Are Productivity and Email Mutually Exclusive?

I recently worked a major development project and found that the 600+ emails a day were completely paralyzing me, and I knew I wasn't alone.  I announced that I was implementing a new policy of "Planned Neglect."  Essentially, I said "I will look at emails first thing in the morning and in the evening, no more than thirty minutes each.  If you have a crisis that I absolutely must participate in then come see me or call me.  You know where I am and you have my numbers.  Use them."

As a result I discovered that,

• My ability to focus concentration on the most important matters and tasks increased dramatically
• My productivity and value contribution soared
• The quality of personal interactions improved
• People respected and even cheered my stance, and
• I enjoyed the project and life a whole lot more

This was not me running away and hiding from the world.  I did not limit my accessibility to the team, in fact I improved it.  Lesson learned?  Some day email will go the way of the Dodo Bird.  Until then it needs to be managed, as does any other good tool that turns into a time killer.

Your productivity and value quotient are the most important assets you contribute - protect them.

Your Transparency Is Showing

Whether you know it or not, your actions and motivations are more transparent today than ever before.  Those around you observe and note, not just how you respond to things you are directly responsible for, but for those you have a less defined but still important relationship to as well.  Stakeholders, both internal and external are observing, forming perceptions and opinions, and acting. 

In today’s era of Corporate Social Responsibility (CSR) we are held to a different standard of engagement.  Co-workers, leadership, and customers expect us to take a broader view of our responsibilities and the wider reach of decisions and actions.  They expect us to be accountable not just for the details and bottom line of our job, but for the effect of our efforts beyond the parameters of this year’s performance goals.  They expect us to care about the effects of what we do.  This is not a new phenomenon.  None other than Peter Drucker connected the dots between our actions and our responsibility for them on a broader scale.

“One is responsible for one’s impacts, whether they are intended or not.  This is the first rule.  There is no doubt regarding management’s responsibility for the social impacts of its organization.”

Sometimes knowing what we should feel responsible for and how to act are not always easy.  The old adage “do the right thing, the right way, for the right reasons” is a good place to start.  Adopting that principle as a foundation simplifies what can become a complicated equation at times.  When individuals and organizations operate from this perspective transparency illuminates motivations and increases acceptance and support for good efforts.

In today’s world increased visibility and instant communication platforms foster instant judgment making and perception decisions, often without the benefit of the full story or proper diligence.  Society generally expects us to be aware and accountable.  The degree to which we are perceived as being good or bad actors on the societal stage is important to us as individuals and organizations.

Parallel development of increased awareness of actions, improved access to large amounts of data and the ability to analyze it, and enhanced sensitivity of stakeholder communities combine to increase transparency.  The question is not “Am I transparent?”  The real question is, “How will I act to assure my transparency is a positive force?”

Many companies today are actively engaged in CSR efforts.  Some are large scale and visible, and get press because of the corporate logo they are associated with.  Some are small but no less important, undertaken in a “everyone do what they can” spirit. Some of these are important and beneficial, changing the lives and future of workers in distant parts of the world we never thought of or cared about before.  I wonder, however, how many CSR programs amount to little more than “CSR-washing” (to borrow a phrase from the Green world).  As is often the case in life, I suspect that the difference between substantive programs and those which seek primarily to bolster marketing efforts is one of motivation.

In the HBR article “Leadership in the Age of Transparency,” Christopher Meyer and Julia Kirby set out guiding principles for acting responsibly.

Take ownership of the things you are directly responsible for.  With increased communication, measurement and analytic systems we can today understand the effects of our decisions and actions in ways we could not before.  That fact alone brings accountability for the extended impacts we create. 

Take action even when the impact cannot be precisely measured.  When we understand or learn that harm is occurring on our behalf we have a responsibility to act even if we are not directly causing the harm.  A good example of this would be taking the initiative to train supply chain partners producing products in a way that is detrimental to workers or the environment. 

Take interest in those things that we may not be directly or indirectly involved in but which have a connection to our activities.  In the article Meyer and Kirby use the example of an oil company that is helping to develop an affordable and clean-burning alternative to cookstoves uses widely in undeveloped regions of the world.

The issue of responsibility, whether corporate or personal, is really an issue of integrity.  I am not suggesting that each of us is responsible for everything we see and know.  I am suggesting that we are responsible for those things that we are involved in and for which we have the capability to affect or influence.

Transparency, responsibility, and integrity are linked in a way that cannot be broken.  It is not about an agenda or cause.  It is not about a current trend or market share.  It is about....

Doing the right thing        The right way       For the right reasons

Transparent Leadership

If you have ever worked for a leader who is genuinely and intentionally transparent then you understand the freedom such a leadership style creates.  It is in part a freedom to take appropriate risks, but only in part.  More to the point, it is freedom to be honest, direct, accountable in a non-threatening manner, and to create.

While many transparent leaders may be naturally wired this way I do not believe this leadership style can be successful unless intentional in design and consistency.  A transparent leader must have confidence in himself or herself, trust in others, and establish an environment that encourages transparency on a broad scale.  These leaders can be recognized by the traits they exhibit.

Transparent Leaders Focus on Solving Problems:  Approaching failures as problem solving and learning opportunities allows those involved to objectively search for facts without assigning blame.  Accountability remains an important organizational value with the underlying goals of improving future outcomes through honest investigation and analysis.  When the root causes are out in the open everyone will know what the contributing factors were and who was responsible for them.  Blaming is not necessary, learning is mandatory. 

Transparent Leaders Value Candid Talk:  A common mistake in the midst of failure or conflict is the rush to move past the point of pain to re-establish a comfortable, non-threatening equilibrium.  This prematurely shuts down the kind of honest discourse that challenges assumptions and reveals root causes and future opportunities.  Respectful dialogue and relationships are key to creating an environment where candid talk, direct talk about important issues, is viewed as non-threatening. 

Transparent Leaders are Fully Engaged:  Leaders who “parachute in” to give motivational speeches, make urgent demands out of context or worse, embarrass or humiliate, put their own insecurities on full display.  Some may still value the full on autocratic leadership style but it can rarely be successful in today’s business world.  Teamwork and collaboration, the hallmarks of contemporary business, require a level of trust that can only be developed by being fully engaged, having the team’s best interest as first priority, and establishing a win-win environment.  Doing so requires that the leader be “present,” engaged, and focused on removing obstacles to success.

Transparent Leaders Share Leadership:  With a style that is focused on developing an environment that values accountability, candid dialogue and engagement; transparent leaders tend to trust team members with greater responsibility and freedom.  This allows others to take leadership roles themselves, helping to develop personal and organizational assets that strengthen the whole.  Releasing team members in this manner and allowing them to share in leading, including its challenges and rewards, encourages trust and the kind of shared respect that will serve well in tough circumstances.

Transparent Leaders Hire Well:  Choosing those you will partner with in a transparent organization is especially critical.  With increased transparency, trust and loyalty expectations of team members leaders must evaluate talent from a different perspective.  While intellect, training, experiences and education are always important factors, personal integrity traits take on greater importance.  Hiring the smartest candidate with the best experience background may not be the best option if you have questions about their commitment to the team.  To the old adage “hire the best and the brightest” you should add “and the most trusted.”

The transparent leadership style is not just about the leader’s personal make up.  True, some personality traits make it a more natural style for some than others.  But it is also a purposed style with specific values and goals, all of which can be developed and duplicated.  And that in one sense is the real value of the transparent leader – duplicating his or her value through leading and mentoring; developing new leaders who understand, appreciate, and seek to replicate transparent leadership.

Customer, Serve Yourself!

I recall many years ago when I was a new employee at a major financial institution and my boss and I were wrapping up an east coast trip.  More or less on the spur of the moment he decided to reroute our trip home through Chicago to check on a rumored real estate deal.  When we got there we learned much to our dismay that the deal was done.  A long term lease for the entire top floor of a new high rise in the loop area … to house a regional data center.  To say this is one of the more nonsensical decisions I’ve ever seen would be true, but it certainly isn’t the only one. 

As a result of this particular event a new corporate policy was implemented requiring that the Corporate Real Estate and Facilities group lead all real estate and development projects.  Shocking, I know.  Previously our group had been a service available to senior management in different regions.  Some used us, some did not.  After this incident choice was removed and the organization got serious about managing its real estate processes.

What is the point of this story?  It is this: Customers have a responsibility to make responsible decisions.  Consultants have a responsibility to assist them and hopefully, to help them avoid these kinds of egregious errors.  While both customer and consultant share responsibility I believe it is the customer who carries the larger burden.

Customers know more about themselves, their strengths and weaknesses than outsiders do.  Consultants can investigate, analyze and suggest cures; but it is the customer who makes the choices.  They decide which consultant to engage, how diligent to be in the process, how objective they will be, and how they will respond to advice and input.  Customers do a disservice to themselves when they shortchange any of these because they didn’t get the answer they expected or wanted, or don’t think the effort involved is worth it.  If the initiative is not worth your effort to do correctly then it certainly is not worth engaging consultants in the first place. 

Intelligent customers understand the environment they work in, what is needed, and what is not needed.  They make fact-based decisions and are candid with themselves first and foremost.  Intelligent customers buy smart, hire smart, design smart, and execute in smart fashion.  In other words, intelligent customers make better decisions and execute better because they know more, have well-honed protocols and standards, and require adherence.

While this story is about a real estate and development project it could just as well have been about deciding whether or not to build a new factory, launch a new product, or any other business decision.  Knowing your requirements, their drivers, what risks and mitigations are involved and a hundred other things are important.  As FM’s we are often in the customer seat as we acquire services to meet our organizational needs.  Are you a smart customer?  Do you know what the requirements really are?  Do you know where the levers are and under what circumstances they should be exercised?  Do you know what your internal customers are looking for, what their business plans are, what frustrates them about your operation?  Do you know the strategic direction and tactics of your enterprise and are your goals and processes aligned with them?

You are an FM.  You serve internal customers.  You are also a customer yourself and every service, product or project you acquire has a pass through effect to your internal customers.  Your smart customer behavior has a direct effect on the health of the enterprise. 

Serve yourself well so you can better serve others.  Be a smart customer.

How Can You Lead When You Don’t Agree With Your Leader?

Leading can be messy business.  It has its rewards but challenges are never in short supply it seems.  Partly I think leading is complicated because it is relationship based and relationships are always in flux. It is easy when the person you look to for leadership is aligned perfectly with you and the same is true of your relationship with those you lead.  But that doesn’t happen very often.  In a large sense, successful leadership is defined in our ability to be effective in spite of these mis-alignments.  Yes, one of a leader’s most important functions is to improve alignment, but when alignment is a goal and not the reality a leader and those he or she leads must still be effective.

Understanding the other person’s perspective is a key for me when I am in this misaligned state.  To understand I must listen, pay attention, synthesize, evaluate and reach conclusions on why the other person has the perspective they do, its validity and importantly its motivation. 

An interesting thing happens here.  I cannot understand without information.  In order to get the information I need to ask open questions and listen honestly.  I must probe to find out what the other leader believes, why he or she believes it, what experiences or data has led them in this particular direction, and I must be willing to accept that they may be correct.  I must engage our relationship in open dialogue which in turn engenders mutual respect, transparency, and trust.  In the end I may not necessarily agree with their conclusions or they with mine, but if I can understand their process and reasoning I can make an informed decision to support them anyway or continue the dialogue to press my perspective. 

It’s that relationship thing again.  By nurturing it through rough spots I help strengthen it.  By abandoning the effort I weaken it.  By leaving it I lose my voice.

This is not an unimportant point.  People sometimes flee positions because of misalignment conflict, robbing themselves of an opportunity to contribute and mature.  These are conditions that will be repeated often throughout a career.  Fleeing such a situation now does nothing to prepare you for the next.

The value of visible conflict resolution should not be underestimated in its effect on others.  When these types of leadership conflicts exist in organizations it makes people nervous.  There will probably those who are aligned with each side for a variety of reasons, but everyone will know that the leadership tension exists, and that will make people nervous.  Some may even begin postulating negative repercussions of the conflict and then begin to act on those concerns, creating another set of issues that must be overcome.  But, just as everyone will know there is a conflict among leadership they will also know how it is being processed.  They will see when you are honestly looking for ways to make it work, and that fact alone will build their trust in your leadership.  Why?  Because they will see that you take it seriously, are willing to listen and learn, and that you conduct yourself respectfully – all traits that people value in leaders.

Asking yourself what you need to learn about a particular conflict is possibly the most important step when beginning to face a conflict in leadership.  This internal question sets the tone for how you will engage the other leader.  Often you will find that the most important things you have to learn are about yourself.  What is this situation trying to teach me?  What deficiencies do I have in dealing with this situation and how can I improve them?  How can I approach the other leader in a way that encourages transparency?  What is my responsibility to those I lead and the larger organization in this circumstance?  What is really at stake here?  All of these are important questions to ask as you begin to seek information that will contribute to resolution.

Leading really is a relationship thing.  Paying attention to your relationship with other leaders should be a purposed and principled behavior.  Expecting that you will be in perfect alignment with them at all times is not reasonable.  Seeking to fairly understand, communicating and leading effectively as you work to resolve misalignment issues is absolutely expected of you – by those you lead, other leaders, and I hope by you.

Prime Directives of Leadership

If you have even a passing interest in the subject of leadership then your bookshelves are probably full of volumes on the subject.  New books appear monthly, not to mention journal articles and other forms of publication.  That is all well and good.  I am not here to suggest that all the attention devoted to the topic of leadership is unwarranted or unhelpful.

I do suggest, however, that the prime directives of leadership - the very core things that it seeks to accomplish, are well known.  There may be new concepts and techniques on how to successfully lead, but the key goals remain largely the same.

Leadership is personal.  It is a matter of substance but style is important as well, sometimes fundamentally so.  Since it is personal each leader must walk his or her own path.  That makes a leader’s understanding of who they are, who they are engaged with, and the environment in which they lead a most critical function.  In order to come to a point of clarity on these issues one must be thoughtful and intentional.  Leadership doesn’t just happen.

At the end of this evaluation process you will have reached conclusions about the organization and people you lead, and yourself.  What is it that makes you the right leader for this group at this time?  How does your style support or hinder what you are trying to accomplish?  Where does it need to be strengthened or changed?  With the answers to these and other questions you will be prepared to think about how to set about accomplishing your own prime directives of leadership. 

What are your leadership prime directives?  Where have all those books you’ve read, the challenges, failures and successes you have experienced, your observations about the environment around you…where has all of that led you to in terms of your own Prime Directives of Leadership?  Here are mine.

Leadership Directive 1:  Lead with Integrity

Integrity is at the top of my list because I believe effective leadership without it is impossible.  People must be able to trust those they follow or they will not do so willingly, enthusiastically, or when the going gets tough.  To me, integrity is about that earned trust.  Leading with integrity requires that you have a set of principles, goals and strategies which are transparent, worthy, and consistently applied. Leadership is not about smoke and mirrors.  It is about honesty, directness, focus and attention to detail; all applied in a way that moves individuals and organizations forward.

Leadership Directive 2:  Envision, Energize, Empower

Leaders must articulate a vision that will energize others towards a better future.  The “vision thing” is so big that without it one is not a leader.  The vision should challenge people and inspire them help create its reality.  Leaders cannot accomplish big things alone, they must have the active and enthusiastic support of others.  To gain that kind of engagement the leader’s vision must be released.  People must feel they have permission to adopt it as their own, morph it where needed, and activate it through their own creativity and energy.  One of a leader’s biggest accomplishments is the adoption of his or her vision by others.  Instead of trying to control it, release it and watch what happens.

Leadership Directive 3:  Recruit Intelligence, Curiosity, Energy

To use a sports analogy, I generally prefer to draft the best available talent instead of the best available position player.  Only when a key specialty skill or knowledge is missing from the mix do I shift to a positional focus.  Otherwise, I want the best and brightest, period.  I want their intelligence to challenge me and to create breakthroughs, their curiosity to help discover new opportunities and solutions, and their energy to see it through and energize those around them.  When you have a group like this; intelligent, curious and enthusiastic, work becomes fun, problems become stimulating, and success becomes all the more enjoyable.

Leadership Directive 4:  Serve

If I have clearly articulated a sound and achievable vision, recruited the right team and gained their trust, then all of the requirements for success are in place.  Now my most important function is to do everything I can to remove the obstacles to their success.  As a leader I should be mentoring, coaching, teaching and challenging the team.  I should also be anticipating and searching for the things that impede their progress and doing everything I can to eliminate them.  By releasing the vision to others and then prioritizing my efforts towards their success I multiply myself many times over and increase the leverage I have on any particular problem.

Successful leadership is an intentional art.  It projects the leader and the organization forward in a way that enables a better future.  It is not accidental and requires a purposeful focus, and the ability to define oneself through the success of others.  I’ve shared a few of my personal “Prime Directives of Leadership.”  Do you know what yours are?

Roger McNamee on How to Save the Internet

Interesting perspective on the technology future now coming into view. I love the "the Internet is like a digital Detroit. You can find stuff there and you can get mugged there" line, but I don't agree that we will be set free when our beliefs give way to facts, as he suggests near the end. That little detail aside, I think his six concepts are largely right on. The technology shifts already underway are fundamental and powerful in nature. TED scores another win with this one. And BTW.... who says 55+ 'ers can't keep up?