Category: Leadership Development

Beyond Leadership is Horizon Point’s line of resources for managers of people. Managing ourselves is a distinct set of behaviors from managers the work of others, and we are here to help. Read stories in this category if you are ready to take the next step in your own leadership development (or if you’re looking for resources for someone else).

  • Don’t Miss the Bus- Talent Management Lessons at its Finest from Lane Kiffin

    Don’t Miss the Bus- Talent Management Lessons at its Finest from Lane Kiffin

    I don’t know about you, but there has been a lot of football on at our house over the holiday break.  So much so, that as I was putting up Christmas decorations on Monday, I was silently cussing the college football season wishing my husband would get off the couch and help instead of watching more of what seems to be an endless bowl season.

    Then I hear him say,  “WHAT?!?!”  and turn up Gameday.

    “Babe,” he yells, “He fired Kiffin.”

    “He’s (Nick Saban) is about to come on live, you gotta come listen to this.”

    Despite my frustration, I stopped what I was doing and did go down there, thinking, this is going to be good.

    And good, it was indeed.  And so was the commentary afterward that I’m sure will continue to go on even after the National Championship is over.   As a talent management nerd, my mind was going crazy with all the lessons gleaned from this late-breaking news.

    You can watch the full clip of what Saban had to say here, but the basic lessons bowl (pun intended) down to:

    1. Most people can’t do two jobs well at once. With Kiffin having accepted the Florida Atlantic job, he was in a place of trying to steer an offense to win a national championship, while at the same time, recruit a staff and a team for his new gig.   While I’m all in favor of two (or more) week notices from a professional etiquette standpoint, you’ve got to weigh the benefit of keeping someone around whose mind is in a completely different place.   Even Kiffin admitted, “Trying to do both jobs, I thought it would be easier than it was.” Kirby Smart and Jim McElwain were able to do it, but both had a level of discipline and maturity that I think Kiffin lacks.
    2. Great leaders eliminate distractions for their team. Kiffin, not just this week, but previously as well, has been a distraction. He had a rant with the media before the playoff game and the media took to publicizing that he missed the bus again, literally.   How does the offensive coordinator miss the team bus, not once, but twice in one year’s time?  When it comes to a level of maturity that is needed to behave in a way that conforms to Nick Saban’s disciplined process, you can’t have your offensive coordinator being the bad example for your team and it being a focus that distracts players (and the media) from the important task at hand.   I want to say come on dude, set an example.
    3. There comes a point where opposites don’t attract, they repel. Much has been said about the differences in Kiffin’s and Saban’s personalities.  In one regard, having the differences in personalities from a leadership and organizational perspective adds tremendous value.  Where one is weak, the other is strong.  But, heck, what weaknesses does Saban really have when it comes to winning championships?   I was surprised to be honest, when Saban gave Kiffin a chance and hired him in the first place.  But when you can’t get your act together and it shows up in the way your offense plays in a key game, good leaders make sure those who have personality issues that lead to on the field issues move on.
    4. Yet to be seen, but great players can take direction and succeed under any great leader. Much of the commentary after Saban’s announcement dealt with how Jalen Hurts, the true freshman quarterback was going to handle a change in the voice in his head at the last hour before the most important game of his life.   I get where people are coming from on this.  Is change so late in the game good?  What is the greater distraction?  I think it came down to Saban thinking his true freshman was more mature, and therefore equipped to handle a change, than his offensive coordinator.

    As I sit in a local coffee café writing this blog post and preparing for a new year to hit at work, a conversation strikes up without me even prompting it about the Kiffin news.

    I silently grin to myself and listen, thinking again, this is going to be good.

    “He screws around,” an older gentleman said of Kiffin.  (I wonder how literally he means this, because I think it is quite literally, true too.)

    The lady making chicken salad behind the counter said, “His play calling was awful.  He isn’t cut out to be a head coach.”

    As the conversation progresses, it turns from Kiffin to Saban.

    “But you know they say he is hard to work for,” the chicken salad lady says.  “I wouldn’t care, I’d do it. I’d work for him,” she says.

    It is yet to be seen if Kiffin will indeed make a good head coach.  And it is yet to be seen if Jalen Hurts can handle another guy being the voice in his head in the National Championship game.
    But my money is on Jalen (and Saban).  Both have exhibited the discipline to not miss the bus.

     

  • Top 10 Posts of 2016 and the Icing on the Cake

    Top 10 Posts of 2016 and the Icing on the Cake

     

    2016 showed us, at least in terms of the popularity of blog posts, that it was a year of innovation. More than half of our top 10 blog posts for the year focused on innovation in the workplace:

    You Can Hire for Fit AND Diversity: How the Most Innovative Companies Hire

    The Name of the Game is FREEDOM: How Innovative Companies Motivate, Get, and Retain the Best…

    Innovate or Die? And the Best Places to Work

    Rules to Preserve Freedom and Culture: How Innovative Companies Go about Rule-Making

    How Neuroscience Is and Will Revolutionize HR

     

    Others that came in on top were a splash of leadership:

    Being a great leader is a lot like being a standout salesperson

     

    And work-life integration/balance:

    4 Lessons Learned from a Week of Being Unplugged 

     

    And HR/Talent Management Lessons:

    What are your biggest HR Pain Points?

    HR Santa Clauses focus on the Employee Experience

     

    And because my husband says he focuses on quality and not quantity, his lone guest post of the year made the top 10 list:

    Talent Management Strategy Lessons Learned from T-ball 

     

    Icing on the cake for blogging came in the way of being published several times on Huffington Post.

    Is Leaving Work to Stay at Home a Parenting Issue or a Workplace Engagement Issue?

    Do You Want to Go to Timeout? Leadership Lessons from Disciplining a Two Year Old

    Do We Really Want to Have It All?

    Millennials Don’t Feel Entitled to Your Job, They Want You to Help Them Chart Their Career

    Bridging the Divide… Education for the Future

     

    What was your favorite topic of 2016?

  • 8 Steps to Run and Lead Well

    8 Steps to Run and Lead Well

    On November 20th, in wind gusts up to 45 mph, we finished the Philadelphia Marathon.  All five of us.  Our times ranged from 4 hours 21 minutes to 4 hours 55 minutes, but we all crossed the finish line with a smile.

    In taking the journey this fall through the parallels drawn from running and leading well, it really all boils down to these few things:

    1. Have a meaningful goal and motivation towards that goal.

    2. Have a plan to meet that goal; chunk your tasks into manageable pieces to achieve the goal.

    3. There is no elevator to success; you have to take the stairs.  Do the hard stuff. 

    4. Run your own race, not someone else’s.

    5. Be aware of your environment, but don’t let it control you.

    6. It’s about the journey not the destination.

    7. The journey is really all about the relationships.  Don’t go it alone.

    img_0309

    BEFORE

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    AFTER

    8. And above all, have some fun. If you focus on number six, this one should take care of itself.

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    CREW RAN THE “ROCKY STEPS” TOGETHER ON OUR VISIT.

     

    What is the best advice you have for accomplishing any meaningful goal in leadership and/or running?

  • Innovate or Die? And the Best Places to Work

    Innovate or Die? And the Best Places to Work

    Innovation is a buzzword in business now.  In a fast-paced world where change and adapting is necessary in order to survive in business, innovation seems to be what all people want to point to that keeps companies alive.  “Innovate or die” we hear.   But is it worth all the hype?

    Despite the fact that I often hate cliché words or phrases (don’t ask me about what I think about the word “synergy”, for example), I’m on the innovation bandwagon. I believe in today’s business world it truly is what separates the winners from the losers.   And you can see why in the way that the Business Dictionary defines innovation as “The process of translating an idea or invention into a good or service that creates value or for which customers will pay”.  This view of innovation connects it to why it separates the winners from the losers-  it’s the process by which value is created.

    But we often speak of innovation in terms of products or services. While very important, my focus, however, is on how people or human resources/capital innovation takes shape in the workplace and how it contributes that value that translates into dollars and cents.   Interestingly enough, many of the most innovative companies are also labeled as best places to work.   This is no coincidence.

    We are now at Horizon Point self-proclaiming ourselves as “Workplace Innovators” (you can see more on this at our newly designed website),  helping companies and communities hire, grow and lead in an “outside of the box” (there I go again with another cliché) way.  Which happens to help us lead them to be award-winning companies recognized for their people practices.

    After spending a few months delving into the research on innovation specifically from a human resources lens, and talking to company leaders who drive the best workplaces, I will be spending the next few weeks covering what creates innovative workplaces.  These areas will include:

    1. You can hire for fit AND diversity- How the most innovative companies hire
    2. The name of the game is FREEDOM- How innovative companies motivate and retain the best
    3. Rules to preserve freedom and culture- How innovative companies go about rule-making.
    4. Does size matter? How innovation and entrepreneurship grow in all sizes.
    5. What does a HR leader at an innovative company look like?
    6. You can’t innovate without your house in order- Capital Resources, you gotta have them
    7. A Final Word on How to Create an Innovative Organization: Do you believe are people fundamentally good?

    In each post, I’ll make a case of why each thing is vital to an innovative workplace and then give suggestions or a checklist on how to examine your organization against this standard and make revisions or changes to adapt your organization towards these standards for innovation.

    If you’re interested in diving into the details I looked at to draw these conclusions, there will be a number of articles and books linked in the posts. Overall though, check out these must reads that are grounded in research and/or first-hand experience from innovation thought-leaders:

    1. The Innovator’s Dilemma (and many of its footnote references)
    2. The Lean Start-Up
    3. Steve Jobs
    4. Work Rules! (and many of its footnote references)
    5. Drive
    6. Entreleadership
    7. Great By Choice
    8. And one cool tool I discovered in the midst of all this research is http://buzzsumo.com/. It is a content analyzer that shows you, by entering keywords, the top posts by social shares and the top influencers.  Make sure you check these for quality and validity though if you are going to use them; just because it’s shared the most doesn’t mean it’s the best.

    We hope you find our couple of months of hiatus from blog posting valuable as you read more about what we’ve discovered as we intensely researched the topic of innovation in the workplace.

    What do you think makes a workplace innovative or a best place to work?

  • GREAT REALITIES OF MANAGEMENT: It’s Not Your Fault, But It’s Your Problem…

    GREAT REALITIES OF MANAGEMENT: It’s Not Your Fault, But It’s Your Problem…

    By Kris Dunn

    It’s one of the unwritten rules of management. It’s also one of the hardest things for new managers to wrap their heads around.

    “It’s not your fault, but it’s your problem.”

    Let’s deconstruct that a bit.  New managers were often very high performing individual contributors (ICs). The great thing about being an IC is that you only have to worry about one person – and that person is you.

    But your performance as an IC convinced us that you’d make a good manager of people. For the most part that’s true.

    One point that sneaks up on new managers is taking feedback on what needs to happen related to their team as failure on the part of themselves (the new manager).

    Here’s what I mean – If you’re managing other managers of people and some of those are first time managers, you’re going to spend more time talking about what’s going on within those teams than you will with a more experienced manager of people. You have to be the coach for the new manager.

    As you’re coaching that new manager of people, it’s important to separate their individual identity as a high performer from the brand new – and at times, scary – role as a manager of people.

    Example – someone on their team is struggling in a certain area, and the new manager delays a bit. Your job is to push as the director, but careful! Your feedback might be perceived as failure on the part of the new manager.

    I’ve always found the best way to handle that with new managers is to use the title of this post –“It’s not your fault, but it’s your problem.”  

    What I’m trying to convey with that is simple – “Look, you’re going to manage people who struggle in your life as a manager.  Just because they’re struggling doesn’t mean you’re a bad manager. It’s what happens next that is key – are you gong to address it, coach for improvement, etc. Or are you looking the other way?”

    The only way you lose is if you don’t get in there and address it. Bias for action is the key for new managers.  Left to their own devices, most will wait too long to address whatever performance issue is in question.

    “It’s not your fault, but it’s your problem.” by Kris Dunn first appeared on November 30, 2015 at HR Capitalist