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How to avoid confusion during your next video call

This month I will share another tactical tip to avoid utter confusion during your next video call – facilitation. If it is your meeting – actively facilitate the call. Don’t expect the participants to know what to do during your calls.

Many are working from home due to COVID-19.

Communicating effectively on-camera is challenging for groups

In case you did not read the last two blogs or watch the videos let’s start with the hard truth first – it is challenging to communicate effectively on-camera, especially in group settings. Three common scenarios happen during many video meetings that can create communication challenges.

Awkward: someone said something completely inappropriate (e.g., yelled at their kids) that everyone heard. What do you do next?
Boredom: no one is talking because they are distracted and not paying attention. Hard to get stuff done if everyone is zoned out.
Confusion: multiple people talking at the same time. Hard to hear much less understand what is being said when this happens.

Many participants can lead to confusion during a video call.

What can you do to improve your performance during video conference calls?

I already shared the most practical tip I can give you to be better on-camera is to turn on your camera as much as possible. I did my best to convince you that the mute button is your friend, and will help you avoid awkward gaffes. Last month I shared the third tip – have a purpose and agenda for your call. This month I will discuss the importance of facilitating your calls so that they do not devolve into confusion. Facilitation is a common technique to maximize participation for in-person meetings. Use it on your video calls for the same reason.

You will not see meetings like this in the near future.

Video calls are harder to start than standard conference calls

I believe it is more difficult to start a video call than a standard teleconference call. For a voice-only conference call, you can normally bring everyone onto the line at the same time. Most platforms will usually give an audio indicator (e.g., beeps) when a participant joins. It is easy to kick-off by simply announcing your name and beginning the meeting. The first few minutes of a video call can be confusing. Participants usually join at different times. Some of them will use their cameras, others won’t. Some may announce their presence or say hello when they join. Others will say nothing at all. It is rare that everyone is ready to go right away. If it is your meeting – start facilitating when you join. Let everyone know when you will start the conversation and then announce that it is time to begin. Given the current COVID crisis I think it is okay to let participants banter a bit before you begin. Some of them will be happy to see others on the video.

You will need to wait for others if you are first to join the call.

Start your video call on a strong note to avoid confusion

Kick-off your call by explaining the purpose to everyone. As I wrote about last month never host a meeting that has no purpose. Be a strong leader who begins the call by explaining the purpose clearly and succinctly. Everyone on the call will appreciate giving them a clue about what will happen during the meeting. This tactic is particularly appropriate for one-off video discussions. If the participants do not meet on a regular basis, it is your job as the leader to explain why the meeting was scheduled and what you hope to achieve during the call. No need to spend ten minutes explaining the purpose – a simple explanation will do.

Start your session by stating the purpose.

Facilitate the call so that others can follow along

If it is your meeting, facilitate the video call so that others can follow along. At a minimum let everyone know the agenda, and general flow that you expect during the call. Guide the discussion to ensure that all the topics on the agenda are covered and you get the right amount of input from the participants. Don’t expect others to know the right time to chime in. If you are using slides for the discussion pause at the appropriate time to let others make comments, ask questions, and provide their feedback. Your calls will get boring real quick if one presenter drones on and one while others struggle to pay attention. Monitor your audience to recognize when they want to contribute to the meeting. Participants may not feel comfortable talking so you may need to ask them for their input. This challenge is particularly true for video calls with many participants.

Video calls with a lot of participants are challenging to facilitate.

Consider the number of call participants when facilitating

Bottom line – the larger the number of participants on your call the more challenging it is to facilitate. Plan accordingly. Anytime you have more than ten people on a call it may be difficult to guide a meaningful discussion. Three tactics to help with larger meetings. First, use verbal cues to let participants know when you want to hear from them. If you pause for input leave plenty of time for people to come off mute and talk. Sure the seconds of silence may seem awkward. But it is better to provide a pregnant pause than rush to the next topic. Second, avoid trying to pack too many agenda items into one meeting. It is really difficult to fly through a long agenda with a large group. Consider breaking the agenda into multiple meetings, or reduce the size of the audience if you want their participation. Third, leave a dedicated portion of the meeting for inputs from the audience. I have sat through many video calls that are scheduled for an hour and save practically no time for Q&A. For example, don’t let presenters talk for 55 minutes straight and then try to power through five minutes of questions. Instead, stop the presentation at 45 minutes and leave 15 minutes for interactive dialog. Trust me – your participants will appreciate it.

The chat function can help avoid confusion during discussion

Another technique to help facilitate video calls is to use the chat function that many modern collaboration tools provide. At first, I was skeptical of using live chat during a video call. Now I am a big fan. It is an effective way to add another communication channel without disturbing the meeting flow. Simply let everyone on the call know that you will be using the chat function during the session. Chat allows participants to chime in without interrupting a presenter or talking at the same time as others. They simply type their input for others to see. The chat function is also a clever way to facilitate Q&A during a presentation. Participants can type in their questions during the session. Others can sometimes answer the question without taking air time during the call. They simply respond to the chat.

You can share comments and links in the chat window.

Finish on time to prevent confusion at the end of the call

If your call goes longer than planned confusion may happen at the end. Most participants will not hang around if the meeting goes past its scheduled finish time. No – they will drop from the call and move onto their next activity. If several participants leave at the same time chaos may follow as you try to figure out who is still on the call. I don’t even consider it rude if someone drops from a call because it goes long. Avoid this scenario by being a better leader. End your call on time, or even early if you are done with the agenda. I cannot recall any time in my career when someone complained because a meeting was shorter than scheduled.

Participants will leave if your calls go long.

Last word of warning

Like many leaders, I have participated in hundreds of video calls during the last six months of the COVID crisis. Some of them were really productive, while others were a complete waste of time. The ones I enjoy the most start on time, have a clear purpose and agenda and are actively facilitated. The result is a meaningful dialog with the participants. Be the type of leader who hosts those kinds of video calls. Not the ones that are awful where everyone watches the clock hoping that the call will end soon. If your video conference calls are torture, participants will vote with their feet and stop showing up to your meetings. They have better things to do than watch you flounder on camera.

Peter Drucker was not a fan of meetings.

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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!

A third practical tip for a successful video call – purpose and agenda

Millions of employees continue working from home, participating in a lot of video teleconference calls. To help you, I am going to share a third practical tip for a successful video call – have a clear purpose and agenda.

Many offices remain closed due to Coronavirus

Communicating effectively on-camera is challenging for groups

Awkward: someone said something completely inappropriate (e.g., yelled at their kids) that everyone heard. What do you do next?
Boredom: no one is talking because they are distracted and not paying attention. Hard to get stuff done if everyone is zoned out.
Confusion: multiple people talking at the same time. Hard to hear much less understand what is being said when this happens.

It is easy to get bored if the meeting has a lot of participants.

What can you do to improve your performance during video conference calls?

Many leaders, including myself, wonder how do I get better at video conference calls? The last thing that any of us want to do is look stupid in front of others. We can ill afford a meeting full of awkward moments. I already shared the most practical tip I can give you to be better on-camera is to turn on your camera as much as possible. Last month I did my best to convince you that the mute button is your friend. Now I will share a third practical tip – have a purpose and agenda for your call. It will help others stay engaged and avoid being easily distracted. Participants will notice the fact you thought about the purpose and flow of the call beforehand.

It is tough to sit through a meeting with no purpose.

Kick-off your call by explaining the purpose to everyone

Never host a meeting that has no purpose. Be a strong leader who begins the call by explaining the purpose clearly and succinctly. Everyone on the call will appreciate giving them a clue about what will happen during the meeting. This tactic is particularly appropriate for one-off video discussions. If the participants do not meet on a regular basis, it is your job as the leader to explain why the meeting was scheduled and what you hope to achieve during the call. No need to spend ten minutes explaining the purpose – a simple explanation will do.

Participants will drift if there is no clear purpose and agenda

Think about the last time you participated in a video call that did not have a clear purpose and agenda. At best, you probably spent the first part of the call trying to figure out what it was about. You were asking yourself a series of questions like – do I need to pay attention during this call, or can I multi-task? Will I need to talk at all during the call? When will it be over? What time is it? If these questions are entering your mind, you can bet that others are thinking about similar questions. Worst case – participants will get bored. Next thing you know – everyone is zoned out and nothing gets accomplished during the call. A complete waste of time.

Avoid boring participants during your meetings.

Send out the purpose and agenda beforehand if you can

Let’s get truly tactical. I recommend you send out the purpose and agenda before the video call if you can. It does not have to be complicated. Providing this information in advance helps participants decide if they should attend. Many people are super busy these days, juggling multiple calendars invites on a regular basis. They may need to skip your meeting if something higher priority conflicts with it. Give them enough preview material to make an informed decision. A best practice is to include the agenda in the calendar invite. Another technique is to attach a word document or PowerPoint slides to the invite. Yes – you read that right. Send out the slides before the meeting. Some of you are shaking your head right now, so let’s talk about using slides for meetings.

Include an agenda in your meeting invites – not like this one.

Guiding the agenda with slides may be appropriate

Many people hate PowerPoint. It is the bane of their existence. I understand their disdain for slides. With over thirty years of experience, I have created thousands of slides and seen probably a million or more. Some companies and organizations won’t even allow their employees to use slides. Not me – I am a fan. PowerPoint is a useful tool for meetings. I am not saying that because I work for Microsoft. Rather I truly believe it. Slides can help make many meetings more productive. If you put in the proper effort when pulling together slides for a meeting, then the group will benefit. If you throw something together willy nilly then all will suffer the dreaded disease known as death by PowerPoint. Avoid that trap.

A few cautions about using slides

Perhaps I opened up a can of worms by mentioning slides. My main recommendation when it comes to slides is to spend the appropriate amount of time to create compelling content. This post is not all about slides so I will stop there with best practices. Instead let me provide a few cautions when it comes to using slides for a meeting. Avoid these three major mistakes.

Too many slides – no one wants to sit through thirty slides for a thirty-minute meeting. Basic math – take the total number of minutes available and divide by three or two to calculate the number of slides to include.
Too many words – everyone can read faster than you can talk. Don’t include too many words on your slides. No one wants to read a book. Never ever read the slides to others. It is not kindergarten.
Worthless slides – if you are in doubt whether or not to include a slide, then get rid of it. Slides that do not communicate the point are worthless. Participants will not complain if you go light on the number of slides.

Your audience will spend too much time trying to read this paragraph instead of listening.

Be timely and follow the agenda when leading your video calls

Another tactic to consider is keeping track of the time as the call progresses. I highly recommend you do your best to start and finish your video calls on time. All the participants will appreciate it. Granted, company culture may dictate if you actually start meetings on time. Some organizations, like the military, are strict about being on time. While others are more casual. Adjust accordingly. Sometimes you may need to wait for important participants to join a call. This situation is not hard to manage – simply let everyone know you will start in a few minutes after others arrive.

Always be on time. It is a simple demonstration of discipline, good work habits, and most importantly respect for other people.
Anthony Bourdain

End on time, or early if you can

Having said that I have yet to encounter a professional organization that believes meetings should run long. In fact, the opposite is true. Most participants will not hang around if the meeting goes past its scheduled finish time. No – they will drop from the call and move onto their next activity. I don’t even consider it rude if someone drops from a call because it goes long. Avoid this scenario by being a better leader. End your call on time, or even early if you are done with the agenda. I cannot recall any time in my career when someone complained because a meeting was shorter than scheduled, or canceled because it was not needed.

Last words of warning

I want to share last one bit of advice. Invest some time and energy up front in your video calls to get the results you are seeking. Simply put – the better you are at leading video calls the better participation you will see. If there is no clear purpose, or agenda, participants will skip the session because they cannot tell if it is worth their time. Do your best to follow the agenda and stay on time. Otherwise, don’t be surprised if people avoid your video calls because they are chaos. This fact is especially true for long meetings. Don’t worry the more you practice the better you will get. Trust me.

A friendly reminder – people will avoid useless meetings.

ATW! is designed to make you a better leader

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More lessons learned for how to communicate clearly

I was running behind schedule. I hate being late, especially to my own meetings. A business lunch with a colleague took longer than expected. A horrible reason for being tardy. I ran to my car and dialed into the meeting. My entire team was on the line waiting for me to join. I apologized profusely for not showing up on time. I expect members of my leadership team to be punctual, and hold me to the same standard. My military experience factors into my leadership expectations. If you are not ten minutes early, then you are late is one of the many lessons learned from my military days.

Give the people you work with or deal with or have relationships with the respect to show up at the time you said you were going to. And by that I mean, every day, always and forever. Always be on time. It is a simple demonstration of discipline, good work habits, and most importantly respect for other people.
Anthony Bourdain

Things went from bad to worse

I gave my opening remarks to kick off the meeting. It took me longer than usual. My nerves were getting the best of me. “Let’s start” I finally said. Then I heard silence. No one spoke at all. I looked down at my phone and noticed that I was no longer connected. I was talking to no one. Damn – not my day. I dialed back into the meeting. By now we were running ten minutes behind schedule which is inexcusable. Once again, I apologized to my team. They could tell by the tension in my voice that I was frustrated.

Make sure your team can hear you on conference calls.

Learn from your mistakes to avoid repeating them

The first presenter jumped in right away to start the meeting. He did an excellent great job getting us back on track. The rest of the meeting went fine. Most of my team members forgot about my performance. I did not. I needed to learn from my stupid mistakes that day. With that thought in mind, I want to share more lessons learned for how to communicate more clearly. In case you missed it – the first lesson is simple. Show up on time. Don’t leave your team waiting impatiently for your arrival.

Lessons Learned #2 – Provide insights to your team about your communication style

As a leader, you have a certain communication style. All leaders do. I recommend that you provide insights to your team about your communication style. How do you prefer to interact with them? Let them know so that they are prepared. For example, I used to host a weekly leadership call every Friday morning. It was a virtual meeting. I would send out a slide packet beforehand. I used the slides to guide our discussion. It also provided information to anyone who could not make the meeting. They would send me an email letting me know they could not attend and review the charts on their own. The system seemed to work well for everyone.

Other leaders have their own communication style

My weekly meeting was short – only 30 minutes. Typically, I would talk for the first half, answer questions, and then we would go “around the horn” so that every team member was able to contribute to the conversation. My team knew the deal, and it worked well. Other leaders I know would never use slides for a team meeting. They hate slides. They prefer an open-ended conversation – which is fine. There is no right answer – you need to figure out what works best for you. Then, communicate it to your team.

Some leaders prefer no slides at meetings – just conversation.

Lessons Learned #3- Know your boss’ communication style

Your boss possesses a communication style. It is important that you know it. I worked for many leaders over the years, and they all had their own communication styles. It was particularly true when it came to receiving status updates. I worked for several who were fine with “drive-by” interactions. The ones where you simply show up and give a quick update without coordinating a meeting time in advance. Others closely followed their calendars. They only met and communicated at pre-arranged times. Once I gave a drive-by update to a boss who only met with others who were on her calendar. That was a mistake. One of the shortest, and worst meetings of my life. She kept looking at me like there was something wrong with me. There was. I didn’t understand her communication style. Stupid mistake on my part. I never did another drive-by with her.

A hallway conversation is sometimes the best way to catch up.

Lessons Learned #4 – Ask for feedback, especially on conference calls when you cannot see anyone

Conference calls are challenging, especially with large groups. If you are leading one make sure you ask for feedback from participants at appropriate times. The reason to ask for participants to chime in is a practical matter. You want to answer three basic questions.

Can they hear you? Perhaps you are on mute, have a bad connection, or dropped from the call. Easy to do, especially in your car.
Are they paying attention? It is easy to get distracted, or multi-task. The longer the meeting, the more important it is to ask for feedback.
Do they understand what you are saying? See if they have any questions or feedback to offer. Silence is not concurrence. It may be a sign your audience does not understand you.

Video conferencing is becoming the new normal.

Video teleconference calls (VTCs) are not much different than conference calls although there are a few more things to consider. I plan on discussing best practices and lessons learned for video teleconferencing in upcoming blogs. It is a timely topic given the current health crisis with many of us working from home these days.

Wise men speak because they have something to say; Fools because they have to say something.
Plato

Bottom line – think before you open your mouth to speak

I love the quote from Plato. It is a great reminder that what you say as a leader is important. Your team and stakeholders are listening. Don’t disappoint them by saying something stupid. Don’t be a foolish leader. Instead, take the time to think about what you are going to say beforehand. Not after. When in doubt. Don’t say anything. It is usually better to hold your tongue than to insert your foot into your mouth. Trust me. I know from personal experience that your words can get you into trouble. Look around and you will see way too many leaders violating this principle.

He should have thought before speaking to the crew. It cost him dearly.

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Powerful questions to better communicate with stakeholders

She started slowly. The first slide displayed on the screen. She spoke the opening lines of the presentation with strength and conviction. She was a powerful communicator. It was a conference room packed with her leadership team members. She was rolling out the biggest change initiative her team had ever seen. This was the moment to share the plan and build consensus with them. If she did not deliver a convincing presentation the new strategy would stall. She knew what was required. Next slide. Her tone and intensity increased. The energy in the room went up dramatically. She smiled at her key stakeholders knowing full well that the presentation was working. They clearly understood her vision.

Powerful communicators connect with their teams.

I am not a communications expert

All The Way Leadership! believes that clearly communicating is what strong leaders do. First, you should ask yourself the question, can you clearly communicate with your stakeholders? If the answer is no, then you have work to do. If the answer is yes, I recommend you still spend some time thinking about the best way to communicate clearly with your stakeholders. I am not a communication expert and do not pretend to be one. If you want to go deep into that topic find someone who is. Instead, I simply advise that all leaders ponder a few powerful questions to better communicate with their stakeholders. These Points to Ponder (PP) are found below.

Avoid making your team suffer through poor communications.

PP#1- How well do you know the person or stakeholders you are communicating with?

Most leaders communicate with different audiences throughout the day. The first point to ponder is how well do you know the person or stakeholders you are communicating with. Crucial conversations with someone you do not know well is a hard thing to do. Leading a meeting with your team who you interact with on a regular basis is much different than communicating bad news to your senior leadership team. Don’t be shocked if you end up communicating with stakeholders who do not know you at all. Prepare accordingly. Simply understanding the audience can make or break your ability to communicate clearly with your stakeholders.

An excellent resource for communication skills.

Powerful communicators tailor their message to the audience

Leaders who are powerful communicators tailor their message. They think about the setting in advance. If you are meeting with your team it is probably okay to be less formal and spend more time talking. When you are briefing senior leaders about a tough topic you will want to keep your communication succinct. Don’t muddy the waters by using too many words. If you only have a few minutes on the agenda, then take only a few minutes. Don’t expect more time. Weak communicators disregard the audience. They do not prepare ahead of time and say whatever pops into their minds. Don’t be like that. I have witnessed many leaders say something stupid simply because they did not tailor their message to the audience, nor prepare beforehand.

PP#2 – Do you get a response, inputs, or feedback from stakeholders?

Leaders need to know what their stakeholders think and how they feel about many topics. Do they understand your vision? Does the strategy make sense? What are their thoughts about the implementation plan? You will not receive a response or gather sufficient feedback from stakeholders if you do not ask for it. It is critical that you get inputs from others in order to build consensus and move your team forward. If all you do is broadcast when communicating and do not spend time listening to your stakeholders then you are doomed as a leader. No one likes a leader who does all the talking. Getting buy-in and ideas from others is critical for success.

Put down the megaphone and ask for feedback.

Powerful communicators know how to ask their stakeholders for feedback

Leaders who are powerful communicators know how to ask their stakeholders for feedback. They pause during meetings to see if anyone has a question. If they sense their stakeholders do not understand something a strong leader will seek feedback. Is this the right approach? Does it make sense? The bigger the audience the harder it is to gather feedback. Some stakeholders are reluctant to engage until you ask them, especially in a large group. In other situations, you may receive more questions than you have time to answer them. I am not suggesting that there is one method that is the best for getting inputs. Rather, I am recommending that you think about how to ask for stakeholder feedback beforehand. The best leaders I worked with over the years were masters at getting the thoughts, ideas, and feelings of their stakeholders.

Don’t expect all the feedback to be positive.

PP#3 – Is this interaction a normally planned activity?

The third point to ponder is whether or not the interaction is a normally planned activity like a regular team meeting. Or is it something different than the usual setting. Perhaps a once and done type situation. For example, it is normal for a leader to talk about performance with their team members on a regular basis. Perhaps you sit down monthly with every member of your team to talk about how they are doing. These interactions are different than sharing the results of an annual review with a team member or letting him know his annual salary increase. The preparation required for normal planned activities is much different than special events. Something to consider if you want to become a strong leader.

Some topics like salaries are sensitive.

Powerful communicators prepare accordingly for special events

Powerful communicators understand that special events require more preparation than normal. They invest the time and energy to make sure they are ready for action when it counts most. For example, I would spend a lot more time preparing for a briefing to my senior leadership team than I would a routine weekly meeting with my team. The senior leaders you work with may not see you in action that often. Make the most of the interaction by preparing so that you are at your best. The last thing you want is to choke in a high stakes situation. Your leadership reputation will suffer. Strong leaders are powerful communicators. They prepare for special events and deliver the goods. It is one of the traits that separates great leaders from good ones.

Public speaking makes many leaders nervous.

Take the time to ponder powerful questions to clearly communicate

Strong leaders understand the importance of clearly communicating and connecting with their stakeholders. They ask powerful questions to better communicate with their stakeholders. Powerful communicators ponder how well they know the audience. They get feedback from stakeholders and make the most of special situations. Be that kind of leader. Ask the right questions before you communicate with your stakeholders. They will help make you a powerful communicator, and stronger leader.

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

ATW! is designed to make you a better leader

All The Way Leadership!

Building trust with followers is what strong leaders do

Take a moment right now and think about a strong leader you know. Someone you truly enjoyed working for. Ask yourself a simple question about this leader. Do you trust her? I bet the answer is yes. Now think about a weak leader you know well. Someone you did not enjoy following. Ask yourself the same question. Do you trust him? Your answer probably changed to no. In fact, your answer may be hell no! It is difficult to follow someone you do not trust.

What trust score would your team give you as a leader?

The three hard truths about your personal integrity

All The Way Leadership! believes that integrity is a non-negotiable attribute for leaders. Simply put – if you do not demonstrate integrity your team will not trust you, and you are dead in the water as a leader. In a previous post, I advised that you never forget these three hard truths about your integrity

Your team is watching your every move – what will you do to build their trust?

A novel framework for new leaders

All The Way Leadership! created a novel framework for new leaders. Fundamentally this framework communicates that it is vital for you to possess integrated integrity as a new leader. Having individual integrated integrity means that ‘who you are’ aligns with ‘what you say’ and ‘what you do’. If you do not demonstrate individual integrated integrity your team will not trust you, and your impact as a leader will be limited.

All The Way Leadership! Individual Integrated Integrity Framework. ©2019

A constant leadership challenge

Building trust is a constant leadership challenge that requires attention. Strong leaders invest their energy into building trust with their followers. They do it in small ways like starting and ending meetings on time. And in big ways like providing top cover for their team members when things go wrong. No one ever enjoys being thrown under the bus, especially by their leader. Don’t be that kind of leader.

Most people are willing to follow leaders they trust

After spending decades in leadership positions you start to notice certain patterns. One that is readily apparent is that most people are willing to follow leaders they trust. The follower may not completely agree with every decision the leader makes, but they are willing to give a trusted leader the benefit of the doubt in many situations. It makes common sense. Team members trust that their leader is making decisions for the good of the team, and are willing to follow.

A trusted leader can take a team to new heights.

The opposite trend is also true

Let’s look at the opposite scenario. All The Way Leadership! believes that most people are not willing to follow a leader they do not trust. Why would they? Once again it makes sense that most followers would be skeptical of any leader they do not trust. After all – what if the leader is not competent. He does not know what he is doing. Sure – a team may follow because they have to, but they certainly are not going to put in any extra effort. Instead, they are going to think about what to do when disaster strikes.

Avoid making your team feel like they are walking on a tightrope.

It is difficult to truly trust someone you don’t know

Another dimension of trust is familiarity. How well does your team know you? Do they know about your expertise as a leader? Your experience? Your strengths and weaknesses? It seems like a lot for them to know. The reason to raise this point is that it is difficult to truly trust someone who you don’t really know. Think about it in your own life. How many people do you trust that you don’t really know? I bet the number is low.

Love all, trust a few, do wrong to none.
William Shakespeare, All’s Well that Ends Well

Context counts when it comes to trust

Sure – there are people you will trust without knowing them. In some cases, you never get the chance to learn about someone before you have to trust them. For example, you will trust the airline pilot on your next flight. You trust that she is competent at flying the plane and getting you to your destination safely. No – you will not have an opportunity to interview the pilot before your flight takes off. That situation is different than what is being described here. Your team will get the opportunity to evaluate you as the leader. They will decide whether or not to trust you.

How will others get to know you?

It is important that your team members get a chance to know you. No – they do not need to know the intimate details of your life. That would be strange. Rather they need to understand who you are. Your personality, your leadership style, and your pet peeves at a minimum. Each of us is different with a unique set of skills and experiences. Spend time with your team so that you can gain their trust. Remember trust is not a one-time transaction. Strong leaders understand the importance of building trust with their followers over time. Weak leaders ignore their team members and pay the price. Don’t fall into this trap. It is hard to fix later.

This equation is an excellent way to think about building trust.

What about you?

Are you building trust with your followers? Do you spend time with them so that they get a chance to know who you are? More importantly, do you know who you are…really? If not, then you have work to do. Don’t worry – All The Way Leadership! is here. The next blog post will focus on a commonly known tool to help you better understand your personality. After all – how can others get to know who you are if you are not sure of yourself.

ATW! is designed to make you a better leader

All The Way Leadership!

Another trusted perspective from Dwight Eisenhower on how to define leadership

Last week I shared a trusted perspective on how to define leadership. It focused on Colin Powell. This week I will share another aspect of leadership from a well-known and trusted leader, General Dwight Eisenhower. By adding his views we start to appreciate both the complexity and components that comprise leadership.

Who was General Dwight D. Eisenhower?

General Dwight D. Eisenhower was a great US Army General. According to Wikipedia, Eisenhower was an American Army general and statesman who served as the 34th President of the United States from 1953 to 1961. During World War II, he was a five-star general in the United States Army and served as Supreme Commander of the Allied Expeditionary Forces in Europe. He was responsible for planning and supervising the invasion of North Africa in Operation Torch in 1942–43 and the successful invasion of France and Germany in 1944–45 from the Western Front.

Portrait of General Dwight D. Eisenhower from 1947.

What did Eisenhower accomplish as a leader?

If you think Colin Powell’s resume is long, then you will be even more impressed with Eisenhower’s. He was highly successful in both the military and as a civilian. Below are five major accomplishments he achieved while in leadership positions. The list goes on, but you get the picture. “Ike” was one of the best leaders the US has ever seen. Perfect – no. Effective – yes.

Eisenhower led the Allied Forces to victory in World War II. His Army defeated Hitler.
He was one of only a few to ever earn five stars as a General in the US military.
He served as the 34th President of the United States from 1953 to 1961. Ike reached the highest political office in the US.
Eisenhower ended the Korean War. He leveraged US military might to achieve peace.
Eisenhower championed the formation of the Interstate Highway System. A key element to major US economic expansion.

Presidential portrait of Dwight D. Eisenhower.

How did Dwight Eisenhower view leadership?

Like Colin Powell, General Eisenhower demonstrated a pragmatic view of leadership. Eisenhower was known for his somewhat quiet and understated leadership style. According to this Forbes article, Eisenhower had a paperweight prominently displayed on his desk in the Oval Office with a Latin inscription meaning “gently in manner, strong in deed.” Eisenhower shared many thoughts about leadership. The quote below from him is one of my favorites.

The supreme quality for leadership is unquestionably integrity. Without it, no real success is possible, no matter whether it is on a section gang, a football field, in an army, or in an office.
General Dwight D. Eisenhower

Eisenhower believed a leader’s behavior is critical

Many underestimated Eisenhower’s leadership abilities. During World War II he was surrounded by leaders who were much bolder and gregarious. Generals like Patton, MacArthur, and Montgomery seemed to seek the limelight while Eisenhower spent his time preparing for the next battle and visiting the troops. Once he commented on why he avoided the more abrasive leadership style of other Generals.

“You don’t lead by beating people over the head; that’s assault, not leadership.”
General Dwight D. Eisenhower

Famous photo of Eisenhower visiting paratroopers before D-day invasion. — A famous photo of Eisenhower visiting paratroopers before D-day invasion.

Eisenhower’s leadership view is correct

All The Way Leadership! agrees with Eisenhower. Your integrity as a leader is hugely important. If you lack integrity your team will not follow you. It is that simple. How you behave as a leader also factors into your effectiveness. It is difficult for anyone to follow a leader who behaves poorly. Don’t be that kind of leader. Instead, lead with integrity.

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A trusted perspective from Colin Powell on how to define leadership

Earlier this year I wrote about the best definitions of leadership. It focused on John Maxwell and Peter Drucker’s definitions. This week I will share an insightful idea from a well-known and trusted leader, General Colin Powell. By adding his perspective I continue to identify the components that comprise leadership.

Who is General Colin Powell?

General Colin Powell was one of the greatest US Army Generals in the last century. According to Wikipedia Powell was a professional soldier for 35 years. He held a myriad of command and staff positions and rose to the rank of 4-star General. Powell completed multiple combat tours in the Vietnam War. General Powell served as National Security Advisor (1987–1989), as Commander of the U.S. Army Forces Command (1989) and as Chairman of the Joint Chiefs of Staff (1989–1993), holding the latter position during the Persian Gulf War.

Army Gen. Norman H. Schwarzkopf consults with then-Chairman of the Joint Chiefs of Staff Gen. Colin Powell during Desert Shield and Operation Desert Storm. Two great modern American Generals. (U.S. Air Force photo/Tech. Sgt. H. H. Deffner)

General Powell is a pioneer

Powell was the first, and so far the only, African American to serve on the Joint Chiefs of Staff. He was the 65th United States Secretary of State, serving under U.S. President George W. Bush from 2001 to 2005, the first African American to serve in that position. His resume as a leader is impressive. I trust his leadership perspective.

Colin Powell was the first African-American Secretary of State. (AP Photo)

What did General Powell accomplish as a leader?

The list of General Powell’s accomplishments as a leader is too long for this blog. For his service, General Powell received numerous U.S. and foreign military awards and decorations. Powell’s civilian awards include two Presidential Medal of Freedom, the President’s Citizens Medal, the Congressional Gold Medal, and the Secretary of State Distinguished Service Medal. General Powell also wrote multiple books. I read two of them (My American Journey, It Worked for Me: Lessons in Leadership and Life). I highly recommend both.

My copy of Colin Powell’s autobiography.

How does Colin Powell view leadership?

In his books, Colin Powell describes a practical view of leadership. I trust his judgment. He has more experience than most leaders. His track record speaks for itself. General Powell was highly successful in numerous leadership roles. My favorite leadership quote by Colin Powell is below. It describes the specific actions that leaders should focus on to be successful.

Leadership is solving problems. The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help or concluded you do not care. Either case is a failure of leadership.
General Colin Powell

Powell and Drucker both believe what you do matters

General Powell’s leadership perspective is similar to Peter Drucker’s. According to both of them what you do as a leader is important. Powell points out that you must be able to take care of your people and solve their problems. Otherwise, they will stop following you. In other words, competency counts and actions speak louder than words.

Solving problems is a leaders job. — Solving problems is a leader’s job.

Powell’s leadership view is accurate

You demonstrate leadership skills by solving problems. If you cannot, then why are you in charge. Also, it is one thing to tell your team members you care about them. It is another thing to actually solve their problems. If you do one without the other you are failing as a leader. We all probably know at least one leader who talked a big game, but never followed it up with actions. Don’t be that kind of leader.

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How I honor the fallen on Memorial Day

I stood at the edge of the cliff and looked down. Wow. How in the world did anyone climb these cliffs? They are so steep – straight down. Add the fact that the US Army Rangers were being shot at while scaling Pointe du Hoc and suddenly you understand how remarkable those men were. Forget superheroes – Rudders Rangers were the real deal. America’s finest men. The kind we should honor on Memorial Day.

My younger son, Riley, overlooking the cliffs of Pointe du Hoc.

Visiting the Normandy D-Day beaches is eye-opening

I have been to the Normandy D-Day beaches twice. The first time I was stationed in Germany back in the 1990s. The second time was a few years ago while vacationing in France. Both visits were remarkable. The area is beautiful, the local people are friendly, and the food is excellent. But, the best thing about this remote region of France is its history. The WWII sites are all well done. The US cemeteries are immaculate and tell the story of what happened here 75 years ago. It is a story we should never forget.

History has taught us over and over again that freedom is not free. When push comes to shove, the ultimate protectors of freedom and liberty are the brave men and women in our armed forces. Throughout our history, they’ve answered the call in bravery and sacrifice.
Tim Pawlenty, American Politician

Today is Memorial Day

It is an important American holiday, and I want to make sure I honor the fallen properly. This holiday has become confusing for some Americans. Nowadays, many treat Memorial the same as Veteran’s Day. They are two distinct holidays with different purposes. Memorial Day is the day we honor those who paid the ultimate sacrifice by giving their lives for our great country. Veteran’s Day, on the other hand, is the day we honor those who have served in our military. Below is three ways I honor the fallen.

Visitor center plaque at Pointe du Hoc, Normandy France.

1. Remember their heroic deeds

All Americans should pause this weekend and think about those who died for our freedom. There are several ways to do this – read a book about military history, visit a military monument, or watch a military history movie. Over the years I have done all three of these activities many times. My favorite book about military history is Ghost Soldiers by Hampton Sides. The movie about this unbelievable US Army Ranger raid is also great. My favorite military monument is at the top of Pointe Du Hoc where the US Army Rangers scaled the cliffs on D-Day. My favorite military history movie is a tie between The Longest Day or A Bridge Too Far. Both are based on books written by Cornelius Ryan.

This plaque is part of the Point du Hoc monument in Normandy France. — This plaque is part of the Pointe du Hoc monument in Normandy France.

2. Witness where they fell

I like to visit the battlefields. The best way to get a sense of what our fallen experienced is to witness where they fought. Walk the battlefield, learn their stories, and ponder what happened. My sons and I have visited a few of the most historic battlefields and cemeteries in the world. We saw firsthand what our troops faced on D-Day, visited several museums, and paid our respects at the cemetery. It is easy to forget the sacrifice that so many made that day.

Riley at Point du Hoc monument. Holy ground for Army Rangers. — Riley at Pointe du Hoc monument. Holy ground for Army Rangers.

3. Honor their sacrifice

This one can be challenging, so I will be plain. In my opinion, the best way to honor the sacrifice of the fallen is to live a life worth living. Make the most of what you have been given. As Americans, we have more opportunities than most people in this world. Our freedom was paid for by others. Don’t squander their sacrifice. Get out there and make something of yourself. That is what I am trying to do. I hope you do likewise.

Riley at the American cemetery above Omaha Beach in Normandy France.

Remember to “earn this”

In the movie Saving Private Ryan (another great war movie), there is a powerful scene at the end. Tom Hank’s character Captain John Miller is severely wounded. He tells Private Ryan played by Matt Damon to “earn this”, and then he dies. The message is the same as what I am saying here. In the next scene, Private Ryan is in the cemetery at Normandy, and remembers those words, and thinks about his life. On Memorial Day I do the same thing. I think about the fallen – the sacrifice they made so that I am free. Next, I think about my life and if I am making the most with what I have been given. Some days I am, but most days I am not.

What about you?

How are you honoring the fallen this year? Have you seen the final scene in Saving Private Ryan? If not, watch the clip below. I actually cry every time I watch it. It makes me feel thankful for the sacrifice of those who paid the ultimate price – which is what Memorial Day is all about. RLTW!

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Why the best leaders train until it hurts

In 2017 the 82nd Airborne Division celebrated its 100th anniversary. The 82nd is a great unit. I learned a lot while serving there. Lessons that I have leverage over the years. I am sharing the top leadership lessons I learned as an All-American paratrooper in the 82d Airborne Division. Last week I wrote about the first lesson – the best leaders go out the door first. Below you will find the second lesson.

It takes a lot of training to learn how to jump out of a perfectly good airplane.

Lesson two – leaders train until it hurts

The mission of the 82nd Airborne Division is to, within 18 hours of notification, strategically deploy, conduct forcible entry parachute assault and secure key objectives for follow-on military operations in support of U.S. national interests. In other words, the division goes wherever it is needed to deal with the enemies of our country. Simply put – you have to be prepared to deploy anywhere in the world at a moment’s notice. You are constantly preparing for war. It is what you do day in, and day out. This short video shows what the 82nd does to help keep our country safe.

Take care of your paratroopers

My father served in the 82d as an Infantry Lieutenant. When I arrived at Fort Bragg, I did know what I was supposed to do. I was school trained but lacked experience. I had completed the Infantry Officer Basic Course, Ranger School, and Jumpmaster School at Fort Benning. The Army prepared me as a young officer but I lacked confidence. I called my dad seeking advice about how to be successful at Fort Bragg. My father emphasized above all else that “if you take care of your paratroopers they will take care of you”. I asked him what is the best thing you can do to take care of troops. His answer was firm – don’t coddle them. Train them hard so that they are prepared for war. You must learn to train until it hurts, and then keep going. Tough love from my dad.

Paratroopers training in the mountains to prepare for combat.

In the business world, you must take care of your team

I have been in the business world longer than I was in the military. I can say with much confidence that the same advice my father offered me as a young officer is true for the business world. If you are going to be successful as a leader you must take care of your team. If you do, they will take care of you. The opposite is also true. Neglect your team and it will fall apart.

What training do your team members need?

Training my body so that I was ready for action

Training became a major emphasis for me during my time at Fort Bragg. First, I increased my physical training. Paratroopers have to be in shape. Jumping from an airplane can be physically demanding. You must be able to jump with your equipment (which weighs well over 50 pounds with a full combat load) and carry it with you wherever you go after landing. My unit conducted physical training every single morning. We did lots of push-ups, sit-ups, pull-ups, and other calisthenics. We ran a lot – miles and miles every week. The training had a specific purpose – get us into fighting shape.

You do lots of pull-ups as a paratrooper.

Getting in the best shape of my life

I worked for one company commander who had the officers perform physical training separate from our troops. At first, I thought it was odd. Shouldn’t we train with our platoons? He said the NCOs would take care of that – he was right. What I learned is that he trained us even harder than the troops. Many mornings we would start a run without knowing how far we would go. He didn’t know either. We simply ran until he got tired…which felt like never. All this physical training worked. I ended up being in the best shape of my life, fully prepared for the physical demands of airborne operations. I did not enjoy the pain of all that physical training, but it was necessary. As this video shows, running is a tradition for everyone in the 82d Airborne Division.

What training do you need to be prepared?

What about you? As a leader what skills do you need? Are you prepared for action? If the answer is yes, then good for you. Keep pushing and training hard so that you continue to mature as a leader. If not, you better get started. Your team deserves a competent and confident leader. No one likes working for someone who does not know what they are doing. If you lack the skills to lead, your team members will start to look for other opportunities. Or, they will wait for you to fail and hope you get replaced. Neither one of these scenarios is good for you. Avoid those outcomes, and do what it takes to be an effective leader. Train yourself first.

What leadership training do you need for success?

Make the most of every training opportunity

Next, I focused on operational training for my platoon. We spent a lot of time in the field and performed many airborne operations. It is difficult to simulate what it is like to jump out of a plane fully loaded with equipment, so we practiced on a regular basis. When I served as the Division Assault CP Commo Platoon Leader my unit jumped a lot – much more than most. And when we jumped – it was almost always with all of our combat equipment. Sometimes a unit will jump with only their parachutes, not their field gear. These jumps are referred to as “Hollywood” jumps.

Jumping without a lot of equipment is easier than the real deal.

Train as you fight whenever possible

“Hollywood” jumps are worthwhile training. But, as you would imagine, they are much easier than combat equipment jumps. My platoon jumped with our equipment all the time because I wanted to make sure they could handle the heavy loads we had to carry. The more practice the better was my approach. Occasionally I would hear grumbles from my platoon, but all that training paid big dividends when we performed full-scale airborne operations. My platoon was always prepared and performed magnificently when it counted. Tough love pays off.

Paratroopers loading the plan for a jump with full equipment. (U.S. Air Force photo by Tech. Sgt. Bradley C. Church/Released)

Are you training your team for success?

Do you take every opportunity that you have to train your team? It is easy to simply go through the motions. It is more difficult to train your team whenever you get a chance. They may moan and groan about it, but their performance will improve over time. No one gets better by thinking about what it takes to improve. You get better with practice, lots and lots of practice. To me, training makes a huge difference between success and failure. Good leaders train their teams so that are always improving, preparing for the next big challenge. Bad leaders do not. They let their team become lazy and complacent. Don’t be that kind of leader.

I fear not the man who has practiced 10,000 kicks once, but I fear the man who has practiced one kick 10,000 times.
Bruce Lee

Be sure to push yourself and the envelope

I pushed the envelope when it came to the equipment we used. We would experiment with our gear to try and get the best performance possible. Once I remember that we were having trouble getting a strong connection with our satellite radios, so we decided to jump with a much larger antenna than normal. The larger antenna would not fit into a normal rucksack or equipment bag. We had to pack it inside a Dragon Missile Jump Pack (DMJP). That meant somebody had to jump the DMJP. Several of us went through the special training required to jump this piece of equipment. In case you are not familiar with what the DMJP looks like – there is a picture below. It is a big piece of equipment, and awkward as hell to jump.

The dreaded dragon missile jump pack

Well, it came time for our next airborne operation and it was decided we would jump the larger antenna. I volunteered to jump the DMJP since leaders go out the door first. Man oh man was that jump an adventure. I immediately went into a rapid spin after exiting the aircraft door. My risers were twisted all the way down to my neck. I bicycle kicked and pulled at my risers to clear the twists. That step seemed to take forever. I almost panicked.

Some exits from the aircraft are ugly like mine was.

I could not tell how high off the ground I was

I decided to lower my rucksack and then the DMJP to avoid landing with it which would have been painful. When the DMJP reached the end of my lowering line I started oscillating more than normal. Swinging back and forth like a pendulum – not good for landing. I heard my equipment reach the ground. I hit next. Ugly landing – hit like a ton of bricks. Damn that hurt. Good news – the antenna worked well and the operation was successful. Bad news – I was sore for the next week. That landing hurt.

Paratroopers practice landing to get ready for the real thing. (U.S. Air Force photo/Alejandro Pena) — Some parachute landings are painful.

You set the example as a leader

Afterward several of my troops asked me about the jump. How did it go? I lied and told them that it went fine and the landing did not hurt much. Why would I stretch the truth…because I had been taught to train until it hurts, and then keep going. What can you learn from this leadership lesson? Training counts and makes a big difference. Figure out what kind of training you need to be successful, and then get after it. One final thought – don’t jump the DMJP. It sucks – trust me.

https://www.youtube.com/watch?v=yXm_kBdu_94

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The best leaders go out the door first

I spent over a decade serving as an Officer in the US Army. I learned a lot in the Army, especially during my first tour with the 82nd Airborne Division. The division was created in World War I. It is a famous unit with a storied history. It also has a special place in my family’s heritage. My father served in the 82nd Airborne after graduating from West Point. It was his first duty assignment as an Infantry Officer. He reported to Fort Bragg in 1956.

My father served multiple tours at Fort Bragg, North Carolina.

I followed in my father’s footsteps

Many years later I followed in my father’s footsteps. I joined the 82nd in 1991 as an Infantry Officer. My first assignment was a rifle platoon leader in Bravo Company, 1/325 Airborne Infantry Regiment. After that role, I transferred to the Signal Corps and joined the 82nd Signal Battalion. I served as a Signal Node Platoon Leader and Division Assault Command Post Platoon Leader. Yes – I was a platoon leader three different times. I finished my time at Bragg as a Company Executive Officer.

Photo from my promotion ceremony circa 1994.

The 82nd is a great unit

It is a challenging place to work. All that experience helped make me a better leader. For the next several weeks, I plan to share the top leadership lessons I learned while serving as an All-American paratrooper in the 82d Airborne Division. Below you will find the first one.

Leaders jump first then others follow

Lesson one – leaders go out the door first. The 82nd has a unique culture, full of traditions that have been created over the years. One tradition regarding their leaders is that they jump first during airborne operations. This tradition started back in WWII. What does that mean – leaders jump first. Basically, the most senior leader of any airborne operation will go out the door first, before anyone else. For example, if the Commander of the 82d (a two-star general) is part of a jump, he will jump first followed by the rest of the paratroopers.

Leaders jump first to show their commitment to the mission.

This tradition dates back to World War II

During WWII legendary commanders like Matthew Ridgway and James Gavin jumped and fought alongside their paratroopers. No cushy office for them. This act is not one of privilege, but rather of leadership in action. This tradition visibly shows all the paratroopers in the plane that you are willing to lead them by going first. The 82nd expects danger when they jump into combat. Its leaders are expected to face this danger first. This tradition clearly demonstrates that the leaders are willing to do what they are asking their followers to do. It is a powerful way to show others that I am with you and fully committed, just like you.

General James Gavin getting ready to jump before Normandy.

A personal example of this lesson from my career

I learned this lesson firsthand while serving as the Division Assault CP Platoon Leader. My platoon’s mission was to support the Division Command Group with communications capabilities. We jumped in the radio equipment that the Divison Commander and other senior leaders used on the drop zone during airborne operations. Many times we jumped from the same plane as the Commander. He would go out the door first, followed by his Aide, and then members of my platoon. For larger airborne operations that involved many planes, my platoon would be split into small groups and jump from several different aircraft. We would be one of the first to leave the plane so that we would land near the command group members.

Mike Steele - 82nd Airborne Division Commander. He served with my father in Vietnam. — Mike Steele – 82nd Airborne Division Commander that I supported. Great man. He served with my father in Vietnam.

Jumping into Puerto Rico was an adventure

I remember one mission where jumping first was somewhat troubling to me. For this operation, we were jumping into Puerto Rico. The drop zone was not big so we jumped from C-130s. The Division Commander was on the first airplane. I was on the second plane and would be the first jumper from that aircraft. Everything en route went fine. As we approached Puerto Rico, the Jumpmaster gave me the command to “stand in the door”. That means I am positioned in the door, waiting for the jump light to turn green. When it does, you jump.

Paratrooper jumping out a perfectly good airplane.

Waiting can feel like an eternity

Usually, you stand in the door for less than 30 seconds. As you stand in the door of a C-130 you can see out of the aircraft. When I looked out I noticed a potential problem – all water, no land. I am a good swimmer, but I certainly did not want to experience a water landing. I peered at the jump light – it was still red. Thank God. I watched and waited, hoping that the light would not turn green until we were over land. I kept waiting for what seemed like an eternity.

Jumping at night can be particularly frightening.

You jump when the light finally turns green

Eventually, I saw the land, then the drop zone, green light, and I jumped, followed by my fellow paratroopers. What I learned later was that the jumpmasters decided to put the first jumpers in the door earlier than normal because there was real concern that all the jumpers would not be able to exit the aircraft in time because the drop zone was so small. They did not want any paratrooper to miss the drop zone, and have to ride all the way back to Fort Bragg.

Paratroopers with the 82nd Airborne jump from C-130 Hercules aircraft during a mass-tactical airborne training exercise which included over a thousand paratroopers. (U.S. Army photo by Sgt. Michael J. MacLeod) — 82nd paratroopers jump from C-130 Hercules aircraft during a mass-tactical airborne training exercise which included over a thousand paratroopers. (U.S. Army photo by Sgt. Michael J. MacLeod)

Reflecting on the lesson I learned during this operation

After the operation was complete I thought to myself what would have happened if the light had turned green while we were still over water. I knew the answer – I would have jumped. I would have done what paratroopers have been trained to do for decades. The light turns green, and then you jump. I could not turn to the paratrooper behind me and say why don’t you go first, it looks kind of dangerous with all that water.

Jumping into an airfield can also be dangerous – lots of pavement.

Leading from the rear is not an option

No – I had been trained as a leader in the 82d that you jump first, and deal with whatever happens next. You lead from the front, not from the rear. That lesson has served me well in many other situations. Sometimes when I find myself in a somewhat scary situation I think of my days in the 82nd, and what it taught me as a leader. You go out the door first.

The reality is that the only way change comes is when you lead by example.
Anne Wojcicki

Are you ready to go out the door first?

What about you? Are you ready to go out the door first? Are you fully committed to the mission of the team you lead? I hope so. If you are committed and competent others will follow you. If for no other reason to see what happens. Not that kind of leader? Don’t be surprised if your team members are reluctant to follow you. None of us like working for someone who does not lead by example. Don’t be that guy. Instead, be the kind of leader who goes out the door first.

The place for a general in battle is where he can see the battle and get the odor of it in his nostrils. There is no substitute for the general being seen.
General James Gavin, 82nd Airborne Division Commander during WWII

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