When a Key Manager Isn’t Cutting It

Having the right strategy and structure is good, but you need to make sure that you have the right key players in every important management position. Is each one capable of helping to take your operation to the next level? Do they understand and are they fully committed to the strategy? Do they ‘pack the gear’ (skills, perspective, and attitude) necessary to be highly effective? – the skills, perspective, and attitudes.

If a manager is doing okay, but not excelling, what are you going to do about it? Live with it? Make work-arounds to accommodate them? Are you hesitant to make a move because an individual has been with the company for a long time and were effective in the past?

Whatever the situation, if he or she is not the right person for the position today, you must make a change. That does not necessarily mean he/she has to leave the company, but it does mean you have to face-up to the problem.

I have seen leaders live with mediocre talent that holds the entire company or division back. And I can tell you that in every case where action is taken to get the right talent in the position, everything seems to improve – the operations, the atmosphere, the energy, and the attitudes of high performers who all wonder why it took so long.

Don’t misunderstand me – this should not be a capricious or mean action. It needs to be handled with respect for the person and finding a solution that works for both the company and the person.

Chances are the person in question knows that he/she is not performing up to expectations and is not very happy with the situation and secretly wants a change. In many cases, a better position can be found where he/she will add good value. In other cases, they can be helped to find a much more appropriate and satisfying position in another company.

If you want to talk through a specific case, give me a call.

Copyright 2018 Bob Legge
___________________________
I am a trusted advisor to leaders of Fortune 500 companies, mid-size companies, nonprofits, education, and government. My work helps leaders drive strategy, lead successful change, develop high performance cultures, improve individual and organizational performance, and produce faster, sustainable growth and value.

If you want to seize new opportunities, dramatically improve your leadership effectiveness, and free-up more time for yourself and your family, give me a call.
My website is www.boblegge.com
Contact me at: bob@boblegge.com

Dramatically Improve Your Leadership Effectiveness — Part Two

I’ve been asked what key changes executives need to make in order to have a quantum leap in their effectiveness. What’s interesting about the question is that the answer has little to do with most of the things executives work on to be more effective – tactical things like better managing time, improving specific leadership skills, adopting a new leadership style, etc. All those are good and important, but the really powerful changes have to do with two fundamental and strategic mindset changes.

Last week I covered the first one: Letting go of things that are not important to your current position. Here’s the second fundamental mindset change:

Fundamental Change #2: Change your dominant thought pattern. How you frame your everyday mindset will determine your behaviors and actions. For example, being a pessimist produces vastly different priorities, actions, and results than begin an optimist. Thinking in terms of cutting costs produces vastly different results than thinking in terms of profitable growth. You choose your mental frame and that influences your actions, your employees’ actions, and business results.

Here’s the key: As a rule, you need to be thinking big

It’s very important that you change your self-talk. You have to be optimistic, growth-oriented, focused much less on problems and far more on opportunities. Opportunities to grow the business, opportunities to delight customers, opportunities to get your employees and the organization excited and energized. Yes, problem-solving is important, but it is tactical and best left to your competent operations people – it is not the best way to spend YOUR time. You need to be operating at the level of a leader. Be optimistic, growth-oriented, and positive; focus on where you want to take your company and the strategy to make it happen; in short, lead your organization.

In summary, there are two fundamental changes you need to make in yourself to dramatically improve your leadership: First, let go of the things that are not your job. Second, change your self-talk to be positive and growth-oriented. If you do those, you will be a leader in behavior and action, not just in your title., and you will position yourself and your business for profitable growth.

What will you do, specifically, to make these changes?

Copyright 2018 Bob Legge
___________________________
I am a trusted advisor to leaders of Fortune 500 companies, mid-size companies, nonprofits, education, and government. My work helps leaders drive strategy, lead successful change, develop high performance cultures, improve individual and organizational performance, and produce faster, sustainable growth and value.

If you want to seize new opportunities, dramatically improve your leadership effectiveness, and free-up more time for yourself and your family, give me a call.
My website is http://www.boblegge.com
Contact me at: bob.legge@leggecompany.com

 

 

Essential Steps for a High Return on People

Most organizations devote a lot more time and money on weak performers than they do on top performers. They think that by investing in the lowest performing people, they will improve overall company performance.

You wouldn’t do that with a portfolio of products or stocks, so why do it with your organization?

To improve your return on people, do the following:

1. Identify your best performers and make sure that they get the support and opportunities they crave. Help them contribute in even better ways that affect greater and more extensive parts of the business.

2. Identify those people with the potential to be excellent performers and provide them with the coaching, mentoring and focused development that will enable them to develop and become superb.

3. Stop investing so much time and money in weak performers. Instead, give them very clear performance expectations and deadlines. If they need specific training to be competent, give it to them, but measure whether the training actually resulted in better performance.

Also, if a manager is one of the weak performers, look to see if his/her direct reports have had any development opportunities – chances are they haven’t. Stop letting the weak manager hold people back.

Put your investment where you will get the highest return — in the best and those with the potential to be successful. Have clear performance expectations for everyone and the right processes to address poor performers when needed.

Copyright 2018 Bob Legge
___________________________
I am a trusted advisor to leaders of Fortune 500 companies, mid-size companies, nonprofits, education, and government. My work helps leaders drive strategy, lead successful change, develop high performance cultures, improve individual and organizational performance, and produce faster, sustainable growth and value.

If you want to seize new opportunities, dramatically improve your leadership effectiveness, and free-up more time for yourself and your family, give me a call.
My website is http://www.boblegge.com
Contact me at: bob.legge (at) leggecompany.com

 

Sharpen the Focus on Results

Here is one of the most common, yet astounding, things that I see in organizations: Direct reports often aren’t clear on what their jobs are. Yes, they are busy all day, but if you ask any of them what, specifically, their job is, you get a job title, or a general explanation.

Do this: Ask each of your direct reports to write-down the top 4-8 ongoing results that each of their jobs is designed to accomplish. Focus on the results the job is intended to accomplish, not the activities the person does. Ask them to bring the list to your next one-on-one.

Chances are, you’ll have a very good conversation, one that will help both of you get clearer on both outcomes and priorities.

Unless you, and especially your direct reports, know what each person is expected to accomplish, work is just a constant stream of busy-ness.

Activities aren’t what matters; results are.

 

What they may not be telling you

You need to make sure that the information you receive is not filtered. That can be more difficult than it seems.

You have to make sure that your people understand that you want candid and straight information about your business. Such information is vital to you knowing your business and making good decisions.

The worst example of this is Jeff Immelt’s strong dislike for bad news at General Electric. He insisted on only hearing good news, what insiders named “Success Theater,” where overly optimistic projections did not match the realities of the business. Because of this, Immelt did not fully understand his own business and continued to tell the board and analysts that the company was strong and ready for growth. As a result, GE is in serious trouble. The company may be broken-up and the entire board could be fired. Immelt has already lost his job.

What do you need to do to make sure that you are getting clear and unvarnished information about all salient parts of your business?

Here’s How to Set Priorities

You’re the leader. 

That means you choose the music that everyone dances to.  You need to be out in front and leading, providing direction and ideas that excite and motivate followers.  Here are my four best tips on setting priorities at the top.

  1. Be focused on what needs to be done in the future.  Don’t set priorities that will bog you down in the past.
  2. Look to seize opportunities rather than fix problems.
  3. Concentrate on accomplishing something challenging; something that will make a difference.
  4. Limit your priorities to a small number.  You’ll end-up getting much farther.

Copyright 2018 Bob Legge
___________________________
I am a trusted advisor to leaders of Fortune 500 companies, mid-size companies, nonprofits, education, and government. My work helps leaders drive strategy, lead successful change, develop high performance cultures, improve individual and organizational performance, and produce faster, sustainable growth and value.

If you want to dramatically improve your leadership effectiveness, and free-up more time for yourself and your family, give me a call.

My website is http://www.boblegge.com

Contact me at: bob.legge (at) leggecompany.com

 

 

You Must Address Non-Performers

Make sure that non-performers or weak performers throughout your organization know where they stand.

I read a Wall Street Journal article this weekend about the New York City School System where non-performing teachers are paid not to work due to restrictive union rules. The cost to the System is $150 million dollars a year.

Non-performers, weak or mediocre performers exist in companies too, and it is management that allows the situation to persist. The cost is large, both in terms of lost productivity and the affect on other, high-performing people.

In each case, ask whether it is a skill issue or a lack of volition. The solution differs depending on the cause.

For those who cannot or will not improve performance, you need to remove them. Help them find jobs where they can be contributors either within or outside of your organization, but do not continue to incur the cost of a persistent problem.

Copyright 2018 Bob Legge
___________________________
I provide leaders with the ability to exceed their most ambitious goals. I advise and consult with leaders to increase their effectiveness and improve work/life balance. Together, we drive strategy, lead successful change, develop high performance cultures, improve individual and organizational performance, and produce sustainable growth and value.

If you want to seize new opportunities, dramatically improve your leadership effectiveness, and free-up more time for your priorities, contact me. Together, we’ll explore ways to work together.
My website is http://www.boblegge.com
Contact me at: bob.legge@leggecompany.com.