A Person's Self-Vision Can Be Gold

We all have visions of ourselves, however incomplete. Me? I envision myself as someone who works to make things better for other people. I fancy myself as someone who finds clarity and enforces the value of consistency. It blinds me to the weaknesses that inherently go along with it. For instance, I can come off as idealistic or staunch. It isn't the intention, but it can be the result of seeing a way in which clarity and consistency go hand in glove. So, if you work with me -- play into it. Think about the ways in which the organization could be better and challenge me to see it, understand it and move it.

When you work with someone who sees themselves as an educator (which might be a kind way of saying "seeming know-it-all"), put them in situations through which they can share their experiences and expertise to help other colleagues find ways to make improvements. Let them talk. Listen. Gently probe and redirect. And, then, ask them how they would suggest that you tackle A, B or C or what they think you might want to consider in achieving an intended impact.

It isn't easy, but playing into someone else's vision of who they are can make your more effective in navigating or influencing the desired change.

Build Better Relationships

A few tips for building productive relationships -- be they between Boards & Executives or Executives & Staffs:

• Be clear on roles and responsibilities (and be distinct so people don't get confused)
• Develop a shared understanding for mutual accountability (the two-way street of responsibility)
• Understand each other's personal/professional intentions (avoid assumptions or projections)
• Be direct and transparent during recruiting (paves the way for good things to come)
• Pay attention to how people are brought into the organization (you care now, they care later)

Consider that when people feel informed and confident, they can become better sounding boards and reviewers. The resulting level of engagement often becomes more productive for everyone.

No More Meeting Complaints

No more complaining about wasting your time in meetings. If you truly believe that your time is being wasted, do something about it. Even when you don't control the meeting, you can influence it.

You can ask the organizer (before the meeting begins) about the purpose and the intended outcome. If you don't like what you hear (or you don't believe it), you might even ask a tactful question or two to either uncover a rationale or to prompt a reconsideration or redirection by the person who called the meeting.

You can engage in the discussion. Sometimes, the best meetings are those in which you don't see an obvious purpose but you do hear the avenue through which you can speak to help give it more meaning for yourself and/or for those around you.

You can always not go. Don't absolve yourself of the associated responsibilities, but depend on a follow-up with the organizer to get the assignments. And, remember, then when you don't attend, you give up your opportunity to influence what goes on and what comes out of the meeting. (In other words, if you don't go, you are expected to go along with whatever was discussed, determined or decided.)

You can, also, go and discreetly do other things. I'm not suggesting you engage in Blackberry bingo or laptop lunacy (neither sends a good message), rather catch up on reading printed reports or articles, refine your to-do list, review your group's progress against its strategic plan or just reflect on issues of the moment.

Meetings are not going away -- and good meetings are means through which to make solid progress through any organization. So, become a good meeting goer and use your influence to make the meeting better for everyone.

Greatness is in the Giving

Daniel Boulud is among the best chefs in the United States, and he is at the pinnacle in the realm of French cooking. He holds high standards and works hard, getting in the trenches when needed. Boulud offers an interesting blend of business savvy and an insightful recipe for success that works well beyond the confines of a cooking pursuit:

"To be a great chef is to be able to express what makes you the most happy, and the most in harmony.... In the end, everything we do is not for ourself but to give it to someone else. What I love about cooking is the personalization of the work and the spontaneity of it. For me, the definition of a great chef is to be able to be spontaneous as well as intellectual and disciplined -- it is a combination of things that give a little more power in the soul." (Wine Spectator, 09/30/11).

Personal success (and organizational leadership) evolves from clarity about where you want to go and commitment for how you are going to get there. Add a splash of curiosity and, as another famous icon once wrote, "Oh, the places you'll go." (Dr. Seuss, 1960)

The Competitive Edge of the Curious

I believe curiosity is among the four cornerstones that drive effective organizations and strong leaders. Mike Myatt does a nice job of pushing reflection along those lines in one of his blog posts. I was particularly taken by his point about the value of genuine curiosity for encouraging curiosity in others. He writes:

"If your ego is messaging you have all the answers, and that your way is the only way, then why would anyone ever be inspired to pursue change and innovation? A leader who doesn’t encourage others to challenge their thinking isn’t a leader – they’re a dictator. Dictators suppress individual thought and new ideas, while leaders encourage it at all costs."

For the next few days, while you serve your organization, observe yourself and reflect upon your actions. Are you inquiring out of curiosity or control? Do you put aside your ego without apologizing and encourage the risk of new thinking among those around you? If not, what do you need in order to start doing it? If so, what do you need to keep it up?

Change Starts with the Right People

People can forget that moving from a change through transition into the desired new world takes people. They have to be able to see the value of the change and commit to the value of the transformation enough to want to start it and see it through. McKinsey offers a quick read for how a bank revamped its change strategy by focusing on the people who could make it happen. (McKinsey requires a free registration or email me and I'll share a PDF). The key is to find the people who have influence and focus; support them with customized solutions. Help them realize the change you both want to see.

Reward With Experiences

People crave experiences. They find greater reward from experiencing something than from possessing it. These are incredible truths from which managers might benefit when considering how to reward their employees. Give them something from which they can expand their perspective and discover something about themselves and they might give the organization the benefit of that growth.