Double Standards

Do as I say and not as I do.

Isn't that what we often like to tell our children? Isn't it often what we subliminally say to our team members at work? Don't our actions often give us away here?

It's been a long time since I was in the Service, but waaay back then, we used to have to periodically wear our chemical protective suits and gas masks 4 hours at a time while performing our normal duties. The idea was to help us get acclimated to wearing the gear so we would be better prepared in case of a gas attack. As you might imagine, the suits were very hot and the masks were very hard to breathe through, especially when making any exertion at all.

If any of the soldiers were caught sneaking a breath of fresh air during the exercise, they would definitely get in trouble. However, many of the leaders would find opportunities to sneak away and peel off their masks for a few minutes. The thing is, the troops weren't stupid. They knew their supervisors had gone "missing". Sometimes they even saw their bosses "cheating."

The excuse was that they were older and had issues with heat or lung capacity, but I suspect the real reason those leaders took off their masks was they thought they could get away with it AND they deserved special treatment because their rank afforded them such. It was just one more bit of "evidence" to the soldiers that a double standard existed even though it was regularly denied.

We probably wouldn't like it if our bosses adopted a "do as I say, not as I do" attitude, would we? Then why would it OK to embrace that same attitude with our folks?

I challenge all of us to take a look at the requirements we place on our team members and ourselves; then we need to evaluate how we measure up to our requirements. Our team members probably know, so we should, too.

What, How, Do

I've heard someone say, "I pretty much know everything about leadership. Oh, there might be one or two small things, but very, very little. I don't need those seminars. I don't need those books. I already know what to do. My problem is that I just don't do it."

On the surface, besides the arrogant nature of the comments, this person seems pretty dialed in on the whole leadership thing: lots of training, lots of exposure. Then the question is asked, "So, why don't you do it?" The answer might be, "Well, none of us is perfect, blah, blah, blah." Cop-out...

Could it be that there's a piece missing? Could it be that the reason the "expert" isn't doing what he or she knows, is that the person doesn't know HOW to translate the knowledge into action? Could it be that it's not:

Knowledge -->> Action

But, instead, it's:

Knowledge -->> Practice -->> Action?

Could it be that there's been no practice, or more likely, not enough practice (if there's such a thing as enough practice)? Does this example work?

I know what to do to fix a computer. I have the instructions right here. Still, I may not be an expert at fixing computers until I've practiced fixing them: breaking parts, frying components, and corrupting or erasing files until I've made enough mistakes and fixed more computers than I've broken on a regular basis.

Now, I'm picking on leadership folks right now, but perhaps this idea of practice could extend to any number of areas, like service, management, or coaching (Hey! These are the things I write about!).

The saying is "practice makes perfect" and since we can never be perfect, I guess that means we must endlessly practice. Of course, that may lead to another question of "If I'm not perfect, can I truly be an expert in my field?", but that's a topic for another time.

Common Vision

When have you felt the most fulfilled at work, in your current job or some time in the past? For me, it was when I was a part of an organization with a common vision.

The absolute best organization I was ever part of was NOT the place where I had the best job. I had better jobs that I liked more with other groups. This organization, however, was the place I felt most energized and alive. It was the place where we had the most compelling common vision.

I briefly alluded to this organization a few days ago when I wrote about being the Communications Officer for 8-43 Air Defense Artillery at Ft. Bliss in El Paso, Texas (see the post here). The core group of us (about 25-30) shared this common vision: to build a battalion of 700 soldiers, equip it, train it, and move it 8,000 miles to West Germany where its PATRIOT missiles would help protect our forces from the enemy.

Our commander lived and preached the vision. We were his disciples and we made believers of the soldiers. We knew what we had to do, we knew the importance of our duties, and we had an aggressive timeline to meet. We took the 10 months the Army gave us and, through exceptional leadership, made a cohesive unit, rolling to the field every week for 16 weeks. At first, we were inept and awkward. Tasks seemed to take forever to complete. However, over those 4 months of intense, repetitive training, we built and honed our skills until we could practically perform them in our sleep.

We had our vision, we had our culture, and we made it happen. It was glorious.

Unfortunately, and perhaps almost inevitably, when we got settled into our facilities in Germany, we got into the habit of our duties and things got kind of humdrum and monotonous. Our great adventure was over.

I've looked back at that experience periodically, over the years, and wished I could recapture that spark we had. I've been in organizations that came close, but never quite made it. I've worked to recreate it in places, as well, but the current culture was just too strong and never allowed it to take hold.

What about you? Have you ever been in a group that had a great common vision? Have you ever been involved with a vision that just swept you up and swept you along?

"Skilled Incompetence"

"Skilled Incompetence" is a phrase coined by Chris Argyris, a business theorist who taught at Harvard and is known for his work in the area of "Learning Organizations". I was reading some of his ideas on this phrase in my favorite management book, "The Fifth Discipline" by Peter Senge. Senge is commenting about this during his comments about "the myth of the management team".

Skilled Incompetence, according to Argyris, is the consequence of "teams full of people who are incredibly proficient at keeping themselves from learning". This is in reference to business teams who keep from learning because it's not "safe". The thing is, this problem is often present in any organization, be it business, volunteer organizations, charities.

What's one the main reasons for skilled incompetence? It's the culture. It's a culture of knowing instead of a culture of learning. It's a culture of protectionism, ensuring each of the group members look good, instead of a culture where it's OK to disagree and to make mistakes in the search for the best way to operate.

How many times have you heard (or even thought, yourself) someone say, "I don't agree with that idea, but I'm not going to stick my neck out..."? How many times would you love to be able to say what you are thinking and be in a dialogue where you and your teammates are free from fear of challenging the status quo and are allowed the freedom to truly brainstorm and create?

As long as business is good, skilled incompetence doesn't necessarily show or, at least, seem to get in the way, too much. However, when there's crisis or chaos, teams like Senge speaks about often fall apart.

Have you ever seen or experienced Skilled Incompetence? What, if anything, has the organization done about it? What can be done to rid teams of this malady?

Making A Difference

Good leaders make a difference in the lives of the people they serve. I didn't write "good leaders make a difference in the lives of people who serve them". I also didn't write "GREAT". I wrote "good". Most of us are not and never will be great leaders even though we hopefully strive to be great every day.

I have written several other posts on "leaders" in this blog. Some are: Visibility, Leaders are There, Leaders Never Quit, Servant Leadership. This time the post is about how we, as leaders, can make a difference in the lives of our people.

I've been blessed to have several really good bosses over the years. The "hands down" best boss I ever had was Colonel Joseph J. "Jake" Simmons, IV. Why was he the best boss I've ever had?

It's because he:

• invested in me.
• believed in me.
• challenged me.
• helped me grow.
• cared about my well-being.
• patted me on the back and kicked me in the butt.
• helped me believe I was a winner.

Good leaders have the most unique of abilities and opportunities...the ability to make a difference in the lives of the people they serve.

On Veteran's Day, I remember Colonel Simmons and say "thank you, sir" to his service to his God, his country, his people, and to me.

Change...a clean slate

Change can be a scary thing. So much of what we want, as human beings, is to feel secure. We like things the way we like them and we don't want them to be different.

Of course, change is inevitable and it's really hard to have growth without change. One thing I do find very inviting about change is often the ability, in a sense, to wipe the slate clean, so to speak. When we start in a new position at work with a new group of people, or we take a new job, or the makeup of our team changes, it can give us the opportunity to "start over", even a little bit.

We all make mistakes and, hopefully, we learn from our mistakes. Still, our mistakes can haunt us or taint us a little bit, if only in our own minds. Change can give us the chance -- can be the catalyst -- to leave some of our mistakes and baggage behind and start fresh.

This attitude toward change is very positive and can help us move forward more energized, focused, and dedicated than we have been in a while. It can allow the real, "improved" us shine to those around us.

A clean slate is good, don't you think?

Checking Up

Do bosses have to know how to do their people's jobs in order to be able to check and ensure they're being performed correctly?

I remember having a discussion with one of my team leaders about spot-checking the work of our teams. He was adamant that a boss needed to know exactly how to perform his people's work in order to accurately determine if the work was being performed and performed correctly.

I disagreed with him. I said that key indicators often let a boss know whether work was being performed. Sure, the quality of the end result or product will let bosses know 100% (more traditional key indicators), but then it's too late to make any corrections. Let's face it, bosses are supervisors, not worker bees, and it's often not possible to realistically know how to perform every step of every team member's job.

I gave the team leader my example of ensuring that maintenance was being performed on a fleet of trucks. I said that, while I didn't know how to perform all the preventive maintenance, checks, and services on the trucks, I could check the tire pressure, the cleanliness of the oil dipstick handle (it was very large and easily got dirty), and battery cell levels to get a decent idea if the maintenance was being performed. I believe I convinced him of my argument.

What do you think? Are there checks that bosses can perform that allow them to see their teams' work is being done? What examples do you have?