Demand Leadership Innovation Like a SEAL

My son is a senior in high school. He has his mind made up on entering the special forces. His top choice would be the Navy SEALs. Many, many, many of our conversations are about the SEALs these days. Recently, I came across the Navy SEAL Creed: “We demand discipline. We expect innovation. The lives of my teammates and the success of our mission depend on me. My training is never complete.”  

Anyone who knows much about the Navy SEAL job requirements would not be surprised that the training required to be selected is extremely rigorous. Physical and mental training beyond compare prepares one a recruit to join the ranks of the “elite.” However, as former Navy SEAL Brent Gleeson writes, “you realize you are just another new guy in an already well-established organization. And it only gets tougher from there. The training never ends, and every single mission is rehearsed.”

Seal subWell-run businesses are very similar. A few months ago, I had the opportunity to attend a presentation by Dan Cathy, the current president of Chick-fil-A. Cathy discussed  the extensive training they provide every new hire and how they try to help the employees to anticipate needs rather than simply wait for them to be expressed. 

Gleeson described key characteristics of leaders:

1.     Leaders define the mission. A clearly defined mission starts with the leadership, is ingrained in the team, and is constantly reviewed. Mission success relies more on training than it does on planning. Rarely is a plan executed exactly as it has been laid out, because external forces prevent this. Thus the leadership and team must be ready to adapt. Adaptation requires ability, and ability comes from training.

2.     Leaders set, and reset, the vision. It’s up to leadership to know when shifts in a company’s vision must happen. The organization’s ultimate direction may not change but how you get there most certainly will. That means having a keen understanding of industry trends, economic cycles, and competitive movement. Leaders must be constantly acquiring knowledge and looking to the future.

3.     Leaders build the team. As a company grows it will require different types of talent. If you find the right people and train them accordingly, they will stick around and the business will thrive. It takes good leadership to identify who to hire and the roles to put those people in. This too requires ongoing knowledge development.

4.     Leaders embrace the necessity of growth, both personal and professional. If the mind and body are not in a constant state of growth, eventually things stagnate and progress stalls. Instilling the importance of learning in the team is one thing, but leadership has to embrace this first. Great leaders are always seeking knowledge, developing their minds, and maintaining their bodies. Mental and physical wellness is essential for optimal leadership.

5.     Leaders execute. An organization’s strategic plan means nothing without exceptional execution. As a company grows, the methods of mission execution will change. So will the way in which products and services are provided. The leadership has to build this into the culture, provide the team the proper resources, and remove obstacles. Companies that fail do not fail because the plan wasn’t good enough. They fail because the leaders didn’t execute.

All of these are great guidelines for leaders. What I want to return to from the SEAL Creed is the expectation of innovation. This expectation is something I’d like to see more businesses embrace. The fact that they don’t creates a need for great leaders to champion culture changes. 

 

 

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Risk a Mistake; Earn a Valuable Lesson

 

Entrepreneurship is about taking risks. With risk taking comes the chance for failure. Failures, however, need not be a detriment to success. Quite often, they can be the building block. Matthew Turner is currently writing a book called The Successful Mistake: inspiring tips, tricks & tales from 250 successful entrepreneurs. The premise, he writes, is to interview business people and discuss their mistakes and how they turned them around. In a blog post for under30ceo.com, he shared some of the thoughts that will be in the book and a story of struggle from Richard Branson:

Mistake Or Valuable Lesson?

Having interviewed dozens of inspiring individuals I’m beginning to connect some rather important dots. Often the difference between a successful person and everyone else is how they react to adversity.

Bad things happen from time-to-time, and we’re often left with a rather simple decision: Fight or Flight

Yes, that natural instinct of fighting or fleeing comes to mind, and those successful entrepreneurs that build empires are often those that fight…fight…and fight some more. Success is rarely handed on a plate, and I’d like to share (a) Famous Entrepreneur who had to find success the hard way:Mistakes

Richard Branson

In 1971 Richard Branson was just starting to grow Virgin Records, and although things were going rather well, money was tight and tough times lay ahead.

His mistake began when he won a contract to export records to Belgium, and after a few things went wrong, he realised he could avoid certain UK taxes by appearing to export but never actually doing so. His debts would soon be cleared and all would be well, but this little idea was illegal, and as with all illegal matters, the risk is high.

As you can imagine the Tax Man came knocking and Richard Branson spent a night in jail and was forced to pay a rather hefty fine. Yes, the same Richard Branson that so many people idolise (including me).

What Richard learned was that his reputation is his biggest attribute, and no amount of fame or fortune can replace it. He vowed in that jail cell that he would never return, and this mistake helped him build a certain set of values that he’s since lived to. As with most wealthy people he’s no doubt faced occasions where bribes and ‘loopholes’ could have been taken, but he’s learned his lesson from a rather large and potentially devastating mistake. This error in judgement could not only have ended his business, but tainted his entire life.

Mistakes can shape our destiny. As you can see in Branson’s story, there are people who can take the proverbial lemon and turn it into lemonade. Clearly, his experience has shaped his drive to become the dynamo businessman esteemed by many today. Think about your own experience…what have you done that, when it happened, you wished you hadn’t, but in retrospect would not trade the lesson learned for anything?

Moving beyond mistakes in the past, think about your current situation. Does fear of being wrong or making a mistake hold you back in a key decision that you are considering? Are you paralyzed with apprehension about what may go wrong with a pending strategic move? There must be a balance between due diligence and postponing risk taking for fear of failure. We can overcome most failures and become better for the experience. Are you willing to risk it?

Does Your Company Have an Innovation Identity Crisis?

 

Intrapreneurship – some would argue it to be a subcomponent of innovation; others, an outgrowth of; still others, a precursor to. Regardless your perspective, the concept that some organizations lack the culture to innovate effectively begets the question of how to change said culture. Many wonder what makes the greatest difference in an organization’s ability to innovate. Matthew May is a blogger on innovation and consultant at EDIT Innovation. He wrote recently of the”things that prevent a company from cultivating a companywide culture of innovation:”Corporate culture

1. Innovation identity crisis. If you assume that the consultants at Booz & Co are correct, there are perhaps three distinct approaches to innovation: needs-based, market-driven, and tech-centered. The first is the “humanist” approach good designers take.  The second is the “capitalist” approach…the fast followers that optimize…like a Hyundai, or in many respects Toyota. They capitalize on Clayton Christensen’s “innovator’s dilemma,” quickly copying and even improving on game-changing innovations as they hit the market. The third is the “technologist” approach, like an Apple. Many big companies simply don’t know or can’t easily conceptualize which of these categories they fall into, or should fall into, given their bench strength. 

2. Unclear innovation strategy. Roger Martin, dean of the Rotman School and coauthor of Playing to Win, likes to ask “given your chosen approach, where will you play and how will you win?.” It’s a question of focus, which is something different (albeit a nuanced difference) than prioritization. It’s the ability to identify what you’re going to say NO to. Steve Jobs was great at this, and you’re now seeing the clear picture under his rule become blurry. 

3. Inaccessible definition of innovation. People hear innovation and think: gizmo. Or app. Or code. Or product. Or service. Or feature. JetBlue’s founder David Neeleman said,  “Innovation is figuring how to do something better than it’s ever been done before.” 

4. No common methodology. We’re not taught in school to innovate. We lose our natural born capacity to learn and create new knowledge. Unlearn the ways of business execution and (learn to) define a problem by observing or experiencing it, guessing how to solve it, creating a solution based on that guess, and quickly seeing if what you assumed might work actually does. 

5. Methodology doesn’t feature experimentation. The mindset has to be “I think this may work so let me try it out.” Scientists work on hypotheses, which is a fancy term for guesswork. If people aren’t getting their hands dirty out in the field with users and customers, testing early low-fidelity prototypes and adjusting a solution, they won’t be able to truly innovate. 

6. Mismatched talent-to-task fit. Innovation is about divergence, rapid prototyping, testing and failure. Big outfits might go to school on Lockheed’s Skunk Works. Kelly Johnson, Lockheed’s maverick Chief Engineer (broke) away from the main operation, (stole) away the hip thinkers many consider the lunatic fringe, and set up shop in secrecy to essentially get back to the garage, with the charge being to design a working prototype under a few intelligent constraints. 

May’s points are well-taken. Companies that haven’t worked through their internal language of innovation find it hard to have productive conversations about how to go about improving their ability to “do something better than it’s ever been done.” Being able to have clear definitions provides the basis for shared goals, methodology, and talent strategies.  The sharing of desired outcomes, coupled with high level commitment to venturing, is the starting point for cultural fitness. 

 

Pieces of 8 Need to Become All of 8

Have you ever heard the phrase, “work on your business instead of in it?” Michael Gerber (he of the E-Myth book notoriety) popularized this concept if he didn’t invent the phrase. Gerber chastises business owners for trying to do everything instead of doing the strategic things that will grow the business. He points out that the “jack of all trades,” “chief cook and bottlewasher,” etc epithets are crutches and should not be celebrated. Instead, he recommends systems over personalities and methodologies in lieu of gut instinct. 

Many years after writing the E-Myth, Gerber is still speaking, writing, and training. A blog post earlier today at Inc.com addressed what he considers to be the 8 Essential Parts to a Business (And How They Work Together.) He begins by saying that one “must understand that a small business is a system in which all parts contribute to the success or failure of the whole:”Model T assembly

Like Henry Ford understood the relationship between the Ford Motor Car and the Ford Motor Company (which manufactures, sells and services the car), you must understand the connection between all the parts in your business and how your company relates to the world.

Here are the essential parts of your business:

1. Consumer

Perhaps you’ve spent your life working in an industry. You know all about that industry from the inside. But building a business requires going outside. You must consider your customer’s needs first and foremost.

2. Competitor

Every customer is being pursued by other companies in competition to yours. They are all making offers to solve the same problem your business solves. Your job is to analyze those solutions, and know how yours is better.

3. Channels of Distribution

There are numerous channels of distribution available to you, but you need to know which ones are most effective for your business. The channels you ultimately choose will determine your reach and your cost.

4. Media

How will you get the word out about your business? You could get on the news by doing something newsworthy, or by buying advertising. Get yourself out there as often as you can.

5. Financial

This involves capitalizing your new venture. Likely, your first steps will be bootstrapping–or financing through yourself and those you know. Down the road, investors may be a possibility, but all the pieces of your business must be running smoothly.

6. Strategic

The strategic part of your business is what happens inside it. They include Strategy, Marketing, Operations and Finance–the four essential functions in your business.

7. Tactical

The tactical aspect of your business overlaps into Marketing, Operations and Finance. This is the execution of the strategy that you have created.

8. Incremental

All the work done by the workers in your business falls into this category. The tactical part lays out the tactics, the incremental part performs them.

You can tell that Michael Gerber is no novice when it comes to entrepreneurial matters. He has a keen ability to cut through words and phrases that are over used, and therefore meaningless, to succinctly get a point across. His entire hypothesis is that a business is an organization of many individual parts that work together in processes not unlike the human body and its respective systems.

When one component part is malfunctioning or misguided, it affects the other parts. Collaboration, synergy, and harmony arise when we achieve coordination of effort. Such clarity masterfully improves operating performance!

 

Fly High, Entrepreneur, With 3 Key Skills

There are great minds aplenty when it comes to individual business disciplines (marketing, finance, quality, social media, etc). Rare is the individual whose thought leadership spans effortlessly from one to another. Seth Godin, however, is one of those truly bright minds who “gets it” on many fronts. His Twitter posts are very interesting to read and his books are well respected. Godin’s most recent, The Icarus Deception (Portfolio, 2013), is described below by Amazon.com:

The old rules: Play it safe. Stay in your comfort zone. Find an institution, a job, a set of rules to stick to. Keep your head down. Don’t fly too close to the sun.
 
The new truth: It’s better to be sorry than safe. You need to fly higher than ever.
 
In his bravest and most challenging book yet, Seth Godin shows how we can thrive in an econ­omy that rewards art, not compliance. He explains why true innovators focus on trust, remarkabil­ity, leadership, and stories that spread. And he makes a passionate argument for why you should be treating your work as art.
 
Art is not a gene or a specific talent. It’s an atti­tude, available to anyone who has a vision that others don’t, and the guts to do something about it. Steve Jobs was an artist. So were Henry Ford and Martin Luther King Jr.
 
To work like an artist means investing in the things that scale: creativity, emotional labor, and grit. The path of the artist isn’t for the faint of heart—but Godin shows why it’s your only chance to stand up, stand out, and make a difference.
 
The time to seize new ground and work without a map is now. So what are you going to do?

Fall_of_Icarus_Blondel_decoration_Louvre_INV2624In a blog post last week for Entrepreneur.com,  blogger Bryan Elliott cites three essential skills Godin mentions in the new book as being critical for every great entrepreneur:

1. Quiet your lizard brain.
We all have what Godin refers to as a lizard brain. He says, “The lizard is a physical part of your brain, the pre-historic lump called the amygdala near the brain stem that is responsible for fear and rage and reproductive drive.”  

Godin has written a lot about this in previous books including Linchpin and Poke the Box and cites author Steven Pressfield for further explanation — “As Pressfield describes it, the lizard brain is the resistance. The resistance is the voice in the back of our head telling us to back off, be careful, go slow, compromise. The resistance is writer’s block and putting jitters and every project that ever shipped late because people couldn’t stay on the same page long enough to get something out the door. The resistance grows in strength as we get closer to shipping, as we get closer to an insight, as we get closer to the truth of what we really want. That’s because the lizard hates change and achievement and risk,” Godin says in The Icarus Deception.

2. Think like an artist.
In The Icarus Deception, Godin challenges us to think beyond the norm and become artists. “It’s not art if the world (or at least a tiny portion of it) isn’t transformed in some way. And it’s not art if it’s not generous. And most of all, it’s not art if there’s no risk. The risk isn’t the risk of financial ruin (though that might be part of it). No, the risk is the risk of rejection. Of puzzlement. Of stasis. Art requires the artist to care, and to care enough to do something when he knows it might not work.”

3. Connect the disconnected. 

Godin writes about “The Connected Economy” and explains that the era where we needed to care about catering to the masses is gone. It’s about connecting people who are disconnected — then connection becomes a function of art. The opportunity in the Connection Economy is about finding the problem (where are people disconnected).

Can you make the transition to reduce resistance, seek to transform, and connecting others to solutions? If so, you have assets that will serve you well as an entrepreneur!