay focused and actually detracts from the possibility of success.  As an example, one author I read said that studies have shown (this is what everyone says but hardly anyone ever checks the studies) that those who have been most successful in consistently losing and keeping weight off have two patterns of behavior (I will call these indicators): they drink a glass of milk each day and weight themselves each day.  Two things - not a dozen.  The right indicators, once identified can place success within reach.