Patti Cotton

Executive Coach & Career Strategist

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Has Your Leadership Expired?

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Has Your Leadership Expired?
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There is much buzz about “the organization of the future” as the top business focus around the globe. Indeed, in a world-wide survey conducted by Deloitte Touche Tohmatsu Ltd, the focus takes first place among 11 other key issues facing executives today as they ask themselves how to keep their respective companies sustainable into the next generation and beyond.

This makes sense. What leader doesn’t want his or her company to move into the future successfully? Those leading realize that, as technology and shifting customer demands transform the business landscape, they will need to restructure the organization, including many processes, roles and responsibilities, and other moving parts in order to deliver services and products.

But leadership needs to change, too.

In order to lead the organization of the future, to support required new approaches, ways of thinking, doing, workforce shifts, and so much more, leaders will need to up their game.

Is your leadership up to it?

Or is it out of date?

Top tenets of the organization of the future include operating at a faster pace, adapting more quickly to market demands, acquiring new knowledge more rapidly, and embracing dynamic career demands.

What will the leaders of today need to do in order to prepare for this?

The answer lies beyond a traditional emphasis on horizontal development, which concentrates on acquiring additional information, skills and competencies.

Instead, leaders will also need to add a focus on their vertical development – developing more complex and sophisticated ways of thinking.

This only makes sense: a more complex world mean that the organization needs to respond in kind.

To do this, we need a more sophisticated way of seeing and making sense of things so that we can lead effectively.

Here are some highlights of vertical development. Do you reflect these in your leadership?

  • Strategic Thinking 2.0

Your strategic thinking sees many patterns and connections. Gone is the black and white thinking of the past. It’s time to become comfortable with uncertainty as the norm instead of having a high need for certainty.

  • Leading Change

Success is no longer defined as achievement of individuals and teams, but a realization of a shared vision. Change is embraced as a culture and is a collaborative, ongoing process.

  • Leading Across Boundaries

Are you focused on the success of your own area of responsibility? This will be termed “siloed thinking,” and replaced by working in partnership with other functions. Brain-trusting will become a regular way of thinking and doing.

How do you develop these traits and practices in yourself, your team, and your employee base?

Nick Petrie, author of “Vertical Leaders,” www.CCL.org, outlines a 3-pronged approach that can support your growth initiative:

  1. Intense stretch experiences

Provide periodic “bursts” of learning stimulation by providing a challenging work initiative or project that stretches current thinking and skills.

  1. New ways of thinking

Hold periodic meetings with an outside facilitator with the intent of challenging beliefs and behaviors to develop higher thinking. During these meetings, choose two to three difficult business issues to surface beliefs, biases, and mental models so that you can collectively challenge these and shift thinking.

  1. Strong developmental networks

Use peer coaching to see through the eyes of different stakeholders and learn how to work on real-life issues incorporating multiple considerations.

As you review the suggestions above, you no doubt recognize that these kinds of shifts require dedication and time. However, without this commitment, your enterprise will probably become a casualty of the coming changes. Making the effort to meet the future now is an investment that will surely pay off today, as well as tomorrow.

HOW MUCH

DO OTHERS REALLY TRUST YOU?

​Learn the two vital parts to trust and how they can help you become a more highly effective leader.

GET THE INFOGRAPHIC

Why Downsizing May Not Be the Answer

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The Hidden Costs of Downsizing
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Tom S., CEO of the Jansen Company (fictitious individual and company names, real client), called me a short time after downsizing.

The company had lost quite a few customers due to the bad press it had received for this.

Employee morale and engagement were rapidly sinking.

There was a loss in productivity due not only to the occurrence itself, but also because the remaining employees had to absorb the work previously done by those having lost their jobs.

The cost in dollars to Jansen was significant and surprising.

The move to restructure had been a move to stop profit bleed. But just totaling money spent on loss of market share due to bad press, severance packages for those laid off, and current training costs for those who needed to absorb the work left behind, was more than the company had projected.

Additionally, employee turnover was on the rise, as people didn’t trust what the company might do next. The search for replacements was also costing Jansen money, time, and effort, as well as the onboarding and training to get the new people up to speed.

Things were a mess as a result of the downsizing.

It appeared that Jansen’s downsizing had been an incredibly poor idea that did not pay off.

It’s a fact that a majority of layoffs do not turn out well. Downsizing has become a default response to an ambiguous future marked by swift advances in technology, volatile markets, and growing competition (for more on this, see “Layoffs That Don’t Break Your Company” by Sucher and Gupta, Harvard Business Review, May-June 2018 issue).

There are new and more successful alternatives emerging – but in Jansen’s case, this was now water under the bridge.

The CEO had called me in because the executive team members were under extreme stress. A couple of them who had never worked well together were simply not talking to one another. He was afraid that some of these executives might secretly be job hunting, and the company couldn’t afford such a final blow.

He wondered if executive coaching might be the answer to supporting his team with the agility they needed as they faced managing this unexpected situation.

I agreed to meet with each one of the executives individually to get a sense of where they were vis-à-vis their commitment to the company and to assess their ability to manage change.

As I did so, I learned that their effectiveness as team members and as team itself had been compromised long before the decision to downsize took place.

And I wished I could have coached them sooner – before they found themselves in such a difficult situation. Because what I identified were some areas in their leadership that, had these been strengthened, might have circumvented the downsizing and what led up to it.

Here were the chief team and individual behaviors I uncovered. These led to high COI (costs of inaction).

  • Poor communication and conflict management (by the way, this one area account for around 67% of all productivity loss in any enterprise)
  • Slow and poor decision-making processes leading to less-than-optimal outcomes
  • Ineffective approaches to bring others along in the process for buy-in and commitment
  • Poor ability to keep eyes on the horizon for trends and shifts while managing the present
  • Poor stress management from high productivity and little return
  • Unwillingness to consider multiple perspectives leading to better creativity and innovation

I believe Jansen would not have had to consider downsizing, had decision-makers recognized the value of intentional and consistent leadership development.

Leadership directly affects all levels of the organization’s success.

Is your leadership producing a great ROI? Here are some questions to help you gauge this:

  1. Are people clamoring to work for your company? Are your employees highly engaged and productive?
  2. Is your business consistently increasing revenue and profitability? Or are there areas that need help?
  3. Are you retaining your current market share and capturing more? Or are you stalled at a certain point?
  4. Where do you stand vis-à-vis the competition? How well are your products and services reflecting the innovation you need to be on top?
  5. What does overall performance look like for your enterprise? Are there any silos or broken parts needing your attention?

Schedule a Complimentary Discovery Session!

Are Your Business Partnerships Hurting You?

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Are Your Business Partnerships Hurting You?
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Whether you represent your own business, or you hold a corporate responsibility, your company thrives on good business partnerships.

When these are healthy, they can be powerful in helping you leverage your business growth.

But if you have a business partnership that isn’t smart, it can actually damage your business and professional reputation.

How can you tell whether yours are hurting you?

Here are Five ways to assess your business partnerships.

1. Is the business partnership purpose-driven?

Does the partnership move you closer to your vision and goals? Many partnerships are founded on fleeting fancy.

“It seemed like a good idea at the time,” bemoaned one executive. “But the energy it requires has really steered us off into left field.”

If a partnership isn’t supporting your ultimate purpose, you are choosing to compromise your endeavors for the sake of shiny objects. Time to get tough.

2. Is the business partnership a positive experience?

Is it enjoyable and easy to work in this partnership? Or does it feel like a struggle each time you interface with one another?

If you dread that next meeting or interaction, ask yourself what lies underneath. Is it simply a matter of learning to communicate differently, or are you just not a fit for one another?

3. Is the business partnership productive?

Are you seeing results from your partnering? Or is the relationship one long conversation leading to another without any real action or outcomes? If you are holding space for a business partnership that does not yield results, ask yourself why. There may be a conversation that needs to take place to see how to produce.

4. Is the business partnership mutually beneficial ?

Can the partnership equitably benefit both of you? Are you and the other party well-positioned to be able to contribute to one another?

Many a partnership has been formed out of mutual appreciation – and not because they can truly benefit one another in some kind of equitable manner. If this is your case with a particular relationship, you may want to adjust how much time and effort you devote to it.

5. Is the business partnership an edifying one?

Does this partnership reflect highest integrity? How can you trust this? If you haven’t done your research, do so before committing to the association.

Does the partnership add value to both parties? If you and the other party are “better together,” or the better for having associated, then the answer is a resounding “Yes!”

Make sure your business partnerships are smart, productive, and trustworthy – and that those who partner with you can say the same of you.

HOW MUCH

DO OTHERS REALLY TRUST YOU?

​Learn the two vital parts to trust and how they can help you become a more highly effective leader.

GET THE INFOGRAPHIC

Focus Bandits – Have You Been Robbed?

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Focus Bandits – Have You Been Robbed?
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Are you easily distracted, or are you finding it hard to concentrate?

Worried this will affect contributing your best work?

Before you get swept away in a sea of overwhelm, see if these three focus bandits are lurking in your vicinity.

If so, I’ve given some tips for you to eliminate the thieves and recapture clarity and focus so you can get going!

1. Unfinished business.

You may be carrying a stress load from unresolved conflict.

Is there a current challenge outside of the immediate work at hand that you need to resolve? A critical conversation that needs to occur?

Even more insidious is a long-standing situation that has silently eroded your focus for some time. If you aren’t sure as to whether you have any of the latter in your life, do a short self-assessment.

Rate yourself from 1-10 in the following areas:

  • Personal finances
  • Friends and family
  • Intimate relationship
  • Career
  • Fun and recreation
  • Physical environment
  • Spiritual life

With 10 being ultimate success, give yourself a score in each area. If any are less than 10, ask yourself what holds you back from a 10. The problem will emerge, and then it’s up to you to decide how you will resolve it.

2. Too many good things.

The adage, “Because I can, I do,” is bunk.

When a client tells me he or she is overworked and highly stressed, it usually comes from one of three areas:

  • Mismanagement (lack of delegating appropriately, avoiding conflict to allow it to pile up and affect the team, or other poor management practices)
  • A need to please others by accepting new assignments or an increase in responsibility without the proper support
  • Delusions of grandeur (believing you can handle it all, when the calendar shows it is physically impossible)

Do any of these feel as though they might be the case for you?

The mind needs “white space” or downtime to reflect, process, and actually follow through with the work prescribed from all those meetings we attend.

If you aren’t finding that white space in your life, it is time to re-organize. Identify the non-essentials and delegate or eliminate. You can have it all – just not all at the same time!

 3. Lack of organization, prioritization.

I find this less in my corporate clientele than my entrepreneurs, only because it is tough to wear several hats at once when you are building a business. However, this can also creep up when you are a corporate executive, and it usually occurs when you have just been handed an additional area of responsibility.

If this is you, whether things have just piled up, or whether you have accepted new opportunities, you’ll do best with formulating a 90-day plan of action to help you…

  • Prioritize
  • Identify short- and long-term wins
  • Determine the internal and external connections you need to cultivate in order to best get the work done
  • Establish a process whereby you can stay focused on the top priorities

I’ve helped many clients turn things around with this approach, and besides getting organized, the plan has kept their focus to a level that builds great credibility with others quickly.

And finally (bonus tip), here is the unvarnished truth for you who are eternal optimists:

You are fooling yourself if you use phrases that sound like, “As soon as _______ happens, I will have more time to breathe easier, capture more white space….”

If you find yourself in any of the above descriptions, you can recapture a great deal of focus and lessen your stress by simply being tough enough to create better boundaries for yourself.

It’s not always easy – but the reward is oh, so great.

HOW MUCH

DO OTHERS REALLY TRUST YOU?

​Learn the two vital parts to trust and how they can help you become a more highly effective leader.

GET THE INFOGRAPHIC

The 3 R’s of Stress Reduction

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The 3 R’s of Stress Reduction
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According to a Monster.com survey, workplace stress is a real issue. The results indicate 61% of respondents consider workplace stress a cause of illness, and 84% claim it impacts their personal lives in some form or fashion. Perhaps the most alarming statistic was that 66% said those in authority do nothing to help alleviate it.

In fact, those in authority – across several studies – were a major source of the stress.

Stress stems from several factors, and for each, there are internal contributors and external contributors. Here are just a few.

  • Perfection – Perfectionism can be rooted in your own thoughts, insecurities, and unrealistic expectations – or those of your company leaders.
  • Financial Pressures – Internal factors include your mindset around the issue of money (fear of loss or, ironically for some, fear of success), your expectations for how much you need to live the life you desire, and your habits of management. External factors are determined by the mindset, priorities, and practices of company leaders.
  • Conflict – Internal conflict stems from unresolved issues, whether real or perceived. External conflict stems from these same sources – unresolved issues, real or perceived.
  • Loss of Control – It is human nature to desire at least some form of control over ourselves, our circumstances, and our environment. This creates an inherent problem in today’s 24/7 world, where if not kept in check, the demands of work can control all other areas of life.

How can you lessen the stress?

Dr. Henry Cloud said it in one word, “Boundaries.”

Boundaries are important in the workplace – on both sides of the equation. As a leader, you want a workforce of people who are effectively engaged and get results. If your team is on the verge of burnout, your results will be impacted.

As an employee, you want to do your job and do it well, but you also need boundaries to ensure that your life stays well-rounded and that your relationships are healthy.

These guidelines work for both leaders and employees, and for internal and external stress factors.

Apply these 3R’s of Stress Reduction

1. Release

Releasing a situation is letting go of a perceived hurt by another person, a dysfunctional relationship with money, or the mistreatment of our own bodies. Symptoms that indicate the need to release something are things like cardiovascular disease, being in debt, or avoiding places where we might encounter “that other person.” If your situation is something you need to release, it’s time to do so. You are hurting no one but yourself if you continue to carry it.

Release perfection, both in your expectations of yourself and your expectations of employees. Strive for excellence, not perfection. Aim for progress, not perfection.

2. Reconcile

This term can be confusing. Most think it means making up with someone else – shaking hands, forgiving, and forgetting. But oftentimes, it simply means coming to terms with reality and accepting it, which is an agreement with either yourself or with someone else. Dropping the wishing and hoping, and recognizing that things are as they are – and that we have choices to be with those people or things – or not. Reconciliation can occur within us, or relationally.

3. Reframe

In a house, reframing is placing a picture or a door in a new frame so that it hangs right and works well. In the relational world – how you relate to yourself and others – it is changing the way you view and experience events, ideas, concepts, and emotions to find more positive alternatives.

Now that you have these options, where do you start?

Begin by identifying what stories you are carrying with you that need changing.

What’s the source of tension? Is it money? A relationship with someone else? An old hurt of some kind that won’t go away?

Then, ask yourself what needs changing.

Whether or not your point of tension involves another person, you can change the way you interface with your particular situation. You are in charge of whether or not you opt to be in the situation in the first place, and if so, how you want to be involved.

By deciding to take charge and delineate better boundaries for your life, you are on the road to creating a happier and healthier outcome.

The Clockwork of Excellent Leadership:   3 Essential Gears

What makes up excellent leadership? The essential components that go into leadership must all work together, or they begin to wear on one another and bring things to a stop. Learn how to keep them running like clockwork. Sign up to receive the  complimentary infographic.