While in the USA recently I watched a documentary on the leadership development programs of the US Marines. I was struck by what a senior officer described as their “leadership philosophy”: Know Yourself, Know Your Job, Know Your People.

Undoubtedly, the Marines are an elite and highly effective military force. Their leadership training must equip graduates to make life and death decisions under the most extreme circumstances. Leadership is a complex responsibility and yet they responded with a stunningly simple and potent philosophy. Know yourself, know your job, know your people.

By contrast I’m deeply concerned that so many business leaders can’t describe their plans without a 50 page document and Powerpoint slides. In complex times, every leader must choose to simplify. So here’s how to lead like a Marine:

Know Yourself
Before you assume this is the “easy one”, why not do a quick inventory of your self awareness?

• What are your top five values?
• What have been your key life-defining events and how have they shaped how you see yourself and your world?
• What are your greatest strengths as a leader?
• What are your greatest weaknesses and opportunities for growth?
• What are your blind spots and what are you doing about them?
• What makes you angry?
• What are you most afraid of?
• How do you change when you’re under pressure?
• How do others see you as a leader?
• … and we haven’t even scratched the surface.

Self awareness is foundational to effective leadership. To know yourself is a challenging mission.

Know Your Job
You cannot truly succeed in any role without understanding your job. Not just what activities are you to be involved in, but what results are you there to deliver? Clarity in understanding your role and objectives is critical, and without it you’re like a sportsperson competing without knowing the rules of the game. Lasting success becomes unachievable.

I wonder what would happen if I was to interview you and ask you to describe to your job in detail? What if I then asked your boss how he or she sees your role? And what about those who report to you? What would I get? Consistency? Conflict? Clarity? Confusion?

If you haven’t got clarity on your job- get it or get going elsewhere, because you can’t succeed without it.

Know Your People
Something I have observed often as I’ve coached individual leaders is that many haven’t made the effort to get to know the people they lead. Some believe a convenient myth about keeping people “at arm’s length”. Some have never applied themselves to understanding people with a different outlook or personality to their own. Some are preoccupied with themselves and lead people as resources rather than human beings (which is why “Human Resources” is a sort of oxymoron to me).

To my shame, I’ve led people for years only to discover later that I hardly knew them at all – that they had a painful divorce, a life’s mission, a serious illness… whatever it was, I knew nothing about it. Not because it was a secret, but because I was content with only a superficial knowledge of my team.

But the Marine Commander’s benchmark for leadership was extraordinary. “I will not let a man become an officer that I would not allow to lead my own son into combat”, he said. That’s a serious benchmark for knowing the people you lead.

What could you stop doing in 2010, to do more of what gets real results?

This time of year most people are setting goals and making plans that revolve around adding things to their lives. New projects. Extra staff. More products and services. The problem is that many leaders are hoarders when it comes to strategies. Over time their teams become burdened beneath the weight of ideas that have outlived their usefulness.

Here’s a new mantra for shaping your new year: Simplify.

Often the most effective plans are marked by simplicity not complexity. So before you rush headlong into planning your new year with the assumption that leaders are supposed to constantly add, why don’t you take stock of what you already have?

Don’t add, subtract to multiply your impact.

My wife and I have been spring-cleaning our house in recent weeks. There’s something liberating about throwing things out. Giving yourself permission to jettison all those items that you’ve hung onto just in case they become useful again at some point. As a coach I’ve worked with businesses that need a serious spring clean. Purge the plans. Rethink what is valuable. Get ruthless with things we’ve outgrown or rarely use.

I believe there’s wisdom in the well-worn saying “less is more”. Often the most creative thing you can do is simply stop doing something that isn’t working. In trimming the deadwood you create the space for the best things to flourish.

The Pareto Principle suggests that 80% of your results in life are produced by only 20% of your efforts, and my own experience seems to prove that true. It’s a great theory that many of us already know, but it’s not until you actually apply it to your plans that it makes any difference. So if you had a life-threatening illness and could only work one day a week because of your health, what would you focus on when only 20% of your week was left? Make 2010 about those things.

• Is a stocktake of your priorities long overdue?
• Is it time to write a not-to-do list, as David Allen suggests in ‘Getting Things Done’?
• Could you de-clutter your mind and your plans with a ruthless spring clean?
• Is 2010 the year to simplify? Subtract to multiply.

I’d love to hear your comments and feedback
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I’m not a gifted sportsman, in fact even ‘competent’ is a stretch most of the time. But one sport I picked up quickly was snowboarding. There’s something exhilarating about hurtling down the side of a mountain strapped to a snowboard with trees and rocks all around you that heightens the senses and reminds you that life is short (and could be even shorter if you don’t take up a different hobby).

Every instinct in my body led me to believe that leaning back in a defensive posture was the way to stay safe. Yet ironically, keeping your weight on your back foot is in fact about the surest way to fall. My breakthrough came when I got out of my defensive stance and shifted my weight to my front foot. My instincts told me that this was dangerous, that I would fall and hurt myself, that this was risky. The reality was that I fell less often and then relaxed and enjoyed myself. Those defensive instincts had actually caused much of my pain.

Leaders have to learn to favour their front foot. Aware of the dangers all around them and sometimes still hurting from the last fall, the leader must choose to override defensive posturing and get on the offense. Their default setting must become action not inaction. To press forward not lean backward. To push through pain and go again. In other words they lead with “front foot favouritism”.

So why don’t more leaders do it? Well for one thing it often goes against our instincts. Unless you have a natural inclination towards risk and action, it tends to be a difficult choice at first to contravene what seems like self-preservation and get on the front foot. But with time and success you slowly form a new neural pathway in your brain until eventually “front foot = self-preservation”. The other reason that leaders stay on the back foot is that once in a while that hesitation and passivity actually pays off and saves them from making a “wrong” choice. But what they don’t tend to see is the enormous opportunity cost – all the times they missed out on real wins while they played it “safe”.

The conservative perfectionist part of me can worry about making the wrong choice. The problem is that it’s often better in the long run to make more decisions, even if a few of them are wrong, than to make only a few decisions but get nearly all of them right. In the scheme of things the decisive leader actually makes many more right decisions than the conservative leader does. And the momentum from all that forward motion enables them to take a few mistakes in their stride.

So what is your default setting? The front foot or the back foot? Of course there are times when it’s appropriate to pause and assess the situation or to wait a crisis out. But for leaders those moments should be by choice, and not by default.

I’d love to hear your comments and feedback
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It’s been said that the difference between ordinary and extraordinary is just a little bit “extra”. There’s a coffee house that I’m irrationally loyal to (in fact I’m there even as I write this). It’s not as though the coffee or the service or the surroundings are so drastically different to other purveyors of the bean. No, it’s in the little things that they’ve wooed me into this trance. They’ve got the basics mastered but then they dazzle me with a little bit extra.

Classic example: I walked in recently and the barista proudly held up an extension cord. Strange greeting, but it turns out they’d noticed that my favourite spot by the powerpoint was getting popular, so they bought an extension cord so I could work at my laptop from another table. That’s the difference between ordinary and extraordinary. And what did it cost them? What are the economics of extra? It was probably $6 at the supermarket, but the real point is the value that it communicated to me. I matter. Somebody noticed. Some team member cared enough to remember it next time they were picking up supplies.

That’s value. It’s often like that with being extraordinary… the real cost tends to be less about money, and more about the effort and energy it takes to “go the extra mile”. Yet the rewards are enormous. I’ll drive past five other cafes on the way to this place because they won my loyalty with tokens of effort and energy.

I heard a speaker recently who said, “The gap between where you are and where you want to be is largely determined by the price you’re willing to pay”. It’s a bitter pill to swallow because we’d rather blame something external. But what price am I willing to pay to bridge the gap between where I am and where I want to be? When it comes to my fitness it’s more convenient to blame being busy than to accept that in reality I’m not as fit as I want to be simply because I don’t do those little extra things that fit people do.

So what about you and your team? Imagine you were to take an inventory of all the things you do – every product, service, contact point, and piece of value you add. How many of those would be left if you were to take out everything that could be classified as “ordinary” or standard? If “ordinary” was defined as “doing what’s expected”, “what others do too”, “what you’ve always done”, or “the basics”… what would be left on your list? What is it that you offer that is “extra“ordinary?

It’s time to define extraordinary-

• Ask your loyal fans and passionate advocates what they believe your “extra” is.
• Ask your team to automate the ordinary so they can give their personal attention to the extraordinary.
• Ask yourself what you could do today to invest your best effort and energy into multiplying your extraordinary points of difference.

I’d love to hear your comments and feedback

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Years ago a friend’s father had a car accident and was given a loan car over a long weekend by the smash repairer. Since the father didn’t need the car, his son’s friends hatched a plan to get away for the weekend… to Uluru (Ayers Rock)… half way across Australia from Sydney. Driving and sleeping in shifts they raced against the clock, knowing the car had to be back in three days. They barely saw Uluru before continuing on to Darwin (and the untimely demise of a Kangaroo who smashed a headlight and dented the panels). Then they braved muddy floodwaters near the Daintree Rainforest in Far North Queensland and completely submerged the car. Miraculously they were able to restart it and they limped the car home. But there was no miracle for its condition – smashed, scratched, flooded and full of mud. Tuesday morning came, they returned what was left of the car, paid a paltry insurance excess and walked away. True story.

That’s what a lack of ownership will do. You’d never treat your own car like that. But there’s something in human nature that treats what belongs to someone else without respect, unless we cultivate a sense of ownership. Do your team treat your organisation like a loan car? You know you’ve got Loan Car Syndrome when the team don’t value the customers, the assets, the products, the reputation or the vision like the boss does. In great teams you get the sense that every person sees himself or herself as an owner.

I’ve got an Apple iPhone, and I worked out pretty quickly that if I needed help with it I should go to Apple, not to the phone company that sold it to me. I won’t name the phone company to protect the not-so-innocent but they represent what is worst about modern businesses. Departments blame each other, repairs are outsourced to someone you can’t speak to, you wait 30 minutes on hold to have someone waffle about a ‘glitch in our system’. But take your phone to Apple and someone with a t-shirt that reads “Genius” will sit down with you and help you… face to face… because they love their product… they’re proud of it… and if something is wrong they’ll replace it on the spot.

So how can leaders develop a culture of ownership in their teams? It goes deeper than attaching people’s pay and bonuses to performance measures, although that can have its place. By contrast I’ve led teams in volunteer organisations where hundreds of people demonstrated deep levels of ownership without receiving a cent for it.

My Top 5 Ownership Strategies-

1. Demonstrate it daily. They’re watching what you do, not what you say. If the standard is low, first check the standard you’re setting yourself.
2. Reward ownership wherever you see it. You get what you focus on so make heroes (and managers) of those who are exemplars of true ownership.
3. Shift your language from “I” and “my” to “we” and “our”. It’s our business and we have a great opportunity here.
4. Allow people to take responsibility and authority. If you micro-manage your team, or you delegate responsibility without authority, don’t be surprised when they lack ownership.
5. Make sure your people can own the successes too. Ownership should include sharing in the plunder, not just the problems.

I’d love to hear your comments and feedback

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I flew into New York City for the first time last week and was stunned by the impact that city can make on you, even from the sky. I was in awe, taking photo after photo. Our week there only confirmed that first impression. But I thought about articles I’ve read lately on ‘making a good first impression’ on people that focused only on superficial attributes, as if people somehow fly over you from a distance. One stressed that new employees should have a neat desk, another that you should wear ‘strong’ colours. But is that really how we make an impression on people?

I’d contend that nine times out of ten it’s the quality of our interaction that leaves a lasting impression. Sure, dressing well is ok. But the most powerful impressions, for better or worse, usually come down to how the other person perceives you are relating to them. Did they seem rude? Easy to talk to? Preoccupied? Insincere? Confident?

Too often while we’re focusing on looking the part or saying the right things, the other person is thinking to themselves, “You lost me at hello”. So let’s get beyond dressing for success and harness the power of quality conversations to make not just an impression, but a connection.

1. Be Interested

It doesn’t get more fundamental than this and I must confess it’s an area I’ve had to work on. What I excused as just part of my ‘focused’ personality type for many years actually left people feeling like I was uninterested in them. Ouch. The truth is… people are interesting. But the choice to truly engage in those opening moments of a conversation can make or break all that follows.

2. Ask Questions

If the best you’ve got is “So, what do you do?” then you’ve got work ahead. If your questions can be answered with cookie-cutter clichés then you aren’t asking quality questions. Remember the goal is to create a connection, not just a forgettable conversation. Where might questions like “What’s your background?” or “What do you find most rewarding about your work?” lead a conversation?

3. Listen Intently

As executive coaches we’re trained to listen not only for what is said, but also for what is not said. For many of us, listening is a discipline we need to work on. It’s much more than being quiet while thinking about what to say next. Truly listening to another human being is a way of placing value on them. And if you’re in sales or service you can guarantee that the inability to listen will cost you dearly.

4. Be Genuine

I met some people recently who wanted to know more about what I do. I shared first and after I discussed my values one of them said, “You mentioned authenticity. What does that mean for you?” I answered that it was what I had just done- freely talking about who I am, what I’m about and what I do… before I know whether that’s what they are looking for.

5. Be Interesting

I personally believe that every person is interesting, but we do ourselves a real disservice when we don’t consider what other people might find intriguing about us. Instead of rattling off the same old stuff in conversations why not take it up a gear. “Actually, what I’m really passionate about is…” (insert cause/ problem/ solution/ dream here).

This week… hone the skills of memorable first conversations.

I’d love to hear your comments and feedback

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My first car was a Datsun 240K – complete with rally clips to hold the bonnet down (OK, it never got anywhere near fast enough to require them) and a kill switch that was identical to the air conditioning switch (as I first discovered while doing 110km/hr on the freeway). I remember wondering why the car seemed to pull to the right side of the road if I didn’t concentrate, and what the strange shaking & shuddering at high speeds was all about. The first service revealed I had an alignment problem. Even worse for a part-time waiter, it had worn out my tyres well before their time.

I see those same symptoms in so many teams… Unexplained tendencies in the team to get off course for no apparent reason. Results and relationships getting bumpy as the team moves forward and increases momentum. People burning out and getting tired long before reaching their capacity. For the wise leader these are signs that it’s time for an alignment check.

So could I suggest some aspects of your team or organisation that need regular alignment checks?

1. Vision and Values
One of the businesses I love to work with as a coach and speaker is Gloria Jean’s Coffees. Spend five minutes with them and you’ll discover that their ‘vision, mission and values’ are the yardstick against which they measure every activity and decision. The values have become embedded in the language of the organisation, constantly reshaping their current reality. By contrast far too many organisations are content to have their values be nothing more than some glib clichés on the company website which make no difference to the way we do business every day. So when do you last thoroughly realign your team against the vision and values you proclaim? Could they even articulate them?

2. Priorities and Plans
One of the fastest ways to burn out your team is to have conflicted priorities and plans. How closely does your actual activity this week relate to what you say your priorities and plans are? Where this really becomes clearest is when you start to pick up speed. The truth is that many teams would fall apart if they achieved the growth they’re hoping for. The faster you go the more critical alignment will become. On the runway you can get away with the door of the plane being open, but not at 30,000ft and 900km/hr. Are you ready to get ruthless with your own priorities and plans and get you and your team ready for the next level?

3. Your Customer’s Experience
Alignment affects your customers too. So what is the true experience of those who use your products or services… start to finish? You say you are all about results/ service/ relationships/ value/ quality/ innovation/ social responsibility. But what do people really experience when they interact with you and your team? I’m currently changing merchant facilities even though my current provider works well for me. Clunky forms, strange processes, ambiguous payments – I’m changing because the experience for my clients doesn’t line up with what I say Innovation Coaching is about. What would happen if you analysed the brutal facts about your customer experience and set about realigning everything that’s out of place?

It isn’t glamorous, but working on alignment might just save your team and prepare you for exponential growth.

I’d love to hear your comments and feedback
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I picked up a nasty flu a few weeks ago, but afterwards I found out that I been keeping myself sick by taking cough medicine. It sounds ridiculous that cough medicine could actually make you sicker, right? Day after day I dutifully took my foul-tasting cough syrup but my condition only got worse. It was then that someone told me the difference between a “cough suppressant” and an “expectorant”. A cough suppressant deals with the symptom- a cough. That’s fine if you’ve just got a dry cough, but if you’ve got junk in your chest that’s causing you to cough then you need to deal with the cause not just the symptom. Within a day of taking an expectorant I was finally on the mend.

I wonder if you’re keeping your team sick? Perhaps in the busyness of it all you are just dealing with symptoms in your team instead of causes. Any time we as leaders react to behaviours or results of our team without addressing the causes we run the risk of prolonging the problem.

So what does it look like to deal with causes instead of only the symptoms?

Example 1: Team Conflict
Symptoms focus – The leader tries to calm people down. Perhaps give someone time off. Separate the people who are fighting. Keep the conflict away from the rest of the team. The goal is removing the conflict.
Cause focus – The leader seeks out what actually caused the conflict. Honest conversations need to be had. What are the individuals’ responsibilities here? And what about the organisation; what is our role in healing this situation? Is this an ongoing, unresolved issue that’s flaring up? What is this really a symptom of? The goal is addressing the source of the conflict.

Example 2: Job Dissatisfaction.
Symptoms focus – Give the unhappy employee a bonus. Let them whinge about the company because you might lose them if they were confronted. Put a new espresso machine in the staff room. Make promises about how great the future is going to be.
Cause focus – Give real consideration to why the person is unhappy. Are they a good match for their job? Do they need a change or a new challenge? Is the job the source of unhappiness or something else in their life? How well do I understand what motivates them and what their goals are? Is it simply time for them to move on, or is this a chance to reinvent their role?

I need to point out that some of the “symptoms” strategies above could be completely appropriate if all you’re dealing with is a surface issue. Every issue doesn’t need to have a witch-hunt and long therapy sessions to find the hidden causes. But it’s a reckless and short-sighted leader who turns a blind eye to the possibility that this cough might need more than a suppressant.

• So, what might you be suppressing in your team rather than dealing with the cause?
• Are you being reactive or proactive when it comes to the culture of your team?
• Write a short list now of any areas in your team where underlying problems are unaddressed. Then this week consciously switch your leadership focus from the symptoms to the cause.

I’d love to hear your comments and feedback
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For many years I’ve been fascinated by the subtle differences in the mindsets of highly successful leaders when compared with the mediocre majority. As Mark Twain once said “Whenever you find yourself on the side of the majority, it is time to pause and reflect”.  I’ve had the opportunity to observe many outstanding leaders in action and it has become clear to me that a core strategy of their sustained success is a decision to choose what they will focus on. So what do successful leaders focus on?

The Core (instead of the fringe)
An ever-present threat to the success of every leader is the array of issues occurring on ‘the fringe’. Like team members that are leaving. Or distractions and fire fighting. Or side projects that don’t align. I’m not suggesting leaders should ignore the fringe, because issues do need to be addressed and sometimes great opportunities first appear on the fringe. But it’s a question of focus.

The leader who focuses on the fringe lives a reactionary existence and without the strength that focusing on the core brings, they can rarely capitalise on opportunities that arise anyway. Something I’ve noticed about effective leadership is that it operates with great clarity around what its core business is. They know what really matters and what the centre of their target is.

Momentum (instead of maintenance)
What gives your organisation momentum? Knowing the answer to that question is one of the great weapons of effective leadership. Momentum is one of the most difficult aspects of a business to build and a commodity that should be treasured. When we focus on building momentum we often make different decisions to the person who is more concerned with maintenance.

A momentum focus demands that we invest in things like marketing, training, product development and generally taking some risks. A maintenance focus is more concerned with systems, quality control, management and generally maintaining the status quo. Of course, you can’t ignore maintenance either if you want to stay in business for long. But you can have a well ‘maintained’ business that you run into bankruptcy by failing to keep the focus on momentum.

What They Can Influence (instead of what they can’t influence)
Stephen Covey was right when he taught that focusing on your “circle of influence” is instrumental to being an effective leader (ref: Seven Habits Of Highly Effective People). There is a direct relationship between the extent to which I focus on the things I can influence in the world around me, and the extent to which I create real and lasting change.

To be ineffective is to expend my best efforts and energy on issues over which I have no personal control. Like every business I’m affected by interest rates, competitors, global events and a whole host of factors that I cannot influence. I don’t ignore them, but I can’t focus on them and remain effective. One of life’s best-kept secrets is that when I focus on what I can influence, over time I increase what I can influence. On the other hand if I expend myself on things that I can’t influence, gradually my influence shrinks through disuse.

So What Are You Focusing On?

• Are you crystal clear on what is core for you and your team?
• Do you know what gives you momentum and does that get the lion’s share of your attention?
• And how much of your precious focus is drained away by things you cannot influence?

I’d love to hear your comments and feedback
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Years ago my father consulted to a mining company that was in financial meltdown. Unable to prevent the inevitable, his project wrapped up and the business had no cash left to pay his fees. As a token of their appreciation they gave him half a dozen ‘semi-precious’ stones mined from the site. Fast-forward several years and my Dad rediscovers the stones in his desk drawer, alongside a graveyard of stationery relics. Too small to make a useful paperweight they had been relegated to collect dust… brown, green and frankly unimpressive in appearance. Or at least they were to the untrained eye.

It occurred to him to have the stones valued and I well remember his shock when the call came from the valuer. These unimpressive, uncut stones were worth over $60,000 in their raw form alone. In the hands of a master craftsman their value would multiply further. You can probably guess what happened next. Suddenly the stones went from the unlocked desk drawer to the safe. They were added to the insurance policy. They were even eyed off by my Mum for jewellery pieces.

I wonder who is in your drawer?

Experience has taught me that in the drawers of almost every organisation lie people with extraordinary, but as yet unrecognised potential. Brown and green. Gathering dust. There for the taking. Over the years I’ve hired several individuals that other leaders had in the drawer. A few of those leaders even warned me that I was wasting my time. Today those same individuals have become truly world-class leaders in their own right and are ‘paying it forward’ as they help others realise their potential.

One of the most valuable skills you can hone is the ability to spot real possibility in people. Anyone can identify a leader when they’ve already been crafted. The mastery is in identifying, investing in and maturing that potential. It reminds me of Michelangelo who carved the famous statue of David from the very same slab of limestone that several other sculptors had already rejected as being too shallow and weak. He said later that when he looked at that slab he could already “see David in the stone”.

So perhaps it’s time for you to look again?
•    Take stock of your team. Consciously disregard appearances, position and market value. Ask yourself “What are they truly capable of?”
•    Find a valuer. Is there someone in your world with an eye for potential that could give you a professional opinion?
•    Multiply their value. One of the greatest gifts you can give your team is to not settle for raw potential. Be the leader they can trust to cut through the exterior and bring out their ‘wow’.

“Treat a man as he is, and he will remain as he is. Treat a man as he could be, and he will become what he should be” Ralph Waldo Emerson

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