First Serve Strategies

Archive for the ‘Leadership’ Category

In a conversation with a colleague earlier today I was reminded of a phrase I have heard repeated over the years—feed the eagles and starve the turkeys.  At first glimpse this phrase may seem harsh and uncaring.  After all, aren’t we called to help those who are less competent?  Aren’t the strong supposed to help the weak?  Quite simply, no!  Not if it makes the strong weaker.  Not if doing so makes it more difficult for the strong to produce.

If the overachievers in an organization become hamstrung by blanket restrictions, budget cuts, or increased taxes, which are often the result of the mediocrity or failure of others in the organization, it stands to reason that total production will drop.

If this argument holds, why do organizations refuse to allow this logic to inform their decision-making during times of crisis?  An obvious answer is that it is much simpler to declare an across-the-board cut.  That way we can offer platitudes like, “everybody is being asked to tighten their belts.”  Sadly, I think the answer is more insidious than that.  I think it is based on the fallacy of CAN and WILL.

The fallacy of CAN and WILL is based in the faulty logic that because overachievers and high performing teams CAN produce more than others with the same resources, they WILL do even more with even less.  What makes this logic so dangerous is that it feeds the turkeys and starves the eagles.  In a backhanded way it rewards mediocrity by not holding it fully accountable.  Moreover, instead of rewarding overachievement it discourages it.  Why pull out all the stops to run a lean operation if it is not going to be recognized?  Why go to all that trouble only to be hamstrung?

Turkeys often store fat in preparation for a cold winter.  Eagles carry little, if any, fat.  If you are heading into a cold winter of crises, it would be wise to keep your eagles well fed!

© Mark Loschiavo

When my son was in middle school he got involved in a program called Children’s International Summer Villages (http://www.cisv.org/about/history.html).  A woman who believed that if children could learn to relate to kids from other countries it would promote world peace started CISV shortly after WWII.

In my travels, I have found music to be a common denominator—the universal language.  Whether it was singing along to a Beatles tribute band at a table in Roppongi with two Koreans and six Japanese, jamming in a karaoke bar in Tokyo with musicians who spoke no English, or jamming with an outdoor market vendor in Bangkok for 45 minutes, playing a stringed instrument called a Thai Pin, that I picked up for the very first time that day, connections were made.  The Thai vendor and I couldn’t communicate with each other in any other way, but we became brothers that day.  When my business associates finally found me they were relieved to learn that I was NOT abducted–just distracted.

I am privileged to serve on the board of LiveConnections (http://liveconnections.org), an organization dedicated to providing innovative music education programs to build bridges and connect cultures.  It was started by a group of people who are passionate about music, but more passionate about making a difference in the world through music.  Now, that is something to sing about!

If this is something that resonates with you, please go to http://liveconnections.org to make a donation.

In today’s Voices (Harvard Business Publishing), there is an article by Jeff Kehoe, entitled, When Do You Fire Your Four-Star General? Kehoe summarizes the reasoning behind the recent firing of Gen. David D. McKiernan, formerly the top U.S. commander in Afghanistan.

Referencing an August 17, 2009 Washington post account, Pentagon Worries Led to Command Change, Kohoe writes, “The article gives a vivid sense of how Defense Secretary Robert Gates and Adm. Mike Mullen, the chairman of the Joint Chiefs of Staff, first worried, and then concluded, that McKiernan was not up to the urgent task at hand—that is, not only quickly turning the tide in the complex and treacherous 21st-century battlefield of Afghanistan, but also, simultaneously and continuously connecting and communicating with the Pentagon and Washington about developments on the ground and responsive strategy.”

While reading this article, a comment made to me by a senior IBM executive immediately came to mind.  ”Out of sight, out of mind.”

It was the summer of 1992, and I was the financial executive for a billion dollar profit center of IBM.

Two years earlier I was finishing up a groundbreaking assignment during a pivotal time in IBMs history, reporting to the aforementioned executive (we will call him Hank). As we were preparing to part ways and take on the challenges of our new assignments he said, “I just want you to know that we would have never accomplished so much without your leadership. If you ever need anything from me, just let me know. I owe you.” He had been promoted to a position at corporate headquarters and I was promoted to a CFO position in Philadelphia. Even though I had never before asked for help in that way, his words meant a great deal to me.

Two years later an opportunity to take on a more significant leadership role surfaced. While it would require another relocation, the position was going to be filled by someone with my experience. As luck would have it, Hank was going to be a key influencer in the selection process, so I decided to give him a call.

Hank was glad to hear from me, since we had only talked briefly a couple of times in the last two years. After a bit of chitchat, I asked Hank if, in fact, they were looking at candidates for this open position. Indeed they were, and they were down to the short list. When I asked Hank why my name was not included on the short list his response startled me. He simply stated, “out of sight, out of mind.”  Even though my accomplishments measured up nicely, my name hadn’t come up.

Following the call, which ended graciously, my initial reaction was a feeling of betrayal. What happened to that heartfelt IOU?

Upon further reflection, I realized I had nobody to blame but myself.  While I had accomplished a great deal over those two years, I didn’t bother to keep in touch with those who did not have an immediate role or stake in my endeavors. I was so involved in trying to make a difference that I completely ignored the politics that exists in any organization. It is not enough to do good work. It is imperative to simultaneously and continuously connect with and communicate with your stakeholders.  You must take every opportunity to keep them apprised of your current state, the progress you have made to-date, and your strategies to get to your desired state.  For those of you who like to operate autonomously this can feel confining, and it is time consuming.   Ultimately, we attain our goals only with the help of others who are invested in the outcome.  One of our chief responsibilities as leaders is to stay “top of mind” with those who will help us succeed.  Otherwise we may be reminded that “out of sight” equals “out of mind” at a very critical time.

©Mark P. Loschiavo

Meet John

After spending a lifetime toiling to build a nest-egg for retirement, with hopes of traveling to visit grandchildren and great grandchildren, John never imagined that he would be forced to spend his “golden” years tending to his wife with Alzheimer’s. Every day promises the same routine. The burdens of day-to-day life, once shared, now fall entirely on his arthritic shoulders. Life sure can be cruel.

Meet W.E.

Even though his arthritis “gets close” to him some days, W.E. has trouble hiding his enthusiasm about being able to climb onto his John Deere to give his grandchildren a short demonstration on how, and where, he would like them to use the Bush Hog on the farm. He is also pretty proud of the fact that, even though he didn’t learn how to do “ladies work” until he was in his eighties, he now knows how to cook, clean and even bake for his bride of 65 years. He just spent the day with children and grandchildren, working on his farm, buying a shiny new/used truck, and celebrating his wife’s 90^th birthday. The way he is grinning ear-to-ear, you would think it was his birthday. He can’t believe any man could be so blessed. W.E. prays that God will not take him before his wife with Alzheimer’s, because nobody can care for her quite like he.

Same man. Same life. Different perspectives. Is your glass half full?

©Mark P. Loschiavo

Sitting on the deck of the Tree House in Three Rivers California at sunrise, I have an amazing view of the Sierra Nevada Mountains. It is not really a tree house. That is just the name given by the owners of the vacation home we are visiting just outside the southern entrance of Sequoia National Park. At this hour of the morning I seem to share God and God’s creation mostly with the plants and animals. Most humans prefer sleep at this hour. Although I have never understood that preference, I am thankful for it, because it is the one time of day when I don’t feel like I have to share this amazing gift with others—at least for a little while. It is my time.

Growing up with three siblings, we shared everything, including my parents’ attention—except in the early hours of the morning. It was then, while my siblings slept, that I would have my parents all to myself, usually accompanied by a bodacious breakfast. Maybe that is where I first fell in love with the mornings.

The morning is a time to contemplate. A time to reflect on yesterday and ask, “what do I want to do differently today?” Morning provides the playbook for do-overs. Strong leadership requires desire, commitment, reflection and forgiveness: the desire to lead effectively, the commitment to build the necessary skills, the time to reflect on your effectiveness, and the ability to forgive yourself for failures. What better time than the morning to reflect and plan your do-overs.

©Mark P. Loschiavo

Driving the twenty-five mile trek through hairpin turns and beautiful vistas from the southern entrance of Sequoia National Park, my mind is flooded with metaphor. It is a good thing my family is not aware of my reverie. They are confident I am concentrating on maneuvering each twist and turn, keeping them safe.

Immediately I am struck by the beauty and majesty of what I see. In the presence of the greatness that envelops me, I experience dual emotions—insignificance and motivation. Surrounded by a beauty too big to be captured through the lens of a camera, I realize just how transitory and small I am. At the same time, surrounded by such greatness, I feel the need to achieve—to make a difference in the world. If you want to be an effective leader, and make a positive difference in the world, surround yourself with greatness.

If you have never experience the beauty of the Giant Sequoia, there is nothing quite like it. As I drove into the Park I expected to see 404,051 acres of Giant Sequoias. Instead, we traveled roughly 15 miles without seeing even a hint of the big boys. Just as I was becoming convinced I was in the wrong Park, we rounded a bend and were confronted by the most amazing sight—clusters of Giant Sequoias that towered over us like something from a JRR Tolkien novel. As it turns out, the Giant Sequoia is quite rare, growing only under very specific condition.

While I was treated to hundreds of these majestic trees that grow up to 300 feet in height, 30 feet in diameter, and have a lifespan that can reach 3,000 years, they are rare. In the midst of 404,051 acres of awesome beauty and greatness, the Giant Sequoia stands out among all others. Humanity is much the same. While only a few leaders stand as tall or have as lasting a legacy as the Giant Sequoia, great leadership comes in many shapes and sizes.

©Mark P. Loschiavo

Forty years ago, Herman James, a Tennessee mountain boy, was drafted by the Army. On his first day in boot camp, the Army issued him a comb. That afternoon, an Army barber sheared his head. On his second day, the Army issued him a tooth brush. That afternoon, the Army dentist yanked several of his teeth. On his third day, he was issued a jock strap. The Army is still looking for him.

As leaders we communicate in many different ways. Sometimes our non-verbal communication comes across “loud and clear” even when we mean nothing by it.

Several years ago when I attended a Middle Management School for IBM one of the first things they told us is that the people in our organization, who are not our direct reports, are generally afraid of us. I found this difficult to believe, since I see my self as a very approachable person. The fact is that the further removed a leader is from his or her people the more they rely on his or her Signals for communications and intent.

As leaders we must work hard to determine how we are perceived by our people. We must also be deliberate about the signals we send. We don’t want them running for the mountains, when we are expecting them to charge the hill.

©Mark P. Loschiavo

Most of my early life was spent in and around water. A competitive swimmer at age seven, I spent much of my youth either practicing at the pool, water skiing on the Ohio River, sailing on various lakes or shooting the rapids in a canoe. During those years I rescued three potential drowning victims—two in swimming pools and one in a river. I learned some valuable lessons from those experiences.

First, alcohol and water don’t mix—except in a glass.

The second lesson I learned is the importance of approaching a drowning victim with great caution. Often in his or her panic a drowning victim perceives his or her rescuer as a threat rather than as a helper. Because of this, drowning victims have been known to take their rescuers down with them, causing a double tragedy.

Over the years I have seen a similar scenario play out in the business world. One of my specialties is helping companies and organizations work through their tactical business challenges. In hard times it is easy for leaders to perceive those trying to help as the enemy. It may feel like everyone wants to take a pot shot at you, but there are those who want to come to your rescue. Your challenge will be to discern which is which. A good place to start is to look at the past behavior and motives of the individual. Is he known for offering constructive criticism or does he like to “hide in the weeds”, waiting for the opportunity to ambush? If you have not had past experiences with the potential lifesaver listen carefully and objectively to what she has to say. If her advice appears thoughtful, logical and not too self-serving, you might just want to remain calm and pay attention. Dry land may be around the corner.

If you view yourself as a “lifeguard” trying to help, remember to proceed with caution. You may get slapped around in the process, but there is nothing as rewarding as saving a friend or colleague from “drowning” in his business. Finally, try to get to him before mouth-to-mouth is required.

©Mark P. Loschiavo