This recession has damaged organizational leadership.

Warren Bennis, the noted business author and professor recently stated that our current problems “resulted from a lack of leadership at every level including failures by government officials and those leading banking and financial industries.” BusinessWeek cites a phone survey conducted in July 2009 wherein only 44% of Americans said they have trust in business, down from 58% in the fall of 2007. Another 2007 survey of confidence in leadership found 77% of respondents felt the US was in the midst of a leadership crisis with worse results in 2008 (US News & World Report/Harvard’s Kennedy School of Government).

The latter survey found what Americans wanted in leadership traits in their President: honesty and integrity; intelligence; ability to communicate; willingness to work with diverse groups; ability to bring people together. How would your stakeholders rate you on these key traits?

Russell Long in referring to the “Business Week” survey above, said “trust” is seen as the most perishable of assets. Major corporations such as McDonalds and Ford are revamping their marketing efforts to reclaim this most valued asset. McDonald’s is talking about the quality of its food while Ford is addressing how well managed it is versus the Government Motors and Chrysler. What are you doing about trust and transparency?

Leaders at all levels must consider that recovery and success means reclaiming credibility. What is your plan to do this?

My recent work with executives involves obtaining stakeholder input about their effectiveness, becoming aware of their leadership style, articulating clear goals for improvement and involving peer panels and top leaders in the organization for periodic review. The results are overall improvements in the system within which the executive works and excellent choices in the changes made by the executive. As a certified Executive Coach, I believe that engaging the key players produces partnerships for sustainable success and the results of my clients demonstrate this with promotions and pay increases. They know how to fish without my further help.

My consulting and executive coaching company, Change Innovations, works with individual executives, business owners, professionals, Boards, teams, executive committees and organizations throughout the U.S. I am a past-President of the Daniel Island Rotary Club, President of the Daniel Island Business Association and member of the Society for Learning in Organizations (SoL). For more information visit www.changeinnovations.com or call Russell Long, 843-278-1925.

We know that most people drift from what works best under stress; we don’t exercise, we don’t eat well, we don’t get enough sleep, we worry…the basics devolve and very soon we are working harder, not smarter.

So, what’s first for you? Are you in touch with critical data about yourself?

Managing the stress around us involves keeping a clear head about our situation, hearing others well, staying fit, being real/open about what’s happening, prioritizing, etc. Recent data from the Center for Creative Leadership shows that leaders who exercise regularly are rated significantly higher on their effectiveness. Not to mention the emotional balancing it brings and energy creation. Clear thinking is based on knowing that others facing serious life and death matters perform well every day while our issues are mild in comparison. Go to a hospital or YMCA to observe.

Holding things inside can also create stress. Hire an executive coach and make time for friends. Going all out doesn’t make sense either so find ways to recharge. Make time for things you enjoy like a movie, book and short vacation. Be open to what others think about you, their job fears, etc. Be honest about business realities. Get organized and look for things to eliminate. My successful clients are repeatedly doing these no matter what.

Put yourself first for some self-care because if you aren’t leading well, you are handicapping those around you!

The recent Democratic Presidential win displayed several vital leadership lessons; articulating a vision, maintain media relations and real teamwork. Leadership books repeatedly call for top leaders to craft and speak effectively about their inspirational vision for their organization. In 1992, the Clinton victory emphasized “it’s the economy” and the recent Obama win drove home the “change and hope” theme along with the “failings of the past”. These ideas were repeated again and again.

Obama built and maintained smooth relations with the media in outdoing Hilary Clinton and winning the election.

His team at the top were knowledgeable, stuck together, did not disagree with each other and did not leak stories – they acted as a team. In addition, they found creative ways to win by looking at the state caucuses’ while Hilary focused on big states.

Leaders can learn from successful political campaigns and see their similarity to their organizational roles as leaders.

The recent Ryder Cup victory by 12 US professional golfers reversed losses in five of the last six years to the Europeans.

What does this say to business leaders?

To start, golfers play as individuals and rarely participate in a team effort, let alone a team of twelve. Captain, Paul Azinger broke the rules in selecting players and organizing them in light of the recent losing USA performances. He chose players up to two weeks before competition so he selected the hottest players. And, more importantly, he used a novel, multifaceted team building strategy.

Using a professional personal coach, he selected players and put them into three, 4 man pods, based on their behavioral styles. One pod consisted of aggressive players, another of steady players and the last was a mixed group of rookies and veteran players. The pods practiced together and played together in the tournament. Mr. Azinger created an environment where each player could succeed by being themselves. He learned how to effectively communicate with them based on their style preferences. He structured the group with similar-style assistant captains for each pod to take care of their specific needs. During the tournament he chose his messages deliberately depending on the situation and the team style….sometimes just a drive by supporting smile.

Why did this work? Mr. Azinger put the emphasis on personal commitment that helped each player be their best rather than asking them to think of a large team effort. It worked amazingly well. With a USA team without Tiger Woods and including 6 rookies, the American’s scored an impressive 16 ∏ to 11 ∏ victory!

Think of your many project teams, cross-functional teams, etc. Using individual preferences/strengths is a functional approach to success. I know, I’ve used it and seen it work!

Technology and leadership interact constantly….one affects the other.

Leaders I know are running hard with work, teams, projects, family and many experience the time pressure, time sensitive nature of it all. Red Bull sales meet a need in a multitasking environment.

Intensity reigns. Some leaders cannot define “vacation”….literally. I know because I ask them.

Jim Collins, author of “Good to Great” recently said a “stop doing list” is more important than the things that populate “to do lists”. Why? Without a way to define or put a boundary on expanding workloads, they overtake your life. There are no work limits and our bodies have limits…heart attacks, exhaustion, burn out…

What about technology? Do you establish controls on your interactions with emails, text messages, voice mails….or do you respond to their hits? Be honest. Do you know key players who converse while texting? Can you “hear” it even on the phone? Are you one of them?

I know one leadership development course that strips participants of their technology hardware on day one amid great angst. By day three, they do not want it back. Sound funny?

Without limits, your reality may be that you, in fact, report to your blackberry. Who’s leading here? 

The recently concluded Olympic games in Beijing showcased Michael Phelps’ accomplishments in a perfect 8 for 8 gold medal run establishing an Olympic record. He swam 17 times in nine days and broke the world record in 4 of his 5 individual swims and all 3 of his relay teams set world marks.

So, what is Michael saying and demonstrating about leadership?

The concept of focus and excellence are evident. The idea that leadership brings out the best in others was displayed in both competitive events and his team events. He widely endorsed and praised his teammates as the “best in the world” and that he needed them. He praised their efforts in a number of interviews.

How much of this kind of leadership do you see in action in the real world? Olympic swimming gave the world a lens for leadership.

Leading others to achieve extraordinary results is fulfilling work for me. I’ve experienced leadership in school, the military, non-profits, corporate settings (including being CEO), small business and my Rotary Club. I’ve learned from great bosses, being a student of leadership and executive politics.

I now enjoy working with business leaders as they face the challenges of change, relationships, self-management, developing others, having tough conversations, etc. I serve as a trusted advisor and coach among other roles.

This blog will discuss ways that leaders grow, stretch, and change to meet their circumstances…what engages them, what challenges them. Their time is precious, their demands many and the technology keeps the speed high.

So, let’s talk about what develops leaders well. What connects the dots for their success? I’ll start by suggesting a process of discovery….discovery of what matters right now for them.
What discovery process works for you?