First Quarter 2017-  Issue 24

Note from Coach Mario- At the End of the Day-  “Leaders Set the Example of Being Tough-minded”

In business, as in life, things rarely go 100% the way we plan.  The key is not necessarily what happens, but the way one responds.  The one constant other than death and taxes is change.  Having a team that is able to take a punch and bounce back stronger builds sustenance.  A critical leadership dimension is a Leader’s Competencies which includes building that strong team.  This means creating a team who has the ability to be not only proactive, but a team who is also able to make adjustments on a course of action or recover from a set-back with stronger vengeance.  Another critical leadership dimension is a Leader’s Balance.  The Leader must take the lead emotionally, intellectually and if necessary, physically in setting the example for the rest of the team by first being able to take a punch and, secondly, bounce back stronger than ever.

I often work with leaders who, even after being successful, lack the toughmindedness to sustain their effectiveness.  When I refer to the term tough-minded, I define it as the extent to which a person is emotionally independent, utilitarian, objective and unsentimental.  It does not mean not having nurturance (which is having the ability to understand what it is like being in someone else’s shoes, having compassion towards that someone or showing that you value that someone).  To guide one’s thoughts in becoming more tough-minded, here is a list of what a tough-minded leader typically does to sustain their mental toughness:

1. They keep the situation or condition and their emotions in proper context.

2. They cleanse their mind of unsubstantiated thoughts that drive false feelings.

3.  They are less critical of themselves while at the same time they objectively evaluate the situation or condition, learn from it and make adjustments for the future.

4.  They become empowered and take ownership.

5.  They embrace change and go where there is no path and leave a trail.

6.  They understand the moving parts they can influence and realize that besides death and taxes the only other thing in life that is certain is change.

7.  They concern themselves with their key stakeholders, but do not allow themselves to be obsessed about them and “drain themselves dry with zapped energy.”

8.  They are clear on the risk/reward undertakings, including the short and long term consequences.

9.  They learn from the past and move on…in other words, they “let it go.”

10.  They find wisdom in learning from their mistakes believing that wisdom in learning is a premium and they use that learning wisely.

11.  They build others up and realize that they too will be built up–mostly from the inside out.

12.  They remember that in sports, such as baseball, 10 At Bats that produce 3 Hits, relatively speaking, can get one into the Baseball Hall of Fame…that means failure occurs 7 times.  The mark of success is not from one, two or three at bats, but from at bats over a period of time–perseverance is king–not cash!  Cash will come when you have persevered!

13.  They MUST spend time Reflecting…How else can they see the real “beauty of the rose” or have the time to THINK and really see what is before them!

14.  They believe that nothing worthwhile is free.

15.  They realize that Patience is a virtue–in today’s fast-paced world, driven by ever increasing speed of technology, more patience is required of leaders–“they manage for the quarter century not the quarter.”

When the leader begins thinking in terms described here, their toughmindedness will get stronger and stronger.  The leader will begin to realize that their toughmindedness is stronger than their self critical, self-talk has been telling them and what they have been listening to.  As the strong, Tough-minded Leader, you are enabled to set the example for the mental toughness of your team and you and your team will be better equipped to “weather the storms” which will come.

–Mario Flores

               Mario.Flores.  All rights reserved.   No part of these materials may be reproduced in any form without written consent.

First Quarter 2016-  Issue 23

Note from Coach Mario– At the End of the Day- “Being Best in Class is an Attitude with a Destination”

Don’t you want to be “world famous?  I think about this question when I see or hear the phrase “best-in-class.”  People often are unclear as to the meaning of being “best-in-class.”  They try to only empirically or managerially describe the phrase as something tangible such as being #1 in revenue production in a market segment, geography or industry or in the top quartile with the best cost/unit.  When they do this, they miss a hugely important perspective intended by the phrase.

Being “Best-in-Class” is all about an attitude, a mindset, a  feeling, a thinking that says I am the best in the world at what I do because that is what I want for me and my teammates, to be the best in the world.  I want us to be so good at what we do that we are worldly famous.  Instead of thinking solely about products, services, market places or geographies, think first about being “Best–in-Class” as a place where you are so famous at what you do that you are a destination point.  A place where people want to come see the best.

How do you know when you are “Best-in-Class?”  When people WANT to come see you and how you do what you do.

If you want to be the Best-in-Class, it has to start with an attitude and a belief that you are responsible for creating the workplace that can be a destination point.  A place where people want to come see that includes you, your teammates, your customers– everyone you encounter and touch in some way that brings the best out in them.

So, don’t you want to be “world famous?”  Do you want people from all over to come see what you do and how and where you do it?  Do you want to be a destination point?  If you answered yes, then you really and completely understand what it means to be the “Best-in-Class.”  The world is there for your taking.  Each of you is responsible for creating this destination point.  The leader who is transformational provides the Inspirational Motivation to imagine and create this destination point and become “Best-in-Class.”

Recall the words of Albert Einstein who said, “Imagination is more important that knowledge.”

—Mario Flores

            Mario.Flores.  All rights reserved. No part of these materials may be reproduced in any form without written consent.

Fourth Quarter 2015– Issue 22

Note from Coach Mario– At the End of the Day-  “Leaders Communicate”

It’s all about communications!  A critical pillar in a Leader’s competencies is setting a vision, a direction for the organization.  But it only “comes alive” when it is communicated effectively to the appropriate audience.  Effective communication occurs frequently and throughout, at all levels, in an organization.  It is clear, concise and connecting to the audience.  It is delivered in a consistent manner not just once but constantly.  It answers the basic vision question from the audience, “Where are you taking me?”  So is it better to over or under communicate?  To answer this question, take a look at where the breakdown in an effort occur.  Most often the breakdown is because there was a lack of or incomplete communication.  I have seen where an organization doesn’t really know or understand the expectations because they have not been communicated, either effectively or at all by the leadership.  Interestingly, often it is because the leader or leaders are uncomfortable speaking in front of a crowd or lack the structure or order in their management style.  Getting everyone on the same page and moving in the same direction is undoubtedly the role of a leader and communication is the leader’s tool.  Much like any other tool, if it is not used or not used correctly or to its full potential, the results achieved will not be desired.  Communication used effectively is inspirational and motivational!

When is communication NOT inspirational, motivational or underutilized?  Amazing it most often occurs with those nearest to each other.  The boss and the direct report, for example.  Those are the times when the boss”shortchanges” communications with his/her direct reports.  I recall a situation when the boss would not even return the calls of the employee.  Is this respectful?  Is that inspiring or motivating (positively) the employee?  Is this likely to get the admiration from the employee?  Is this creating a trusting environment?  Obviously not.  But shortchanging communications happens more than you think.

Communication occurs in a number of ways, verbal, body language, tone of voice.  The leader must be in tune with their words, gestures, voice frequency ( too much is likely rambling) and volume (is it too loud or too soft) in their communications.  It is important for the leader to maintain composure when communicating.

Exhibition and Nurturance are two behavioral traits that underlie a leader’s ability to communicate.  Exhibition is the comfort in stepping out and communicating and Nurturance is empathizing with the audience in a manner that intrinsically connects with them.  The following competencies are critical in communicating effectively:

1. Active Listening

2. Powerful Questions

3. Direct Communications

When the leader actively listens, he/she is focused completely on what the person speaking is saying and is not saying, understands the meaning of what is being said from the person’s point of view and supports the person’s self-expression.

When the leader asks powerful questions, he/she asks questions that reveal the information needed for maximum benefit to the relationship with the other person.  To the person being asked, it can be intellectually stimulating when done with respect and honest curiosity.

When the leader is direct, he/she uses language that is clear, concise and articulated in a way that has the greatest favorable impact on the other person.

So as the Leader communicates effectively, he/she is able to answer with confidence the vision question, “Where are you taking me?”  He/she has the trust and respect of the direct reports.  The leader is able to achieve this because he/she truly values, understands and cares about people.  Effective communications does not shortchange and is a “two-way street.”  Does your communications “come alive” with others?

—Mario Flores

Mario Flores.  All Rights Reserved.  No part of these materials may be reproduced in any form without written permission.

Third Quarter 2015- Issue 21

Note from Coach Mario-  At the End of the Day- ” A Strong Team”

A critical pillar of leadership is the competency, Build Strong Teams.  It is normal to begin building a strong team with individuals that you trust and believe have character and competence.  Having the right people around you can allow you to be the best leader possible.  I recently heard an interview with Paul McCartney who said of The Beatles when asked what made them who they were and became.  His answer was “…we were a unit.”  They got along  (not just during gigs, but in between gigs) and depended on each other.  Having strong individuals on your team does not automatically mean you have built a strong team.  It likely means you have talented, accomplished individuals.  Undoubtedly, of the Fab Four, two of the four, John Lennon and Paul McCartney, were strong individuals (and arguably the likely leaders) of The Beatles.  How they functioned as John, Paul, George and Ringo together, however, was the key to sustained success as The Beatles.  As the leader of the band, ask yourself do the individuals on your team function as a solo act (indifferent to others) or maybe a duet (cliquish) when the entire team is needed to “make the hits.”  Recently I worked with a sales executive who reflected on a team covenant (a promise that binds each team member) that his team had just created and the executive observed that what was in the covenant had nothing to do with selling but instead on the relationships and how they promised to get along, encourage and support each other.  The following is illustrative of what was in the covenant:

We Promise to …

• Trust each other to create a positive work environment and not question each other’s motives.
• Provide transparent and frequent communication.
• Respect and value each other.
• Be leaders who provide tools, resources and encouragement.
• Promote accountability and humility at all times.
• Encourage true teamwork.

A strong team is rooted in a sincere and solid foundation of positive relationships with each team member when working together internally and unified when representing the team externally.  Whether your team is selling services, copy, physical products or albums, it will be seen and its actions observed as a strong team, with a better chance of producing hits, if their efforts are performed in harmony as ” a unit.”

— Mario Flores

                  Mario.Flores  All rights reserved.  No part of these materials may be reproduced in any form without written consent.

Second Quarter 2015- Issue 20

Note from Coach Mario-  At the End of the Day- “Sustaining A Favorable Leadership Culture–Need, Opportunity and Rationalization”

What is the culture in your organization like?  A transformational leader is very interested in this question because the culture that exists is a direct reflection of the leaders in the organization.  When integrity and respect of and towards all stakeholders is present, people in the organization are empowered to think and behave without looking over their shoulder.  However, when there is a lack of character (defined here as lack of integrity and selfish intentions) bad things happen.  Bad things such as fraudulent behavior, managers tearing down instead of building people up, workers refusing to work together as a team and self-centered approaches to relationships that serve only to undermine.  Leaders need to be mindful of the “three-legged stool” , Need, Opportunity and Rationalization which does not know or care about levels in an organization hierarchy.  When all three are present with these negative behaviors, a powder keg is in the making and it is a matter of time before it blows.  For instance, when there is fraud, the three legged stool is present.  The perpetrator has a Need (i.e. typically a financial need resulting often from a personal situation or condition), is provided the right circumstances by the  culture or work environment to take advantage of (i.e. weak internal controls which are management’s responsibility) and then uses Rationalization which is often inward-looking with an illogical  justification that says I deserve this.

Similarly when the perpetrator of the three-legged stool is the manager or employee who has little regard for the people that work either for or with him/her has a Need (i.e. a need to always be right or always receive the credit-even though others did the actual work), is provided the Opportunity by superiors or peers who look the other way or say well that is just him/her and allows the individual to get away with the toxic behavior and then uses Rationalization that is often self-centered, justified in their mind and shown with attitudes that may include a complete disregard of others’ perspectives or points of view.  This mindset often believes they are the only ones that can do it right, or have a complete lack of social intelligence.

In both instances where the “three-legged stool” is used, the perpetrator’s fraudulent or toxic behavior takes monies that are not rightfully theirs or takes credit where it rightfully belongs to others while stripping away the dignity or self-esteem of others.  The leader exercising the Idealized Influence element of the Transformational Leadership Style must be particularly mindful of the Opportunity leg of the three-legged stool.  Ultimately that is the only leg the transformational leader controls or influences yet it is the most important of the three legs because without it, the other two either do not exist or are not effective.  When that occurs and  much to the liking by the transformational leader, a favorable leadership culture exists where there is no three-legged monster birthing neither fraudulent or toxic behavior.

–Mario Flores

                Mario Flores.  All Rights reserved.  No part of these materials may be reproduced in any form without written permission.

First Quarter 2015- Issue 19

Note from Coach Mario-  At the End of the Day-  “The Cost of Perfection”

“Be the Best You Can Be!”  This does not mean being perfect because Perfection does not equal Excellence.  This also does not mean that quality is being compromised either.  As a transformational leader, one still has to be results-minded.  However, how you get the result is more important  than just getting the result.  Sustained performance over time is achieved through Performance Excellence NOT Perfect Performance.  Let’s explore this distinction:

Definition of Excellence:  When performance is exceptionally good with extremely high quality, superiority and extreme merit.

Definition of Perfection:  When performance cannot be improved it is flawless or free from fault or defect.

On the surface these terms sound familiar.  However, underneath the surface there is a toll taking place on the perfectionist.  It starts with never being satisfied.  As author Jim Conway writes, “If you can’t accept any good things that people say of you, then even if you do great things your accomplishments will not satisfy that insatiable, gulping appetite of perfectionism.”  This can set the stage for significant dissatisfaction within one’s self and from those around one.  Conway continues, “Tragically, perfectionists think other people will like them better for their perfection.  But truthfully, it is just the opposite.  People like to be around flexible, tolerant, imperfect people– like themselves.  Perfect people frighten them and cause them to withdraw.”

The cost of perfection include but are not limited to:

• Missed opportunities
• Unnecessary resource utilization and exhaustion
• Higher stress levels

Getting mired in the details of perfection can cause one to miss opportunities that excellent performance can see and seize.  Excellent performance is one where the goal or end state is always the main point and in clear sight.  Perfectionism can get one so focused on details, maybe even distractions of key resources (where costs may even exceed the benefits), which may only indirectly relate to the desired end state and quite likely, may completely miss the main point.  When you relate stress levels to perfection and then to excellence, one is more likely to achieve and even exceed one’s goals or targeted expectations by being in a state of flow where performance excellence emanates from the fulfillment of the work being done with more good stress than bad stress being produced.  Focusing on forcing every detail to be perfect can drive the bad stress up, undermining the joy of fulfillment and also of maybe even achieving the main point, goal or end state.

As a transformational leader, Idealized Influence is a critical element of such leadership where being a role model is the essence.  Demonstrating that the goal is centered on excellence and not perfectionism can help create a powerful culture that is rooted in empowerment, successes and failures that allow for learning, growing, developing and sustaining excellent performance.  On being the best you can be, focus on Performance Excellence and not run the risk of burning out with Perfect Performance.

— Mario Flores

             Mario Flores.  All Rights Reserved.  No part of these materials may be reproduced in any form without written permission.

Fourth Quarter 2014-  Issue 18

Note from Coach Mario- At the End of the Day-  “Where Your Attention Goes, So Does Your Energy”

As a leader it is vital that we are aware and stay in-tune with where our attention is spent.  Because, where your attention goes, your and your organization’s energy goes too.  As one reviews the end of a year and evaluates where the attention has been spent, one can see the effects of the energy that followed.  This is clearly evident in the results achieved.  Where sufficient attention has been spent, most likely sufficient energy has been expended.  The attention and energy manifest themselves in the extent that expectations set at the beginning of the year were unmet, met or exceeded.

Undoubtedly, any given year will present its set of opportunities and obstacles.  In Daniel Goleman’s book, “Focus”, he writes, “Directing attention toward where it needs to go is a primal task of leadership.  Talent here lies in the ability to shift attention to the right place at the right time, sensing trends and emerging realities and seizing opportunities.”  The key is whether our attention has stayed committed to what is most important.  If one has, then taking advantage of the opportunities will have one’s attention properly focused and appropriate energy expended.  If one allows the obstacles to derail and take our attention away from what is important, then the energy that follows will not be properly channeled.  This is one of the principle benefits of looking at where an organization stands throughout the year and not waiting for a year-end look at the results.  Making the mid-course evaluations and corrections, while ensuring that both the attention and the energy that follows are on what is most important is vital.  For example, if “keeping your eyes on the customer” is an important area to keep attention and energy on, then the challenges that may come around to distract can be minimized or eliminated by seeing how attention and energy spent on the customer have manifested themselves in the customer results at critical points in the year, i.e. monthly, quarterly.

The Idealized Influence element of Transformational Leadership is where the leader’s actions speak louder than words.  If the leader’s attention and energy is not expended in actions that are said to be the most important, then the credibility of the leader is diminished.  Just as it is important to clearly communicate and set the expectations effectively at all levels in the organization, where the actual attention is spent and the energy that goes with it is where the rubber hits the road.

As you, the leader, evaluates the organization’s results, whether at mid-year or at year-end, honestly assess whether your attention’s focus and energy spent was appropriate and sufficient to achieve or exceed expectations.

–Mario Flores

            Mario Flores.  All Rights Reserved.  No part of these materials may be reproduced in any form without written permission.

Third Quarter 2014-  Issue 17

Note from Coach Mario-  At the End of the Day- “Perfect Control of Your Leadership”

I recently came across a story in the book, “Seven Days in Utopia” by David L. Cook, Ph D, that was describing the perfect casting of a bass fly-line.  The individual doing the casting from the bass boat had perfect control; one that exhibited balance, rhythm and patience.  Much can be said about this sequence in discussing control whether in other areas such as playing a round of golf or in fulfilling ones leadership responsibilities.  In thinking and applying this sequence, balance, rhythm and patience, to my three leadership dimension perspective, I thought how much it applied, just as it would in casting a bass fly-line or hitting a golf shot.  The three leadership dimensions and their respective sequence component are:

Leadership Balance (Balance)

Leadership Competencies (Rhythm)

Leadership Culture (Patience)

When one has effective Leadership Balance, one is able to handle the rocking of the bass boat without falling in the water as one navigates the waters to make the catch, or has a well distributed stance in addressing the golf ball before beginning the swing.  The leader’s balance is being able to handle thoughts, feelings (emotions) and behaviors in a way that enhance personal/business relationships, manage stress by not getting too high or too low in challenging situations, being strategic or tactical as the environment requires or dealing with conflict in a constructive instead of a destructive manner.  The Leader is in Balance.

When one has effective Leadership Competencies, one is able to leverage their balance in addressing and leading the organization much like a golfer who has good balance addresses the golf ball, takes the backswing, downswing and follow-through.  The balance and swing competencies create a natural (not hurried), flow-like rhythm feeling that connects with the sweet spot when the club face and golf ball meet.  Similarly, the leader can achieve a level where they can be in a state of flow in leading their organizations.  When vision, strong team and a motivating and developing environment is coupled with commitment and accountability, a certain rhythm is generated.  This rhythmic leadership is similar to what Mihaly Csikszentmihaly, in his book, “Flow”, calls the flow experience because much like flow it is how one feels when they are in top form.  The leadership competencies are practiced with the attention that is freely invested (natural) in achieving goals established because in this state there is no disorder to straighten out, no threat for one to defend against.  The Leadership Competencies are engaged with a certain Rhythm.

Sustaining a favorable Leadership Culture is not an overnight accomplishment.  It can take years to build, nurture and cultivate into a lasting legacy.  It takes a philosophy rooted in patience that instead of managing for the quarter is based on managing for the “quarter-century” with all key stakeholders in mind.  Values, reputation and ethics are at the heart of this long term culture and like trust takes time to build.  Similarly, long hours of practice are required to become an expert bass fisherman or a professional golfer.  Much like waiting for the right time to pull the line and catch a bass or not rushing the swing in hitting a golf ball, sustaining a favorable Leadership Culture requires Patience.

Whether bass fishing with a fly-line, addressing a golf ball or leading an organization, being in perfect control depends on how effective you are in applying the balance, rhythm and patience sequence.

— Mario Flores

Mario Flores.  All Rights Reserved.  No part of these materials may be reproduced in any form without written permission.

Second Quarter 2014-  Issue 16

At the End of the Day-  “Good Management, then Good Leadership”

Reflection on leadership competencies inevitably leads to a discussion about an individual’s skills or potential.  While leadership is “where the buck stops,”  I believe management is where leadership begins.  Before there can be good leadership, there must be good management.  Good Management Matters!  It is often said that managers are tactical and leaders are strategic, yet they are both critical to an organization’s success and both use the SAME management principles in fulfilling their responsibilities.

A few examples of management principles that both use are:

Planning- The analysis and evaluation of internal and external environments (past, present and future) that provide direction and guidance for acting out all resources to meet stated objectives.

Staffing- Hiring, developing and retaining the human resources that get the job done over the full life cycle of an employee.

Delegating- Giving responsibility, authority and accountability to others to get the job done.

Controlling- Having the discipline for appropriate checks and balances with timely feedback mechanisms along the work continuum to gauge attainment of stated objectives, from the beginning to the end of a product or service life cycle.

With good planning, a leader will have the ability to effectively communicate the expectations to all key stakeholders of his or her organization (Idealized Influence).  Hiring the right people for the right job is essential for the leader to build the strongest team possible to help lead the entire organization (Individualized Consideration).  Through effective delegation, the leader will have a balanced work load and is able to properly focus on creating a motivating and developing work environment where people feel empowered to get the job done (Inspirational Motivation).  With effective controls and appropriate checks and balances, the leader will have the necessary accountability in place to ensure the results either reach or exceed targeted expectations (Intellectual Stimulation).

Leadership can be considered an art; while management can be considered a science (arguably a soft-science).  As an artist paints what will be considered a masterpiece, it may be said that their leadership is displayed.  Yet with concentrated inspection of the management principles used by the artist, much more is revealed to the viewer.  With a closer look at the painting, these management principles are foundational to the artist’s work; the individual brush strokes, paint texture, layers of paint, the free-handed drawing, shades of colors and lighting used by the artist become much more apparent.  The masterpiece (leadership) is a function of all the principles (management) the artist uses.  When there is good art there is good use of art principles.

When there is good leadership, there is good use of management principles and the possibility of producing a masterpiece is exponentially multiplied.  When there is bad management, a higher probability exists that there is bad use of management principles, with little or no chance of creating a masterpiece or favorable outcomes.  When evaluating someone’s leadership competencies, first consider their management skills.  This can give you excellent insights into whether or not you are looking at a current or future leader (masterpiece).  Remember:  Good Management Matters!

—Mario Flores

                     (C) 2014 Mario Flores.  All rights reserved.  No part of these materials may be reproduced in any form without written consent.

First Quarter 2014-  Issue 15

At the End of the Day-  “Opportunity Insights”

I have referred to Bernard Bass’ four component transformational leadership model from time-to-time.  One of the four components of the model is individualized consideration.  Transformational leaders are ones that are proactive, stimulate and inspire, align objectives and goals and help followers grow into leaders.  They respond to individual follower’s needs by first understanding their individual needs and then positioning those needs to be met through various means including empowerment.  With an individual consideration mindset, the leader can better anticipate the best ways to help others develop into “best-in-class” leaders.  I recall being asked, “How does one know if an “opportunity” (either inside or outside) that presents itself is right for you?”  I responded by providing the following guidance in what I call “Opportunity Insights” for each individual who asks this question.

1. You will be clear on the stage of your career that you are in and clear on the goals and priorities for you and your family (personally and professionally).
2. You will be ready for it in your mind and in your heart.
3. You will have learned as much as you need (without knowing everything or being perfect) in your current position.
4. You will be ready to grow and learn something different that will add value to you professionally and personally.
5. It will not be “money-driven” (although money may be an important consideration, it is not the main driver).
6. It will help you in future desired positions, in other words, it adds to your “business acumen.”
7. It will give you credibility in the next or future positions.
8. You will feel really good about the opportunity (no lingering doubts or second guessing yourself).  This feeling will allow you to be “all in” and give the opportunity your best effort.

If having the best interest of followers is a top priority as the transformational leader, you have a firm basis for helping grow and develop the people that work for or with you through the opportunities provided.  One of the best compliments a leader can get from a person is the acknowledgement that they made a difference in that person’s life by truly providing individualized consideration in their professional and even personal development.  Be a leader who receives this compliment.

–Mario Flores

                                          (c)  2014 Mario Flores.  All Rights Reserved.  No part of these materials may be reproduced in any form without written consent.