Grant-and-Patrick

The 4 Essential Things A CEO Cannot Delegate: Patrick Lencioni Interview

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Last month I spent time with Patrick Lencioni. I always get so much value when I spend time with him. He is an incredibly gifted writer and without doubt the leading voice in the world today on organisational health.

During our time together I asked Pat a variety of questions, all of which arise from the challenges and issues we encounter while working with executive teams, in South Africa and around the world.

It is a powerful and insightful interview and I hope you find it as interesting and stimulating as I did while making it.

We deal with issues such as:

1. What are the 4 essential things that a CEO cannot delegate?
2. What does it really mean to develop a performance culture?
3. Why are meetings often so unproductive and what can you do about it?
4. How do you get communication to flow in large organisations with lots of layers?
5. How to tell the kind truth upwards and why doing this will double your influence in your organisation?
6. Why do managers wait so long before addressing poor performance and bad behaviour?
7. What are the ideal attributes of a great team player?
8. Why is clarity more important than certainty when you are an executive?

Patrick Lencioni Interview

Download The Full Interview

Download Size: 862.12 KB  192 downloads

Setting Goals, Building Trust and Catching Buffalos

This is the final video in the series. Ian and I have been talking about the process of building a high performing team.

In the beginning it starts with decisions the leader must make around team membership and size. The qualities and skills of the people on the team define what kind of team it will become.

To be high performing you need people who are hungry. People who want to achieve and who have the discipline and endurance to actually carry out the tasks required for success.

But as Patrick Lencioni writes, they must also be humble and smart.

This means they are open to learning from others, place the team above themselves and show good judgment when dealing with people. Leaders of high performing teams are both wise and courageous with team selection.

They know this is their most important task.

When it comes to team size, between 5 and 10 is the ideal number. Too big and you lose the ability to meet often, to go deep into issues and to be agile and responsive.

Clear Goals and Trust are the next big building blocks.

We talk about these in the video and once again we turn to lions to bring lessons back into business. In particular we draw our biggest insights from those lion prides who pursue big, dangerous quarry like the African Cape Buffalo.

Goals create focus and they concentrate effort. Skilled and committed people concentrating their effort on a few big things leads to breakthroughs.

But often in teams there is the temptation to have too many goals.

I come across teams with as many as 10 or 15 priorities. Our adage is too many priorities mean none at all. By clear we mean the few vital things the team must achieve with excellence or nothing else it achieves will really matter.

Trust relates to team members’ confidence to speak up, to disagree, to own up and to be vulnerable.

Despite being so obvious and widely spoken about, many teams still struggle with both of these concepts.
Not only have most teams not clarified the few vital things, but there is also not the level of trust in place to have the kind of open, free-flowing, often heated and spirited debate, so necessary for making decisions that generate commitment.

This mixture of goal confusion, ambiguity and low trust is a proven recipe for mediocrity and low morale. The exact opposite of high performance one is trying to create.

High performing teams have mastered this challenge. Not only can people accurately describe the goal, they can also describe in detail their part in achieving it too. And they are not afraid to speak up, to disagree when it’s required and to encourage others to speak out too.

Not that they are disagreeable, quite the contrary.

It’s that they are so committed to the team and so badly want the best for the business that they are slightly paranoid that something important will be missed.

Building a high performing team is easier than it seems.

It does not require a new theory or great intellectual insights. But it does ask for courage from the leader and a real commitment from the whole team to doing something special and in the process avoiding the well-worn path of playing it safe and mediocrity.

We hope that you will enjoy this short video … as much as we enjoyed making it.

We also always love hearing from you.

What question would you like answered when it comes to building a great business culture, leading an organisation, or setting up and sustaining winning teams? No question is too big or too small. We will do our best to answer all of them in a meaningful way or at least to point you in the right direction.

Please comment below. We would love to hear from you!

To view the full series, and for more articles and resources, please visit www.leadershipworks.co.za or www.ianthomas.net.

Or you can follow us on our travels on Instagram @grant.ashfield | @ian_s_thomas.

What do lion prides do with passengers?

Tackling the thorny issue of poor performance and unmet expectations is vital if a business team wants to be successful and breakthrough to the next level.

Ian Thomas and I discuss this question in the 2nd video in the series.

The key is to deal with these issues early, directly and of course kindly. It’s a mistake to wait.

Waiting does everyone a disservice. People want to know where they stand and they rely on you to tell them and guide them.

I am a beneficiary of this. Ten years ago, after a consulting session with an Executive Team the CEO invited me for a chat. He got straight to the point.

No elaborate preamble or attempt to soften what he was about to tell me. I recall his words clearly. “We like you. We want to work with you, but today you disappointed me. We have not hired you to tell us what we already know. Your job is to bring us deep insights from your experience, to challenge us and to force us to talk about the things we would rather avoid.”

That was it. Simple and clear. I had to get better if I was to keep working with them. It was a turning point for me and our business.

This was unusual. Mostly senior leaders allow too much time to pass. The real issue I think is the discomfort with the conversation. We hope that the other person will somehow gain the insight by themselves and take the steps to change, without us being in the uncomfortable situation of having to challenge them.

In a lion pride the issues are so much sharper and real.

Here if you don’t contribute you don’t share in the rewards of the hunt and ultimately you fall out and die. It’s stark but its true. The sustainability of the pride relies heavily on the contributions of each individual but the individual is not more important than the pride.

Contribution and performance defines membership.

Are you moving too slowly to tackle behavioural and performance issues on your team?

Are you avoiding the uncomfortable conversation about someone’s performance or behaviour?

Take action today!

Begin by writing down what you expect. And yes, write it down. It’s important to be specific. Avoid generalising. This is not about their character. It’s about their contribution and behaviour – be crystal clear before going on.

Check your intent. You are doing this out of love and respect. The other person wants to grow and improve as much as you do and you are a necessary part of this process for them.

Don’t sugarcoat. Be direct and sincere. Offer help and support but don’t take on responsibility for their choices and actions.

Then follow up and follow through with rigour.

In the next video, Ian and I talk about building trust and goal setting. These are the next vital steps in building a great team.

For more articles and resource visit www.leadershipworks.co.za  | www.ianthomas.net. Or you can follow us on Instagram at @grant.ashfield | @ian_s_thomas.

Lions have mastered this skill… how about you?

In a lion pride, team selection and membership is an essential part of their survival. For lions, especially when they are hunting big prey like buffaloes it is a life or death issue.

Having the right team members on the hunt not only ensures their success but also guarantees their safety. Here there is no place for complacency, confusion or personal positioning and ego. It is about getting the job done and ensuring the wellbeing of the pride.

In organisations the consequences of getting team membership wrong is not so immediately felt. But it’s essential nevertheless.

In fact it is the # 1 executive skill.

Who should be in the key seats around the table is a skill every leader has to master. It is essential to be rigorous about people decisions. If you get this wrong, especially at the top, the whole organisation suffers.

Recently my friend Ian Thomas – best selling author of Power of the Pride, and team expert, and I caught up to talk about this subject. Ian has spent his life studying lion prides and bringing the lessons back for business people.

In this short three-part series we talk about team membership, dealing with passengers on the team, trust and goal setting. We hope that these are useful, fun, and helpful to you!

Getting Team Membership Right

In the next video we will focus on dealing with passengers and poor-performance.

With the right people in place you can now focus on accelerating your growth and building a healthy organisation – one that is future focused, outward looking and entrepreneurial. Vital qualities that every CEO I talk to deem essential to their success.

For more articles and resources visit our websites. www.leadershipworks.co.za and www.ianthomas.net. Or you can follow us on Instagram at @grant.ashfield and @ian_s_thomas.

Please comment below. We love hearing from you. We will send each person who comments a free copy of Ian’s book – The Power of the Pride. * limited to the first 10 comments

Are you measuring what really matters LeadershipWorks

Are you measuring what really matters?

We are past halfway in 2017. Are you on track?

Every organisation measures sales and cash flow and operating profit. What we call the smart stuff. You will have a very clear idea of these things I am sure. But is your organisation healthy?

Some say this can’t be measured.

That’s not true. It can, but you have to ask the right questions and then be willing to talk about what’s really going on – with an unusual level of honesty. The numbers are vital but they don’t tell the full story. They don’t give you the full picture about what’s going on or how well you are doing.

The other part of the story resides in people’s loyalty and commitment to the organisation. In their personal productivity and how much extra of themselves they are prepared to show and give. In how willing they are to work together, to grow and take risks and to get out of their silos and pull in the same direction.

This is where the real breakthroughs will occur.

What questions will you ask yourself for insight into this part of your business?

Let’s start with your Executive Team.

  1. Are the right people on board and is it small enough to be effective?
  2. Does everyone participate in constructive, unfiltered conflict and debate around important issues?
  3. Are members of your team focused on team number one? Do they put the collective needs and priorities of the larger organisation ahead of their own departments, technical areas and ego’s?
  4. Can members of the team be genuinely vulnerable with one another?

Then, have you created clarity?

  1. Is everyone on board around a clear vision and strategy that differentiates you from competitors?
  2. Does your leadership team have a clear, current goal around which they rally and which everyone feels ownership for?
  3. Do your leaders demonstrate through their actions what behaviours are valued and what will not be tolerated?
  4. Do all your employees, with their heads and their hearts, identify with your organisation’s reason for existence, strategy and goals?

Finally, do you passionately reinforce what’s most important?

  1. Do your managers have a simple, consistent and non-bureaucratic system for setting goals and reviewing progress with your employees?
  2. Is non-performance challenged and are individuals who don’t fit your values actively managed out of your business?
  3. Are your compensation and reward systems built around teamwork and the values and shared goals of your organisation?
  4. Are your meetings effective?

Twelve questions to think about as you go into the last five months of this year.

Make a start. Involve others.

Take some risk. Invite your team to come along with you. Truly listen.

Be resolved.

Most importantly, start the discussions that ultimately will make the biggest difference to the success of your organisation and business.

Please comment below. We really do love hearing from you. What are the most important questions that leaders should be asking in your organisation?

Leadership Works Is Your Organisation A Great Place To Work

Is your organisation really a great place to work?

I recently hosted a discussion with a small group of people aged between 21 and 34.

The group, made up of employees from junior and middle management, was talented and ambitious with the potential, the CEO told me, to succeed at the highest level in the company.

Her worry was whether they would stay and if the culture of the business really supported the growth and development of talented people. “A lot of our best people leave once we have trained them, it’s very costly and frustrating to keep starting all over again.”

It’s a problem many companies face.

The purpose of this discussion was to build the awareness of the Executive Team.

They wanted insight into how this group felt about the leadership of the company. They wanted to know if this really was a great place to work, why they had joined and what would cause them to leave.

This Executive fully appreciates the extent to which politics, confusion, turf wars, enlarged egos and dysfunctional behaviour at the top breaks down employee morale and productivity and how much this contributes to suppressing (and depressing) talent, causing them to leave.

This team is vigilant and determined to build a healthy organisation.

Respect, trust, confidence and pride in the culture are the hallmarks of a great organisation and the CEO in particular wants to know that these are present in her organisation.

To the credit of the group, once we kicked off, no one held back. From the start the discussion was animated, engaging and free flowing. Soon we were oblivious to the executives sitting around us, who were scribbling notes and listening intently.

Ninety minutes flew by and at the end definite themes had emerged.

1. Right now in their careers opportunity, guidance and autonomy is vital.

They need real work and responsibility that challenges them and leaders who will support them on the way. Few people, even the most talented, are able to be successful on their own.

But they also need space. They need to make mistakes safely and they’re not able to grow with managers constantly looking over their shoulders and interfering.

Peter Drucker said “that most of what we call management, consists of making it difficult for people to get their work done.” There comes a time when senior managers need to get out of the way and let people get on with it.

2. This generation is strongly motivated by the need to make a difference.

They want to make an impact and they want their work to have meaning. For many this includes being role models for their community – to show other people that it’s possible to come from very little materially and get somewhere in the world.

From their leaders they also need inspiration … more ‘why’. More knowing that what they are doing serves a real purpose. For any person, feeling that one’s work is neither appreciated or valued is demoralising, but its especially so for this generation.

3. “More feedback please!”

“Tell me how I am doing. Be direct and honest and please don’t shield me from consequences or the truth. Mostly don’t ignore me. Please don’t hire me and promise me great things and then ignore me.”

These words were spoken passionately and over again and were perhaps the biggest takeaway for this Executive Team.

One of my favourite management maxims, “Know me. Value me. Focus me” sprung to my mind.

To give of their best, everyone, especially this generation, wants clear direction and expectations, to be known and valued for who they are and to believe that what they do makes a difference and matters, especially to someone in authority.

I left the discussion with the overwhelming feeling that in our own striving, those of us in our 40’s and 50’s must not let this new generation down.

We are blessed with talent in our companies.

Our job as leaders is to see it. Nurture it. Release it.

As always we love hearing from you. Please comment below and let us know what you think. Is your organisation really a great place to work?

First Who Then What Team Right People

Do you have the right people on your team?

A few years ago I had the privilege of working closely with Jim Collins, author of Good to Great and How the Mighty Fall.   Having the right people on the executive team is a subject he has researched deeply. It’s the whole basis of his work, captured in the maxim, “first who then what.”

It’s also a subject we are often asked to advise on by the leaders we work with.

The question is vital.  I see many organisations trying to achieve a significant performance improvement and culture shift – without really taking seriously the most important question of all, who is sitting around the table?

Team selection – applying the ‘first who then what’ principle – is arguably your most important job as the Chief Executive. At the top you’re not just selecting your team, you are creating the cultural blueprint of your organisation.

This is because what happens on your team, the tone you set and the behaviours you display, are magnified across the whole company.

I’m working with a newly appointed CEO. She inherited a team of 17 people. She knows they need to be fast, agile and responsive. But this team is too big, too unwieldy, too bogged down by consensus and other dysfunctional behaviours, so she must make changes.

(See our previous post on team size;  Is Your Team Small Enough?)

We spent time together talking about what kind of team she really wants.

She wants an executive that learns quickly from mistakes, bounces back from setbacks, where people argue and debate, not to improve their personal position but to find the best answers to support the cause.

She wants a team where people bring data, evidence, detail and logic to discussions but who are also fiercely passionate about the mission and believe in the work. She wants people on the team who enjoy the confidence and admiration of their peers and who have the respect of those they lead.

She realises now that whether they ever become this kind of team at all is a result of who is on the team in the first place.

‘First who then what’ is critical to her plans.

Patrick Lencioni has recently written about this subject.

His latest best-selling book The Ideal Team Player describes 3 essential human attributes for team membership. He asks if the people on your team, or those that you are about to employ, are humble, hungry and smart with people?

  • Put differently, do they think more of others than themselves and are they able to be vulnerable?
  • Are they eager to help? Do they love getting results and do they work hard?
  • Do they exercise good judgement with people and group dynamics, aware of the impact and effect of their words and actions?

Why team selection is so important is because people with these attributes are much more likely to create a true high performing team, which displays all the performance characteristics we wrote about last time.

In conclusion the qualities that people bring with them into your organisation and onto your team are essential and as a leader you should be selecting for these things as much as the person’s skillset and experience.

To help my client, the CEO, with her decisions, I have shared these attributes and the six characteristics Jim Collins describes for the ‘right people in key seats’ with her. It has benefitted her greatly.

Making changes will be uncomfortable, delicate and demanding. But to get the business onto a different path she knows it’s her most important task and it’s one that she has to tackle head on.

Please comment on the post below or send me a mail,  (grant@leadershipworks.co.za) and I will send the ‘right people in key seats’ characteristics on to you.

Next time I will write about a subject I am very passionate about. Lions.

In a lion pride, team selection and membership is an essential part of their survival. It’s a life or death issue. Prides that thrive have powerful individuals and everyone benefits.

I will talk with Ian Thomas, author of Power of the Pride and he will share his deep wisdom from a lifetime spent watching lions and working with teams.

matches pass passion along leadership works top teams

Do you have a real team at the top?

Last time I promised to write about how to start to tap into the gold mine inside your organisation.

The first step is to build a real team at the top.

When your company’s executive team are not on the same page about what’s best for the whole organisation and they put their own interests, needs and functional areas before the priorities of the larger organisation there is a problem.

A bank executive told me recently, when there is no cohesion and unity at the top, the stage is set for interdepartmental rivalry, backbiting, confusion and infighting everywhere else. This behaviour he insists does not serve the overall best interests of the bank and neither does it help the customer.

The journey to a healthy organisation begins then with the Executive Team.

When your executives, the people with the greatest influence on behaviour in your organisation, start sharing information, support group decisions, dismantle the walls that once protected their turf and outlaw political games and hidden agendas, the message about how to behave is clear to everybody else.

How your leaders behave plays a vital role in ensuring that people don’t turn instead to cynicism, apathy and escapism.

Almost every employee has a deep need and desire for a cohesive and unified team at the top. They want to be inspired, to respect their leaders and to not have to take sides and fight unwinnable wars on issues that should have been resolved above them.

For many this deep need remains unmet and it’s a huge contributing factor to why large numbers of people are not emotionally engaged in their work.

At the initial offsite with the top team the first really difficult question we ask executives is, which team is your first team?

It’s not a trick question.

Which hat you wear as you sit around the Executive table is vital to how you show up and behave. Surprisingly, many Executives have not thought much about this.

For most it’s first their functional area or business unit – the team that they lead – that gets their main loyalty. This is where they are most comfortable. Where their knowledge and power base is.

Yet in a healthy organisation – there needs to be a clear Team Number One.

This is a small group of people – the Executives – who have the total interests of the business at heart and who are guided by one overarching leadership question, “How do we unlock and release the future full potential of the whole business”.

This means they are also completely dedicated to stopping the turf wars, ambiguity and every other barrier and bad behaviour that gets in the way of survival, growth and winning in the market.

They know that the stakes are high.

They know that the competition is organised and that every ounce of human creativity and intellect has to be focused outward and not wasted on internal struggles and needless empire building.

An executive I worked with – a very straight and direct man – used to challenge his team by asking; “do you want to be Executives or do you want to be Branch Managers?”

A stinging question, not intended to demean the latter but to remind his Executives of their main purpose … to build a real team at the top.

A Team Number One, that positions the whole business to meet customer needs and to set the example for getting people to submerge their egos and co-ordinate seamlessly. This team works tirelessly to make sure they don’t squander more human capability and goodwill than they actually use.

This is the first step to building your healthy organisation.

Next time we will write about the actual characteristics your Executive Team needs.

In the meantime please visit our Resources Page and download “Do We Work Well Together?” Ten questions that will make you think deeply about your team and what you look like to the people around you.

As always we love hearing from you.

Please comment below. We’ve just received fresh copies of Patrick Lencioni’s best-selling book, The Advantage and will give away three copies to people who comment.

Leadership Works 2017

What is your most important priority as a leader in 2017?

Every business we work with today is experiencing major competition and change. Under this constant pressure everyone is striving to stay ahead.

Despite this, many leaders still limit their search for competitive advantage to conventional and largely exhausted areas like marketing, strategy and technology.

It’s not that these aren’t important. They are and always will be. But the obvious is being ignored. In every organisation there is an untapped gold mine sitting right beneath every leader.

Becoming a healthy organisation is how to access this gold.

As Patrick Lencioni asserts, instead of trying to become smarter (most organisations have enough of this already) leaders must shift their focus to becoming a healthier organisation, allowing them to tap into the more-than-sufficient intelligence and expertise they already have.

One of our clients is a well-known South African company.

They have great marketing, a distinctive strategy and the very best technology and systems in the world. Their products are stunning and they have terrific employee benefits and perks.

Yet there is also mistrust and fear. They are bedeviled by silos, turf wars and internal competition that wither away goodwill, damage trust and cause good team members to disengage.

In their marketplace there is what they describe as ‘hyper competition’. It’s real and it’s relentless. Areas where they have dominated for many years are for the first time being seriously challenged by global players. Yet just when they need every ounce of resourcefulness, initiative and commitment on the inside, people are holding back,

Morale and productivity – which should be high – as it is when people pull together to unify against a common threat, is low and in its place is ambiguity, victimism and interdepartmental rivalries.

This is only good for their competitors. Good people are leaving (or thinking seriously about it) taking valuable skills and years of hard earned experience with them.

They are also troubled by a recent survey that reveals that very few people in middle management aspire to become senior leaders in the organisation. This gap between top management and those close to the front line is worrying and has a big effect on productivity.

Ironically the leaders are really great people. I know them personally – predictably they too are also not having much fun.

It does not have to be like this.

For this organisation the warning bells have sounded and they have begun to take action.

What is your most important priority as a leader in 2017?

Will this be the year that you tap into the gold mine inside your organisation? Take up the challenge and use 2017 to defy and attack the root causes of dysfunction, politics and confusion inside your organisation?

  • Imagine if you got everyone rowing in the same direction?
  • Imagine if everyone was crystal clear on the goals and what your business needs to do to succeed?
  • Imagine teams where people submerge their egos, co-ordinate seamlessly, support each other selflessly and do whatever it takes to succeed?
  • Imagine too a genuinely cohesive team at the top. Where all the executives are on the same page, setting the tone, standard and pace in a credible and unifying way for every other person in your organisation.

Nothing about this work is touchy-feely or soft.

It is as tangible and practical as anything else a business does, and even more important.

When politics, ambiguity, dysfunction and confusion are reduced to a minimum, people are released to concentrate on the customer, empowered to design products, solve problems and help one another in ways that unhealthy organisations can only dream about.

Yes it takes hard work, commitment and courage – anything that’s really worthwhile does. The rewards for everyone are immense and when you do you will be satisfied that you have fulfilled the most important leadership responsibility of all – to create an environment of success.

Next time we will write about how to start.

We love hearing from you. Please share your thoughts on this post with us below. Do you think building a healthy organisation is the most important leadership responsibility of all?