update TEC’s Secret Purpose: De-Coding “What Is!” July - August 2014
Transcription
update TEC’s Secret Purpose: De-Coding “What Is!” July - August 2014
update July - August 2014 TEC’s Secret Purpose: De-Coding “What Is!” Inner Qualities Of Great Leaders By Dennis Ellmauer Chair, TEC 31, 33, 44 Simon Sinek created quite a stir with his 2009 TED video titled How Great Leaders Inspire Action. His Golden Circle concept suggests that leaders who understand and are able to articulate why they are in business have a competitive advantage over those who only know what their companies do and how they do it. I polled my TEC members to see what they think of the attributes of great leaders, and it showed that we as TEC members know quite a bit about what leaders do and how we do it, but why we do it doesn’t come as easily. We agreed that leaders set vision and think strategically, that we communicate effectively by speaking well and listening intently, and that we enlist great people and empower them to accomplish the goals of the organization. That’s what we do. TEC resource James Newton contends that the secret of TEC success is helping CEOs to “DECODE” the e nvironment: What the marketplace is saying and changing to, and what’s h appening that de-energizes their people and thus suboptimizing success ... to recognize patterns and behaviors for what they mean beyond what they are superficially. By sensitizing them to these “codes,” executives are better able to get superior thinking and effectiveness, much more than competitors can. This is part of more effective leadership! Other insights by James: • “I’m a big fan of leading Socratically, observing and asking questions ... Management With Hands In Pockets ... not fostering dependency on you.” When you do this, you enable learning, the ability of the person to get to understanding faster for all future problems. It puts the burden “to think” on the other person, where it belongs, not on you. • We live in a chronically anxious society, with very low pain thresholds. When a stimulus exceeds the threshold, we go from low pain to acute pain, acute anxiety. When people are anxious, stress and ambiguity increase, and performance decreases. We make bad decisions. That’s why as a leader it’s important to control the good stress/bad stress balance.” • “As a Leader, your job is to manage the context.” But, why are leaders the way they are? What makes a great leader? What are their inner characteristics or traits? Can they be learned, acquired and developed. • “Earning your validity of leadership comes from understanding what’s going on (What Is!) at a level higher (more insightful) than anyone else ... and to translate this into appropriate next steps.” Much of this is innate, but it can be developed. Here are some suggestions: • Fear is Anxiety about Ambiguity. Too high expectations of impending loss. 1. Leaders are Courageous Leaders evaluate and take risks. After analyzing alternatives, they select a course of action knowing it’s not perfect. They know they will be embarrassed or hurt along the way. †Continued on page 3 • Addictions include interesting patterns we frequently don’t recognize: Self-Righteousness/ Arrogance, Resentment (a reaction to powerlessness),Multi-tasking (creating a feeling of value), and Confusion (a compensating strategy against a domineering person). †Continued on page 2 TEC is dedicated to increasing the effectiveness and enhancing the lives of CEOs. 13105 W. Bluemound Rd., Suite 250 | Brookfield, WI 53005 | 262/821-3340 or 800/236-9832 | tecmidwest.com TEC Update | July - August 2014 | Page 2 2014 Senior Managers Program The popular Senior Managers speaker program continues throughout 2014, and is always available for registration for future events, according to Rita Rehlinger, the facilitator. The costs involve an initial fee covering the first person, with a reduced cost for each additional person from your organization who attends a session. Sessions are from 8 AM - Noon. TEC members are invited to attend for free. Milwaukee and Appleton The first date is for Milwaukee, at the Radisson/ Milwaukee West, and the second is for Appleton, at the Holiday Inn. • Sept. 16-17: Dan Barnett on “Make or Break Execution: The Core of Success.” • Nov. 4-5: John O’Leary on “Power of One: Authoring Your Life Of Significance.” Michigan (Grand Rapids) • Oct. 15: Edgar Papke on “The Biggest Elephant: How Leaders Use Conflict To Create Opportunity and Performance.” • Dec. 3: Mitch Gooze on “What is Marketing Anyway: Understanding the Real Role of Marketing in Your Company.” Welcome New Members Wisconsin Dave Beck-Engel, J.H.Findorff & Son, Madison, TEC 15 Thomas Brockley, Everbrite, Greenfield, TEC 09 Connie Carlson, Cal Marine, Sister Bay, TEC 41 John Connelly, Ruitenberg Ingredients, DePere, TEC 41 Scott Gittrich, Toppers Pizza, Whitewater, TEC 15 Matthew Gonnering, Widen Enterprises, Monona, TEC 15 For more information, contact Rita at [email protected] or 1-800-236-9832. Mark Higgins, Johnson Bank, Green Bay, TEC 30 Tom Jaskolski, Cal-X, Grafton, TEC 43 Joshua Johnson, Don Johnson Auto Group, Rice Lake, TEC 36 James Newton, cont. They are usually rooted in some fear • “People in TEC come to have their Answers questioned. That’s related to an insecurity about painful. They accept looking at success. Indeed, even Microother approaches, other answers, managing is a form of anxiety. and trying them. Discomfort. • Turning Point: When you stop Ambiguity. Anxiety. Seeking higher blaming others for your problems. levels of enlightenment involves • “Two things I can’t stand: Change ... trial and error. But No Pain, and the way it is!” No Gain!” • “Life strives for simplicity: Everyone wants to be thought of as lovable and capable.” • “WHO you are speaks so loudly(!) about you that I can’t hear a word you say.” So, be constantly transparent about WHO YOU ARE. • “Responsibility FOLLOWS accountability. When you know you’re accountable for accomplishing something, then you become responsible for performing, and do the things needed to do it. Being Accountable leads to higher and higher levels of responsibility. Stephanie Lee, Lee Precision, Hartford, NextGen-2 Dan Petersen, Wisconsin Built, Deerfield, TEC 15 Beth Zuehlke, Safe Bridge Solutions, Middleton, TEC 15 Jan. - Feb. 2014 TEC Update | July- August 2014 | Page 3 Inner Qualities of Great Leaders, cont. 2. Leaders are Decisive Once the risks are calculated, leaders decide what to do. No dithering. They make up their minds and accept the consequences. They both push and pull, to make their chosen way successful. 3. Leaders are Charismatic I balked when TEC member Jane Dauffenbach suggested this attribute, but she shared the work of Olivia Fox Cabane that suggests charisma isn’t reserved for extroverts. By Fox Cabane’s definition, charisma results from behaviors that make other people “feel intelligent, impressive and interesting.” She says that “Those following charismatic leaders perform better, experience their work as more meaningful, and have more trust in their leaders.” Her book, The Charisma Myth, suggests a process for enhancing your personal “magnetism.” 4. Leaders are Vulnerable This one probably wouldn’t make more traditional lists of leadership qualities either. But according to researcher Brene Brown, vulnerability is the “birthplace of joy, creativity, innovation and change.” Her 2010 TEC talk, The Power of Vulnerability, is widely watched on TED and YouTube. She argues that we can learn this leadership attribute as well. “Understand you’re not perfect... but you are good enough!” 5. Leaders are Self-Aware TEC resource James Newton concludes that most of us are walking around in some state of “asleepedness” most of the time. We are essentially unconscious, living our lives based on our perceptions of past experiences and the defensive strategies developed to protect ourselves from future pain and injury. Unfortunately, these protective strategies cause future pain and injury. Leaders catch themselves awake more often. 6. Leaders are Flawed We make mistakes. We know failure is not good, but it’s a normal part of making progesss. We see setbacks as learning experiences. We solve problems rather than place blame. We are resilient. We let go of past failures. Can we do better? Of course. As long as we are still human, there will be room for improvement. Actually, none of these attributes truly explain why leaders are leaders ... because that’s in the personal execution and the perceptions around that execution of a follower. We may never know why. The answer, however, may be buried inside us. A quote from Chris Lowney’s book, Heroic Leadership, provides guidance: “Leadership springs from within. It is about Who I am as much as what I do.” (Note: This is an adaptation of Dennis’ original column in the Milwaukee BizTimes.) What Leaders Do How Leaders Do It What Leaders Are Establish Vision Communicate Enlist Followers Set Priorities Seek the Truth Adapt and Change Make Mistakes Think Strategically Tell Stories Listen Make People Feel Worthy Remove Obstacles Establish Clear Expectations Ask Questions Reinvent Learn from Their Mistakes Courageous Charismatic (a model) Vulnerable Decisive Self-Aware Disruptive Human TEC Update | July- August | Page 4 Core Values At West Point Several TEC groups recently had the opportunity to listen to LTC (Ret.) David Jones, who teaches ethics and character at our nation’s Military Academy at West Point. The ARMY Core Values“LEADERSHIP” He talked about the process for instilling belief in the Army’s Core Values in the Academy’s Plebes. Primarily, it involves an uncompromising discipline by both senior students and the Academy’s faculty and leaders in constantly emphasizing the understanding, importance and behaviors. This is most famously demonstrated in the iconic image of senior students requiring immediate deference to their superiors, the “Yes, Sir! No, Sir” scenes. It drills in the Core Values as the military’s culture. Core Values, he says, “must be the Center of the organization ... important to the leadership, subordinates,and the TEAM!” Loyalty - Bear true faith and allegiance to the U.S. C onstitution, the Army, your unit, and other soldiers Duty - Fulfill your obligations Respect - Treat people as they should be treated Selfless Service - Put the welfare of the Nation, the Army, and your subordinates before your own Honor - Live up to all the Army Values Integrity - Do what’s right, legally and morally Personal Courage - Face fear, danger, or adversity TEC, founded in Milwaukee in 1957, operates senior executive groups for the purpose of providing members a variety of services that enhance their abilities as CEOs, through mutual sharing of ideas and solutions and exposure to business resources. In Wisconsin and Michigan, TEC operates 45 Groups for CEOs of larger companies, and 8 Groups for CEOs of smaller companies. Contact one of our TEC Group leaders for more information. Milwaukee and Madison Marsha Block, Chair, TEC 27 414/305-7042 Mark Burrall, Chair, TEC 38, NextGen 2 262/377-2838 Dennis Ellmaurer, Chair, TEC 31, 33, 44 414/271-5780 Judy Guten, Chair Development, TEC 8 414/467-7878 Jim Heller, Chair, TEC 2, 22 414/704-8101 Mike Herro, Chair, TEC 59 414/379-9491 Frank Hojnacki , Chair, TEC 9 262/458-8257 John Howman, Chair, TEC 6, 20 262/389-8000 Dan Jagla, Chair, TEC 51 414/272-5506 Sam Keller, Chair, TEC 62 608/877-1176 Emeran Leonard, Chair, TEC 18, 45 414/403-8098 Jim Lindell, Chair, TEC 16, 29 262/392-3166 Dan Loichinger, Chair, TEC 15, 608/354-3524 Val Mayer, Chair, TEC 25 414/412-0612 Carl Mielke, Chair, TEC 1, 48 262/993-6116 Mike Naumann, Chair, TEC 5 414/640-7699 Dan Robertson, Chair, TEC 40 262/334-1603 Ed Rowley, Chair, TEC 11, 52, 608/836-1476 George Satula, Chair, TEC 7, 43 262/786-7400 Jim Sheridan, Chair, TEC 19 608/438-5325 Doug Sholund, Chair, TEC 14 262/375-3731 Jack Wagner, Chair, TEC 10, 28 414/771-6970 Frank Walter, Chair, TEC 47, NextGen 1, TA 1 414/587-0425 Outstate Wisconsin E. Marlene Crowley and Kenlyn Lautenbach, Co-Chairs, TEC 39, 41 920/336-2242 Phil Enscoe, Chair, TEC 12 920/680-3400 Phil Hauck, Chair, TEC 3, 13, 32 920/309-1416 Trisha Huizenga, Chair, TEC 23, 54 920/832-0208 Fritz Jacobi, Chair, TEC 24 920/319-2113 Jim Naleid, Chair, TEC 21 608/781-2583 Dan Robertson, Chair, TEC 42 262/334-1603 Bob Rupp, Chair, TEC 17 920/655-8334 Doug Sholund, Chair, TEC 30 262/375-3731 Jeff West, Chair, TEC 36 715/830-1200 Michigan Tom Gleason, Chair, TEC 26, Grand Rapids 616/458-9711 Larry Kerr, Chair, TEC 34, 37, Lansing 517/655-6865 John Wardrop, TEC 53, Grand Rapids 616/940-0052