Marcia's Leadership Q and As: Quickly Assess: Are My Managers A Team?

Q. As a new company president of a struggling company with 500 employees, the Board’s first recommendation is to assess all of my managers and evaluate if they are capable of working a turn-around. What should I look for in my team?

A. Assessing and understanding the whole organization is step number one. Talk individually to all of your senior managers and then as a team. Second, listen to as many employees as you can, in small groups and in a few Town Hall meetings. As you create your direction and vision for the company, circle back to your individual executives.

As you explore their thinking, you will hear some talk about the past and problems and barriers. Others will talk about opportunities, customers, possible new markets and products/services, and the future. Some may be stuck in the past; others are craving to create a new future. Your job is to inspire them to move forward together toward a new Aim. What is the purpose they have together? Articulate it. Do they see how they contribute toward it and lead others toward it?

Since this is a turn-around situation, you need your team to move fast. Mutual trust is essential. If you can trust and develop them quickly, move forward. If any will hold you back, express your concerns to him/her and what you need from them immediately. If they cannot deliver, it’s best to either find them a coach to help them transform, or respectfully remove them from the company.

There are leaders who can take action quickly and get the job done, often referred to as sprinters. They are visionary, full of creative ideas and anxious to implement them. For a turn-around you need sprinters (as well as in start-ups.) But to sustain and develop systems and processes that will continually be improved with data-driven decision-making in context, you need teams of people committed for the long term. These are marathoners. At different times, in different industries and organizations, you may need more of one group than another.

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Q. I’ve been promoted to my first management position with very supportive team members. My observation is that we work well together, but make decisions too slowly. How can we accelerate?

A. There are questions to consider when making decisions, especially rapidly. You want to make effective decisions, not reactive ones. Let’s consider the essential dots that go into making wise decisions. First, the Aim: what are you trying to accomplish or solve? Who are you serving with this decision? What do you currently know about the issue/process? Often decisions are made by opinions, off the cuff, with any qualitative or quantitative data. Look at data you have (or gather it) and look for stability, variation, or trends Over Time. What do you learn? What is the timeline or deadline for making a decision? Plan what you’re going to do and who will do what, make your decision based on the data in context, implement the decision, and then follow through. Study what worked, what didn’t. Learn together, adjust, fine tune, and modify. Decision-making is a process. Some can be continually improved. Think of all of the medical and technological research and breakthroughs. Others decisions are made immediately with the best information and thinking at the moment. These decisions are responses during a crisis situation. Determine how to quickly make good decisions and continually improve the steps. Practice helps.

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Send your leadership questions to Marcia Daszko at md@mdaszko.com. She works with Boards, C-suite leaders and teams to pivot, innovate, accelerate and achieve bold results never before imagined. A provocative keynote & virtual speaker, strategic Deming advisor/consultant for 25+ years, and executive retreat facilitator, she is the bestselling author of the book “Pivot Disrupt Transform.” www.mdaszko.com Call for her help today!

Marcia's Leadership Q and As: Quality—The Key Differentiator of Success

Q. Our senior managers are disconnected from what’s going on in our business. We have many complaints from customers, and nothing improves.

A. Great leaders and their organizations are connected to both their customers and employees and understand their needs. Successful organizations have leaders who create systems and communication channels to hear the voice of the employees and the customers.

Quality is defined by the customers; if product, service, or communication quality is poor and declining, the company is on its way out of business. Leaders need to transform its thinking and turn around. This only happens when leaders pivot and focus on what’s important: quality and service. Where is quality created? It comes from the vision of the Board of Directors and a leadership team working together.

When customers complain or disappear and they choose your competitors, it’s a reflection of poor leadership, strategies, or decisions. Often, it’s easy to see the decline and failure of billion-dollar corporations to small companies. An easy question to ask is: Are the leaders connected to the needs of their customers? Or is there so much complexity in the organization that customers who try to voice their complaints or concerns are not heard? It’s a priority for the management team to understand and address the system of customer feedback. Great leaders often spend more than 50% to 80% in conversation with their constituencies. How much time do you spend?

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Q. Where should executives and managers focus the most? On profits?

A. If leaders spend most of their focus on profits, they will lead a rapid journey to their demise. It’s a common belief to focus on making money and the bottom line. Unfortunately, that doesn’t deliver success or satisfaction. I often ask executives, “Is your company in business to make money? Is that your purpose?” A purpose for being in business is energizing, and it drives a team to deliver and serve customers. If leaders develop deep and meaningful relationships, loyal customers who can depend on an organization will repeatedly return. Think about your favorite vendors.

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Send your leadership questions to Marcia Daszko at md@mdaszko.com. She works with Boards, C-suite leaders and teams to pivot, innovate, accelerate and achieve bold results never before imagined. A provocative keynote & virtual speaker, strategic Deming advisor/consultant for 25+ years, and executive retreat facilitator, she is the bestselling author of the book “Pivot Disrupt Transform.” www.mdaszko.com Call for her help today!

Marcia's Leadership Q&As: Leading a non-profit?

Q. Leading a non-profit, I feel a commitment to both my constituents who we serve, but also my staff who serves them. At the end of the day, there’s little money left to invest in developing my staff. How can I do this on a shoestring budget?

A. There are multiple ways to invest in your staff and your volunteers. Let’s explore some options. Leading your organization does mean investing in your staff, so make it a priority in your annual budget to set aside money to do this. Make it an aim that is essential to operating a healthy organization. Then ask, “By what method/how can we make this happen?” And you probably want to both invest in developing the natural leadership of your staff and their knowledge and skills, and commit to ways to appreciate your staff.

Here are a few ideas: look for Sponsors who can contribute (corporate Community relations departments often look for partners they can support); Your local Community Foundation may supply resources; family foundations look for non-profits to support; state agencies have budgets and deliver funds for development and training; and, Board members and angel investors often contribute to the causes they want to support. Often if you have a concrete plan and need, you can approach an organization or an individual donor and ask them for a contribution for a specific amount for a specific purpose or project.

Also tap in on the ideas of your staff and volunteers. Ask them what they want/need to learn and what resources they believe could be available to them.  It may include on-line learning, a facilitated workshop; and an Appreciation & Education Day retreat. You will find that your resources will be varied and abundant. Make your list and your plan to begin approaching the resources who can support you. There are organizations who have the money who want to serve and support others on their journey.

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Send your leadership and team questions to Marcia Daszko at md@mdaszko.com.  She works with Boards, C-suite leaders and teams to pivot, innovate, accelerate and achieve bold results never before imagined. A provocative keynote & virtual speaker, strategic Deming advisor/consultant for 25+ years, she is the bestselling author of the book “Pivot Disrupt Transform.” www.mdaszko.com

Marcia's Leadership Q&AS

Q. The work ethic and follow-through in our employees in the past year has taken a nose dive. I’m concerned for our customers and the business. What do you suggest?

A. This is a concern that I’ve heard more from business owners and managers also in the past year. There are a variety of causes. I don’t like making Covid an easy excuse for everything, but it has had an impact on some people’s dedication to work, their job, their company. For other people they were never taught how to be responsible workers and follow through. They didn’t have parents who were role models, or they didn’t have excellent job training, so how could they know what’s expected of them? 

Effective onboarding, continual education/training, and two-way communication are all helpful to set the expectations about the work quality you want and the quality of service you want the customers to receive.  It’s important to train people, especially if they are new to the job market. Observe them, role play if necessary, ask them for their ideas, and ask them how they think the work can be improved. More and more communication often make a difference! 

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Q. I’ve been invited to join a cohort of executives to meet regularly and discuss our challenges in our businesses. I’m open to sharing and learning from others. We’re from different industries. Are there any downsides to joining a group besides the time commitment?

A. First, think about your purposes for joining a group of colleagues. Is it a learning group, a time to share or vent your issues and have a sympathetic ear, a social focus, or a time to deeply challenge where you are and explore how you can gather ideas for development and business growth? It may be some or all of these. But define what it really your purpose and what is important.

Second, will you first have a conversation with the other members to determine if this group is a good fit for you. Will they both challenge and support you? Some share old management fads, opinions, and “best practices” that don’t add any value to their learning; people stay in the status quo with little development. Other executive groups make a lot of progress. 

It’s important to think about what you want to accomplish and then over a few months, assess if people are just sharing opinions or substantial management concepts, tools, and relevant applications. You should feel intense learning!

Marcia's Leadership Q&As: Imperative Actions for Leaders

Imperative Actions for Leaders

Q. How do we prepare for people coming back to the office? Some people are excited, and some are very anxious.

A. It’s great to acknowledge that there will be a variety of emotions when people return to work, either part-time or full-time. People may be casual about returning, get to the door and freeze. Anxiety pops up in interesting ways, sometimes suddenly. Others who have been vaccinated for months and carrying on life back to “normal” may be very comfortable. Start with conversations early and on Zoom. Invite the staff to share what their concerns are, how they feel, and together brainstorm how to create a work environment where safety and respect is felt by all. The more people can contribute their ideas and can trust that they will be implemented, the more productive interaction will emerge.

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Q. What do you anticipate when it comes to customer service in upcoming months?

A. We are experiencing reduced customer service across industries and across the nation. As soon as the “Open for Business” go-ahead was given in states and counties, especially service-oriented businesses such as restaurants, hotels, and airlines scrambled to simultaneously hire and train staff to serve customers. The challenge arose when there were fewer applicants who were interested in working. Some retired through the pandemic; others changed their value system and decided not to work or to work part-time (25% of women left the workforce and many don’t plan to return anytime soon), and others are collecting unemployment and are in no hurry to return to the workplace for various reasons (family needs, health, etc.). 

Now more than ever managers need to inspire, listen, and communicate effectively.  Flexibility is going to be one of the most sought-after traits that employees are seeking in their work culture. Will leaders adapt? Will teams be resilient? Systems and processes will need to be efficient and effective since there will be fewer workers available. The more a team can learn and work together, support each other and accomplish their goals together, the deeper that bonds will grow. New ideas, methods and adaptability will be welcome in a healthy workplace of the future.

Marcia's Leadership Q&As

Q. As our meetings, conferences, and events open up for our sales teams, all employee town halls, our vendors and our customers, what new changes should we prepare for?

A. Having just spoken at a conference for event and meeting planners, the issues and questions they are raising and preparing for are fresh in my mind. The organizations that will likely survive in the long term will be the ones that are seriously communicating with their vendors across their supply chain. They are true partners, sharing every detail with transparency as soon as they are aware of changes—both the good and bad news. All of the parties need to be as flexible, collaborative, and supportive of each other as possible—in action, not just words.  

Contracts will also get more specific. How will quality service be defined in a still-Covid world where the number one concern for 60% of meeting planners is the safety of their attendees? Contracts will spell it out. For example, if the peak time for attendees will arrive for registration, specify how many staff members will be needed at the desk (we’ve all seen long lines after a tiring flight, and one person is working the desk.) Specify the training requirements you need to serve your attendees.  

Resort destinations are pricey and will eventually come down, but it may take a year. There’s a lot of pent-up demand for people to meet—safely. This is a time to listen to each other and help everyone continue to successfully work out of the pandemic. Those who try to take advantage of others by being inflexible will be remembered in the future. Find the win-win in your interactions to optimize the results for all.

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Q. There has been a lot of loss of varying kinds for people over the past year. How do we support each other?

A. Grieving is not generally a huge topic in the workplace, but the past and next years are exceptions. People have experienced a tremendous variety of many kinds of loss. Loss of a loved one or colleague is most devastating. Loss of a relationship, a job, a business, financial stability, the way things were, connections with friends or colleagues are experiences that need to be healed. Everyone grieves in different ways.  

There are no right or wrong ways. To heal, people need to feel. Being there for someone just to listen, share stories, share the pain is an important part of the healing process for many. Some people heal quickly and others may take years. 

Be patient with each other. Check in with how people to see how they are. Do small things to be supportive. If you ask how you can help, it can put more pressure on the person grieving. Instead, don’t ask; do something! There is a focus on creating mental wellness programs in more schools and organizations to support those who are struggling. Connect people with resources (books, videos, articles, a support group.) Most importantly, don’t brush the grief away. It is the reality and the healing process takes time.

Marcia's Leadership Q&As: What are your leadership questions?

Q. I’ve run teams and my business for years. People recommend I get a coach. How do I know if I need one?

A. You’ve “run teams and a business.” Essentially, you’ve been a leader, facilitator or coach. But how good have you been? How did you keep improving your leading and coaching? Getting a fresh outside perspective on how you do what you do and how you can be more effective is important in life and work.  

I spoke once to a successful entrepreneur; in a short chat, he discovered new ideas and ways to look at his business. At the end of the conversation he said, “Oh, I thought I had a successful business, but now I wonder, how much more successful could I have been?” It’s a powerful question. Even if you think you’re doing well, how much better could you be?  

Leadership is more than getting a coach or adopting a checklist of leadership traits. 

The articles that headline: “Six Tips of a Leader” or Three Things CEOs Do Daily” are so superficial. Leadership takes knowledge about how to optimize systems and develop people.  And it takes courage with that knowledge. Being a great leader means committing to continually learning and listening. Leaders can make changes (change management—another fad.)  

But great leaders transform themselves and their organizations by seeing through a lens of strategic, systems and statistical thinking. That’s what a knowledgeable coach can bring you—with the questions to guide the implementation of new concepts. If a coach doesn’t understand that, you’ve met a hack with superficial ideas. As resources, excellent leadership books may not be some of the bestsellers by known names—they are selling the sizzle, not the steak.

Marcia’s Leadership Q&A

Q. I’ve had a company for over ten years. We weathered the pandemic, though it wasn’t easy. We’ve never had a Strategic Plan, nor has my Advisory Board. What’s the value of developing one now?

A. There are hundreds of businesses that have grown up and survived without a plan. Generally, those who have been successful have a leader or business owner who communicates directly and with an intense focus on the customer experience. However, it doesn’t mean that managing a company without a Plan is easy, but taking the time allows a team to discuss strategies for the future, not just react to current operations.  Leading with a plan can be challenging, too, but the leaders and boards who create a Strategic Plan go through the process of posing questions that need to be considered and answered; challenges and threats that need to be discussed; and opportunities that need to be defined and pursued.  

Defining the direction of the organization for the next month, year, and five years, allows everyone to be creative and share information and ideas to move forward together. The team can discuss the resources needed and what they want to accomplish together for the customers and developing future services, products, and markets. A Strategic Plan is the foundation for any organization. Without it a business can rapidly flounder, struggle, and react. When the pandemic hit, did your organization have a Pandemic Plan? Some did; most didn’t. For those that did, the team had had the freedom to discuss a crisis calmly and not under pressure or stress; they only had to review and adapt their plan. Creating a Plan together allows a leadership team to learn, work, improve, anticipate, and innovate together. Planning is powerful—if done well. There’s the traditional way of breaking down your organization into parts and silos (vision, mission statements, arbitrary numerical goals, a road map.) There’s a better way: use a Strategic Compass and look at how all of the essential parts of your business need to work together to serve your market. 

Marcia’s Leadership Q&A

Q. Our organization has grown, and now there are more people available to do the day-to-day work that managers used to have to deal with. But many managers still have a strong tendency to take on the tasks. How do we break the “I’ll take care of it” reflex?

A. Great question, and I’m smiling! One of my mentors told me over 20 years ago, “a great leader is a lazy leader.” That’s a pretty surprising yet memorable comment, isn’t it? It’s also powerful. A leader doesn’t do the tasks that can be delegated unless it’s a time when all hands need to work together to get the job done. As people move from a more detailed and sometimes analytic role (like a sales person or an engineer) into management and leadership, it means the mindset and the role of the person also must change. Leaders need to think strategically, create and work ON the systems that the people work IN, anticipate and pursue opportunities, and develop the people. They delegate the work and create the environment where people contribute ideas and are self-motivated to contribute.

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Q. It’s easy to get caught up in everyday work. How do you get off the hamster wheel to make time to plan and do something big or meaningful for the company?

A. Whether an executive, a manager, or a team member, it’s important to have a tentative plan for your day and week. Then adapt as needed. If you know what to need to accomplish, you can focus and prioritize. Look at how you spend your time. If you’re in back-to-back meetings, when do you read and respond to emails ,customers’ requests, think and plan, and do your work? Planning, communicating, reflecting on lessons learned, are part of the job. Schedule time for those essential tasks, too. You might need to schedule 30 or 60 minutes at the beginning and end of the day to keep information flowing. If you don’t Plan, you will be in Do-Do-Do mode all day long, just reacting and feeling drained and stressed by the end of the day. Schedule quiet time to think, plan and focus on the priorities. Use the Plan-Do-Study-Act (PDSA) cycle, a tool to continually improve. You work short term, but think longer term to contribute doing more meaningful and innovative work in the company and for the customers.

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Q. I’m going to step down from the President position for personal reasons. I’m concerned I may miss it, regret my decision, or not agree with some of the decisions my predecessors make, though I’ve been grooming them for months. What do I do if I regret leaving?

A. It will be natural to miss the leadership you’ve had, the people you interact with, the challenges and routines, etc. Your work and position has been a big part of your life. It’s time to consider your transition. Reflect on your contributions, what you learned and the progress you made, your legacy, and the reality of the emotions (the good and the bad.) You may want to take a break for a few weeks or months before moving on to your new life or encore career. You may feel a loss of what you miss; it’s natural. Grieve what you miss, so you can move forward. Look forward to new opportunities, new routines, new experiences. An important step is to Let Go. Don’t look back or stay involved in the decisions (unless you’re called for advice.). Give the new leader space to lead, to explore, and to make mistakes, too. Most people have a transition time; take that time to adapt, and have some plans so you don’t go from working full-time to having nothing on your calendar. Give your new life space and an opportunity to be very self-satisfying. It has happened, but rarely that leaders are called back into a company to deal with a special project, to save it or turn it around (like Steve Jobs at Apple.). If that happens, assess the situation and consider giving yourself a timeline to make it a temporary time and not permanent. Think about the why before re-entering. Every situation is different, so there is not one answer, but keep in mind why you left and your life goals and stay true to those.

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Send your leadership and team questions to Marcia Daszko at md@mdaszko.com. She works with Boards, C-suite leaders and teams to pivot, innovate, accelerate and achieve bold results never before imagined. A provocative keynote & virtual speaker, strategic Deming advisor/consultant for 25+ years, she is the bestselling author of the book “Pivot Disrupt Transform.” www.mdaszko.com

Marcia's Leadership Q&A

Q. I’ve cleared my In Box and finished my calls at the end of my day. I’ve got 10 or 30 free minutes. What are the best things I can do?

A. This answer will be different for each individual. Time every day (even 10 or 30 minutes) for self-care is rejuvenating. I’ll share a few ideas, and see what resonates for you.

Over time, you might try different ideas. Be quiet, close your eyes, reflect on your days: did you accomplish what you planned; did you help someone; did you refer someone; what did you learn; what mistakes did you make; what will you improve tomorrow; what’s your plan for tomorrow?

Other options are to listen to a podcast or in Clubhouse; read an article; write a thank you card, a letter, a poem, or write in your journal. Do some physical activity, a video exercise class. Do something that you enjoy for yourself. Or do something special for someone else: send flowers and surprise someone

Think about the people who make a difference in your life, often times those closest to you and thank them and give them recognition, both children and adults.

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Q. Sometimes it feels like work is all-consuming. How can I create more distance between my work and personal life?

A. Over the past year, people have experienced such different situations. Some have had to work less hours or leave the workforce due to family obligations. Some have worked less hours but improved their efficiency and productivity. Others have gotten consumed with work and Zoom meetings.

Part of work becoming all-consuming may be the habits you’ve created. If they’re not healthy, it’s time to break the bad habits and create new ones. When you think about your Wheel of Life, what are the parts that make up your life? Family, hobbies, friends, career, fitness and sports, health, finances, spiritual, school, romance? Are you dedicating your time and energy (not just your words) to the parts of your life that are important to you?

Schedule time to dedicate to the parts important to you. Put healthy limits on the parts that are consuming you. Schedule your work hours. Set up consistent habits so you feel a division of work and home life. Create some routine at the beginning and end of your day so that you prepare for your day.

Then change your venue to begin your work day. Take breaks and get a change of scenery; take a walk or a drive for 10 or 30 minutes. Interact with different people. Then go back to work. Finish your day and shift your venue again.

Do something for yourself, with family or friends to take the mental break. Both routine and some creative outlets and variety will be refreshing and healthy. Keep trying new things and see what helps you feel better.

Marcia’s Leadership Q&A

Q. What traits do you think most great leaders have?

A. There are hundreds of traits that great leaders may have. But the essential focus for leadership is not really about attributes. Thinking about leadership traits is a static approach. Instead, think about people continually developing their leadership as a robust and dynamic process. Leaders are creative, questioning, and continually improving their thinking and their actions.

Define some characteristics of leadership and look at how those can be improved over time. Great leaders have a confidante, a trusted advisor that continually teaches, challenges, and encourages them in a safe environment, yet beyond their comfort zone.

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Q. What kind of duties and responsibilities are best left solely in the hands of a leader and not delegated to a subordinate?

A. Here are a few essential duties of a great leader that they cannot delegate. Leaders are accountable for the system (organization) and they can not hold individuals IN the system accountable for the results of the system. This is a huge differentiator that many leaders don’t get—the difference between accountability and responsibility. Leaders are accountable for the results because only they can change the System. They need to work ON the System to improve or transform it if they don’t like the various outputs and measures. Individuals and teams are responsible to contribute to improving the system (and processes) with management.

Leaders also cannot delegate the organization’s transformation. The CEO/President/Owner leads the transformation and cannot delegate that. CEOs of Ford, GM, Xerox, etc. have owned their own transformation—it’s how they saved and turned around their organizations. Transformation is not easy. The thinking is different and difficult, but also essential and satisfying work. Leaders create the culture through showing their leadership and communicating their values, priorities, and focus. Leaders also create the environment where people are self-motivated; that’s where the power is. Leaders don’t motivate people (sometimes they de-motivate them and let “best practices” and management fads creep into their organization. Those can cause internal competition and dysfunctional workplaces.). Leaders develop and invest in their people and grow the business.

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Q. What’s the best way to cultivate a sense of self-awareness in myself as a leader?

A. As we’ve heard many times, “we don’t know what we don’t know.” It starts with what we believe. Many people believe that when they’ve graduated from high school, trade school, or college, they’ve gotten the diploma and they’re “done” with the bulk of their learning.  But their journey of learning is just beginning. They embark into personal lives and careers—and maybe multiple careers over decades and meet leaders (good and bad) who become mentors. Deep learning begins when people want to explore who they are, what they want, and where they’re going. Leadership develops when they begin to ask more questions.  Ask questions about choices, direction, and how they can contribute. How will they be authentic in words and actions?  

Developing leadership (naturally what each person has within themselves) means continual learning, studying, having meaningful conversations, and most importantly asking questions and challenging the status quo. Great leaders don’t blame, judge, and make excuses. They are creative, search for solving problems with others, and see possibilities and opportunities. People have busy days, productive days, days of struggle, and days to reflect. To become more self-aware, listen more, read more, question more, experiment more, and make more of a difference.  In doing these things, you learn more about yourself—and where you need to push out of your own comfort zone to grow.

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Send your leadership and team questions to Marcia Daszko at md@mdaszko.com.  She works with Boards, C-suite leaders and teams to pivot, innovate, accelerate and achieve bold results never before imagined. A provocative keynote & virtual speaker, strategic Deming advisor/consultant for 25+ years, she is the bestselling author of the book “Pivot Disrupt Transform.” www.mdaszko.com

Marcia’s Leadership Q&A

Q. How do I hold myself accountable to lead, set good examples, and maintain standards for the people in my organization?

A. Think about what you want to accomplish and what you want your organization to accomplish. The culture and the workplace you create and the way you interact with your employees and customers is a reflection on you. What do you believe, assume, and what do you stand for—intellectually, emotionally, and in action? Do your words and actions match? These are based on your values. You want your values to blossom and be reflected in your organization. Take them from the Me to the We. Identify a few essential values and live them and communicate them every day in words and actions. When there’s a misstep, learn together (don’t blame), and move forward.

Q. As the president and business owner of my company, I sometimes need an objective perspective. How can I find someone who can provide that?

A. People need resources and advisors through life, whether it’s a doctor, teacher, or advisor. Every team needs a coach. Every student needs a teacher. Some systems provide resources like a school coach or teacher. But if you lead an organization or business, you need to find someone who is sincerely committed to guiding and educating you. There are multiple ways to find a knowledgeable resource. A common way is to ask friends and colleagues who you trust for referrals. Another common resource that is growing in popularity because it’s at your finger tips is Linked In. You can search for advisors, reach their profiles, expertise, and testimonials. See common connections you have. Connect with them and have conversations and assess if they have the personality, knowledge and ability to build trust with you. If they are a trusted advisor, they will ask many questions and help you think at a new level. If they both provoke your thinking and make you uncomfortable, yet you feel safe, you may have found the match you need to explore new options and decisions.

Marcia’s Leadership Q&A

Send your leadership and team questions to Marcia Daszko at md@mdaszko.com.  She works with Boards, C-suite leaders and teams to pivot, innovate, accelerate and achieve bold results never before imagined. A provocative keynote & virtual speaker, strategic Deming advisor/consultant for 25+ years, she is the bestselling author of the book “Pivot Disrupt Transform.” www.mdaszko.com

Q. When should a team prepare for a crisis? Is it too early to plan for the next crisis, especially when we’re still in the middle of this one?

A. Great leaders, at work and at home, anticipate and consider challenges and how they will respond to them. Whether it’s pilots training to deal with a challenge in flight, families preparing for an earthquake or a hurricane, a driver being aware of the traffic, a company preparing for a pandemic or loss of a major client, people do a variety of crisis planning. Some companies had a plan in case they were ever faced with a pandemic. Did your company have a plan? Those that had one had created it with calm rationality and could quickly adapt it. Others had to rapidly pivot, or they struggled.

Thoughtful leaders at home and at work think ahead. They scan their environment for safety. What might they be faced with?  With your team, what do you need to think about, anticipate, discuss, plan and prepare for? It’s never too late to make a plan. That’s what leaders do. When it’s needed, leaders and their rapid action teams adapt and pivot, and respond. If an unforeseen crisis occurs, teams who have a foundation in leadership thinking, will respond rather than react or freeze in fear.

Q. What signs should a leader look out for that signal that they may not be the right leader for the job anymore or should take a different role in the organization and move aside?

A. It is not uncommon for a founder, owner or executive to move aside as an organization grows, needs to scale, or goes through transitions they have no experience in or are uncomfortable with. The enterprise may be moving and growing at a fast pace, building in complexity, or innovating into new areas of expertise. If executives feel overwhelmed, uncomfortable, fearful, or are micro-managing, they need to assess if they are continuing to find joy and satisfaction in their current position.

There are multiple ways to address this situation. Many young founders have a close mentor(s) such as a supportive CEO, Board Director or a professor who guide and advise them as they navigate and develop. Or an executive may have founded an organization and be passionate about product development, but may not have an affinity for running or growing a business. People have natural leadership within them and each person needs to decide where they can best contribute and feel fulfilled.

Pivotal Leadership: Thoughtful Action

2021 will be a year of thoughtful action for leaders and their teams.

Strong Connections

It means creating a stronger link with:

• Customers

• Collaborative team members

• Partners

• Suppliers

• Your coaches and mentors

Investments Are Essential!

2021 will be a Year of Investment! Invest in:

• Yourself; your self-care, your learning; your time to be humble and grateful;

• Rapidly developing your staff, your teams, your colleagues, and your partners; educate, develop skills, and strengthen their communication and team-building.

• Deeper commitment to communicating in multiple ways to all of your team, in every corner of your operation;

• Your systems and processes! What do you need to do to optimize your System (not maximize!) and quickly improve your processes? The status quo and small improvements are not enough.

• Your infrastructure; build out more foundational systems for scaling growth into the future. The time is now!

Reduce the Built-In Flaws, Complexity, and Waste

Organizations are full of waste (estimating 60-80%.) Ensure that you’re reducing waste and increasing productivity:

•  Conduct a Team Audit. Are your teams all focused to support the Aim of your organization? Are they making progress at the speed you need? If you have too many teams that are struggling, you’re zapping the energy of your resources. Focus on a few, and disband those that are unproductive.

• Post-pandemic planning and 2021 Strategic planning are different. Are you ready to implement both—at the speed that you will need?

• Teams are burning out, zooming hour after hour (executives, managers, and employees) are exhausted, and often are too afraid to speak up. I’ve developed new team education, processes, and policies that can increase your meeting time productivity and reduce the time in meetings by 40 to 60%. Help your teams!

6 Executives Use Pivotal Leadership: Pivot, a Powerful Business Strategy

In December, Managing Editor Josh Moss of the Silicon Valley Business Journal invited me to write the cover article for a January issue. We chose Pivotal Leadership as the topic so we could explore and share what pivots executives had made in 2020—and why pivots need to continually emerge for healthy organizations.

If you question how to pivot, to rapidly move your teams and organization forward faster, to capture new markets, and to make a difference with stellar customer experiences, contact us today at md@mdaszko.com. We can help you assess where your barriers are to pivoting and innovating and how to remove them, and achieve rapid growth you never before imagined!

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THE POWER TO PIVOT IN 2021:

Pivotal leadership — the ability to transform challenging crises into bold solutions and a new future — is essential.

The challenges caused by the Covid-19 pandemic demanded unprecedented responses last year that few leaders had ever had to make. Across all sectors, leaders faced new dilemmas on an hourly or daily basis.

Pivotal leadership — the ability of leaders to pivot and adapt as their world is disrupting around them — is essential. What does it really mean?

“Pivot” means to make a fundamental, often abrupt and rapid change in direction.

Leaders had to take the essential step to pivot in 2020, to either survive or thrive, and they’ll have to keep doing it this year.

As Covid hit, some executives immediately closed their companies and furloughed their employees. Others adopted a “wait and see” stance, assuming the pandemic would end soon.

But pivotal leaders quickly assessed the situation, sensed what their constituents needed, and responded. They gathered rapid action teams, brainstormed ideas, and created solutions. They designed, focused and applied on the move.

Pivoting takes vision, rapid decision-making, and ubiquitous communication. It’s a commitment to experiment and take immediate action. Time is of the essence!

Leaders who pivot have a compelling, focused aim, and a solid foundation of management thinking to draw from.

We saw auto manufacturers GM and Ford pivot and produce 100,000-plus ventilators for hospitals. Distilleries made hand sanitizers. Luxury clothing manufacturers produced PPE gowns and masks. Schools pivoted to virtual learning, healthcare to telemedicine, and millions began working remotely.

Why pivot? Current needs aren’t being met. The status quo doesn’t work. Leaders see a need and boldly jump into action.

People who continually generate the most creative ideas are the most resilient and likely to pivot, survive and thrive.

I reached out to several executives to find out more about the challenges they faced early on in the pandemic and how they applied pivotal leadership to adapt their organizations. Here are their stories.

Healthcare

“We’re doing things we’ve never done before,” said Chris Boyd, a senior vice president and area manager for Kaiser Permanente, who led Kaiser’s Santa Clara facility when Covid-19 first hit. “For healthcare the pandemic got very real, very quickly.”

Immediately, the leaders at Kaiser identified its needs: Safety, personal protective equipment, a command center, and accelerated and widely dispersed communication.

“At first, the projections were so dire, but we succeeded in doubling the capacity of the hospital,” Boyd said. “By the second surge, we were well prepared.

“Communication was crucial, and it had to be different for everyone. We did video visits with patients to video broadcasts to employees, but we also needed contact with others who were not at a computer. Executives took a beverage/snack cart and visited staff to address their fears.”

Great leaders are always pivoting, creating, innovating — finding new solutions and markets. They see a crisis or amazing possibilities and bold opportunities.

---

Serial entrepreneur Toby Corey founded GetVirtual in March 2020. The Santa Cruz-based organization connects small businesses affected by Covid-19 to tech-savvy university students who could help pivot the businesses online with digital tools.

TOBY COREY

Social entrepreneurship

In March 2020, serial entrepreneur Toby Corey founded GetVirtual.

The Santa Cruz-based organization connects small businesses affected by Covid-19 to tech-savvy university students who could help pivot the businesses online with digital tools. Students receive college credits from partnering universities (it started at U.C. Santa Cruz and has spread to other Bay Area universities), invaluable experience in entrepreneurship, and an opportunity to give back to the community.

“The need is extraordinary. Everything is a process,” Corey said. “There are already 100 students working with 100 small businesses. The students want to be social entrepreneurs, be intellectually curious, and experiment.”

Corey said that altruism is important and that Generation Z is especially altruistic.

“Modern thinking is mindful,” he said. “It’s paying it forward; we’re doing that. We inspire greatness, disruption and innovation.”

The mindset of leaders who are able to pivot are focused on growth, the future, and meeting new needs with bold solutions.

---

Kavitha Mariappan, Zscaler executive vice president, customer experience and transformation.

SCOTT R. KLINE

Cybersecurity

Leaders pivoted for the safety of their employees, contractors and customers, locally and globally. For Zscaler — a San Jose cloud security company that became 2018’s biggest Nasdaq tech debut — that meant also dealing with a new level of security.

“One pivot has been the rapid, higher-level emergence of IT for business continuity. IT has been a savior,” said Kavitha Mariappan, Zscaler’s executive vice president, customer experience and transformation. “Preventing disruptions, addressing threat activities (the Zscaler cloud processes 140 billion transactions per day), being resilient, and innovating are what we do to protect the ‘crown jewels’ and protect our customers.

“We talk to our customers about transformation, and pivoting is critical, for security, safety and scaling for the future,” she said. “The pandemic was a true test in leadership authenticity and empathy. It’s a time of growth. We accelerated our initiatives and invested more in our people, infrastructure, and customers. We have a ‘rest and recharge day,’ a day to take a break. We’re anticipating, ‘What does re-entry to the office look like?’”

---

Executive Briefing Centers

The conferences and trade show sectors, as well as travel and hospitality industries, were impacted or devastated in 2020. The initial impact on global executive briefing centers where sales teams meet with customers was also felt.

Elizabeth Simpson, president of the Association of Briefing Program Managers, reported how rapidly her 600 business members pivoted with each other.

“It was a tsunami of sharing,” she said. “Members immediately asked for resources to go virtual. We didn’t have them, but two members responded with help for the whole community.”

She continued, “One of our members, Pam Evans, senior director of the Executive Briefing Programs at Palo Alto Networks, made a powerful pivot with her team. She met with the VP of sales to say, ‘We’re open for business. We can take care of our customers virtually.’”

---

Bob Linscheid, the new CEO of the Silicon Valley Organization, is the past president/CEO of the San Francisco Chamber of Commerce, as well as CEO of Linscheid Enterprises Inc.

TOMAS OVALLE/ SILICON VALLEY BUSINESS JOURNAL

Business advocacy

Bob Linscheid joined the Silicon Valley Organization last fall to help the wounded organization get on a new path forward.

After an internal upset caused the previous CEO to resign, Linscheid was tapped to be interim president and CEO. He said he is ready to make a pivot that heals the 133-year-old organization.

“My job is to find the SVO’s path to reconciliation. As the No. 1 most innovative city in the U.S., San Jose is expressing its needs.” Linscheid said. “I’m doing a massive amount of listening to 1,200 diverse members’ voices and processing a lot of information. We have problems to solve, and we’ll be stronger as a group to make a difference. Great leaders hang out in uncertainty, but will be the most innovative.”

---

San Jose State head coach Brent Brennan with linebacker Isa'ako Togia at CEFCU Stadium.

TOMAS OVALLE

Sports

From his first day four years ago, Brent Brennan, San Jose State University’s head football coach, began a holistic approach to develop the young men on the team.

In his first two years, the Spartans won just three games. This season, he took the team to the Mountain West Conference championship and won — something that hadn’t been done in nearly 30 years.

With 110 players, Coach Brennan defined success by many measures, not just on the scoreboard. They focus on academics, health, training, and engaging with the campus and community. The team supports other athletic events, delivers dinner kits, and visits schoolchildren.

“Football is the best sport to learn about systems and holistic thinking. The game is a good training ground to pivot. It’s the process, the struggle. The players need to lean on each other. The pieces come together,” Brennan said. “The mindset is (to) keep moving forward: Go to class, get stronger, make good choices, contribute to the community, deal with setbacks together. Their pivotal growth as a team came when they each started caring more about each other and giving to the team. They are more connected.”

---

2021 pivots

What do you anticipate in 2021? Are you ready to pivot at the speed you will need? What leadership strategies and creativity do you need? Have you assessed your ability to lead and done your pivot audit for 2021? It will not be business as usual.

Pivoting means that leaders will transform and go where they never before imagined!

Marcia Daszko has been working with senior executives for more than 25 years. She guides leaders to pivot to survive, rapidly scale, and achieve bold results. The bestselling author of “Pivot, Disrupt, Transform,” she serves on various boards and has taught MBA classes at six universities. Contact her at md@mdaszko.com.

TOMAS OVALLE/ SILICON VALLEY BUSINESS JOURNAL

Pivotal Leadership for 2021

The challenges caused by the 2020 pandemic demanded unprecedented responses that few leaders had ever had to make. Across all sectors leaders from business to healthcare to education to non-profits, faced new dilemmas on an hourly or daily basis.

 Pivotal leadership--the ability of leaders to pivot and adapt as their world is disrupting around them--is essential. What does it really mean?

Pivot means to make a fundamental, often abrupt, and rapid change in direction.

 Pivoting is essential to survive or thrive. Leaders had to pivot in 2020 and will continue in 2021.

 Some executives immediately closed their companies and furloughed their employees. Others adopted a “wait and see” stance, assuming the pandemic would end soon.

 But pivotal leaders quickly assessed the situation, sensed what their constituents needed, and responded! They gathered rapid action teams, brainstormed ideas, and quickly created solutions. They designed, focused, and applied on the move! 

 Pivoting takes vision, rapid decision-making, and ubiquitous communication. It’s a commitment to experiment and take immediate action. Time is of the essence!

 Leaders who pivot have a compelling, focused aim and a solid foundation of management thinking to draw from.

 We saw auto manufacturers GM and Ford pivot and produce 100,000-plus ventilators for hospitals. Beer distilleries made hand sanitizers. Luxury clothing manufacturers produced PPE gowns and masks. Schools pivoted to virtual learning, healthcare to telemedicine, and millions began working remote.

Why pivot? Current needs aren’t being met. The status quo doesn’t work. Leaders see a need and boldly jump into action.

 People who continually generate the most creative ideas are the most resilient and likely to pivot, survive, and thrive.

 Pivots Drive Transformation in Healthcare

As with any pivot, Chris Boyd, senior vice president & area manager at Kaiser Permanente, Santa Clara said, “We’re doing things we’ve never done before! For healthcare the pandemic got very real very quickly.” 

 Immediately the leaders at Kaiser identified its needs: safety; PPE; a Command Center; and accelerated and widely dispersed communication.

“At first the projections were so dire, but we succeeded in doubling the capacity of the hospital,” Boyd said. “By the second surge, we were well prepared.”

“Communication was crucial, and it had to be different for everyone. We did video visits with patients to video broadcasts to employees, but we also needed contact with others who were not at a computer.  Executives took a beverage/snack cart and visited staff to address their fears.”

Great leaders are always pivoting, creating, innovating—new solutions and markets! They see a crisis or amazing possibilities and bold opportunities.

Pivot to Social Entrepreneurship and Survival

In March 2020, serial entrepreneur Toby Corey (US Web founder, Solarcity, Tesla) founded GetVirtual.  The Santa Cruz-based organization connects small businesses affected by Covid-19 to tech-savvy university students who could help pivot the businesses online with digital tools. Students receive college credits from partnering universities (it started at UC-Santa Cruz), invaluable experience in entrepreneurship, and an opportunity to give back to the community.

 “The need is extraordinary. Everything is a process,” Corey said.  “There are already 100 students working with 100 small businesses. The students want to be social entrepreneurs. Be intellectually curious and experiment. Altruism is important. Generation Z is very altruistic. Modern thinking is mindful. It’s paying it forward; we’re doing that. We inspire greatness, disruption, and innovation.”

 The mindset of leaders who are able to pivot are focused on growth, the future, and meeting new needs with bold solutions.

IT Pivots As Saviors for Business Continuity

Leaders pivoted for the safety of their employees, contractors, and customers locally and globally. For cloud security company Zscaler, that meant also dealing with a new level of security. “One pivot has been the rapid, higher-level emergence of IT for the business continuity. IT has been a savior,” Kavitha Mariappan, executive vice president, customer experience and transformation, said. “Preventing disruptions, addressing threat activities (100 billion per day), being resilient, and innovating are what we do to protect the ‘crown jewels’ and protect our customers.”

 “We talk to our customers about transformation, and pivoting is critical, for security, safety and scaling for the future. The pandemic was a true test in leadership authenticity and empathy. It’s a time of growth. We accelerated our initiatives and invested more in our people, infrastructure, and customers. We have a ‘rest and recharge day,’ a day to take a break. We’re anticipating, ‘What does re-entry to the office look like?’” 

 Executive Briefing Centers (EBCs) Go Virtual

Industries such conferences, trade shows, travel and hospitality were impacted or devastated in 2020. The initial impact on global executive briefing centers where sales teams meet with customers was also felt.

 Elizabeth Simpson, president of the Association of Briefing Program Managers, reported how rapidly her 600 business members pivoted with each other, “It was a tsunami of sharing! Members immediately asked for resources to go virtual. We didn’t have them, but two members responded with help for the whole community!” She continued, “One of our members, Pam Evans, senior director of the Executive Briefing Programs at Palo Alto Networks, made a powerful pivot with her team. She met with the VP of Sales to say, “We’re open for business. We can take care of our customers virtually.”

 Pivot to Healing and Innovation

Interim President & CEO Bob Linscheid joined the Silicon Valley Organization (SLO) to help the wounded organization get on a new path forward. After an internal upset caused the previous CEO to resign, Linscheid is ready to make a pivot that heals. He is listening to the 1200 diverse voices of the members in the 133-year-old organization.

 “My job is to find the SLO’s path to reconciliation. As the No. 1 most innovative city in the U.S., San Jose is expressing its needs.” Linscheid said. “I’m doing a massive amount of listening to 1,200 diverse members’ voices and processing a lot of information. We have problems to solve, and we’ll be stronger as a group to make a difference. Great leaders hang out in uncertainty, but will be the most innovative.”

 Pivoting a Football Team

From his first day four years ago, Brent Brennan, San Jose State University head football coach began a holistic approach to develop the young men on the team. In December 2020 they won the Mountain West Championship (for the first time since 1991.)

 With 110 players, Coach Brennan defined success by many measures, not just on the scoreboard. They focus on academics, health, training, and engaging with the campus and community. The team supports other athletic events; delivers dinner kits, and visits schoolchildren.

 “Football is the best sport to learn about systems and holistic thinking. The game is a good training ground to pivot. It’s the process, the struggle. The players need to lean on each other.  The pieces come together. The mindset is keep moving forward: go to class, get stronger, make good choices, contribute to the community, deal with setbacks together. Their pivotal growth as a team came when they each started caring more about each other and giving to the team. They are more connected.”

 2021 Pivots

What do you anticipate in 2021? Are you ready to pivot at the speed you will need?  What leadership strategies and creativity do you need? Have you assessed your ability to lead and done your Pivot audit for 2021? It will not be business as usual.

Pivoting means that leaders will transform and go where they never before imagined!