Phillip Van Hooser - Transformational Leadership

If you don’t know where you’re going, any road will take you there–but you won’t know when you get there, because you never really expected to get there in the first place! There are folks who live their lives and work their careers based on this motto. Leaders cannot afford such ambiguity. I would like to suggest that you consider the five elements that come together to create a workable leadership strategy.

1. Leadership Mission: What is your driving purpose or cause?

To develop an appropriate leadership mission, the aspiring leader must determine the “primary service” to be offered to his or her followers, including but not limited to information, education, experience, inspiration, courage, vision, or any combination of these and others.

2. Leadership Goals: Where is it that I can make the greatest impact?

Leaders have the ability to choose their “primary focus” points (i.e., response time, quality performance, sales volume, profit enhancement, morale improvement, etc.)

3. Leadership Objectives: When will I know that I have been successful?

Leaders should create “primary markers” which serve as a basic measurement tool indicating leadership success or lack of it. Leaders must know and must be able to communicate these indicators to their followers.

4. Leadership Strategy: Which routes are most appropriate for us to pursue?

Leaders recognize there is more than one way to achieve the desired and stated goals and objectives. The most important question to be answered involves which method is best for you, your followers and your organization.

5. Leadership Tactics: Which action plans will I initiate?

With the leadership mission, goals, objectives and strategies clearly identified the action plans begin to take shape. It becomes a process of “planning your work and working your plan.”

Phillip Van Hooser
Leadership Expert, Author & Keynote Speaker
phil@vanhooser.com

Recently, an audience member approached me, enthusiastically complimenting the scope, depth and value of my program. I was thrilled with the public approval. But, before I could break my arm patting myself on the back, she asked a question worth considering. “How can you be so certain of the practical benefits of the lessons and techniques you share?” In other words, how do you know these things will work?

This woman’s question allows me to reveal one of my professional passions. I consider myself an avid observer of human behavior. In almost every situation, I find myself constantly watching, wondering and often asking “why” or “why not”? Over the years, the truths I have discovered have proven to be invaluable for my own journey.

For instance, I often asked myself, “Why are some individuals successful leaders, while equally talented folks seem to flounder.” In search of an answer for this question, I watched, considered and queried literally hundreds of successful leaders. I have concluded that all effective leaders possess at least three common characteristics. Thus, I have come to believe that these three elements constitute an equation critical for leadership success. I refer to them as the “Triangle of Success”.

Let’s begin with the first element–knowledge. I hope we can agree that knowledge is a key element in successful undertakings. But, what is knowledge and is knowledge alone enough? Knowledge is not manifest in a wall full of diplomas and certificates. It’s not accurately measured by a numeric grade point average or by years of workplace seniority. True knowledge equals understanding. In the case of leadership, understanding what our followers both need and expect from us provides practical working knowledge. Without such an understanding we are doomed to wander aimlessly from one irrelevant issue or activity to another.

The second element is skill. Is skill more important than knowledge? I say not more important, rather equally important. Both, knowledge and skill are critical to personal leadership development. Simply stated, skill equals application. The ability to apply a concept or idea to some task serves as an unmistakable leadership advantage. A few specific skills which can be immensely beneficial in leading followers include professional courage, decisiveness, patience and the ability to listen honestly. Each of these skills can be learned. But, each must be applied for their benefits to be realized.

A question remains. We all know great numbers of people who possess both knowledge and skills in considerable measure. Why then, are there still many more followers than leaders? The third element in the “Triangle of Success” is attitude. Attitude is key. More important than either of the previous two. Why? Because attitude equals desire. Anyone can have the knowledge and skill necessary to accomplish great things. But, if no personal desire exists to drive behavior and performance, the end result will be unrealized potential. Conversely, we all know individuals who lack great knowledge and skill, yet their attitude, their desire, serves them, even drives them, as they methodically overcome the obstacles before them. For them, desire is the great equalizer.

Our challenge is to consciously ward off feelings of complacency and over confidence as we develop one or more of the elements above. We must realize that school is never out for leaders and that desire is the true breakfast of champions.
 

Phillip Van Hooser
Leadership Expert, Author & Keynote Speaker
phil@vanhooser.com

You are a leader, entrusted by your organization with the responsibility of creating, developing, directing and supporting the cooperative efforts of those individuals under your influence. Your job description clearly states that you are in charge. But, are you really? If you are in charge, why is it often so difficult to know for sure how to begin the process of building and leading teams?

Recognizing leadership responsibility can be a sobering experience. I suggest all leaders begin their work by taking inventory of the people they will be leading. An honest, clear-eyed evaluation of individuals is a critical first step to building cohesive, long-term working relationships. There are three general categories of employees of which all leaders need to be aware. The following are Van Hooser’s unabridged definitions of each.

Groups:  A collection of individuals with no unified purpose.

Mobs:  A collection of individuals with a unified, albeit negative, purpose.

Teams: A collection of individuals with a unified, positive purpose.

Let’s begin by considering the most common category of employees - groups. Groups can be found almost anywhere two or more people interact or coexist. Many people mistakenly expect that simply working or living in close proximity to another is enough to allow an effective team to emerge. Not so. Though individuals may be close physically, it would be foolish to generally assume they are together in their thought processes or their levels of commitment. We have all encountered individuals who work simply for a paycheck. Their lack of concern for the organization, its activities, its mission, and its people, are obvious to even the most casual observer. These individuals do just enough to get by but not enough to make a difference.

Mobs on the other hand are distinctly different. Mob members are not disengaged in their efforts and activities. They are purposeful. Many people generally think of mobs as being chaotic, disorganized and unstructured. I encourage you, however, to remember that the Mafia (a.k.a. the Mob) is also referred to as “organized crime.” Mobs of employees (two or more) often form with the focused intent to challenge, malign, and even sabotage the established order of things. They do so, having rationalized that their negative, even destructive actions are in some way a solution to the normal problems experienced by every organization.

Finally, teams. As elusive as truly effective teams can be, they are worthy of being wished for, prayed for, and most importantly, worked for. Building an effective team requires a leader to establish an organizational environment in which individual team members can reflect on and analyze relationships with other team members. It requires leaders to not only allow, but to encourage the resolution of conflicts through healthy, professional confrontation. It requires a leader to willingly and opening negotiate necessary changes in their professional expectations of each team member; changes that may affect roles, responsibilities, authority and even work allocation.

As leaders, we are obligated to engage those who prefer to be disengaged; to work with those committed to working against us; to support those who grant us support. Henry Ford said it best, “Coming together is a beginning; keeping together is progress; working together is success.”

Phillip Van Hooser
Leadership Expert, Author & Keynote Speaker
phil@vanhooser.com

Have you ever experienced a situation where your boss didn’t seem interested in listening to your ideas? Have you ever been frustrated by not being able to get to first base selling a worthwhile concept to upper management? Have you ever been tempted to stop trying all together? If you answered “yes” to any of these questions, maybe you need to brush up your skills in the fine art of earning the right to be heard.

I would suggest there are four questions that all decision makers need to have answered before they can comfortably and confidently approve any idea. For those of us able to both identify these four questions and formulate appropriate answers for each, the probability of our concerns being heard and acted upon increases greatly. Consider the following four.

Question 1: How much is it going to cost?

No self-respecting manager would ever approve any proposal unless armed with this answer. Therefore, take the time to do your homework up-front. Be prepared, but be honest. Never over-estimate or pad the numbers! Others may, but for those of us wishing to earn the right to be heard, the risk is too great. If decision makers believe you’re playing games with them, they may let you play somewhere else.

Question 2: What are the benefits?

This may be the most important question to be answered. Benefits serve decision makers as both reason and motivation for taking action. Whenever we sell any idea we should be prepared with as many tangible benefits as possible. However, be careful. Only benefits which are legitimate and defensible should be included. Even one benefit that is not legitimate or defensible may serve to make the entire list suspect in the mind of the decision maker.

Question 3: How long will it take?

Time is money. Therefore, we need to offer decision makers a realistic expectation of the time required to get our recommendation up and running. However, contrary to my earlier advice regarding question number one, always over-estimate the length of time expected for the project to be completed. Create a specific implementation plan that will allow you to position yourself in such a way as to always be under time and under budget.

Question 4: What happens if we don’t do it?

This is a favorite question of many decision makers. After listening to your well-prepared case for a certain action to be taken, many decision makers may seem compelled to consider the downside of the equation. Don’t despair, prepare. Prepare yourself with a ready response for this predictable question. My suggestion? “Boss, if you decide not to approve this proposal, I will accept your decision. However, let me remind you of the benefits which will not be realized as a result of your decision here today.” Then immediately refer to the earlier list of legitimate and defensible benefits.

Will leaders always be successful in getting what they want when following the approach outlined above? Of course not. However, even if we don’t get what we want, we may still be successful in creating quality “face time” with the appropriate decision makers. After all, the first step to getting to “yes,” is earning the right to be heard.

Phillip Van Hooser
Leadership Expert, Author & Keynote Speaker
phil@vanhooser.com

There are a number of factors that differentiate a true leader from a mere “wannabe.” One of the more important of those factors is learning to make good decisions. The abilities to think clearly and make good choices are skills too few people develop. That is unfortunate. For those of you interested in becoming capable of making those tough decisions, consider the following ten step guide.

 1. Understand clearly what you are expected to decide.

 2. Reconfirm the ultimate objective. Ask for the timeframe for making this decision.

 3. Clarify your personal responsibilities.

 4. Get as much background information as possible.

5. Research the history of the problem. Be aware of past precedents.

6. Understand the personalities and temperaments of the individuals involved.

7. Ask for help.

• Call on your associates for their input, especially those with more professional experience in such matters.
• Talk through your personal concerns with someone you respect, but who is not involved in the matter.

 8. Conduct a personal “attitude check.”

•  Honestly acknowledge any personal biases or prejudices that could affect your decision making integrity.
• Let your emotions subside before deciding anything of consequence.

 9. Catalog all possible decisions.

•  List each potential decision that is available to you.
• Consider the “worst case/best case” consequences of each decision.

 10. Communicate your decision carefully.

•  Anticipate as many questions and concerns as possible, then address them openly and forthrightly.
• Be willing to listen honestly to well-founded criticism of your final decision.

 Once you have worked through these steps, you will possess information critical to making a sound decision. My colleague, Nido Qubein, president of High Point University and chairman of the Great Harvest Bread Company, offers these four additional questions to consider when making an important decision:

 What is the best thing that can happen if I make this decision?

1. What is the worst thing that can happen?
2. What is the most likely thing to happen?
3. Am I willing to live with the worst to get to the best?

Phillip Van Hooser
Leadership Expert, Author & Keynote Speaker
phil@vanhooser.com