Leadership Archives - Page 9 of 10 - All the Way Leadership Blog

Here is the best definition of leadership

Over the years experts have provided their own definition of leadership. Several of these make sense to me while some are difficult to follow. The longer the explanation the more suspect I am. The one definition that I found most useful is from John Maxwell. If you are not familiar with John – he is considered one of the top leadership gurus in the world. In his book, Developing the Leader Within You, John offers a simple definition. One that is easy for all of us to understand.

Leadership Is influence. That’s it. Nothing more; nothing less.
John Maxwell

Your ability to influence others…for better or for worse

I agree with John Maxwell. Leadership is all about how well you can influence others. If you are put in charge of a team, can you lead them effectively? Can you influence them enough to get the job done? If so, you are a leader. If not, it is harder to tell. You probably are not.

Influence is a double-edged sword

Good leaders influence their followers to achieve beneficial results. For example, Nelson Mandela changed a nation through his leadership. South Africa is a much better nation after Mandela’s leadership than before. In contrast – Hitler changed Germany while in charge. He left the country and much of Europe in ruins. Leaders leveraging their influence in the wrong way can cause catastrophic results. This fact is shown in some of today’s world events.

Nelson Mandela changed South Africa under his leadership. — Nelson Mandela changed South Africa through his leadership.

Some of us think we are leaders, but we actually are not

Maxwell makes an astute observation in the same book. This quote always makes me smile.

My favorite leadership proverb is: He who thinketh he leadeth and hath no one following him is only taking a walk.
John Maxwell

The quote is funny. It is also true. If nobody is following you, then you are actually leading no one other than yourself. In my career, I have worked with several leaders who thought their team was following them. In fact, nobody was behind them. No one was on board with their plan. If only the leader would have taken the time to check, he would have realized that no one was following. He was only taking a walk – alone. Make sure you do not fall into the same trap. Check to see if your team is following you. If not, stop what you are doing, and go talk with them to identify the reasons they are not. Reality check – you may be the problem, not them.

If no one is following then you are not leading. You are simply walking alone.

Peter Drucker’s definition of leadership

I am a big fan of Peter Drucker. He was one of the most respected leadership experts in the world. His book, The Effective Executive is a classic. Everyone should read it. In fact, if you have not read his book, and you are a leader, add it to your reading list for this year. It is that good. Drucker points out that there is a big difference between leading and managing. My favorite quote from him about this topic is below.

Management is doing things right; leadership is doing the right things.
Peter Drucker

Many of us are managers, not actually leaders

Drucker is drawing a clear distinction between management and leadership. I agree with him. There are several differences. I will not repeat content from two previous posts that describe the Common Management Model and the Uncommon Leadership Model. Rather, I want to point out that according to Drucker’s definition what you do as a leader is important. Many of us find ourselves in a leadership position, but we are not leading. We are managing. We are more focused on doing things right than asking ourselves if we are doing the right things. If you are a leader, follow Drucker’s advice. Spend your time wisely on the things that really matter. The activities that will drive results and make a positive impact.

Peter Drucker is the original leadership guru - his books are excellent. — Peter Drucker is the original leadership guru – his books are excellent.

Leadership is comprised of many components, not just one definition

This week I am sharing some of John Maxwell and Peter Drucker’s perspectives on leadership. In the next two weeks, I will share thoughts from two of the most famous US Army Generals in history – Colin Powell and Dwight Eisenhower. By putting all these pieces together I think we start to appreciate both the complexity and components that comprise leadership.

The good and bad news about the definition of leadership

First, here is the bad news – leadership is not easy. If it was everyone would be an effective leader. Let’s finish with the good news – leadership can be learned. That is the primary reason why All The Way Leadership! exists. To help train the next generation of leaders so that they can change the world, and make it a better place to live. We can do it.

ATW! is designed to make you a better leader

I hope you join me on this journey to raise up the next generation of leaders. The world is in desperate need of more great leaders. Women and men who lead with confidence, clarity, and creativity. It’s time to become the leader that your world needs. Let’s go All The Way!

All The Way Leadership!

Do you have the right mindset as a leader?

All The Way Leadership! believes a new mindset is needed. One that acknowledges that many organizations are over-managed and under-led. Too many companies are following the Common Management Model rather than the Uncommon Leadership Model. Their performance suffers, and they do not know it. There is a better way, if only they would choose to follow it.

I read a book called Mindset. In there there’s this very simple concept that Carol Dweck talks about, which is if you take two people, one of them is a learn-it-all and the other one is a know-it-all, the learn-it-all will always trump the know-it-all in the long run, even if they start with less innate capability.
Satya Nadella, Microsoft CEO

Many modern-day managers have the wrong mindset

The modern-day manager views his career as a ladder. One that he must climb in order to be viewed as successful. The picture below is the classic example. Notice three things about this manager. First – he is staring up. Looking good to his boss is more important than taking care of his people. Second – he is dressed for success. Dress for the job you want, not the one you have is the mantra. No need to roll-up your sleeves. The hard work is for others. Third – he is alone. This manager believes that the way you get ahead is by taking care of yourself first, others next.

This modern day manager is climbing the ladder - alone. — This modern-day manager is climbing the ladder – alone.

Effective leaders possess a better mindset

A high performing leader views the work world as an obstacle course. Her job is to get her team to the finish line. Think Spartan Race, Tough Mudder, or Warrior Dash races. The picture below is a good depiction of this kind of leader. She is tough, strong, and not afraid. Note three differences when contrasted with the modern-day manager. First – she is not looking up and moving on. Instead, she is leaning back to help others. Second – she is dressed for battle. She is not afraid to get her hands dirty. After all – no one wears a suit to an obstacle course race. Third – she is part of a team. She leads a group that is getting after it. Making it happen. This leader believes that if you take care of your people, they will take care of you. She is right.

The All The Way Leader helps others move ahead. Photo credit - Reebok Spartan Race — All The Way Leaders help others move ahead. Photo credit – Reebok Spartan Race

The modern world is like an obstacle course

As leaders let’s face it. We need to deal with the harsh reality of the modern world. It is an obstacle course. It is a complex maze littered with challenges that can hinder progress. Successfully navigating the course is challenging. If you are a leader – think about it. When is the last time you had an easy day, a silky smooth week, a care-free month, or a year without major difficulty? It does not exist. Leaders are expected to deliver results in this environment. I am not arguing that we have it worse off than our predecessors. Instead, I am highlighting the fact that we need all the help we can get making progress in today’s hyper-competitive world.

Getting through obstacles can be challenging.

It takes a strong team to complete the obstacle course

Effective leaders recognize the importance of teamwork. It takes a team to get through an obstacle course. Trust me. I was snookered into a Spartan Sprint race a few years ago by a friend. We had a small but mighty team. There is no way we would have finished without working together as a team. It really helped to have team members to brainstorm ideas before attempting each obstacle. If an approach did not work we came up with a new idea. We kept trying until we cleared the obstacle. We started the course as a team and finished as a team. It was an awesome feeling when we reached the end. All The Way Leadership believes the team approach is the better way to get to the finish line. Don’t go it alone. You may not make it.

Sometimes we need help getting over an obstacle.

We are here to help your team reach the finish line with a new mindset

All the Way Leadership! will continue releasing relevant content for leaders who are looking to increase their effectiveness, to get better at completing the obstacle course. We will discuss important topics like how to take care of your team members for maximum results. We will start publishing a weekly leadership journal later this year. It will contain curated content from a diverse set of leading experts. This winter we plan to launch our first online leadership course. We will do all that we can to help leaders everywhere get their team to the finish line.

Working as a team gets you to the finish line. Photo courtesy of Spartan.com

The more courses you finish, the better you become

The good news is that the more courses you and your team complete the better you will become. Your confidence will grow at each finish line. Just remember – as your career grows you will be asked to run harder obstacle courses. The length and complexity of the course will increase. If you and your team cannot handle the obstacles in front of you now, you are in trouble. When I ran the Spartan race plenty of people quit. They did not finish the course. Don’t be like that. Become an effective leader who is good at getting your team to the finish line. The leader who others turn to when they are dealing with their own obstacle course.

ATW! is designed to make you a better leader

All The Way Leadership!

Why the Uncommon Leadership Model is the better way

High-performing organizations understand that effective leadership is critical for success. Yes – management happens every day. Leadership is more important. John Maxwell, a leadership guru, likes to say, “everything rises and falls on leadership.” Last week I described the corporate culture created when an organization focuses on management more than leadership. I called this organization viewpoint the Common Management Model. This week I will provide a different view. I call it the Uncommon Leadership Model.

Organizations that emphasize leadership build better culture. — The Uncommon Leadership Model – leadership is emphasized more than management.

Leadership is emphasized – you see it and hear it

The first thing to notice about the Uncommon Leadership Model is the structure. It is not the classic pyramid that many organizations use to task organize. Rather it is an inverted pyramid. It turns the Common Management Model on its head. In an organization that thinks this way, leaders talk about their purpose – why their organization exists. Their mission statement is clear – what are they trying to do? You do not climb to the top of the ladder by managing more resources. Instead, you receive more leadership responsibility as your leadership abilities grow.

I am not afraid of an army of lions led by a sheep; I am afraid of an army of sheep led by a lion.
Alexander the Great

Leaders are expected to increase their impact over time

Leaders accomplish the mission and produce results. Their impact grows over time. As a leader’s ability grows so does her career. Below is a short description of the levels in the Uncommon Leadership Level starting from the bottom. Please note that the numbers included are representative – they will vary by organization. For example, in the military, the numbers are much larger. In a start-up company, the numbers will likely be less.

Levels in the Uncommon Leadership Model

Leader – the first line of leadership. You are a team leader. Usually responsible for leading a team of 10 or fewer members. It is vital you learn the fundamentals of leadership before progressing to the next level.
Senior Leader – the next level of leadership. You are a leader of leaders. Usually responsible for a team of teams (3-5 teams) that are led by leaders. Typical responsibility includes 30-50 people. It is important you understand how to lead via your leaders. Otherwise, you will struggle at this level and may drive the people who work for you crazy.
Executive Leader – the first level of executive leadership. You are a leader of senior leaders (3 to 5 senior leaders). Your team includes many teams, multiple levels, and more complexity. Typical responsibility includes 100-150 people. Your ability to directly affect performance continues to diminish. At this level, you must be able to lead your senior leaders effectively.
Senior Executive Leader – the next level of executive leadership. At this point, you are a leader of executive leaders (3 to 5 executive leaders). Your team is big – many levels, many leaders, many teams. Typical responsibility includes 300-500 or more people. At this point in your career, you have reached rarified air and face huge expectations. You must be able to effectively lead executive leaders.
The top of the pyramid. Some organizations offer higher levels of leadership with even more responsibility. I will not include any more levels. I do not feel qualified to help leaders at these levels. If you achieve this level and need help – hire an executive coach. It is worth the investment.

The focus is on producing better results

In the Uncommon Leadership Model results matter more than resources. Your value in the organization is not measured by how many resources you have, but by the results you deliver. As a leader, you may be asked to do more with less. Greater responsibility may not equate to more resources. More management may not work in this model. Leaders focus on making things happen, not just keeping the trains running. An organization that follows this model is never satisfied with the status quo. Leaders are always looking for a better way.

Leaders are always looking for a better way.

The uncommon leadership model cultivates a healthy culture

Helping others grow is important. If you are going to succeed as a senior leader it is important that you help your leaders become more effective. You are incentivized to make them successful, not just yourself. The same is true for executive and senior executive leaders. You help yourself by helping others grow. High performers tend to thrive in this type of organization. They enjoy the constant challenge to produce better results. This focus on leadership can create a healthy culture distinguished by three characteristics.

1. Collaboration is expected in the uncommon Leadership Model

Working together across the organization is the norm. An effective leader knows when to seek help from others. Rather than limit the ideas to her own team the leader will collaborate with others and identify the best approach to accomplish the mission. I saw this characteristic firsthand when serving in the military. We worked with rival units, other branches, various services, and even different countries to accomplish the mission. The best example comes from my time spent in Bosnia. The Russians were even part of our team. Their relationships with the Serbs were critical for making the peacekeeping operations successful. Bosnia would not be where it is today as a nation without the help of the Russians, and many other countries.

The US worked with Russia during Bosnian peacekeeping operations.

2. Innovation is promoted

Effective leaders understand that innovation is critical for survival in today’s hyper-competitive business environment. If you fail to innovate your company may not exist in the future. Think of all the companies that failed to innovate and are no longer here. Amazon continues to crush competitors through innovation. In the Uncommon Leadership Model leaders always look for a better way to accomplish the mission. After action reviews are completed to identify best practices (approaches that work), and lessons learned (things that went wrong). The organization learns from its mistakes and identifies new approaches to avoid repeated mistakes.

Innovation is necessary to survive in today's business environment. — Innovation is necessary to outpace your competition in today’s business environment.

3. Empowerment is encouraged in the Uncommon Leadership Model

No one allows micromanagement. Good leaders empower their people without telling them what to do all the time. Seasoned senior leaders trust their leaders. They train their leaders so that they need minimum supervision. Good executive leaders assign responsibility to their senior leaders so that they feel empowered to make it happen. Great senior executive leaders delegate the appropriate level of decision-making authority to their leaders so that they do not require unnecessary oversight.

The Uncommon Leadership Model is the better way

All the Way Leadership! believes that the Uncommon Leadership Model is the better way to run your organization. Next week I will explain in more detail why. Strive to be different, to be better. You can do it, and we are here to help you make it happen.

ATW! will make you a better leader

I hope you join me on this journey to raise the next generation of leaders. The world is in desperate need of more great leaders. Women and men who lead with confidence, clarity, and creativity. It’s time to become the leader that your world needs. Let’s go All The Way!

All The Way Leadership!

Why the Common Management Model does not work

I worked as a manager and a leader in multiple organizations for more than twenty-five years. I served as an Officer in the United States military and taught at a top-ranked university. Currently, I work for a leading management consulting company in the private industry. Over the past decade, I provided consulting services to many clients who work for the US government. Three things I have noticed working across all these different organizations. First, each one of them is unique. They have a specific mission, a way of doing business, and corporate culture. Second, they all task organize in different ways to accomplish their mission. No organization looks exactly like another. The same is true of companies across the world. Third, they all struggle to deliver results on a regular basis. High performance is not the norm. Why is that? The common management model does not work.

Most US corporations today are over-managed and under-led. They need to develop their capacity to exercise leadership.
John Kotter

Many organizations focus too much on management

As John Kotter’s quote points out, most organizations are over-managed and under-led. In the upper ranks, management rules over leadership. When the focus is management a predictable corporate culture is created. It is based on what I am calling the Common Management Model (shown below). In this blog, I will describe this organizational viewpoint and the culture it creates.

Many organizations emphasize management more than leadership. It is a mistake. — The Common Management Model – organizations emphasize management more than leadership.

You climb to the top by managing more

The way you advance your career in the Common Management Model is simple – manage more. First, you start as a supervisor, someone who observes and directs the work of others. Simply make sure the work gets done. Next, you become a manager. Someone who manages supervisors. If you don’t screw up you eventually become a senior manager. During this phase, it is most important that you keep the trains running on time. If you last long enough and avoid train wrecks, you become an executive. Hopefully, by then you get a nice parking spot. You are going to need it because the majority of your time will be spent in meetings with your senior managers…making sure they keep their trains running on time.

Is the goal of your career is more than a reserved parking space? — Is the main goal of your career a reserved parking space?

Managers focus on their own numbers

In the Common Management Model, your value to the organization is measured in two ways. First – how many people work for you. Second – how much budget responsibility you have. These measures drive management behavior and corporate culture. If you want to “climb the ladder” it is vital that you find ways to get more people and more budget resources. The bigger your organization, the larger your budget, the more important you become. What you actually deliver is a by-product, typically placed on the back burner.

More is always better in the Common Management Model. — More is better in the Common Management Model.

This model creates an unhealthy culture

The way managers talk about their work is revealing. Ask one of them what they do and you will hear about the scope of their role, not the impact they create, or the results they deliver. For example, “I have 25 people working for me and I am responsible for an annual budget of $10M”. I made up the numbers. They don’t really matter other than more is better. This obsession with management can create an unhealthy culture distinguished by three characteristics.

1. Collaboration is limited

In the Common Management Model managers are not incentivized to collaborate. Rather than work together, managers stay in their own lane and play it safe. Think about it. If my goal is to get more people and more money, then why would I help others. Sure – I am going to be nice, and lend a helping hand every now and then. But, I am unlikely to help you in a meaningful way, to truly collaborate, unless it helps me. After all, if your team does not perform well, then I can make the case to senior management that your resources should be redirected my way. A turf war will ensue. If you think this does not happen. It does. I have witnessed too many of these battles over the years. They are petty and a distraction from getting the mission accomplished.

Collaboration is critical for putting the pieces together.

2. Innovation is stifled

It is difficult for an organization to innovate without collaboration. The more big brains you have trying to solve a problem, the better off you will be. If managers lack the incentive to collaborate (as described above), it is doubtful their team members will fill the void. Innovation is all about new ideas, creative solutions, and better ways of doing business. Sometimes innovation requires new thinking. Other times you simply need the right person to identify some tweaks for improving a process. Either way, the best method for innovation is through consistent collaboration. It is challenging to have one without the other. Without collaboration, teams become limited to their own thinking. Let’s face it – if no one on the team knows a better way forward, then the status quo will prevail. Keep doing the same old same old.

Consistent collaboration is critical for innovation.

3. Micromanagement is encouraged

In the Common Management Model micromanagement becomes commonplace. If more management is good, then micromanaging your team is the best method for moving up the ladder. Ask your team for constant status, watch their every move, and do everything you can to make sure it is not your fault when the trains are late one day. Am I overstating this observation? I am. But, I have witnessed micromanagement in spades over the past decade. In fact, some organizations reward their micromanagers with more responsibility.

High performing team members don't need to be micromanaged. — High performing team members don’t need to be micromanaged.

This model affects performance

The common management model avoids pushing teams toward high performance. Rather take it easy. Take it slow. Manage every step in the process. Monitor as much as you can. The good news for micromanagers is that you will rarely be surprised. The bad news is that performance suffers, and your team will come to dislike their work. No one I know wants to be micromanaged. It goes against human nature to want to be told what to do all the time.

No one wants a Drill Sergeant for a boss.

Leadership is the solution

All the Way Leadership! believes that there is a better path to take. A different model to follow. Next week I will talk about a different organization view. One that focuses more on leadership. Just so that I am clear – management in itself is not bad. It is necessary. It is important that the trains run on time. But, I believe leadership is needed for sustained high performance. That is one of the reasons the company is called All The Way Leadership!, not All The Way Management.

Learning about management is not difficult

There are plenty of good books, courses, and certifications you can obtain that will make you an expert manager. Leadership, on the other hand, is more challenging. That is one of the reasons this company exists. To help you become a more effective leader. It will make a huge difference for you, your team, and the organizations you support.

ATW! is designed to make you a better leader

All The Way Leadership!

Get a good glimpse of the shark before fighting it

Last week I wrote about one particular type of challenge – the most daunting ones. The challenges that scare leaders. I called this type of challenge “the shark”. This metaphor is taken from the famous movie Jaws. In Jaws, a giant man-eating great white shark attacks beachgoers in a fictional summer resort town.

Jaws made us all wonder if it was safe to go into the water.

Someone must hunt down the shark

The local police chief played by Roy Scheider is chosen as the leader to keep the town safe. Roy Scheider’s character recruits two team members to help with the hunt. They are going to be in the battle of their lives. A battle that will test their abilities and require great sacrifice. As a leader, you may find yourself in a similar situation.

Bruce the mechanical shark from Jaws (1975). — Bruce the mechanical shark – problems prompted Spielberg to not use Bruce much in the movie.

How big is the shark you face?

Jaws is a thrilling movie full of suspense. The theme music is haunting. The director, Steven Spielberg, builds the drama scene by scene. One brilliant decision Spielberg made was to not show the shark until later in the movie. In a well-known scene, the three-man team of shark hunters finally gets a glimpse of the shark. They learn that the shark is a lot larger than expected, and is going to be much more difficult to kill than any of them anticipated. If you have not seen the movie before a clip of this scene is below. Caution – the scene includes foul language. Pretty sure I would cuss if I was ever that close to a large shark.

Make sure you get a glimpse of “the shark”

What about you. Are you dealing with a shark? If so, have you actually seen “the shark”? Do you know the magnitude of what you are dealing with? Not sure, then I suggest that you ask questions until you gain an adequate understanding of the challenge. I am not saying that you need to know everything before moving forward. Rather I am recommending that you spend enough time assessing the situation before shifting into problem-solving mode. Get a good glimpse of “the shark” before deciding how you are going to deal with it. Otherwise, your fight with “the shark” may take a long time, and be a more painful experience than necessary.

The marine biologist played by Richard Dreyfuss gets a glimpse of the shark in Jaws.

Tell others to describe “the shark” accurately

I have dealt with a fair amount of sharks in my career. On several occasions, I did not get a glimpse of “the shark” until late in the problem-solving process. I have learned that it is critically important to ask your team questions until you know enough to address the challenge and solve the problem. The bigger “the shark” the more important it is that you get a good glimpse of it. If you get false reports, then you are likely to come up with a solution that will not work.

The art of communication is the language of leadership.
James Humes

Clear and frank communication is critical

I let the leaders on my team know that I want to hear about the good, the bad, and the ugly. As leaders, we are paid to deal with all three scenarios, especially the ugly. Don’t fall into the trap of letting your team members only bring you good news. Let’s admit it, the larger your responsibility as a leader, the more sharks you have to deal with. Some of them may be big, really big, like the great white in Jaws.

In Jaws the shark is so big that it eats the boat. — In Jaws, the shark is so big that it eats the boat – one tasty bite at a time.

Are you ready to face “the shark”?

Are you prepared to deal with “the shark” and keep your town safe? Yes – go get after “the shark”! If not, and you need a bigger boat then we are here to help. If you are the kind of leader who is looking to increase your effectiveness, then you are in the right place. We will help you increase your leadership abilities so that you have a bigger boat and are ready for “the shark”.

The shark ends up eating the professional shark hunter in Jaws.

We are here to help you hunt “the shark”

All the Way Leadership! is here to help. This year we will continue releasing relevant content for leaders who are looking to increase their effectiveness, to get better at hunting “the shark”. We will start publishing a weekly leadership journal later this year. It will contain curated content from a diverse set of leading experts. This summer we plan to launch our first online leadership course. We will do all that we can to help leaders everywhere get better at hunting sharks. The good news for all of us leaders is that the more times you hunt sharks, the better you get. Your confidence will grow along with your leadership abilities.

In the final scene the hero kills the shark - note the boat is gone. — In the final scene of Jaws, the hero kills the shark – note the boat is gone.

The more sharks you hunt, the better you become

Remember – as your career grows you will be asked to handle larger sharks. If you cannot handle the one in front of you now, you are in trouble. You don’t want to end up like the hero in the movie Jaws. Does he deal with the shark? Yes. But, he loses a lot in the process. Don’t be like that. Become an effective leader who is good at hunting sharks. The leader who others turn to when they are dealing with their own sharks.

We should be afraid of sharks half as much as sharks should be afraid of us.
Peter Benchley, author of Jaws

ATW! is designed to make you a better leader

All The Way Leadership!

Are you prepared to fight the shark?

Leaders are expected to achieve results, make things happen, and get stuff done. Some tasks that you need to accomplish as a leader will be easy. You check them off the list quickly and move on to the next item. Other tasks may take more time, effort, and energy. They will challenge you. And sometimes you will face a really difficult task. One that seems impossible to complete. You may have no idea how to complete the task. You may be overwhelmed simply by the thought of attempting to complete the task. I am going to refer to this type of task as “the shark” because it is frightening. I don’t know anyone who is not afraid of sharks. Just thinking about swimming in the ocean near a shark gives me the chills. Perhaps it does for you also.

No one wants to see a shark when swimming in the ocean. — Who wants to see a shark nearby when swimming in the ocean? Scary!

Jaws scared everyone

I fear sharks because of a famous movie released in the 1970s called Jaws. According to Wikipedia, Jaws is a 1975 American film directed by Steven Spielberg. It was based on Peter Benchley’s 1974 novel of the same name. In the story, a giant man-eating great white shark attacks beachgoers on Amity Island, a fictional New England summer resort town. It is a great movie. A scary movie that will keep you on the edge of your seat, and make you think twice about going out into the water the next time you visit the beach. Jaws is considered one of the greatest films ever made, a blockbuster hit. It became the highest-grossing film of all time until the release of Star Wars in 1977.

Leaders need to be brave enough to get in the water

In Jaws, someone must hunt down the shark in order to keep the town safe. Somebody must face the shark, or else the town will be in trouble. Residents will not be safe. Tourists will not visit either. The local economy will suffer. A really bad situation for everyone will result. The local police chief played by Roy Scheider is chosen as the leader. He has some help, but not much. None the less, he leads the three-person team to hunt down the shark. It is a daunting task. As the movie progresses we learn that the shark is a lot larger than expected, and much more difficult to kill than any of them anticipated. Despite all these challenges, they accomplish the mission and kill the shark. If you have not seen the movie, I will not spoil it for you. Watch it tonight on Netflix, or YouTube.

The team tries many methods to kill the shark. — The team tries many methods to kill the shark in Jaws.

After all, somebody has to hunt the shark

If you are a leader, you will likely have to deal with “the shark” at some point. What do I mean by “the shark”? A task that terrifies you, but must be done. An important issue that you have to address. A complex problem that needs a solution. A challenge that others have failed to solve. “The shark” could be many things. It might be your competition, the market conditions, your crazy client, a looming deadline, a problem employee, your nagging boss, or anything else that puts you on edge. Sure you can do your best to avoid “the shark”. But, you know deep in your heart that you will have to face “the shark” at some point if you are going to succeed as a leader. If you don’t “the shark” will continue to terrorize you, and more sharks will show up.

If you don't hunt "the shark" more will show up over time. — If you don’t hunt “the shark” more will show up over time.

You may need a team to kill the shark

Just like in the movie, you are going to need help dealing with “the shark”. Don’t go it alone. Roy Scheider’s character recruits two team members to help with the hunt – a marine biologist and a professional shark hunter. An expert who knows a lot about sharks and someone with relevant experience. I recommend you take a similar approach when hunting “the shark”. Identify and solicit the help of experts and those who have experience. A mentor or peer may have the exact insight or solution you need. Do not be afraid to ask for help, and always offer help to other leaders when they approach you for help. None of us should hunt “the shark” alone.

The three person team who hunt the shark in Jaws. — The team who hunt the shark in Jaws. A professional shark hunter, the local sheriff, and a marine biologist.

All The Way Leadership! is here to help

All the Way Leadership! is here to help. This year I will continue releasing relevant content for leaders who are looking to increase their effectiveness, to get better at hunting “the shark”. I will start publishing a weekly leadership journal later this year. It will contain curated content from a diverse set of leading experts. This summer I plan to launch an online leadership course. I will do all that we can to help leaders everywhere get better at hunting “the shark”. The good news for all of us leaders is that the more times you hunt sharks, the better you get. Your confidence will grow along with your leadership abilities.

ATW! is designed to make you a better leader

All The Way Leadership!

What happens when leaders demonstrate bad behavior?

2017 was a bad year for several leaders. 2018 and 2019 may have been even worse. I wrote this blog over a year ago. It is still as relevant today as it was then. No signs of real improvement yet. We need leaders to step up to the plate and deliver. Not break the rules and exhibit bad behavior until they get caught.

Google’s CEO had to deal with this mess caused by a former leader.

Leaders face high expectations and always will

Leaders are expected to deliver results without breaking the rules. We demand that senior leaders behave themselves. It is a reasonable demand. They are well compensated. Senior leaders handle a lot of responsibility. If they act inappropriately it could affect many, perhaps even the entire organization.

“To whom much is given, from him much is expected”.

Ignorance is a flimsy excuse for bad behavior

We witnessed numerous leaders getting into trouble in 2017 for bad behavior. It almost seems like an epidemic, especially for men. When you turn on the television there is another male leader explaining what happened and apologizing for it. Ignorance seems to be a common excuse. Only weak leaders avoid responsibility by claiming ignorance.

Inappropriate jokes impacted several national leaders.

Bad behavior is nothing new

I will argue that leaders doing things that should not be done is nothing new. People have been misbehaving since the dawn of time. We are all humans and leaders are no different. They face the same temptations as everyone else. The main difference is that the consequences of bad behavior are more severe for leaders. They should be.

A Congressman resigned after bad behavior was revealed.

Increased transparency is here

Let’s start with the good news. Increased transparency is here. It is easier these days to figure out if a leader is a bad apple. We live in a world full of digital dust that can be traced. What leaders say and do can be captured on cameras, microphones, and in emails. The idea of making remarks “off the record” is dated. Nowadays it is easy to record events. If you are a leader, remember that the microphone is always on when you are talking. Your company is most likely recording every keystroke you make. More than one leader fell from grace because they naively believed that no one would know what they were doing. They were wrong.

Leaders should know that the microphone is always on.

How to avoid bad behavior as a leader

As a leader, you may be asking yourself – what are the rules? Not an easy question. The rules, ethics, and norms vary across industries. The company I work for performs a lot of contract work for the US Federal Government, a highly regulated industry. The rulebook we play by is long and complicated. As you would expect we have a strict ethical code. Some leaders forget and/or ignore the rules and pay the price.

Another member of Congress resigned when his misdeeds were revealed. — Another member of Congress resigned when his misdeeds were discovered.

Do not lie, cheat, or steal

For example, I cannot offer a gift of any kind to the clients I support. Exchanging gifts with clients over the holiday season may not be a big deal in your company. If you work in the commercial sector, the rules will be different. If you work internationally you may be dealing with radically different cultural norms. I recommend keeping it simple. Do not lie, cheat, or steal. If you do, as a leader, you will pay the price at some point in time like the examples I will describe below. Take the higher road – totally worth it in the long run.

“Take the higher road and secure a stronger, more lasting victory”
Daniel Stewart

Do not lie to your customers

Over the past decade, several companies were caught lying to their customers. In 2017 Apple revealed they have been deliberately slowing down older iPhones without telling their customers. Many consider Apple as the leading technology company in the world. But, they have been hiding the truth. Their customers responded strongly when they learned the news. In response, Apple released a long (really long) explanation on their website. Now Apple is in the process of rebuilding trust with its customers. It is not good timing for them – sales of the latest iPhone are lower than expected.

Apple was forced to apologize after confirming it does slow down older iPhones — Apple was forced to apologize for slowing down older iPhones. Photo by Getty.

Cheating may come at great cost

In 2015 Volkswagen cheated on the emissions tests conducted by the Environmental Protection Agency (EPA) for VW diesel vehicles. Their CEO testified to Congress that they cheated on purpose to increase vehicle sales in the US. The fact that a German company cheated on a test designed to protect the environment was shocking. If you have ever visited Germany then you know how seriously they take protecting the environment. The cost to Volkswagen has been enormous – over $20 billion. If you cheat it is highly likely that you will get caught. It may come at a great cost to you and your organization. Don’t do it.

Volkswagen CEO testifies before Congress on the emissions cheating scandal.

Cheating may cost you everything

Lance Armstrong was a great champion. He won seven Tour de France titles – more than anyone. He was a hero to many, especially those fighting cancer. Lance survived cancer. He went on to raise millions of dollars for cancer research. He gave great speeches and made millions of dollars in the process. But, there was a problem. Signs of trouble surfaced in the early 2000s – questions raised by former teammates and colleagues. Lance attacked all of them, calling them liars, hitting them will huge lawsuits. Lance defended himself for years, and I believed him. Many did.

Lance Armstrong won seven Tour de France titles.

The truth finally came out

Lance was a cheater. After much pressure, he finally confessed the truth to Oprah Winfrey. He cheated to win and he lied for years. What did cheating cost Lance Armstrong – practically everything. He was stripped of all his Tour de France titles. Sponsors dropped Lance, costing him millions. Worst of all – Lance Armstrong is not allowed to race anymore. The one thing he truly loved is the one thing he cannot do anymore. Next time you think about cheating to win, remember Lance Armstrong.

Lance Armstrong confesses to Oprah that he cheated to win.

Stealing is never acceptable

We all know that you should not steal anything from anyone. Yet – it still happens. I think it is rare that you will have to deal with an actual thief stealing property in your company. What is more likely to happen, and perhaps more sinister, is for someone to steal intellectual property (IP). As this article explains – some employees will steal IP when leaving your company. Stealing IP comes in multiple forms. Some people will print out documents. Others will swipe files using a flash drive. It is amazing how many documents one can save on a cheap flash drive.

Companies can look for bad behavior

Most companies monitor employee digital activities. It is pretty easy to tell if someone is up to no good. I work for one of the best consulting companies in the world. I am sad to say that I know of several examples when companies caught employees stealing IP on their way out the door. The reality is that it can happen to any company. Don’t let it happen to yours.

It is not difficult to steal all the flies off a laptop with a flash drive.

Holding ourselves accountable by avoiding any bad behavior

It is important as a leader that you hold yourself accountable, and also those who work for you. Based on the examples I described above I highly recommend you avoid lying, cheating, or stealing at all costs. Do not tolerate these behaviors in your organization either. The price you pay is big. Take the high road instead. It is worth it in the end.

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What happens when leaders fail to confront poor performers

Leaders are expected to deliver results without breaking the rules. No organization puts a leader in charge of a project or team thinking that he or she will fail in the role. Equally important – no one wants the leader to send the organization into turmoil for doing something that should not be done. Leaders are usually selected based on their previous performance and future potential. It is important they deal properly with poor performers.

Your team expects big things as well

I believe that most followers have high expectations of their leaders. In the last two blog posts, I wrote about two troubling leadership trends: hitting the easy button and not having a good strategy. This post describes the third troubling leadership trend that is becoming more prevalent – limited leadership accountability. I will look at this trend from two different angles – poor performance and bad behavior.

Tracking performance is not that difficult

Let’s start with the good news first. Most organizations can track their performance without too much difficulty. It is pretty amazing the amount of data available to leaders and other stakeholders. In my current leadership position, I receive a ton of data about my business unit. Many leaders do. Business metrics, customer feedback, and employee surveys provide insights into performance. Below are some examples of questions leaders can ask and get answers.

How much revenue did we generate last month?
Was it above or below our target?
What do our profit margins look like?
How well are we supporting our current customers?
Are we gaining more customers?
Are we losing current customers? If so, why?
How many employees did we hire last month?
How many employees left last month?
Why did they leave?
Do we have a competitive employee benefits package?

Leaders have the data they need to deal with poor performers

All of this data is great. Not only can leaders determine how well they are performing, but they can leverage it to identify what is causing problems. For example, if you are running an online company you can use tools like Google Analytics to understand user behavior. You receive a list of who is visiting your site and what they are doing while there. You will notice when traffic to your site suddenly drops. Facebook advertising provides detailed data about your digital marketing campaigns. You will learn how many users clicked on your ad which helps inform your online marketing strategy. Leaders usually can figure out how well we are performing.

Google analytics provides powerful insights into web site performance and user behavior. — Google Analytics provides powerful insights into website performance and user behavior.

Failing to get the job done is costly

There may be many reasons why an organization is not performing well. Some reasons will be easier to address than others. You may have an inadequate strategy, new competition, the wrong product, a bad marketing approach, or simply struggle to keep up with customer demand. If the poor performance lasts for longer than a quarter or two I recommend an organization starts looking at the leadership they have in place. Is the leadership team the right one. Are changes needed? Do not wait more than a year to consider making changes. The pace of the modern world moves too fast to allow poor performance to persist year over year.

A prolonged drop in stock price is usually an indicator of poor performance. — A large drop in stock price is usually an indicator of poor performance.

Teams that win are usually well-led

In an earlier post, I described how leadership directly affects performance. The sports entertainment industry understands this principle probably better than other industries. Sports teams that win multiple championships spend a lot of time making sure they have the right leadership team in place. Look no further than the New England Patriots – same owner and coach for years. Results – multiple Super Bowl victories.

The New England Patriots hired Bill Belichick to win Super Bowls. Credit: David Butler II-USA TODAY Sports

A decade of poor performance is unacceptable

In contrast, if the team is not winning it is not uncommon for the owner to replace the coach. But, that change does not always work. For example, my beloved Washington Redskins have made their fans suffer through a decade or more of mediocre football. For some teams this performance is fine. Not for the Washington DC area. We expect to win. The Redskins possess multiple Lombardi trophies. They just have not won one in a really long time.

The Redskins qualified for the playoffs only three times in the past decade.

Making the right change is critical – deal properly with poor performers

The Washing Redskins owner keeps trying to solve the problem by replacing the coach to include bringing back Hall of Fame coach Joe Gibbs. Even that move did not work. He eventually left and someone new was brought in. The names of coaches who have tried to win under the current owner are too long to list. All these coaches and nothing really changes. Points to the fact that the problem is most likely the owner, not the coach. Until that change is made the Washington Redskins will continue to be happy just making the playoffs. Forget about winning a Super Bowl.

Joe Gibbs speaks with three Super Bowl trophies in foreground, after his return as the Washington Redskins head coach. — Joe Gibbs speaks with three Super Bowl trophies in the foreground, after his return as the Washington Redskins head coach.

What to do if you are the problem

The question that naturally follows is what do you do with low performing leaders. More importantly, what do you do if you are the problem? What if you are a leader who is failing to deliver results. If you are the problem it is time to do something about it. Don’t hit the easy button and hope for the best. Hold yourself accountable. Invest in yourself. Become a better leader.

Coach Belichick holds us accountable everyday. We appreciate when he’s tough on us. He gets the best out of us.
Tom Brady, Quarterback for the New England Patriots

All the Way Leadership! is here to help

In the coming year, we will continue publishing curated content about leadership. We also plan to launch a training program for leaders who are looking for ways to increase their individual impact and improve their leadership effectiveness. Take advantage of these resources and the many other ones that are available. Don’t wait for your boss to walk into your office, close the door, and have a tough conversation with you about why they are removing you from your current role. Don’t be the guy in the cartoon below.

Hold poor performers accountable, or pay the price

It is important as a leader that you hold yourself accountable, and those who work for you. If you have low performing team members you need to work with them on ways to improve. Perhaps they need training, coaching, or more guidance. It is up to you as the leader to figure that out. Don’t watch your team members flounder without doing something about it.

Tolerating poor performers will effect team morale. — Tolerating poor performers will affect team morale.

Rarely will the problem solve itself

If you have worked with the person, and performance does not improve, then you need to consider making a change. It is a difficult decision to make. Do not take these decisions lightly. The reality is that sometimes you have to remove the poor performer and move on. If you do not then you are sending a signal to the rest of the team that poor performance will be tolerated.

Getting rid of poor performers can be difficult.

Failing to deal with poor performers is not fair to others

Whatever you decide – avoid simply handing the problem to someone else. Many leaders are afraid to deal with poor performers. I have witnessed this first-hand many times in the government. The poor performer is not helped or fired. Instead, they are moved. The problem continues. In fact, it gets worse over time. The poor performer eventually is promoted and put into a position of greater responsibility. The problem grows until someone has the courage to deal directly with the poor performer. Don’t let that happen to your organization. The results can be devastating if you choose to ignore it.

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What happens when leaders do not have a good strategy?

Last week I talked about the fact that leaders are under pressure to deliver results. High performance is expected, as it should be. The pressure can be tremendous, especially if you work for a publically traded company that needs to deliver results to its shareholders on a quarterly basis. Many start-up companies face a similar challenge. Their investors want to see a return on their money. Owners, leaders, and employees are pressured to make it happen…quickly. My last blog post described a troubling trend – what happens when leaders hit the easy button instead of implementing comprehensive solutions that address complex challenges. This blog post will describe another troubling leadership trend I see – tactical execution without a good long-term strategy.

Driving without a destination- fog ahead

When leaders obsess on short-term results they tend to miss the bigger picture. This approach drives what I would describe as tactical tunnel vision versus maintaining a long-term focus. It is not uncommon to watch leaders deliver tactical results despite the fact that they have no real long-term strategy. Everyone is in a hurry to get somewhere fast, but the destination some are driving towards is unknown.

Driving without a known destination leads to a foggy picture.

Is your team on the road to nowhere?

It is analogous to getting in your car and starting to drive without a clear idea of where you are going. There is nothing wrong with pushing hard to get short-term results as long as it feeds into a long-term strategy that moves the organization forward towards a clearly articulated vision. One without the other can be dangerous and may backfire. Let’s take a look at one example.

Example – an innovative way to feed your family

I do not like grocery shopping. It is boring. Big store, too many choices, and the same items on the shelves every time you visit. It is rare that I am excited to go to the grocery store. I consider it a necessary evil. I doubt I am alone in this dislike. But, all of us have to eat, and the grocery store is the only real affordable option. Eating out all the time gets expensive. Recently several new companies created an innovative solution for people like me.

They deliver meals to your home

They send the ingredients and recipes you need for a few meals a week. The amount delivered is measured so that you do not have to deal with a large pile of leftovers. Great idea. I decided to give these services a try to see if they were worth it. My plan was simple – I would try several different companies to see which one was the best. I learned a lot during this experiment.

Why go to the grocery store if you can have the meals delivered to your front door.

Everyone gets a discount – especially your friends

As many of you already know there are several companies to pick from when it comes to home meal delivery. Blue Apron, HelloFresh, Plated, Home Chef and Sun Basket to name a few. I actually tried each of these for at least a few weeks. All of them were decent, but I ran into issues with all of them. I could tell right away that they were focused mainly on delivering tactical results – increasing their number of customers. Get people to join. They lack a good long-term strategy. I noticed that all of them were offering discount prices to get customers to subscribe, but they would try to jack the price up as soon as possible. They sent coupons in order to get me to encourage my friends to sign up.

This box service offers more than 50% off.

Hard to compete on price alone

It became obvious that there were problems with their pricing model. If your company has to use discount pricing all the time to attract customers you are creating a commodity market – the lowest price wins. This pricing approach will attract other commodity companies into the market – like Amazon and Wal-mart. When they do we all know how that story ends – not well for the little guy.

It is common to see a large discount for your first box to lure you in. — It is common to see a large discount for your first box to lure you into subscribing.

It was super easy to join

The second thing I noticed is that their customer service model was not well designed. It was really easy to sign up for the service. Their online sales funnel was optimized. The problems started to surface after I became a customer. It was a challenge to modify the frequency of deliveries, to delay delivery, and really difficult to stop the service. The website hid the section that described how to stop the service. You had to search hard to find the details. In fact, more than one of the services made me call to cancel the subscription. You could not cancel online.

Lock the door – you can enter but never leave…bad strategy

Let me get this straight – I can join in a jiffy online but have to call your company and wait on the line to quit. No thank you. Not a good customer retention model. It started to feel like I was staying at the Hotel California where “you can check out but never leave”. The third problem was that the quality of a few of them was just not there. They were struggling to keep pace with the demand they were creating. The food delivered was not bad, but it was not worth the price they demanded. In the end, I decided none of them was great.

Even Sun Basket which advertises fresh ingredients had quality issues.

Trying to please Wall Street – swimming with the sharks

Probably the biggest misstep in the meal kit delivery market was made by Blue Apron. They were in a hurry to get Wall Street investors behind the company. Their leadership decided to pay attention to Wall Street rather than optimize their supply chain operations. They were not ready for prime time. Instead, they focused on increasing their customer base so that they could make a splash when they conducted their IPO. Here is a quote from a Richmond-Times newspaper article that explains the problem.

Blue Apron’s IPO was going to be a moment to celebrate — validation for the mushrooming food delivery industry. Behind the scenes, however, all was not well. A new fulfillment center was months behind schedule and still wasn’t ready for prime time six weeks before the IPO.

If your company is in the delivery business, then one would think that leadership would be laser-focused on making sure its core process is functioning well. Blue Apron completed its IPO to some fanfare. The company’s stock price and its investors have suffered since then. I guess that throwing money at the problem did not solve it. Rather it exposed the weak link in their supply chain. Time will tell if Blue Apron recovers from this misstep. Oh, by the way, since Blue Apron went public both Amazon and Wal-mart have entered this market. Sharks are in the water. I sure hope the Blue Apron leadership team knows how to outswim the sharks. I doubt they will survive.

Blue Apron decided that courting Wall Street was more important than customer service.

Effective leaders play the long game – they have a strategy

Effective leaders understand that a long-term strategy is vital to success. They establish a vision for where the organization needs to go, craft the strategy for getting there, draw a roadmap, and create an implementation plan for moving forward successfully. Next comes execution – the hard part. If there is one thing all leaders know, it is that execution requires a long-term focus.

Real leaders avoid shortcuts

If you choose to shortcut this process then you may pay the price like the example described above. Be a better leader. Take the path less chosen. If you look at some of the most successful companies in the world today, they have a long-term focus. Market leaders like Apple, Amazon, and Microsoft took decades to build. All three are or were headed by leaders who delivered great results year after year after year. They are dominant players nowadays. That did not happen overnight.

There are no shortcuts to true excellence.
Angela Duckworth

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What happens when leaders press the easy button?

Today’s leaders are under a lot of pressure to get results and get them quickly. Strong performance is expected. Let’s face it – winning in the modern highly competitive world is difficult. If you do not achieve success, then you may not last long in your position. That sounds harsh, but it is the reality. New leaders will be brought in to get the job done that is left unfinished by their predecessors. Hitting the easy button is tempting. I am a senior leader and work for one of the best companies in the country. I know first hand the type of pressure that leaders feel. We are expected to succeed. Everyone receives an annual growth target. No one gets a pass, no matter what the market conditions look like. No excuses – get the job done!

Leaders are expected to succeed

As a leader, you probably face the same expectations. But we all know success does not come easy. No – you will be tested at some point. How leaders deal with this test varies. Some thrive on the competition while others struggle to survive. Over the past few years, I have noticed several leadership trends that are becoming more prevalent these days. Some trends are positive like more diversity in senior leadership positions. While others are troubling. For the next few weeks, I will talk about a few troubling trends that I see related to leaders dealing with high-performance expectations and the potential impact they are having on society.

“Blessed is he who expects nothing, for he shall never be disappointed.”
– Alexander Pope

Leadership challenges are complex

The challenges that many leaders face are vexing. Some leadership challenges are complex due to the size of the problem. If it is a big problem it will likely take a long time to solve. For example, in 2010 British Petroleum (BP) faced a huge leadership challenge when one of their rigs spilled an enormous amount of oil into the Gulf of Mexico. Several people died. The oil washed up on the beautiful beaches of the Gulf Coast. It was a huge mess that dominated the news for weeks. It took BP years to recover from this tragic event and the aftermath.

This map shows the size of the BP oil spill problem.

Leadership challenges are uncertain

Other leadership challenges are complex because it is difficult to determine what caused the problem. For example, back in 2009, Toyota had to recall millions of its vehicles. The gas pedal in some Toyota models stuck to the floor preventing the driver from stopping the vehicle. It was unclear what was causing the problem. Fixing this problem took a long time. Once again, several people died and Toyota was in the news for months regarding this problem. Several have studied this problem and it still remains unclear to this day if the gas pedals stuck, or did the drivers cause the accidents. It did not really matter to Toyota – they still had to deal with the situation. It haunted them for years.

Toyota kept selling cars during the controversy. — Toyota kept selling cars during the controversy, but their sales dropped.

OPM debacle – a case study of pressing the easy button

In 2015 someone hacked into a database managed by the Office of Personnel Management (OPM), an organization in the US government. The hackers stole all the files containing the personal data of everyone who holds a US government security clearance. OPM leadership reacted to the situation by hitting the easy button.

The OPM hack was in the news for a long time.

They decided to handle the crisis like previous hacking incidents

OPM set up a website so that anyone could check to see if their data had been stolen. They sent letters to all affected parties. It was over twenty million people. I know about the letter because I received one of them. OPM started to investigate the details of what happened. As they would soon discover – it was a complete debacle and would only get worse. The easy button did not work.

The OPM Director at the time trying to explain what happened to congress. — The OPM Director at the time trying to explain what happened to Congress.

The situation goes from bad to worse

First, there were problems with the letters. The address data they had for some people was old. It was hard to tell if everyone affected actually received one. OPM sent out more letters. I received another one. Second, several people questioned whether the new website that OPM launched was secure, or not. Some did not use the site since it was set up by the same organization that had just been hacked. Third, there was a debate about who should pay for the credit monitoring everyone would need in the aftermath. The cost was not trivial. Lastly, the hack was worse than thought. In fact, OPM had been hacked more than once. Stealing the data was easy for hackers due to the negligence of the company responsible for managing the database. It became clear that something more needed to be done…quickly.

OPM leadership explaining to Congress what happened.

Leaders pay the price for pressing the easy button

As things worsened leaders started getting fired. It was amazing to me how long it took before the Chief Information Officer, the person responsible for securing the organization’s information technology assets, finally resigned. She should have been fired right away so that new leadership could be brought in. Someone who would not defend why things were the way they were. Someone who would solve the problem in a timely manner. The most disturbing part of the situation was that it was hard to tell if the problem had actually been solved. Was the data properly protected? Some reports indicated there were still problems months later.

Turns out there was more than one breach. Double trouble.

Complex challenges require comprehensive solutions

The magnitude of the OPM incident cannot be understated. Any enemy of the US would want this data. Many believe one of our adversaries stole the data. They took advantage of lax leadership and we all pay the price. Leaders need to address complex challenges with comprehensive solutions that actually solve the problem. Effective leaders recognize when they are dealing with a complex challenge and address it in an appropriate manner.

The sensitivity of the OPM data stolen is unsettling.

Do not hit the easy button and hope for the best

No – good leaders quickly assess the situation and set solutions into motion. They continue analyzing the problem and craft a comprehensive solution that will address the challenge in the long-term. Sure – some problems are easy to fix. You make a few decisions, implement some small changes, and the problems are solved. But many leadership challenges are complex, like the examples I have included here.

Complex challenges require leaders with comprehensive solutions to solve them.

The impact of pressing the easy button

When leaders press the easy button while dealing with complex challenges we all pay the price. Problems last longer than they should. It costs more money to solve. Sometimes, the effects continue for years. I know because I still continue to monitor my credit and will do so for the rest of my life to avoid anyone using my personal data to ruin my credit. More importantly, I do not want my children to suffer negative consequences from the OPM debacle. Yes – you guessed it. The files included family member data also.

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