Second Quarter 2011-Issue 4

Note from Coach Mario- At the End of the Day- “Great Leaders Ask Great Questions”

As one moves up the organization and away from their technical area of expertise, it becomes vital that behavioral competencies grow to replace the technical competencies.  While it is important to have the perspective that technical competencies serve one well as a “baseline” foundation, they are no longer sufficient competencies.  As one becomes the business leader, greater focus is on the leader’s behavior and leadership style and financial and nonfinancial results achieved.

A critical technique to use in the leader’s evolution from technical to behavioral competencies is asking great questions.  As traditional subject matter experts, one becomes used to knowing the answer and truly believing the most value is added only when one has the answer.  While being technically competent is important, as one moves up the organization and has responsibility and accountability for a broader segment or the overall business, the leader is not expected to know all answers to all problems but must instead rely on others for critical input, particularly when in a decision-making mode.  Therefore, the leader needs to be able to synthesize and be more discerning of the input.  This is where increasing the aptitude for asking great questions become integral to problem-solving and/or understanding others.  In general, ask questions that:

• Reflect active listening and an understanding of other’s perspective.
• Evoke discovery, insight, commitment or action (e.g. those that challenge assumptions).
• Are open-ended that create greater clarity, possibility or new learning.
• Move others towards what they desire, not questions that ask for them to justify or look backwards.

As Albert Einstein said, “If I had an hour to solve a problem and my life depended on the solution, I would spend the first 55 minutes determining the proper question to ask, for once I know the proper question, I could solve the problem in less than five minutes.”  Asking great questions can reveal information needed for maximum benefit.

Practice asking the proper questions and develop a leadership style that energizes and empowers others in this intellectually stimulating approach to understanding different perspectives and/or problem solving.       

                                                                                                                                                                                                                                                                                                                   –Mario Flores

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

First Quarter 2011- Issue 3

Note from Coach Mario- “The Most Important Part of the Day Are The People”

As a leader, one of the pillars we stand on is Creating a Motivating and Developing Environment.  Oh, yes, having a compelling vision and articulating it effectively is very important.  However to be truly inspirational, you as the leader must connect with the people as a person who understands, values and cares about them.  Through the years, I have come to realize that the most important part of the day is not the work we do, but the people we do the work with.  I am not diminishing the importance of the work itself, but when the time has come and gone and we look back and see all those eyes and memories, I have a question for you, “Will you have realized what all those people you work with mean to you?”  For me, one of the things I cherish the most are the words said to me by people that I have touched in one way or another.  Some of the appreciative words and phrases said to me in emails or other written forms are:

–I learned a lot from you

–Your words of encouragement

–Your guidance

–The most engaged leader

–Thanks for the sympathetic words after the loss of mother

–Your dedication and loyalty

–Your leadership guided us to stay focused on what really mattered

So when you answer the question, “Will you have realized what all those people you work with mean to you?”, you can say yes by not waiting to realize it until you look back and see all those eyes and memories.  By recognizing now that the most important part of the day are the people you work with, connect with them and start today making the memories that you too will recall and cherish for a lifetime.

                                                                                                                                                                                                                                                                                                                                                      –Mario Flores

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

Fourth Quarter 2010-Issue 2

Note From Coach Mario-At the End of the Day-“Principle-Based Empowerment”

As I listen and observe, it is not always clear that people really feel empowered to get the job done.  I find that much of that uncertainty comes  from people not understanding each other’s boundaries and expectations.  In the daily quest for innovation and idea generation, the guidance given or not given by the leader sets the tone for the environment.  If clear boundaries and expectations are identified,  the work of innovation and idea generation can be executed with the necessary conviction (motivation) to progress…every day, even if it is in baby steps.  Baby steps often lead to giant leaps.  It does, however, take a leader to create an environment where people are truly empowered and  feel and become motivated.  This is where principle-based empowerment comes into the picture. 

In addition to establishing for people clear boundaries and expectations, the other important component of creating an empowering environment is principle-based leadership at all levels in the organization.  The principles along with clear boundaries and expectations are  foundational in creating an environment that encourages people to “give that little extra.”  Quite often, it is that “little extra” that makes the difference between good and sustained great.  Shown below are the guiding principles and their associated boundaries and expectations that the leader proactively practices to create an empowering environment that people embrace that lead to innovation and idea generation:

PRINCIPLE — BOUNDARY and EXPECTATION

*  Integrity/Honesty– Behave ethically adhering to company policy, rules of conduct, financial policies and legal rules and regulations.

*  Respect– Be open and willing to listen to another individual.

*  Openness/Communication– Allow for dialogue in a manner where discussion  flows  freely and does not include a hidden agenda.

*  Diverse Viewpoints– Recognize that  ideas or inputs to an idea can come from very different points of view that have roots in varied experiences and cultures.

*  Optimism– Look at the glass as “half full” rather than “half empty.”

*  Teamwork– Recognize that “no one wins alone” and that people need each other in the spirit of support and cooperation.

*  Trust– Count on each other to fulfill agreed-upon obligations.

*  Commitment– Retain accountability for the idea or innovation.

Once these principles, boundaries and expectations are understood, accepted and practiced consistently, an empowering environment is developed where people are inspired, motivate themselves and act with confidence. Through principle-based empowerment,  the daily practice of innovation and idea generation can occur at all levels of the organization.      –Mario Flores

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

Note from Coach Mario-At the End of the Day- “The Art of Subtraction”

While one often gets caught up in seemingly adding more activities to ones already overflowing plate, it is even more important that you actively subtract from your plate activities, projects, steps in a process etc., commonly referred to as “things,” that are not adding value.  The art of subtraction allows one the opportunity to do more with less because we focus on those “things” that are not important now, although they most likely were at one time.  To do this, it takes a “wait a minute, why are we doing it this way” mindset and more importantly, it takes the discipline to stop and ask why are we doing it this way or why are we doing it at all.

You are most likely engaged in daily activities that are part of your organization’s plan.  Things that are not supportive of these are candidates for subtraction and should be reviewed to see if they still need to be done or done the same way.  One may need to put their “pride of authorship” aside if a candidate for subtraction is one you may have “developed.”  This should not be taken personal as I am sure at one time it was important to be done or to be done that way.  One should always address a candidate for subtraction with respect for others.

Effective leaders and organizations are as skilled in subtracting, doing away with things that do not add value, as they are in doing things that add value.  Make sure you are actively practicing the “art of subtraction” effectively in your actions and within your organizations.

                                                                                                                                             –Mario Flores

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