Hooray! My treadmill broke. Time to loaf and invite my soul

My morning routine when I'm home has been the same for years: wake up about 5:15, hop on the treadmill, and watch BBC and Morning Joe. The treadmill has been a little sickly for some time. I have to limit myself to 1 1/4 miles at a moderate pace but it gets the blood flowing and the mind ready for the day...or so I've been telling myself.

On the road (where I spend a lot of time) I often look for a place to take a good brisk, long walk. If there are other colleagues around, all the better. One client became a favorite walking partner and we hit the trail every morning in Kuala Lumpur and Divonne, France...memorable walks and talks in fascinating environments.

Back home? Not as exciting but a comfortable rut.

Monday, that all changed. The machine, which had been stopping after less than a half mile for a few days, just stopped and that was that. What to do?

I headed out the door. It was 7 a.m. the sun was lighting up the eastern horizon and the great walking path along Snake Creek was beckoning. Why had I given it up so many years ago? Who knows or cares. I've rediscovered it.

Last week I tweeted the following quote from Walt Whitman “I loaf and invite my soul.” I must have been sending a message to my own soul.

Walking along Snake Creek, the distant roar of I 95 becomes a barely heard continuo. The bird symphony starts up - boat tailed grackles, parrots, Muscovy ducks, finches, and so many more complemented by the periodic heroic leap of mullet grabbing insects and splashing back into the placid water. Ibis, great white herons, baba yaga footed moor hens, night herons, anhinga, and kingfishers search for breakfast among the reeds.

Why did I ever stop this wonderful morning walk; Listening to the sounds of the natural world and the greetings of fellow walkers as we pass; Watching the sky turn every color as the sun slowly makes its way up over to my left; A full moon dominating the sky and then slowly fading?

Why? It's easy to drift into a routine and tune out what's really important. It's so easy to forget to "loaf and invite my soul."

What does this have to do with my usual topics of the founding fathers and leadership? A lot actually. You see, they knew how to loaf and find their souls. They took daily walks and rides or fishing and botanizing trips. Even the framers in Philadelphia didn't neglect their loafing time and in addition to physical activity they went to plays, concerts, lectures, and visited museums and interesting places. They understood they needed to make time to think, to dream, and to restore their creative juices.

Most of the successful executives I interviewed for Conventional Wisdom understood there was more to life than running their companies or cities. They cherished time to loaf and renew their souls.

Here are 3 lessons I started re-learning this week as I walk that delightful 5K circuit.

1. Creativity requires loafing. You need to create time and space to let your mind do more than attack the problems at hand. In fact, if you want to come up with innovative and creative solutions you must get the endorphins flowing and the mind floating along unconstrained paths.
2. Nature is everywhere waiting to inspire you. In London last week, I wandered down a crooked alley and suddenly ended up in one of those marvelous little squares - quiet, tree shaded, no sounds from The Strand penetrating. I sat for a while just letting my mind drift. Later that day I came up with some surprising new ideas - no coincidence.
3. You have to quiet your own mind so you can listen to your soul. When you allow yourself to be quite, fully present in the moment, and without conscious thought, the most amazing things happen. I'm not talking about the soul in a religious or even spiritual sense...I'm talking about that core of our being that gets drowned out amid the clacking of the computer keys, the endless meetings, and jangling phones, not to mention the babble of other people's conversations, road noise, and TV.

Smart people loaf...and invite their souls.

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(c) Rebecca Staton-Reinstein, President, Advantage Leadership, Inc.

Learn more about the framers of the US Constitution and modern leaders: Conventional Wisdom: How Today's Leaders Plan, Perform, and Progress Like the Founding Fathers.

Want to learn more about harnessing the creativity of your team and using your mission to assure your success, join me in my new webinar adventure "Get People on a Mission: Strategic Decision Making Drives Daily Action"

http://www.advantagehrseminars.com/store/Get-People-on-a-Mission-Strategic-Decision-Making-Drives-Daily-Action/

The Heat are ON FIRE! 5 Actions to Burn Up the Courts

The headline in the Times today says it all:

Stars Lead Late Rally as Heat Advances

Of course I was rootin' for the home team..."In the finale, [LeBron] James and Dwyane Wade alternated big shots and suffocating stops as they crushed the Bulls’ spirit and ruthlessly erased a 12-point deficit in the final 3 minutes 2 seconds," the New York Times reported breathlessly. The Miami Heat beat the Chicago Bulls 83 - 80.

So what does this have to do with strategic leadership, the theme of this blog? Actually, a lot.

http://tinyurl.com/3wyvwmt

See the Heat were down 12 points -- it looked like a Bulls victory, game over...but LeBron, Dwyane, and Chris Bosh and the rest of the team didn't get the memo. And that's part of what sets strategic leaders apart. They're playing a different game.

When I write about the founding fathers and framers of the U.S. Constitution, I don't have to go far to find examples of that different game...think of George Washington and the Continental Army encamped at Valley Forge, crossing the Delaware or leading the far bigger and more professional British army on a wild goose chase up and down the eastern seaboard. Washington didn't know he was defeated by the major military power of the 1770s. Never-the-less, it was General Cornwallis who surrendered at Yorktown, not vice versa.

When George Hanbury began his tenure as city manager of Portsmouth, Virginia, he missed the notice that the city should be razed to the ground and rebuilt. He simply rolled up his sleeves and turned the city around. When Herb Kelleher had to sell a plane to make payroll, he missed the message from the competition that he should abandon his project to start a new airline. Instead, he and CEO Howard Putnam built a profitable, unique business that is still flying high. (The original competitors are long gone.)

In Conventional Wisdom, I recount these and other stories of strategic leaders who don't give up just because someone else thinks they should. What does it take? Here are 5 actions we can all take to "burn up the courts" and be successful in tough times.

1. Know where you're headed: The Heat were headed to the Championship -- not just the playoffs. Washington was headed for an independent nation. Hanbury was headed for the return of a historic seaport where people wanted to live, work, and visit. They all had a driving, living VISION.
2. Have a strategy: None of the top basketball players are just winging it any more than the successful executives. They all have a strategy and a plan. Of course, the plan has to be adjusted to deal with reality on the ground. LeBron, Dwyane, and Chris had a game plan, they had practiced and practiced, and at the end of the game knew they had to step up the pressure and simply stop the Bulls in their tracks. When Hanbury was asked to work his magic on Ft. Lauderdale, he ran into stiff opposition. He adjusted his strategy but kept the pressure on the opposition by continuing to move forward. When the French fleet arrived off Yorktown, Washington knew he had Cornwallis trapped and the troops charged the redoubts.
3. Focus between your ears: Every new story on the brain and how it functions and the neuroscience of leadership and success shows the same thing that Henry Ford pointed out in the last millennium: "Whether you think you can or think you can't, you're right." Top athletes must have a mental game to win and hire success coaches to keep them sharp or to get back on track. Washington is well known for beginning to construct his winning character as a young man and learning from early, disastrous mistakes. Military historians may argue over how good a general he was, but there is no arguing with the results he got because of his tough mental discipline.
4. Adopt Morita Psychology: Dr. Shoma Morita developed a powerful approach to dealing with the challenges of life. It comes down to this formula: Know Your Purpose. Feel Your Feelings. Do What You Must Do. Of course this prescription is difficult and almost impossible for some folks but not for strategic leaders. When public safety unions hired a sky writing plane to fly over the local stadium spelling out the message, "Fire Hanbury," he certainly wasn't a happy camper and he couldn't ignore his emotions. But he knew his purpose was to put the city back on a firm financial footing while transforming Ft. Lauderdale from a spring break wasteland into a vibrant, modern city. He kept to his message of fiscal responsibility with a promise of better times to come. At his retirement from the city, he was praised by the unions because he fulfilled his promises, and ignored their emotional meltdowns.
5. Be relentless: When LeBron was interviewed at the end of that exciting winning game last night he said simply, and to the point, “There’s no sense of relief right now. We still got work to do.” As the founding fathers found out rather soon after the peace treaty with Britain (and as emerging governments are finding out today,) when the bullets stop flying there is still lots of work to do. Washington chaired the Constitutional Convention that put together a governing structure to save the barely united state from anarchy, dissolution, civil war, and absorption into Britain, France, and Spain. It's the last 3 minutes of the game...time to push! Sink 12 points and stop the offence and outsmart the defense.

It's time to Turn Up the Heat!
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(c) Rebecca Staton-Reinstein, President, Advantage Leadership, Inc.
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Read more about the game in the New York Times: http://tinyurl.com/3wyvwmt

Strike up the band for leadership

Learning from great leaders including the US founding fathers is the constant theme of this blog. Today, I want to depart and tell you about a close-to-home example that everyone could learn from.

My husband plays clarinet in a community band. It's a mixed group of professional musicians, many of them retired, students, people who only began to play an instrument recently, and those who have played for decades. The average age of the players is probably around 70. From September to June they play a 2-hour concert once a month in a local community center to an enthusiastic audience. They specialize in marches and show tunes.

For the last few years my father-in-law and I sit in the audience and enjoy the show, tapping our feet to the peppy pieces and singing along to familiar songs. It's pleasant and we have a good time. But...the music isn't always that good. Often in the past it lacked a certain energy...a certain polish.

This past Sunday the band blew our socks off and played for 2 1/2 hours and had us all applauding and begging for more. People were out of their seats and very excited.

So what was different? Well, the band had a new conductor. That was the only difference...and what a difference it was.

• Energy and Focus: The new conductor, although a few years older than the previous one, had a spring in his step, a smile on his face, and an energetic conducting style. It wasn't flamboyant but it was active. Great leaders do that. They exude energy and focus. In fact, new research underway at MIT is measuring this to demonstrate the difference between the merely adequate and the great leader.
• Engagement: As the new conductor put the band through its paces, he made eye contact with different sections, subtly bringing them in, building their sound or lowering their volume. He engaged with individuals and sections to bring out the best in them. Great leaders do that. When they are talking with you, you are the only person in the room. Your own energy level increases and your performance moves toward your true capabilities.
• Highlighting Achievement and Talent: The new director composed a program with the usual marches and show tunes but with a twist. Each one highlighted a particular section -- the brass, the winds, the drums, etc. Each tune gave a whole section the opportunity to strut their stuff and shine in front of the audience. He also had several pieces that featured individual members up front soloing and demonstrating their unique talents. Leaders are proud of the talents of their teams and want them to shine. Great leaders don't have to be the center of attention or the best at everything.
• Making the best with what you have: The community band has a diversity of talent. Some members aren't very good while a few are outstanding musicians. But what makes such a band possible is that everyone is there because they want to be. They enjoy playing music whether they are particularly good at it or not. The former band leader used to spend a lot of time fussing at people, trying to get them to play better. The new director talks about the music with them -- its meaning, origin, and subtleties. Leaders do that naturally. They get everyone focused on a goal -- in this case, playing a particular piece of music as well as possible. They have a clear mission -- bring enjoyment to the community through their music making. He keeps them focused on the goal and mission -- they do their best on their own to meet those.
• Challenge the Team to Excel: The former conductor would always include at least one or two 'serious' pieces -- usually a little slow (even draggy.) All they managed to do was highlight the lack of talent in some players when the tempo slowed and individual instruments were harder to hide in the ensemble. The new conductor had a different approach that both challenged the players and, again, got the best out of them. First, he lengthened the program by about 20 minutes, adding more pieces. Second, he had one more challenging piece, still in the genre the band does best. The band was a little apprehensive but they came through with flying colors -- or rather soaring sound. Their energy was a little lower by the end but still higher than all of last season. Leaders help their teams build on their strengths and remind people of the confidence they have in them.

By the end of the concert my 96 year old companion was jumping for joy. "I can't believe how good they sound. They were terrific." And they were. Same players, same audience, same instruments, same sort of music, same hall -- Leadership -- a good band leader -- made all the difference.

His transformation of the band reminded me of a quote from Dr. W. Edwards Deming about work and leadership:

Why are we here? We are here to come alive...to have joy in our work. 

The band leader brought joy to his players, the audience, and to himself. Strike up the band for your own leadership.

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(c) Rebecca Staton-Reinstein, president, Advantage Leadership, Inc.

For more about learning from great leaders, check out Conventional Wisdom: How Today's Leaders Plan, Perform, and Progress Like the Founding Fathers, available at http://www.conventionalwisdomcenter.com/

Learn more about how Rebecca and her team can help you develop your own strategic leadership and that of your team at http://www.advantageleadership.com/ 

Vote agin' 'em

That was my Aunt Letha's advice when it came to the democratic process...As every election neared she repeated her maxim: "I never voted FOR anybody in my life...I always vote agin' 'em!" She'd love the Tea Party and all the anti-incumbent ballyhoo in the media. Despite the fact she had a nice government job with the IRS she had a rather jaded view of government officials at every level.

Like many people, she had her own way of enforcing term limits -- throw the bums out.

At this point many months before the November elections, that's what lots of folks are saying and doing in state primaries. And in a democratic republic that certainly beats violence, coups, and take overs. I just returned from Lagos, Nigeria. While I was there, the president died. There was a peaceful transition as the acting president was sworn in. Many people breathed a sigh of relief...There had been military take overs in the past and few peaceful transitions. In Thailand opposition to the incumbent precipitated violence and death so votin' agin' 'em seems a better solution.

But is it? Let's get a little historical perspective on the situation. I just spent some time in Philadelphia and had a chance to visit Independence Hall and wander through the historic district thinking about the Continental Congress, the Declaration of Independence, the Constitutional Convention, and the U.S. Constitution. It got me to thinking about being agin' 'em.

Of course the representatives that assembled in the 1770s and 80s were agin' taxation without representation, the Townsend Acts, Stamp Act, Intolerable Acts, and all the rest. They believed their rights as British citizens were being violated. Their protests did turn violent at times although it's easier to remember civil disobedience like the Boston Tea Party. Right from the beginning there were those who were ready to break with England and those who wanted to mend the growing rift. Tempers flared on both sides as the definition of patriot shifted until it solidified once war broke out. Yes, the revolutionary generation was agin' many things.

However, they were the first to understand that being agin' the British wasn't enough. They also had to be FOR something. What that something was for them was the ideal of a republic -- a government that represented the people and was agreed to by the people. When the 55 representatives showed up to represent 12 states (Rhode Island refused to come) in 1787 to write a new constitution, they were ready to define in detail what they were for. Gouverneur Morris, representing Pennsylvania, encapsulated their goals succinctly in the Preamble.

The success the framers had both in working to get the new constitution ratified and then to establish the new government was based on the fact that they stood on a solid platform of ideals, pragmatism, and political savvy.

James Madison, who played such a crucial role in the constitutional efforts was a career politician. From his first public office in his early twenties he served in representative body after representative body, seldom being out of office for any length of time. He eventually reached the executive branch serving as Secretary of State and then president for two terms...even though he presided over an unpopular war (1812.) He was an "insider" who sometimes voted with his next election in mind instead of the "greater good." Although generally thought of as a "conservative" by today's litmus tests he might be vilified, especially for his adamant views (and voting record) on the strict separation of church and state. His views and votes on slavery would also get him in hot water today. But at the end of the day, he believed, as did many of the founders, that public service, politics, was an honorable and necessary profession.

So as dearly as I loved my Aunt Letha, and she was a treasure, I have to respectfully disagree with her. In every election, I look at candidates of every stripe and try to figure out what they are standing for, what they will try to accomplish, and what ideals they will work to put into practice. Do they have the character and stamina of a Madison...if so, I'll vote for 'em.

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Rebecca Staton-Reinstein, President, Advantage Leadership, Inc. Author, Conventional Wisdom: How Today's Leaders Plan, Perform, and Progress Like the Founding Fathers

October is International Strategic Planning Month

This month the planet is celebrating International Strategic Planning Month. Why not join in the celebration?

What does your own plan look like? Tattered around the edges? Way off projected revenue and profit? Forgotten in some dusty corner? Not updated since February?

Or maybe you're one of those successful people who has a plan and keeps it up-to-date. You use the plan to guide your work, adjust it as necessary, and use it as a living document. If so, you celebrate ISP every month.

I was on a TV interview show recently with the CEO of a Fortune 500 company. He emphasized the need for executing the plan and adjusting the plan based on conditions on the ground. Now this is an important and even critical part of planning that too many people forget about.

Those of us who do create a strategic plan every year are often optimistic about what we can accomplish. We do the best job we can to analyze the environment in which we will be operating but none of us has a crystal ball...Stuff happens.

Unfortunately, too many folks drop the plan and start reacting to those unexpected events -- usually negative events -- and then we are into a downward spiral of firefighting.

When this year started, the ink on my plan was barely dry when the economic melt down hit me and my business hard. It was a scary couple of months -- disaster loomed and businesses were folding right and left. I was just as scared and worried as anyone else.

What I did was go back to the drawing board. I rewrote my plan, set new goals, devised new strategies, and set out on a new execution path. Everything I tried didn't work but some things did. As my friend the CEO said, "you can have the most elegant strategy, but when you hit the beach, it's execution that counts." Usually I'm not a big fan of war analogies in business but this is one of the times when the metaphor fit...and worked. I had to be more nimble, more creative, and more survival oriented than at any time in my business life.

The payoff? It's October and I'm still in business celebrating International Strategic Planning month. My plan? I just finished a new update that will take me through the second quarter of 2010. I may revise it a gain in 3 months -- the plan is only as good as the execution.

What about you? Have you made your plan for 2010? Now's a good time. Remember the old chestnut that's still floating around because it's true -- Fail to Plan -- Plan to Fail!

Want to know more about the Do's and Don'ts of Strategic Planning? Download it for free today. http://tinyurl.com/yfp6zfo

(c) Rebecca Staton-Reinstein and Advantage Leadership, Inc.

Plan is a 4-letter word!

"Listen, Rebecca, nobody has time for this planning stuff in this economy. They just need to survive. Planning's for when things calm down."

That was the 'conventional wisdom' from a chum of mine recently. Well, I beg to differ -- I'm not being self serving -- so here's the 'evidence.'

The September 25 - October 1 edition of the South Florida Business Journal reported in two separate articles on local banks that are doing well because of their planning. We could all take a lesson from them.

Coral Gables, Florida is the home of Gibraltar Private Bank and Trust. Several years ago the bank, founded by Steve Hayworth in 1994, was acquired by Boston Private Financial Holdings. It has just been repurchased by Hayworth and a group of investors.

Hayworth said he moved to repurchase the bank because he felt it was in the best interests of his clients. The bank will stick to its business model.

"In this environment, I see an opportunity for an integrated private bank and wealth management," Hayworth said. "We are very focused on private banking and wealth advisory services for professionals and affluent families."

"The bank will stick to its business model." This is one of the keys to Gibraltar's success for many years, first as it prepared itself for acquisition, then as it prospered under the Boston company's auspices, and now as it strikes out on its own again. Steve Hayworth and Gibraltar were featured as a case study on the power of strategic planning and leadership in Conventional Wisdom: How Today's Leaders Plan, Perform, and Progress Like the Founding Fathers. They attributed their phenomenal growth and doubling their assets in four years to the robust strategic plan they put together and FOLLOWED. In fact, they coined a telling phrase, "The Plan is the Boss." When other banks were faltering, going under, or just flailing about in an economic downturn, Gibraltar and Hayworth stuck with their plan and forged ahead.

In the same issue of SFBJ an unrelated story featured the Florida Shores -- Southeast Bank, founded by Steven Hickman in 2006 in Pompano Beach, Florida. Obviously this wasn't a great time to start a new bank and the bank and Hickman took a lot of flack for their slow initial growth. According to the Business Journal

Hickman said he wanted a manageable rate of growth that stuck to the bank's business plan. Because of that, Florida Shores has a relatively clean balance sheet.

"A lot of the banks that grew faster are paying the price now," he said. "We have good capital and plenty of money to lend."

"Manageable rate of growth that stuck to the bank's business plan." There's that pesky planning again! Hickman, in an email, was quick to give credit to his entire team for being the fastest-growing South Florida bank. But as was clear from the leadership philosophy he shared in Conventional Wisdom: How Today's Leaders Plan, Perform, and Progress Like the Founding Fathers, Hickman had been an expert and booster of strategic planning since his early days in the banking business. He knew its power in helping keep any venture on track and successful over the long haul. The proof of the power of that approach is in his balance sheet.

Planning in tough times? Is it a must for survival? Think about the framers of the U.S. Constitution, also featured in Conventional Wisdom. The United States were hardly united. Europe had cut off our credit, inflation was rampant, and foreclosures were devastating the farm-based economy. The latter led directly to Shays' Rebellion where local farmers in Massachusetts closed down the bankruptcy courts and marched on the state arsenal. Foreign powers were perched on our borders just waiting to pick off the disintegrating states like road kill. In fact, the U.S. faced the most threatening crisis in its history, rivaled only by the winter of 1776-7, the Civil War, and the Great Depression. Tough times indeed!

So what was the response to this tough time? 55 men assembled in Philadelphia in the summer of 1787 to hammer out a strategic plan for the nation. That's right...a strategic plan...The Constitution. Want to know more? Check out Conventional Wisdom. Want to get through these tough times? Make a plan Stan and Fran! Create a strategic plan with short term actions that will move you toward your long-term goals. If you flail you fail. Or as that sage, business guru Yogi Berra said, "If you don't know where you're going, any road will do."

I don't know about you, but I'm following the lead of Hayworth, Hickman, and the framers.

(c) Rebecca Staton-Reinstein and Advantage Leadership, Inc.

Compromise -- good idea or bad idea?

Whether in the board room, the Congress, or dinner table debate, at some point someone will suggest a compromise. Then what happens? Some folks believe you should stick to your 'principles' and never give an inch. Others just want the debate to end so they'll jump at the chance. Neither extreme leads to good decisions or even good compromises. The U.S. Congress is debating health care/insurance reform at the moment and we see both types of extreme behavior on both sides of the aisle. In the end, there will be some sort of legislation passed and it will be a compromise...that's the way the system is set up. In fact, it took a major compromise to set up Congress in the first place.

The Constitutional Convention of 1787 was not that much different from today's Congress. It had a variety of opinions and special interests contending with one another. It had people who were adamant on many issues. Perhaps the most contentious debate was around representation --would it be equal numbers of representatives from each state or representation based on population. The smaller states wanted equal representation as they currently had in the Congress formed under the Articles of Confederation. They feared the power of the larger states and believed they would be gobbled up without equal voting power. The large states had been constantly frustrated by the ability of small states to stimmey legislation because representation did not rest on population. Both sides drew a line in the sand...or the dusty, musty floor of the Convention meeting room. This contintious issue threatened to derail the entire convention and people were ready to bring it to a close rather than give even an inch.

The arguments were bitter, lofty, extreme, and heart-felt. Virtually no one was neutral. Then on June 11, Roger Sherman (that stern looking gentleman above) put forward a motion. It was not accepted immediately and needed to go through more debate, but in the end, the Great Compromise, as it came to be called, would be accepted. The two houses of the new Congress would be selected differently. The upper House (Senate) would be based on equal representation for each state. The lower House (Representatives) would be chosen by population. It was not an easy compromise but it was 'great.' There was lots more discussion -- the devil is always in the details -- but the compromise stuck.

It's impossible to predict what might have happened had Sherman not stepped forward and had not the majority of votes finally gone for the Compromise. Many historians believe the Convention would have broken up and the fragile Union would have quickly disintegrated and been divided up by the European powers perched on the borders.

Almost exactly one year later the required ninth state ratified the new 'compromise' Constitution and the news was officially handed to Congress July 2, 1788. That compromise saved the Union because the delegates were able to back off a little from their 'principles' and see that survival of the country -- the greater good -- was more important.

So the question for each of us today, whether in our companies, nonprofit boards or government entities, is the same one that faced the framers. Is this the point to give up 100% of nothing to embrace 50% of something that will serve the greater good? This is never an easy question because it means we won't get everything, or even a lot, of what we want. Can we live with it? Can we support it so that we will make progress, if haultingly? For strategic leaders, like Sherman and James Madison, George Washington, Ben Franklin and others at the Convention, the answer was yes. We owe them a huge debt of gratitude.

Will your followers, staff or constituents be able to thank you for compromising for the greater good?

A sad day for strategic leaders

Today I learned that Edward G. Novak passed away. Ed was an extraordinary person and a strategic leader. I first met him when he spoke at a software quality conference several years ago. He wasn't the first executive to speak at such a conference but he was the first to bring along his staff member who managed his projects. He featured her as a co-speaker and demonstrated not only his own qualities as a leader but his willingness to give public acknowledgement of the accomplishments of a so-called subordinate.

At the time he spoke, he was a Senior Vice President with Bank of America. He was a life-long banker with a reputation as someone who could engage employees and customers and still meet business goals. He built strong teams where ever he went. For many years he was a member of the Board of Trustees for the Baltimore Museum of Industry and also chaired that board. His leadership came through time and again as he helped this important preserver of Baltimore's rich heritage thrive even in tough times.

As an executive, Ed excelled at Hoshin planning and always looked for the best practices. When asked why he brought along his project manager to speak at the conference he replied, "I didn't know any better. I thought everybody teamed up." When I interviewed him for my book, Conventional Wisdom: How Today's Leaders Plan, Perform, and Progress Like the Founding Fathers, I explored his ideas on team building. Here is what he said.

"My job is to deal with clients and work with our technology partners...I'm a banker. I don't know the technology side. I knew my weaknesses and knew I needed somebody who understood technology and could get our vision built. My value would be understanding our business. I saw, from day one, that it was a partnership. We would partner to be successful...It wasn't any stroke of brilliance. This was the only way I could think of going about it to be successful.

Novak's modesty aside, his way of partnering for success has become a best practice within the bank and is widely emulated."

Ed left us too soon but he leaves behind a legacy of great leadership, service to his community, and many warm friendships. Farwell friend.

I'm saving the flamingos

Out in the rolling hills of Pennsylvania there are many manufacturing plants that are rollicking along as if there were no constant drumbeat of doom and gloom on TV. I visited two of them this week and it was a pleasant surprise. Both companies have added to their capacity and product diversity by buying up equipment from competitors who have given up. Both are looking for more and more creative ways to cut costs while they expand their offerings. Both are thriving.

One of these plants produces all sorts of gardening and lawn-related items; plant containers, hardware for window boxes, and numerous other things. But what really struck me were the flamingos. That's right, those neon pink birds you've seen perched in people's yards are alive and well. Those flamingos just might pull the company right through the recession and help keep profit rolling in.

The owner bought the injection molding equipment from a company that had shuttered its doors. He was confident that this was one item that he would not have to compete with China to produce cheaply in the U.S. You see, those flamingos are full of air, sort of like a hard plastic balloon. That makes them very bulky to ship in those giant containers you see on ships. You can't get enough in the container to make it profitable.

Now the owner is working on a new jig to be able to dip about 10 of those birds in the paint to get those cute little black and yellow beaks looking just right -- again saving money and time -- no more hand painting.

So what's my point? Pretty simple. As a friend of mine says, when everyone else is zigging, it's time for you to zag.

That's what the framers of the U.S. Constitution did in 1787 when they decided to save the Republic. Remember, at that time foreclosures were destroying farms and families, inflation was destroying every one's financial security, foreign countries were poised for invasion, the government was impotent...there were even pirates attacking our shipping off the cost of Africa.

Sound familiar? 222 years ago, our leaders were facing many of the same challenges as today. They 55 men who made up the Constitutional Convention had decided it was time to zag. Many so-called leaders in the 13 states didn't want to lose their political power and change the disastrous status quo. Even Patrick Henry refused to participate -- he said he smelled a rat!

So George Washington, James Madison, and others met, formulated a new Constitution, shepherded it through the ratification process, and then served in the new government. They took a bold new direction, they innovated, they refused to participate in the dyer predictions of the imminent downfall of America.

So, I'm following their lead and that of that innovative factory owner in Pennsylvania. How about you? What are you doing to zag and thrive in this economic climate?

I said to the factory owner, "I guess the flamingos will save you." "No," he said, "I'm saving the flamingos!"

(c)Rebecca Staton-Reinstein

Read more about this innovative plant owner in my new book, Conventional Wisdom: How Today's Leaders Plan, Perform, and Progress Like the Founding Fathers. It's available now in a special pre-publication offer. www.ConventionalWisdomCenter.com

"I screwed up" or "Mistakes were made"...Your Choice

The news programs ran the video loops endlessly this morning as President Obama took responsibility for nominating people who hadn't paid their taxes. Most of the commenters seemed genuinely surprised to hear a leader say that he had made a mistake. He went on to say he would take the consequences and act to rectify his mistakes going forward.

I wasn't particularly surprised. Not because of some partisan political position but because I’ve been interviewing a large number of executives over the last few years for my new book and they do the same thing. It may not be common for politicians to fess up but strategic leaders everywhere know it is the only way to handle inevitable mistakes.

Consider the alternatives – the ubiquitous "mistakes were made" or outright denial. In 2007, I blogged about that nasty, weaseling-out phrase and quoted from some of my interviewees on the importance of admitting mistakes. (http://conventionalwisdominstitute.blogspot.com/2007/10/mistakes-were-made.html) No need to comment on denial…

Now, in my new book, Conventional Wisdom: How Today’s Leaders Plan, Perform, and Progress, I discuss in detail how even great leaders make big mistakes and, more importantly what they do when the mistake comes to light. These executives all told the same story, summed up in the words of one of them, "When you make a mistake, admit it, get out quickly, and fix it." Sound advice that many would do well to follow whether in public life, managing a department, or trying to lead a decent personal life.

Here is what I concluded in the book:

What Distinguishes Great Leaders?

* How does a leader handle the bad decision? Great leaders acknowledge their mistakes personally. They do not fall back on the passive “mistakes were made” formula. Instead, they say, "I made a mistake." They accept the consequences of that bad decision.

* What does a leader do? Great leaders take personal responsibility, usually without a lot of fanfare. They take the next right action, no matter what others say or do. They move quickly to fix their errors.

* How does a leader show his beliefs? Great leaders act on their beliefs and are courageous role models for their convictions.

* How does a leader use a mistake? Great leaders learn from their mistakes and act differently in the future. They discover the frames [psychological blinders] leading them to the bad decision in the first place. They get more diverse perspectives on their future decisions.

* How does a leader confront his or her frames? Great leaders understand their own perceptions of the situation can cloud their decision making. They seek other opinions. They recognize they are framed, and work to stand outside their own frames and doubt their own infallibility.

* How does a leader help others to admit and correct mistakes? Great leaders understand humans make mistakes. They encourage risk-taking and do not automatically punish mistakes. They make sure people have the opportunity to learn and grow from mistakes and confront their own limiting frames.

How do you stack up on the mistake-o-meter? As difficult as it is, do you admit you screwed up? Do you take full responsibility? Do you find the source of the mistake and correct it?
It's always so much easier to blame someone or something than to stand up and take your lumps. Little kids say, "I’m sorry," and hope that will make everything all better. But it doesn’t. Because the kid doesn’t have any PLAN to get better. As grown ups, as people who need to incorporate sound leadership into our lives, we have an obligation to admit, submit, and fix it.

(c) Rebecca Staton-Reinstein and Advantage Leadership, Inc.

Read some of the real-life examples of big screw-ups and what strategic leaders did to make it better. Go to http://www.ConventionalWisdomCenter.com and take advantage of special offers to get you copy of Conventional Wisdom: How Today’s Leaders Plan, Perform, and Progress Like the Founding Fathers. Then send me your feedback to this special address: ConventionWisdom@cs.com

This is the first book to:
* tie the lessons from the U.S. Constitutional framers to contemporary leaders
* reveal new leadership secrets from George Washington)
* show you how to achieve the impossible by unleashing the Madison Factor
* show you how to get spectacular results using the practical strategic approaches used by the framers and modern executives.

One critic raved: "This is not a book; it’s a catalyst for strategic leadership." Get your copy today.

The book will not be available on Amazon until May 25, the anniversary of the beginning of the Constitutional Convention. Get your copy today and take advantage of the prepublication offers. http://www.ConventionalWisdomCenter.com

Read a recent article on the importance of the Mission -- Be Careful What You Ask For: Getting the Mission Wrong
http://newsmanager.commpartners.com/tappiaotc/issues/2008-12-03.html

Is George Washington or James Madison one of your peeps?

No, this is not a weird question. If you lead a team at any level of your organization, you should be on the look out for other potential leaders. If you’re a team member at any level of the organization, you should look at your own way of contributing. We have much to learn about successful team leadership and membership from George and Jemmy. Most of twenty executives and CEOs, interviewed for my new book on strategic leadership, chose George as a leader they admired from among the founding generation. Jemmy Madison emerged as an exemplary team member and leader. What can we learn from them?

George Washington --
--- was admired by his troops during the American Revolution, not because he was a nice guy – he was tough, insisted on discipline, and had a legendary temper. He was admired because the troops knew he cared about them, pleaded their case in the Continental Congress, and suffered hardships but never flinched in the face of the enemy.

--- became president in the midst of economic chaos, foreign plots to destroy the U.S., and internal political divisions. No one had ever been president of a republic covering so many people in such a large land mass. He had to invent the precedents from the most mundane to the most consequential.

--- could have been king – there were many who wanted to elect him king for life. Instead, he chose to serve two terms and then retire, just as he had when he resigned his commission at the end of the Revolution.

What does this teach us as leaders of teams from the executive suite to the shop floor?

The leader must:
* care about the team, share their situation, and fight for the team members’ success and recognition

* be creative, inventive, and make decisions based on vision and values

* know when to relinquish power and overcome the push of ego to hang on.

James Madison --
--- was the master of leading from behind, whether engineering the U.S. Constitutional Convention, drafting the outline for the Constitutional debates, or generating consensus behind the scenes.

--- articulated his case clearly and persuasively at every instance whether in the Constitutional Convention, the Virginia Constitutional ratifying convention or co-writing the The Federalist.

--- fought to pass the legislation that was necessary to establish the new republic as a strong nation – even when he was not 100% in support of the actions, such as authoring and championing the Bill of Rights or shepherding Alexander Hamilton’s financial plans through a reluctant Congress.

What does this teach us as team members from the executive suite to the shop floor?
* If you don’t take credit for everything, you can achieve more working to get the results the team and its leader need

* Learn to make clear and cogent contributions to every discussion – do your homework and share your insights

* Sometimes you must fight hard to accomplish something you don’t agree with 100% to further the results of the team and its leader.

Washington and Madison had a special relationship that developed over many years. George was the charismatic leader who wanted to build a strong republic. Jemmy was the brilliant thinker and politician who knew how to persuade people of the need for a robust republic and its institutions. They made a strong team to bring about the Constitution and to get the new government established.

But even their team didn’t last forever. As Washington’s first term was ending, his cabinet team that included Alexander Hamilton and Thomas Jefferson was breaking down. The enmity that developed between these two titans resulted in the formation of the first political parties in the U.S. – the Federalists led by Hamilton and the Republicans led by Jefferson. Once Madison opted for Jefferson’s team, the Washington-Madison team broke down.

You can learn a lot from Washington and Madison AND modern executives who are strategic leaders…Conventional Wisdom: How Today’s Leaders Plan, Perform, and Progress Like the Founding Fathers examines how contemporary executives exercise strategic leadership, utilize their own Madison Factor, build effective teams, and deal with mistakes and tough decisions.

Learn more from the Constitutional framers and modern leaders. Get your copy of Conventional Wisdom today using the special pre-publication offer at http://www.conventionalwisdomcenter.com/.

Rebecca Staton-Reinstein, President, Advantage Leadership, Inc. http://www.AdvantageLeadership.com
Author, Conventional Wisdom http://www.conventionalwisdomcenter.com/

Vision is NOT a hallucination

With the political season in high gear, there's a lot of talk about vision coming from all the candidates...and that's a good thing. We need to have a clear idea about where we're going before we set off in the wrong direction. But it's hard, in the middle of such contentious races, to talk about the candidates' visions without getting mired in their political views...

So here's something less controversial (except to New England Patriots fans.) After the Super Bowl cliff-hanging last quarter, the press talked to winning Giants' quarterback ELI MANNING, who was voted the Most Valuable Player. He talked about those last thrilling minutes when he threw the winning pass that won the game and described his thought process. "I was glad we were down by 4 points! If we were only down by 3, I'd have been tempted to go for a field goal. Being down by 4, I had to get a touchdown. I didn't have a choice. So I did."

Necessity forces us to translate a vision into reality.

That's what I think about when I talk about "vision." That almost calm determination. Manning believed he had no choice but to go for the winning touchdown. The founding fathers believed they had no choice but to go to world with Great Britain, the most powerful country in Europe. The framers of the Constitution believed they had no choice but to risk committing treason for the second time by overthrowing the Articles of Confederation and setting up a new republican form of government.

When I was interviewing CEOs and executives for my new book, everyone one of them told me something very similar. They looked down the road...they had a vision...they saw the future they want to create and they set about doing it.

A City Manager was called to city after city that had deteriorated. He looked at each one and saw a new city, vibrant and unique, waiting to escape from the urban decay. He shared that vision and city after city rose from the squallor and decay.

A banker looked out and saw a different approach to helping individuals who had accumulated great wealth look to their legacy. Knowing the predictive statistics that that fortune would begone within another generation, he fought back. He saw these peoples as wealth creators and their legacy families. He brought the entire family together to create a vision for their future and to create a plan and decision making process to protect that vision.

An executive, who had sold "tooth paste and sandwiches," was tapped to head a new healthcare delivery system of walk-in clinics co-located in other stores. He saw a chance to 'change healthcare' and is delivering on that promise, growing the business at a phenominal rate and being called on to advise industry leaders and the government.

A public servant took over an ailing healthcare system in a major urban area and in two years turned it from a problem-beset, crumbling system into a financially sound system with patient satisfaction soaring and people opting to use their services instead of going to private hospitals.

An engineer rose to CEO of a national engineering firm and set out to make it the "first billion dollar company with a culture!" He created a common vision for the seven merged companies that made it up and insisted that engineers become involved in the community as trusted advisors. Then with a simple statement, "Our offices ought to look like the communities they serve," he transformed the board, the staff and the company's vision for its future.

I could go on with these exciting examples. Each of the executives that I interviewed had thbe ability to turn vision into reality. They simply did not believe that it couldn't be done. As one executive told me, "I was too dumb to know any better!"

Stop a moment and think about the vision you have for yourself, your family, your company, your country. Vision is a powerful driver...It doesn't give you any choice but to succeed.

-- Rebecca Staton-Reinstein
Visit our website http://www.AdvantageLeadership.com/

5 Criteria to Look for in a Presidential Candidate

It's what the British call the silly season -- elections -- or more precisely the Primaries. If you're like me you've watched debates, stump speeches and interviews. You may have visited websites and blogs and tried to figure out what each candidate is offering. It can still be confusing. When people tell pollsters that they made up their mind as they entered the voting booth, I cringe.

Deciding on a presidential candidate is a privilege of living in a democracy. Over the last few years as I've researched the early American republic and its leaders, I've discovered 5 criteria you should consider when choosing a candidate.

(WARNING: You will have to think and ponder. You will have to examine your own heart and values and beliefs. You may have to make some hard choices.)

1. The candidate must have a Vision -- a big picture of where they want to lead the nation. They must also be able to tell you what they want to see happen by the end of their four year term.

2. The candidate must be able to make that vision a reality. For some candidates this may be done through their experience and based on their track record. For others it may be based on their ability to inspire others to act through their positive persuasive powers.

3. The candidate must have the proven ability to grow, to change and to evolve. They should have demonstrated that they can continue to examine the facts and change their minds in a principled way, based on changes in circumstances. They must be able to admit both mistakes and evolving thinking.

4. The candidate must have "character." They should demonstrate their values in their actions.

5. The candidate must be willing to be the leader of the entire nation and all the people. To quote James Madison in Federalist 10: They are people "whose wisdom may best discern the true interest of their country, and whose patriotism and love of justice will be least likely to sacrifice it to temporary or partial considerations."

Line your favorite candidates up against these criteria. Do they make it on all 5 criteria? Can you say that they make the grade 100%? If not, time to think some more.

Whoever your candidate is, show up and vote. There is an old adage that says people get the government they deserve. I don't necessarily agree with that but if you don't vote, you really can't complain. See you on Primary or Caucus day.

Mistakes Were Made!

Mistakes were made...Every time I hear that phrase I cringe...How about you?

Mistakes were made...so vague, so passive, so un-leader like. Yet, people keep using it. It screams out from the headlines and assaults our ears from the TV.

Mistakes were made... At first it looks like the leader is taking responsibility for the mistakes. But study the grammar more closely and another picture emerges.

Mistakes were made...What does it really mean? 'Mistakes' is the subject of this sentence in the passive voice. But the object of the sentence -- by whom -- is not stated. By whom? We don't know.

Mistakes were made...What the leader is really saying is, "OK, folks, we tried to hide the mistakes but now you've got the evidence. So we have to say something that sounds like we're on top of it and sounds like we're taking responsibility. It also buys us time to decide whom to sacrifice...whom to throw over the back of the troika to the wolves -- the press, the public, the employees. Maybe while they're gnawing on those bones, we can think of something else to divert their attention."

Mistakes were made indeed...The first mistake is that we made a bad decision. But then we compound it by ignoring it, covering it up, blaming someone else or taking actions that are incorrect. There is only one correct answer.

"I made a mistake. I take responsibility.

Here's what I'm doing to fix it.

Here is what I've learned.

Here's how I will apply that in the future.

I will take the consequences."

I've interviewed a wide variety of leaders for my new book on strategic leadership. I chose them because they had a track record for translating vision into reality and transforming their organizations. I asked each one what their worst business decision was and what they did about it. They all had similar reports. These are typical:

"There was a story in the newspapers about a major mistake we made. You can make excuses for it or you can be transparent about what happened. I walked the media through it and they accurately described it to the public. I hope other companies who read the story will learn from it. The key is to take an adverse incident like that and turn it into something that we can learn from so it doesn't happen again."

"Mistakes? I've made some doozies! The ones I've always regretted were the ones where I reacted and said something I didn't mean. I was confronted with an email I had sent. I learned a lot from by boss that day about what a great executive does. He told me to go immediately to everyone on the list and apologize. It was hard but I did it. I learned a lot from that."

How do you create that environment of responsibility for the entire company? Listen to another CEO:

"I want everyone to see our corporate values walking down the hall every day. Let's combine the mind and the heart and have a mission and a culture. They've heard so much about making money, budget and business plans. When we switched to emphasizing the mission, values and culture, the metrics followed and we went from single to double digit returns."

Nary a one of the CEOs I interviewed said 'mistakes were made' or any of its variants. Their message was clear. Real leadership, strategic leadership, is about taking responsibility every day for the decisions you make and living your values in your actions.

I heard a story on the news that brought it all home in a different context. A high school student's parents were suing a teacher and the school system. The student, who had a good record, made a decision to turn in a class project late. The teacher had made it plain that late projects would not be accepted so the student earned an 'F.' The student made the decision not to turn the project. Now the parents are suing for the 'trauma' their offspring 'suffered.'

Mistakes were made! What lesson is this young person learning? What lessons are we teaching our employees and colleagues...ourselves?

I have some advice: Let's ban that despicable phrase, 'Mistakes were made,' from the language. Let's take full responsibility for our bad decisions, learn from them AND take the consequences. Let's demonstrate our values 'walking down the hall.'

-- Rebecca Staton-Reinstein, Ph.D., President

Advantage Leadership, Inc.

http://www.advantageleadership.com/

* * * * *

Want to learn more about creating a strategic plan that gets robust results?

There are two easy ways to get our best selling book, Success Planning: A 'How-To' Guide for Strategic Planning. It is now used in hundreds of companies world wide and is part of the curriculum at one of the US military War Colleges.

(1) Buy it directly from our website: www.AdvantageLeadership.com/book.html Add on our unique 30-day e-mail mini-course on strategic planning for more practical tips and techniques.

(2) Buy it on Amazon: Search on Strategic Planning -- we are on one of the first few pages

* * * * *

Look for our new book, Conventional Wisdom How Today's Leaders Plan, Perform and Progress Like the Founding Fathers early in 2008 and read more about how leaders handle mistakes and much more.

Based on the US Constitutional Convention of 1787 and interviews with successful CEOs, this unique business book combines history and business. I examine the Convention as an example of typical strategic planning with all of its creativity and messiness. Spring forward to the present and see how today's CEOs use the same techniques to transform their companies and translate vision into reality. Learn from all of the leaders --what works in the real world so that you can improve your own abilities as a strategic leader.