by Adam L Stanley | May 6, 2016 | Leadership, Relationships, Technology
Don’t ask for a seat at the table. Claim it!
Stop it. Just stop.
10 years ago, when IT was still an enabling function for most companies, you’d attend trade shows and conferences and there were seemingly endless discussions about “getting a seat at the table.”
Five years ago, this conversation was relevant for many companies that were recognizing the importance of technology to the business — but still not believing CIOs could actually drive the change.
Today, more and more I meet CIOs that are business leaders and run IT. This is a good thing!
But the next step is crucial. Now we need more CIOs and their direct reports claiming their seat at the table so that companies can do more internal promotion and less external recruitment.
But many CIO-chain reports still don’t know how to claim that seat at the business decision-making table. And my soapbox is for these leaders.
The short version: If you want to be relevant, you must be relevant. Do you know the business deeply and are you clear on the key things you can do to grow revenue, improve profitability and drive results? Make sure you do before you try to pull up a chair at the table!
Here are a few tips for those trying to claim their seat:
Stop trying to be the controller and be a partner
A “corporate IT” function focuses too much on rules and restrictions. It’s where business process can often bury actual business results. It doesn’t ask good business questions, and it tells business leaders what they must do, not how they could do. This leads to business leaders consulting with IT only when they have to, and not when they want to discuss strategy.
How to fix: Go watch HBO’s Silicon Valley Season 3, Episode 2 for a laugh about how “IT guys” talk to “sales guys.” Then come back here and realize this: hardcore business decision-makers want conversations and presentations in terms of actionable results — and they want them in their vocabulary, not yours. If you want a seat at the table, start by thinking about your limitations process-wise. Then invert those limitations into what can be done and re-focus your presentation ideas that way. No executive wants to hear a bunch of process tech-speak about neural nets or back-ends. They don’t really care. They want to know how results will be achieved. So you need to provide that context. That’s partnership, instead of a roadblock. Roadblocks don’t typically get the seat at the table.
Have a point of view
In line with the above, one of the potential reasons for my success getting to the table may be the fact that I frankly don’t know all that much about the details of technology. Please don’t ask me how to build a server or write code. There are so many people who know much more than I ever will. That is ok. Leadership isn’t about knowing everything; many managers miss this point. Leadership is about knowing how to drive decisions and results, and who to engage on each topic that is the subject matter expert there.
How to fix: Have a point of view about how technology drives value for your business, helps you engage with clients and colleagues, and wins work. Bring to the table your perspective of how technology is changing your industry.
Know the business and speak the language of the business
I often joke with my teams that every one of my colleagues I meet in the hall has a figure above their head. The figure represents the particular contribution to EBITDA of their service line or division. In order to effectively communicate your contributions, you must be able to make your argument in business terms — not in technology terms– quantifying the value of your proposed involvement in fulfilling the company’s strategy.
How to fix: Understand the mission of your company, but also understand the two sides of strategy. What do I mean by that? There’s a “big speeches” strategy, where a CEO tends to speak in aspirational words and concepts. That’s for public consumption, the media, and regular employees. Then there’s the strategy the CEO discusses with his/her top lieutenants, which tends to be more specific and focused. You need to understand both sides, because you need the aspirational terminology — that vets you to be a major leader and outwardly face new groups of people — but you also need to know the real deal from the closed door meetings. We talk about “code-switching” in society a lot, and it’s crucial in business. You need to be able to quickly switch back and forth from PR-facing top leader to organizational execution internally. They are different languages.
Sell the business
Never forget that every employee of any company must focus on the end customer. Every one. So, maximize every chance you have to tell someone about the company, its products or services. Try to seek out mentors amongst the business development or client account teams that can teach you how to sell the story. Your first job is to run technology, but wouldn’t it be great if a dinner conversation at a charity event you attended led to a new client?
How to fix: This one is blunt, but simple. If you want the seat at the table or the higher salary, you have to sell or be tied to the bigger clients or deals. Those are the people that get the seats first and keep them in most companies. You can make arguments that it shouldn’t be that way, but it is — and will be for a long while still.
Be social
Business is inherently a social enterprise. Relationships are built over coffee, drinks, and being in the trenches during critical projects or incidents. Because you are in technology, you will spend much of your time in the trenches with other technologists. That is great. Getting to know your teams is important. But be sure to spend some time with the colleagues in the business. Be sure there is balance as you don’t want them to think you are just the party guy or the smoozer!
How to fix: Become comfortable with ideas opposite from your own and stop spending time with people just like yourself. The more relationships you build, the closer to the power vortex you can get.
Claim your seat today.
You’ve tried to communicate the value you bring to the company, but executives at your company just don’t get it? Speak Up. Challenge yourself to be more social, to get to better know the business, to sell the business. Have a point of view and make it known. Don’t ask for a seat at the table. Claim it!
Always remember: Business leadership tends to be driven by measurement, value, and relationships. If you understand your value and the corporate value prop, that’s Step 1. Great. If you understand measurement as a whole and how your company tracks and measures goals and KPIs, that’s Step 2. Awesome. If you invest time in building relationships in and out of work — hitting goals, but also networking and schmoozing and putting yourself in front of the key stakeholders — that’s Step 3. Now you’re ready to claim a seat at the table.
As always, I would love to hear your thoughts.
Be well. Lead On.
Adam
Related Posts:
Defining the Perfect Employee – Top Traits Series
Trait 1: Hard working AND talented
Trait 2: Pride in work product
Trait 3: Fun to work with
Investing in talent for the long-term
Adam L. Stanley Connections Blog
Technology. Leadership. Food. Life.
AdamLStanley.com
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by Adam L Stanley | Apr 14, 2016 | Leadership, Relationships, Teamwork
Find the right “fit” for the role
“If you read the papers, you’ll see that people are hired for what they know, and they’re fired for who they are. Hiring for knowledge is a mistake management makes all the time.” — Unattributed, World 50 Member
So, I heard it again the other day. What, you ask? I heard the famous “he just wasn’t a good fit” for the team. The problem is, I get it. But that word has always driven me crazy because it was often used to deny people of different racial, religious, and gender backgrounds from roles. “Not a good fit” meant not part of the same country club or socioeconomic circles. But, as much as I hate the word, “fit” does matter. But in my case, I choose to define fit as having similar character and values. Character and values transcend race, gender, religion, etc. — and they are very important in hiring decisions. The fact is, outcomes are greater when you hire employees with values in sync with the values you hold as a manager, and more importantly, with the general values of the company. You are adding valuable people and you want them to be happy, engaged, and aligned.
Why this matters
Lots of really smart and really successful people talk about this yet some of the lowly C-suite mortals like me often neglect it.
Sir Richard Branson, billionaire mogul of Virgin Group: “If you can find people who are fun, friendly, caring and love helping others you are on to a winner. …. Personality is the key.”
Elon Musk, founder of SpaceX and the increasingly ubiquitous Tesla car: “[My biggest mistake is] weighing too much on someone’s talent and not someone’s personality…it matters whether someone has a good heart.”
These men are incredibly professionally and financially successful, as are their organizations. They recognize that values tie to performance. In fact, character and values oftentimes tie back to a new hire’s attitude. Mark Murphy, the author of Hiring for Attitude, conducted a study based on 20,000 new hires. He found that roughly half failed within the first 18 months on the job, and 89% of those failures came from problems related to attitude.
Amazingly, that same percentage — 89% — has been tied to hires not working out due to cultural fit in another study.
Character and values set the culture of an organization. Character and values drive the attitude of an employee.
See how this is crucially important?
Of course, hiring for character and values is tough, and it’s understandable why so many people do not intentionally do so. The way most companies set up headcount protocols means that when a role is open, a crucial metric becomes “time to hire.” When you combine the regular daily responsibilities of HR and hiring managers, you can have rushed processes based on video screens, 30-minute interviews with mostly generic questions (“What’s your biggest weakness?”). Furthermore, applicant tracking systems weed out potentially good candidates based on keywords and character does not always come through in print or catch phrases. Hiring for character and values takes time, and time is our most precious asset.
So, is it achievable?
How can you hire for Character and Values
Here are some quick tips:
Use LinkedIn recommendations.
I look closely to see what people have said about a key recruit. How does he or she lead, make decisions, and team with others? Is there a high level of energy and passion in her effort? I look for works like “trust”, “integrity”, and “fun.” If they do not have any, ask for references from a broad group and ensure you get detailed feedback on character and values. References are hard because they’re very curated — obviously if a past manager didn’t like an employee, he/she probably won’t post that on LinkedIn because of professionalism. (And if he/she does, the employee has the option not to show it publicly.) But looking at crucial words is valuable.
It’s ok to have a social component of the interview process.
Doesn’t have to be drinks, but if you are going to be in the trenches with someone, you must spend time with them outside of the office. Over coffee. A breakfast. Drinks. Plan, within HR rules of course, an interaction outside of the office where the plan in not to talk specifically about the company for which you are hiring. Talk about what matters to the potential employee. What makes him or her happy?
Ask probing questions about the “how”.
Resumes and bios often highlight the “what” and I find it surprising when interviewers spend half or more of an interview asking for a restatement of what is clearly written. I want to know how you delivered something as much as I want to know what you deliver. John Wooden is one of the most successful coaches of all-time in any sport — nine NCAA titles, 88 straight wins at one point — and a major psychological research study done around his processes showed that he overwhelmingly focused on the “how” as opposed to the “what.” Again, model success — it can work in hiring.
Always ask what they disliked.
It’s tough, and yes you will get canned answers sometimes. The famous “I just hated that guy that did not work to my level of expectations. It is hard for me to deal with people who have less of a work ethic”. BS. We all read that same book. I REALLY want to know who or what you didn’t like. If a lot of what you DO NOT like exists in my company, we would both be miserable if you join me. You would not be happy and therefore your performance would be subpar and thus I would not be happy. Work is a two-way street: you get money in exchange for performance, but the performance is within a context of co-workers, clarity of information, job description, skill set, and more. If you know you’re not a good fit for certain types of offices or organizations, be honest about that. You hurt everyone — from yourself to future co-workers — when you try to fit a square peg in a round hole.
Have them meet their peers.
For some reason, early in my career I came to expect to meet several peers during the interview process. They were interviewing me as much as I was interviewing them. As I advanced, I noted that these kind of interactions became more sporadic. If you are hiring, make sure to add a couple of peers to the interview schedule. If you are contemplating joining a company, demand to speak with your peers. Quick story about this from a collaborator of mine: after business school, he interviewed for a job based in Texas. He met a few (2-3) of the Texas-based team. Within a week or two of starting the gig, though, he realized he pretty much only worked with the Seattle-based team of the same company. They had barely met him and had no context for him, and he was sitting 1,200 miles away from them. That creates reduced productivity and bad teams, which shouldn’t be a goal for anyone. So meeting peers is important, but make sure they’re meeting the right peers.
Obtain senior buy-in
This comes up in any business article, of course — you have to make sure there’s senior buy-in on any major decisions in an organization. Hiring is maybe the most major decision; it’s half your money going out, and your people are your greatest strategic advantage. Hiring can sometimes be ignored by the top executives — they view it as the domain of HR or specific hiring managers, and because it’s harder to measure, they don’t focus on it as much. Hiring needs to be a focus of your executives. They need to be regularly telling people around the org what culture, values, and character traits they want to see. It needs to be commonplace for a C-suite leader to tell a middle manager what values should be in the company. Otherwise it becomes the domain of specific silos, and finance has a certain type of employee vs. marketing with another vs. Ops with another. Then when those teams need to collaborate, it can be a mess. You’ve seen it. I’ve seen it. And you can avoid it by aligning around character and values.
I’ve spoken about the perfect team traits and the importance of thinking of every employee as allies on a tour of duty. If you are going to make a significant hiring decision, bringing on another comrade on the tour, why not spend the extra time to make it the right decision. Hire for “fit” for character and values. You will be happier. they will be happier. And, the company will benefit for the extra time you took.
As always, I would love to hear your thoughts.
Be well. Lead On.
Adam
Related Posts:
Defining the Perfect Employee – Top Traits Series
Trait 1: Hard working AND talented
Trait 2: Pride in work product
Trait 3: Fun to work with
Investing in talent for the long-term
Adam L. Stanley Connections Blog
Technology. Leadership. Food. Life.
AdamLStanley.com
Follow me on Twitter | Connect with me on Linked In | “Like” me on Facebook
by Adam L Stanley | Apr 2, 2016 | Leadership, Relationships, Teamwork
Top Traits: Defining the perfect employees
I recently wrote a series of blogs on top traits that define the perfect employee. I suggested that the perfect employee is:
(1) both talented and hard working
(2) shows pride in the work they produce, and
(3) is fun to work with.
Many of you commented on these and agreed they are critical traits. But some things were clearly missing from the list. I did not discuss things like “passion”, ambition, or loyalty. Do I think these are important? Absolutely. In hiring and promotion decisions, most managers consider all three of these as well as the quality of work. Do I think either of them make a perfect employee? No.
But a while back, I received an email from a LinkedIn connection, who asked the question “What do you do when your teammate has lost their passion for their work but still keep the other traits? They still work hard and have a smile on at the office (or worksite) but you know they don’t have a burning desire to deliver their work?” I found that question fascinating and thought I would reply here.
A few thoughts:
1) Is “burning desire” to deliver necessary?
Let’s face it. I don’t live to work. I work to live. Anyone that knows me understands that I find life fulfilling because it consists of my job, my family, my friends, and all kinds of other things. I’ve blogged about “Finding Balance” and while I don’t always listen to my own advice, I do feel I am pretty good with my priorities. While I think pride in work product is important, it is completely respectable if you truly feel that you would quit immediately if you won the lottery. 😉
2) Can an employee without passion be fun to work with, continue to work hard and have pride in product?
I tried it once. I was miserable, working with an awful human being that sucked the joy out of everyone around him. Of course I am generally very hard working and consider myself very talented (self-pat on back) so I continued to deliver, working hard to both deliver on needed changes while also engaging colleagues and trying to work on culture. But, eventually, it became harder and harder to put on that happy face. One day, one of my direct reports came to me and told me that he (and others) had noticed I just was not my normal self. I had lost my Henry V: my passion and drive to lead the troops into battle. The miserable individual was “winning” and none of those above me were willing to do anything about it. And my team noticed.
This overall idea of ‘employees without passion’ is a fairly common problem in the American workplace: Salary.com studies show that 23 percent of employees look for a new job every single day, and per Gallup only about 31.5% of American workers are engaged in their jobs.
Give or take, that means 7 in 10 people you work with probably lack passion (i.e. they’re not engaged).
That’s a huge number. On your way to get coffee, you’ll pass more people lacking passion than having passion for the work. If most people you work with are losing or lacking the passion and drive, what can be done? That brings us to our next question.
When an employee loses the passion
3) Can a manager help to reignite that passion and make the perfect employee perfect again?
Absolutely. Here is how:
- Talk to your employees regularly and help them find the kind of projects and challenges that inspire them to greatness. And when I say talk, I mean actually talk — not e-mail. Call them or stop by their desk.
- Share your business goals and objectives and illustrate how the work they do ties to the objectives. This is the idea of tying ‘purpose’ back to the overall goals and objectives of the place (how it makes money). Many organizations and managers miss the importance of this tie.
- Support passions outside of work. If an employee wants to participate in a community organization or charitable event, encourage it. Finding balance in life is hard, but having a boss that encourages you to enjoy those things that matter outside of the office makes it easier.
Here’s something thought-provoking to end on, courtesy of Thought Catalog and The Washington Post. There are two theories on passion at work: “fit” (that you need to find the perfect spot for you) and “develop” (that you can evolve to fit in at a place relative to your surroundings). Across four major psychological studies, researchers found equal levels of satisfaction in people who believed in “fit” and “develop” approaches. This goes to show that passion can be developed and cultivated, even in people who aren’t “believers”. A lot of the process of developing passion will come back to relationships, and especially relationships with your direct manager. That’s why the bullets directly above are crucial.
Be sure to view all of the Top Traits:
Trait 1: Hard working AND talented
Trait 2: Pride in work product
Trait 3: Fun to work with
As always, I would love to hear your thoughts.
Be well. Lead On.
Adam
Related Posts:
Who Am I?
Expectations of Leaders at all Levels
Khalil Gibran on Leadership
Lessons from Henry V
Adam L. Stanley Connections Blog
Technology. Leadership. Food. Life.
AdamLStanley.com
Follow me on Twitter | Connect with me on Linked In | “Like” me on Facebook
by Adam L Stanley | Mar 4, 2016 | Relationships, Technology
Another blog on eMail Etiquette
About a week ago, I had a four-hour flight. I completely cleaned out my inbox before I boarded the plane.
Inbox: 0
For once, I didn’t use the in-flight WiFi to check anything; I just relaxed, read my Kindle on Android, and slept as soundly as I could despite the guy behind me snoring rather loudly. When I landed, I turned on my phone (I swear, American Airlines, it was in airplane mode during the flight), and glanced briefly at my inbox.
Guess how many new e-mails I had? 20? 50?
Nope. I had 100 unread emails. So roughly 25/hour came in as I was 35K feet above — and this wasn’t even during core working hours.
I am not THAT GUY that wants to return to the days of snail mail. Nor am I one that says we must declare “email amnesty” or “war on email”. The fact is, e-mail made work effective, yes — and it allowed people on opposite sides of the globe to collaborate in a much easier fashion — but it’s also a giant hit to productivity. A big, fat, time sinking, eyeball tiring, emotions misreading, productivity drain.
Quick stats: 89 billion business-related e-mails were sent daily in 2014; by 2015, that number was 100 billion, and by the end of 2016, it’s going to be around 116B. That’s the equivalent of everyone on the planet sending 15-20 business e-mails per day (which is even more absurd if you consider that only around 40% of the world population has an internet connection today).
E-mail is a productivity problem because while it’s a way to discuss work and projects, it’s not actually work. Typically, e-mails indicate or reference work that needs to be done — and they do so in a distracting way. An average employee needs 64 seconds to recover their thoughts after reading an e-mail, and they get about 200 e-mails per day. Do that math. By and large, 11.2 hours of a 40-hour work week are spent on e-mails — or slightly over 25 percent.
We can do better. Here are some tips.
1. Stop the Reply All Culture
Watch this video on the e-mail tree. You’ve all lived through this. Reply-alls can be a nightmare, especially because they are deeply tied to hierarchy — as more senior leaders begin to respond, others feel the need to chime in. A reply all culture is awful for productivity.
Resist the temptation to reply all.
- Consider talking directly to the main point person on the project w/any concerns (Skype great for remote colleagues)
- If you must reply all, begin by thinking about your response and then ask a co-worker if you think it has value
The overall goal for e-mail communication should be value. Frankly, all communication should be about value. Think about the last person that trapped you in the break room telling you stories about their dog when you wanted to finish up an important project. No e-mail should be sent that doesn’t advance a project or an idea, encourage new thinking about a project, or communicate on a norm or deadline. If the value isn’t there, the e-mail doesn’t need to be sent.
2. Understand To vs. CC vs. BCC
If there were a Miss Manners for email etiquette, I believe she would suggest this:
- The “To” field is for the main person the e-mail is directed at, or the person with an immediate deliverable from it
- The “CC” field is for people who should have knowledge of the project, be it tangential team members or senior managers
- BCC should be used sparingly — in the wrong context without explanation, it can fray trust between collaborators; if someone is going to be BCCed, they can probably just be CCed
3. Consider reviewing email only once or twice a day
Being tethered to e-mail throughout the day is bad for productivity, as seen above. Try doing one sweep in the morning — but limit it to 20-30 minutes, as focusing on e-mail tasks first thing in the morning is a waste of a good energy period for most people — and then one in the afternoon. During the day, focus on deep work and perhaps (gasp) actually talking to people.
If you think to yourself you would be out of the loop only checking e-mail twice a day, well consider that going and talking to co-workers is another form of being in the loop that worked quite well before e-mail ever existed for business.
4. Think then write
This can be hard for some people because work projects do become emotional at times, even when we want them to be logical and process-driven — but please think before you write e-mails, as a major general rule. Virtually any e-mail sent can come back on you in a negative way (hardly an ideal situation), and you don’t want to be seen as a co-worker that clogs up people’s productive time.
There are dozens and dozens of potential rules for e-mailing, but above all, try to follow the same rule you should follow with conversations and meetings: add value and respect the time of others we work with. If you start from there, the rest should fall into place with practice. As always, I would love to hear your thoughts.
Be well. Lead On.
Adam
Related Posts:
Put down your smartphones, people!
Five Core Skills every CIO must continuously improve
Khalil Gibran on Leadership
Adam L. Stanley Connections Blog
Technology. Leadership. Food. Life.
AdamLStanley.com
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by Adam L Stanley | Feb 2, 2016 | Leadership, Relationships, Teamwork
Allies on a tour of duty.
LinkedIn CEO Reid Hoffman and fellow entrepreneur Ben Casnocha wrote a book called The Alliance in which they argue that investing in your employees is good for both parties in the relationship. I could not agree more and have strived to live this principle throughout most of my career. Sadly, I have not seen consistency in the level of personal support for me. I suspect that many managers still do not consider it a critical endeavor to invest in talent beyond “today.”
Hoffman and Casnocha actually refer to providing opportunities for development as an obligation. Their suggestion for solving the problem employers face with wanting high output from employees who do not have a guaranteed long-term company commitment? Stop thinking of employees as family or free agents, and start thinking of them as allies on a tour of duty. LOVE IT!
Those who have worked with me the past several years tend to hear certain things over and over again. I hope they don’t get annoyed with repetition but I truly, truly, truly feel that talent is not everything: It is the only thing. Therefore, it is key to effectively empower employees to do their jobs, trust one another to be honest and upfront about success and failure, and to hold people accountable. These are the best ways to build a respectful organization that drives value. The Alliance framework reminds us that, even with the best intentions, companies must make changes. For instance, in each of my last three companies, we have had significant reductions in force that were not driven by weak talent as much as they were by financial constraints.
In environments of rapid change, employees must feel that there is benefit to their hard work. That there is benefit to the sometimes long hours. That the uncertainty and the added challenges that come with events like acquisitions and divestitures, when appropriately focused, can be tremendous improvements to their resume, their experience, and ultimately their futures.
Ok, so this is one of my favorite slideshares. Hope you get it as well.
Talent Matters!
Click here for the slide show – The Alliance: A Visual Summary from Reid Hoffman
What do you think?
Do you agree with the concept of a joint partnership on a tour of duty? Do you feel, as Hoffman and Casnocha, that it is critical to train and develop an employee, regardless of whether the training is good for your organization today or simply for the employee’s long-term value? As always, I would love to hear your thoughts.
Be well. Lead On.
Adam
Related Posts:
Who Am I?
Expectations of Leaders at all Levels
Khalil Gibran on Leadership
Lessons from Henry V
Adam Stanley
Adam L. Stanley Connections Blog
Technology. Leadership. Food. Life.
AdamLStanley.com
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by Adam L Stanley | Dec 31, 2015 | Leadership, Life, Quotes and Inspiration, Relationships
I Don’t DO New Year’s Resolutions
My friends and colleagues that know me well know that I don’t believe in New Year’s Resolutions. Sure, I want to be healthier, work out more, make more phone calls, blah, blah, and blah. But why tell everyone that each January when life changes too frequently for those kind of commitments. Last year, I drafted a list of five simple things people could resolve to do instead of their normal lists. And I stand to that. I would love to hear whether you tried any of them. (See here if you did not read that post.)
This year, instead of a resolution, I decided to document something much more important.
My Personal Ten Commandments
I got this idea from a book of ideas I received from a professional organization I have just joined. And I think it is brilliant. Your life will change. Your job will change. Your circle of friends will evolve. But your core values and principles should be consistent. And while you may compromise on compensation, title, which restaurant to dine at or movie to see, there should be certain things about which you refuse to compromise. Here are my personal 10 Commandments. I would love to see yours!
I. I will put life before money
Money is helpful in life but it is not life. I enjoy the fruits of my career, but do not be deceived as I would rather have nothing than sellout my core values. I will not devote my life to the pursuit of money, popularity, prestige, or social status. I will not envy someone else’s worldly goods, personal or professional reputation, achievements or any temporary success.
II. I will be my authentic self.
Regardless of how successful someone might seem, trying to emulate that person will not make me equally successful. Yes, that jerk has made it to a high point in his career. But I am not a jerk. I do not want to be a jerk. And if being a jerk is required to get to that next step, I will accept my ceiling happily.
III. I will never use religion to justify intolerance
I am unashamedly and apologetically a Christian. My beliefs influence how I act and how I make decisions. However, my beliefs are personal and should never be used for hate or harm. I expect the same from others but sadly this has not been the case, especially of late.
IV. I will never lose sight of the big picture.
Details are important, but too often relationships are hurt, jobs killed, and wars lost because people lost sight of what really mattered. I will endeavor to always see the forest AND the trees.
V. In all that I do, I will strive for high quality
I must continually look to improve on old models and practices, working to dedicate myself to being the best that I can be, everyday, in whatever activity or cause to which I find myself attached.
VI. I will love, honor, and cherish those that nurtured me
The purpose of life is to gather the wisdom of the ages, add your individuality and change the world. Try to make it a better or at least a more interesting place. H Wexler
My mom and dad, my sister and my best friends. My mentors Ken P, Louis R, Mike E, Jack W, Adam S, Dan K, and on an on. You mean so much to me and have taught me so much. I learned from you and for that I thank you. I hope to provide similar nurturing to future leaders.
VII. No one is better than me and I am no better than anyone else
Do not treat the lives of other people as less valuable than your own. Ever. No matter how right you may feel. Start with the premise of equality and then try to find the perspective of the other side. I am saddened by the hatred in the world today largely caused by people forgetting the one rule that exists in all major world religions. Treat others as you want to be treated. Do not be prejudiced. I will always try to get to know the individual and not judge him or her by a race, religion, or other characteristic.
VIII. I will allow individuals to drive their destiny and take responsibility for their decisions
I blogged on this recently with a focus on senior leaders. But the principle applies to everyone. If you allow people to make as many decisions about their own lives and circles, they will be better equipped than you. And, they can learn from their successes and failures.
IX. I will be honest and fair
A white lie is a lie. Misleading people is like telling a white lie. Hiding key elements of a complete story is misleading people. I will strive to be as honest and true as possible, managing truth that could hurt people effectively but never hiding the truth to avoid difficult conversations. I will not cheat or exploit people. I will not always be polite or politically correct, but I will be respectful.
X. I will laugh at every opportunity, and with as many people as I can.
Laughter gives us distance. It allows us to step back from an event, deal with it and then move on. –Bob Newhart
So, that’s my list. What’s yours? Have a wonderful, relaxing as you want it to be, fun as you’d like it to be, New Year. And thank you for your continued connection.
Be well. Lead On.
Adam
Related Posts:
Who Am I?
Expectations of Leaders at all Levels
Khalil Gibran on Leadership
Lessons from Henry V
Also check out:
“To Be Happier, Write Your Own Set of Personal Commandments” by @gretchenrubin on @LinkedIn https://www.linkedin.com/pulse/20131129204900-6526187-to-be-happier-write-your-own-set-of-personal-commandments
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3) Can a manager help to reignite that passion and make the perfect employee perfect again?
1. Stop the Reply All Culture
II. I will be my authentic self. 
