Leadership Lessons Ripped from the Headlines
Through his work as an executive coach, leadership strategist, speaker and author, Scott Eblin has become known as a thought leader in identifying the behaviors that executives need to pick up and let go as they transition into new and larger roles. President of the leadership development and strategy firm The Eblin Group Inc., Scott is a former Fortune 500 executive, with a coaching client list that runs the gamut from Astra Zeneca to the U.S. Navy. He is the author of The Next Level: What Insiders Know About Executive Success which Business Book Review calls a “fascinating read” that “is full of potentially career-saving advice.”
On the other end, coaching this year’s Masters champ, Phil Mickelson, sounds like a better gig for a couple of reasons. First, Mickelson seems pretty clear about his goals for working with a coach. When he hired short game coach Dave Pelz in 2003, Pelz asked him, “Phil, what in the world do you need me for?” Mickelson told him that he had a very clear goal of a one stroke improvement in the major tournaments. A year later, he won his first Masters by one stroke.
Mickelson also, I think, has the right expectations for working with a coach. He says, “What has been important to me in working with my coaches… is that they give me all the information and advice from their years of experience and then help me blend it into my approach and the way I’ve been doing things. And that’s what makes it work, because it is collaborative.”
Since I’ve been coaching executive leaders for the past 10 years, the article got me thinking about what prospective clients should and shouldn’t expect from their coach. Here are three things I would put on each of those lists:
So, right now, many of you are thinking, “Yeah, that makes sense.” And, there are also a lot of you who are thinking, “That’s a really rude and pushy approach to life.”
That, in a nutshell, sums up the point of an interesting column that Oliver Burkeman wrote for the Guardian recently.
One thing you can count on if you’re in a leadership role is that it’s going to end someday. If you’re lucky, you’ll leave the role with tributes and parties in your honor. If you’re not so lucky, you may not have much time to make the transition from leader to follower.
Such was the case this week with former British prime minister Gordon Brown. With not a lot of notice on Tuesday, he stepped in front of the cameras in front of 10 Downing Street to announce that, following the results of last week’s election, he was resigning and heading immediately to Buckingham Palace to recommend to the Queen that she ask David Cameron to be the new prime minister. Within a couple of hours, David Cameron was in and Gordon Brown was out.
This week’s VBC features a modern day classic, Patrick Lencioni’s The Five Dysfunctions of a Team . In this video clip, I give a quick overview of each of the five dysfunctions and share my secret theory about why Pat’s book has been so darned successful.
Leaders everywhere should be paying attention to this case study in the making because, in a matrixed world, power sharing among leaders is more and more common. It's a good idea to learn how to do it. Effective power sharing starts with establishing some clear agreements. It seems that's what Cameron and Clegg are doing now. I don't have any idea what process they're using for doing that, but here's a simple framework for establishing clear up front agreements when you need to share power with one or more leaders.
And here is where the quote of the week award winner comes into the picture. As you might imagine, public officials in high population density areas like Northern Virginia are concerned about cottages springing up in the back yards of quarter acre lots and turning zoning laws upside down. They’re also concerned about the misuse of the cottages. Here’s how the quote of the week award winner, Fairfax County Supervisor Jeff McKay sums up his concerns:
“Is it a good idea to throw people into a storage container and put them in your back yard? This is the granny pod. What’s next? The college dropout pod?”Even though I can see both sides of the MEDCottage issue, I have to confess that I laughed out loud when I read McKay’s quote. It’s a classic in terms of framing an issue in a punchy, memorable, definable way. If you’re a leader who needs to communicate your points clearly (and are there any leaders who don’t?), there are a few things you can learn from McKay’s quote:
I’ve read a couple of articles lately that have really made me think about the way we train leaders today. In their own way, they both reminded me of Pavlov. The articles point out the paths of least resistance that can condition society’s most promising young leaders into salivating when the bell is rung.
- Effectively differentiates between efforts that require perfection and those for which “good enough” is sufficient.
Still, not everything that we as leaders or our team does has to be perfect. In fact, the urge to always have the optimal solution in every circumstance can almost ensure that we won’t get perfection when we need it. There’s simply too much to do to optimize everything. How do you know, though, when going for the “good enough” solution is the right way to go?
I’ve been talking with my clients about that question and here are some criteria we’ve come up on how to decide between going for the perfect solution or embracing the good enough solution:
The conversation with the woman and his off camera remarks can be seen in this clip. It’s about five minutes long with Brown’s gaffe coming around the 4:50 mark. If you’re at all a student of leadership insincerity, I encourage you to watch the whole thing. It’s too rich.