When Delegating Goes Bad

The Challenge:

Evaluating, or considering changes with Senior Leadership can be a considerable challenge.  Many times this executive has become more than a coworker. When leading together in times of both war and peace, a bond develops with deep emotional ties.  Sometimes, this leader had been hand-picked, mentored, and championed throughout the organization by you.

While these attributes of assessment, and change seem to be universal when reviewing any member of your Team, considering the future success of a senior executive reporting to you may bear extensive personal risks as well.   The “perception ladder”  holds more stakeholders when the reach of the senior executive extends beyond their own closely held team. 

As an example, typically the performance of an individual team member (with lesser company strategic impact) is perceived by perhaps only a few associates in addition to themselves and their immediate manager. However, when a leader’s career grows, and they extend their reach and impact upon the greater organization including its customers, vendors, employees and even its brand, there are far more contributors to the joint perception of the success (or lack thereof) of a leader.

As a result, the perceived performance or potential for success of the senior leader brings a shared responsibility to you, from amongst your peers. These peers, at the highest senior executive level of the company may tend to evaluate your personal performance on the merits of those you have hired, mentored, and led to make you more successful.

Perceptions may seem unfair or without merit because of the lack of knowledge of day-to-day challenges, barriers, and successes.  These perceptions of individual performance within the culture of an organization are real, and become more pronounced as the stakes become higher with executive level decision making.   Surrounding yourself with people who can make you more successful can be a double-edged sword when the perceived performance of those around you is not as successful as you would hope. Their perceived lack of integrity in their own performance now reflects on your ability to succeed in the eyes of others.

When evaluating, or considering changes with a senior leader, this “perception ladder”  overlaid upon the personal bond that has developed between yourself and the senior leader over time, does indeed create a considerable challenge.

Moving Forward:

Succession planning teaches us more than preparing for the eventual retirement of a key employee. An effective succession planning program ensures leadership continuity and the ability to build talent from within an organization. A key aspect of this ability is a focus upon competencies.

Competency in its pure form seeks to define underlying characteristics of an employee. Items such as skills, description of role, knowledge required, etc. is expected to lead to superior performance.  Competency models can therefore help to clarify differences between prescribed levels of performance.

Competencies can also be developed in a visionary form, helping to pinpoint what is required of key employees to be successful into the future. The discovered gap between current and future competencies clearly spell developmental needs for the individual, and on an aggregate basis, the entire organization.

More recently, use of competencies have also been extended used to link and align the organization and its culture to performance of each position. 

I see a competency framework within three specific groups.

• Universal (required of everyone within the organization.   Emphasis upon brand, culture, and values of the organization are stressed here)
• Leadership (measured from all employees in a supervisory, management, or leadership  responsibility of people or programs)
• Individual (focused on knowledge, skill, ability, and experience relative to the specific position)

Channeling the perceptions of others into a formatted series of competency checks can be effective at controlling runaway perceptions based upon factors other than indicators of true success.   When evaluating a senior leader, look outside of your relationship with this coworker, friend, and key employee. Ask yourself, 

“How is this senior leaders ability to succeed based upon universal, leadership, and individual competencies as viewed by those around them?”  

A self evaluation by the senior leader and a separate independent assessment by you will complete the circle of knowledge.

Delegating at a senior level brings new and more dangerous implications.  When its good, wow, life is good and you succeed.  But, when it’s bad, yes, it’s really bad.  And when delegating goes bad at a senior level, it is more difficult to unravel and repair, and it impacts you personally.

• Who is a senior level leader you delegate to?
• What competencies exist where you assess delegating?
• Where is delegation with a senior leader in trouble?
• When do you apply competencies to assess delegation success?
• How will you approach a senior leader who is failing?

If you want to learn more about the Rare Leader™ in you, 

or if you are interested in retaining Steve as your Executive Coach, 

Contact Steve Riege via: twitter, or his website.

Freedom Lies In Being Bold

Be Bold he said.  

She said to be Decisive.  

Feel Passionate and Free they told me. 

Robert Frost claims “Freedom lies in being bold”. 

Theodore Roosevelt wrote, “Far better it is to dare mighty things, to win glorious triumphs, even though checkered by failure, than to take rank with those poor spirits who neither enjoy much nor suffer much, because they live in the gray twilight that knows not victory or defeat.”

"No great discovery was ever made without a bold guess", penned Isaac Newton.

"Be bold when others are scared.” claimed Thomas J. Powell

When making decisions, Life can be a very lonely.  

The taste of this freedom Frost speaks of; from being stuck in neutral, drives the Rare Leader™ to move forward, to be bold, and win glorious triumphs, even if checkered by failure.  After all, stuck in neutral brings no chance of success, only fear of repeated failure.  And, in the competitive marketplace of our new economy, repeated failure does not bode well.

I was 12 at the time.  My friends and I were selected by our parents to study the Catechism of the Lutheran Church.  Not many children are able to choose their own faith and which church or religion to follow.  At this young formative age, our parents make that choice for us. 

I remember sitting in Mike’s dad’s car.  Nolan had picked us up from Jr. High School to deliver us to church for class.  With Mike in the front, we sat in the back seat. 

In 1966, Nolan’s Mercury Park Lane cruiser had a rear window that rolled down.  Not the rear door window, but the rear window overlooking the trunk.  I’ll always remember that car, because of the long ride that first day of Catechism class.  We were all so very quiet, unusual for these four 7th graders.  

We were not certain why we were going, and what we would be expected to learn, but we knew the choice to attend had been made for us.  

I’ll also remember that ride in the Mercury cruiser, because Nolan smoked cigarettes.  He smoked as if his life depended on it.  And since our ability to live on depended on our not smoking, that rear window was our life saver.  

Pastor Hoven welcomed us that day.  For two years we made the trip to class.  And we learned about the ten commandments, the creed, the sacraments, prayers and confession.  We committed everything to memory, so we could pass the public examination and wear those white robes on confirmation day.  

I can still recite most of what I learned, and it became the foundation of my faith today.  However, perhaps the most valuable lesson was not found in the small handbook we carried for two years.  

At some point in our studies, something - somewhere must have happened.  Im guessing there was a major event in world news, politics, community, our church, or with a family member of our class.  The details of this triggering event has since escaped me.  But the impromptu lesson Pastor Hoven delivered that day as he put down the teachers manual, and strayed from the syllabus, changed my life forever.  

He taught “Freedom to Fail”. 

It was short, and for some reason it stuck.  Life, he began, is filled with choices you must make.  Not all of your choices can, or will be the best. 

I challenge you he said, to be bold, and speak loudly in your choice, and move forward, out of neutral.  If you fail, God will pick you up, and help you try again to make a better decision.  “That’s it?” I mumbled to myself.  I thought there must be more.

Pastor Hoven challenged us to live our lives on both sides of this story.  Be bold he said, make the best decision you can, and if you fail, someone who cares for you will be there to pick you up, dust you off, and encourage you to try again.  In that same way, look to your friends, your family or even a stranger who tries to be bold in their decision, but fails.  Be there to pick them up, dust them off, and help and encourage them to try again.  

With this lesson of a “Freedom to Fail”, the fear of repeated failure blows away, like foul cigarette smoke through that rear window of your life, and the fresh air of a new chance to try again with a better chance for success fills you with a Freedom you will taste forever.

I made this “Freedom to Fail” a granite building block in my personal foundation for Leading others.  I have used this lesson with my children, with friends, with colleagues, with clients, and with those rising stars on my Teams, who helped to make me successful.  

Remember, as a Rare Leader™, you must move toward a  solution, and be willing to take a risk.  Be Bold.  There’s a great freedom out there. 

1. Who is there to pick you up if you fail?
2. What decisions have brought you failure?
3. Where can you find fresh air to try again after failure?
4. When did you pick up others who failed with their decision?
5. How will you help others who fail in their decisions?

If you want to learn more about the Rare Leader™ in you, 

or if you are interested in retaining Steve as your Executive Coach, 

Contact Steve Riege via: twitter, or his website.

Connecting The Dots...

He handed me the envelope.  It was sealed, dated, and said simply Steve.  “Save this and open it when we finish our work” he said, with a slight upturned grin.

4 months earlier, Vince and I began collaborating on a strategic planning project.  Several weeks ago, he gave me this envelope.  Knowing him as well as I did, I knew this had something to do with the project.  So into my briefcase went the letter sized envelope, almost forgotten until today. 

Today, we met with the CEO to present our final report and recommendations.  We were very prepared.  Our respective Teams had done their research, compiled data, and aggressively challenged each other on options and final paths.  We were confident of the new direction the Organization needed to go, and now we needed to convince the Charismatic leader.  

As Vince offered a brief introduction of our agenda, I placed the thick deck in front of him.  The CEO placed his hands around the binder, and then slowly let it fall back on the table.  “Guys”, he said, “I want to take a brief diversion.  It may change the course of your recommendation”.  Great, I thought.  We did all of this careful work, and the CEO had been holding out some important information we should have considered.  But we did our homework.   We had open access to everything.  What else could there be?

The CEO’s eyes focused carefully on each of us in this moment of silence that seemed to last 15 minutes, and then spoke strongly and slowly...“I have decided to resign”.

Separate from our work, the CEO had realized the Organization needed to go in a direction he was not prepared or interested to lead.  His self assessment of his skills, his passions, and his own personal goals made it clear to him it was time for a change.

The meeting took an obvious turn, and the CEO was correct.  Throughout the next 45 minutes, he was able to predict almost every recommendation and path our Teams had decided upon.  The plan met his approval, but with his imminent departure, there was now an additional step required to make it succeed.

As we drove away together, I was still a bit shocked.  One of the issues Vince and I struggled with, was a concern about the CEO being able to successfully lead this new venture.  But how did he know?  Vince asked me if I still had the envelope he gave me.  I reached into my crowded briefcase and there it was, still sealed.  I carefully slid my pen under the glued seal and tore it open.  Inside was one piece of yellow legal pad paper, tri-folded.  I opened the page and there were three words printed in Vince’s handwriting.  “He will resign”.

“What?  How?  How did you know?”  I immediately thought the two of them had colluded, speaking secretly behind me.  Vince said, “I just have this ability to connect the dots.  I can’t explain how, or why, but I see things coming together very quickly and over the years, I have been correct most of the time”. 

I reminded myself that Vince was himself a retired President, CEO, and Board Chair of several very successful organizations. “But how did the CEO know” I asked?  

This CEO is a remarkable Leader.  On one hand he knows the organization, and the business very well.  All the research and data we collected and analyzed, he either knew previously or sensed.  While he sees the successes and achievements, he also lives with daily stress, roadblocks, and frustrations.  Think about the number of balls he is juggling at one time.  But most importantly, he has a wonderful ability to focus.  He takes all of these details and visionary trends both big and small, and like puzzle pieces, fits them all into the big picture.  

On the other hand, he knows himself.  He knows his strengths.  But most importantly he understands his weaknesses.  And in the end, he knows when it is time to walk away, and look for the next challenge he will passionately pursue towards success.

It’s like connecting the dots I asked?  “Yes...It’s just like connecting the dots...the correct dots.”

These are two Leaders who can accept and promote the ambiguity of leadership.  They can connect the dots, and put all the pieces together into the puzzle.  But most of all, as a Rare Leader™, they also instill this into their Team.

1. Who do you follow that can “connect the dots”?
2. What does it mean to “connect the dots”?
3. Where can you see “connecting the dots” as a leadership behavior?
4. When will you begin to “connect the dots”?
5. How can “connecting the dots” help you Lead?

If you want to learn more about the Rare Leader™ in you, 

or if you are interested in retaining Steve as your Executive Coach, 

Contact Steve Riege via: twitter, or his website.

Help me...I’m Multi-Tasking Multi Tasks!

If you are near to my age, or as Florence Dusty might say, a “baker of my generation”,  multi-tasking has a distinct meaning.  When you hear someone say they are multi-tasking, you think of a list of several “to-do’s” that you focus on today.  Or multi-tasking might also mean doing two things at once, such as Florence baking muffins and doing laundry at the same time.  The other day at my desk, I was on the phone, and with my headset on, I was able to pack my briefcase and walk to my car.  Yes, that was multi-tasking too.

Multi tasking takes on several skills applied simultaneously. but admittedly drains the ability to focus.  If I am really listening to my caller, am I remembering everything I needed to put into my briefcase?  Or if my briefcase gets organized well, am I actually listening to my caller?

This older generation of mine grew up in a pretty focused, single dimension world.  Today’s leaders developed their craft in a world of singular focus, working face to face with customers and employees, creating quiet time to read thick documents, while staffers helped with administrative tasks such as dictation, meeting set up, filing, answering phones, and guarding the door.  It made my doing more than one task at the same time a bit easier.  As I left a meeting, my secretary would hand me the file for my next appointment, and brief me on a phone call she fielded, while reminding me of my lunch appointment downstairs.  As she recited these 6-7 updates, I was glancing at the file summary note and walking at the same time.  Yessss, That was multi tasking refined.  I was like a well oiled machine, until Becky took a day off.  Then I was lost and multi tasking came to a halt.  Actually, single tasking became difficult too.

I was visiting a client a few months ago and touring their beautiful new headquarters.  As I left his office and walked away from the executive suite, his secretary reminded him of his lunch appointment and told him of an important message in his voice mail box.  He bristled a bit and when the elevator doors closed, he grumbled something about “so much to do”.

When the doors opened, we were on the second floor.  He chuckled and said “welcome to the experiment”.  This “experiment” was a floor designed completely by the employees.  There were no private offices.  The only private rooms were in the center core.  They were labeled with names of people, places, and things, and organized either traditionally, or quite eclectically for small private discussions, or larger group gatherings.  There were a few very small workstations scattered through out the floor.  But the remainder of the floor was furnished with couches, bag chairs, benches, and heavy wooden tables. And yes, there was a pool table and a ping pong table too.  Some areas were lit brightly and lively with a large screen tv, and others were tucked away with warmer colors and quiet music.  Instead of the old bun coffee maker next to the refrigerator, there was a professional quality espresso press, and a mini juice bar.  

But I was more taken back by the employees themselves.  Working alone, or working in small groups, the floor was really alive.  I first watched a younger woman sitting in a comfortable lounge chair, with her ear buds tucked in, watching the large screen television, and chatting away with a friend while clicking away on her laptop.  At a nearby table, three people were engaged in a conversation while focused on their laptop screens, sipping good latte’s.  In one of the quiet areas it looked as if one person was actually napping.  In an inner core room, two young children were working on what appeared to be home work from their grade school.  Employees were coming and going.  But it was alive.  My friend explained this floor was designed by employees who pledged that if they could design a workspace fitting their culture, they would be more effective, happier, and engaged.  He said the early results were very exciting.  

I don’t know how they do it he said, but that first younger woman is one of our accounts payable employees.  While listening to itunes, and watching TMZ, she was auditing a payables ledger with her partner from compliance.  The three Latte sippers, were also video linked to a few branch offices, conducting a training session.  Yes, one person was napping, because he had come into work after a good evening out with friends, and it made better sense to get some work done rather than drive home and back again a few hours later.  Now he was catching up prior to a presentation.  The grade schoolers were studying until mom an dad could leave work.  It was easier than going to day care, and mom and dad were right there on the same floor, working but able to check in on their kids.  

“Somehow”, he said, “this whole thing works.  I can’t seem to do two things at once without my privacy and a secretary, but they are able to thrive while multi-tasking multi tasks.  These are among our most successful and highest potential employees”.

Managing this type of workforce, and world of work requires a new set of skills for today’s Rare Leader™.  The fact is, younger workers who will carry the success you have envisioned work differently than you do.  They have been developed, and have found the ability to adapt with technology and relationships to do more things at the same time.  Juggling several things at once actually drives them to more productivity.  While this new machine can work effectively under new updated conditions, it still requires leadership.  

The Rare Leader™ of this workforce of today’s generation must accept and promote a Tolerance for Ambiguity.  The Rare Leader™ shows others the ability to handle stress, disappointment, roadblocks, and frustrations at the same time as juggling lots of balls while maintaining focus.  She can view micro and macro and how these details fit into the big picture.  But most of all, this Rare Leader™ can instill this into their Team.

1. Who do you know that can multi-task multi tasks?
2. What do you do to help you understand today’s multi taskers?
3. Where can you observe and learn this style of ambiguity?
4. When can you begin to add more “balls in the air”?
5. How will you begin to move from Florence Dusty’s generation to the more ambiguous generation of “multi tasking multi tasks”?

If you want to learn more about the Rare Leader™ in you, 

or if you are interested in retaining Steve as your Executive Coach, 

Contact Steve Riege via: twitter, or his website.

War and Peace...or is it Peace and War

If you are looking for the latest discussion of Napoleon, Nicholas Rostov, Prince Andrei Bolkonsky, Pierre Bezukhov, Natasha Rostov, or Princess Helene, you’ve googled the wrong War and Peace.  Tolstoy needed four volumes to tell the of the disastrous 1812 Russian invasion as the backdrop for the tangled personal lives of two aristocratic families.  

We’ll identify the qualities and behaviors of a Rare Leader™ during Times Of Peace, and also during Times Of War, in a more abbreviated fashion.  So, why not read on.

Beginning in the later 1980’s, I realize I had switched my learning emphasis from technical topics such as labor negotiation strategies, self funded underwriting of medical benefit plans, or regulations relative to the financial securities industry.  My study interests shifted towards a discovery of why people are successful, and more specifically, who leads people to success...and how? 

We were coming off an explosion of interest in China.  Venture capitalism, technology, and restructuring the corporation were the rage.  But there was not really a focus on the competencies of leadership.  Historically, Leadership had grown out of the top producer being awarded from great achievements in sales, engineering, or finance with a promotion to the coveted corner office.  

Leadership was ill defined, and success in the roaring 90’s came a bit easier when the economy and business was good.  These Leaders were leading in Times Of Peace.  

I have read many books on Leadership.  Perhaps too many.  Early on, theories of Collaborative Leadership emerged, encouraging skills and attributes for cross boundary success.    Interpersonal connections were replacing formal systems of process. After all, who would argue against the common theory of “two heads are better than one”?  

When  the economy was strong, business was going well, and growth came as a natural progression, collaborative Leadership became a hallmark of success.  Transparency, open door policies, long term strategic planning, delegation, team building and even more theories expounded upon in the leading business books, encouraged this style of collaborative open decision making while in Times Of Peace.

Hello Recession...The times are a changing.  More, and more I see successful organizations able to react tactically, as they continue to find new avenues of success.  But with the problem solving process shortened, and economic challenges demanding fast decisive decisions, Leaders find themselves altering their behaviors of leading others.  

Sometimes, Leaders simply have to make decisions on their own.  This does not encourage a fall back to closed door meetings with secret agendas.  But it does encourage more strategic preparedness and interaction between key employees helping to prepare their Leader to be more decisive on behalf of the Team in these Times Of War.  Preparation, open discussions, careful research, communication, and support of individual decisions have become the bugle of a new call to arms.

A new competency of leadership has emerged.  The Rare Leader™ who has balance, poise, and ability to maintain composure through ups and downs, and  knows when to apply intellectual intelligence and maturity can Lead in times of both War and Peace.  The Rare Leader™ can not only differentiate between the two, but has the ability to draw upon both skill sets when needed, to Lead others.

Do you have this level of Emotional Stability as a Leader?

1. Who do you know that can lead effectively in times of both War and Peace?
2. What can you do to build your competencies to lead to during both Peace and in these times of War?
3. Where do you see success from Leadership in times of War?
4. When will you switch your style of leadership for these times of War?
5. How do you switch from the attributes of leadership during peace, to the skills needed to lead in these times of War?

If you want to learn more about the Rare Leader™ in you, 

or if you are interested in retaining Steve as your Executive Coach, 

Contact Steve Riege via: twitter, or his website.

My Boss Is Relentless

When I asked Tim what was on his mind, he really opened up.  

“I love my job.  I really do.  But there are some things that make it really unbearable.  I mean, I’m really good at what I do.  Well, that’s what my friends tell me.  The company is great, and I believe in our products.  From what I see, we are in a great position to grow, and I could have seen myself happy here for a long time...could have. You see, it’s her fault.  You’ve met her.  Yeah, my Boss.  Wait, I’m not saying she’s a bad person.  I’ve met her husband and kids, and they all seem really happy when they’re together.  Her brother works here too.  He’s also an owner, and he’s not like her.  You see, she’s quite bright.   No, actually she’s brilliant.  She’s patented several of our formulas and is respected industry wide.  But my issue is that she’s relentless.  She is all over me.  I just can’t seem to be doing enough to please her.  I don’t know how the others do it. I cant take it.  Yes, that’s why I’m leaving.  You need to help me”

I first met Tim at one of my networking events - “1,2,3@5”.  This is an open networking event I host 4 times each year, attended by a few hundred people.  It’s fabulous networking, and has been labeled as the “premiere networking event” in the business community.  But, it is not the place for confidential coaching.  So when Tim was introduced to me he said, “Steve, I have been wanting to meet you.  Based upon your success Coaching other executives, I know you are the right person to help me.”  I thanked Tim for the gracious compliment in front of the few gathered in our circle near the entrance, and suggested we meet soon to chat in private.  When we met a week later, Tim told me his story, and diagnosed what he felt was his issue.

When I am engaged with a career coaching client, so many times  the client will tell me they love their job, but they can’t work for their Boss.  It’s always the Boss’s fault.  Yeah, that’s right.  Typically this is the Boss who built up a nice $100m business, is admired by the community, and is followed by a growing number of successful “C” level leaders.  We have all met this Leader.  To be this successful, many times they embody most of the behaviors of the Rare Leader™.  

So why then, does Tim, and perhaps many of you have this identical issue?  First, let’s be honest and cut to the truth.  Many times people who self diagnose their issues are the worst doctors.  They locate all sorts of cuts and bruises and apply nice looking band-aids, and take ibuprofen, and all seems well...for a day or two.  These self diagnosers never find the core issues beneath these symptoms of pain and discomfort.  It is far too difficult to look inside yourself with any deep effective level of an unbiased assessment.

Tim, while thinking this was all about his Boss, had self diagnosed himself to be distant from the problem.  After all, this Millennial has what it takes.  A nice degree, a quality internship, a good family legacy in business, and after 18 months on the job, Tim is ready for the world.  He does not have the patience to be treated like a kid by his Boss.  Tim  sees himself ready to be anointed for greatness.

One of the behaviors that made Tim’s boss successful was her Achievement Drive.  As one of the 12 behaviors of the Rare Leader™, she knew she needed to achieve, and realized she needed to lead others to achieve.  She had Goal Clarity from her collaborative work with her Team.  Tim knew she was persistent.  But Tim only saw her persistence as pushing and prodding and “bugging him”, rather than her actually trying to motivate him to also be decisive and take action.  Tim was so self involved, that he did not see that Kate’s pushing and prodding made those around her successful too.  In reality, Tim was too selfish to see his Boss cared so much for him that she was making every effort to help him succeed.  

Now, after several Coaching sessions, Tim was hoping it was not too late to revive his chances with Kate.  Had Kate given up on Tim?

1. Can YOU save your career?
2. Are your job frustrations someone else’s fault...or your own?
3. Are you too self involved to see others are trying to help you? 
4. Do you self diagnosed your problems at work?
5. Does your Team understand why you push and prod them to achieve?

If you want to learn more about the Rare Leader™ in you, 

or if you are interested in retaining Steve as your Executive Coach, 

Contact Steve Riege via: twitter, or his website.

I have people skills, I am good at dealing with people...

The Rare Leader™ is always interacting with people.  The Rare Leader™ is able to utilize intuition to sense what people are feeling and thinking.  The Rare Leader™ has the ability to interact positively, actively listening, understanding, and responding to different behavioral styles.  The Rare Leader naturally proves he or she can focus on others rather than self.

"Well, look, I already told you. I deal with the #*@#$% customers so the engineers don't have to. I have people skills! I am good at dealing with people! Can't you understand that? What the hell is wrong with you people?!"... Tom Smykowski responding to Bob Slydel - Office Space

Tom was a leader of the Software Engineering Team at Initech, a company plagued by excessive management.  When pressed, Tom really felt his number one skill was “dealing with people”, because had “people skills”.  

Now, I don’t know about you, but when I think of people skills, unfortunately I think too many times about managers like Tom, who really do think their people skills are second to none.  Even though Tom is a fictional leader, from a fictional company, from a movie, it is in fact, rare to find real leaders from real companies with great people skills.  The reason Tom felt his people skills were so strong, is that he was so focused on himself, rather than the Team members he was leading.

Great relationships with people do start and end with the skills and behaviors you show in establishing powerful, long lasting, relationships of trust, collaboration, and shared success.  

Do you have great intuition?  Can you connect the dots of what you observe about the people you lead?  To properly observe, you need a keen ability going beyond what you might easily see, hear, or touch.  Intuition takes you inside the character of the people you lead, to sense and understand what they are thinking and feeling.  What does the connection tell you?  Connecting the dots and applying your intuition about people is similar to the skills you find as a visionary, using data and trends to see into the future.  Your intuition should enable you to see the future possibilities between yourself and other people.  

What is your ability to interact with others?  Are your active listening skills refined?  Does it come naturally to listen intently and be able to repeat what you heard...word for word?  

After listening, can you understand what the other person is really saying?  What is their hidden meaning?  What action are they seeking from you?  Do they desire you to offer a response full of ideas, suggestions and directives, or are they merely seeking a listener with empathy?  

What is your response?  Does your response come from truly caring about what they have to say?  Or, is your response quick, to the point, enabling you to move to your next agenda item of your day?

Perhaps the hidden challenge for the Rare Leader™ with relationships is adapting all of these skills to the “human factor”.  After all, like snowflakes, no two human beings are alike.  This gives you great opportunity to develop your intuition, interaction, listening skills, understanding, and response, to varying styles and diversity of people.  This adaption to diversity draws from the Core of your Character.  This adaption to diversity of behavior styles in your Team, is the test of the integrity of your Character.

In the end, your relationships with others have no grounding if you continue to focus on yourself first.  This was really Tom’s issue when self analyzing his number one skill at Initech.  I see this same issue when observing, assessing, and coaching leaders who fail at building positive relationships as a proven characteristic of becoming a Rare Leader™.  The core of these failings continue to look back at a narcissistic self involved, “me first” Leader.  

Who do you focus on?  What is your style?

1. Do you have great intuition?
2. What is your ability to interact with others?
3. Are your active listening skills refined?
4. Can you understand what the other person is really saying?
5. Does your response come from truly caring about what others have to say?
6. Can you prove you do focus on others rather than yourself?

If you want to learn more about the Rare Leader™ in you, 

or if you are interested in retaining Steve as your Executive Coach, 

Contact Steve Riege via: twitter, or his website.

Hiring up

They always said the key to being a successful manager, is being smart enough to hire people smarter than I am. 

You have probably thought this through when hiring new people to work on your Team.  After all, the gaps that appear as we get older are pretty obvious.  How do we keep up with technology?   How do we absorb all of the changing data?  How do we begin to understand every product detail?  

Yes, we become so much smarter when we are willing to leave our ego at the door and bring new people to our Team who are smarter thane we are. But what does “smarter” really mean?  How is “smarter” defined?  

Is it all about the craft of the job?  Is it about engineering, finance, economics, design, marketing, chemistry, and technology?  What about Character?  Does it also make sense to hire people with more Integrity of their Character than we might believe we possess?  

If the theory about surrounding ourselves with smarter people makes us as leaders collectively smarter, than could it be true; that if we surround ourselves with a Team who thinks and acts out of a core belief of morals, values and ethics, that we might grow as a Leader with Integrity of Character?

I have been very fortunate to have worked with enormously successful Teams.  I credit my earlier successes to my Teams.  When challenged, I prided myself at saying...”I’m not sure of the answer...I’m just a school teachers kid”.  I loved the cynical answer I would offer when the brightest and the best of the senior leaders would challenge me, knowing I had much more humble beginnings than they had.  

But, I would always have the answer.  The answer was typically better than correct, and I built a reputation of someone you could count on.  But it was no secret that my Team was the key to my success.  We’ll talk more later on assembling that great team.  

How did I continuously assemble such great teams?  What was my secret sauce?

Here’s the recipe to my secret sauce.  I

 hire by the “rule of three C’s”.  

Core, Character, Craft.

When I set out to hire a new Team member, I focus on a discovery of what the candidate feels is the vitality of their core.  The core is that essence of why they believe they are given this wonderful opportunity to live the life they have been given.  This is where values, ethics, and morals are formed and realized.  That is...the Core of the candidate.  

Character is how the candidate can prove they “walk the talk”.  If they found values, morals, and ethics within their Core, then what choices do they make every moment, to live out this Core of who they are?  This is...the Integrity of their Character.

Craft is the easy part.  This is the intellectual side of the career journey.  Craft is the essence of learning, and experience  achieved through school, training, work experience, and applying aptitude.  The missing portions of their Craft can probably be acquired through additional training and other experiences.  But I have no ability to change Core and Character.  They either have it, or they don’t.  And If candidates do not have Integrity of their Character, I do not want them on my Team.

This secret sauce brings me great team members.  If the theory about surrounding myself with people better than me is true, then I have also surrounded myself with people who have a higher level of Integrity in their Character than I might have.  As a group, we’re contagious with each other, and we hold each other accountable to a new level of success. 

As a Rare Leader™, Integrity of Character is where we begin!

If you want to learn more about the Rare Leader™ in you, 

or if you are interested in retaining Steve as your Executive Coach, 

Contact Steve Riege via: twitter, or his website.

Moving from Charisma towards Integrity

You have spent a career climbing the leadership ladder.  Through your experiences and careful research, you have discovered a consistent pattern of behaviors predicting the potential of great success in a Leader. I call these twelve behaviors and characteristics the style of a Rare Leader™.

Since January, we have “dug deep” into the behaviors of Vision and Charisma.  Let’s probe a bit deeper into the next behavior.  Character, or Integrity as some of you have been calling it, will be our next topic beginning in March.  

Thanks for your many comments about Charisma and Vision.  I look forward to your comments, e-mails, tweets, and phone calls about Integrity in the Rare Leader™.  

You can also join in at www.twitter.com/sriege for regular posts on this topic.  Recent tweets are on the left.

If you are new, perhaps you might enjoy starting at the beginning.  Click the archives and look for Vision under January, and “read up”  Please post your comments.  I invite you to actively participate.  I'd also appreciate your inviting friends to follow our discussions and contribute as they wish.

Welcome, I hope you enjoy your journey discovering the 12 behaviors and characteristics of the Rare Leader™ 

If you want to learn more about the Rare Leader™ in you, 

or if you are interested in retaining Steve as your Executive Coach, 

Contact Steve Riege via: twitter, or his website.