Become an Influencer

The fact is – modern businesses are constantly burdened by long-term problems. These problems don’t go away. They don’t change. They’re not getting any better.

The problem is – not that we lack the courage to confront these problems, we lack the skill. People tend to act like “copers”, rather than influencers.

The outcome is – we develop complex coping mechanisms and justifications to deal with these problems without creating lasting change. Our business plans do not execute as expected, and we have trouble motivating individuals to follow through with goals.

The solution is – to recognize our ability to influence problems. To be an influencer, we must focus on a small number of “high leverage” behaviours, and apply these to our interactions in order to develop superior performance.

The question here is influence. Why do some organizations seem to resolve their issues, while others remain stagnant? What does it take to influence employees in order to get a solution implemented?

The key is to understand that you, as a leader, have the responsibility to find out what motivates your co-workers and apply that knowledge to get results from them.

There are two kinds of companies in the business world. One kind of company has leaders who are continually meeting new challenges, while the other has leaders who resign to dealing with an ever-shrinking list of challenges “within their control”.

One set of companies is innovating and seeking to deal with its problems. The other is setting up barriers to its own accomplishments.

One organization has influencers, the other has leaders who develop coping mechanisms.

It’s so easy to be the second type of company. That’s the company that labels its challenges as “out of its control” or “impossible to resolve”. It is the company that accepts the status quo. It is the company with a group of leaders who don’t understand influence, and haven’t taken the time to see how they can motivate others to perform.

Dealing with Organizational Silos

All of this talk about paradigm shifts, and out of the box thinking, is starting to wear just a little bit thin. We have all heard it so often, for so many years, in so many different situations, that it has become a seriously depreciated asset whose value has plummeted with each subsequent uttering. The truth is, why are we so worried about getting outside of our box, when many of us can’t even get outside of our department?

Organization after organization – from Canada to Kazakhstan, from Albania to Australia – have become frighteningly compartmentalized, bent inward, shaped into neat little silos, the walls of which seem to have been reinforced with iron will. The risk is simply that the phrase “dismantling silos” holds about as much water today as other jargon words like – solutions, empowerment and transparency. The premise of the argument has been so slowly and so completely worked to death, that the term now lacks any sense of its original urgency or purpose. Call it what you may. Label it how you wish. The problem remains. Silos are still wreaking havoc on organizations day after day. Does anyone care?

We do. So, here are The Beacon Group’s Keys to Breaking Your Silos and Fiefdoms …

Invite the outside in – Why not simply flip things on their head. Rather than build walls – open gates. In every meeting you hold, from now on, invite at least one member from another department to attend.

Go walk about – In the same vein as inviting others to your meetings, go traveling. Invite yourself into “their” meetings. At a minimum, it will show you are interested, and perhaps even incite a reciprocal walk about by them. In addition, get out of the building. Go visiting. Visit suppliers, vendors, even competitors, as often as possible to learn how they conduct their operations, and then bring that knowledge back to your organization.

Demand super-fast technology – Want to break down the walls? Crank up the heat. Things moving too slowly? Turn up the dial. Information taking too long to get to you? Lubricate the channels. You should not only have information flowing to you, but it should be coming quicker and quicker every day. Out fox the fox.

Publish everything – Set the tone by becoming the best darn newspaper or magazine in town. Publish everything. We mean it. Open the valves to full steam. At monthly town hall meetings, devote a portion of your time to “Lessons learned from others”. Make it a priority to learn about new developments and procedures that work for others, and may work for you.

How the Mighty Fall

“I’ve come to see institutional decline like a staged disease: harder to detect but easier to cure in the earlier stages, easier to detect and harder to cure in the later stages.”

Author Jim Collins from his book “How the Mighty Fall: And Why Some Companies Never Give In”

11:40pm, April 14th, 1912, three bells sound.

“Iceberg, straight ahead!”

The First Officer gives the command “hard-a-starboard”, but it’s too late.

The RMS Titanic strikes the iceberg and begins to sink. Hours later countless lives are lost.

How did this happen?

If it had been almost any other boat in existence, this wouldn’t have happened.

This tragedy could have, and should have, been prevented. The Titanic had been dubbed unsinkable, so there weren’t enough lifeboats on board for all of the passengers. In addition, reports of icebergs in the vicinity hours earlier had been ignored. This is the very same sort of arrogance, and denial of common sense, that author Jim Collins says happens every day in business.

Before tragedy hits your organization, you should be on the lookout for the predictable pattern that often traps companies, and ultimately leads to their doom.

The Fact is – if you’re lucky, your company is or has been successful.

The Problem is – in many cases, this success can create a sense of invincibility and false optimism that can ultimately erode the foundation of your company.

The Outcome is – a culture that falsely believes success will continue indefinitely. Ego begins to take over from common sense on key business decisions.

The Solution is – to constantly monitor your organization for signs of overconfidence, and a decline in the rigour with which you made decisions in the past.

Like those at the helm of the Titanic, it’s easy to believe your company is too great to succumb to failure. Collins argues, however, that this sort of mentality is exactly what gets companies into trouble. Perhaps Intel Chairman Andy Grove had it right when he said “only the paranoid survive”.

Remembering that Collins is also the author of “Good to Great”, it is important to note that great organizations were the by-product of humble, company-focused Level 5 Leaders. In the “fallen” companies, Collins found that they lacked any Level 5 Leadership whatsoever.
The Beacon Group’s Key’s to Recovery and Renewal …

Strive for Greatness – If your organization has strayed from its roots, take time to ensure your leaders have the best interests of the company in mind, that you have selected the very best people, and that you focus on the things you can do better than anyone else.
Don’t Read Your Own Press – While success is never a bad thing, don’t let it go to your head. There is always another company out there trying to unseat you. Worse yet, poor decisions and internal laziness can cause your own downfall.

Have Plenty of Lookouts – If you have the right people, at all levels in your company, they will keep their eyes on the horizon, constantly on the lookout for “icebergs” that may harm you. Trust them when they bring items to your attention. The more eyes you have looking for trouble, the less likely you will be to run into it.

Followership

The appetite for books on leadership and management is now so great that many, if not most, have the sexier of the two words, leadership, right in the title – and that’s the problem with leadership today. Leaders in the workplace are always aiming to achieve the benefits, stature and even glamour of being a “real” leader – the person who calls all the shots and creates a visionary plan to boost revenues.

How can you blame them? It’s all they’ve ever read about. It’s all they ever see in the workplace. Perhaps it’s even the behaviour you project as a leader yourself.

Being the stereotypical leader is the easiest way to stand out, the easiest way to be noticed, and the easiest way to move up. Everyone speaks that language.

Who would want to be a follower anyway?

The Fact is leadership, as we know it, is about the individual. It’s about guiding the sheep, if you can put it in those words.

The Problem is that this idea of leadership leaves out the contributions of many others. Worse, it blocks leaders from noticing other leaders.

The Outcome is a company that becomes dependent on the ideas, values and direction of a single person, or group of powerful leaders.

The Solution is to consider the less glamorous role of followers in your organization and assess their condition. Are they detached? Will they question your leadership? Will they follow you in every action you take?

Followership talks about a similar concept. The people you’re leading can play vital roles in organizing smaller projects, smaller groups and smaller ideas. They can mobilize entire components of your vision, or they can be ignored and become isolated and detached. Just because they don’t stand out, doesn’t mean they should be disregarded.

You know exactly who these people are. They are the implementers. Those who sit quietly in meetings, gather all the information, and spring into action when the plan is set.

They are everywhere. You see them every day. But, they don’t scream individualism.

They may not come up with the latest and greatest ideas, but this doesn’t mean they don’t have the power to guide the fortunes of your organization.

Followers are important. Are you paying attention to them?

Getting to “There” Before They Do

You find yourself at a dead end. You thought all along that your path was destined for greatness. But here you are, with nowhere to go.

Did you pick the wrong path? Not initially.

Did you move fast enough? Sure, at the beginning.

Did you think that you could close your eyes and let your “career cruise control” take over? Unfortunately.

The fact is – too many people, in far too many organizations all over the world, seem to feel they can stop learning and still progress. They think that once they get onto the first rung of the corporate ladder, they’ve got it made. They think there is nothing new to learn, and no room to grow. They believe what got them here will, in fact, get them somewhere new.

The problem is – this sort of career limiting mentality died many years ago (in the Peter Senge era). People who still believe their “right of passage” is guaranteed, will ultimately begin to wear themselves into a rut, and their career (and in some cases their organization) will grind to a halt.

The outcome is – the various “knowledge banks” never expand. Wisdom and experience is not passed on to other employees. The sum total of the knowledge within the organization dries up and becomes outdated, which ultimately leads people and organizations into failure.

The solution is to help people, and the organization overall, develop a chronic itch – a relentless drive to improve abilities and competence. You must create a burning platform of chronic dissatisfaction with the status quo, and an ambitious goal of quantum improvement. Organizations have to create “winning environments” where employees are encouraged to mix healthy doses of curiosity, with a spirit of entrepreneurship, and future-oriented focus.

Leading with Wicked Questions

For decades, our leaders were expected to have all the answers.

Unfortunately, this “all-knowing” persona more often than not translated into a dictatorial, autocratic “Do as I tell you” type of leadership style. Sadly, at the time, this style was not only accepted but, in most cases encouraged, and even valued at all levels of an organization. As a result, we often found the level of personal accountability was lowered to the point where not only the power, but the ultimate responsibility lay at the top rather than dispersed throughout the entire organization. This limited creativity and ownership has led to many of the problems and challenges faced by organizations today.

Nowadays, this type of leadership is largely part of a bygone era.

The global business world is simply moving too quickly, and is far too complicated, for any one leader to possibly know it all. As Michael Marquardt writes in his important book entitled Leading with Questions – “We need to be able to resist the impulse to provide solutions and learn instead to ask questions”.

We totally agree with Professor Marquardt’s belief that the key to effective leadership in the coming decades will be the ability of leaders to ask the right questions, not have the right answers.

We have known for some time that, as leaders rise within an organization, their technical skills become more and more irrelevant, while their success is increasingly tied to their ability to develop a well-rounded suite of leadership competencies – including the ability to ask great questions.

According to the Harvard Business School, becoming a more effective listener is one of the most valuable tools a leader can develop, and the great news is that a leader can develop their listening ability by asking the right questions. In short, great questions provide the leader with important additional listening opportunities and, as a result, can expand their sphere of influence and understanding.

The leader who is able to ask an ever increasing number of questions, in order to expand their listening opportunities, will find numerous other side benefits including the ability to better understand the “mood” of the organization and the state of the culture as a whole.

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Managing Mental Models
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why CEO’s fail
thoughts on thinking
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this idea must die
“I don’t know!”
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