Lee Ellis's Blog, page 348

How Do You Believe That the Environment and Focus of Leading Organizations has Changed in the Last 50 Years? Read More.

Author, Seth Godin, writes this “Memo to the Modern COO” at the link below.

Here’s an excerpt – “Alignment to the mission, to the culture, to what we do around here–this is critical, because in changing times, we can’t rely on a static hierarchy to manage people. We have to lead them instead, we have to put decision making power as ‘low’ (not a good word, but it’s left over from the industrial model) in the organization as possible.”

You can read the article here.

Do you agree? If so, how are you (or your leaders) doing it well on a daily basis?

Doing the Right Thing: My Frustrating Healthcare Visit and the Surprise Ending

Photo Source: ImageExpress

By Michael Roman

(Editor’s Note: From time to time, we want to feature blog articles from other authors that highlight a particular issue related to leadership and personal development.)

Frustrations for C-level executives run high when someone in their organization decides NOT TO ACT to correct a damaging situation before its effects reach the final customer. Small issues will grow proportionally larger as they travel through the supply chain–including small supply chains within small and mid-sized manufacturing organizations. The problem is a matter of empowerment and placing the mantle of responsibility for customer satisfaction on EVERYONE’s shoulder. It reminds me of my recent experience with a health care provider – a story that drives home the point.

Recently, a few of my veteran friends suggested I make the journey to the Veterans Administration to obtain medications that Vietnam Veterans are entitled to by law. I had not done so in the past; but facing retirement age and knowing that every little bit of savings helps, I made the trek and hoped that the experience would not be as difficult as the time thirty years ago when I last visited the VA. Wrong!

“My journey to the VA, now stretching into a four-hour ordeal, had come to an abrupt end, with no satisfaction.”

After an initial three-and-a-half-hour wait, the receiving nurse finally logged my vital signs and sent me to the next available Physician’s Assistant (PA). A discussion followed about medicines, protocol, etc., and then she arranged for a pharmacist to review the case. Twenty minutes later, the PA said that I could get one of the several meds now but the others had to wait until after my initial review by my VA doctor in three weeks. Well, my scripts were due to expire within a week, and the prospect of waiting three more weeks without the medicines I had been taking for several years was not a welcomed suggestion. The only other option was to pay several hundred dollars for my meds, since I had no insurance for price/copayment adjustments, having reached that magical age. I asked if another opinion was available, and the PA said she was sorry but no. My journey to the VA, now stretching into a four-hour ordeal, had come to an abrupt end, with no satisfaction.

I vented my frustration on the young PA and said that I knew coming to the VA would be a waste of time, that it reminded me of the last time I visited the VA thirty years ago; too few people give a damn about the end customer. I sarcastically thanked her for seeing me and left abruptly.

“I was stunned. That phone call immediately changed MY attitude.”

I drove home contemplating why I decided to go to the VA in the first place. As I pulled into my driveway, my cell phone rang. It was the PA, who said that she was involving herself in this case and would shortly let me know the outcome. I was stunned. That phone call immediately changed MY attitude.  Her simple decision to do what she could to help a customer improve the situation was a bright spot not seen in the many years in which I helped both my parents and a few other veterans receive the care that they were entitled to receive.

So thank you, Miss Jasmine, PA at the Atlanta Veterans Hospital.  You have made my decade.

And here is my point to you, Mr. C-level Executive. I gave up on the VA thirty years ago because my concerns as a customer were never addressed, but the simple initiative of one PA brought me back and made me feel supported. She did the right thing by me. Occasionally, it seems, even people within the government bureaucracy can choose to do the right thing, so why not take the steps necessary to embolden the people in your company to do the right thing.

Your customers will love it. I did.

MR

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Michael Roman is the Founder and President of Manufacturing Practices, which serves the manufacturing and distribution community by assisting them to select, implement, and find additional value in their business enterprise management system (ERP).  He has assisted well over 60 companies implement and improve their ERP Systems, and he has a diverse background in the automotive, paper, chemical, medical devices, job shops, and electronics industries, as well as additional experience in clothing, nuclear, food, and Good Manufacturing Practices (GMP) organizations.  He is the author of a new book called The Turnaround. For more information on Michael or Manufacturing Practices, please visit www.manufacturingpractices.com/.

Edward Snowden: Courageous Leader, or Person with Lack of Morals and Accountability? Scrutinizing the Latest Events in the NSA Scandal

Photo Source: Guardian UK

As a former POW in the camps of North Vietnam, I think my comrades and I saw the purest example of leadership possible. Our senior leaders put their country and their teammates above their own well-being to fulfill their obligations under the law and their sacred trust of being a leader. In the camps, life and death were at stake, but all leaders hold sway over the destiny of others. It seems as though we’re seeing the opposite example of pure leaders (poor leadership) highlighted in the media right now, and most of it relates to the government sector.

The disclosures of Edward Snowden raise so many issues of leadership and accountability that it’s hard to know where to start. First and foremost, leadership requires wisdom and honor—wisdom to know what’s right and then the courage to do the right and honorable thing. At first glance, it would appear that there was a lack of wisdom and accountability on all sides. Snowden clearly did not figure out a good way to handle what may have been a legitimate concern. A wise and courageous mentor could’ve helped him figure out a legal and proper way to address his concerns. Now, he will most likely be found to have broken the law and some accountability must come, less “every man will begin to do what is right in his own eyes.”

“Snowden clearly did not figure out a good way to handle what may have been a legitimate concern. A wise and courageous mentor could’ve helped him figure out a legal and proper way to address his concerns.”

On the other hand, it appears that our government has found yet another way to overstep its legal and ethical bounds—the means justifying someone’s desired personal end for power. When this begins to happen toward our external enemies, it’s just a matter of time until it gets out of control internally and someone takes advantage of their power to try to wipe out their internal political opponents.

Witness the ongoing IRS scandal. It doesn’t take an honest political scientist long to project what kind of country we will soon be if the party that comes to power decides to use government to minimize their political opponents. Corrupt uses of power most like will turn us very quickly turn our “fruited plain” into a “banana republic.”

“We need honorable leaders, committed to doing their sworn duty of upholding the constitution, including not just the letter of the law, but the intent of the law.”

We need honorable leaders, committed to doing their sworn duty of upholding the constitution, including not just the letter of the law, but the intent of the law. We need civil servants and political leaders who are committed to serving their country first, above their personal politics and personal ambitions. We need business and community leaders who will do the same in their spheres of work and influence.

Who will stand up and be counted? I’m standing, and hope that in the days ahead you will stand with me.

It begins by being accountable ourselves. It’s not easy or even possible without the help of others who can help us see wisdom. Do you have a team to help you clarify and then do the right thing to fulfill your responsibilities and duties in your job and as a citizen? Will you help me promote the message that we must do the “right” thing and that begins with obeying the laws of the land and putting our country first, and others before selfish goals and ambitions?

LE

Article Source: Edward Snowden: the Whistleblower Behind the NSA Surveillance Revelation​s

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Lee Ellis is Founder & President of Leadership Freedom LLC® & FreedomStar Media™.

He is a leadership consultant and expert in teambuilding, executive development & assessments

Email | LinkedIn | Web | Blog | Book | Facebook | Twitter

He is the author of Leading with Honor : Leadership Lessons from the Hanoi Hilton

On Leaders and Accountability (Part 6): How to Take Action When Expectations Aren’t Met

Here’s the scene. Joe Staff Member is on your team, and you’ve done all of the right things to develop a healthy relationship of accountability; you’ve clarified, mentored, coached, checked in, and supported. For whatever reason, though, Joe still isn’t producing results that match his competency. So, it’s time to take action.

In the five previous blogs on accountability (see below), we’ve been following a process to insure that you—the leader—have done your part to help your team members succeed. You should’ve been giving honest feedback by engaging with Joe along the way, so this shouldn’t be a surprise to him.

As you deliver the news, make sure that you and Joe have a clear picture that accountability is a win in four directions: a win for the organization, a win for you the leader, a win for the team, and a win for the individual. Done right, it’s going to be part of the growth process to help him perform better or find a line of work where his talents and passion are better suited. Just as important, you grow as a leader as you gain experience and confidence in respectfully and firmly holding people accountable for their performance and behaviors in the workplace.

“As you deliver the news [of his bad behavior], make sure that you and Joe have a clear picture that accountability is a win in four directions: a win for the organization, a win for you the leader, a win for the team, and a win for the individual.”

Here are some practical action steps to follow as you move forward –

Have a Mindset About What Needs to Happen

The leader who is holding someone accountable for poor performance (or bad behavior) must consider the rational and emotional components. Presenting the facts and specifics is essential and should not be difficult if you’ve made a few performance notes along the way. Dealing with the emotional/feelings part is often the biggest challenge.

“Presenting the facts and specifics is essential and should not be difficult if you’ve made a few performance notes along the way. Dealing with the emotional/feelings part is often the biggest challenge.”

Keep in mind that negative feedback always stings—our egos are tender. So, think through how you’re going to say things. If you are by nature not a “feelings” person (in other words, more focused on results than relationships), then discuss your approach with someone else who is more experienced and more sensitive than you are. Your critique should be fact-based dealing with specific issues and not an attack on the person.

Even those of us who don’t acknowledge feelings much can struggle with telling someone what they don’t want to hear. We must have the courage to deliver the unpleasant message and the consequences—some tough love— that go with unmet expectations. Anything less leads to a dysfunctional relationship and an unhealthy organization.

1. Plan your approach and get counsel.

Good execution starts with good planning.  Here are four steps to remember:

a. Consider your options for consequences.

b. Discuss the situation with your manager.

c. Discuss with your HR rep/consultant.

d. Get your mindset right. Your goal is to be factual, logical, reasonable and firm.

2. Meet with the individual.

These specific guidelines will help ensure the best meeting possible:

a. Meet privately in your space and on your terms.

b. Demonstrate a respectful and caring attitude toward the person.

c. Explain the problem and indicate how expectations and agreements were not met.

d. Ask what the person sees as the cause of the problem. Listen carefully, and don’t defend or get into arguments.

- Expect rationalization and don’t fall for it. You’ve done your homework and you don’t want to let them off the hook. Stick to your plan unless there’s some significant problem that you weren’t aware of.

a. Restate your concerns and underscore that performance (or behavior) has not been acceptable.

b. Lay out next steps for moving ahead (consequences, rules, expectations).

In this step, your goal is to get the person’s attention, re-motivate them, and get them back on track—or get them on a path out of your organization.

“In this [difficult meeting], your goal is to get the person’s attention, re-motivate them, and get them back on track—or get them on a path out of your organization.”

3. Follow through.

Unfortunately, some adults can still operate as they did in a dysfunctional childhood; they may assume you weren’t really serious and that you’ll forget and let the matter drop. Here are four follow-through reminders –

a. Stay engaged and walk through the process.

b. Communicate your commitment and firmness

c. Provide encouragement.

d. Be respectful and firm.

Some Closing Thoughts on Accountability

Accountability is really at the heart of leadership, because it’s the best way to insure success for both people and the organization. As a leader, one of the most helpful guidelines I ever learned (and I have to keep coaching myself on it) was: Don’t procrastinate taking action or let things slide. Always move toward a problem; things never get better on their own. Your role is to initiate action to keep things on track. That’s what accountability is all about. Be courageous in your role as a leader.

“Don’t procrastinate taking action or let things slide. Always move toward a problem; things never get better on their own.”

So how are you doing with accountability? Is there a Joe Staff Member on your team that needs to be addressed?  What wisdom can you share in this forum on ways that you’ve helped grow your people into a “healthy”, accountable organization? Please share your thoughts.

LE

Previous Articles in This Series:

Part 1 – What is Accountability and Notes from the Cliff

Part 2 – Why Accountability is Crucial to Life and the Superbowl

Part 3 – Shocking Cheating Scandal at Harvard and Clarifying Expectations

Part 4 – How Mentoring and Coaching Builds Trust

Part 5 – Seven Tips to Celebrating the Big Payoff

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Lee Ellis is Founder & President of Leadership Freedom LLC® & FreedomStar Media™.

He is a leadership consultant and expert in teambuilding, executive development & assessments

Email | LinkedIn | Web | Blog | Book | Facebook | Twitter

He is the author of Leading with Honor : Leadership Lessons from the Hanoi Hilton

An Example of Innovative Leadership and Growth – Vietnam POW 40th Anniversary Celebration

Last night, former POW and leadership consultant, Lee Ellis’ interview Diane Sawyer on ABC World News highlighted the 40th Anniversary of he and his comrades POW release from Vietnam.

A very inspiring look at the history of these courageous leaders and their innovation, resolve, commitment, and pursuit of excellence after a very challenging period in their lives. We hope that it inspires you to keep going, press through your challenges, and resolve to grow as a better leader.

Please click the link above to watch, share your thoughts, and share this story with others –

CNN Interview with Lee Ellis on Courage, Honor, and Resilience in Leadership

On Memorial Day, Lee sat down with Joe Johns on CNN to talk about courage, honor, and resilience both in the Vietnam POW camps and everyday life as a leader. Click the image above to watch.

There is a great leadership quote from the interview on resilience – “To bounce back from challenges, we need other people speaking into our lives and giving us encouragement.”

Please watch and share your comments. What does it take for you to bounce back from challenges?

What’s So Critical About a Support Team in Leadership? Lee Answers in This Brief Interview

Lee briefly shares in this video about the importance of having a support team in both life and work.

Ultimately, leaders cannot maximize their success by doing it alone; a support team is mutually beneficial for all involved.

What’s the best quality of your support team? Share your comments in this forum -

Why Handing Out LinkedIn Recommendations Like Candy Could Kill Your Reputation

By Kendra Lee, President, KLA Group

(Editor’s Note: In Lee’s ongoing emphasis on leading with character, courage, and competence, we wanted to share this guest post related to the growing popularity in LinkedIn Recommendations and Endorsements.)

Think about the last time you agreed to give one of your favorite businesses, vendors, consultants, or colleagues a recommendation or testimonial.

You probably knew that person or business pretty well, right? Maybe you’d worked with them in the past, purchased their product or service, or hired them to do a job for you. Or maybe their spouse was a friend of yours, and you knew that individual well enough to vouch for their integrity, work ethic, or professional background.

Either way, you could speak with a certain degree of assuredness about who they are, what they do, and why someone else should want to do business with them. And you certainly wouldn’t attach your name to theirs unless you were darn sure that they wouldn’t make a fool of you for doing so.

So, why would you treat a LinkedIn recommendation any differently?

Rising Recommendation Requests

Lately, I’ve been receiving a surprisingly high number of requests to provide LinkedIn recommendations to people who are in my network, but whom I don’t really know beyond our virtual connection.

The conversation usually reads a little something like this:

“Dear Kendra — I’m sending this to ask for a brief recommendation of my work that I can include in my LinkedIn profile. Here’s my bio. If you have any questions, let me know. And thanks in advance for helping out!”

Umm, OK?

First, I’ve never worked with you, so how can I speak with any authority on what you do, how you do it, and why someone should hire you? Second, isn’t it a little forward to thank me in advance before I’ve ever agreed to help you?

Somehow, people seem to think that if they’re in my network on LinkedIn, I’ll gladly provide a recommendation.

Unfortunately for them, I won’t.

Three Reason to Re-Think LinkedIn Recommendations

Here are three reasons to evaluate and/or re-consider LinkedIn recommendations in the future:

1. It’s no different than lying. How can you recommend someone that you don’t know? Anything you say about their capabilities — beyond, “John Smith works at XYZ Company and he’s in my network” — is fluff at best, and a blatant misrepresentation at worst.

2. It dilutes the value of your recommendations. You might also call this the “girl who cried wolf” syndrome. By lying about your experience with one person, you invite people to doubt every other recommendation you’ve given. Naturally, that will cause every recommendation you give in the future to seem weak, inaccurate, or without merit — even if it’s a truly genuine testimonial.

3. It hurts your reputation. This point builds off of the previous two, but what if the person you provide the recommendation to isn’t really good at what they say they do? Without first-hand experience, you can’t be certain. And if you attest that someone is skilled when they’re really no more than a snake oil salesman, you’re now culpable in their failures. Companies that hire someone based in part on your recommendation will remember that you vouched for that person, and it could come back to haunt you.

KL

Kendra Lee Bio – Click Here

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Join the new Leading with Honor ‘Courage Challenge’!

Like the leaders in the Hanoi Hilton, acts of true courage minimize fear, selfishness, pride, and they embrace wisdom, character, humility, and authenticity. Leader and future leaders of all ages are uniting to answer the challenge to choose courage in their daily lives.

Learn more and get free resources at LeadingWithHonor.com 

Announcing the Leading with Honor ‘Courage Challenge’ – A Special Invitation

Lee Ellis defines courage –

“I define courage as doing what’s right even when it doesn’t feel natural and doesn’t feel safe. Overcoming fears to do what we know is right—that’s leading with honor.”

Like the leaders in the Hanoi Hilton, acts of true courage minimize fear, selfishness, pride, and they embrace wisdom, character, humility, and authenticity.

Leader and future leaders of all ages are uniting to answer the challenge to choose courage in their daily lives.

As a leader in your home, work, or community, you’re in a stressful moment and need to respond as a courageous leader. You have three choices –

You can withdraw
You can dominate
You can engage

What’s the difference between these choices?

We invite you to sign up for the Courage Challenge at www.LeadingWithHonor.com

   – Join others who are daily choosing to lead with courage

   – Learn how to engage as leader instead withdrawing or dominating

   – Download a free card with tips on how to effectively engage as a leader

We’re here to serve and encourage you!

Lee Ellis and the Team at FreedomStar Media

Lee Shares Inspirational Thoughts about Leadership Fears and Courage on TBN – Watch Now

Lee had the opportunity to share his POW story and leadership experience recently on Trinity Broadcasting Network (TBN) “Praise the Lord” weekly live program.

Many ideas and thoughts came out of the interview including Lee’s definition of courage – “Leading with honor and courage is doing the right thing even when it doesn’t feel natural and doesn’t feel safe. Overcoming fears to do what we know is right–that’s leading with honor.”

Other comments may also surprise you as Lee intimately shares his own fears and struggles. After you watch, please share your thoughts and comments—what phrase or principle stood out the most for you?