Leadership Trust Gap – Part 3 of 3

Prof Barbara Kellerman asks those in charge of leadership-development programs to question the assumptions the industry promotes:

·         Leadership can be learned by most—quickly and easily; over months, weeks or weekends.

·         Leaders matter more than anyone else.

·         Followers are secondary.

·         Context is tertiary.

She also suggests several important mindset shifts based on these assumptions:

We cannot stop or slow bad leadership by changing human nature. No amount of preaching or sermonizing—no exhortations to virtuous conduct, uplifting thoughts or wholesome habits—will obviate the fact that our nature is constant (even when our behaviors change).

We cannot stop or slow bad leadership without stopping and slowing bad followership. Leaders and followers are always interdependent.

We cannot stop or slow bad leadership by sticking our heads in the sand. Amnesia, wishful thinking, the lies we tell as individuals and organizations, and all of the other mind games we play to deny or distort reality get us nowhere. Avoidance insures us to the costs and casualties of bad leadership, allowing them to fester.

What Leaders Can Do

Leaders can become more effective and ethical by following these steps:

Remember the mission.

Limit tenure in positions of power; share power.

Establish checks and balances.

Avoid groupthink; ask the right kinds of questions.

Establish a culture of openness in which diversity and dissent are encouraged.

Don’t believe your own hype; get and stay real.

Compensate for your weaknesses by hiring and delegating well.

Develop a personal support system (mentor, advisor, coach, best friend).

Stay balanced and healthy.

Be creative, reflective and flexible.

Question assumptions; get reliable and complete information.

What Followers Can Do

If bad leaders are to be stopped or slowed, followers must play a bigger part.

But many followers consider the price of intervention to be too high. There are real benefits for going along, along with real costs and risks for not going along. We often choose to mind our own business. Nevertheless, incompetent and unethical leaders cannot function without followers.

Followers can strengthen their ability to resist bad leaders by observing these guidelines:

Empower yourself.

Hold leaders accountable; use checks and balances already in place.

Find allies; develop your own sources of information.

Be loyal to the whole, not to any one person.

Be a watchdog (especially if the board seems too compliant).

Be skeptical; leaders are not gods.

Take collective action (even on a modest scale, such as assembling a small group to talk to the boss).

Luckily, more followers are stepping up to the plate, demonstrating a willingness to share responsibilities, power, authority and influence. They know that once bad leaders are entrenched, they seldom change or quit of their own volition. It’s up to us to insist on change—or an early exit.

Leadership Trust Gap – Part 2 of 3

In a perfect organizational world, we would be blessed with transformational servant leaders who are intrinsically motivated to provide benefits to their followers. But, in the real world, corporate executives are rarely that accommodating. We nevertheless expect our leaders to make things better for both the business and our careers.

Corporate leadership is simultaneously envied and disdained. We are in awe of strong personalities who take charge and earn big compensation packages, bonuses and perks. At the same time, we cannot deny that the gap between the rich and poor has been steadily increasing for decades, and the middle class has declined.

Furthermore, the financial crisis—the worst since the Great Depression—has been slow to recover. Many blame executives at our top financial institutions for eroding trust in leadership. We are left with an impression of widespread corporate corruption that continues to be amply rewarded, even when CEOs are dismissed for poor performance.

A 2011 Gallup poll confirmed that corporate America’s reputation is in tatters, with 62% affirming they want major corporations to have less influence in the future—a figure that increased 10% in a decade. A whopping 67% of those polled said they resent big business’ influence.

A survey of Fox News’ right-of-center viewers found that most overwhelmingly believe (a 6:1 margin) that corporate leaders have done more to hurt than help the economy.

Income Disparities

Most of us expect our leaders to be paid more than we receive. We recognize that they work long and hard, are intelligent and experienced, and shoulder responsibilities and risks most of us wouldn’t want.

But, has the economic and lifestyle gap grown absurdly large?

Between 2002 and 2007, the bottom 99% of American incomes grew only 1.3% a year, compared to a 10% bump in compensation for the top 1%.

Let’s look at a few examples of CEOs’ annual compensation:

·         In 2008, Oracle’s Larry Ellison received nearly $193 million

·         Countrywide Financial’s Anthony Mozilo: $102.84 million

·         Aflac’s Daniel Amos: $75 million

·         Safeway’s Steven Burd: $67 million

The median pay for top executives at 200 big companies in 2010 was $10.8 million, a 23% jump from 2009.

These examples contribute to our dislike and distrust of those at the helm. These leaders seem to grow excessively rich as the average American struggles to make ends meet.

Flawed Followers

Perhaps today’s leaders can get away with various and sundry peccadilloes because their followers fail to demand accountability.

“Leading in America has never been easy,” writes Barbara Kellerman in The End of Leadership. “But now it is more difficult than ever—not only because we have too many bad leaders, but because we have too many bad followers.”

Many of us are too timid, disengaged or alienated to speak up, making it easy for corporate leaders to do what they want—and what’s best for their bank accounts.

The leadership-development industry has become huge, with $50 billion a year spent on corporate training. Shouldn’t the curriculum include elements of followership? Everyone, including the CEO, has to answer to someone, be it a board, stockholders or a senior team.

Tomorrow, in the concluding Part 3; I'll examine some of the assumptions with the leadership development in the business world.

Leadership Trust Gap – Part 1 of 3

  

Leaders everywhere are taking a bad rap these days. Hardly a day goes by without news of corporate ethical violations, financial fudging and CEO failures. Yet, compensation packages and bonuses continue unabated, even when disgraced leaders are sent packing.

Corporate leaders are being pushed out in record numbers. In 2002, over a hundred CEOs from the world’s 2,500 largest companies were replaced—almost four times the number in 1995.

What is happening to our efforts to develop good leaders? In spite of the billions spent annually to train high-potential candidates, why do those promoted to positions of power, with critical responsibilities, continue to fail?

“Being a leader has become a mantra. It is a presumed path to money and power; a medium for achievement, both individual and institutional; and a mechanism for creating change sometimes—although hardly always—for the common good.”  ~ Barbara Kellerman, in her book - The End of Leadership

Harvard Business School Professor Barbara Kellerman criticizes the leadership-development industry in her book, The End of Leadership. She asserts:

·         Leaders at every level, across all industries, are failing the people who depend on them.

·         Leadership programs have done an inadequate job of producing effective and ethical leaders.

·         We don’t really know how to grow good leaders, and we know even less about how to stop or slow the bad ones.

·         Today’s business environment is rapidly changing in ways leaders are unable or unwilling to grasp.

·         Followers are disappointed and disillusioned, even though they are more empowered, emboldened and entitled than ever before.

Leadership’s Devolution

Until only recently, we presumed that leaders should dominate and followers must do as they are told. But after several revolutions, labor movements, human-rights legislation and the spread of democracy, the world has radically changed.

Power, authority and influence are in scarce supply for even the most charismatic CEOs, and continuing to devolve. Workers in the middle and at the bottom of the hierarchy have an expanded sense of entitlement, but they are demanding more and giving less. Technology has helped level the playing field.

Workers are often indifferent, disengaged or outright resistant. There are only two reasons they’ll follow a leader:

1.    They have to.

2.    They want to.

The end of the 20th century marked the demise of command-and-control leadership, although some bosses stubbornly insist on trying to make it work. In its place, leaders are advised to become more participatory—to lead by cooperation and collaboration.

Leadership success is judged on three criteria:

1.    Is the leader ethical?

2.    Is he/she effective?

3.    Does the business make money and provide jobs?

In the workplace, however, followers judge their leaders and ask:

·         Does my boss have my best interests in mind (and does he/she even know what they are)?

·         Is my boss looking out for the company’s best interests?

·         Why should I believe, follow and trust this person?

·         Like most other animals, humans tend to look to strong males to provide what’s most important: safety and security. We are just like baboons, deferring to males whose strength and capacity to lead have been tested.

There is no leadership without followership. Good leadership requires good followers, who may be passive or active (depending on context). But followers have generally been slow to embrace empowerment and participate in the leader/follower tango.

Tomorrow, in Part 2; I'll examine the leadership reputation in corporate America and public perceptions.

Make Chaos Disappear

Every day brings us a choice, either to practice stress or to practice peace. Right now I am in a tight squeeze. I am in the process of making some big changes, and it’s bringing quite a bit of chaos—uncertainties, insecurities, and fears—into my life, like any change does.

A deep desire of mine is to be able to look chaos in any form, of any magnitude, squarely in the eye and levitate up to the next level of not letting any of the anarchy affect my inner peace. Whatever the drama—work, family, friends, worldly, financial, school, natural disasters—I don’t want any of it to touch my inner peace. My desire is for peace or bust, on the inside and all around me.

When we recognize that life is our mirror, we begin to understand that the outer chaos merely represents our mental state. It is the mime of our mind. If we can quiet our inner chaos, our outer chaos will disappear.

However, too often we get this process backward, and that is why it takes us so long sometimes to tame all of the chaos: We don’t take the time to first quiet our mental noise. A good friend of mine, Jordana Carroll advises us of the importance of mental floss in all her weekly radio shows on the Mentors - VoARadio Network. (If you haven't heard any of her shows, you should check her out at: http://www.blogtalkradio.com/search/jordanacarrollshow)

I often say that I desire to be a yogi, untouched and at ease. My biggest fear is someone knocking me off balance and getting trampled. So, my fantasy is to be just kind of floating there in the lotus position in the middle of it all, with pushing and shoving going on all around me, yet I am untouched. I remain at ease and guarded by my peaceful light.

I crave that kind of serenity in my day to day. When situations arise that are not going according to my plan, I want to transcend into a glowing yogi and remain perfectly centered, unfazed by the drama going on all around me. Keeping this vibe of peace is hard to do sometimes when we are faced with the challenges of life.

Winds of change blow through our lives daily, and unpredictable circumstances happen regularly that are beyond our control. How do we handle it all?

Personally, my brain used to rush to “fix” everything. If something came up that did not go according to my plan, I used to spend sleepless nights trying to figure out “what to do.”

I solicited advice from friends, loved ones, and colleagues. I even 'Googled' for any hints and solutions I could find. I did anything other than assimilate myself as the peaceful yogi who doesn’t worry, and again that is approaching the issue backward.

It is only from cultivating an inner calm and centeredness that I was able to transcend above any outer chaos. So, how can we do this? How can we transform any chaotic situation into one of inner and outer peace? How do we sit calmly and not get caught up in the hype? How do we not worry? How do we stay centered and grounded? How do we remain connected and rooted?

Here are some ideas that I use; maybe some of them might work for you:

1. Thoughts have power

Visualize - this is the first thing I do. I try to calm my mind down, and I start envisioning the outcome I’d like to see happen. I don’t get attached to these ideas; I simply start imagining myself happy, healthy, safe, and loved. I begin to visualize a friendlier situation and outcome.

Then I can rest in those good vibes as I remain cradled in my center. Thoughts have power.

2. Words have power.

Train your subconscious brain to have a different default thinking than it does now. Wishful thinking for different circumstances is not enough to transcend us; we have got to feel it. If we wish for things to be better or different, but underneath it all we feel that we are doomed no matter what, then nothing will change. It takes us retraining our subconscious mind to have a different belief system.

I personally like to use affirmations to help me improve my mental and emotional fitness. In Hindu scriptures, we call this a mantra. It’s a positive, uplifting thought that is to be repeated many times throughout the day until it becomes an inner truth and belief system.

An example of a mantra is, “Everything always works out,” or, “Only what is best will happen.” When I am stressed, repeating these two mantras throughout the day pulls me back into my center and eases my mind. Words have power.

3. Feelings have power

Develop faith that things always turn out OK. In order for us to transcend our situation and create more peace in our lives, we have got to feel it. The best way for us to succeed at levitating above the mosh pit is to have faith.

To have faith, we must believe with conviction that everything will be OK, even if we cannot currently see exactly how.

When we possess faith, that inner knowing is a feeling that we have. We know. And we cannot evolve fully into knowing until we have unshakeable faith. Feelings have power.

4. Action is power

Keep your eyes and heart focused on how you can add value to the world each day. In Hindu scriptures, we call this our Dharma, and it means life purpose. It is our own unique mission in life, the reason each of us are here. It is our individual gift we were born to share with others. It is what we are here to serve and dazzle the world with. It is in our DNA and a part of us. It is scripted on our souls.

In moments of mayhem, cling to your purpose in life. Stick with what is true to you. No matter what is going on in our lives right now, our only guarantee is our life purpose. It will never leave you because it is a part of you. You need your purpose, and your purpose needs you. It is the yin to our yang.

So, in my moments of panic and confusion, instead of pumping my brain for answers, I have learned to continue to focus on my purpose. We are here on this Earth for one purpose alone: to be and spread unconditional love. It’s how we do it that differs. And it’s these differences that paint the mosaic of life.

When all else fails, focus on how you can add value to the world. If you are wondering what your own personal life mission is, follow your dreams; they will lead you there.

When I know I have contributed value to the world each day, I feel centered, grounded, and at ease. Action is power.

Remember, the outer world is a mirror of our inner world. If we can tame the inner beast inside, the dramas in our outer worlds will subside. And when events occur that are beyond our control, we can use these four steps to remain rooted in our center, and at peace.

We will become one with the yogi floating in the mosh pit, glowing and untouched.

3 Ways Power Changes People

How much does power go to your head? If it didn’t, then you’re the exception and you’re magnanimous and generous of spirit.

According to numerous studies, people put into power positions are prone to a couple of behavior changes:

1.    Power makes most people become more focused on their own needs and wants

2.    Power changes people to become less focused on what others need, want and do

3.    Power influences people to act as if rules others are expected to follow don’t apply to them

Consider this scenario. Three people are working together. A plate of five cookies is made available on the break. Social norms dictate that no one takes the last (fifth) cookie, but what about the fourth?

In an experiment for the research study, groups of individuals were placed into teams of three, to evaluate the output (the “boss”). During the break, the experimenter arrived with a plate of five cookies. This allowed each participant to take one cookie, and at least one participant to comfortably take a second cookie, thus leaving one cookie on the plate. No one was expected to take the fifth cookie and no one did. But what about the fourth, the one that could be taken without awkwardness, or negotiation?

The results of the study showed that the “boss” (the evaluator) was clearly more likely to take a second cookie.  (Videotapes of the interactions also showed them more likely to eat with their mouths open and scattering crumbs widely.)

The conclusion is that individuals in power are more “disinhibited” and prone to focus on their own needs to the exclusion of others.

This is just one study showing bad boss behaviors and how “power corrupts.” There are many others. Maybe you can think of a few examples in your experience when the boss ate the fourth cookie with his/her mouth open?

Leave a comment.

If you’re wondering if you’ve fallen into these power traps, you might benefit from some outside coaching. Give me a call.

Power and Focus through Time Management

Achieving effective time management is not easy because changing a personal habit never is. The essence of effective time management means replacing less effective habits with better ones.

People generally have a fairly good understanding of basic time management techniques, and almost everyone knows how to plan and prioritize. Most people know they should be more organized. The problem is that very few of us always do what we know we should do. Your success does depend on a successful time management system. Think about some accomplished people you know. Do they do what they say they are going to do when they say they will do it? Do they keep their word? The answer is probably ‘yes.’ People who keep their word consistently create power and focus in their lives. Together, power and focus provide the ability to be more effective in shaping events and circumstances. Effectiveness, in turn, enhances our feeling of well being. The better we feel; the more successful we are.

The “Formula for Well Being©”demonstrates that before we can keep our word, we need to give our word. Giving our word creates the potential for us to keep our word, which in turn creates the power and focus to be more effective.

Achieving more power and focus through mastering the right time management techniques is a skill, a mindset, and a lifestyle and it can be adopted by anyone who …

§ Wants to feel more in control,

§ Wants to attain more out of life,

§ Wants to achieve success in business while enjoying the pleasures of a personal life,

§ And, wants to reduce stress and realize more life balance.

Define a time management habit that you wish to develop. Be as specific as possible.

Negative habits in our lives are destructive; positive ones provide focus and power. They help us achieve our goals. In order to rebuild habits, we must define precise behaviors for change. As Aristotle said, “We are what we repeatedly do. Excellence is not an act, but a habit.” Your focus and power is dependent on your time management skills and behaviors. It is never too late to make a positive change, and a new year is upon us, so start today!

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Surya M Ganduri, PhD. PMP. is the founder and president of eMBC, Inc., a national firm specializing in strategic and executive leadership development processes that Help People Succeed in an Evolving World. His company is affiliated with Resource Associates Corporation, a network of 600+ associates that are dedicated to helping organizations and individuals manage strategic change, innovation, cultural transition, and goal achievement. Surya has over 26 years of business experience in management consulting, leadership development, executive coaching, process improvements, organizational development and youth leadership. Contact Surya at s6ganduri@eMBCinc.com. For more information visit www.eMBCinc.com or contact eMBC, Inc., directly at (630) 445-1321.