Kevin W. McCarthy, MBA & Professional Speaker

Meaningful, Memorable and Measurable Keynote Speaker

organizational development

How Can I Be a Better Leader?

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“How can I be a better leader?” is a question I am regularly asked by clients and audience members at speaking engagements. Leadership development is 1 of 3 competencies to master to increase one’s contribution and call to service.

Let’s explore the central, inescapable reality of how to be a better leader—The On-Purpose® Principle.

By understanding and applying this concept to your life and work, you’ll see that authentic leadership comes naturally rather than being a forced effort.

To become a leader, become a better you by beginning with knowing your purpose in life—your inherent worth and reason for being that live in your heart. Your purpose is an amazing gift too often buried under layers of doubt, pride, wounds, and challenges. Rather than seeing these layers as prevention from getting you to know who you really are, what if they are protection and preparation for just this time in your life to really understand the power of your two-word purpose, and being on-purpose?

Purpose is the bedrock of all leadership development.

Once you know your purpose, it will not be denied in spite of obstacles and setbacks. It works toward expression and contribution. The only person, circumstance, or condition that can stifle it is you.

Take 100% responsibility for being on-purpose (Think Inc!). Even in the worst of circumstances, you won’t get caught up in the blame game which distracts and chokes the pathway to being on-purpose.

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Let’s take to the whiteboard for insights and practical application of the On-Purpose® Principle so you can create high alignment of your personal purpose with your organizational purpose. That’s how you can create peak or TOP performance as a leader of your life and work.

Keep the On-Purpose® Principle in mind, and you’ll discover that your matters in business, psychology, or management just got a whole lot easier and cheaper to understand and lead.

The bedrock of leadership is all about the purpose of the person being aligned with the purpose of the organization.

Be On-Purpose!

Kevin

P.S. Want to read and learn more about The On-Purpose® Principle? Order The On-Purpose Business Person by clicking here or buying it from amazon.com. In addition, there’s a 15 minute video explanation here.

Do You Have Killer Goals?

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“You need to set goals.” In business and in life we’ve all heard those words. It is hard to argue with the advice. It seems so simple. Yet for all the talk of goal setting, how effective is it really?

Setting goals is an important aspect of the strategic planning process.

But it is part of a process, not the ends and means unto itself.

Several years ago the CEO of a multi-billion dollar publicly traded company hired me to help revive the business. As he said to me, “Kevin, we need a crusade. Something we can believe in that’s bigger than our day-to-day.”

During my on-site time at the company headquarters, I met with the Director of Worldwide Strategy. In gathering initial information, I asked this question: “What are your income and profit goals for this year?”

That’s normally not a challenging question. Except here I was met with the answer, “We don’t have any goals like that.” This was a stunning revelation to me. How could they not have goals?

I promise you that the point of this On-Purpose Business Minute is an endorsement for setting reasonable goals but within the context of a strategic planning process. In my client’s case, it had me wondering just what the heck the Director of Worldwide Strategy was doing. He wasn’t happy to see me show up in the first place and now this question ensured a sabotage was in the works. He won!

Setting goals in a new fiscal year is commonplace in most work settings.

It is the natural time of the year for reflection and planning so the new year can be better than the previous year. There’s a reason why, however, all those good intentions often fail to live up to expectations. Business can’t be run by numbers alone. Metrics have a role, but they’re the result of a strategic process, not the lead.

This form of “Management By Objectives” was made popular in the 1970s. However well intended it was, the execution of it fell to a minimalist “numbers only” approach. Unfortunately, that is an indication of under-performing management.

Goal setting — everyone uses it, right?

You know the routine. You show up at an organizational retreat for work, church, the PTA, a ministry, or some other group. After the introductions, the person with the agenda says it is time to set goals.

Suddenly a knot appears in your stomach. Something about this doesn’t feel just right. You go with it because goal setting seems so right … and yet so wrong. After an hour or so, the team comes up with a list of goals and everyone goes home satisfied that a great deal was accomplished. And it has, but you have this gnawing feeling that very little is really going to happen next.

Why, you wonder, is it so unsatisfactory? Why is the group so excited, yet you’re so worried? You understand that goals without a plan are merely imaginary—but still better than no goals at all! Regardless of whether the organization is falling short or falling flat on its face, it is failing to complete the strategic process. That means that someone in charge doesn’t really know what it means to lead an organization. Uh-oh—Killer Goals of the worst kind.

There are Good Killer Goals!

Here’s an example from when we were in active production of The On-Purpose Minutes. Our killer goal was to produce and post an original On-Purpose Minute every Tuesday and an On-Purpose Business Minute every Thursday.

Sounds easy enough, right?

Hold on for an On-Purpose Minute! Consider the creative thinking, planning, equipping, and many disciplines needed to meet this simple “killer goal.” I invested nearly a year in researching, experimenting, and learning what camera, lighting, and editing software to use. In the end, the technical and production stuff is actually the easy part.

The concepts and brand of the On-Purpose Minutes had to be conceived, developed, and tied to the business strategy of On-Purpose®. An audience to reach had to be in mind. Finally, the content for each On-Purpose Minute had to be conceived, written, recorded, edited, posted, and embedded using YouTube.com and my blogging service.

Here’s one example where a Killer Goal with a clear purpose, plan, people, and process to support performance produced a video library of over 200 Minutes.

Avoid setting Killer Goals that kill the team.

Take your leadership and management duties seriously so your team can thrive and exceed its goals. Learn to think more deeply about the breadth and depth of the assignment.

The more you can talk about and plan early on, the better things will go for all involved.

Learn that the slow path to achieving your goals is almost always the sustainable and more profitable fast track for reaching your Killer Goals.

Be On-Purpose!

Kevin

Is Your Work Working?

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How does one meaningfully align and engage one’s heart in his or her work?

Is work truly just a job or is it an expression of something deeper?

The On-Purpose® Principle (Pp<=>Po) is about “The purpose of the person (Pp) aligned with the purpose of the organization (Po).” Today, let’s further dissect The On-Purpose Principle up close and personal.

By the way, the Purpose of the Organization doesn’t just refer to a business. A marriage, family, hospital, agency, team, department, church, or club are just a few examples of the many organizations where this is applicable.

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So how do you make your work work?

The clean and clear articulation of your purpose is the starting point. After that, decide to infuse your purpose into your decisions and actions. Your thoughts, spiritual posture, and language will begin the shifting or (to borrow a sailing term) “coming about” to catch the full strength and flow for the design of your life.

The difference is like bumping along in your car on a washboard dirt road versus getting on the interstate. The car and driver are the same but your life is on a smooth track.

All organizational development is within The On-Purpose Principle.

If you stay on the surface of it, the simplicity of this “equation” can deceive you. Ponder it for a bit, and you’ll discover that almost all of leadership and management theory is fundamentally attempting to create high alignment and integration of the purpose of the person with the purpose of the organization.

So if you truly seek to be a leader of your life and a person others would follow, invest some time to understand The On-Purpose Principle. You can read more about it in The On-Purpose Business Person.

What Is Your Cost of Poor Direction and Communication?

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At a client management roundtable I facilitated, the participants emphasized the lack of direction and communication. Their sentiments were echoed and validated by an employee survey. When asked to perform a financial assessment on the cost of poor communication and direction, within two minutes these leaders had calculated over $12 million in costs or 25% of the company’s gross revenues.

Is this high cost an exaggeration? Not at all. Their experience is typical.

Through the years I’ve invited clients to assess the cost of being off-purpose. Consistently, it is a breathtaking percentage of revenues. Here’s why: every line item on the financial statements is affected. The effect, however, is mostly indirect so the true cost is out of sight on the typical performance metrics.

Broadly insufficient direction and communication reflect on the top leaders. Experience tells me it isn’t that the top leaders won’t direct or communicate, it is that they don’t know what to communicate.

Direction and communication are deep strategic matters residing in the office of the CEO and C-suite.

Purpose, vision, missions, and values form the basis of core strategy that informs the business plan. Generalities instead of strategic clarity muddy direction and communication. When the leadership and management team are fuzzy, then the supervisory and frontline people are left guessing what to do.

Interestingly, those who “guess” better than most, get promoted. They imagine being in management will give them the opportunity to manage better than they were managed. In fact, they soon discover they’re just closer to the source of the problem and are even more exposed to the risks of managing through the mud. This can lead to a feeling of being squeezed between upper management and frontline workers.

On one hand, one wants to be loyal to their employer; yet, on the other hand, it is really hard to defend dumb policies and procedures with no basis of strategy or logic. In top management’s defense (to some degree), it is a fine line to walk between leading and managing versus dictating and micromanaging.

If you are the CEO, figure out your strategy and direction and commit yourself and your team to being true to it. Sell it consistently with great internal communication and reward right behaviors.

One of the great movie lines of all time comes from the movie Cool Hand Luke starring Paul Newman. The chain gang prison captain says to Luke after rendering a whipping on him, “What we’ve got here is … failure to communicate.” Watch Video.

Indeed, we do have … failure to communicate. Imagine being in my shoes and seeing huge gains and savings to be had in a business, yet the leader is out of the comfort of his or her experience or they assume they are communicating.

Expecting others to be mind readers is frustrating for everyone.

Purpose is the beginning of clarity in life and business. It pays big dividends to be on-purpose.

 

 

Two Views of Human Nature and Work

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The On-Purpose Approach attempts many things.  One of the most significant is the meaningful integration of life and work.  The On-Purpose Business Person opens with the quote below by Bill O’Brien, former CEO of Hanover Insurance Company, a pioneer in creating learning organizations with a moral core.

Two ViewsMake no mistake about it, we are in the midst of this transformation.  The tough shift from industrial age command and control management to the knowledge age of employee engagement has begun.  I believe O’Brien understood that when a person’s heart is in their work miracles can happen.

The problem is rarely at the personal level, however.   People want to engage meaningfully in their work and they want their work to make a difference or contribute to the well-being of others.  Sadly, on far too many jobs, the ability to connect the dots between the work and difference making has too much distance between dots.  The big picture and greater vision is lost in the efficiency of a time motion study expert’s standard measures of physical output and production.

Leaders are emerging who recognize the power to be found in systematically being organized around “the effects of work on the person,” including the employees, customers, shareholders, and community.   This added dimension is messy because it doesn’t lend itself to the left brained measures of industrial engineering nor is this about social justice or welfare.  A business must create value and capture profit or it ceases to exist.  Business is not about the “objective view” or “subjective view” but the “integrated view”.  Rather than an either/or, this is a both/and approach.

The burden of business design falls upon the leaders of organizations to find the appropriate blend for their business.  Many people are hungry to engage in meaningful work that profits society and shareholders alike. It all begins with an awareness of one’s point of view.

The On-Purpose Business attempts to provide four simple “Pillars” to usher in the next generation in business design and organizational development.

Personally, should you come across an organization that is about creating “the wholeness of their people,” then run to that organization.

I’ve posted the above slide at the request of several leaders who saw my presentation, “Minding Your Business, On-Purpose” at the Take Shape For Life (now Optavia) Go Global Leadership Conference.  For two years I had the honor to be a keynote speaker and influence with their health coaches.

I know why.  In my decades of being a business owner and business advisory, TSFL gets the “wholeness of people” concept head and shoulders better than any business I’ve witnessed.  Their stock price reflects their integrated approach.  Dr. Wayne Andersen, Dan Bell, and Brad McDonald have created something truly special when they laid the foundations of this business… and it keeps getter better with time and growth.

When people and profits are aligned with synergy and meaning, growth is inevitable.  Are you prepared to step boldly into the twenty-first century Bill O’Brien predicted?  Are you ready to be on-purpose?

Be On-Purpose!

Kevin