Monthly Archives: August 2014

The road to success is paved with mistakes

mistakes - Thomos edisonHave you ever see a toddler become a success learning how to use a spoon to feed themselves? It all starts with mistakes: Miss their mouth -> Spill, Closer to their mouth -> Spill, Spoon in the mouth -> Spill, Spoon in the mouth -> Success -> Success -> Success…Once the toddler perfects the method of using the spoon, they continue the same process with all current and new food. They forget the mistakes, and remember only how to be a success.

This is the same process we should follow in every new opportunity: Allow yourself to do it wrong before you learn how to do it right, then keep doing it right.

You have to try things that don’t work to find what does work. Thomas Edison said, “I have not failed. I’ve just found 10,000 ways that won’t work.”

This works for individuals and it works for teams. Leaders make the environment where their team can try new ways to find what works.   When they do find what works, leaders focus on the success, not the mistakes that led them there. A large part of success comes from what you focus on. Since the leader sets the vision for achieving the purpose of the team, they also determine where the team will be focused. Bruce Lee once said, “What you habitually think largely determines what you ultimately become.”

The first company that launched the combo gas and convenience stores found that in their first year of operation more than half of the stores exceeded expectations while the rest fell short. The company assigned a team to analyze the results. They produced a list of all the reasons that the underperforming stores didn’t succeed. For the next year, the company focused on not making the mistakes on the underperforming store list. At the end of the second year, more than half of the stores fell short of expectations.

What happened? Why didn’t they improve?

They didn’t improve because the focus of the company was to avoid mistakes instead of achieving success. There were no celebrations of what did work, only reprimands for what didn’t. They didn’t know that the road to success is paved with mistakes.

There’s leaders, and there’s everyone else.

leaders know the wayWhat separates leaders from everyone else? It isn’t the title, or the authority. It isn’t even a long history of successful projects, or even companies. It’s five simple things that most people do at one time or another in their lives, many people do frequently, and few people do consistently. Read on and see if you can identify yourself in these five traits:

Leaders seek the future. “What can this become?” Is a question that leaders ask of themselves every day. “I can do this if…” is a statement leaders make every day. “Step one is…” begins the plans of every leader reaching their goals. Leaders are always moving forward to how they envision the future.

“Transformational leaders don’t start by denying the world around them. Instead, they describe a future they’d like to create.”­ – Seth Godin

Leaders set the vision. Once the future is envisioned, leaders decide how they and everyone around them will get there. Leaders have a very clear plan on the direction to move, the role everyone will play, and the outcome at each step.

“Leaders make history and not the other way around. In periods where there is not leadership, society stands still. Progress occurs when courageous, skillful leaders seize the opportunity to changes things for the better.” – Harry Truman

Leaders serve others. The ultimate goal in the life activities of a leader is to better the situation of everyone they come into contact with. This is all done in the pursuit of the future goals, following the visionary plan, however it is accomplished through helping others succeed to their fullest extent.

“True leadership lies in guiding others to success. In ensuring that everyone is performing at their best, doing the work they are pledged to do and doing it well.” – Bill Owens

Leaders develop future leaders. When one task is completed, one project achieves its objectives, one team wins the prize, or one company leads its industry, one moment of success is marked in time. But, the accomplishment of developing someone into a leader who also develops future leaders, sets in motion a series of successes that are endless.

“As we look out ahead into the next century, leaders will be those who empower others” – Bill Gates

 

 

Building something to last – focus on the fundamentals

built to lastIn Jim Collins 1994 book Built to Last, he analyzed companies that were successful over the long term.  Not one hit wonders, not those that are remembered for a product, but those that transcended changes in technology, customer needs and wants, and changes in leadership. The basic tenant of building something to last is to focus on the fundamentals.

“In a world of constant change, the fundamentals are more important than ever” – Jim Collins

Listed below are five main themes from Built to Last.  Let’s see how each of those applies to leadership today.

“Make the company itself the ultimate product—be a clock builder, not a time teller”

This is the difference between fulfilling one need one time, or building a company, process, or person that can fulfill many needs many times.   

“Having a great idea or being a charismatic visionary leader is time telling; building a company that can prosper far beyond the tenure of any single leader and through multiple product life cycles is clock building.” – Jim Collins

Here is how you can use this theme in your leadership practices:

Companies – “We don’t have products we sell to customers, we have customers that we sell products to.” – Denis G. McLaughlin

Processes – “We don’t use people to complete projects, we use projects to complete people.” – Denis G. McLaughlin 

People – “Don’t strive to earn a million dollars, instead strive to become a person capable of earning a million dollars.” – Paul Martinelli

“Build your company around a core ideology”

Change is the only thing that will consistently happen.  The economy changes, regulations change, customer needs change, and leadership changes.  To be successful over the long term, you must adapt to these changes.  According to Collins, the only way that this can work is for a company to “be prepared to change everything about itself except its basic beliefs as it moves through corporate life.”

Here are a few examples from the book:

-3M’s dedication to innovation

-P&G’s commitment to product excellence

-Nordstrom’s ideal of heroic customer service

Other leaders have viewed this theme in their leadership practices:

“We succeed only as we identify in life, or in war, or in anything else, a single overriding objective, and make all other considerations bend to that one objective.” – Dwight Eisenhower

“Success demands singleness of purpose.” – Vince Lombardi

“You have to know where you’re going. If you don’t know where you’re going, you’ll never know if you’ve arrived.” – Denis G. McLaughlin

“Build a cult-like culture”

Having a strong core ideology, or purpose, is foundational. But unless that ideology is lived out it is just words. You have to have a plan for establishing a culture that supports the ideology.  Leaders are responsible for defining the purpose, articulating the purpose, and rewarding achievement of the purpose.

Once you establish your vision, you must clearly articulate it, over and over, to maintain focus.

Theodore Hesburgh said, “The very essence of leadership is that you have a vision. It’s got to be a vision you articulate clearly and forcefully on every occasion. You can’t blow an uncertain trumpet.” 

People will naturally repeat the very things that they are rewarded for achieving. First, set goals that when successful completed, lead to achieving the purpose. Second, reward the employees who participated in the successful goals.  This is more than money.  Rewards come in many forms, all which should be used with regularity, as earned:  Public and private praise, increased responsibility, new challenges, more training,

“The only way to get people to like working hard is to motivate them. Today, people must understand why they’re working hard. Every individual in an organization is motivated by something different.”  – Rick Pitino

 “Homegrow your management”

I view succession planning with equal importance as setting the vision and strategy for the company or team.  I fact everything that I do is about succession planning, including setting the vision and strategy.  Leaders should use every opportunity to teach and grow leaders in the organization. 

“One of the things we often miss in succession planning is that it should be gradual and thoughtful, with lots of sharing of information and knowledge and perspective, so that it’s almost a non-event when it happens.” – Anne Mulcahy

If you aren’t teaching someone else how you do what you do, you are letting opportunity pass you by. Your main role as the leader is to prepare a successor while you lead the team. It shouldn’t be something that is part of your long term plan to get to when you are near the end of your season – that’s too late.

“From now on, choosing my successor is the most important decision I’ll make.  It occupies a considerable amount of my thought almost every day.” – Jack Welch, former CEO of General Electric, nine years before he retired.

Are homegrown managers effective?  Don’t we need new ideas from outside of the organization?  Collins summarizes the success in developing CEO’s in house with some examples from his book:

“Consider that the founders of Ford, Hewlett-Packard, Johnson & Johnson, Marriott, Merck, Motorola, Nordstrom, Philip Morris, Procter & Gamble, Sony, Wal-Mart, and Disney remained in the role of chief executive for an average of 37 years each. They were founder-entrepreneur types and manager-builder types. Not only that, their immediate successors—all homegrown insiders—remained in office for 24 years on average. 

“Stimulate progress through experimentation and continuous improvement”

Throughout this article we have stated that companies that were built to last were those that transcended changes in technology, customer needs and wants, and changes in leadership.  To survive change, one must be willing to change.  However, the willingness to change does not bring with it the perfect ability to successfully change.   

The secret to success in a changing environment is to allow for continuous improvement through small experiments that yield small successes in finding ways to take small steps forward. 

“The way to simulate the drive for progress is to create an environment that encourages people to experiment and learn—to try a lot of stuff and keep what works.” – Jim Collins

Companies that are built to last do not rest upon their current state of achievement.  Instead they are always looking forward to the next change, challenge, and championship.

“Excellent firms don’t believe in excellence – only in constant improvement and constant change.” – Tom Peters

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