Leadership theories, leadership books and leadership experts are prolific and available to the curious. I googled “leadership books” and there were literally “about 354,000,000” hits. That’s 354 million. So there is plenty of opportunity to learn available.

So why are some institutions and cultures more successful at maintaining a consistent flow of leaders than others? We see it every day. Some companies never seem to get it together. Some companies are totally dysfunctional, and finally, many fail.   And I submit in many cases it is because of poor leadership.

So let’s take a brief macro view of how the Marines do it….

1. Culture.   Establish and maintain a culture of performance and success. Continuously talk about that culture. Walk the talk. Add a dash of hubris.   And all those magazine and television recruiting ads reinforce the visual image of that culture.
2. Indoctrination. Boot Camp in the Marine Corps lasts 13 weeks. Recruits are trained, physically, academically and socially to become Marines. In fact, they are not even called Marines until the end of their training. As they say, the title Marine is earned, not given. (p.s. that reinforces the culture even more).   I recently heard a Navy Admiral remark, “In the Marine Corps, leadership begins the first day”.
3. Specialty Training. The next phase of development is training in the job skills where that Marine will be gainfully employed. A Marine is engaged for weeks or months in specialty schools before qualifying to join the fleet.
4. Continuous Training. Marines train every day. Then throughout their careers they will attend additional schools, leadership academies, and even year-long schools to increase their knowledge and leadership skills.
5. Empowerment. Military organizations are well known for their hierarchical structures and the “chain of command”. It is always clear who is in charge. If something ever happens to the leader, the next in line is trained and ready to step up and lead.

Corporate Leaders can model many of the same, successful behavior to develop better leaders.

1. Culture. What is your culture? It is a control culture with high degrees of hierarchy, control from the top and filled with systems and processes? Is it a creative culture where the atmosphere is flexible and adaptable to change? Or is it a collaborative and more focused on teams within the organization. The CEO is responsible for creating and maintaining the culture within the organization.
2. On Boarding and Training.   Clearly a difference in military organizations compared to companies large and small is the amount of training. On boarding in many companies is a half day. Or worse yet, “Welcome aboard. Here’s your desk, we’ll get your computer hooked up tomorrow. I hope you enjoy it here.”
3. Continuous Training and Development. The ways to implement continuous training are only limited by the imagination. Train employees to continuously improve their job skills, while also learning leadership skills. The leaders of tomorrow are developed over time through many types of skills training.
4. Empowerment.  Delegation, trust, authority and responsibility all come in to play in empowering individual employees to lead effectively and become better leaders. Leaders are both born AND made so companies that invest time and attention to the development of individuals as leaders will reap dividends in performance from those leaders. Give all employees opportunities to lead.

How will your culture be inspired by the Marines and their history of impact and results?

Sometimes it is better to just listen to the wisdom of others. Today I am quoting Brian Casazza, Chief Information Officer of Vistage International.   He reflects on a recent events at Headquarters with his team, and how he and his team achieved success.

“My team recently learned firsthand how the processes you have in place determine whether a large project will succeed or fail.   Vistage had released an update to some of our software features which are essential to our core business. We simultaneously introduced a new mobile app geared towards making Vistage more accessible for both members and Chairs.

The rollout of this technology upgrade turned out to be more challenging than we had expected. In the course of resolving these issues, we came to the conclusion that our current development and release process did not meet our needs. We turned to the Vistage Issue Processing format to zero in on the root problems, identify our options, and come up with a plan for the future.

First, we recruited longtime Vistage Chair Mike Malone to help the IT team identify learnings and optimize our development and release cycle. Mike had one clear mantra going in: “Focus on the process.” Not many people think of delivering software like they would manufacturing a widget. We often get caught up in intelligence, the art of code, and personalities that don’t fit normal corporate molds. But designing, developing, and releasing software is very much like a manufacturing process. Raw input goes in, resources are assigned, work in progress is managed, and a product comes out. Throughout our conversations with Mike, our goal became clear: A process that efficiently delivers a high quality product to our customers.

We broke down our session into a few simple areas:

• First, we set the rules of engagement for issue processing. Without mutual agreement that respect, honesty and openness were required, the issue processing session would not have yielded meaningful results.
• Next, we identified what the issue was we were processing. After agreeing on what we wanted to achieve, we were able to work together toward the same goal.
• Then, we reviewed relevant background information, including timelines, events, and milestones. We asked clarifying questions around what actually occurred during our most recent software release. Throughout the process, we identified ways to capture those ongoing challenges that prevented us from achieving our goals.
• Finally, we began work on suggestions to improve the process, right down to developing an approach to future projects that would address some of our biggest areas for improvement.

Sure, we could have hired a consulting company to help us do this work. After weeks, and with more distraction to the team, we would have had reports, new processes, and a big bill. We chose the Vistage process because we know the Vistage process works. Together, with the right framework and facilitation, we were able to solve our challenges and do so in a way that allowed the people closest to the work to participate in designing the future. In the end, we had agreement among the team. Everyone participated in these changes, and come Monday, everyone was working toward the new IT approach.”

Thanks Brian!

A month or two ago I talked about passing the 200,000 mile mark on my Ford Explorer, and now that icon of American Society – the automobile – has again provided me with another life and business lesson.

It all started when the “battery” indicator light on my dashboard started to flicker.   Now, clearly something was wrong, even if it was only a malfunction of the indicator light.   But what was interesting was my reaction to it.   “Maybe the light is malfunctioning”, “nothing could be wrong, I just had it serviced”, “maybe it will be fine after the engine warms up”. So I went through the typical human responses: surprise, disappointment, denial, rationalization, and hoping the problem would just go away. (Note: these are emotional reactions to data, not intellectual ones).

So after doing that dance in my head, I finally started working on solutions. “Since I’m busy today and tomorrow, I will make an appointment for Friday to get it checked out”… It was “inconvenient” for me to take it to the experts immediately. And of course, I was still hoping that it would “fix itself” by then.

Predictably – before Friday came around, the electrical system stopped working while I was traveling on the Interstate Freeway and I had to be towed to a mechanic for repairs. I was very lucky, and the repairs were reasonably minor.

Key Performance Indicators

Dashboards provide us with a great deal of information.   Not ALL the data about the car is available, but we see enough information in a timely manner to operate the automobiles safely and to take appropriate actions when necessary. We have the speedometer, which we need all of the time, the odometer, fuel gauge and turn signal indicators which we need daily, and a variety of warning lights to indicate when something is wrong, or is about to go wrong. Volumes have been written about Key Performance Indicators in business – because they are so important.

Without these tools we would just be guessing.

Life and Business

So likewise in our life and business – we have key performance indicators. For our health we have temperature, hunger, thirst, blood pressure and heart rate.   We monitor those daily, both consciously and subconsciously.   For more detailed analysis, we have blood tests, physical examinations, specialized tests and scans of many varieties.

In business we have the same thing: daily indicators of how the business is operating and its current health and condition; weekly and monthly indicators of our progress and current operations; and finally critical indicators – like the warning lights on dashboards – that tell us that something is not right and we need to take action soon if not immediately.

Watch the Dashboard

Data is data. It is not emotional, it can’t think – it can’t cause or solve a problem.   However, it can be our friend. But we have to act on the data. So here’s a simple formula for success:

1. Make sure you have identified the appropriate “Key Performance Indicators” for your life, your health and your business.
2. Watch the dashboards carefully and consistently. If they are the correct things to watch, you can travel safely and with ease, and don’t ignore them!
3. Be proactive and take action.   Even the best car on the planet will run out of fuel, or parts will wear out. When your indicator lights go on – in business or in your personal life – be proactive, take action. Some problems require immediate attention, some can be deferred.
4. Use experts. I can’t fix my own car, nor can I perform surgery.   Don’t be afraid to hire the experts to help you solve whatever problems you have identified. You need to get the job done right.

Have a Great Ride!

This blog is a story about sports….and business. We love sports analogies to explain issues and events in our lives, and very often the lessons of sports EXACTLY parallel the lessons in business.

Last night I received a phone call from my son. He had watched the San Francisco marathon over the weekend and was thinking about training for the race a year from now.   He was a talented distance runner in high school, he’s done several half marathons in very good time and he is still in good shape and certainly has the raw talent and experience to complete a marathon.

In his days as a cross country and track athlete, he learned to appreciate the value of training and preparation. He learned about the psychology of “race day”, he understands the impact and effect of diet and hydration and a host of other valuable lessons.

He also knows something else: that I have run exactly one marathon in my life. But I did it in under 3 hours and I trained for 8 months to achieve that goal. So he thought he might get some advice from someone who had been there before – who had done the training and who had achieved success.

So while this story is about my journey – think about it in the parallel terms of how to run a business, launch a product, or how to grow personally and professionally.

Make a Plan

I had done some homework on how to train, and one of the pieces of advice was schedule to run 6 out of every 7 days even if “life got in the way”. So I built an 8 month training plan, and I tracked my actual results against the original plan.  I did not always make the 6 days, but I was close.

Keep Track

I recorded every day’s run on a large poster size calendar that was taped to the wall for me to see. I would learn later in life to call these “Key Performance Indicators” of my progress and success. In business or sports, measure progress against your plan. Make it visible.

Start Slow

I had previously started to train for a marathon 2 other times. Once, I just didn’t get in the groove and the second time, I did too much too quickly and injured myself in a matter of weeks. The third time, I started slowly. Short runs, slow times. I had to build a base and make sure my body could handle the growth and intensity. This time, it worked.

Be Flexible

Every day was different. Some days I was tired, some days I was sore. I went a little easier those days. By the same token, some days I was feeling great and could fly – so I did.   I was still careful not to push beyond my capacity, but I leveraged the good times.

Stick With It

It is very easy to quit.   It is hard to keep going. There is always something. While training, I had to run at night after work. From September to March it is darker in the northern hemisphere so my Monday through Friday training was generally in the dark. By the way, this was winter in Seattle.   As you can imagine, there is a lot of rain there, so a great number of my evening training runs were done in the rain.

Set Goals

I was a pretty good recreational runner in those days. I did weekend 10ks and a variety of other fun runs. So I had 2 specific goals for my running career. 1) Complete a marathon without stopping and without injury and 2) Complete a marathon in under 3 hours. I never forgot, nor changed those goals. I kept them in mind during the entire 8 months of training.

Be Obsessed

I’m sure my coworkers were tired of hearing about my previous day’s run, my awesome speed, how to combat “nipple rash”. I was probably hard to live with. But my obsession, at least for me, was a very important part of my success. Anything worth doing is worth doing well.

The Power of the Mind

In order to complete the marathon in under 3 hours, I had to average 6:52 per mile over the race. I visualized that pace. I rehearsed that pace in my mind. On race day, my conscious and subconscious minds were aligned and keeping score and made sure that my body would follow the programming my mind had written. And it worked.

Set Daily Training Objectives

This was important. Based on the situation of the day – I had a specific training objective for each session. It could have been maintenance, recovery, speed or distance. But I had something specific to accomplish each day.

Handling Adversity

During the months of training I sustained injuries – twice.   Once I could not run for just a couple of days. Another time, I had to stop for an entire week. That’s an eternity on such an intense program.   But because my body was physically fit and mentally prepared – I healed and got back on track fairly quickly.

Seek Help

Running is an individual sport and most days I trained on my own. But I still had to leverage the power of coaching, science and help from friends.   Occasionally I would run with a partner. I would talk to other runners about their training. In fact, I may not have finally succeeded without the aid of a good friend, John McNulty, who met me at the 24 or 25 mile mark. He paced me, he yelled at me, he encouraged me right into the finishing chute.   I really appreciate the gift he gave me and the power of peer support.

Set Milestones

I planned a number of 10k races and a half marathon as part of my training. Racing with a few thousand friends – at “race pace” is a whole lot different than taking a jog in the park. This way, I would really test and measure my progress.

Take a Break

Days off were critical.   Physical healing and mental and emotional rest are extremely important. Often, when I thought I could absolutely not take a day off – I did, and came back even stronger the next day. Get plenty of sleep and maybe learn to meditate.   Rest the body and the mind.

Race Day

There are a lot of things to do and think about on race day. Getting there on time, getting enough sleep, eating right, not starting out too fast.   The devil is in the details. But if you pay attention to the details, the big things take care of themselves. Bottom line: do as the Boy Scouts do – Be Prepared!

The Final Score

2 hours, 58 minutes, 46 seconds. Yes, the destination is the goal, whether measured in profits or personal bests. But the journey is probably more important. The work and preparation are a great part of the reward, but they are also key to success. There may be efficiencies, but there are no shortcuts. In the end … we’re all in it for the long run.

I’m always looking for common themes among my Vistage members.  What is going on in their businesses and their lives and how can we make both our businesses and our lives better?   Today’s theme has recurred several times in this past month so it is worth writing about.

Focus

I like to play golf.   And like every other golfer in the world I hit some good shots, and I hit some bad shots.   The Master’s just took place in Augusta a few days ago.   I watched the professional golfers hit some good shots (great shots actually), and some bad shots. 

I would not claim that I am a good golfer, but there is some shared commonality between the great pros, and us weekend hackers.  We all know how to, and have hit those good shots.  But very rarely do we perform at the level we are capable of.  Likewise, much of the time professional golfers do not perform at the level they are capable of either.   In the post tournament interviews there is a common theme among the winners ….”I was really able to focus”… “I felt relaxed which helped me focus”…”after that bad hole I regained my focus….”

So there must be something important about the ability to focus….

Distraction

Distraction is Focus’s evil twin.   Okay, let’s face it.  We all have ADD.  My wife reminds me that I am like the dog in the movie “UP” that is continuously distracted by a “SQUIRREL!”  

And so in business (and in our personal lives), we often become overwhelmed with the many details and distractions that come our way.  Our lives are a large mosaic of a million details, some more important than urgent, and some more urgent than important.  My guess is that we all experience at least 10 out-of-the-blue problems on a daily basis that we think are urgent and must be handled before we can move on.

And of course, the efficiency and power of technology makes this challenge even worse.  Texts and emails are delivered quickly to the microcomputers we call cell phones.  And we make it worse if we tweet, Facebook or Instagram while we are waiting for a stop light. (Of course, none of us would DRIVE while distracted!) Managing technology distractions merits an entire long discussion of its own, so we’ll save that discussion for another day.

Unfortunately, many of us tie our value and self-worth to our ability to solve these problems ourselves.  We delude ourselves into rationalizing that we can do it faster, it will save the company time, we can do it better, etc.  At the end of the day, our “to-do” list is no shorter than when the day began, and often times we did not accomplish the important tasks we originally planned to do.

So what is the solution?   Focus.

Pick one thing, the most IMPORTANT thing in your business that needs to be accomplished and focus on completing it, or at least make significant progress toward its completion.   Schedule the time.  Be disciplined about starting the project on time without interruption.   Be disciplined about ignoring or deferring the distractions of the day.   Focus.

Earlier this month I watched the odometer on my Ford Explorer turn over to 200,000 miles.  I have had it for ten years, and I hate to admit, it has been in the body shop more than once.  I am on my second transmission, but it runs well with no major squeaks or rattles, and it looks good on the outside and the inside.  I have every intention of driving it for another year or two.  I also know many automobile owners who need to get new cars at 100,000 miles because their vehicles are falling apart.

So what makes the difference?   Maintenance.  I take my car in for an oil change and a check-up every 5,000 miles.   I wash it regularly.  I wax it twice a year.  I don’t throw food wrappers in the back seat. I make sure my vehicle is working properly.   But I am not unusual, most people probably maintain their vehicles equally well.  Then why not apply “maintenance” to the rest of your business and personal lives?

At a recent monthly Vistage meeting, my good friend and Vistage member, Jonny Borok, made a very good point to our group.  He said “You would not think of failing to take your car in for maintenance, so why do so many of us fail to maintain the important relationships in our lives?

Customers

Imagine what would happen if you called on your customers every 5 weeks or 5,000 dollars.  Our Vistage Group once talked about generating additional revenue and we concluded that we all needed to maintain positive relationships with current customers as much as with future prospects.  Even if customers don’t have a specific problem at the moment, they like to know you care and that you are listening to them.  Oftentimes you generate more revenue by offering additional products and services just because the lines of communication are open. Reach out.  Make the effort.

Employees

Let’s face it.  We often take our employees for granted, and frankly they take their employers for granted.  The basic contract of “if you work, I will pay you” is really not enough.   That is merely putting gas in the tank for a short period of time.   There needs to be additional periodic maintenance.  There are many options.  There could be promotion opportunities, training sessions, company celebrations, and like customers, listening to them and developing deeper relationships.  Reach out.  Make the effort

Marriages, Family & Friends

So if we maintain important things like cars, customer relationships and employees, it only makes sense that we pay more attention to maintaining our most important relationships – maintain healthy marriages, and paying attention to our family and friends.

Maintaining these relationships is really the most important work we can do.  Sometimes it is hard.  And while I like my metaphor of “maintenance” – maintaining relationships with loved ones is not as simple as changing the oil.

So my advice is simple:  Pay attention to your relationships.  Listen…be creative…be sincere…and take the time to put in the extra effort.  That will make a big difference in your lives.

Welcome to my web site and blog.  I like to consider myself a student of business.  I finally decided that I am learning so much along with my Vistage CEO members and from other resources that the many lessons we learn – daily – should be shared with others who are interested in continously improving their businesses.  So in the upcoming months I plan to communicate some of those lessons to whoever visits this site and reads this blog.

Keep on learning!