Category Archives: Leadership

Focusing on Ethical Lenses

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Wall Street struggles with insider trading scandals. Capital Hill drowns in waves of corruption. The military suffers from being blown up by sexual assault after sexual assault. All these organizations have professed values. They have codes of ethics. They investigate allegations of wrong doing daily. In spite of their best efforts the same problems continue to plague them.

Each of these organizations teach ethics. Many of us have sat through classes teaching us what is right and what is wrong based on organizational principles. None of these classes explores the underpinnings of ethical thinking and are therefore doomed to fail.

In their book, When Generations Collide, Lynne C. Lancaster & David Stilman explore the differences between generations based on the differences of the history that defined the moments each grew up with. The thesis of the book is that understanding the forces that shaped each generation allows the others to understand the motivations behind the behaviors of each group of people. Young people are not lazy, but rather value their free time to associate with friends and family. Boomers think globally and act locally. Understanding the forces that shaped the values of others creates harmonious relationships at work and home.

Ethics are the same. When an organization professes to value loyalty, the committee that established that as an important guiding principle envisioned that everyone understands what loyalty means. Everyone does, but brings their own history to the definition. One who has strong family ties is loyal to his family. Another employee who values friendships is loyal to her friends. A third employee is third generation at the company. He benefited from many of the past policies that rewarded hard working employees, his loyalty lies with the company. From different points of view come different views of loyalty each equally valid yet when viewed by the others, bound to create disagreement and tension. A study of ethical theory enables understanding of how others define ethical values such as loyalty, honor or duty.

Four major concepts of ethical thinking include:

  • Seeking to do the Greatest Good for Me,
  • Accomplish My Duties & Safeguard My Rights,
  • Making Choices that are Just and Fair for All,
  • Living Virtuous Life According to a Selected Code of Conduct.

Using a story will help put each theory into perspective. While shopping, a person notices another placing a package of meat into a pocket on the inside of a bulky coat. What is the ethical thing to do?

If we use the first theory, by reporting it he may find he is required to make a written statement, wait for police to arrive and possibly testify in court. This may mean missing time for work and not getting paid. From this point of view, the person may reason the best thing for him to do is nothing.

Using the second ethical view, the shopper may decide that she has a duty to report what she saw to the manager which may require the same sacrifices already described. In addition she has a right to pay the lowest possible prices. People stealing food causes prices to rise so by reporting she fulfills her duty and protects her rights.

Using the third outlook the shopper may take into consideration things like the ability of the thief to pay as well as missing work and going to court. He may reason that overall it is not fair for everyone to pay higher prices, but also that the other should be able to purchase food at a reasonable rate. He may choose not to report, but rather approach the thief and offer to buy the meat for the other.

I the final theory, the shopper decides that virtue requires reporting. She determines that if no one pays for the food than the store goes out of business and there is no place to shop. Stealing is against the law no matter the reason (the selected code of conduct) and must not be tolerated. Additionally if everyone turns a blind eye to theft, stealing will escalate resulting in the store closing. Reporting is the only virtuous thing to do.

As the example shows, the lens of one’s ethical view determines how principles such as loyalty, duty and honor focus actions. Based upon the ethical point of view none of the answers provided are incorrect. Likewise in the workplace, when employees make decisions, they select choices based on their ethical lens changing the focus to actions that match. In order to maximize mission statements, value selection, guiding principals and visions for the future, leaders must not only provide ethics training, but also train understanding which lenses employees use. Failure to recognize employee focal points ensures failure of ethical decision making efforts by leaders. Take the time to teach junior leaders and their employees which lens is used by the key leaders to view the world so they can make better choices.

They’ve Got You Now…

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At the end of Heartbreak Ridge, GSG Highway turns to CPL Jones and says something like “They don’t need me anymore, besides they got you now.” This is truly an impressive quote on many levels. Many would argue that the main character in this movie is an not an ideal mentor or role model, but others would argue he is the very definition of as a Level 5 Leader. One of the benefits of this discussion and analysis is that the Gunny is a fictional character and not a real person, but tDSC00585he military is full of commissioned and non-commissioned officers who are less than perfect yet meet the definition of a Level 5 Leader. This article seeks to identify why the military successfully develops so many leaders who meet this definition.

Before looking at the reasons the military generates so many great leaders, a review of Level 5 Leadership in in order. At least two authors have discussed five levels of leadership, Jim Collins and John Maxwell. Collins’ five levels appear to receive the most attention, but a comparison between both author’s writings demonstrate similar ideas for each level.

Level 5 Leaders build enduring greatness by placing the needs of the organization above their own. They blend humility with personal will-power influencing others to accomplish great things. They do the things that need doing establishing demanding standards. They do not expect perfection but rather demand excellence & continuous improvement. They bask in the reflected glory of the spotlight of success focused on those they lead. They create sustainable leadership development programs ensuring organizational success long after they leave. Level 5 Leaders are well respected attracting others who want to follow them.

While purely fictional, the actions of Gunny Highway are exaggerated but typical of many military leaders. They are humble about their achievements by acknowledging the fact they could have only achieved success through the efforts of their followers. They set high standards and expect others to meet them not occasionally, but every day. They accomplish those things that need doing whether pleasant or distasteful. They demand their followers achieve excellence and continuously improve their performance. They provide junior leaders opportunities to lead, allowing them to make mistakes, hold them accountable and permit them to try again until they succeed. These actions set an example for those future leaders to follow when promoted.

Gunny Highway’s first impression of Jones and the other members of the platoon was unfavorable. He established high standards and through his will-power influenced them to achieve those standards and succeed. The platoon went from being the laughing stock of the post to a well-respected organization capable of meeting any challenge presented. He developed other leaders such as Jones and his Lieutenant who tripped when presented problems, but learned the value of adapting, improvising and overcoming to achieve success.

At the end of the day, it was Highway knew his platoon was not prepared. Previous leaders allowed them to slack off becoming regarded as a bunch of out-of-control misfits who could never succeed let alone achieve excellence. Highway knew one day their lives could be at stake and pushed them to achieve and exceed military standards. After an emergency deployment to rescue stranded Americans it was Highway’s platoon on the top of the hill after enduring several battles and receiving the accolades of their commander. In true Level 5 fashion, Gunny denied having accomplished much, but rather thrust his followers into the spotlight. He was humble, demonstrated tremendous will-power, set high standards, developed others, expected continuous improvement from previous excellent results and set up his unit for continued greatness for years after his retirement. Who knows, in 20 years Gunny Jones could be the one leading the charge, achieving success and passing the glory onto a well-mentored Corporal when the Commanding General teleports to that forward position. Hooah!

Trainer = Leader

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   The Director of the Training Council opened the instructor development course congratulating the soon-to-be instructors on their selection for attendance. “You have entered a new level of your career. As an instructor, you represent management and to be successful you must be convincing as you present your training material to employees.” The Director could have said as instructors and trainers you are leaders. Even without the title, people selected by any organization to conduct training, whether members of the organization, or outside consultants, are leaders of that organization.  8227072116_e4de7eba30_z

 

    Training is intended to change behaviors by influencing employees to conduct their activities in accordance with the procedures presented. The best definitions of leadership include descriptions of influencing others, providing motivation, sharing a vision or improving the organization. Trainers do all these things.

    Anytime the official leaders of an organization introduce change they typically provide some sort of training program. The training describes the desired change ensuring employees understand the new philosophy and can complete new processes. Frequently formal leaders, sometimes called managers, are called upon to conduct the training, but not always. How the trainer presents the material will either improve acceptance and success or result in rejection of ideas by employees and failure of the concept in practice. Training presented passionately in favor increases success and the trainer’s profile with senior leaders.

    Selection as an instructor gives line employees on opportunity to develop an appreciation for the vision of the top leaders in the organization. Most employees know where the organization is, but few at the bottom of the organizational chart really understand where the CEO wants to go. Becoming involved in the training infrastructure of an organization requires employees to take a few steps up the ladder improving their view of the destination. Employees who have demonstrated an ability to influence others in a positive fashion are more likely to be selected by managers to conduct organizational change training. Selection as a trainer provides an opportunity to learn more about the organizational culture and help senior leaders determine if those employees demonstrate abilities required to fulfill future leadership positions. Employees seeking ways to open the doors to formal leadership positions look for opportunities to teach and train. Often employees may be unaware their desire to teach mark them as future leaders, and all too often managers overlook those in training roles when leadership positions become available.

    If your eyes are raised higher up the organizational ladder here are several ways you can improve your chances of becoming a trainer and attracting the attention of you bosses. After attending a training, mention to your supervisor you would like an opportunity to present what you learned to others in your section at your next staff meeting. Once you receive approval, mention the training to some of your contacts in other sections or shifts. Their interest may draw them to the meeting increasing your exposure. A successful meeting may result in requests from others in the organization. Think about professional organizations for your career field and material you are qualified to present. Meeting attendance is improved when someone is scheduled to speak about a cutting edge topic. You may not receive any pay for your appearance, but the movers and shakers in the group will recognize your contribution and when the time comes to move along or they need to fill a leadership position you will be recognized as one with expertise.

   Trainers influence organizational culture and behavior. Learning to train others provides junior employees opportunities to show their leaders they possess skills to influence others and an ability to communicate important ideas and concepts. By creating quality training programs, trainers help management introduce important organizational changes focused on improvement. Standing in front of the crowd provides the trainer a spotlight to demonstrate their ability to organization leaders to influence others. As a trainer you are a leader in your organization. Change a life; change your organization; take time to train others and become a leader.

   Photo Credit

Global Integration from flickr.com with CC License = attribution, non-commercial, no derivatives

Improved Communication, Hit a Home Run with 3 Pitches

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IMG_0633Three Pitch Rule

Dateline Concord 1991: “Any lesson you want your students to remember needs to be repeated at least three times in different ways.” Linda Lang stands before a class of wanna-be DARE Officers as she introduces the Three Pitch Rule. Fast-forward to 2000 something. Ray Mello, a trainer of police prosecutors introduces one of Ray’s Rules, “Present anything you want the judge to remember at least three times. Fewer than three times and he or she will forget.” During firearms instructor class, Brad Parker, the curriculum development specialist, is presenting tips for teaching adult learners. “Ensure your officer students remember important parts of your class by telling they what you are going to tell them, tell them, and then tell them what you told them. When people hear the information three times, they are more likely to retain the it.” By this point in my career, I figured out anything worth saying is worth saying three times.

Recently I asked my boss for information for a project he gave me to complete. He told me he would take care of it. Several weeks had passed so I asked again. He assured me he would take care of it, “tomorrow.” Several weeks later, I was asking again. After the third request, he gave me what I needed and acted surprised I had not asked him for it sooner. I had asked three times.

Several months ago I gave one of my officers a community relations program assignment. I told him he had four weeks to do the research and put together a rough outline of his proposed presentation. He left excited about the project. Three weeks later I asked him brief me on his progress. I got the deer in the headlights look from him. He had no recollection of our discussion but assured me if he needed to, he could finish one by the end of the week. I asked for an update at the end of the week. Though he remembered the assignment, he forgot some of the details. He did complete it the following week, after I asked the third time.

My wife and I were discussing some vacation plans. I had some questions. The look on her face told me I should have known the answer. She says she told me the answers to my questions several weeks ago while I was working on a home project and on the way to a ball game. She commented that it seems like I never remember anything unless she tells me three times. My wife is right; she does need to tell me three times!

This conversation made me wonder why trainers employ the three pitch rule, quote the three pitch rule and follow the three pitch rule during training yet fail to follow the rule in other areas of their careers and lives. I remember thinking after my second conversation with my direct report that I should only have to tell him once. Likewise I could not understand why the boss couldn’t remember what I asked for after the first time. Obviously my wife thinks when she tells me the departure time of the plane in January for our April vacation, I should remember it. The reality is people need to hear things three times to remember them, whether that person is a supervisor receiving information from an employee, an employee making requests of a supervisor, or a husband talking with his wife, the three pitch rule applies.

The key to using this strategy effectively requires some creativity to avoid hen pecking. Calling an employee into your office and telling him, “I want you to do this, I want you to do this, I want you to do this.” is not effective. How you implement this strategy requires you to identify your communication strengths and how your intended receiver best receives information. Using three different methods increase effectiveness.

Begin by simply telling the other person what you want or expect. You might suggest they take a few notes. Follow up within 24 hours with an email, letter or sticky note. Place a phone call or send a text message two or three days later to see if the other person has any questions and check on preliminary progress. Using this method allows you to pitch your message three times and reinforce the importance of the task or appointment. Each connection allows opportunities for additional information sharing, idea swapping, asking of questions and clarification of expectations improving the quality of the finished product and the employee’s abilities. Using different modes of communication, in person, in writing and by telephone, also improves communication by appealing to different communication styles of others. What they miss in one, they pick up in another. Making your pitch three times means three weeks from now, when you have your follow up meeting, you are more likely to have results.

During this message, the Three Pitch Rule was introduced by a series of three teaching stories about The Three Pitch Rule. In the middle of the article three examples of failure were provided to reinforce the message of the importance of the Three Pitch Rule. The middle of the essay also provided directions to apply the three pitch rule by using three means of communication for each pitch. Here in the conclusion I have mentioned the Three Pitch Rule three times and demonstrated how you can apply it to ensure important messages are received, understood and acted upon. Go forth and start pitching!