Archives for October 2011

Leadership Equality in the Enterprise

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Leadership Equality is a term that has to do with the responsibility of leading being evenly distributed among many as opposed to being concentrated into a few. In organizations today, we are seeing more business models with organizational structures that are moving towards focusing heavier workloads, responsibility for dictating strategic direction, and management responsibility onto middle management. To this end, we have seen more and more middle management positions calling for leadership tasks in a variety of organizations in different industries.

Historically, leadership responsibility has usually been placed in the hands of a select few, usually placed at the top of a company’s organizational chart. This older, more bureaucratic, approach has typically implied that leadership, particularly as it pertains to driving improvements in the organizational structure and processes within the organization, has been a top-down phenomenon. We know instinctively that the old bureaucratic method is no longer effective particularly in the light of new communication methods (social media, new technology platforms, etc). To be successful, organizations will need to attract individuals that understand that they will own the outcome of their work and that they have a moral responsibility to the organization to contribute to leading other peers and in some cases superiors as well. Organizations also will have to embrace the fact that much more attention has to be paid to their system of internal education with regard to discussions of innovative business practices.

To facilitate the move towards organizational structures with more potent and leadership-driven middle management, there are some core steps that today’s organizations should take. First the organization has to accept and embrace the principle of leadership equality and train it into their employee ranks:

The next step is to build responsibility for leadership into the core requirements for employment and include it into continuous improvement processes such as performance reviews and the development of organizational objectives. Promoting leadership equality within the organization will drive middle-managers and all employees to take more responsibility for business outcomes, lead to improved internal communication and education, and drive business effectiveness.

Thomas von Ahn | Chief Elephant Slayer | Viral Solutions LLC (in conjunction with Dino Browne)

Filed Under: Analytics

Decisions are Difficult to Make | Remember these pointers at decision time

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Making a decision, as a leader, is a critical part of the job. The bigger the decision, the more on the line, the more likely you are to procrastinate or remain stuck. I suggest you avoid these traps.
1. FIFO Bias – The first person that provides information is given a disproportionate amount of weight as you sort through your options. Often the first opinion has extraordinary bias, subject interest, or excessive topical interest. Be careful not to over rate the first opinion in by making it the first solution out. Always pursue uncommon or alternative lines of thought, even if the first one seems correct.
2. State of Affairs Bias – It’s easy to favor alternatives to problems that fit our status quo. Staying in our comfort zone is natural, especially when profitable, just ask General Motors. Instead, ask yourself if staying in that comfort zone serves your objectives and gives you the results coffee from top you expect. Downplay the urge to stay in your current state. However, change for change sake does not make a policy either. So weigh the strategy versus the decision.
3. Sherlock Holmes Bias – When you find new information validates your current point of view, I challenge you to ask a respected colleague (preferably from the outside) to argue your perspective. Making decisions based upon the views of yes men is very dangerous and the sign of leadership weakness.
4. “Hear Yee, Hear Yee” Bias – Some executives with this bias form committees or seek employee answers via the concept of empowerment. Then they shelve the problem until either a consensus is reached or they feel good about the collaborative choices. Be the judge and make a decision with conviction and authority. I challenge you to research the modern business definition to the word collaboration, especially if you are over 40.
Decisions are without question difficult, especially in this economy. But more than ever before, leadership rallies the troops, and guidance with empowerment gets results. Remember these pointers at decision time.
While, as with all companies, you are focused on the performance metrics in which our stakeholders rely, you pursue continuous improvement strategies that drive customer, employee, and investor satisfaction. Decisions must be made in balance with the strategic vision.
Combine time tested best practices with best-of-breed technologies and top notch seasoned agents who know how to balance any discussion with honor and candor. Be committed to providing quantifiable value to your company.
Take metrics management from a recording process to driving action plans. We believe and will reinforce that most of today’s robotic marketing systems can outperform your sales force.
Thomas von Ahn | Chief Elephant Slayer | Viral Solutions LLC

Filed Under: Analytics

Decisions are Difficult to Make | Remember these pointers at decision time

by

Making a decision, as a leader, is a critical part of the job. The bigger the decision, the more on the line, the more likely you are to procrastinate or remain stuck. I suggest you avoid these traps.

1. FIFO Bias – The first person that provides information is given a disproportionate amount of weight as you sort through your options. Often the first opinion has extraordinary bias, subject interest, or excessive topical interest. Be careful not to over rate the first opinion in by making it the first solution out. Always pursue uncommon or alternative lines of thought, even if the first one seems correct.

2. State of Affairs Bias – It’s easy to favor alternatives to problems that fit our status quo. Staying in our comfort zone is natural, especially when profitable, just ask General Motors. Instead, ask yourself if staying in that comfort zone serves your objectives and gives you the results coffee from top you expect. Downplay the urge to stay in your current state. However, change for change sake does not make a policy either. So weigh the strategy versus the decision.

3. Sherlock Holmes Bias – When you find new information validates your current point of view, I challenge you to ask a respected colleague (preferably from the outside) to argue your perspective. Making decisions based upon the views of yes men is very dangerous and the sign of leadership weakness.

4. “Hear Yee, Hear Yee” Bias – Some executives with this bias form committees or seek employee answers via the concept of empowerment. Then they shelve the problem until either a consensus is reached or they feel good about the collaborative choices. Be the judge and make a decision with conviction and authority. I challenge you to research the modern business definition to the word collaboration, especially if you are over 40.

Decisions are without question difficult, especially in this economy. But more than ever before, leadership rallies the troops, and guidance with empowerment gets results. Remember these pointers at decision time.

While, as with all companies, you are focused on the performance metrics in which our stakeholders rely, you pursue continuous improvement strategies that drive customer, employee, and investor satisfaction. Decisions must be made in balance with the strategic vision.

Combine time tested best practices with best-of-breed technologies and top notch seasoned agents who know how to balance any discussion with honor and candor. Be committed to providing quantifiable value to your company.

Take metrics management from a recording process to driving action plans. We believe and will reinforce that most of today’s robotic marketing systems can outperform your sales force.

Thomas von Ahn | Chief Elephant Slayer | Viral Solutions LLC

thomas von ahn

Watch out elephants! This slayer of business challenges comes with 30 years of record breaking sales, marketing, operations, training and leadership experience . He has worked face-to-face with 100’s of small business owners as well as large firms. His love of creating, communicating, developing and executing results for clients shines with each project, publication and training event. His entrepreneurial spirit, passion, industry experience, education, problem-solving prowess, charismatic personality and been-there-done that attitude leads his client focused approach.

Filed Under: Analytics