Join us November 8th, 5:30pm at the HVCC TEC-SMART center for a facilitated workshop where you will have an opportunity to seriously think about the future of your business within the context of the changing economic environment. More details at: http://maltabpa.com/mbpa_events?eventId=391433&EventViewMode=EventDetails

The Serving Leader

The following article was published in the Ballston Journal:

I attended the Aviation & Aerospace Manufacturing Conference where the author and leadership consultant Ken Jennings presented some of his work based on “The Serving Leader”, which is also the title of a powerful book he and John Stahl-Wert have written. I had several conversations with Ken during the conference and I received a copy of the book.

It is one of those books that you have trouble putting down. It draws you into the story and it unfolds as a great parable. While I cannot do justice to the entire book in this brief article, I would like to share the highlights of the book. If you are in any form of leadership or management position (and we all are in some form), I highly recommend that you get this book and read it.

In order to be a serving leader, one of the first things you need to do is challenge all that you think you know already and be open to discovering new insights. The first challenge is to look at what you think is the “organizational chart” or structure of your organization. If it looks like the traditional hierarchical organization, you know, the “top down pyramid” looking structure, try thinking about what it would be if you turn it upside down! That’s right, turn it 180 degrees and put yourself on the bottom, supporting, nurturing, coaching, and mentoring those who are on the next level up in the organization. And here is another clue, you need to get those you support to see themselves the same way you do, supporting, nurturing, coaching, and mentoring those above them in this new view. This is what Ken calls “Upend the Pyramid.” This is not a trivial step and not one to be approached half-heartedly. It takes real commitment and soul searching to be committed to this type of leadership, but it does yield measureable positive results.

As you upend the pyramid, the next revelation you come to is about how you support, nurture, coach, and mentor those “above” you. Some think this type of organization is one that carries everyone, and that can be a trap or hole you can get caught in. However the second action of the serving leader is to “Raise the Bar.” This is about providing expectations of performance and behavior that is consistent with the culture of the organization you are developing. People rise to expectations. It is part of our nature. If there are low expectations, people sense that and respond accordingly. If there are high expectations, people sense that and also respond accordingly. Just think of the challenging times that you and others have faced in the past. When things are really tough, people come through with extraordinary ideas and effort and accomplish great things. Raise the bar, let people know the expectations and they will respond or decide that they may not be a fit for the culture of “the Serving Leader organization.”

As a serving leader who truly serves the organization, with rising (and appropriate) expectations, the next action is to “Blaze the Trail” for those whom you are serving, and they likewise. Blazing the trail in this context means clearing the obstacles that are in the way of progress. It means taking a serious look at the processes, procedures, and methods that could possibly keep those you serve from being at their absolute best. It means looking at anything that could possibly assist those you serve to meet the raising expectations and doing all you can to ensure they have what they need. This is like clearing the rocks and boulders out of the path in front of people. Identifying what is blocking or hindering their success and removing as much of that as possible is Blazing the Trail!

To be a serving leader, you have to really know your people. You need to know their every strength, even those they do not use on a day-to-day basis in their current job. Focus on building on strengths to the point that weaknesses tend to become irrelevant. When you build on strengths, you will find that most weaknesses get addressed naturally, and more often, other people have strengths to offset weaknesses in other ways.

There is one last critical element to being a Serving Leader. Look for my next article to cover that. In the mean time think and work on these ideas and concepts within yourself and your organization!

Important Questions for Malta and the Capital Region

Events vitally important for our area were set in motion some time ago. The idea was to bring a new era of prosperity to our community through economic development. Now it is coming to our town, our county, and our region, and it is coming in a rush. It is like a series of trains, very big trains, already moving fast and picking up more and more speed every day. For local business leaders and entrepreneurs it is important to recognize the impact those trains will have, and to ask the right questions so we may make the most of the value they carry.

The “construction train” which brought GLOBALFOUNDRIES to Luther Forest was just the first one. It is now being followed by the first “passenger train” bringing both local labor and transplant labor for the plant--approximately 1,400 people. After that comes the expanded administrative facilities train bringing maybe another 1,500 people. Then comes the “related businesses” train carrying--hopefully--some 100-plus businesses and potentially another 4,000 to 6,000 more people, maybe even more--and those are just the workers. Those figures do not include the family members. If multiply all that by about 2.5 we get over 30,000 people.

They (and we) will be looking for more services: more restaurants, more dry cleaners, more service businesses of all types and sizes. That means increased demand, which translates to more jobs, more opportunities, and a more vibrant economic base to build our communities on.

With all this growth comes questions. Questions for every sector of our community, our town, our county, our region. Questions that demand leadership at every level.

On a town and community level, political leaders need to be asking equally daunting and probing questions. “Are our processes supporting the economic growth opportunities that we are blessed with?” “Do we have a view of the future in mind that is guiding our planning, or our we committed to living in „yesterday‟?" “What are the innovative and viable alternatives to the way we‟ve always done business?”On a citizen level we also need to be asking a series of questions: “Are our political leaders asking the right kind of questions for our future?” “What is my role in voicing my desires for the future, and the future of our children and grandchildren?” “How can I be involved and make sure we have a solid foundation for the economic viability of future generations?” “How can I best take part in enhancing our town, county, and region, in ways that create a positive living legacy?”

And on a business level, every business owner and operator must be asking and finding the answers to questions like: “What are my opportunities with this coming growth?” “What kind of growth can I expect?” “What kind of growth am I equipped to make to support the local and regional growth?” “What new services or products can I add to my business?” “What do I want my business to look like in 3-5 years?” “Do I have what it takes to be a player in this new and growing economy?” And the list goes on.

All of these are serious questions we should be asking ourselves on a daily basis. Some things are already done deals; the “trains” are coming, at our invitation, and soon. The questions we ask and the answers we give will determine the resulting actions we take and the ultimate impact they will have on our community. For businesspeople this is an opportunity to step up and demonstrate leadership both in and beyond our own self-interest. It is a choice, a choice that we either will make, or one that will be made for us.

We in business tend to shy away from participating in discussions like these. We are far more likely to simply accept conditions--or complain about them--and try to find a way to work with them than take a hand in shaping them. But it is part of the job of the entrepreneur and business leader to create the conditions for prosperity. It would be a mistake to think of those conditions only in terms of what happens within our businesses. And it would be a mistake to let the train roar by to stop at another station.

Join in on the conversations or start some of your own at: http://www.izoca.com/groups/malta-ny/discussions

This article is a reprint by permission of The Boardroom Ballston Journal (http://www.theballstonjournal.com/news/local_business/) article, April 14th edition.

I just landed in another edition of RainToday! Check it out at:http://www.raintoday.com/pages/6287_patterson_raymond_r_.cfm

Check out iZoca Malta NY community (http://www.izoca.com/communities/malta-ny/) and join the group and discussions of interest in Malta NY

Leadership In Action & Inaction - Boardroom article published in the Ballston Journal (http://www.theballstonjournal.com/), check it out there or in my blog at: http://capconsult.blogspot.com

Leadership In Action & Leadership Inaction

Over the course of the last month, I have been personal witness to the affects and effects of Leadership In Action and also Leadership Inaction. It reminded me of the truism that everything has consequences, some intended and some unintended, but nonetheless consequences. As leaders in any capacity, we have to think through the full range of consequences of our action as well as our inaction.

This also reminds me of the appreciative leadership strategy of acting and leading with full Integrity. Integrity is defined as “Putting the values and interests of the whole organization first.” Integrity is about the leaders, as well as the members of the group, making decisions and acting in ways that are both truly aligned with the values of the group and focused on what is best for the whole. This is about personal integrity, but also about group integrity. You know it: you have seen it and you have felt it when people put the interests of the whole ahead of their own interests. Appreciative Leadership is truly about integrity.

In more than one instance in the past couple of weeks, I have witnessed first hand the affects and effects of leaders who did not act or lead from a position of full integrity. That is not to say they were dishonest or intentionally harmful for their organization. They are good and honest people, they care about their employees and organizations, yet they appear to have taken some short-term views and avoided taking actions that were in the overall best interest of their organizations. In each of these cases, the leader’s inaction has lead to similar outcomes. Each organization has lost good people through the inaction of their leaders. One organization in now dealing with laying people off, and at the same time, reorganizing their remaining people and processes to recuperate from high debt load caused by the inaction of the most senior leader over a number of years. In this case, as in so many, the effects of inaction are revealed most clearly after a change of leadership. Another organization is seeing a constant turnover of key staff at the mid-level. The departing stories of a majority of key mid-level individuals clearly indicate senior leadership inaction and their not leading with full integrity.

I am not suggesting that there is a general lack of integrity in business and government these days. Leadership with full integrity is demanding and also very rewarding. It comes with responsibility to balance both long and short-term context and make decisions that are truly in line with putting the values and interests of the whole before the interest of individuals.

A recent example of real Leadership In Action, real leadership integrity, was broadcast in the recent episode of Undercover Boss. If you happened to see the program on Sunday, November 21^st, which featured Subway Chief Development Office, Don Fertman, you saw an example of Leadership In Action. . In this particular show, Don, the boss, went “undercover” to find out what is really going on in his organization. He focused on first understanding the customer contact side of the organization and learning the stories of the people who are working in that capacity. It demonstrated the power of listening and being open to discover what is working and what can be done to be even more effective. It also demonstrated the power and benefit of making decisions that are good for the whole. Good for the people who are being served by the organization. Good for the people who work in the organization. Good for the stakeholders and stockholders of the organization. And yes, also good for the leadership, but that is their real job!

The key differences of Leadership In Action involve taking the “long view” and balancing that with the short term decisions and actions that enable the long view to become the near and short term reality of next years and the next decades. Leadership In Action involves truly getting to know people and discovering their strengths, then working with them and their strengths to achieve the full purpose (mission) and vision of the organization. Perhaps the most profound difference is that leaders who are In Action have spent real time IN the Action!

About the Author: Ray Patterson is a founding Principal and the President of Capital Consulting Group, LLC located near Saratoga Springs, NY. He is a seasoned management consultant, business advisor, educator, and entrepreneurial catalyst for companies, organizations, communities and individuals who want to thrive during today’s rapidly changing, customer-driven marketplace. Areas of expertise include strategic thinking, planning, team building, training and the facilitation of organizational agility which is “the ability to thrive in an environment of continuous unanticipated change." Ray is a certified trainer/facilitator for the Corporation for Positive Change - Appreciative Leadership Development Program^©.