Leaders Are Readers -- November 2024

I know I'm cutting this really close as today is the last day of November. I got a little behind this putting the finishing touches on this month's compendium. Hopefully you had a great Thanksgiving!

APPLIED AI & ANALYTICS

A couple of my clients are very focused on data science; working deliberately, if not deeply, to make more productive use of the voluminous amount of HR-related data that many organizations have. Many of our Readers know I tried to democratize reams of available data in my last post in the Pentagon. We've explored some of that in prior months. Suffice to say, we can make much better-informed decisions by analyzing, visualizing, and clearly communicating what the data unlocks and uncovers. I moved away from "data-driven" to "data-informed" in some conversations because other leaders shared that "driven" seemed to connote the recommendation was not the recommendation, rather the data analysis made the decision. Not truly so, but how things are communicated always matters. This first linked piece piqued my interest because data science is so relevant. Is it really dying? The points the author shares are really more about how some data scientists are "cheating" or "rigging" their analysis. Reminds me of the old adage that "figures lie, and liars' figure". Yes, of course, analysis should not be rigged. Similar to scientific or medical studies. The experimentation, testing, and evaluation should not be configured in a manner that leads to the desired outcome. Let it go where it goes. This article, in and of itself, didn't really tell me all that much, and the author points out most of his commentary was just his opinion, however well-informed he may be. The second article was linked from the first and shares four specific reasons why. My parent company, Gartner, determined that 85 percent of all data science projects fail. Whoa! As we try to do here, we don't just dump problems out there with no thoughts about how to resolve, solve, or avoid miscues, missteps, and / or mistakes in the first place.

(1) Data Science is dying; here’s why | by Emmanuel Ikogho | Sep, 2024 | Medium; (2) Most Data Science Projects Fail, But Yours Doesn’t Have To

This piece touches on what I hear from most, if not all, of my clients. How do I address concerns that AI will simply replace many people inside my organization? Having read a trove of research and resources on this specific question, my key take-away, at least for now, is that it's not likely anytime soon. Meaning, I don't see AI simply replacing people wholesale. I've articulated or argued here in previous posts that AI is a tool, not a co-worker. Again, automation may well replace humans on things like production lines. That's not new and isn't necessarily AI. Robots have been doing a lot of what people used to do for decades. But those robots require human technicians to maintain them. They require someone designing them. monitoring them, etc. Job displacement occurs in that situation for certain. Organizations must be deliberate about upskilling or reskilling people. Of course, that's easier said than done, especially if the organization hasn't undertaken good skill gap analysis both for current skills and seeking to understand where those gaps will be in the future as work environment shifts. One specific skill, for example, is prompt engineering. Not that everyone needs to be an "expert", but there is specific skill application to querying AI in a manner or method that elicits better outputs. There is one recurring thing I think should be shared about harnessing AI capabilities as a tool -- recognizing that when AI replaces humans doing the often-simpler parts of their work, that often leaves the more difficult things for the human to do. For example, AI can currently accomplish writing code. In this way, the more mundane or routine things in some organizations are not human written. Great! But that leaves the more difficult work for the human coder to do. That means the risk for burn-out and mental fatigue increases. Think about your own work, we all have routine, simple, easy tasks as part of our work. There is a sense of accomplishment when we knock the "easy things" off our to do lists. If we only have the "hard things" to do all day, that also leads to dissatisfaction. Leaders have to be mindful of making use of technologies to increase productivity, quality, etc. and its impacts on our teammates. Human capital for the age of generative AI | McKinsey

The following is a bit of a lengthy read, which can also be listened to in podcast form. Lots of interesting discussion herein. One of the several things I picked up is something I haven't really been thinking about. When we discuss AI, we usually come to it from a software perspective. It's only a couple lines in this interview, but the interviewee, who has worked on hardware and software indicated that even if we solve the software challenges with AI, when we're seeking it to do something physical, a hardware challenge often still remains. A couple other notes, the technologist and AI expert shares that while there can never be too much AI, he also does not subscribe the to view that AI will "replace everyone", rather as we discussed above and often in Applied AI & Analytics, AI is tool that will enhance human potential, performance, and productivity. Never Too Much AI: Upwork’s Andrew Rabinovich (mit.edu)

Interesting question, should you make a chatbot of yourself? I'm not sold on the idea of making an HR AI chatbot of me, because he'd be an idiot, but the idea is intriguing. However, I do think "generic" HR chatbots aren't just something that is on the move and march, it has promise as a useful tool. One caveat to that is, how often I find I'm on a website, interacting with a chatbot that doesn't address my actual question or resolving my issue. It often goes in a circular manner where I'm just trying to figure out how to connect with a real person. This technology will improve, but I challenge organizations to ensure I can easily bypass it and get to that live human with whom I can connect and communicate. The amount of time often spent spinning with a chatbot is not only a waste of customer time, it could lead to that customer looking elsewhere. Should you make an HR AI chatbot of yourself? - WorkLife

BOOKSHELF

Two selections included from my completed read stack this past month.

First, a book gifted to me from Victory Strategies Founder and CEO, Jacob Werksman, Trillion Dollar Coach: The Leadership Playbook of Silicon Valley's Bill Campbell, by Eric Schmidt, Jonathan Rosenberg, and Alan Eagle. Liner notes from Amazon are the team behind How Google Works returns with management lessons from legendary coach and business executive Bill Campbell, whose mentoring of some of our most successful modern entrepreneurs has helped create well over a trillion dollars in market value.

Bill Campbell played an instrumental role in the growth of several prominent companies, such as Google, Apple, and Intuit, fostering deep relationships with Silicon Valley visionaries, including Steve Jobs, Larry Page, and Eric Schmidt. In addition, this business genius mentored dozens of other important leaders on both coasts, from entrepreneurs to venture capitalists to educators to football players, leaving behind a legacy of growing companies, successful people, respect, friendship, and love after his death in 2016.

Leaders at Google for more than a decade, Eric Schmidt, Jonathan Rosenberg, and Alan Eagle experienced firsthand how the man fondly known as Coach Bill built trusting relationships, fostered personal growth - even in those at the pinnacle of their careers - inspired courage, and identified and resolved simmering tensions that inevitably arise in fast-moving environments. To honor their mentor and inspire and teach future generations, they have codified his wisdom in this essential guide.

Based on interviews with more than 80 people who knew and loved Bill Campbell, Trillion Dollar Coach explains the Coach’s principles and illustrates them with stories from the many great people and companies with which he worked. The result is a blueprint for forward-thinking business leaders and managers that will help them create higher performing and faster moving cultures, teams, and companies.

NOTE: to my knowledge Bill (rest in peace sir) and I are not related. One of the roles I fulfill now is as an Executive Coach. Trying to be the most helpful to my clients, I continue my learning in this space. Key takeaways from this book are somewhat obvious ... build real relationships; be open and honest; lean into the good, the bad, and the opportune; be present and available; curate curiosity; challenge clients and coachees to stretch themselves; not everyone is coachable (and that is not your fault coach!). The impact, insights, and information Bill shared over many decades are well-captured and presented herein. Don't let this being a quick and easy read fool you into thinking there isn't much meat. There is! Often, simplicity is the best approach to eliciting and evoking the most meaningful personal and professional growth and gain. 

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The second selection is Data-Driven Talent Management: Using Analytics to Improve Employee Experience, by Kristin Saling. Liner notes, also from Amazon are: How can I use insights from people data to develop an inclusive, engaged, high-performing workforce? What data is available and how do I collect it ethically? 

Data-Driven Talent Management is a practical guide for HR professionals which answers these questions. It outlines effective data collection and analysis methods as well as showing how to develop metrics and key performance indicators to support employee experience. It also provides guidance on how to build a comprehensive talent database by understanding different employee experiences, attributes, skills and journeys. In addition, there is also essential advice on how to leverage data to improve motivation and employee engagement, use data to assess different thoughts and work styles in the workforce and use the results to build a diverse and inclusive organization that allows all employees and the business to thrive.

Full of tools, tips and frameworks and written by a professional who is implementing a data-driven approach to talent management for the US Army, the world's largest employer, this is essential reading for all mid-level and senior HR practitioners.

Kris is a still serving US Army Colonel, who has led some of the most sweeping and fascinating changes in the Army's Talent Management efforts across the past five years or so. We circled one another when she was on the Army's Talent Management Task Force, and I was leading the US Air Force's Talent Management Innovation Cell. It actually wasn't until late October 2024 that we actually met in-person! Some of her direct impacts and insights were things we began diving into right before the COVID Pandemic struck. In fact, in February of 2020, I attended an on-site review of the Army's Brigade and Battalion Commander's Assessment Program. At the time, Brigade hadn't been added but has since. The primary effort of this endeavor is to blend a series of qualitative AND quantitative assessments (physical fitness, aptitude, communicative, behavioral, propensity) to make more deeply data-informed decisions about who are best prepared and postured to command (lead) the Army's most critical units. I was convinced their approach was on task and target and the Air Force should adopt a version best fitting the different Service cultures, missions, and organizational objectives. Alas, just as we started more deeply discussing what, when, who, where, and how to undertake similar assessments, March 2020 happened, and this effort shifted right. It would be a couple of years later before we reignited this effort. Unfortunately, I retired before this was launched. I do understand the Air Force continues making movements to apply these assessments. What is the key reason? To ensure we weed out people who might be toxic, me-first, leaders and also to ensure those we entrust with command those who are truly ready to do so well. Having commanded three times in my own Air Force career (a squadron, group, and wing), leadership is anything but easy. I have seen the absolute best, and abhorrent worst actions and activities demonstrated by those in command, including people I both hired, and fired, from key leadership positions. Fortunately, I did not need to fire anyone I hired. When I had the opportunity to engage Kris face to face last month, I left our engagement energized. She's one to watch, both now and in the future!

HARVARD YARD

We've read a number of things Ruth has written in these monthly missives. She has a sharp mind and often illuminates really important items. Here, I challenge the notion that high performers are often overlooked. That has not been my experience. Usually, the high performers are not just highlighted; they, at times, are overly focused upon. Perhaps it is just differences in experiences between her and I. Regardless, the five things she cites here are good to apply to all of our teammates! Doing so can, and will, drive improved performance, higher engagement, and lets people know we care about them both professionally and personally. 

Engage and Motivate Your High Performers by Ruth Gotain

In every organization, top performers are the driving force behind innovation, productivity, and excellence. Yet despite their critical importance, they’re often overlooked. Here are five ways managers can keep these indispensable team members engaged and motivated. 

Understand how they want to be appreciated. For some, a quiet word of thanks or a thoughtful note might suffice, while others may appreciate being acknowledged in a team meeting or on a professional platform like LinkedIn. 

Provide high achievers opportunities to stretch their abilities. This could be through challenging assignments or cross-departmental projects. Offer them the tools, resources, and autonomy they need to succeed, and check in to see how they’re progressing.

Conduct regular check-ins about career advancement. It’s not enough to provide vague promises of future opportunities; these employees need a clear, actionable pathway for moving forward.

Don’t micromanage. Trust high achievers with authority that matches their responsibility. Define the outcomes you’re looking for but give them the freedom to decide how to get there.

Understand their values. To uncover what drives a high performer, ask, “What part of your work gives you the most energy?” Then go deeper with, “What kind of impact do you want your work to have on the company or industry?”

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Well, here is the second consecutive thought piece where I'm challenging the underlying thinking. While I am all for innovation and believe in the premise that time and space should be made for it, the idea that innovation is a (or the) priority assumes every team member can be innovative. I would need to see a longitudinal study that both tests and proves that theory. Over many years, I've engaged in a number of, sometimes super spirited, conversations about and around innovation. I know some who will read this input from me will challenge me on the notion that everyone can be innovative. Some of those same people know I don't think that is true in actuality or application. Everyone is capable of improving ... no argument there! That, as is pointed out in the third bullet here, is important to impart. Optimization (improvement) and invention are not synonymous. Far too often across my career, I have seen improvement and innovation conflated. I've read a number of scholarly pieces over the years that clearly connotes truly innovative people as the exception, not the norm. Here, I don't just mean one in a million people like Steve Jobs or Elon Musk. I mean the idea that smart, sharp, or superb people who accomplish good, if not great, things, aren't actually innovative. We should be careful about thinking addressing process debt means innovation is the only way to address it, or when innovation is what actually occurred, vice someone simply figured out how to make something work more smoothly by removing or renovating how things are done. 

Do Your Employees Have Time to Innovate? by Eric Athas

You know those work tasks that take longer than they should because of some rule or procedure that has outlived its purpose? The culmination of these clunky processes is known as process debt, and it costs employees time that could be used for innovation. Here’s how to combat it—and give your employees back time to try new things.

If you’re going to add something, take something away first. When the number of projects accumulates to the point where they become insurmountable, it takes away time to generate fresh ideas. As a manager, openly celebrate when your team stops doing something, just like you would celebrate the launch of something new. 

Make it clear innovation is a priority. Provide employees with the dedicated space (such as an office brainstorming room) and time (such as a hackathon event) they need to cook up new ideas. 

Separate the goals of optimization and invention. Optimization is about improving the business, growing the number of customers, and keeping them happy, whereas invention is about bringing something new to the market. Employees have seasons of peak busyness—which aren’t the optimal moments to push them to think differently. Instead, prioritize innovation during the less-intense stretches of the year.

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This next piece is not just about hybrid work environments; it's all of them. Seemingly, the social aspects of the work environment, the place where people usually spend most of their awake hours, has been diminished for many years, even pre-pandemic. Some of my fondest memories are in a work context. Where we enjoyed being together, celebrated one another, saw each other, were connected, had time carved out for social engagements, kept things simple, had regular and routine offsites, and engaged one another. Perhaps, and probably, much of this is due to the work I did for 30 years, and the high importance placed on teams deeply working with and knowing one another. Sure, I may be suffering from a little amnesia about how wonderful those experiences were. But, as there are hundreds of pictures strewn about my dining room table right now as we're going through those same decades of photographs with my now adult children, I am thinking about how connected I felt to my teammates across my military career. I don't recall ever feeling lonely. I do know; however, this is an issue that leaders need to be not just thinking about but must be addressing. Focus on the four resilience pillars ... social, spiritual, physical, and mental. These are not just individual issues, they are institutional.

Combat Loneliness on Your Team by Constance Noonan Hadley and Sarah L. Wright.

As a manager, you have the power to shape your team’s social environment, reducing loneliness and fostering connection. Addressing this issue isn’t just good for morale—it’s essential for a healthy, productive workplace. Here are some steps you can take to help your team feel more connected.

Measure loneliness. Start by assessing the prevalence of loneliness on your team. Collect data anonymously to ensure you get honest responses and a clearer picture of social dynamics.

Design slack into workflows. Allow room in schedules for casual, informal interactions, and make sure people’s workloads don’t prevent them from connecting with each other.

Create a culture of connection. To cultivate a supportive environment, encourage small, everyday actions—like checking in with colleagues or expressing appreciation—and model these behaviors yourself to foster an inclusive environment.

Build socializing into the work rhythm. Regularly offer social activities like team lunches or brief chitchat in meetings. Embed these into daily routines to facilitate natural interactions.

Keep it simple. No need for elaborate events; free lunches, happy hours, or casual check-ins are highly effective and easy to implement.

Leverage work modes. Incorporate remote and in-person options, like virtual games or offsite retreats, to connect employees regardless of where and how they work.

Actively recruit participants. Encourage engagement by personally inviting employees to social activities. A little persistence can help even the most reluctant team members feel included.

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As I approach my first full year in "retirement", I have thought an awful lot about this subject. I am far and away too young to actually retire. When people serve a military career, they usually retire somewhere between their late 30's and early 50's. Almost no one leaves that 20-, 25-, or 30-year career independently wealthy, so they need to enter Chapter Two career. This piece piqued my interest because the four A's advanced here are on point ... alignment, awareness, agency, and adaptability. One of my Gartner teammates (hat tip Steve Miranda, who is awesome!) shared the following recently from Peter Drucker: "He gave an interview just before he passed. He shared that, in his view, the perfect career looked something like the stages of a chess game. Namely… Opening: Go to school and learn as much as you can. And don't be afraid to go back to school if you want to learn something else. Spend up to the first 30 years or so of your life schooling and re-schooling. Middle Game: Try a lot of different things. Balance doing what you love professionally with doing something that enables you to also do what you love personally. Spend another 25 or so years doing this. End Game: Focus on the one thing that you REALLY enjoy and throw your heart and soul into it but only do it in an organization where the people care as much about the work as you do." I think of myself in my middle game rather than my end game, but realistically, that era is not all that far off because my opening and middle in Drucker's sentiment were blended, if not blurred. Meaning, my middle game to end game is shorter than that former blended period. I do have specific targets for my current era, but I think I will never fully "retire", rather I will think through alignment, awareness, agency, and adaptability around and about the things I want to accomplish before God calls me off this planet.

Craft a Fulfilling Retirement by Teresa M. Amabile et al.

Retirement isn’t just about wrapping up your career—it’s about crafting a final chapter of your life that supports and reflects your true self. By focusing on four key behaviors, you can shape a retirement that’s consistent with your values and passions.

Alignment. Design a lifestyle that reflects your core interests and values. Take time to assess how your daily activities and relationships support who you are now—and who you want to become.

Awareness. Self-reflection is essential. Map out your current life structure, noting the activities, relationships, and roles that matter most. This awareness will guide you in creating a post-career life that genuinely resonates with you and brings you joy.

Agency. Take charge of shaping your retirement. Explore new interests, set meaningful goals, and seek activities that stimulate and engage you. Small, intentional steps can build a life structure that feels rewarding and purposeful.

Adaptability. Embrace change with an open mind. Life circumstances will inevitably shift, and being adaptable allows you to navigate these changes while maintaining a sense of purpose and satisfaction.

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Yes.These! Offering a couple thoughts about this list, over many years, I've tried to boil leadership, both personally and professionally, down to three key things. In part, because there is something in threes, known and the Power Three. Also in part, it is because our minds are able to very easily capture and consume three items. Not that we are incapable of mastering longer lists, just some super simplicity in three. Those three for me, about which I've spoken in a number of forums, including keynotes, are Growth Mindset, Outward Mindset, and Psychological Safety. The following six items can be gathered and grouped under those same three headings. Regardless of three, six, ten, or more listed items, I agree with the author here that mastering these skills are essential to our ability to lead successfully in any organization or opportunity.

Master These 6 Leadership Skills by Rebecca Knight

The way we work has changed and so has leadership. As a manager, you need to evolve, too. In today’s fast-paced work environment, mastering these six essential skills will help you lead your team more effectively.

Emotional aperture. This is the ability to read your team’s emotional tone. Pay attention to unspoken cues—such as tensions, moods, and dynamics—and use that insight to guide your actions.

Adaptive communication. Adjust your communication style based on the situation and audience. Listen more, speak less, and build genuine connections by understanding how your employees prefer to be treated.

Flexible thinking. Great leaders excel at juggling competing priorities and holding opposing ideas at once. To become a more nimble, flexible leader, practice being open to new perspectives, understanding the broader context, and embracing ambiguity.

Perspective seeking. Consider the different viewpoints on your team. Actively listening to others, especially those with diverse experiences and perspectives, leads to more creative and thoughtful solutions.

Strategic disruption. Challenge the status quo. Encourage innovation by constantly questioning outdated practices and being open to continuous learning.

Resilient self-awareness. Know your limits, set healthy boundaries, and seek support when you need it. By practicing self-awareness and self-care, you’ll set a strong example for your team.

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The following is quite a long piece but filled with lots of useful and easily applied information and insights. Sharing one key quote here; "Perhaps the most fundamental problem to solve is the job description. It’s usually a hodgepodge of skills, qualifications, and platitudes so broad as to be meaningless." Completely agree! For far too many years in my military career, I read job description after job description that did not capture what I really needed the person to do in the post or position. Similarly, the slow to respond to changing environments that is the US Federal Government, led to losing great potential applicants due to some frankly, stupid requirement determined in many cases, decades ago. For example, some years ago I was trying to hire someone to run fitness programs on the military base where I was stationed. I wanted someone with an exercise physiology background. Someone who not only had fitness certifications, but understood physiology, anatomy, and kinesiology so that we could ensure our military members were exercising, gaining physical strength, flexibility, and cardiovascular capacity based on good medical and exercise science rather that "gym science". Meaning, often people would look at the biggest dude or fastest runner in the gym as the example to follow. What I discovered and determined as I became a certified fitness coach (which has long since lapsed) was that generally, those individuals had specific physical talents and gifts. As such, the advice I heard them give to others was not based in sound practice. I digress a little. The point is, we need to engage people consistently and consideration that we ensure we're not just recruiting the best and brightest; we need to retain them! One small departure from the recommendations the authors advance here is, we cannot, organizationally, be all things to all people. Leaders should not be giving in to personal predilections when they do not align with operational objectives or our curated culture. In short, what I mean here is, when people are only thinking about themselves, they aren't thinking about addressing or advancing why your organization exists. That isn't to say that empathy, psychological safety, inclusion are papered over, rather, I have worked with people whose entitlement mentality was toxic to the work environment. Yet, they tried to hide that behind all the right catch phrases. Borrowing an old phrase, don't give the farm away to those who won't do the necessary farming. Why Employees Quit (hbr.org)

The following piece is packed with really good insights. The first and fourth of the four "red flags" strike me the most. I'm actually a little surprised that only 70 percent of companies are reviewing online profiles, such as on LinkedIn. I expect that percentage to rise over the coming years. In part, this is why I am very limited about what and where I post. While I have a Facebook account, which I review daily, I don't post all that much there. Why? Think I've shared in these monthly missives previously the toxic soup of politics and personal opinions that parade or pervade there. I thought it was supposed to be a place where people could stay connected. I enjoy reading updates about how they person and their loved ones are doing. I enjoy seeing vacation pictures and reading positive posts. I don't enjoy seeing posts that paint people who might disagree with us as "bad, evil, stupid, moronic, etc." LinkedIn is a professional platform where we can exchange ideas and information. Here, I spend time nearly every day, and nearly every day, I learn something from others who share from their experience, education, or expertise. But be honest with who you are! I often read profiles of people that I know quite well who inflate their resumes. One of the biggest things I see is when people call themselves "executives" or "senior leaders" whose backgrounds don't really support that title. That isn't to say people are deliberately trying to deceive, rather, might be a response to the perceived or real need to "puff or pad" our resumes in order to secure the position we're pursuing. The following piece is a good read for both those hiring people, and those pursuing positions. In a few words, be honest, be open, be gracious, and be prepared for interviews. 4 Interview Red Flags Hiring Managers Say Concern Them Most (hbr.org)

MEDIUM MUSINGS

As we covered in Bookshelf above, I'm always looking to learn more about how to be a better and better coach. Given that is part of my day-to-day work with clients, I am acutely aware there is always something more to learn. The questions asked here aren't entirely new, nor are the applicable in every coaching connection or call but adding at least one new question. I've not yet asked anyone to think about what a five-year would do. The Hampton Roads area of Virginia is surrounded by water. We have, to my understanding, the largest concentration of underwater tunnels in the world. When I was in high school, or perhaps my early college days in the Virginia Beach and Norfolk area, a story was shared that a tractor-trailer got stuck in the Hampton Roads Bridge Tunnel. The story goes that the driver miscalculated the trailer height. When he entered the tunnel, it got wedged to a stop. As a number of people stood around in the stopped traffic, discussing how to dislodge the truck, a five-year-old inquired and intoned, why not let some air out of the tires? This may very well be an urban legend. I couldn't verify the story doing a Google search. Regardless, there is, in fact, wisdom from five-year-olds (don't tell my kids I wrote that!). Their minds are not yet completely impacted and influenced by others. They still have wide open spirits and thoughts. Here, asking such a question gets to the idea advanced through Occam's Razor. The simplest solution or answer is probably the best. Don't over think everything! 

5-Minute Coaching Questions That’ll Bust Through Any Stuck Situation Instantly | by Phil Roberts | Venture (venturemagazine.net)

Not sure when I first came across The Breakthrough Fallacy. This piece piqued my interest because, like the author, I do not subscribe to the idea there is one moment, or inflection point that fundamentally or foundationally shifts our life's direction. Rather, it is the culmination of small movements. Small moments. Small musings or memories, that lead us to who we become, over time, as a person and professional. Of course, everything we experience, see, do, and learn impacts who we are and how we think. My takeaway here is, rather than look for that one "big" moment, understand that forward progress and movement comes like a glacier moves ... a little bit at a time. That isn't to say or suggest there won't be things in our lives that have a huge impact, rather to impart some moves are small, others are likely larger, but one single event or experience, for most, doesn't create, curate, or cultivate who we will be in the future. The Breakthrough Fallacy—What Change Actually Looks Like | Medium

There aren't any epiphanies shared in the following piece, but one item (number eight) is one that far too often I saw as overlooked -- invest in learning and development. I hear about this often and within organizations where I worked, there wasn't much investment in this area. Not in every Air Force assignment I had across 30 years, but the general posture was everyone should have an individual development plan with little oversight to see if people 1) had them or 2) actually did anything with them. The key kernel here isn't that it should be up to each individual, rather, the organization should be committed to providing openings and opportunities. We can do the other eight things detailed herein and likely find success. Greater success comes in investing in continuous learning for our teams. This doesn't have to be formal training that costs lots of money (and time), rather short snippets like sharing hacks can be developmental. My current team does a lot of information sharing. Articles, work hacks, pooling presentations, short tutorials on how to use our digital tools, and regularly scheduled training "drop-ins". It is incumbent on me to actually drop-in. The point is my company invests in these things and encourages me to learn things on my own. Part of why I've written these missives for the past 11.5 years is to encourage my teammates engaging in reading and learning as well. Learning isn't just accomplished in a formal setting. Simply reading articles opens the mind to new information. We've opened these Readers with Applied AI & Analytics for a couple of years now. Virtually (no pun intended!), everything I know about AI comes from self-learning. I've never taken a class or course of the subject. Looking for simple and inexpensive ways for people to learn and grow directly tied to team dynamics is also developmental. Prior to retiring from the Air Force last year, I invested ~$25K from my budget to launch a digital platform that provided seven to nine short assessments. If my teammates opted to, they could post their results into their Microsoft Office suite (Outlook in particular). In so doing, others inside the same network would receive nudges about other teammates. For example, if I was meeting with a particular teammate and posted that into my Outlook calendar, I would receive a few prompts about how to best communicate with that member based on his or her communication style compared and contrasted with mine. Not only am I learning more about that professional, but they were also learning more about me, allowing us to cultivate and curate better overall teaming because we weren't trying to figure one another out. Readers may not have that kind of L&D money available, so let me put a little more context around that. I may be misremembering the exact math here ... I bought enough licenses to cover about 500 people. Therefore, per person, the expenses were not high. Since retiring, a number of former teammates, who were skeptical about using this platform have since shared with me they have learned from it and find it valuable. Lots of words leading into this article because it reminded me, again, don't skimp on L&D or think "we can get to that later". It should be part of our routines and need not look like a normal ore formal "class" or "course". Team alignment made easy: 9 tactics for leaders | by Sten | Tability | Medium

Interesting offerings inside this one. I've used Occam's Razor and highlighted the concept in the first Medium Musings piece above! Coincidental that is highlighted here. Please note, I read this article after I'd already read and written my notes in the piece above. Have also used Pareto Principle, Getting to the Root, and The Map is Not the Territory. On the latter, I hadn't previously heard of it conceptualized in this manner, rather just the notion that flexibility and adaptability were critical to executing any plan. In military terms, we have lone said and shared that no plan survives first contact with the enemy. Or as the boxer Mike Tyson says, "everyone has a plan until they get punched in the face". The Inversion Model this author shares is a new one for me. At least in the way he describes it as a stand-alone mental model. I think it is a good idea to pressure test plans from all angles. Again, from a military perspective as we undertake and execute the Joint Planning Process, we always detail assumptions and risks. Risks, more or less, are what the Inversion Model seeks to uncover. 5 Mental Models That Will Take Your Leadership from Good to Great | by Gaurav Jain | The Good Boss | Oct, 2024 | Medium

SEED KORN

Sharing the following recent post from Korn Ferry's CEO, Gary Burnison. I bolded a number of areas that resonated with me. Have shared many times the statement from one of my former bosses; "what got us here, won't get us there." It's a simple, yet powerful statement. Like those financial firm commercials that always include the disclaimer, "Past performance is no guarantee of future results." In part, that is what Gary is advancing here. Don't rest on past performance. Prepare for and push into the future. Leadership, in essence, is about leaning in, learning, and looking forward.

Holding that watch, I could hear my father’s voice. “You can never turn it back—only forward.” The memory of those words has stayed with me …

Many of us have had to make tough decisions recently. It’s never easy. But the truth is, in any organization, leaders must sometimes make difficult decisions in order to keep moving forward.

And that brings me back to the watch.

I’ve had it for many years, though I don’t wear it very often. As I looked at the hands that mark each moment, I thought of the end of daylight savings time—just one week from today. In many parts of the world that means resetting our watches one hour earlier—falling back.

That’s when I remembered my father’s advice about adjusting the time. As paradoxical as it sounds, to go back one hour I will actually have to move the hands forward 23 hours. The reason—the mechanics of the watch aren’t meant to move in the opposite direction. Time is always advancing.

And so, it is for all of us.

The past is just that—the past. While it’s good to reflect on history to see how far we’ve come, it’s only a brief pause to center ourselves.

In leadership, there is real risk in getting locked in the past. After all, past performance does not guarantee future success. Only in this moment can we apply the lessons learned in the past to move toward a better future.

When we stay with what is comfortable and familiar, instead of anticipating and navigating in the moment, that’s actually a blind spot.

We all have them. An executive shared with me a few weeks ago an experience while being examined by an optometrist. “Do you want to see where your blind spot is in each eye?” the optometrist asked him.

Surprised and a little shaken by the question, the executive blurted out: “What’s wrong with me?” “Everyone is born with blind spots,” the optometrist assured him. It’s all part of being human. The challenge is that we naturally tend to see the world and ourselves through the lens of our good intentions—what we want to do and who we hope to become. But there can be a gap between those intentions and the actual impact we have on others. In fact, the more than 100 million assessments conducted by our firm reveal that 80% of leaders fail to see their own skills and deficiencies clearly—and that carries a high cost. Our research also shows that people who greatly overstate their abilities are about 6 times more likely to derail than those who are self-aware. Leadership is not about you—but it starts with you. One blind spot can cascade to hundreds—even thousands of people. It’s a multiplier effect.

A new executive we worked with wanted to transform the company he joined, which had become stuck in the past, overly reliant on what had worked before. And so, he tried something different, starting every meeting with a seemingly simple, but profoundly impactful question (said in different ways, but with the same message): “What are we doing to keep moving forward?”

With that small act of empowerment and encouragement, it was like someone had turned on the lights. Before long, everyone was reflecting on their interactions and behaviors. Rather than critiquing the system, everyone looked at what they could do to change system. By seeking out and sharing their feedback, everyone gained a future focus in their decisions and actions.

Yesterday is just that—yesterday. None of us can turn back time. Indeed, just as with that watch, the only movement is forward.

The link to the piece above can be found here: Falling Back, Moving Forward

SUPER SLOAN

Offering that the seven mistakes highlighted here apply to any and all hires, not just when hiring executives. When we were building the US Space Force, we were asked to look at how the US Navy hires people into the nuclear navy. Famously, or infamously, depending upon one's perspective, the Father of the Nuclear Navy, Admiral Hyman Rickover personally interviewed every applicant and candidate. He was the final decision-maker. History reveals he undertook what we would classify as unstructured interviews. His practice is still largely intact inside the Navy today. We chose not to follow this practice when making decisions about bringing new officers into the Space Force. Interviews are being done (or were when I left) but we followed the relevant research that structured panel interviews yielded far better hiring decisions than unstructured, single-person interviews (ala Rickover's model). Some of that research is highlighted in this article. Also noted the relative uselessness of checking references. Afterall, who would put references into their applications or resumes who wouldn't say the applicant was a great person to hire! This isn't to suggest we shouldn't be doing some sanity checks on applicants, rather, ensure the process is yielding something more considered and constructive than "this person is terrific". Similarly, 360-degree assessments, as far as the research I've read on this, applies much more usefully to providing developmental feedback rather than being performance evaluative. C-Suite Hiring: Seven Mistakes Companies Still Make (mit.edu)

WINNERS WISDOM

Not adding much to the three following Winners Wisdom from Jim this past month other than to impart, find enjoyment in both your professional and personal lives. Pursue what you really want to do. Work hard at becoming the person you want to be. And make every moment and minute count. 

File It by Jim Stovall

Success comes to us when we focus on our strengths and passions. There are a myriad of tests, surveys, and profiles you can take to help you determine your true strengths and deepest passions. But I think if you look at yourself objectively and seek the opinions of trusted family members, friends, and colleagues, these will become apparent to you. 

Your strengths are tasks that come easily for you but are difficult for others. These are generally activities that you may overlook because you have a talent for them, you enjoy them, or at least don’t dread them because they are easy and natural for you. 

Your passions involve those outcomes and principles that matter to you in both tangible and intangible ways. The highly respected economist, Milton Friedman, often said, “The business of business is business.” He further explained that entrepreneurs or corporations have no real goal or aim beyond a financial return to stockholders. While I have great respect for Milton Friedman as a pioneer in his field, there’s a lot more to business and entrepreneurship than simply how much money you make. 

I believe our higher calling comes to us when we use our talents and gifts to serve others and make the world a better place. In a business context, serving others and making a difference in the world will inevitably generate a profit. But if money is your only goal, you will not maximize your potential. 

My background and training are in the world of finance and investments. While I studied in the field of accounting, there seemed to be no part of the accounting process that I enjoyed. Consequently, I’m probably not very good at it. This problem was resolved throughout my career by creating relationships with highly skilled and qualified accountants. 

Whenever anything comes into the office or crosses my desk involving accounting, taxes, or government forms, I am always excited, relieved, and pleased to file it among the items my accountants will review before our next visit. I cannot ignore accounting because it’s a vital part of a well-run business, but I can, thankfully, delegate it and consistently review such items with the people who have skill and passion in that field. 

You can build a championship team or a world-class profitable business by having the right people in the right places exercising their skills and pursuing their passions. 

As you go through your day today, pursue the tasks you’re good at and those you enjoy while letting other people do the rest.

Today's the day!

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Overtime by Jim Stovall

If you’re a sports fan like me, you’ve probably enjoyed many exciting games that go into overtime. Overtime means it’s very competitive, it’s exciting, and every moment of the game matters. Our lives can be much like a championship game going into overtime, filled with excitement, enthusiasm, and the unrelenting drive for victory. 

When I speak at business conventions or arena events, I always tell my audiences that the life we’re living right now, today, is not a practice game. It’s the World Series, the Superbowl, and the Olympics all rolled up into one. If you don’t feel that kind of power and passion about what you do all day, every day, you need to find something new to do or at least find a new attitude about what you do now. Life is far too short to be unengaged and uninspired as you limp toward the finish line. When it comes to our passion, our vocation, and our avocation, I don’t believe we should even have a finish line. 

Recently, I read an analysis of Warren Buffett’s investing history. While the overall returns have been overwhelmingly impressive, you must remember that Mr. Buffett’s professional career is about twice as long as that of many investors and financial experts. Mr. Buffett made his first stock investment when he was 11 years old. At this writing, he is 94 years old and still actively engaged in running his business empire. Many people who started their careers when he did, retired and moved to the sidelines 30 years ago. Those 30 years represent an amazing overtime for Mr. Buffett and have presented unparalleled opportunities. 

Three of my most outstanding mentors, Paul Harvey, Art Linkletter, and Coach John Wooden, all worked well into their 90s. None of them had to work. They simply wanted to keep making a difference in the world, utilizing their massive talents and life experiences. I can assure you the thought of retiring never occurred to them because they continued to love their jobs as they approached the century mark. 

I realize many people reading this don’t feel that way about their current jobs or careers. Remember, retirement as a financial term means having enough resources so that your money makes enough money for you and your family to live the way you want to. Whether this happens at 35, 65, or 95, it then gives you the marvelous option to spend each day doing exactly what you want to do. I’m not saying that your golden years shouldn’t include a world cruise, extra time with family, fishing, golf, or whatever you may have dreamed about. I’m saying those recreational activities can keep you energized as you continue to be productive and relevant through the rest of your life. 

Many people have argued that my mentors had the opportunity to continue their careers because they were healthy and active. I would argue that they were healthy and active because they continued to pursue their passion. 

As you go through your day today, enjoy every moment of the game and prepare for overtime.

Today's the day!

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Creating Character by Jim Stovall

As I continue to write books and movies, I am constantly amazed at the parallels between fiction and reality. I have written more than fifty books, nine of which have been made into movies. Approximately half of my books are novels, and the rest are nonfiction. The old saying that truth is stranger than fiction is a reality. To create great characters in a story, you must make them compelling but realistic and place them in interesting and unusual situations.  

Good characters are not perfect. They struggle with all the issues you and I deal with in our daily lives, but they are predominantly consistent. Villainous characters have wild shifts in their moods, attitudes, and actions. When we think of Dr. Jekyll and Mr. Hyde, Hannibal Lecter, or Dracula, what makes them bad is that they often appear good.  

Whether we’re creating characters in a story or building character in our own lives, consistency is what matters. I have long believed that a leader is a leader all the time. You don’t really get a day off. My late, great friend and mentor, legendary Coach John Wooden, often reminded his players and the rest of us, “You’ll be known for a lifetime of great things you do or for one lapse in moral judgment.” 

Whether we’re looking at our personal or our professional lives, it’s important to remember that we are the authors of our own script. We are constantly creating the character that identifies who we are and how we impact the other characters in our lives and the world around us. We should never feel as though we’re stuck in a rut or we have somehow become a victim of circumstance. We are constantly developing who we are and shaping our lives. If you don’t feel this kind of power and autonomy, it’s simply because you haven’t taken control of your situation or fully embraced your role as author in your life’s story. 

Many people are in the driver’s seat of their own vehicle, but they fail to take hold of the steering wheel. There are few things sadder than someone who believes they’re a victim when they simply have never taken the time, effort, and energy to take control of the world around them. You change your life when you change your mind, and anytime you’re unhappy with yourself or your circumstances, it’s up to you to make a change. 

As you go through your day today, remember that you are the star of your own story. Make it a grand performance.

Today's the day!

WORKLIFE WISDOM

Very interesting piece. While benefits are not an area where I spend much time with my clients, it so happens I had a long conversation with a friend just before Thanksgiving who is a COO. Given my background and experience, we were discussing this exact thing. To wit, what is the current state of benefits organizations, public or private, profit nor non-profit? For most of my professional life, my benefits were clearly defined and applicable to all in the same form and fashion. At first read of this piece, I was thinking, "wait, are we thinking organizations, size regardless, have to tailor its benefits packages to different generations?" Seems to me, that would be an incredibly complex area where economies of scale might not be available or applicable. However, digging into this very short piece, there are things that do make a good deal, if not a great deal, of sense. Not advocating that benefits packages are individualized, rather, provide a menu of options. Here's what I mean. If we intend to annually spend $1000 per employee for benefits (completely notional for discussion's sake), then find a number of options totaling that amount per employee and give them options from which to choose. In this way, the Employee Value Proposition and benefits offered allow for some choice. An employee knows how much cost is defrayed for them and for what options ... healthcare insurance cost share, retirement matching, allowances for financial or physical fitness expenses (e.g., monthly gym memberships up to a certain limit), charitable donation matching, seed money for a 529 college savings plan when a teammate has a child and on. Closing with this thought, this is an area most certainly worth exploring more. Rather than a one size fits all package, can companies and organizations provide more options without incurring or increasing expenses in a manner that is more tailored? Such as effort may positively affect both recruiting and retention. The benefits gap: are HR leaders missing the mark on employee needs? - WorkLife

Based upon tons of research I've read across the past couple of years, and engaging executives involved in these decisions, CEOs are wrong. Or at least, they have wrong-headed thinking about requiring 100 percent return to office. Like the previous piece's looking at offering different benefits, the same applies here. Particularly when considering "white collar work" and positions that can be accomplished via telework, removing that option will impact and impair both recruiting and retaining people. Here again, a one size fits all approach is not likely to be most beneficial to organizations going forward. I'm an "in betweener". Meaning, where possible, a hybrid work environment is likely the future. I am a big believer of being in-person to develop deeper interpersonal relationships, more communication, collaboration, and cohesion, but that doesn't require every day in the office or workplace together. Completely understand that many positions necessitate being in person. Police officers can't telework. Production line workers can't telework. There, to my knowledge zero skilled jobs (plumbers, electricians, HVAC technicians, auto mechanics) that can be done via telework. Where people need their hands to do the work will remain an in-person reality. Because of that, some companies, for example, cite the disparity between jobs as the reason and rationale for requiring full-time back in the office. Meaning if everyone can't telework, no one should. This is flawed thinking and those organizations, I submit, will see a number of their best and brightest leaving for organizations that do and will continue offering telework options and opportunities. Once that starts happening, my sense is organizations will relax back to allowing some amount of telework. CEOs predict imminent end of remote work — and HR leaders would like a word - WorkLife

According to the following article, breadcrumbing is — just doing enough to keep somebody in their seat — is really a significant contrast with what the potential is, when you can actually provide growth and development pathways for employees where they don’t just feel like it’s just good enough to be there, but they can actually thrive and see themselves in their next iteration. While not recalling hearing this defined in this manner previously, certainly know the practice. I posit and propose the definition should be enlarged. I also see this in terms of setting realistic expectations with teammates. Even if all the right learning and developmental opportunities are provided, there is also a finite number of openings. Thinking through my Air Force career and how many people I coached and counseled along the way about not self-eliminating from promotion or position opportunities by not doing the learning and development required, there was usually an inclusion of, even if you do all of this, only so many people make it to Chief, Colonel, General, GS-15, or Senior Executive Service (civilian General Officer equivalent). Many years ago, I was in such a Learning and Development opportunity that was three weeks of required training for a senior leader position into which I was soon moving. I remember challenging one of the presenters to share the two charts he briefed with all Air Force Colonels. Why? Because it detailed the very limited likelihood of someone being selected to command a Wing. That is the highest level of command and leadership that a full-bird Colonel can attain. In the category where I had been, very fortunately, selected to command, only one to two percent of all eligible Colonels would be selected. Until that time, I had no idea the numbers were that small. While I well understood it was a hyper-competitive selection process (and I wasn't selected during my first eligible window), my assumptions were multiples higher than one to two percent. Similarly, he shared details on how small the selection rate was to the General Officer ranks. At the time, it was one of every 1,000 Colonels. Put another way, also a one percent selection rate. There are other factors in play, so that number can be higher. Regardless, exceedingly small numbers. I'm sharing all of this because that leader refused to openly share those details and when I challenged him on it, he gave no satisfying response. It was very useful for me to have that data so when I was engaging my own teammates later about their changes of being selected either for Wing Command or for General Officer, I could share relevant data. I thought, then as now, it is a foul not to ensure people know that while we are grooming them for possibilities based on their potential, those Executive-level opportunities are not guaranteed. One of my longtime Air Force Wingmen fell into just this situation. He had been groomed for two decades to become a General. Held all the right positions. Completed all the right education. Had all the right experience, expertise and truly excelled everywhere. Then ... BAM! After 24 years of doing everything he was asked to do to reach that C-Suite level, he was told he wasn't going to make it. The primary issue wasn't that he would have likely made different career choices per se, up until that last hour, no one told him anything other than, "you are on your way soon to be General!". Because we'd known each other for two decades at that point, I knew not only the devastation of that "late" notice, but I also knew it was incumbent on me as a C-suiter later I needed to ensure I wasn't breadcrumbing anyone. Worklife Briefing: WTF is breadcrumbing in the workplace? - shawnwcampbellelevate@gmail.com - Gmail

Read and Lead On!

Shawn