Leadership Articles

When someone (anyone) proposes a solution to a problem, presents a new idea, or introduces a new design, the natural tendency of onlookers is to immediately begin deconstruction, looking for elements that won’t work and reasons why a proposed method/design/idea might fail.

Why would we ever do this to ourselves?
 
Doesn’t it seem logical that pooling a bunch of negativity at the base of a fresh, vulnerable new idea would eat away at the support structure? What could possibly be productive about shooting an idea down before it even gets off the ground?
 
Now this may seem like a radical approach, but it shouldn’t be: instead of immediately looking for the shortcomings in an emerging solution, look for qualities worth admiring, elements worth building upon.
 
Even if there’s only a shred of viability, that’s what should be noted first. If nothing else, it will get whatever team is reviewing the idea thinking in the right direction – after all, the goal is to find and create solutions, not to dwell on things that won’t solve the issue at hand.
 

 
When you can get a group (or even an individual) looking for the positives first, it opens the gates for collaboration, for the snowballing of ideas that will yield the best possible results. This is the behavior of building rather that destroying. Instead of picking apart each other’s ideas, we use them to generate ideas of our own. It’s the classic “Yes, and…” mentality, most famous in improvisational theater. It means going with the flow, exploring the path laid in front of you by a fellow collaborator, and above all, making an effort to build instead of destroy.
 
 
Just imagine how this might affect the morale of a team, if everyone’s immediate reaction to a new idea was to find its most praise-worthy points, looking for what will work instead of what won’t.
 
If this process is repeated long enough, there will be so many good ideas floating around that the best solution is bound to emerge. The next time someone proposes a new idea, look for possibilities not problems.

This doesn’t mean that every idea is golden, or that there won’t be less-than-perfect elements to a proposal, but when we allow ourselves to go straight for the downside, we may overlook a subtle opportunity that just needed a little encouragement.

Try positivity for a change – it will make all the difference. 

Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

CAN YOU LEAD OTHERS WITHOUT PASSION?  
 

If someone  does not love what they do, get energized by developing other and is always looking for the next challenge are they a leader or just taking up space? Occupying a position that might be better suited for someone that really….cares.

We all have bad days. Moments when we would rather throw the brick through the window than have

One
more
meeting….but

As leaders aren’t we more than that?

Can we ask the people we work with to be

ALL IN

if we can’t give it100% each and every time?

Probably not.  Leadership isn’t just an activity or a title.  Its a responsibility.  

The people on your team are watching you.

Who are you going to be?

Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

 
You can learn how to be a leader. You can grow into one. You can transform your opinions and worldview, hone your skills, build your confidence and compassion, share your knowledge – you can do all of these things to become a true leader, but you can’t fake it. You can’t fake it at all.
 
Authenticity is sometimes overlooked in the discussion of what makes great, inspirational leaders, but it is never ignored. Even if we aren’t aware of it, authenticity is a quality everyone looks for in a leader – and in a general way, a quality we look for in all people.

By definition, you can’t fake authenticity. To be “authentic” is the very antithesis of fakeness – it means doing and saying things because you believe in them from the bottom of your heart.
 
A lack of authenticity (which by itself is a characteristic of a bad leader) is something you can spot from a mile away. Inauthentic leaders are the people who bark orders but never set foot in the trenches, the people who want authority for appearance and status, instead of a noble cause like driving innovation or problem solving.
 
It’s more than that, though – it’s not that leaders who lack authenticity are necessarily selfish or bad, it’s that by and large, nobody wants to follow them.
 
Instead of leaders who aren’t helping or inspiring their teams, you have “leaders” who are ignored – and if the leader is ignored, what’s the point of having one?
 
On the other hand, truly authentic leaders often become leaders by default. Their authenticity often places them in leadership roles – people recognize their passion and honesty, and naturally gravitate to them.

There are no tricks to being an authentic leader. Instead, you just have to be authentic.

Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

People, on average, work for between 3 to 5 really bad bosses or managers (not a scientific fact, just based on my nonscientific study of asking people I know). Each one has their own unique qualities that make them awful. The important thing to learn from them is how not to treat people and how not to lead.
 
I learned some very important lessons from my very first bad manager. Although there were probably hundreds, there were three that have stuck with me until today.
 
TAKING CREDIT FOR OTHER PEOPLE’S WORK IS BOTH UNETHICAL AND JUST PLAIN MEAN.
 
As a recent college grad, I had ideas about everything, wanted to do a great job, and prove my worth.  On my first project, a colleague and I revamped the process getting new consultants on-boarded from two weeks to 2 days.
 
• Saved the company thousands of dollars per new hire
• Clients got consultants that were able to impact projects much faster.

It made such an impact that a few key clients wanted to hear about how our organization made this happen.
 
My boss asked us to put together a presentation detailing our solution and review it with her. We did.
 
She asked us to write out Speaker’s notes “to help us when we get nervous during he presentation. We did.
 
The following week she delivered our presentation to the client in a meeting she had set up. We weren’t invited. During the meeting she did not mention that her employees came up with the ideas. In fact, she said she did all of it.
 
She was promptly given accolades and the opportunity to work on a big new client effort. The new client wanted her to implement a process to speed up on boarding. Since she hasn’t done the previous work herself, it didn’t go well. She was shocked when my colleague and I refused to help her.
 
Moral – Don’t take credit for work that isn’t your own. Someday someone will ask you do something similar. You will fail and no one will want to help you figure it out. 
 
ASKING SOMEONE FOR THEIR OPINION AND THEN TELLING THEM THAT IT’S WRONG DOESN’T MAKE SENSE
 
At our team meetings, our boss would regularly ask our opinions about her ideas or approaches to solve problems.  If we had opinions that didn’t agree with hers, she would tell us that our opinions were wrong. Not that she disagreed, but that we were wrong. She would then spend the rest of the meeting commenting on why our opinion was not correct.  After a few meetings, we stopped giving our opinion all together.
 
Moral – if you are asking for input, you can’t disagree with everything that is different than what you think is right. That’s not leadership that just proves you are insecure. 
 
LEADERSHIP IS ABOUT BUILDING PEOPLE UP NOT BREAKING THEM DOWN.
Linda was notorious for dressing people down in public. She wasn’t a yeller, but would talk about mistakes you made to everyone in the office…while you were sitting there.
 
When I confronted her about it, she said she was trying to motivate us. “If you stop making mistakes, I will stop making fun of you.”
 
What? That works for grade school friends. But, doing that will make adults refuse to try anything that might lead to ridicule. It will END innovation.
 
Our team turned over 100% in 8 months.  Linda resigned.
 
Moral – Leading is about treating people BETTER than they expect.
 
I learned valuable lessons about how NOT to treat people. Linda made me a better leader and really appreciate the folks that I had the privilege to lead.
 
Working for her helped me see:

 
Sadly, she was not the worst manager I ever had.  But that is a story for another day….
 
What’s a bad boss lesson that has helped you be a better leader?

Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

(Powerful leadership lessons are learned from everywhere.  In a sporadic series of blogs, I am going to explore the people that taught me those lessons.  Some will be expected, others may not. Thanks for reading!)
 
My mother was the daughter of a tobacco farmer from rural North Carolina.  She was the 10th out of 12 children.  It was unlikely, based on her childhood, that she would have a career of her own, let alone leave North Carolina.  But, my mother isn’t like most people.  She is strong willed and determined.  Some of her friends call her a force of nature.  My father was a larger than life figure, but my mother was never engulfed in his shadow.  Instead she was able to make him better and have even more impact.  What I didn’t know was how powerful she is. In the 20 years after my father’s death, I have had the privilege to see what a difference she makes with others every day.  Although there are many, there are  three big lessons about being a leader I learned from her.
 
LESSON -LEADERS AREN’T VICTIMS OF THEIR BIRTH PLACES, THEY ARE THE CREATORS OF THEIR FUTURES.

My mother should have been married and with child before she was 18.  That is, if she followed in the footsteps of her siblings.  She decided that was not to be her. She was going to make her own way.  My mother put herself through nursing school, refusing to be just like everyone else.  She read everything she could get her hands on.
 
After leaving North Carolina, she only went back on her own terms.  Since she left she’s:

• Had dinner with the President of the US
• Met Ravi Shankar
• Hosted dinners for hundreds of dignitaries
• Traveled all over the world
• And so much more
 

She didn’t and I never do.  
 
 
LESSON – LEADERS DON’T LET PEOPLE PUSH THEM AROUND 

My mother led a rebellion.  She and her neighbors led a revolt to free themselves from an oppressive co-op board.  She was threatened, ridiculed and openly harassed. Not only did that not intimidate her, it mad ever will stronger. She rallied her group and stood up to board. And she won. In the end, her neighbors saw her as their champion and the board, albeit reluctantly, saw her as someone not to be trifled with.
 

 
LESSON- LEADERS STICK UP FOR PEOPLE, ESPECIALLY WHEN THEY CAN’T STICK UP FOR THEMSELVES

My mother’s profession was nursing. She was the champion of the downtrodden and stood up for people when ever she got a chance. At 4 feet 11.5 inches tall, she cast a long shadow.  I remember her stopping people fighting, standing between a man and woman he was trying to intimidate and sticking up for people getting treated poorly in restaurants/grocery stores.
 
When I was a kid, there was a boy who lived in our neighborhood that everyone picked on.  (No it wasn’t me, that happened in High School). One day my Mom saw  some of the boys at the bus stop were roughing him up.  She told me, you need to stand up for him.  I didn’t understand why, but the next day I did.  It wasn’t easy but for some reason I felt so much better after I did.  My friends didn’t make fun of me when I took a stand. Instead they followed suit and the boy that was picked on became on of the group.
 

 
I am a better person and leader because of the lessons my mother taught me.  Lucky for the folks I’ve worked with, I’ve had great teachers to help guide me.
 
Who gave you your lessons in leadership?

Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

(Powerful leadership lessons are learned from everywhere.  In a sporadic series of blogs, I am going to explore the people that taught me those lessons.  Some will be expected, others may not. Thanks for reading!)
My father was a larger than life figure. He was monumentally successful, at times overbearing, always respectful and extremely loyal. It was an odd mix of being gregarious and contemplative.  Regretfully, he died just as I was becoming an adult.
 
My father came to America with $22 in his pocket. He was determined to build a new life and fulfill his American dream.  By the time he died he had done all he had set out to do and more.
 
Just a few of his accomplishments:

• Chairman of the Civil Engineer Department at IIT
• On the President’s Earthquake Council (advising the President of the US about earthquake issues)
• Established one of the first Asian Indian group in American.  Was instrumental in getting Asian as a designation on the US Census.
 
The thing I remember about my father was how resolute he was.  Often not for himself or his desires, but those of others.  He was not fearless but was on behalf of others.  He spoke with corporate executives, Senators, Presidents, college students and janitors with the same courtesy and respect.  His friends were loyal and, I was told, even if you didn’t like him you respected him.
 
In the last six weeks of his life, we talked a lot about his learning and legacy.  I was determined to soak it all in.  Many of those lessons are unconsciously a part of who I am as a person.  There are three that helped to shape what I believe and practice as a leader.
 
DO WHAT YOU SAY YOU WILL

 
For my father, reputation was everything.  He felt like he had an obligation to fulfill on promises he made, regardless of the consequences.
 
QUICK STORY
There was a time when he promised a family friend he would loan him money to start a business.  We were not rich and the money was tight. But, my father found a way to get the money together he promised.  Even after he found out that the business idea was no good, he still loaned the money to his friend.  Some might say it was stupid.  Heck, even my Dad thought it wasn’t the best idea.  But he told them he would give them the money, so he did.
 
 
In the end, his friend’s idea was a bust. But, something interesting happened.  My father was able to earn the money he loaned quickly with some fortuitous work. And, his friend never forgot that promise.  In fact, many of my Dad’s friends never forgot that.  He was repaid with good will for a lifetime.
 
Leaders do what they say they will.  Even if it’s hard or makes them uncomfortable
 
BE RUTHLESSLY COMPASSIONATE
My father always gave his honest opinion, even if you didn’t want it.  He used to tell me,

 
There were many times I didn’t.  But, I always knew I could count on him for the truth.  The funny thing about him was that he told you the truth in a way you could hear it and so it would sink in.
 
He was ruthless with the truth.  He would tell you something didn’t look good on you or that the food wasn’t good or that idea you had was horrible. If you asked, he would tell you.  But, he was always compassionate.  He told the truth in a way that people would accept it and act on it.
 
QUICK STORY
There was a student of my father that was brilliant but brittle.  My father used to say he was one of the smartest students he ever had.  This student asked my father about some work he was doing on his thesis.  My father told him the truth.  He found flaws that the student hadn’t thought of and made it clear how disappointed he was in the student’s thinking.  But, as soon as he got done giving his answer, my father smiled and said
 
 
Leaders tell the truth, but do it so that people can hear it AND take action on it.  
 
BE BOLD
No one would ever accuse my father of being shy.  Regardless of who you were, if he wanted to talk with you he would.  He was fearless, or so I thought.  During those last six weeks he told me a secret about his boldness with people –
 
 
Whenever my father stood up to a politician or corporate board, it was never about him.  He was doing it to support someone else that couldn’t.  At least that is what he believed.  It gave him strength and purpose.  It gave him energy and a seemingly “bullet proofness” that let him do things most people would not.
 
QUICK STORY
After the terrible explosion at the Union Carbide plant in Bhopal, India, my father met with the Union Carbide leadership.  He worked with them to provide some restitution for the victims and their families.  He never vilified the company, but also did not let them shirk their responsibility.  In the end, both Union Carbide and the victim’s families thanked him. When I asked him about it, he told me, “It was never about me.  That is what made me bold and gave me the resolve to carry it through”
 
Leaders are bold.  They take action and face adversities.  But, their boldness is not for them.  It is always to behalf of others.  Doing for others gives you strength and conviction!
 
I am a stronger person and more compassionate leader because of the lessons my father taught me.  I am thankful for each day that I had the privilege of having him in my life.
 
Where did your lessons in leadership come from?

Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

(Powerful leadership lessons are learned from everywhere.  In a sporadic series of blogs, I am going to explore the people that taught me those lessons.  Some will be expected, others may not. Thanks for reading!)
 
My step-dad, Leroy, has been in my life for almost as long as my biological father was. He and my father are a lot alike.  He grew up poor and had to work his way to success with will, determination and skill.  They took two different paths, but reached success nonetheless.
 
Leroy created, built and ran one of the most successful bridal registries in America, selling china, stemware, collectibles, etc.  Although, it is likely that he would have been monumentally successful in whatever profession he chose.
 
Outside of only a few people I’ve known, he was singularly focused on being the very best at what he did.  Not good, not better than others, but the very best.
 
Leroy has taught me so many lessons about striving to be the best and leadership.  Luckily for me, he continues to share them, but here are the top three so far

DON’T JUST TAKE IT
There is no one that I have seen overcome adversity with more fight than Leroy.  He is the true embodiment of “when life gives you lemons, make lemonade, lemon crème pie, and grow a lemon tree. That’ll show life to give you lemons.” (or something like that).
 
Life is full of twists, changes, body blows and slip ups.  He once told me:
 

 
Every time something bad happened in Leroy’s life, he kept going.  It might have made him sad or mad.  He never stopped moving forward.  He kept routines that gave him comfort, pushed forward and grew stronger as an outcome! Pain is temporary if you learn why it happened and keep moving forward.
 
Lesson – Life is full of challenges.  Leaders meet them head on.  Some they will win, some they will lose. Both are valuable.  Both are fleeting. Keep growing and motivating those around you.
 
GIVE MORE THAN YOU PROMISED
 
I remember him telling that to a young salesperson.  But, that was his philosophy about everything.  Leroy built his business not with fancy advertising or marketing campaigns, but referrals.  He networked before networking was even a verb.
 
The reason people gave referrals to work with Leroy was because he always over-delivered.  He always knew what they wanted.  He always made them feel special.
 
But it wasn’t just at work.  He did that at his church, with his alma mater, charities, and anything that involved people.  He didn’t give to get.  He gave because he loves it.  People want to work with a giver.  His success is proof of that.
 
Lesson – Leaders give of themselves freely, willingly and with joy expecting nothing in return.  They know it will all work out in the end.
 
IT’S ALL BASED ON THE CUSTOMER
Leroy’s simple philosophy about leadership is the cornerstone of any free market economy.  It’s all about the customer.  I came up with a phrase about linking employees to customers called “Line of Sight” based on a conversation with him.
 
 
Why indeed.  In the end, no matter what fancy shmancy new management fad comes along, companies can’t be successful unless they are gaining and retaining customers.  Leroy saw that and built everything around them.

• Processes weren’t made efficient for the employees, but easy for the customer
• Policies were based on what was best for the customer
• Store hours built around customers

Sounds almost too easy, but each and every employee in Leroy’s store knew how they impacted the customer.  As research has shown, organizations that do a great job of this are more successful than those that don’t.
 
Everything revolves around gaining and retaining customers. That clarity starts with the leader.  They need to understand and then ensure that their team understands.  Simple, powerful and elegant.
 
Leroy is a good man, who has always treated me with respect. He’s taught me that leadership starts with a good moral compass and a focusing on the “true north” of business, customers.
 
Where have you learned your unexpected leadership lessons?

Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.

Pets, for many of us, are extensions of our families. They comfort us when we are sick, protect us and are happy to see us.  In many ways, they are a great representation of a servant leader.
 

 
Okay, it’s not exact, but not that far of a stretch, right?  I’ve been fortunate to have a lot of these furry friends in my life.  Both in my home and volunteering to help their lives be a little better.  The one that taught me the most was a coonhound mix we called Cadoo.  He was brilliant and surprisingly taught me a thing or two about how to be a better person and leader.

DON’T WORRY SO MUCH ABOUT TOMORROW

This is true for many dogs, but Cadoo had this ability to enjoy the moment he was in to the fullest.  He wasn’t concerned about the next day or really the minute after the one he was in.  Not to say that didn’t cause him trouble at times, but for the most part he was so interested in you that what ever happened next didn’t matter.  The full on attention he gave whom ever was with is something I take with me to this day.  I try with all my might to be “in the moment” and not worry about the next moment.  As a leader it helps you learn about the people on your team and get clarity about how to serve them better.

Leaders focus on the moment they are in.  When it is time to plan, they focus on planning.  When it is time to act, they focus on acting. When it is time to listen, the listen. Trying to do all things at one time means none get done well.
 
IT’S OKAY TO HAVE A SHORT MEMORY ABOUT THE SMALL STUFF
No matter what you did to Cadoo, he was always happy and didn’t hold any grudges. As long as the net result of the relationship was good, he was of the “forgive and forget” mentality.
 
He also didn’t let things going wrong bother him for long. I always marveled at his resilience.  It is a skill I am honing to this day.
 
Unless its something really bad, grudges are a lot of work to maintain. Don’t hold on to things. Remember people treat you like you expect them to.
 
What about the bad people that try to do you harm, you ask?  How do you avoid getting hurt by them?  Well, my trusty Cadoo followed what is not being uncovered in science – intuition
 

 
He knew fairly quickly who he could trust and who he couldn’t or shouldn’t.  Of course the gut is not always right, but getting it wrong hones your “intuition” even more.

Leaders act on the sum of the relationship not just the last interaction. 
 
BE EXCITED, BE REALLY EXCITED
Cadoo was excited about everything. The funny thing was that the more excited he was the more excited everyone was. Coming home, greeting guests, watching TV, and really just about everything else. His excitement made everything more fun. Of course, it is not appropriate to be enthusiastic about everything.  But in most cases, enthusiasm makes everything better.  It is contagious and enables teams/groups to accomplish more.
 

 
Leaders need to be enthusiastic about their role, their team and the impact they have.  It makes a difference.
 
Watching the joy that Cadoo had in each moment, regardless of what he was going always made me envy him. He could relax a room and sense danger just by being 100% present.  Yes, we all have much more to worry about than a simple dog.  But, I know I am a better husband, leader, parent and consultant by learning from him.
What are some of your unexpected leadership lessons?

Anil Saxena is the President of Cube 2.14, an organizational development consulting firm that works with clients to increase both customer and employee engagement while decreasing turnover, improving customer retention, and increasing profitability within organizations.

Saxena is a certified High Impact coach and trainer and a Joint Application Design facilitator. He is also certified by both Rush Systems and IBM as a focus group facilitator. He is an inaugural member of Northwestern University’s Learning and Organizational Change program, and he earned his bachelor’s degree in mechanical engineering from the Illinois Institute of Technology.