Every Day I Am Constantly Re-Enforced About The Value Of Process!

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Over the course of the past week, I have been reminded both in a business setting as well as a personal setting that the only way to drive real resolution to any issue, large or small, is through a systemic process approach oriented to a step by step solution versus a quick fix. As many of you know, I was schooled in a business environment that placed a very high value on processes and procedures. While I believed in it and that has become the baseline for how I think from a business perspective, it does not stop me or many others from desiring a faster solution or a “quick fix” at times especially when it comes to more personally oriented issues.

First, from a business perspective, I had the opportunity about a week ago to lead a Board of Directors (which I am a member of as well) and the co-owners of the business through a workout process (a well documented General Electric process) with a focus on how to grow business prospects, track the status of those prospects and close on the prospects via creating a solution that appealed to their respective needs. In this workout process, we had a rather loose structure/agenda but there was a clear process that I walked the team through to define where we are and where we need to go to drive growth. I did not provide answers but I provided the structure for them to define the needs, actions, person/persons responsible and follow up to begin to construct the solution for growth. The critical takeaways are that we followed a very process oriented structure to get everyone involved in the definition and activities to address the business needs for growth. We then established a very defined process for follow-up actions and reviews with clear dates, responsibilities and tracking mechanisms. We will improve both our number of business prospects and close rate but it will take us several months to do so as we follow the process. The other alternative so often employed is to identify as individuals or as smaller groups “shoot from the hip”alternatives or “quick fixes” that are not documented, evaluated or agreed upon as a group resulting in many initiatives with little results.

I will keep you posted on the results of this process as we move forward as a team but I can tell you a couple of results that have been accomplished already that are significant. First, we are more of a team with a stronger bond and team direction than existed before the process began. Second, we have agreed upon actions and responsibilities with involvement from all. Third, we are all focused on selling and grow regardless of our unique roles/responsibilities. Last, we have a plan that will take us forward and if the results are not what we desire we have a process for next steps as a team. Why would any team want to resolve business problems or try to operate on a daily basis without strong process orientation. In the next blog I will write about the importance of process in a personal setting as well.


Why Is It So Hard For Leaders To Be Humble?

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I want to avoid adding to the fire of all that is being written this about the failure of responsible action on the part of leaders and the tragedy that has struck so many leaders at Penn State University. Instead I prefer to write about a key leadership skill that I think is the downfall of more leaders than not doing the right thing, which was at the heart of so many leaders failure at Penn State. I like to believe that not doing the right thing as a leader is a much smaller problem than not being humble as a leader. I recently consulted with a bright young leader who has a great team, a great business and tons of opportunity but I am truly concerned that his lack of humility may prevent him from realizing his personal or business objectives. We are working hard to overcome this issue and some of the discussions have created strong thoughts that I wanted to share in this blog.

First, I truly believe that humility enables an individual to be able to look objectively at yourself in terms of your strengths and weaknesses. For those of you who have read my book, Transformational Leadership-A Blueprint for Real Organizational Change, you will know that there was a period of time where I was not as humble a leader as I needed to be. I was running a manufacturing business in Mexico and I made a ton of leadership mistakes because my lack of humility caused me not to draw on the expertise around me and understand that I could not be a expert in everything. In other words, I was simply not admitting what “I did not know”(recall that blog subject a couple of weeks ago) and calling on the support and expertise of others to help me. In the book, you can find additional details about these failings and how it almost ruined my career early on in GE. The good news here is that I did learn from these failures in Mexico and was fortunate to turn it around and realize successes from the experience. As a current humble leader, I will remind you again that that I never learned nearly as much from my successful activities than from my failures. I believe that is what makes my book such valuable reading!

As you have probably realized at this point, I believe humility and failures are the grounds for real learning and success. I believe that to be true for three distinct reasons when it comes to humility. First, as I stated above you simply can not be an expert in everything. Some leaders are strong financially, others are great communicators and there are those who are excellent strategically. As a leader, decide what you are best at and be humble enough to hire great people and give them real authority to act in their areas of expertise. Second, humility draws out the help, opinions and acts to persuade others with whom you have chosen to lead. Always believing that you have all the answers and know what is good for all with soliciting their thoughts is the quickest way to build an empire of “yes” folks who will do little to correct the course of the business even if they know it is wrong. Last, it simply enables the leader to grow because as I said before what you don’t know as a leader always far exceeds what you do know!


Randy’s Blog

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Motivational Leadership Speaking Motivational Leadership SpeakingRandy continues to be an exciting motivational leadership speaker, which has been his passion for over 25 years. He honed his skill as a motivational speaker and business coach working at GE under the tutelage of Jack Welch. From line supervisor to President & CEO, Randy has successfully lead individuals through his specific motivational methods that produce tangible results. Randy is personable, authentic, and driven. He has a speaking ability that motivates and energizes individuals to achieve beyond their potential.
Executive Leadership Mentoring Executive Mentoring & Leadership ConsultingRandy Dobbs is a proven CEO with strong operational/execution skills who has demonstrated success in fix-it situations. Randy has been a mentor for over 30 years helping individuals, senior leaders, to CEO’s at GE, Phillips Medical, USIS and wcasportfolio companies. Randy was trained in mentoring while at GE and subsequently pushed to train all the top leaders in Philips and USIS while implementing mentor programs at both organizations.Randy mentors/coaches CEO’s and some of their direct reports today in his current role.
Buy Randy’s book “Transformational Leadership” Transformational Leadership

Sharing personal experience and practical business blueprints, Dobbs takes the reader on a journey through the transformational process. Leaders working in organizations of various sizes--and facing diverse challenges and opportunities--will find Dobbs' ideas transformative, personally as well as professionally. This is a book for persons who want to be change agents within their respective organizations. It is for all who want to make a difference for themselves and their coworkers.