Who Says? Says Who? So Says You.

Lately - it seems that the business world is (too) full of naysayers. You know - those persistently closed-minded folks who consistently jump right to "NO!" (when they shouldn't) because they personally don't want to do something new or different - let alone take the time to understand what that something is all about - even though that something (or the result of it) might be able to help them.  As Upton Sinclair once quipped: it's hard to teach a person something new, when their job depends on not knowing it.  

More pathetic - is when naysayers don't want to look at or do something that may benefit their company (and their own job): that's just selfish, ignorant and down-right wrong. And to those who refuse to take an hour or so to genuinely listen and learn about things that might make their company/organization/people better - I say, SHAME ON YOU.

After all, part of your job and fiduciary responsibility (or at least it should be) - especially if you are a leader in your company, organization or business unit - is to think in and out of the proverbial box.  Moreover, to do what's in the best interest (both short-term and long-term) of the company that pays the checks.  

No doubt - selfish naysayers and their rude posse of pessimistic negative-nellies, not-invented-here syndromers, that-will-never-work cronies, over-my-dead body doorknobs, stick-in-the-mud morons, I'll believe-it-when-I-see-it jerks, guilty-before-proven-innocent nincompoops ... have been around for ages.

And to some (small) degree, they serve a purpose - otherwise the world would be (too) full of overly positive, can-do-wrong, sun-is-always-shinning, mistake-ridden unrealistic optimists.  (For my money - I'm a big fan of being somewhere in the middle; you know, the "positive pragmatist" camp: but that's just me.  That's why I also think the correct answer to the cliche about the cup being half full or half empty is: both).  

In any event - as far as having to deal with the hard-headed naysayers go - may I suggest a provocative two questions and one statement program to help you challenge their stubborn selfishness ... and maybe, just maybe, get them to do the right thing with regard to considering ... let alone moving forward with ... something that they presumptively assumed and without proper thought, time and reflection ... was something that did not/would not do.  

And those two questions and one statement are, drum roll please,  dddrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrrr:

Who Says?

Says Who?

So Says You.

Taken together - these should/might help you provoke, challenge and just maybe - change the thinking of a naysayer. Maybe. Granted, this is not scientifically proven and more often than not, might get you into trouble, especially if that irrational naysayer also happens to be a delusional, pathetic, ranting raving bully (sadly, for some reason, the world is still too full of bosses and "leaders" who fit that description).    

Be that as it may, if you feel strongly enough about why you need to get a naysayer to change their mind and do something new or different ... then you have to do what you have to do ... especially if their shortsightedness is and/or can be - bad for the company.  And these 3 tactics just might help.  That, and a smack upside the head (just kidding, violence is frowned upon, mostly.)  

Stubborn Naysayers Are Bad.

Provocatively Challenging Them is Good.

(PS:  If you couldn't tell - naysayers give me a real rash. That said, it felt good to get that stuff off my chest; kinda therapeutic. Thanks for letting me vent: lightens my consumption of scotch and Pepto ;) 

  

Leadership for Social Business

As you undoubtedly know, social media is hot. It's a really big deal.

But do you know what's the next hot big deal thing? Social Business.

And do you know what it takes to build, manage and grow as a social business?  

Social leaders, and social leadership. (Yeah I know, enough already with the word social. Way overplayed, right!?  Well, find a better one and I'll use it. Barring that, gotta go with the flow.)

But what exactly is a social business and social leaders/ship, and why do we (strike that, why should we) care.

In a nutshell, social business is when companies and/or organizations leverage social enterprise technology, like IBM Connections.  But more than just using social technology platforms, they also incorporate "socially-minded" strategies and processes. 

By fusing social strategy, technology and processes across the entire enterprise (see graph below) - this encourages/produces a more creative, collaborative community of employees, customers and partners in a more accessible, transparent way than traditional, non-social enterprises.  Get it?

Now, from a social leaders/leadership standpoint - it's pretty much the same as how it works for a social business, except on an individual, self-directed/managed way.  In other words, social leaders use social technologies, strategies, process and mindsets to get their people excited and inspired about their company, job, work and life.  

Moreover, they produce higher performing people/teams, and are more trusted (after all, don't you want to follow an energizing leader who cares, and gets you motivated)? 

According to a recent article that I read (sorry, I forget who gets credit here, so if it's you, please stand and take a bow), there are 10 core attributes of social leaders:

• They establish authority

• They build social proof

• They walk the walk

• They are consistent in both work and life

• They hang with the right people

• They take time for relationships

• They build a platform that invites conversation

• They recognize that it’s not about them

• They do the work themselves

• They are sincere

As I'm sure you would agree, those attributes aren't necessarily new, are they? They're pretty old-school, actually; been required leadership principles for decades, right.  Indeed, they're not some new-fangled, pie-in-the-sky, born-on-the-web, list of attributes that "older folks" can't get their head around. Nope.

Which is why everyone (especially those in leadership roles) can rally on being a social leader. If you think about it, all you really have to do is take your already socially-minded leadership thinking/actions/habits (you do have those already, right) and sync them up with today's social technology.

But do it now, if you're not already. Get going - don't wait.  Or worst of all, wait it out.  That'll be like waiting for Godot ... and we all know what happened there, right (hint: he never showed up)?

Social Leaders/Leadership is Good. 

Keeping It Real in 2014

At this time of year, (way too) many of us contemplate, sign-up for and commit to various New Years resolutions.

It's what us humans do; it's our thing.

That said, and in recognition of the yin-yang-slippity-slop-shish-boom-bang nature of 2013 (just as it was in '12, '11, '10 and most years, if not all, for that matter) ... it's easy to see why we want to focus on positive resolutions.

(As if anyone would sign up for negative ones, right?)

But before we go setting overachieving, our-of-reach, unbelievably optimistic resolutions using words like extraordinary, phenomenal and other uber-super-duper adjectives - let's keep the expectations real, manageable and most of all - achievable.  (Can I get an AMEN!?)

That said, a word that that fits very nicely given past issues, present dynamics and future uncertainties, is the word ... are you ready for it? ... hold-on-to-your hat ... drum roll please:

GOOD.

(Yes, good.)

Good works.

It's Believable. Realistic. Achievable.

So here's to keeping it real, and keeping ...

Good Health

Good Habits

Good Friends

Good Business

Good Careers

Good Work

Good Faith

Good Love

Good Living

Good Family

(Insert your own here)

Good is Great.

Happy New Year.

BE GOOD.

T'is The Season for Good Cheer

Hark merry merriers, and bring forth an ear.  

I've got a tale to tell, so you best huddle near.  

But before I embark, make remedy now: dash to the kitchen, and rustle up some chow.  Warm up your cup, and kindle the fire; I'm ready to roll, so appease my desire!

T'was upon a cold, morning clear; my eyes were not a' twinkle, no coffee near.  At the job I was already, no frolicking in sight - my spirits were low, and my attitude not bright.  All work and no play, make Scott a dull boy; it's true what they say, I wasn't a joy.

Oh woe ... oh me ... was dreary as can be!

Why here ... why now ... can't fun be with me!?  

Then out of the blue came a stranger so bright!  Could it be a vision? A ghost? Or some trick of the light?  "Hold still," cried I, "Stay just where you are! You scare me yo, so you best keep afar!"  

"Chill dude," the aberration said with a laugh, "I'm here to bring cheer and help you relax."  "Relax!?" I replied, "There can be no such thing. I have work and commitments that make my head ring!  I have deadlines, reports and emails a' plenty ... not to mention that Christmas day is all but upon me!"   

"Now now my good man," said the vision with ease, "Listen to my words for a dose of some peace.  For what I say you may not get, but when I leave you shan't ever forget.  Stand-up straight, don't slouch down - for you're to hear the soundest advise around."

At that the mirage smiled and gave forth a wink, and continued to speak of things I could not think.  It said in voice clear and clean, the following words I found so serene.  "A donut with no hole is a danish; a flute with no holes is a stick; yin with no yang is unzenlike; cathedrals aren't built from just bricks!"  

At that my eyes opened and my heart gave away ... my gloomy spirits were lifted, and my funky funk slipped away.  Oh joy is me, I truly do understand: it's so simple, so pure, yet full of command!   

So my good reader, put down this tall tale, and run with me fast to the bar for some ale.  Now raise a good toast to the heavens above, it's time to make merry and bring forth the love!

Hug your family, friends and neighbors too (but not those Cardinals or Patriots fans, as they are taboo).   It's time to put work aside for a few ... to shout and be happy and sing something snappy.

Life is good, we are fine.  All is great, at this time. 

Have a safe and happy holiday season.

Safe and Happy are Good.

Ain't Cool To Be No Jive Turkey

At this time of year, I love to (over) use one of my favorite lines from one of my favorite movies, Trading Places.  If you've seen the movie, you gotta know the line I'm talking about (though there's plenty of great quotes to choose from, am I right!?)

Okay - times up:  It's the one when Eddie Murphy's in jail, talking a bunch of loud-mouthed-smack, and the big dude comes up and says, "It ain't cool to be no jive turkey so close to Thanksgiving."  (Yo, I put the link there for a reason, so give it a watch: it's great fun, and I'll be here when you get back.)

With your laughing smile squarely in place, I'm sure you can see why I dig that line, on a couple of levels.  For one, I say it to my kids now about a dozen times a day (yeah, I've got lots of growing up to do.)  But other than using it to frustrate my brew and confirm their belief that dad isn't as hip as he thinks he is (heeeey), I also use it in business to classify a certain type of bad behavior.

Yes, guilty as charged: I'm not above name calling - although to my defense, I think that anyone I've ever called a jive turkey, has probably been called way worse, by way more people.

No. Doubt. About. It.     

So what makes for a "jive turkey" you ask?  As opposed to your run of the mill moron, jerk, doofus or scallywag?  Well, JTs have some common shortcomings, and those are:

1) Big talker, small doer.  Sure, you know the type: they gobble gobble gobble, but when it comes to getting things done, they don't/won't/can't.  Which is why they also tend to delegate, though still take credit when credit is do; or pass blame, when blame is do.  Go figure. 

2) Smart, but arrogant.  These fowl birds have an out of whack ego to IQ ratio (and guess which one is out of proportion to the other).  For the record - arrogance by definition is when someone makes other people feel inferior and/or belittled.  Put another way, if your mouth makes others feel intentionally bad - not cool.

3) Nice, but jealous.  This one's kinda like too much nutmeg in the eggnog.  It looks all nice and tasty, but it's not.  More so, these ones can really hurt, as you think they are on your side, then the next thing you know, they're not.  No one likes a backstabber; heck, even back stabbers don't like backstabbers.  Nope. 

4) The Eddie Haskell.  Named for the weaselly, two-faced fictional character from the classic family sitcom, Leave It to Beaver - Eddie Haskell's use fake and overdone manners/courtesy to hide their true shallow and sneaky side.  In public, Eddie's are on their best behavior (assuming you buy it); but in private, they're scheming connivers - who just can't be trusted.    

No doubt, there's a gravy boat of other not so flattering attributes that make for a jive turkey.  But you get the picture.  Moreover, I hope you never have to deal with - let alone work with - a jive turkey.  If you do, well, remember the line and say it right to their face:  "IT AIN'T COOL TO BE NO JIVE TURKEY!"  

And if that jive turkey has you worried that its best to keep it to yourself (getting fired or having your face punched in, kinda sucks) - then anonymously send that video from Trading Places, along with a note letting them know its from a secret non-admirer. 

Jive Turkeys Are Bad.

(But real turkey's are good and tasty.  So have a safe, happy, family-filled Thanksgiving.)      

Smart + Healthy = Enduring Success (a guest blog written by my smart big brother, Mark Abbott)

Whether you are a large company or a small one, the probability that you will have enduring success increases dramatically if your organization is both “Smart” and “Healthy.”

 

“Smart” means being really good at the hard skills: strategy, sales, marketing, product development, customer service, finance, etc.  “Healthy” means excelling at the soft skills: communicating well, collaborating well, cooperating well; minimizing politics and confusion; and fostering an open and honest environment where 

people genuinely enjoy working together.

Want some proof that healthy pays?  

If you invested $10,000 in the S&P 500 at the beginning of 1997, your investment would have grown to about $17,400 by year-end 2011.  If you invested the same $10,000 in Fortune's 100 Best Companies to Work For, you would have had $39,500.

 

Why? 

Healthy organizations excel at tapping into the collective knowledge, experience, and intellectual capital of not only their employees, but those of their customers and vendors as well.  Consequently, relative to their peer group, they have lower employee turnover (typically less than half as much), higher productivity (less shrinkage, better safety ratings), less customer turnover (higher customer services ratings) and better reputations (making it easier to acquire new customers).

So how does a company become “Healthy?” By getting everyone on the "Same Page."  By that, we mean Healthy organizations have an overall integrity with regard to what the business is, where it is going, how it is going get there, and who is responsible for what. It's actually really simple but most organizations don't take the time to make sure everyone is on the Same Page at the senior leadership level with regard to these fundamentals—let alone throughout the entire organization.

Why is that? 

Our experience in teaching the Entrepreneurial Operating System® to over 550 companies suggests that 95% of leadership teams are not even halfway to being on the Same Page.  There are a range of reasons for this. It may be too complicated—leadership feels there are too many things to worry about and doesn’t even know where to start. It could be that leaders simply have not done the hard work to get everyone on the Same Page. They might be reluctant or afraid to address issues, or they may not have the time or appreciate the value. Another possibility is that they may be waiting to add or change out one of their senior leadership members. 

Whatever the reason, many leadership teams struggle to get everyone on the Same Page and achieve Health in their company.

So how do we get everyone on the Same Page?

Getting everyone on the Same Page starts with the leadership team agreeing to look at, and run, the business as a unified team. They need to work from the same playbook, or what we refer to as an operating system. Truth is, one of the many reasons most organizations are not on the Same Page and are not particularly healthy is there are more playbooks or operating systems out there than there are companies. (If you give this observation even a moment of reflection, suspect numerous memories, thoughts and emotions will flow.) 

The other truth is, at their core, good playbooks or operating systems need to be just two things: simple—for a host of obvious reasons (easier to master, easier to teach), and inclusive. They need to codify the core principles and activities that define the who, what, when and how so that everyone within the organization is truly on the Same Page, operating from the same playbook. 

Our experience, working with hundreds of companies, has led us to teach leadership teams how to master an operating system comprised of just six “Key Components:”

1. Vision: Who are we (core values), what is our purpose (core focus), where are we going and why (inspiring goal)? How are we going to get there (marketing strategy), and what do we need to do to get there (near-term to do's and goals)?

2. People: How do we best organize ourselves to meet our near, medium, and long-term goals (with a focus on what we absolutely have to accomplish over the next nine to twelve months)? That is, what seats do we need to have, what are the roles and responsibilities associated with each of them, and do we have the right people to fill those seats? If not, what do we need to do?

3. Data: Do we have a short list of key measurables that give us a weekly pulse for our business? Do we know who is responsible for what and if not, what do we need to do?

4. Issues: Do we have an open and honest environment where issues are raised and efficiently dealt with? If not, what do we need to do?

5. Processes: Do we have a simple, consistent, documented, and measurable way of executing each of our core processes (e.g., Sales, Marketing, HR, etc.) so that our way of doing business is scalable and understood by all, and if not, what do we need to do?

6. Traction: Do we have a clear sense for who is responsible for what by when? Do we have a consistent and efficient process for not only ensuring accountability and discipline but effectively coming together to identify, prioritize, discuss and address our challenges and opportunities? 

If not, what do we need to do?

I know, this is all easier said than done.  That said, Healthy leadership teams—those genuinely building enduring organizations—are masters at managing the above Six Key Components of running their 

business and then getting the rest of the organization on the Same Page.

About Mark

Mark Abbott has significant senior executive, investor and advisory/board experience with start-ups, early stage and small to mid-sized companies.  Mark’s background includes helping build and later running Heller Financial’s industry leading merchant banking platform which he grew from less than $2 billion and about 120 employees to almost $5 billion with more than 200 employees.  Mark was also a senior partner of a successful middle-market oriented private equity firm and the founding CEO of a quarter billion dollar commercial finance company.  Mark’s investor experiences include $12+ billion in leveraged loans to 450+ companies, direct private equity investments in 100+ companies (2.5+ times return on monies invested), and investing in 40+ different private equity funds. Mark’s board experiences include serving as Chairman of the Board of four companies, board level positions on an additional eight, and a number of advisory board positions.

SHAPE Determines Fit

In business, we like it when things fit, especially when it comes to people and their jobs.  When there's a good fit, things just go better, for everyone, on many levels.

But how do you know if someone is going to be a good fit?  What do you use to discover, gauge, measure and determine the fit quotient - other than just resumes, interviews, references and so-called personality tests?  What indeed!?

In the book The Way of the Shepherd, authors Leman and Pentak, suggest that one of the best ways to identify fit (for the individual and the company) is to evaluate the person's SHAPE.

By using the SHAPE formula, everyone should have better confidence that you won't be putting the proverbial square peg, into the proverbial round hole. (Do you actually think anyone has ever tried to put a literal square peg into a literal round hole!?  If they did, I can tell you who wouldn't be a fit, if you catch my drift.)

So, without further ado, and no drum roll needed - SHAPE spells:

S = Strengths
H = Heart
A = Attitude
P= Personality
E = Experiences

You get it, don't you.  It's simple, clean, and easy-to-understand.

It's a great fit, for securing fit.

So next time your looking to ensure a good fit - give SHAPE a try.

SHAPE is Good (And a Good Fit is Even Better).