Page Title

Leadership Link: Winter 2006

Table of Contents

• Leading a Results-Oriented Team
• A Short Primer on Using Technology Tools to Assess Leadership and Management Information
• Steps in Problem Solving
• Philanthropy, Community Capacity and Leadership
• New Resources

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Leading a Results-Oriented Team

Cathie Leimback

Behind every great team there is an exceptional leader. Leaders set the tone for their followers. Leaders establish, communicate, and implement practices that focus all team members on agreed-upon outcomes. Such effective leadership guides a team to achieve outstanding results.

The leader's attitude and behavior are both key to achieving positive results. Leaders who value the input of all team members and encourage them to focus on results will regularly experience success. Focusing on results requires holding people accountable. Let's explore three key practices of leaders who hold their team members accountable - stating expected results, monitoring actual results, and responding appropriately to results.

Accountability

Accountability is often considered the key to goal achievement. "What gets measured gets done." "What gets rewarded gets repeated."

Accountability is a tool for achieving effective group results. Many of us have experienced frustration in team projects when our efforts weren't appreciated or others failed to complete important elements of the job. When team members operate with different agendas, group success is greatly hampered. Three important elements of accountability are knowing where we are headed, reviewing progress along the way, and making adjustments to get back on track whenever we veer off the path.

Pat Lencioni, in his book The Five Dysfunctions of a Team, indicates that the avoidance of accountability and inattention to results are two common contributors to underachievement by teams. Too often we choose to avoid possible conflict because personal relationships might be damaged. To avoid the discomfort of heated discussions about the team's priorities, we don't always take the time to state expected results and communicate them clearly to all team members. And since following up on team members' accomplishments can offend them, leaders often leave them alone and hope that their goals will be achieved. However, teams that get results tend to be those whose members are regularly reminded of the reason they are working together. When individuals do get off track, team accountability refocuses their efforts on high priority work.

Stating Expected Results

The first key to a results-oriented team is ensuring that expected results are clearly stated. Too often leaders assume that staff or volunteers magically agree on the organization's priorities. Members on a team I was leading vocalized their concern about using valuable meeting time to develop written expectations for a variety of projects. They indicated that everyone knew what was expected of them - so I thought maybe this agenda item would be handled quickly. But when I asked what results we expected from a specific project, the room was silent. Although "everyone" supposedly knew the goal, nobody had confidence that their thoughts would be supported by others around the table. Other team leaders have told me about groups so diverse and uncertain of their focus that there are more opinions on an issue than there are team members.

When there is no clear common purpose, team members cannot effectively work together to maximize the organization's effectiveness. Jim Collins indicates in Good t to Great that discipline underpins great companies. Results-oriented teams are disciplined about clearly stating expected results so all resources are applied towards the same end.

Monitoring Actual Results

The second key to leading a results oriented team is monitoring actual results. Effective leaders observe what team members are achieving. This is akin to "management by walking around." It is difficult for leaders to enable their team members to do great work if their progress to date is unknown. When leaders review progress towards expected results, they are aware which facets of a project are on target and which need more attention. When leaders observe their team members in action, they learn which behaviors are getting or hindering results.

You may be thinking that it is de-motivating to have someone watching over your shoulder all the time. And you're right! Thus it is helpful for everyone to know how progress is going to be monitored so there are no surprises. What data will be reviewed when? How frequently will the team leader engage in or observe work on a specific project? And don't forget that leaders will only be effective when they implement the monitoring plan consistently. Team members will tend to be relaxed about monitoring when they realize the purpose is to enable them to succeed, not to catch their mistakes.

Responding According to Results

Thirdly, effective leaders provide team members with frequent results focused feedback. When team members achieve expected results, praise is appropriate. Effective leaders know that actions that get rewarded are the most likely to get repeated, so they acknowledge their team members when they achieve expected outcomes, not just when they exceed expected outcomes. Simple rewards, such as verbal thank you's, can be very motivating. They tell team members that their efforts are noticed and appreciated. Some organizations recognize those who have gone the extra mile with a team lunch, gift certificates, or special event tickets.

And when results fail to meet expectations, it is important to let team members know that this is unacceptable. Many leaders avoid the emotional discomfort of confronting individuals who are not achieving desired results. However, it is the leader's job to get results, not to do just the easy tasks. Since the impact of not reaching organizational goals can be grave, it is the leader's responsibility to ensure that team members know they are really expected to achieve stated goals.

When confronting an under-performer, approach the individual with the intent to redirect performance towards goal achievement. Provide training, coaching, and other resources that will enhance team-member success. If you choose to ignore the poor performance, be prepared to suffer the consequences. Many leaders are able to develop the vast majority of their team members into valuable contributors with appropriate feedback and support, but sometimes it is in everyone's best interests to direct under-performers out of the organization. Consider that under-performers who experience no pain are indirectly being told that it is okay if they don't meet the stated goals. Effective leaders reward team members who achieve stated results and redirect everyone else.

Focusing on Results

Teams tend to emulate their leaders. They act on whatever they perceive to be their team leader's priorities, so communication of expectations is important. Teams watch for congruence between the leader's words and actions so effective leaders are those who walk their talk. Additionally, written expectations must be consistent with what the leader says and does every day.

Team members are more focused when they understand what results are expected, know the leader is observing their performance, and receive positive reinforcement for achieving goals or supportive redirection when results are sub-optimal. Leaders of results-oriented teams ensure that all team members know what score is acceptable, regularly watch the scoreboard, and strive to improve their performance until the game is won.

Cathie Leimbach is a founding partner in Strive!, a governance and leadership development firm that serves organizations across Canada and the United States. Cathie can be reached at cathie@strive.com.

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A Short Primer on Using Technology Tools to Assess Leadership and Management Information

Jerold R. Thomas
Center Director,
OSU Extension Center at Lima

In an age of information overload, how does one access and keep up to speed on literature and information on leadership, management, and related concepts? With our increasingly connected world, we are now flooded with options and sources of information. Our computers and other tools connect us to the internet and a cacophony of resources. Many of us complain about the difficulties this brings about and tend to bog ourselves down in the process of trying to figure just what to collect and read. This is a very brief overview of four major technology tools that can be used to better handle the information flow.

Web Sites and Blogs

Everyone is familiar with web sites as an information source. Most people are becoming more familiar with weblogs (blogs) as a related source of information. Blogs are sites that esemble journals and flow in chronological order. The better ones are updated on a regular basis. Blogs tend to focus on specific issues or themes, and there are several leadership and management blogs available. Tom Peters (tompeters.com) provides outspoken commentary on leadership and management. A number of search engines help you find blogs. Go to your regular search engine and search for "blog search engines." Or try http://blogsearch.google.com.

Digital Books

One of the first productivity tools I discovered was books on tape. We can now download or stream books and other audio (see podcasts below) directly to our computers or onto portable MP3 players. Audible.com sells numerous leadership and management books, as well as offering subscriptions to Harvard Business Review, Soundview Executive Book Summaries, and other popular press magazines. Apple's Intunes.com also sells books.

Electronic books are also available for download on your Personal Digital Assistant (PDA). Venders like ereader.com sell various leadership-related books.

Local libraries can also be a source of digital books, although their "virtual" stacks are sometimes limited. As an example, you can view the Columbus Public Libraries collection at: http://clc.lib.overdrive.com.

Audio and Video Podcasts

Podcasts are simply audio-recorded messages or shows. In the two years since their introduction, they have mushroomed. The quality (both content and audio) varies greatly. To see just how many are available, go to the podcast section of itunes.com. Podcasts are generally free. For management information, manager-tools.com provides a quality, hands-on weekly management broadcast. Again, searching online for podcasts will produce various providers. You will need to download free software from the podcast provider to access the podcasts.

RSS Feeds and Feed Readers

So how do you keep track of all this information? Fortunately most blogs and all podcasts are distributed by RSS feeds. These feeds allow specific software to deliver news content directly to your computer. Podcasts are automatically delivered by RSS feeds. Feed readers (also known as aggregators) aggregate various sites and provide you updates every time a site or blog is changed. Instead of spending time visiting several sites, you can visit the aggregator and see which sites have added information. Several free aggregators are available online (for example, NewsGator) or there are desktop versions like Feed Demon. Use your search engine and explore the various options.

Summary

This has been a very brief introduction to some basic technology tools that can help you find and manage information online. The best way to get started is to simply dig in and start exploring. Set aside an hour or two and learn about these new tools. You will be rewarded with a huge payoff in knowledge.

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Steps in Problem Solving

John O. Hale
Lead Faculty, Logistics and Supply Chain Management Program, Clark State Community College

"The one common experience of all humanity is the challenge of problems." - R. Buckminster Fuller

Problem solving is a process involved in finding a solution to a problem. There are many logical and systematic processes that can be used to help understand a problem better and make an informed decision to solve any problem. Here is one such seven-step process (Stevenson, 2005, p. 404).

Step One: Define the problem and establish an improvement goal.

"If you're doing something the same way you have been for ten years, the chances are you are doing it wrong." - Charles Kettering

What appears to be the problem may be just a symptom and not the real underlying problem. Give problem definition careful consideration; don't rush through this step because this will serve as the focal point of problem-solving efforts. The goal is the end toward which effort is directed.

Step Two: Collect data.

"We are too busy mopping the floor to turn off the faucet." - Unknown Author

Organize and collect available data that pertain to or can influence the problem. Focus on the facts. Opinions get you into arguments; facts lead you to conclusions. The solution must be based on facts. Possible tools include a check sheet, scatter diagram, histogram, run chart, and control chart.

Step Three: Analyze the problem.

"Most of our so-called reasoning consists of finding arguments for going on believing as we already do." - J. H. Robinson

Classify the problem areas according to degree of importance and focus on the most important. Possible tools include a Pareto chart or the use of a cause-and-effect (fishbone) diagram.

Step Four: Generate potential solutions.

"It's not that I'm so smart, it's just that I stay with problems longer." - Albert Einstein

Use unrestrained collective thinking to generate a free flow of ideas for potential solutions. Methods include brainstorming, interviewing, and surveying.

Step Five: Choose a solution.

"There is always an easy solution to every human problem - neat, plausible, and totally wrong." - H. L. Menchen

Identify the criteria (refer to the goal established in Step 1) for choosing the solution. Apply the criteria to potential solutions and select the best one.

Step Six: Implement the solution.

"Act quickly, think slowly." - Greek proverb

Create an action plan. Analyze the task/project to determine all that must be done to implement the solution. Consider the time, resources, and people involved. Carry out the solution. Keep everyone informed.

Step Seven: Monitor the solution to see if it accomplishes the goal.

"Ability is what you're capable of doing. Motivation determines what you do. Attitude determines how well you do it." - Lou Holtz

Use a tool that will aid in identifying trends or other patterns that may be occurring after the implementation of the solution. If the solution is not solving the problem, modify the solution, or return to Step 1. Possible tools include a control chart and a run chart.

Try using this process to tackle your next problem. Always attempt to be creative and innovative in solving problems that are worth solving. Just do it.

"What is not started today is never finished tomorrow." - Johann Wolfgang von Goethe

References

Stevenson, W. J. (2005). Operations Management. New York, N.Y.: McGraw-Hill/Irwin Publishing.

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Philanthropy, Community Capacity and Leadership

Christine Wetherholt Cugliari, Ph.D.

Philanthropy. A word that can be hard to pronounce and a concept that is difficult to understand. Yet, it is a valuable resource necessary for the continued and future development of our communities.

Philanthropy Defined

Defining philanthropy is an imperative because most Americans do not know what the word means, and for many, the word carries a negative connotation (McCully, 2000). McCully, a trustee of the Ellis Phillips Foundation, provided examples that contribute to this negative image - vague language that focuses on the negative such as nonprofits and disadvantage; a fragmented field in which there are few collaborative ties; and a lack of national leadership. The Donors Forum of Ohio (1998) said "the word 'philanthropy' can be a little off-putting. To our modern ear it sounds somewhat arcane - like something overheard in a Victorian drawing room." (p. 1)

The word philanthropy is frequently used interchangeably with charity, yet the two are very different concepts. Charity is the giving in response to emotional and immediate needs. Such giving seeks to alleviate individuals' suffering in the present. Charitable giving flows from income. One way to think of charity is to equate it with everyday expenses - current resources used to meet current needs.

Philanthropy, on the other hand, is strategic giving meant to address the root causes of problems and suffering. Philanthropic giving is focused on "the common good" and the future.

Assets given to philanthropy are generated from savings. This type of giving may be equated with investment - resources saved for the purpose of meeting future needs.

Community Capacity

When thinking of a community and its capacity to help itself, charitable giving provides resources for addressing needs that must be meet to provide the basic needs of life. School supplies for children, household items for a family that lost its home to fire, and contributions to the food pantry are all examples of charity.

Charitable giving is an expression of individuals and businesses digging into their pockets and checkbooks and giving dollars in response to an emotional and immediate need. Recent large-scale examples of charitable giving are the initial outpouring of gifts in response to 9-11, the tsunami, and Hurricane Katrina relief.

Philanthropic giving, investing in the community's future, provides the capital with which a community can invest in capacity-producing resources that permit the community to care for itself. These community-directed resources are typically entrusted to a community foundation, a publicly-supported, non-sectarian philanthropic institution with a long-term goal of building permanent endowment for the broad-based benefit of the residents of a defined geographic area. Such gifts then generate a stream of income with which the community foundation, under the direction of community leaders and residents, awards grants to projects and organizations within the specified community.

A familiar use of philanthropic gifts is the providing of scholarships to local students. Perhaps less visible are the grants awarded that support parks, build facilities for non-profit organizations, and fund processes that permit the community to discuss relevant issues and create a means to address these issues. The common thread of the original philanthropic gifts that provided the capital from which the current grant awards are funded is that the impact of the gifts is future focused, promotes the common good, and provides the community with additional capacity to address the root-causes of needs.

Philanthropy and Community Leadership

As a community leader, two questions are probably lingering in your mind: "Why is this important to me?" and "What can I possibly do that can be helpful in generating philanthropic giving in my community?" As a community leader, you have a responsibility to picture what can be and assist others in seeing and creating this preferred future. Along with this is an implied responsibility to envision how this might be accomplished and with what resources. In addition, as a community leader and steward, you are entrusted with community assets, which must not only be used wisely in the present but also captured, preserved, and enhanced for the future benefit of the community. This is the jumping off point for understanding why philanthropy should be of importance to you.

Philanthropic gifts, as stated previously, are typically generated from assets and resources that an individual has accumulated. An easily identifiable example of a source of these assets is small business owners and professionals - local people who have built local and regional businesses that have generated modest wealth. As these small businesses are sold or liquidated, what becomes of the remaining assets, particularly as the owner begins to think about estate and financial planning? Unfortunately, what is happening all-too-often, particularly in small and/or rural communities, is that these non-recurring assets leave the area.

As an example, an attorney in one Appalachian Ohio county noted that an estate in excess of $1 million was returning less than 3% of its assets to the deceased's county of residence. All other dollars, non-recurring assets generated within the community, were leaving. In another rural county, citizens working to establish a community foundation were joined by a former probate judge who was interested in the work because s/he had seen too many dollars leave the area when people died and returned little, if any, of the estate to the community that had supported them in life.

These escaping assets represent the needed investment and financial capacity for the continual renewal of our communities. Philanthropic assets are the capital for carrying out the work of associations, organizations, and agencies that support the very fabric of our communities. David Mathews, president of the Kettering Foundation in Dayton, stated the case for philanthropic assets:

If economic development requires a physical infrastructure of water mains and power lines so that factories, schools, and houses can be built, then community development requires a corresponding civil infrastructure for institutions to work, programs to function, and problems to be solved. Foundations depend on strong civil societies for their objectives to be met. If societies are weak, grant makers must invest in civil infrastructure. (Mathews, 1995, p. 42-43).

Therefore, shouldn't one of the roles in your job description as community leader and steward be that of encouraging the community to invest in itself; of encouraging individuals to seriously consider philanthropic giving and the entrustment of their assets to community foundations or other grant-making entities in order to develop and maintain a strong civil infrastructure for the communities you care so much about? Of course!

Generating Community Philanthropy

This investment in the community leads to the second question: "What can I possibly do that may be helpful in generating philanthropic giving in my community?" Of the action steps you can take to encourage philanthropic giving, several will be discussed here in no particular order of importance.

First, learn about philanthropy. Be able to distinguish philanthropic and charitable giving. Understand that each has a vital role to play in a community. Learn about the need for philanthropic capital to support a civil infrastructure. Become familiar with community foundations and their roles as the trustee for assets designated for common good. The more you know about philanthropy the more likely you are to interest others in philanthropy.

A second step you can take as a community leader is to invite people to participate. This is critical in that donors tend to be participants. One donor shared that s/he is aware of several people of means who are not giving in his/her particular community because the individuals have not been asked to participate. When people participate they become aware of the needs and opportunities. Inviting people to participate creates an avenue for you, as a community leader, to develop potentially two key assets in your community - increased human resources and new philanthropic resources.

Tell the story! All communities have stories of gifts and the impact these had on individuals, organizations, and the community as a whole. Encourage donors, as well as gift recipients and particularly community foundations, to share the stories surrounding their gifts. Work with local media to highlight donors, the satisfaction received from giving, and the impact of gifts upon community and economic development. As stated by Bobby Moser, vice president for agricultural administration and dean of the College of Food, Agricultural, and Environmental Sciences, "There's a story behind every gift." Such stories are often the means of providing the model that potential donors can emulate.

Encourage the community to say thank you. This fourth action step is critical. The power of thank you cannot be overstated. A thank you not only completes one giving cycle but also creates the beginning for future giving. In addition to working with local media to tell the story, encourage the media to set the example by publicly saying thank you. One community that does this well is Tuscarawas County, Ohio, where the newspaper in general and the editor specifically make a concerted effort to thank donors as well as the community as a whole for its generosity. A donor from that community noted that this thank you from the media not only acknowledges good works but also creates the expectation that giving is a responsibility of community residents.

Summary

Philanthropy is an investment in the community's future. It is strategic giving that seeks to address the root causes of suffering and impacts the common good. As community leaders and stewards of community resources, you have a responsibility to see that potential philanthropic assets are captured, preserved, and enhanced. You can have a positive impact on encouraging philanthropy and increasing community capacity by focusing on four action steps:

• Learn about philanthropy.
• Invite people to participate in the community.
• Tell the story.
• Encourage the community to say thank you.

References

Donors Forum of Ohio (1998). Ohio, The State of Philanthropy. Columbus.

Mathews, D. (1995). Creating a movement toward 'civil philanthropy'. The Chronicle of Philanthropy, 7(13), 42-43.

McCully, G. (2000). Is this a paradigm shift? Foundation News and Commentary, March/April, p. 20 -22.

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New Resources

Winners Never Cheat: Everyday Vales We Learned As Children (But May Have Forgotten)

Jon M. Huntsman, Upper Saddle River, NJ: Wharton School Pub., 2005

Presents the lessons of a lifetime: a passionate, inspirational manifestation for returning to the days when your word was your bond, a handshake was sacred, and swarms of lawyers weren't needed to back it up. It's about how you listen to your moral compass; how you build teams with the highest values...share success...take responsibility...earn the rewards that only come with giving back.

Becoming a Strategic Leader: Your Role in Your Organization's Enduring Success

Richard L. Hughes, San Francisco, Calif.: Jossey-Bass; 2005.

Outlines the framework of strategic leadership and contains practical suggestions on how to develop the individual, team, and organizational skills needed for institutions to become more adaptable, flexible, and resilient.

The 2005 Pfeiffer Annual: Consulting

Pfeiffer & Co, 2005.

Experiential learning activities, inventories, questionnaires, and surveys; presentation and discussion resources. This volume includes topics on building an agenda, problem solving, followership, adapting to high-risk situations, roles in a group, and Internet impressions.

The Leadership Gap: Building Leadership Capacity for Competitive Advantage

David S. Weiss, Mississauga, Ontario, Canada. John Wiley & Sons, Inc. (T), 2005.

Building leadership capacity is not about two-week executive development courses or hiring a charismatic CEO. It is about embedding the value of leadership within the culture and developing leaders at all levels in the organization for a sustainable competitive advantage. Leadership capacity is mission critical for organizational success.

Leading Diverse Communities: A How-to Guide for Moving from Healing into Action

Cherie R. Brown, San Francisco: Jossey-Bass, 2005.

This book distills the National Coalition Building Institute's wisdom into 32 concise leadership principles. Each principle is illuminated with theory and a related example, activity, and worksheet that can help develop the skills required to put a particular principle into practice.

Why Great Leaders Don't Take Yes for an Answer: Managing for Conflict and Consensus

Michael A. Roberto, Wharton School Pub, 2005.

Shows how to stimulate dissent and debate to improve your decision making and how to keep that conflict constructive. Explores how real organizations make real decisions; the five myths of executive decision making; how to foster open debate that actually builds long-term consensus; how to move to closure - over coming the inability to decide; and how to gain the whole-hearted commitment to act.

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Created: 2007-04-18, Updated: 2008-12-28