Rogue Leadership Read online

  As another example of positive soft-side investments, my niece works for Atlassian, an innovative tech company that has created a committed and creative team by purposefully focusing on the “softer side.” Employees have access to breakfast and lunch all day, can work from home one day a week, and get shares in the company. Every Friday, they kick off the weekend with a social event. As a result, contributions and ideas happen naturally.

  The use of the word “soft” when talking about investing in people is an injustice in my view. Without people, there would be no business or profits. As we will see in chapters ahead, going rogue means understanding that the soft stuff is really the hard stuff. Your people, along with your engagement level with them, are what add value to a company every day.

  11.

  Models in Fashion

  Shortening the Runway

  You have to have a business model that you believe in and like.

  —Brian L. Roberts, CEO, Comcast

  This model. That diagram. This procedure. Many of my clients have extremely complicated management models and operating systems that include all of the above. An operating system (OS) is basically a model of the rules and regulations by which a company will run. It tells the team “this is how we will work day to day.”

  One client’s senior leader held up the OS manual and told the assembled team, “This will save us.” Nodding, the crowd felt better that they had the key to going forward. But nothing could have been further from the truth.

  Models and manuals are important documents, but they best serve as guidelines. Unless they are impossibly executed to perfection, relying on them as the solution can lead to problems and errors.

  Many organizations struggle and sometimes collapse trying to create and update detailed models of their business systems. While I encourage using models and acronyms to clarify and simplify, more often than not, employees feel inundated with them.

  Models bring order to chaos, but they rarely reflect everyday reality. With clients, I have created hundreds of flowcharts to map out what really goes on, and then we use a process map to streamline the flow. You have to first map out what actually happens day to day before you can model how you want it to be. That is the only way for this tool to be effective.

  For one client, I showed a process-flow manual to the frontline people who add value every day to the organization and performed a random survey about the OS manual’s contents. The supervisors had some idea of what the manual contained, but their team did not.

  I also asked how many times the supervisors had used the manual as a reference before making a decision, which it was specifically designed to do. Very few had. They didn’t make good use of the well-mapped-out pathway detailed in the manual. As a result, their stated path wasn’t directly related to what they were actually doing daily.

  Models can help us understand the space we need to work in and the steps we need to take to make better decisions. I have found that far too often, team members do not internalize the models designed to be used daily. Yet many office walls are covered with countless displays and reports, filled with arrows and rectangles and bars.

  Here is an example: On Mondays, the leadership team for a multinational company got together for an extended meeting to brainstorm ways to ensure a good start to the week. The business model demanded it. Most of the leadership team was in the meeting room until noon and then off to lunch—a total of four hours!

  Overlay that with hundreds of pending emails for them to answer, calculations to perform, and administrative tasks to address, and the leadership team was basically starting their week at 1 pm after lunch. The model for effective management soon broke down as leaders were absent from their teams a half day to start the week. There was constant catch-up after that. The model was driving a chaotic business flow.

  Models and maps are useful guides, but they should never be a substitute for the actual journey. Challenges emerge every day that require decisions. Let the model be a framework that keeps you on track for the big picture, but don’t rely on it as a solution in and of itself.

  12.

  Process Tools and Sirens

  Avoid Crashing Against the Shore

  There’s always a siren, singing you to shipwreck. Some of us may be more susceptible than others are, but there’s always a siren. It may be with us all our lives, or it may be many years or decades before we find it or it finds us. But when it does find us, if we’re lucky, we’re Odysseus tied up to the ship’s mast, hearing the song with perfect clarity, but ferried to safety by a crew whose ears have been plugged with beeswax. If we’re not at all lucky, we’re another sort of sailor stepping off the deck to drown in the sea.

  —Caitlín R. Kiernan, author, The Drowning Girl

  Leaders at all levels rely on models and processes to help their organizations execute objectives, but this collection of well-worn management choices can become a big “leadership pacifier”—a comfort blanket they often reach for. Though familiar, it might serve only to keep leaders from coming up with a more effective response.

  When they use these tools exclusively to solve every issue—even those involving human relations—they are asking for trouble. Putting too much trust in processes can even be dangerous. But the sirens of modern technology keep beckoning, and leaders keep crashing against the shores.

  Processes or tools made by humans have to be used by humans—and sometimes the unpredictable human element can lead to problems.

  Here are some real-life examples of “crashing against the shore” and how to avoid the otherwise inevitable.

  CASE STUDY: SIX SIGMA BLACK BELTS

  Six Sigma—a set of certifiable techniques and tools for process improvement—can help many businesses. For one of my clients, it was their core approach, at least on the surface. They had invested hundreds of thousands of dollars in what’s known as Lean/Six Sigma training and development.

  As a matter of fact, the entire senior leadership team had achieved Six Sigma “black-belt” status, and the general workforce had “green belt” certification. The senior leader was convinced that this training would give them an edge in the marketplace.

  Though developing your people to hedge your bets is all good, certification does not guarantee successful implementation. If managers and leaders evaluate the ROI on training in terms of certification alone, they can get the false impression that they have now done enough—one of the hidden dangers.

  At the client site, the tools were in place and a Six Sigma coach was even there. But that didn’t guarantee anything, because despite having the tools, the people looked for workarounds, not fully embracing their new skills as Six Sigma Green Belts. As a result, being a Six Sigma organization didn’t translate into high performance.

  Not all was lost. Many of the integrated product teams (IPTs), utilizing their Six Sigma foundation, chose a different path and achieved a higher level of success—and it all had to do with how people managed their business and the way they executed their daily tasks.

  The company operated as “cross-functional,” meaning they organized their work around function instead of product. Companies that do this rather than focusing on budget or product viability typically face challenges. In principle, functions such as software and hardware engineering lend their expertise to their internal client/product.

  In this particular case, functions charged the various product teams according to time, but no one took responsibility for the health of the product or project, so schedules suffered and costs increased.

  The project managers managed the functions by creating a common goal within the IPTs for schedule and cost. These teams actually reflected a more collaborative environment than what the organization created under Six Sigma.

  Overwhelmingly, the organization’s culture remained more or less the same. And although the specific programs we worked on continued to flourish, t
he overall business wasn’t moving forward fast enough.

  None of the processes will solve anything unless the culture uses them to maximum potential. In this client’s case, the company culture exalted the presence of Six Sigma tools, but not their daily implementation.

  PROCESS FATIGUE

  A major oil producer serves as another example of what can happen to an organization when it encounters what I call “process fatigue.”

  The client had a process safety handbook touted as the way to move forward. And although everyone had a copy of the manual, the frontline people didn’t really understand it or effectively execute it. To improve the situation, the leadership team decided to rework the handbook to include everyday real-life moments. By matching the words on the page to actual operational issues, they created alignment.

  Many companies put a lot of time and energy into these handbooks, which then just sit in desk drawers collecting dust.

  Let me be really clear: The process will not save you. The tools will not save you. But the people around you can save the organization—depending on how you lead them:

  The intentions of a tool are what it does. A hammer intends to strike, a vise intends to hold fast, a lever intends to lift. They are what it is made for. But sometimes a tool may have other uses that you don’t know. Sometimes in doing what you intend, you also do what the knife intends, without knowing.

  —Philip Pullman, author, His Dark Materials Trilogy: The Golden Compass / The Subtle Knife / The Amber Spyglass

  Another siren also calls, the loudest siren of all: the siren of technology . . .

  13.

  Solving the Technology Trap

  Gaining the Advantage

  Technology is a useful servant but a dangerous master.

  —Christian Lous Lange, historian

  The fast pace of technology demands an agile and responsive presence. Technology today advances in months or weeks, rather than the years it used to take. Early adopters need to update every three months or so just to stay ahead. And although rapid technological advances can be easily seen, some important changes remain unseen: as people strive to adapt and learn new behaviors, neural patterns in their brains also change and develop.

  Due to the widespread use of sophisticated digital tech, we now expect to get instant, even live, feedback. For example, if you need specific data on something, search Google or ask Siri or Alexa to get what you need in seconds.

  The same goes for communication in both our business and our personal lives. Not so long ago, if we didn’t hear from our best friend or loved one all day, we didn’t worry, because we knew we could connect with them face-to-face in a matter of hours or a few days.

  Nowadays, however, if you don’t respond via email or text immediately, people think something is up, something is wrong: “OMG. You didn’t respond to my Facebook post. You didn’t answer me on my Snapchat. Are you okay? I haven’t heard from you in twenty-five minutes.”

  Imagine a millennial time traveler going back to the days of the Pony Express—waiting days, weeks, or even months for a reply to a letter. Forget it. Now we expect everything to happen at hyper speed, wanting data and information to process ever faster. Conditioned to expect faster and faster responses, we rush to make decisions, often making mistakes and errors of judgment. Our brains cannot handle the amount and speed of information, leading to fatigue and stress.

  Complicating the matter is the lack of experience and know-how as the world shifts toward a “techno-literate” skill set. It can be a tough road for many leaders who need to understand how to unleash technology’s potential but don’t have the time or inclination to become an expert.

  According to Annelie Gullström, a global expert in digital transformation and tech innovator, “A lot of leaders are scared to admit they don´t understand IoT, AI, VR, AR, big Data, block chain. It is much easier to say no to a new proposed initiative internally and stick to the traditional that is familiar.”

  Members of the workforce are often in the forefront of new technology, and like their clients, they demand change. Annelie confirms, “The risk is that the firm will do only scattered digital initiatives to please the board, but they will not drive change and adapt the organization accordingly and work smarter. Studies show that firms that focus on both digital customer experience and digital operational excellence are up to 26% more profitable.”

  But the key here is the right technology—and the right response.

  Conditioned now to expect immediate responses, we tend to lose focus. Too often, we believe we have answered the call, but we don’t ask the really important question: Did we respond correctly?

  Many of my clients have invested millions in software, hardware, apps, and other digital processes and then don’t understand why they don’t get a return—or, worse, they don’t take full advantage of the technology they’ve purchased.

  Managing technology and data is critical. It’s all about understanding its potential, keeping current, and then ensuring a meaningful response. Don’t run from it in fear, nor run toward it blindly as a panacea.

  Managing the overall pace of change is a whole other matter.

  Recap

  Part 3: Optimizing the Tools of the Trade

  Before you invest in a process, model, or technology, ask yourself the following:

  What proof do I have that it will do what it says?

  Do I really need it? Is it a “nice to have” or a “need to have”?

  What do my current systems, gadgets, and software provide now?

  What does my team use?

  What feedback do my team members give? Don’t ask if they want the latest software, because they will almost always say yes—our minds love new things.

  What uses will we get from this?

  Do I have the budget and resources to make sure everyone gets trained and feels comfortable adopting the new process or technology?

  What is the true cost of implementation?

  Who will pay for it?

  Have we gotten enough value from previous purchases?

  PART 4

  MANAGING CHANGE ROGUE-STYLE

  Without change there is no innovation, creativity, or incentive for improvement. Those who initiate change will have a better opportunity to manage the change that is inevitable.

  —William Pollard, clergyman

  14.

  Creating Change

  Knowing When to Shift Gears

  The illiterate of the twenty-first century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn.

  —Alvin Toffler, author

  How do we know when we need to change? At the very least, companies need to change to keep pace with their competition. It’s better, of course, to outpace the competition.

  From a leadership viewpoint, shifting gears can often propel a company ahead of competitors. Your actions change the rules, forcing followers to behave in ways they wouldn’t have considered. Radical change can induce agility and growth, helping innovators stay ahead of the curve by being the curve—or it can just create chaos.

  Change drives progress, but it must be done purposefully. Keep in mind, though, that such change tends to benefit the disruptor rather than the disrupted.

  Some would argue that you must change all the time to keep pace, almost like the cost-of-living index for inflation. I disagree. Perpetual change does not allow for a rhythm to be established or a foundation to be laid. The core of your business must be well defined and constant to build trust and confidence in your clients and customers, as well as employees.

  There are known triggers for change that will let you know when to consider taking action. Some examples, although not inclusive:

  Internal triggers (inside the organization): testing of new services and products, employee discord
, misalignment, lack of values, vision and mission off track, unwanted behaviors, performance gaps, introduction of new technologies and processes.

  External triggers: market change, competition, catastrophic event, demand by shareholders, succession of governance, new laws.

  In the chapters that follow, we will look in depth at internal and external triggers and the best ways to handle change.

  15.

  Disrupting Disruption

  Going Rogue on Yourself

  Undermine their pompous authority, reject their moral standards, make anarchy and disorder your trademarks, cause as much chaos and disruption as possible but don’t let them take you ALIVE.

  —Sid Vicious, the Sex Pistols

  One of my colleagues said, “If I hear the word ‘disruption’ one more time, I am going to disrupt somebody’s face.” I believe it will soon go the way of others, such as “agile,” and, my personal all-time favorites, “synergy” and “alignment.” Provided we don’t overuse them, these words can still be still effective.

  I will use “disruption” here, as anything that disturbs the status quo—especially in the marketplace. Disruption creates a different stimulus and adds new energy into the system, creating the conditions for significant change.

  At its core, disruption introduces something different into the organizational or industry equation. Metaphorically, we might say it changes the “energy field” and opens up a potentially infinite array of new applications.

  There is always going to be external change. That being said, we can choose be the disruptor and trigger change. To be optimally effective, that change needs to be introduced in a purposeful, strategic way.

  Here are some real-life examples of internal driven disruptive change.