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Three Growth Guidelines from Stephen Covey
I have been looking for answers to what it takes to create a winning corporate culture in the midst of today's confusing economic indicators. If I rely solely on history or economic indicators, I won't find the answers. Company profits are up, yet job growth is sputtering. Communication happens at breakneck speed, yet we often feel less connected to our peers than we ever did. That's why I was especially eager to interview Dr. Stephen R. Covey, Chairman of FranklinCovey, leadership visionary, and best-selling author. Dr. Covey has taught leadership principles and management skills for more than 30 years. He has worked with more than 150 of the Fortune 500 companies and thousands of smaller organizations. His work in principle-centered leadership has been successfully adopted by thousands of organizations to improve business results. I began the interview by sharing my dilemma with Dr. Covey. I told him that I work with professional services and technology companies, and that I see a major disconnect between how we design our companies, and the expectations of today's educated workforce. Worse yet, the disconnect seems even more acute among companies who view themselves as technologically enlightened and operationally efficient. Although we pride ourselves in hiring "knowledge workers," we are running our companies using older industrial business models. Many of us (myself included) have been treating our employees as things that can be moved and removed. We dictate policies and procedures from our corner offices and expect people to comply. The Data Proves It FranklinCovey's recent survey of 12,182 workers further fueled my concern. They measured employee perspectives on how sharply they focus and execute on their company's key strategic objectives. The disturbing findings tell us that most companies suffer from major "execution gaps." In fact, only 48% of the workers say their organization has a clear strategic direction. Only 44% of workers say their company has clearly communicated its most important goals (usually fewer than three). So much for technology delivering on its promise to streamline communication. I asked Dr. Covey what is causing this dichotomy. Says Dr. Covey, "the industrial system that still runs most of today's organizations and people is a 'thing' model. We fail to realize that when we deal with people, we are dealing with four aspects: body, heart, mind, and spirit." Does your company really, truly understand and embrace this model? Here is a way to test it. Dr. Covey continues with a four-question assessment any leader can use: 1. Does your company pay you fairly? (body) 2. Are you treated kindly and respectfully? (heart) 3. Are you given the opportunity to continue learning and growing, both personally and professionally? (mind) 4. To what degree do you find your work meaningful? (spirit) As we shared thoughts on these questions, Dr. Covey handed me an oatmeal cookie. In hindsight, I realize he was demonstrating these principles through that simple, graceful action. I had no need to question his beliefs, because he was practicing what he preached. I immediately wondered what else I could ask Dr. Covey. Let's face it-when you are 71 years old, have 40 grandchildren, and hold the Chairman title at a publicly-traded company, you don't have much more that you need to prove or say. The wisdom just leaks from your pores. The interview could have concluded nicely right there. I continued anyway. Three Growth Accelerators What actions can you immediately take to bridge the gap between your knowledge workers and these industrial age business models? He suggests three strategies to help you get started. 1. Start with yourself and learn your own style. As Mahatma Gandhi once said, "We must become the change we want to see in the world." Surround yourself with advisors and employees who share your desire to create a knowledge-based business model. Hire a coach who can accelerate your own ability to identify what is truly important to you. Your old community and circle of friends usually want you to maintain status quo, and don't always have your best interests in mind. Dr. Covey continues, "If you want to know what really matters to you, write your own epitaph. What do you want your tombstone to say when you die? Also, write a mission statement with your family. This will help you determine what you can say "no" to in your life, versus what is important." Use this free mission statement builder on FranklinCovey's website. 2. Build on your integrity by keeping a small promise. This helps you begin living a life of workability. Focus on four areas of your life and get them 100% handled. Look at your current relationships throughout your communities, your health and wellness, finances, and every environment where you currently operate. What areas are messy, broken, or neglected? The faster you get them handled, Dr. Covey says, "the more prepared you are to be a person who is known to keep a promise." Then you'll be ready to keep big promises. 3. Involve your teams in the problems you are facing. That's right-be truthful and vulnerable. Be willing to admit when things are not "fine." If you have been trained in industrial-era management models, this will be a challenging feat. One of my clients had the courage to do this. He's the General Manager of a rapidly growing software company, yet he did not let success and complacency stop him. He sat down with his key managers and asked for their input. He learned that his employee performance plans were inconsistent with the business model they needed to ensure profitable growth and high client retention. Within a few months, they revised their performance and compensation plans to ensure they rewarded the right behaviors while driving financial results. Since that time, three of their new hires have proven to be excellent contributors, and they secured another $7.5M in sales. FranklinCovey's research will shake the core of many business foundations, and leave some paralyzed. I am honored to have shared this dialog with someone who leads the knowledge worker revolution. Borrowing again from Gandhi, I see Stephen Covey as a man who is "the sum of his actions, of what he has done, and of what he can do." His leadership gives us the courage to help each of us transform ourselves and our organizations during these confusing economic times. Copyright 2004, Nirell & Associates About Lisa Nirell Lisa is President of Nirell & Associates in Del Mar, California. She advises senior services executives who want to hire and retain their best people in order to drive more client value. She has over 22 years' IT industry and consulting experience. Lisa has served on 3 Boards of Directors and recently completed a ten-month research study of top performing services CEOs. For a free copy of her Special Report ($59 value), and to subscribe to her monthly ezine,email her at marketing@nirell.com, or visit http://www.nirell.com.
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Coaching Extraordinary People in Mediocre Times My grandfather used to speak of the days when people drove the world. It was a time when people were proud to contribute and move society and industry forward at full steam. But, people were proud of themselves! However, before he died, one of his observations was that "we have come to mediocre times." Managing Monsters in Meetings - Part 4, Quiet Participants There are many reasons why someone would decline to participate during a meeting. For example, the person may feel reluctant to speak out, may disagree with the approach endorsed by others in the meeting, or may just be tired. What is Leadership? Leadership is what every organization needs and so few have in adequate supply. Part of leadership is what the first President Bush called "the vision thing". It's the ability to see what does not exist and then gather, mold and shape the resources needed to make it happen. Coaching a Leader One of my favorite memories growing up as a child was making trips with my family to my sister's volleyball tournaments on the weekends. Those memories are filled with being a part of an exciting atmosphere, sitting in the stands and watching the action-packed games. Along with watching my sister play, I recall two other players by the names of Christy and Liz, who stood out to me because of their athletic talent on the court. Over the four years of my sister's high school career, I followed their volleyball careers as well because Christy was my sister's teammate, and Liz was a player from a rival school. Heres The REAL Reason Bush Won: The Dark Night Of The Leadership Soul George Bush won the election because he was finally able to break out of the presidential bubble and give "leadership talks" on a consistent basis. Having Fun In Leadership "Don't measure your life by your goals, but rather by what you are DOING to achieve them." ?Unknown A Blueprint for Leadership - How to Be a Better Leader If you were to build a house, you would begin with a blueprint. This blueprint proves useful because it contains more than directions on how to build a house. It also describes the finished house. Five Things Smart Leaders Do to Lower The Barriers To Change Smart leaders understand that they don't "make" a change happen. They recognize that the people in their organization do the work, change behaviors, and, ultimately, make the change happen. They understand that their role is to make the change meaningful and easier to accept. Smart leaders facilitate change. The Three Faces of Leadership This article was published in the Nov. 2003 edition of Hamilton, Ontario's BIZ Magazine under the title "Leadership's Triple Crown" LM The Power of the Leader Within - The Keys to Martial Arts Life Mastery, Key#1 "What do you want to be when you grow up?" Managing Monsters in Meetings - Part 6, Deadlocked Discussions Although a meeting is a vehicle for resolving differences, it can break down when the participants become mired in a disagreement. Wanted: A Dictionary-Perfect Leader Answers are often before our very eyes or in front of our noses - particularly if we read the American Heritage Dictionary! Are You The Most Powerful Leader You Can Be? As someone who teaches, manages, parents or influences you'll probably already be aware that powerful leadership is not just about the boss, it's about the team, irrespective of whether that team is in the classroom, in the office or around your home. Strengthening Leadership Development with Employees Within every business lies a network of people who are working to make their employer successful. Because growing business requires more employees, employers need to seek prospective candidates who will align well with their business. Some businesses prefer to promote employees internally; and it can be very beneficial for their company. Keep in mind of three ways a business might want to hire internally. These reasons not only help with the growth of the business but enhance leadership development with their employees. It Begins Like This Jonathan was drunk multiple times before ever completing elementary school; his father fed him bourbon so Jonathan would resist less while being sexually molested. On the night his mother was released from jail, Jonathan rode eagerly by his father's side to pick her up. Pulling off at a rest stop, his father convinced Jonathan to stay in the car while he went inside to make a phone call. Leadership Skills Training Empowers Problem-solving and Visioning Leadership skills training programs empower you to influence, persuade or inspire others. Well constructed training programs should result in improved, more effective leadership skills for your colleagues and you. Character -- Why It Matters In Leaders "Character is much easier kept than recovered." -Thomas Paine Three Factors Of Leadership Motivation Leaders do nothing more important than get results. But you can't get results by yourself. You need others to help you do it. And the best way to have other people get results is not by ordering them but motivating them. Yet many leaders fail to motivate people to achieve results because those leaders misconstrue the concept and applications of motivation. Why the Squirrel Kept Winning! I had the good fortune (or misfortune depending on your climate perspective) of living in Minnesota for ten years. The Summers were beautiful, Fall was spectacular with the changing colors of the leaves on trees and winter was,?well, damn cold. All You Really Want Is Feeling Good If I asked you what your goal in life is, what would you answer? Well, the answer would be as diversified as people are.
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