In my last post, I was asked how to grab the leadership bull by the horns when you suddenly find yourself thrust into a new position.
And I said the first 100 days are critical.
To review, you’ve got to have a plan, you’ve got to have dialogue…and as many one-on-one meetings as possible! If you haven’t read my comments yet, you can find them here.
Here are 7 more ways to “ace” that first 100 days:
1. Set expectations early. People want to know what you stand for. Let them know what’s important to you as a leader. I typically send a list of my top 10 expectations to my team in the first few weeks.
The worst thing you can do is leave them guessing.
2. Set an example. Your minimum behaviors will be your team’s maximum performance. If you expect people to be on time, you need to be on time. If you expect managers to get out of their offices, you need to be out of your office. If you expect people to wear their safety equipment, you need to wear your safety equipment.
You can’t lead people where you yourself aren’t willing to go!
3. Signal your priorities. If you spend the first two hours of each day on your computer and not with your team, they’ll notice. They’ll assume they’re not as important as your e-mail. If you’re all about the inventory numbers and not the on-time delivery results, they’ll think you don’t care about customers.
Always be aware…
Your actions telegraph your intentions.
4. Create a buzz. Do something to get everyone talking. Make it dramatic enough that it gets the point across instantly. Here’s an example. In one manufacturing plant, I had the maintenance team paint over all the signs for the reserved parking spaces for managers…mine included!
The message was clear:
No special treatment.
We’re in this together.
5. Communicate with employees regularly. Look, leadership changes can make people uneasy. Your employees will want to know, will there be any organization changes? What are your initial observations? How are things going?
TIP: Send a weekly e-mail to your team.
Let them know what you’re seeing and what they can expect. If there’s any void in communication, worry, speculation, and rumors will spring up in its stead.
6. Create the mood. Attitude is contagious. You need to be upbeat and “on your game” when you’re around your team – no matter what’s going on for you personally. Be empathetic when you have serious issues to deal with, of course. But if you’re consistently upbeat and in good spirits, the team will mirror your energy.
A leader who’s quiet, unresponsive, angry, abrasive or sarcastic, will suck the life out of any team. Always think about what mood you’re conveying.
7. Cast a vision. At the end of the first 100 days, your team’s strengths and weaknesses will be evident. The goal now is to communicate your vision for the future. Know where you want to go. Let your team “see” your vision in a way that’s clear and concise.
Setting the tone early is critical.
All eyes are on you as the new leader, so make it count.
Create a buzz, set an example, show your priorities, establish the mood and most of all…
All of the above will save your gluteus maximus down the line if and when you need to work as a team on the tough issues.
That’s all for today.
One more thing, if you haven’t already, be sure to get your copy of my book I Have The Watch by going here.
And if you buy it before October 30, 2019, and send me your receipt, I’ll send you a special 20-minute video interview I recorded called “Engage Your People, Or Die” that contains some of my best “shotgun” tricks for quickly bringing your team on side when your survival depends on it…because it does!
This recording is NOT for sale anywhere.
And I honestly think it’s some of my most valuable content on the subject…not that I’m biased or anything. 😉
I could probably charge as much as $49 for the video, but it’s yours FREE if you buy the book and send me your receipt by October 30th at 11:59 PM. Grab your copy today!
I had a chance to sit down with Air Force veteran and author, Mitchell Boling, to talk about his new book, Leadership: A View from the Middle. This is a great book that I had a chance to read an advanced copy of and I absolutely loved it. Mitchell sees leadership the same way I do and his book provides a refreshing perspective on the topic. Mitchell gives powerful advice and insight on how to lead where you are based on his experiences in the military. I loved this book and our discussion so please enjoy!
[Jon] Tell me a little about your military experience.
[Mitchell] I enlisted in the U.S. Air Force in 1983 as an Integrated Avionics, Communication, Navigation, and Penetration Aids Systems Specialist for F-16 Aircraft. Wow, what a mouthful! I had enlisted to learn electronics, and when they told me my new career title while in a classroom in basic training, every head turned. I thought, “Oh man, what did I just get myself into?” It turned out to be an exciting career, and I worked the F-16 aircraft exclusively for the next twenty-five years. I’ve been all over the world, having been stationed in Germany, Korea (twice), South Carolina, Nevada (twice) and Arizona.
[Jon] What leadership roles did you serve in during your time in the Air Force? How many people did you lead?
[Mitchell] Once I became a qualified avionics maintainer and supervisor, I would go out on jobs with trainees and lead them through the task (E-5). The natural progression on the flight line would be expediter, who controlled the activities of twelve to twenty aircraft maintainers as they performed maintenance (E-6). Next, I became a flight chief, who is the leader of forty to eighty people—their manager (E-7). I was a formal training instructor in F-16 avionics, and later became a lead production superintendent, who is responsible for all maintenance performed on as many as twenty-eight aircraft with well over one hundred people. Finally, I became the Wing Avionics Manager (E-8) in the largest fighter wing and maintenance group in the U.S. Air Force. My role there influenced over four hundred avionics maintainers.
[Jon] That’s amazing. So, you started off managing just a few people and ended up running a large department of over four hundred. When did hit you that you were a leader? How did it affect you?
[Mitchell] Probably on that first tour to Korea in 1994. I was a Staff Sergeant (E-5) and was a young supervisor in the flight. I had numerous experiences during that year that I felt solidified myself as a leader. I started to feel like what I said and what I did made a difference in people’s lives. I could tell from their responses to me in certain situations and I felt good about it.
[Jon] How did you learn to become an effective leader?
[Mitchell] I’ve made many mistakes in my career, but, as I’ve always told my children, “I learned from it.” I used to be short-tempered and even found myself yelling during stressful situations. But as I grew up in the Air Force, I met leaders like Chief Master Sergeant Tom Schroeder, who showed me that it is much better to take a step back, assess a given situation, and then make the best possible course of action. We came across this daily on the flight line, so I learned to listen to what was being reported to me, and then think before I responded.
[Jon] What compelled you to write this book? What do you hope will come from it?
[Mitchell] For probably the last twenty years I’ve thought about writing a book. I just didn’t know what kind of book I would end up writing. I felt that to be able to adequately complete something like this could be quite daunting, so I had to do it on something that I was passionate and knowledgeable about. I have always been drawn to learning about leadership and I felt I would have something to say about it. In the end, I was compelled to write it to help people who may have found themselves in a similar situation as mine. Sometimes people feel stuck in the middle with nowhere to go. I feel that learning more about leadership will help people attain their goals. My hope is that people like the book and that it will help them to navigate their way out of the middle and up to other opportunities.
[Jon] What is “The Middle” and why is this so important?
[Mitchell] The “Middle” is the middle of the workforce. I actually came up with the name of the book before I had even written a single word. I’ve found that many, if not most, leadership books are written by CEOs or scholars on the subject. I’m neither; I’m just a regular guy, and when it came to leadership, I just lived it. This is where my perspective on leadership comes from, based on my experiences. People in the middle are those who are beginners, individual contributors, and even managers, basically, everyone who is not in the executive suite. People in the middle of an organization make up the vast majority of people in the workforce and within this vast majority are leaders—at each and every level. This is why it’s so important for people to understand the middle; leaders exist at every level of every company, worldwide. I believe that people should learn more about leadership to help them gain that next rung on the ladder, even to the extent of climbing out of the middle and on to the top.
[Jon] In the book, you talk about leading by example. How does that affect your ability to lead?
[Mitchell] Leading by example is key. In chapter two, I learned this when Drew said to the young Airman, “How do you expect me to send you out on a job that I’m not willing to do myself, first?” All he was trying to do was demonstrate how he was going to lead by example. I’ve thought about that moment numerous times throughout my career, in fact, I even quoted it during my speech at my retirement ceremony in 2008. Leading by example is probably the number one basic thought in leadership. The leader cannot show someone the way if he has not experienced it for himself first.
[Jon] You also talked about a “follow me moment.” Explain what you mean by this.
[Mitchell] I related the “follow me” moment in the book as if an Army Sergeant had jumped up and beckoned his troops to follow him to take that hill. In my situation, we had a task to complete and it was going to take all night, causing us all to work a minimum twelve to fourteen hours. So, I stood up and suggested to everyone that a few of us sacrifice our weekend, for the good of the mission. I said I could complete this task over the weekend, so everyone doesn’t have to stay all night long on Friday. I was floored that so many hands shot up to volunteer with me. When that moment happened and I saw all the hands raised, I actually felt a shiver run down my spine. I got “goosebumps!” As I felt the tingle go down my back, I knew that I had arrived as their leader. Why would people actually volunteer to give up their weekend, only to perform more work?
[Jon] You describe how a leader should provide both physical and emotional support. Why is this important?
[Mitchell] We are here to help our followers. Whether it is something as simple as bringing in doughnuts or being there for them as they suffer through a personal event, it is what leaders do. Bringing in doughnuts tells them that we care about them as their leader, and what better way than to make them smile on a Friday morning? Being there for them and displaying empathy to their plight is another key behavior in the leadership realm. We must be there for our followers! It is why we are here in the first place.
[Jon] Who was the most effective leader you’ve seen? What made them so good?
[Mitchell] Had to be Drew Walls, the man who led by example. He was an expert in his career field, and as the expediter of our group of aircraft maintainers, he was our voice to the other entities on the flight line. He had a quiet demeanor and liked to test the young Airmen whenever we had a slow day. In fact, one of the things he used to do was to give the trainees an aircraft malfunction (on paper). He would tell them the malfunction, and then give them an hour to provide the proper troubleshooting steps, with source data and schematic signal flow, of what they would do to fix the aircraft. It became a race to see which Airman could finish first with the correct answer. Everyone loved working for Drew. Last year I called him and told him that he was the one who provided the genesis in my mind to actually write a book about leadership. He was so humble.
[Jon] What are some mistakes you have seen of leaders?
[Mitchell] Don’t get me started. I’ve made many mistakes, but have seen numerous ones as well, through both of my careers, in the military and as a civilian. The main thing that I think I’ve seen continually was when a manager would distance himself from his workforce. Managers seem to get so caught up in the mission or the customer that they forget that they have actual people working for them. One way of distancing themselves was to pay more attention to their email than the actual employee that was sitting in front of their desk, asking for help. It was as if they didn’t care.
[Jon] Why do you think there is a shortage of good leaders in business today?
[Mitchell] The apparent lack of leadership training. I’ve spent eleven years in my second career after the Air Force so far, and I’ve been to a total of three days of formal leadership training and one four-hour session. Managers in my company may have one or two short courses and a few computer-based training sessions but, in reality, it is nil. In the military, we had access to formal leadership training every few years like clockwork. We also had self-study guides that assisted us to gain the next rank, year after year. Every person in the military, no matter what experience level or years served, has more leadership experience than someone who had never served.
[Jon] What advice would you give to a new leader?
[Mitchell] Listen and learn from it. Listen to your followers and remember to be there for them. After all, there would be no leaders if there were no followers. Also, give them what they want, give them what they need. If you make their lives easier, it will only turn out better for you in the long run.
[Jon] This has been great. How can people learn more about your book?
Great leaders know a team of qualified employees is hard to beat. They establish a culture of competency where new employees feel positive peer pressure to work hard to earn their spot in the team.
Saturday at Sea
It was Saturday night on my second patrol on the USS Tennessee and I headed up to the wardroom for supper. Saturday night was always special on a deployed nuclear submarine at sea. It was pizza night. It was a time to shake up the normal meal rotation and enjoy some tastes of home. The crew cherished pizza night. It meant another week had passed and we were one more week closer to home. I loved the tradition of pizza night, although if I’m honest, the pizza was never all that good. Still, it was nice to kick back and enjoy a casual meal with my fellow officers.
For the officers in the wardroom, Saturday night almost always included a movie and a poker game as well. It was a chance to relax and burn off some steam after a long week. Everyone enjoyed Saturday nights on patrol. That is, of course, if you were qualified and I wasn’t there yet. It takes about a year to complete the submarine qualification process and earn your Dolphins as a new officer and I was almost finished. But, almost doesn’t mean anything to a qualified submariner.
When the meal was over, I quietly listened as the officers with embroidered Dolphins on their chest debated which movie they would watch. I listened enviously to their discussion. There were great movies on board and I would have loved the chance to escape submarine life for a few hours. But, that wasn’t going to happen. Not now.
“Life is Simple: You’re Either Qualified or You’re Not” Anonymous Submariner
It’s not Easy Being a NUB
“What are you looking at NUB? Go get some signatures on your ‘qual card’ if you want to watch a movie.” There it was. I wasn’t qualified and they let me know it. It was clear I wasn’t yet a contributing member of the crew. I was a NUB. A NUB is a Non-Useful Body, a colorful term used on a submarine to denote a new officer or sailor recently out of school and not yet qualified. It’s used to keep positive peer pressure on unqualified crew members so they will work hard on their qualifications. On a submarine, life was simple, you were either qualified or you weren’t. And, without Dolphins, I was just a NUB. I wasn’t yet carrying my load which meant I was taking food and oxygen from other qualified crew members who had earned it.
To a qualified submariner, a NUB is an annoyance at best and a liability at worst. It wasn’t a lot of fun being a NUB.
The truth is, peer pressure on the boat worked. It was effective on me and everyone else who had ever been in my shoes. We all wanted to belong. We all wanted to carry our load and we certainly didn’t want to be a liability. So, despite being tired, annoyed, and sometimes overwhelmed with the process, we trudged on. We worked hard to finish our qualifications. We worked hard to join the ranks of the qualified.
Earning my Oxygen
With my notebook, a cup of black coffee, and my dog-eared qualification card, I headed down to the torpedo room to work on my torpedo systems qualifications. That night I spent close to six hours in the torpedo room and got all the signatures needed to complete my torpedo systems qualification. The sailors there were quick to teach me everything I needed to know. They showed me the location of key valves, how the torpedo display worked, and we reviewed all the various torpedo casualties. It was a long night but, while the other officers watched movies and played cards, I got one more step closer to getting qualified and earning my oxygen. And, all in all, it was a pretty good night.
“Great leaders know a team of qualified employees is hard to beat.” Jon Rennie
The Navy taught me valuable lessons about getting qualified. I learned how uncomfortable it was to be unqualified, how I felt like an outcast, not yet part of the family. I felt the shame of not being able to stand watch and pull my own weight. But, I also saw how that pressure drove me to work hard to get qualified, to gain the knowledge and experience to become an effective submariner.
While the Navy took positive peer pressure to an extreme, there are some important lessons that can be applied to any organization. First, the goal of any leader is to build a team of experienced and competent employees. A team of qualified employees is hard to beat. Second, new employees should be given a path to “qualification.” They need to clearly understand what is expected of them to become part of the team. Finally, like the submarine Dolphins, there should be a symbol that shows an employee is qualified. Companies like Lowe’s Home Improvement, for example, make new employees complete all their training before they “earn” their red vest. The red vest is worn with pride symbolizing a qualified member of the team.
Reach out to me on Twitter and let me know what you think. Does your organization have a qualification process? Is it effective?
Photo Credit: U.S. Navy photo by Mass Communication Specialist 1st Class James Kimber