In his recent post 10 Mistakes Leaders Should Avoid at All Costs (on Michael Hyatt’s Intentional Leadership blog), Enrique Fiallo said the following about the importance of integrity in leadership:

There are many things you can lack and still steer clear of danger. Integrity isn’t one of them. Establish a set of sound ethics policies, integrate them into all business processes, communicate them broadly to all employees, and make clear that you will not tolerate any deviation from any of them. Then live by them.

The key that too many managers miss is “then live by them.” You cannot set policies that employees need to live by, and not live by them yourself. That will never work in the long run.

The book How Do You Kill 11 Million People? dives into the problems that leaders create when they lie to their people. Author Andy Andrews does a great job of describing the problems (often horrible and wide-spread) that come from a lack of integrity and character. He focuses primarily on the need for leaders to tell the truth and followers to recognize falsehoods and do something about them. “If you don’t know the truth, its absence can place you in bondage.”

Andrews thoughtfully promotes the long-term value of telling the truth, of being honest. Both tenets are key to living with integrity. He quotes Abraham Lincoln (probably the best known US president for having integrity) who promoted the importance of integrity and character in great leadership. Lincoln said: “Great leadership is a product of great character. And that is why character matters.”

I challenge all leaders to live and lead with integrity. You will not only benefit the people you lead, but also enjoy more peace in your personal life and experience greater success in your business endeavors.

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The Product Management Perspective: To succeed as a product manager you must live with integrity. It’s crucial for product managers to build trust with the teams they work with and depend on. Trust grows through meaningful interaction with your teams and consistent application of proven principles. Developing trust and leading with integrity will increase the confidence others have in your work. When engineers, salespeople, marketers and others have confidence in their product managers, they will do amazing work.

At its root the word of decision means to cut off. When you make a decision you go with one thing and leave all the rest behind. Cutting yourself off from other choices is not easy, and that’s at the root of why we tend to put off big decisions. We postpone decisions for various reasons: we don’t want to offend people; we’re not sure who or what to choose; we’re afraid we’ll be wrong in the end. We need to stop putting off big decisions.

According to Seth Godin, the key to making big decisions is not time: “First rule of decision making: More time does not create better decisions. In fact, it usually decreases the quality of the decision.” Why is it better to act quickly? Seth goes on to say, “Deciding now frees up your most valuable asset, time, so you can go work on something else. What happens if, starting today, you make every decision as soon as you have a reasonable amount of data?”

A CEO I know recently made a decision to consolidate three teams into one. Two of the teams were led by VPs, which meant one of them had to go. There was a fair amount of disagreement whether the CEO made the right decision, but I was very impressed by his decisive action. I don’t know any of the details behind the decision, but from my perspective he didn’t draw it out, he was cordial and fair to all parties involved, and he didn’t apologize. He admitted he might find out he was wrong at some point, but he accepted full responsibility for the decision and is moving forward.

“Leadership is an action, not a position.” ~ Donald H. McGannon

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The Product Management Perspective: As a product manager you have to sort through a lot of data. Don’t get bogged down in the details. Be decisive. When you encounter decisions that must be made about your product, get the information and make the decision. Don’t procrastinate; your product’s success depends on it.

Tenacity fuels persistence. Persistence is analogous to running a marathon. To run a successful marathon you have to spend ample time (months or more) preparing. The time you spend, and what you do leading up to the race, will determine how well you perform during the race. To succeed in leadership you have to work hard and continually hone your interpersonal skills. You find ways to motivate successful teamwork and positive interaction. Persistence means you keep at it (whatever ‘it’ is) for the long haul.

But there’s something more about tenacity (than just persistence). Tenacity means believing in yourself when others doubt you. It’s giving that extra bit of effort at the critical moment. It’s fighting through the pain, the doubt and the discouragement when things don’t go exactly how you expect. Tenacity requires that never-give-up effort that pushes you to go beyond what you thought you were capable of doing.

How will you show tenacity in 2012?

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The Product Management Perspective: Tenacity is key for creating great products. Product success does not come overnight, but instead comes over time, through consistent application of sound principles. Let tenacity drive your product vision; your company (and its shareholders) will thank you.

To be successful in today’s market, team members need to step up and be ready to take a leadership role. It is not easy to develop leadership skills in others, however, so it’s very important to understand that some people do not share your goals and aspirations. Keep an open mind and learn to use varied techniques to inspire different team members to stand up and lead. 

1.    Challenge – Issue a challenge. (In today’s market environment, you probably have many challenges to issue!) Some people need a specific challenge to motivate them. By laying down a challenge, you also create a very clear and measurable goal for a staff member to achieve.

2.    Appeal to noble motives – Many employees think that their work does not make a difference. By appealing to a team’s noble motives, you can increase morale while also setting higher standards for your staff members.

3.    Be sympathetic – Never tell someone that they are wrong. Even when you disagree, listen and be empathetic to another person’s ideas and desires.

4.    Evidence – Back up your ideas with proof. By providing evidence, you can give instant credibility to your ideas. If you have evidence, even staff members who have a different perspective will take notice.

5.    Listen – Listen to what your staff members have to say. Some employees may not want to reach top corporate positions; instead, they may simply be content if their opinions and ideas are valued.

6.    Ask questions – Instead of giving direct orders, ask questions to guide your staff members to think through the issues and come up with their own solutions.

7.    Value your staff – Make your staff members feel genuinely important. Faced with the market challenges today, your employees must be reassured that their contribution and leadership DOES have a huge impact on the company’s survival, stability, and growth.

Andrea Gordon and Dale Carnegie Training want to contribute to the online conversation about leadership and business management with the blogging community. Dale Carnegie Training was founded in 1912 by one of America’s most influential speakers and leaders. Today the company continues to work with individuals and businesses to build leadership, public speaking, and management skills that result in success.

Change is inevitable and so is the resistance to change. People are often not welcoming of change unless it is implemented by leadership correctly. It’s natural that people become complacent with the status quo and perform rote tasks without giving their actions much thought. Change brings about fear of the unknown, which creates an atmosphere of unnecessary anxiety. That doesn’t have to be the scenario if employees understand the change, the strategies that will be used, and their role in accomplishing the goals.

Effective leaders need to understand that their primary responsibility is to infuse confidence in employees and ensure that they also have the ability to assume the new responsibilities. Equally important is that employees are instilled with the mind-set that they are capable of successfully executing the change strategies for themselves and their organization.

A successful leader who leads by example and keeps his promises will gain the trust and loyalty of his employees. Valued employees are more willing to contribute to the organization’s success when they believe they have a stake in it and are motivated by their own accomplishments. Toyota is a prime example of this mindset – their engagement approach gets employees involved via quality control improvement at all levels of the organization.

Toyota Case Study

The president of the U.S. based Toyota Corporation was reminded of the importance of employee engagement to organizational success when a factory dilemma occurred. Although Toyota’s leadership style promotes employee involvement, the working environment of one of their factory sites was not motivating its front-line workers. They failed to suggest quality control improvement that is inherent in “Kaizen.”  Kaizen is the Japanese philosophy of continuous incremental improvement in life that Toyota has incorporated into its leadership style.

The Toyota president’s decision to hold weekly meetings with the front-line workers to openly discuss their concerns demonstrated his leadership commitment. He learned that the lack of motivation was attributed to various workplace inadequacies; some of them as basic as poor lighting in locker rooms. As the meetings continued, the workers became more vocal and their grievances more complex. It was revealed that a critical factor for the lack of motivation was the absence of encouragement to participate in quality control improvements for the products they created every day. When the changes were made to remedy the workplace inadequacies, the result was a success, due in part to appropriate business process management practices, and an overall acceptance of “Kaizen”.

Train. Evaluate. Repeat.

Thorough training in all phases of the workflow process and an understanding of the purpose drive organizational change success. Once processes are in place, continuous evaluation is necessary to verify that workers are following procedures as designed, proficiency levels are monitored, and accountability is present based on clearly defined expectations. An exemplary leader immediately assesses any glitches with feedback from his staff and re-evaluates the process to implement improvements A.S.A.P., upon which further assessment is necessary so that additional adjustments can be made if necessary.

Basic economics: Supply and Demand

An effective leader successfully executes her organization’s processes to ultimately meet the demands of customers by focusing on what they really want and providing those goods and services. A product that is of high quality, delivered on time, with quick and effective handling of customer complaints, will enhance customer satisfaction. What matters to the customer should be incorporated into the change process and measured for its effectiveness by customer feedback, retention rates, and growth.

Communication is key

Successful communication means that dialogue must flow in all directions in order to build trust at all levels – between senior level management, middle management, supervisors and frontline workers. As noted in the Toyota example, bottom-up communication is equally important as top-down communication in preventing dissension or the perception of favoritism and distrust.

Management and leadership are not synonymous

Well managed organizations do not necessarily perform at an optimum level. Organizations that are high performing have a successful leadership structure in place that is committed to the business process, change management, and the traditional functions – budgeting, organization, planning, problem solving and staffing. Effective leadership establishes the organization’s vision and sends it in a clear direction. It also inspires and motivates its employees, aligns key personnel for collaboration, and creates an atmosphere that is conducive to cooperation. Priceless leadership is the “heart and soul” of the organization and the management system is the “brain.” Both are essential for optimal performance.

There are many different leadership and management styles, some of which are arguably better than others. More importantly, a successful leader must be able to “morph” their leadership style into the most effective for the given situation, while continuing to guide the organization toward successful change.

The University of San Francisco, in partnership with University Alliance, has provided this article. The University of San Francisco offers higher education opportunities through a variety of online master certificates, including business process management. To see additional information please visit http://www.usanfranonline.com

As the title indicates, the book’s content is geared towards people starting new businesses. While that is the primary focus, what I found extremely interesting about The Lean Startup was the number of action items that work equally well for established companies as they do for startups. Innovation is innovation, no matter where it’s applied and regardless of its source.

The Lean Startup delivers a lot of great insight for leadership and product management. Here are some of the things that struck a chord with me:

• Success can be learned: Successful startups and great new products aren’t just luck. You can put processes in place that will greatly increase the chances for success. “Startup success can be engineered by following the right process, which means it can be learned, which means it can be taught.”
• Five key principles: The book focuses on five key principles:

1. Entrepreneurs are everywhere: “The concept of entrepreneurship includes anyone who works within my definition of a startup” (see above).
2. Entrepreneurship is management: “A startup is an institution, not just a product, and so it requires a new kind of management specifically geared to its context of extreme uncertainty.”
3. Validated learning: “Startups exist to learn how to build a sustainable business.”
4. Build-Measure-Learn: “The fundamental activity of a startup is to turn ideas into products, measure how customers respond, and then learn whether to pivot or persevere.”
5. Innovation accounting: “This requires a new kind of accounting designed for startups—and the people who hold them accountable.

• Pivot or persevere: The Lean Startup method helps you decide when you need to keep going with an idea or make a change (‘pivot’). “Through this process of steering, we can learn when and if it’s time to make a sharp turn called a pivot or whether we should persevere along our current path.”
• Build an “innovation factory:” I cannot over emphasize this point: the Lean Startup method works for all companies. “Established companies need to figure out how to accomplish what Scot Cook [founder of Intuit] did in 1983 [he found out people wanted to use their computers to keep track of their check books], but on an industrial scale and with an established cohort of managers steeped in traditional management culture.”
• Continual learning: A key to success is the ability to learn as you go and make adjustments along the way. “Validated learning is the process of demonstrating empirically that a team has discovered valuable truths about a startup’s present and future business prospects.” Ries gives a detailed personal example of this concept from his work at IMVU.
• Don’t capitulate: Don’t just give in to what customers think they want. “We adopted the view that our job was to find a synthesis between our vision and what customers would accept; it wasn’t to capitulate to what customers thought they wanted or to tell customers what they ought to want.”
• Ask hard questions: In every venture you need to ask ‘why am I doing this?’ “The question is not ‘Can this product be built?’ The more pertinent questions are ‘Should this product be built?’ and ‘Can we build a sustainable business around this set of products and services?’” Push your team to answer four questions:

1. Do consumers recognize that they have the problem you are trying to solve?
2. If there was a solution, would they buy it?
3. Would they buy it from us?
4. Can we build a solution for that problem?

• Solve problems: In every effort, make sure you’re solving problems. “Success is not delivering a feature; success is learning how to solve the customer’s problem.”
• Create, then test: Create a ‘minimum viable product’ (MVP) then test to make sure you’re on the right track. “The MVP is that version of the product that enables a full turn of the Build-Measure-Learn look with a minimum amount of effort and the least amount of development time.”
• Fail quickly: The most successful companies recognized what worked and more importantly, what didn’t work. “What differentiates the success stories from the failures is that the successful entrepreneurs had the foresight, the ability, and the tools to discover which parts of their plans were working brilliantly and which were misguided, and adapt their strategies accordingly.”
• Genchi Gembutsu: This is a Japanese phrase usually translated as a directive to “go and see for yourself.” You need to get out of the office. “You cannot be sure you really understand any part of any business problem unless you go and see for yourself firsthand.” You need extensive contact with potential customers to understand them sufficiently.

The Lean Startup is replete with stories and real-world examples to help you grasp the concepts. Eric Ries does a great job of bringing out important theories and models that will help you succeed whether you’re starting a new company or creating new products at an established corporation.

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The Product Management Perspective: Every product manager in the world should study The Lean Startup and apply its teachings in day-to-day work and strategic planning. Unfortunately product managers get so embroiled in plans and stories and PRDs that we don’t stop and evaluate what’s really going on with the products.

A Good share of development is now done using some form of Agile. Make the effort to be agile in product definition and customer input. Don’t be too prideful to throw away your great idea that customers don’t latch onto. Put your focus and efforts into growing your products’ market share and revenue. Ultimately, nothing else really matters.

There’s nothing wrong with winning, and if you go into business (or anything for that matter), you need to focus on succeeding. However, success at all costs is not worth the price. If you place all your focus and desires on winning you will ultimately lose – friendships, relationships, and possibly even your sanity.

UNLESS you focus on helping other people win. You need to have the vision, and have a huge desire to succeed, and then help other people win as you go. You need to share your vision of success with others and help them find the desire and drive to succeed.

Here’s simple way to help others succeed: once a week for the next three months write a recommendation for someone on LinkedIn. Make sure your endorsements are meaningful and sincere, and be creative in the ways you give praise. You will make a lot of people happy and will help them in their careers. You will see the value you’ve created for others as they respond in kind.

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The Product Management Perspective: Good product managers know their success depends on the work – and success – of others (dev, QA, support, etc.). One of the best (and easiest) things you can do is acknowledge the contributions of others on the team. Make sure the VP of engineering knows how much you appreciate the developers working on your products. Tell the VP of sales how the account manager helped you with a customer. You get the picture. Make sure you’re generous in sharing success with your teams.

I was first introduced to the statement ‘leadership is a relationship’ in the book The Leadership Challenge by James Kouzes and Barry Posner. The authors go into great detail about the importance of building camaraderie among the people you are leading. When you have a meaningful relationship with another person you work more effectively together. You have a common goal and a consistent purpose. Your efforts are channeled toward the same common outcome.

Effective leaders recognize the importance of building solid relationships. They spend time focusing their efforts in key areas that will build connections with the people they lead. Here are three simple tools that great leaders use to improve their working relationships:

• Listen: Leaders let other people talk and they pay attention to what they’re saying. They remove anything that would distract from their conversations and focus on what people are trying to convey.
• Understand: They appreciate what other people do and value their contributions. Leaders are not only open to new ideas but are also eager to learn new things. They know that taking the time to understand where people are coming from will pay dividends in the long run.
• Acknowledge: Leaders acknowledge the contributions of others. They are quick to give credit to others for their successes. They celebrate achievements and delight in the accomplishments of their team. They know that people will be more motivated to work hard and try new things if their leader acknowledges their efforts.

What are you doing to build effective relationships?

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The Product Management Perspective: Product managers depend on others in engineering, marketing, sales, etc. for their success. This dependence makes building relationships essential. People are assets; the only way to effectively work with others is to build positive, effective working relationships. Listen to them, consider their circumstances, show empathy, then move forward and make decisions that will be beneficial for everyone in your organization.

Opportunities come in different ways. Some are easy to spot and gladly accepted (getting that promotion at work). But more often opportunities are obscure and usually difficult to perceive as providing benefit. If the old saying is true, how do you spot opportunities? I don’t have a magic bullet, but here are three actions that have helped me:

• Seek: Look around you. Observe what’s going on in your daily life. Pay attention to what’s happening and look for ways to turn small things into big opportunities. Seek out advice from mentors and friends who care about you.
• Accept: When you recognize an opportunity, say “yes” and accept that it can improve your life. Do your homework and make sure it’s something you want to do, but don’t get too caught up in the things you can’t predict.
• Act: When you accept a new opportunity as something that can improve your life, run with it. Make a plan. Set aside the time and resources and go for it.

What are the big opportunities staring you in the face?

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The Product Management Perspective: Opportunities can be difficult to recognize for product managers. They often come in ways you don’t expect. They are sometimes subtle and almost always difficult to detect. However, opportunities do exits. New products are out there waiting for you to discover them. Significant improvements to existing products are looking for daylight. Seek them out, accept them and go to work making new realities.

A recent experience caused me to think about my own confidence level. I realized it had been ebbing. I spent time reflecting and made a few changes that helped significantly. I learned a lot through the process.

Here are three things that will help to build your confidence:

• Form a support team. Hang out with people who will build you up. Attitudes rub off. The more you’re around people who believe in themselves, the more you’ll see your own potential. Seek out people who will challenge you and make you better.
• Focus on your strengths. Look for the things you do well. Give yourself credit for your strong points. Build on past successes.
• Trust yourself. You know what you do well and what you can do better. As you work to build your confidence, believe in your own abilities.

You have a lot to offer. Take confidence in your ability to do great things.

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The Product Management Perspective: Confidence is an essential characteristic for product managers. PMs drive the product roadmap, which has a major impact on the overall success of the company. Their confidence is key to creating successful products.