Why is it that mid-level managers who appear ready, willing and able to succeed in senior leadership positions end up leading teams that fail outright, woefully underperform, or never come close to reaching full potential? Find out in my latest published article – it’s a quick 3-minute read!
https://www.cumanagement.com/articles/2021/07/leadership-matters-building-culture-trust
I want to thank Skip Prichard for the fascinating discussion we recently had on a subject we’re both passionate about – leadership. Thanks Skip! Also, many thanks for the kind review of my book – Lessons from the Navy. Check out the full interview…
https://www.skipprichard.com/leadership-lessons-from-the-navy/
Is there something leaders can do that will improve both their effectiveness as a leader and their health? There is! Click on my latest article – recently published in Tennis Pro magazine – to learn more.
My book – Lessons from the Navy – is available now!
Do leaders need to change the way they lead in the wake of the Covid-19 crisis? You may be surprised by the answer. Check out my latest article which was recently published – and selected as a ‘Top Pick’ – in HR.Com magazine:
…or find the article on page 21 of the interactive edition of the magazine:
HR.com magazine/leadership excellence essentials
Millions of business owners have taken advantage of the government’s Paycheck Protection Program. 
While this robust plan has no doubt been beneficial, there’s another extremely effective Paycheck Protection Program that has been around well before the COVID-19 pandemic emerged. It’s relatively inexpensive, easily implemented, and can be used in any organization. Curious? Read on…
Reading newspapers and watching the news it would appear that, in spite of the Paycheck Protection Program, all companies have been forced to reduce their workforce. 
However, some companies have proven to be more resilient than others. Recent research – as chronicled in the Wall Street Journal – describes the factors that help explain why some companies have been forced to lay off and furlough employees, while others have not. It turns out that one of the determining factors is leadership.
Each year, the Drucker Institute develops a ranking of the most “effective” companies – defined by Mr. Drucker as “doing the right things well”. Researchers examine hundreds of publicly traded companies through a variety of indicators across five categories. One significant category is employee engagement. At the end of this thorough analysis, a ranking of companies – from the most effective to the least effective – is created. The 2019 list was developed in November.
Researchers at the Drucker Institute wanted to know if the top 100 companies on their 2019 list were more resilient to workforce reductions than the 500 companies of the S&P 500 cohort. Staff reductions of all companies were compared from March 1, 2020 to mid-July 2020.
…top performing companies have leaders who treat their employees like trusted partners…they’re committed to having layoffs be the last resort, not the first.
The results were stark. Through that 14-week period, 16% of the S&P 500 announced either a layoff or a furlough. By contrast, only 8% of the Drucker Institute’s top 100 companies had made such moves over the same span.
Referring to this study, the Harvard Business Review commented that “…it isn’t just a strong balance sheet that separates the leading companies from the laggards in a crisis. These top performing companies have leaders who treat their employees like trusted partners, not like hired hands.”
It turns out that leaders in the top performing companies are committed to having layoffs be the last resort, not the first. Instead of laying off their employees they turn to them for innovative ways to survive. 
Employees are able to concentrate on serving customers and dreaming up solutions and new products, rather than worrying about their jobs. This in turn fortifies the company’s financial strength, which helps keep the workforce intact. Throughout this virtuous circle, enormous trust is created up and down the chain of command, and the company not only weathers the economic storm much better than others, but is better poised to weather the inevitable next crisis.
Southwest Airlines is one of the companies on the Drucker Institute’s top 100 list. 
Their CEO, Gary Kelly stated, “Our goal is, first, no involuntary furloughs; second, no cuts in pay; [and] third, no cuts in benefits. Before we ever get to that point, we will see voluntary retirement and early-out programs.”
The bottom line: In a crisis these leaders continue to see their employees as a vital asset, not as an expendable resource or potential cost-savings.
It would indeed appear that the best Paycheck Protection Program is to work for a company with engaging and caring leaders. Be a great leader. When the crisis hits, commit to having layoffs be the last resort, not the first.
As we celebrate 244 years of America, I wanted to share a fascinating story of how certain behaviors employed by Continental Army leaders proved integral to our extremely unlikely victory over the great superpower of that age – Great Britain. The story tells of a leadership lesson that is as relevant today as it was over two centuries ago. Surprisingly, it’s also a love story.
In my March 2020 leadership blog I noted a book that I had recently read 
entitled “Contest for Liberty: Military Leadership in the Continental Army”. One striking fact that I learned while reading this book is that over the span of the 8-year Revolutionary War – 1775 to 1783 – members of the Continental Army were rarely paid, fed or clothed on a regular basis. As one example, during the army’s encampment at Valley Forge through the harsh winter of 1777-78, fully one third of Washington’s army of 12,000 soldiers lacked shoes and 2,500 died of malnutrition, exposure, and disease – typhoid, dysentery, typhus and pneumonia ran rampant. In spite of this and against all odds, remarkably the Continental Army stayed in the fight until the end. The question is why.
Valley Forge encampment; Winter 1777-78.
The author of the book, Seanegan Sculley, answers that question directly:
“The reason for this amazing fact was the ability of the army leadership to convince their soldiers that the cause was worthy and the officers took care of the men.” (1)
In other words, the soldiers trusted their leaders. Interestingly, around the mid-point of the 8-year war, General Washington ordered the distribution of a unique drill manual among the officers and the soldiers. The manual was very different from other drill manuals of that age in that it spoke of the need for officers to gain the love of the soldiers. For example, one passage reads:
“There is nothing that gains the officer the love of his soldiers more than his care of them under the difficulties of sickness.” (2)
Page 121 of the drill manual used by Washington. Note the first sentence under Chapter XXIV – “There is nothing which gains an officer the love of his soldiers…”
What other things did these leaders do to “gain the love of the soldiers” and earn an intense level of trust? They were visible leaders – they walked around the campsites and talked with their soldiers. They made an effort to get to know a little about each of them and listened to their concerns. These leaders were engaged leaders – and approachable leaders. Given that these soldiers fought valiantly over many years under exceedingly harsh conditions, one could logically conclude that perhaps their motivation to continue the fight was indeed driven by a love for their officers. Is there any evidence that such an intense level of trust between the leader and the led actually exist? Can people really love their leader?
Researchers have recently uncovered some fascinating truths about trust, love and high performing teams. They’ve discovered that high-performing teams are made up of people who 1) believe their work is worthwhile and 2) trust their leader – the exact two ingredients that motivated the soldiers of the Continental Army to continue the fight! More intriguing, members of these high performing teams undergo profound changes at the neurotransmitter level within their body. In fact, their level of oxytocin increases significantly. (3) Oxytocin is a molecule also known as the “love hormone” because it is released from the brain as a result of social bonding. Oxytocin levels increase when two people hug, for example.
In other words, oxytocin levels increase among team members, along with engagement, joy, 
and overall performance when the team members believe their work is meaningful and they trust their leader. Given this, perhaps soldiers of the Continental Army indeed had higher than normal levels of oxytocin swirling in their bodies throughout the long and grinding Revolutionary War campaign. Perhaps they did love their leaders.
What’s the lesson for today’s leader? Whether a soldier in the 18th century or a corporate employee in the 21st century, team members who 1) believe their work to be meaningful and 2) trust their leader may indeed end up loving their work – and their leader. More importantly, these members will perform at a tremendously high level. Who is responsible for creating a culture where both ingredients flourish? The leader. The leader is 100% accountable for both ensuring employees understand how their role fits into the greater mission, as well as earning their trust. Regarding the latter, just as was the case in 1780 so it is in 2020 – a few ways leaders can build trust are by being visible, knowing a little about each of their team members and listening to their concerns.
Be a great leader. Explain the why and take care of your people. They’ll love you for it and work at an extremely high level.
Happy 4th of July!
Why is it that some people who appear ready, willing and able to lead either fail outright, woefully underperform, or at the very least never come close to reaching full potential? Some answers can be found in a short piece that I wrote and was recently published in Strategy Driven magazine. Check it out…and stay well!
https://www.strategydriven.com/2020/06/24/what-is-the-most-powerful-behavior-in-the-leaders-toolbox/
Leadership is never more important than in times of great uncertainty, and the behaviors of the leader have enormous influence on how the team will respond in a crisis. How should one lead in troubled times? Some answers can be found in a piece that I wrote and was recently published in CEOWORLD magazine. Check it out…and stay well!
http://ceoworld.biz/2020/04/06/how-should-one-lead-during-a-time-of-crisis/
Two very different experiences this month have impacted me in profound ways.
One of course has to do with the coronavirus crisis. Earlier this month I visited the frontline healthcare providers at EvergreenHealth Medical Center in Seattle, WA at a time when they were the epicenter for the crisis in the US. I watched in admiration as the healthcare team carefully provided high level inpatient medical care to very ill patients infected with the virus.
The other was some stunning information I learned while reading a book on Continental Army leadership during the American Revolutionary War. You must be thinking – “How could these two things possibly be related?”
Let me start with my visit to EvergreenHealth. Well before ‘coronavirus’ became a household term, the senior leaders at EvergreenHealth quietly and steadfastly worked to prepare for this type of emergency. Of course, like all reputable hospitals, they provided appropriate training for their staff on emergency preparedness. For example, over the past decade they’ve sent hundreds of staff to train in emergency preparedness at the Center for Domestic Preparedness in Anniston AL.
However, the leaders at this hospital – perhaps more than at most hospitals – did other things to prepare.
What did they do?
In the months leading up to the pandemic, they walked around the hospital and talked with their employees. They made an effort to get to know a little about each of them. They proactively made themselves visible and listened to their employee’s concerns. They were engaged leaders…and approachable leaders.
Over time, because of these hundreds of seemingly innocuous exchanges, these leaders showed that they cared. What happened? A culture of mutual respect and collaboration was created. The staff grew to trust them.
Whether a soldier in the 18th century or a healthcare provider in the 21st century, when people know their leader cares for them, they’ll deliver.
Then, unexpectedly, coronavirus appeared on the world stage. Suddenly infected patients arrived at their hospital. Literally overnight, the staff at EvergreenHealth were treating a host of very ill patients – the first hospital in the US to treat coronavirus infected patients. How did the hospital team perform? Exceedingly well. The initial contact with the virus was intense and difficult, but the team was never overwhelmed. They made – and continue to make – excellent patient care decisions at every level and work bravely and unselfishly to provide the best care possible.
The bottom line is that over time – well before a crisis hit – the leaders created a culture of trust and, when a crisis did hit, the team performed at a very high level. This was the deciding factor that allowed the EvergreenHealth team to meet the challenge.
In fact, a visiting healthcare professional leading a team from an internationally recognized healthcare organization, sent the following email to the team leaders:
“I was amazed at how much the team was able to accomplish in such a quick period of time. I learned a lot from my time with your team and I think you’ll probably quickly find that your group will set the national example for how to get this [proper diagnosis and treatment of coronavirus patients] done as effectively as possible.”
What could the EvergreenHealth story possibly have to do with Continental Army leadership during the American Revolutionary War?
Actually, a lot.
A book that I happened to be reading this month is “Contest for Liberty: Military Leadership in the Continental Army”. One striking fact that I learned while reading this book is that over the span of the 8-year war – 1775 to 1783 – members of the continental army were rarely paid, fed or clothed on a regular basis. Because of this – and not surprisingly – some units simply refused to fight. They committed mutiny. Why did some units fight while others chose not to? It depended on unit leadership. Those units who felt that their leaders cared for their well-being did fight; those that did not chose not to fight.
Before the Revolutionary War battles raged, what did the Continental Army leaders do to convey that they cared for their soldiers? Pretty much the same things that the leaders at EvergreenHealth did before their healthcare team was suddenly thrust into the coronavirus battle. Continental Army leaders were visible leaders – they walked around the campsites and talked with their soldiers. They made an effort to get to know a little about each of them and listen to their concerns. They were engaged leaders…and approachable leaders.
All organizations will face crisis’. Whether a novel infectious disease that suddenly appears on the world stage…or the chaos of military battle…the next crisis for your organizational could be around the corner. The great leaders prepare for this inevitability by proactively earning the trust of their subordinates. Whether a soldier in the 18th century or a healthcare provider in the 21st century, when people know their leader cares for them, they’ll deliver.
Be a great leader – be an engaged leader and an approachable leader. You’ll build trust and when, not if, the crisis hits, your team will perform.