3 Keys to Great Leadership

by Justin Menkes 

Based on your experience, what traits are needed for a federal leader to be successful?

 There are three attributes that I think best enable a leader to maximize the efforts of the 21st century workforce: realistic optimism, subservience to purpose and finding order in chaos.

What is realistic optimism?

Realistic optimism is especially important for a federal workforce. I think that if you’re going to lead people, you can’t sit there and tell them, “Everything’s going to be fine.”

When you look at poor performing or inept leaders, you find they are often incredibly optimistic. The difference is that they have blind optimism. So, if you say, “We will conquer all. The obstacles and adversities you’re discussing are not important for you to worry about because we’re going to win anyway,” you’ll lose them.

But those with realistic optimism are the ones that say, “These are the challenges that we face and these are some of our proposed solutions. None of us is sure what the final solutions to each problem will look like, but here are our contingency plans for trying to address them. And, I do believe that together, as a group, we’re going to meet our challenges. I have no doubt about it.” That is what it looks like to express realistic optimism.

What about subservience to purpose?

Today, a paycheck is not enough. Workers have to get out of bed every morning believing in what they’re doing. They have to believe that their presence and the activities that they perform on any given day will make positive, meaningful impacts on the world.

Southwest Airlines is a great example. Their people outperform competitors on every metric of productivity that exists. They believe that not only the rich should be able to fly in this country. So they’re going to get those airplanes off the ground on time and as inexpensively as possible, because they believe that that’s an important mission for America. This sense of purpose has lasted since Herb Kelleher founded the airline 35 years ago.

Explain bringing order to chaos.

Finding order in chaos is critical. Leaders cannot throw up their hands and give up. In many ways, today’s workforce has fallen behind in this area. It’s not being trained to find joy in the pressure-filled situations that we face. In the world and the economy today, there is more unfamiliar than familiar. So, you’ve got to get comfortable with it.

The best example of this is A.G. Lafley at Proctor and Gamble. Before he retired, he was in Brazil watching housewives do their laundry in the bayous. When I asked him why, he said that his company had introduced a laundry detergent that should have been hugely popular among this particular Brazilian population. The detergent required no rinse cycle for clothes to be clean, [but] nobody wanted to buy it. Ultimately, what he found out was that the detergent didn’t make suds. As soon as they added suds, the women felt like the product was working. They started using the detergent and the product became a huge hit.

How can current senior federal leaders cultivate these three attributes in their emerging executives?

There are some wonderful things they can do. One of the great teachers of realist optimism is David Novak at Yum Brands. One of the things he’s done is use catch phrases. He found that when people are not taking responsibility or accountability for their actions, being realistic but optimistic is achievable.

He introduced this phrase called ‘victimitis.’ So whenever people would say, “Oh, it’s not my fault,” or attempt to defend their bad actions, all of their colleagues would say, “Victimitis, victimitis!”

Part of what he did was about building a culture and giving people tools they can effectively use — and in some places, playfully use. We need to remind ourselves that our destinies are in some ways beyond our control, but that our day-to-day, work-to-work, minute-to-minute experiences are still very much under our control.

As a leader, if you’re sitting there having to block Internet sites on your employees’ computers, you’ve already lost the battle. You have to have them be interested and motivated to do their work without you looking over their shoulders.

Happiness is Friends & Just Enough Money by Jennifer Robison

The search to define happiness has consumed a lot of human energy. Until recently, we’ve had little to show for it — some songs, a few poems, and a Charles Schulz cartoon about happiness being a warm puppy — but nothing of much practical use.
The best life evaluations come from people who went to college, got married, and have good jobs.
To get practical results, you need scientists. Fortunately, two of the best are now on the case: Angus Deaton, Ph.D., a renowned economist, and Daniel Kahneman, Ph.D., a Nobel prize-winning psychologist, both from Princeton University. Dispensing with romantic imagery, Dr. Deaton and Dr. Kahneman looked for happiness in numbers. More specifically, they analyzed responses to the Gallup-Healthways Well-Being Index (GHWBI), a daily survey that asks roughly 1,000 U.S. residents a battery of questions about their wellbeing.
After analyzing more than 450,000 GHWBI responses from 2008 and 2009, Dr. Deaton and Dr. Kahneman found that happiness is actually the result of the fulfillment of two abstract psychological states — emotional wellbeing and life evaluation. The finding is important because it offered the researchers a new and more useful way of looking at happiness.
“What did we get from these data? Everything,” says Dr. Deaton. “The GHWBI asks clear questions about life evaluation as well as emotional wellbeing. These data are just terrific in permitting research that was not really possible before.”
Evaluation and emotion
The difference between life evaluation and emotional wellbeing is vital, though the two are related. “Nobody claims that the two dimensions are independent,” says Dr. Kahneman. “They’re clearly distinct dimensions that are correlated. But they have somewhat different determinants. What improves people’s emotional wellbeing is different from what it takes to make them say that they’re satisfied with their life.”
In other words, life evaluation and emotional wellbeing refer to different feelings. Life evaluation requires a long view of a person’s overall life. Though life evaluation is colored by the day’s emotions, Dr. Kahneman and Dr. Deaton’s GHWBI research shows that people evaluate their lives based on a retrospective of their achievements. If they’ve accomplished the goals they’ve set, are financially secure, and are emotionally fulfilled, they’re more likely to have a high evaluation of their life.
And research shows that the more conventional the goals, the better the life evaluation. Dr. Kahneman notes that the best life evaluations come from people who went to college, got married, and have good jobs; other studies show that people who wanted to be performing artists when they were 18 but didn’t end up to be were generally very dissatisfied with their lives at age 45. “Having goals that you can meet is essential to life satisfaction,” says Dr. Kahneman. “Setting goals that you’re not going to meet sets you up for failure.”
Emotional wellbeing reflects a much shorter view and refers to the emotional quality of an individual’s everyday experience. If the day’s experience is negative, emotional wellbeing will take a hit. That said, people with good emotional wellbeing seem to get it through social contact.
“Emotional happiness is primarily social,” says Dr. Kahneman. “The very best thing that can happen to people is to spend time with other people they like. That is when they are happiest, and so, without question, this is a major story. We find loneliness is a terrible thing. So is extreme poverty. But loneliness, regardless of how rich you are, is a very bad thing.”
But the research also indicates that you won’t become happy merely by socializing with your best friends and achieving your goals. You also need $75,000.
The magic number: $75,000
Of all the important and interesting findings Dr. Kahneman and Dr. Deaton’s research has uncovered, the most reported finding is that people with an annual household income of $75,000 are about as happy as anyone gets. More specifically, those with annual household incomes below $75,000 give lower responses to both life evaluation and emotional wellbeing questions. But people with an annual household income of more than $75,000 don’t have commensurately higher levels of emotional wellbeing, even though their life evaluation rating continues to increase.
This finding holds true even where living isn’t cheap. “When we mention $75,000, the question I always get is, ‘What about New York City?'” says Dr. Kahneman. True, $75,000 won’t go very far in big cities like New York, London, or Singapore, and it makes sense that a high cost of living will make even large sums feel puny. “Our finding indicates that $75,000 is the limit even in large expensive cities,” says Dr. Kahneman. “So, though there may be places in which happiness levels off at a lower income, $75,000 is the sufficiency point in the most expensive places.”
Dr. Deaton and Dr. Kahneman are not certain why, but the data are clear: Even in high-cost cities, incomes over $75,000 don’t correlate to greater happiness. They think this is because even in expensive places, $75,000 is enough to live on while allowing for emotionally rich — and enriching — social experiences. Some places such as New York may be expensive precisely because they are such great places to live, says Dr. Deaton, because their terrific amenities may offset the higher cost of living there.

“No matter where you live, your emotional wellbeing is as good as it’s going to get at $75,000,” says Dr. Deaton, “and money’s not going to make it any better beyond that point. It’s like you hit some sort of ceiling, and you can’t get emotional wellbeing much higher just by having more money.”
Your emotional life depends primarily on your relationships with people.
Emotional wellbeing may not improve with additional money, Dr. Deaton and Dr. Kahneman think, because of several factors. One is that humans adapt quickly to the things money can buy. A mansion is a thrill the first month you live in it, but it’s just a house the second.
Moreover, other research suggests that wealthy people don’t take as much pleasure in actual pleasure as do poor people. In one test, social researchers primed some test subjects to feel rich and found that the “wealthy” subjects didn’t enjoy luxury chocolate as much as the control group, the “non-wealthy,” did.
And Dr. Kahneman and Dr. Deaton believe that when it comes to the very wealthy with high life satisfaction, their evaluations may be influenced more by keeping score than by purchasing power. If life evaluation is based on reviewing how much progress people have made in their lives, money may become a marker of success.
“Not having enough money to live a decent life really gets in the way of doing the ordinary things that make people happy,” says Dr. Deaton. “What might create your emotional wellbeing is spending time with your friends, and if your income is below $75,000, you may not have the money to do it. But for life evaluation, money represents a sense of achievement. And that just keeps on going up when you have more money.”
Stressing the subject
So people who have achieved their goals, who spend a lot of time with friends, and who make a lot of money have the most life satisfaction, while those who earn at least $75,000 a year have the greatest emotional wellbeing. But that doesn’t mean they aren’t stressed. The GHWBI data show that college graduates report more stress than people without college degrees, and Dr. Kahneman and Dr. Deaton say that stress levels are generally higher in wealthy countries.
The GHWBI data also showed that most Americans are happy and satisfied with their lives — 85% reported a lot of happiness, enjoyment, and smiling; 24% reported sadness or worry; and 39% reported stress. Comparing the U.S. life evaluation scores with data available from about 150 other countries through the Gallup World Poll, the U.S. ranks fairly high. The only nations with higher scores are the Scandinavian countries, Canada, the Netherlands, Switzerland, and New Zealand.
However, while Americans come in near the top for life evaluation and do well on wellbeing, they’re also among the most stressed. U.S. stress levels are the fifth highest when compared to data from other countries in the Gallup World Poll.
According to the U.S. Census Bureau, the 2010 poverty level for a family of four was a long way from $75,000 at $22,314 — and 15.3% of Americans earned that much or less. “It is worse to be alone, it is worse to be divorced, it is worse to be unemployed, and it is worse to be sick if you’re poor, and you get less benefit from the things that create emotional wellbeing,” says Dr. Kahneman. “There are huge emotional costs to poverty.”
And poor people are hardly carefree — in fact, the researchers found that the poor report more stress than the economically comfortable. They also don’t gain the benefit of stress alleviation on weekends, as do their better-off counterparts. And Dr. Deaton notes that there’s a big difference between the stress associated with success and the stress caused by constant deprivation.
But the data show that money doesn’t alleviate stress in the same way it alleviates unhappiness. In fact, money may go hand in hand with stress among high-earning people. “I think stress sometimes goes with success,” says Dr. Deaton. “America is a very rich, busy, striving country, and that may be associated with stress. But we sort of like it.”
With a little help from your friends
Dr. Kahneman says some studies show that while warm puppies really can improve emotional wellbeing, your emotional life depends primarily on your relationships with people. “I’d feel embarrassed to give that as advice — ‘improve your relationships.’ But obviously if people are going to get happier, it’s going to come to that,” he says.
There is one thing, however, left to mention in this discussion of happiness — individual temperament. Dr. Kahneman and Dr. Deaton’s research, and that of others, clearly indicates that some people are just born happier, or “sunnier,” as Dr. Deaton calls them. Their emotional wellbeing will always be higher than everyone else’s.
That’s not to suggest that those who aren’t “sunny” are doomed to lives of misery. Even the most pessimistic, grumpy-by-nature people can find solace in Dr. Deaton’s statement: “It may be that we’re not designed for happiness.” And what is it we were designed for? “To avoid getting eaten by predators,” says Dr. Deaton. “If nothing eats you today, you ought to be happy. At least it’s a start.”

Thankful Lyrics

“Thankful” by Josh Groban

Somedays we forget
To look around us
Somedays we can’t see
The joy that surrounds us
So caught up inside ourselves
We take when we should give.

So for tonight we pray for
What we know can be.
And on this day we hope for
What we still can’t see.
It’s up to us to be the change
And even though we all can still do more
There’s so much to be thankful for.

Look beyond ourselves
There’s so much sorrow
It’s way too late to say
I’ll cry tomorrow
Each of us must find our truth
It’s so long overdue

So for tonight we pray for
What we know can be
And every day we hope for
What we still can’t see
It’s up to us to be the change
And even though we all can still do more
There’s so much to be thankful for.

Even with our differences
There is a place we’re all connected
Each of us can find each other’s light

So for tonight we pray for
What we know can be
And on this day we hope for
What we still can’t see
It’s up to us to be the change
And even though this world needs so much more

There’s so much to be thankful for

6 Suggestions Guaranteed to Improve Performance in Almost Any Workplace

He took the words right out of my mouth! I was recently brainstorming with a business executive, and this list sounds VERY similar to the one we came up with! GREAT stuff.

Six suggestions guaranteed to improve performance in almost any workplace.

By Lawrence M. Miller
Jan. 3, 2012

Here are some suggestions guaranteed to improve performance in almost any workplace.

First, let’s agree to encourage others. I know it is a simple and obvious thing. But, we all thrive on encouragement. Let us agree to see the potential, not simply the current reality, in each of our team members.

There is something I like to call “creative dissatisfaction,” which is the gap between who we are and who we know we could become … and, there is always a gap, no matter how great we may be. Rather than pointing out what I am not (and there is lots you could point to!), how about pointing to what or who I could become? It’s a small difference that makes a huge difference. When I have a vision of who I could become, I develop a drive, that creative dissatisfaction, to achieve, to close that gap.

Second, strive to become a scientist in the coming year. It may sound strange, but how we make judgments is often colored by learned biases. Continuous improvement is the result of the continuous design of experiments, watching the data, understanding cause and effect and the humility to say, “Oh, well, that one didn’t work. Let’s try something else.” The great managers, like the great scientists, respect the data and have the courage to experiment and to learn from what the data are telling them.

Third, demonstrate through your deeds the value of the world’s greatest experts who are on-the-spot. The traditional culture of our organizations has taught us that “moving up” is valued; those who have been promoted up in the organization must be worth more. We naturally value them. But who actually serves customers? Who does the real work that adds value to customers and who become genuinely expert in the process of serving customers? It is most often not those who are “up” but those who have their hands on the real work. The gemba walk is a philosophy, not merely something you do with your feet and the philosophy is to learn from and value those who are on-the-spot.

Fourth, commit to your team. A very few significant successes are attributable to individuals alone. Individual successes are more likely to be achievements in the arts or sciences, rather than in business. Most success in business is the result of teamwork. You are a member of a team. Jim Collins, in his book “Good to Great,” defined what he called the Level 5 Leader who managed to sustain great companies over time. These leaders were not ego-driven charismatic stars, rather they were focused on building great teams. “Compared to high-profile leaders with big personalities who make head-lines and become celebrities, the good-to-great leaders seem to have come from Mars. Self-effacing, quiet, reserved, even shy – these leaders are a paradoxical blend of personal humility and professional will. They are more like Lincoln and Socrates than Patton or Caesar,” Collins wrote.

So make this the year when you focus less on yourself and more on your team. Give them credit, demand that they work together as a team, and insist that they do what you expect from everyone else: know and serve their customers; know and improve their own processes; and strive to win against their own team’s scorecard.

Fifth, practice Four-to-One. In the mid 1970s I worked with Fran Tarkenton and Aubrey Daniels at Behavioral Systems Inc. We took the research of Dr. Ogden Lindsley, who studied the effects of positive reinforcement versus negative comments by teachers in the classroom. He found that the ideal ratio that maximized learning was 3.57 positive to 1 negative. We rounded it off and called it Four-to-One. We encouraged plant supervisors to record their positive and negative comments to employees, and too often it was one to four, in other words four times the number of negative comments than positive.

This year, try to achieve the four-to-one ratio of positive to negative interactions with your employees. This focus on positive behavior and achievements will increase positive behavior and achievements. Almost 40 years later that is now being practiced at Toyota and other great companies. It works!

Sixth, find the noble in your work. We all live our lives in the moment, struggling to do what is urgent, but always longing to find the important, that which is noble and worthy in our work. The most primary source of motivation is the search for meaning, the desire to accomplish something worthy. I believe it is important to meditate on what we do and why it is important.

The best public-speaking advice I ever heard was to be certain, before you stand in front of an audience, that you have something genuinely important to say, something important for that audience. If you don’t believe you have something important to say, there is no way you can fool the audience into believing it is important.

Management and leadership are the same. Have something important to say. Meditate on how you and your company are making this world just a little bit better each year. And, then say it to your employees. Make life in your organization important and worthy.

I am sure you can think of other commitments you can make going into the new year. It is a good time to reflect on how we can each improve, both personally and professionally. It would be a good idea to ask your entire management team to reflect on their own behavior and how they could each improve, how they could each contribute to the collective performance of the group.

And, oh … I will complete that book I have been working on for the past five years!!!