by Doretha Walker | Creativity, Power, Women
Today’s guest post is by Doretha Walker, professor and former president of the Charleston, SC Center for Women. Always the over-achiever, Doretha ran her first marathon at age 45 and is working on her Ph.D. She blogs at Wecanflyhigher. The inspiration for her blog name was a fact shared by a friend that only 14 African-American women flew commercial airplanes. Doretha provides inspiration, information and other links to topics to assist women in flying to their own success.
I learned that while it was encouraged to delegate authority (we even had Delegation of Authority cards) I knew that I could not delegate responsibility. I was completely responsible for what my unit did or failed to do.
It is called accountability.
I was accountable for my platoon and later my company. I should not blame others. I should investigate and implement processes and procedures to ensure that any failures should not happen again and learn the lessons.
Personal accountability is crucial for the success of any leader, yet is it surprising when we actually see it.
Michael McCain of the Toronto based Maple Leaf Foods Company displayed it when the company’s hotdogs were involved in a major outbreak of food borne illness that caused 12 confirmed deaths and made many others seriously ill.
He stood up publicly and stated,
Certainly knowing that there is a desire to assign blame, I want to reiterate that the buck stops right here… our best efforts failed, not the regulators or the Canadian food safety system… I emphasize: this is our accountability and it’s ours to fix, which we are taking on fully.
McCain immediately took responsibility and did not play the victim.
While I am sure that there was an in-depth investigation and that some people may have lost their jobs, that topic was not discussed in a public forum. McCain–as the leader–took the brunt of the fallout.
On the other side of the personal accountability coin is taking things personally.
Taking things personally is not the same thing as personal accountability. Although you should feel accountable for your department, it is not your fault if an employee violates a procedure or fails a task unless you were right there encouraging him/her or if you gave the directive for the violation.
If a process fails, yes you are accountable, but do not take it personally because it is not really about you.
It is about the thing that failed. Perhaps, in hindsight, there are things you could have done differently, but regardless, do not take it personally.
No matter whom you are or what you do, one thing is certain: criticism is inevitable. There will always be someone who doesn’t like your work or the way you do business. ~Katie Skow
Take it in stride, glean the lessons within the message, and apply them as necessary.
The best time to apply this is when you lose your job. It is difficult to understand that it is a business decision (consult your labor board if you think differently).
During this time, not taking it personally is not an easy thing to do, but by focusing your energies elsewhere you will get a sense of satisfaction especially when you find that better job.
by Jane Perdue | Power, Women
“I so want to tell him ‘no’ but I don’t want to let him down.”
From the pained look on her face, I surmised that she was talking about disappointing someone important in her life or career.
That guess was wrong–Casey felt she couldn’t say no to someone she had met less than a week ago.
As she described it, she had been sharing success stories at a cocktail party about her magazine articles and having two pieces picked up by national magazines.
Hal, the gentleman in question here, leaned in to say, “there’s an interesting story about how my business got started that I’d like to see get some national press. Interested in writing about it?”
Casey and Hal met for coffee the next day. Hal provided a high level overview of his story and offered to pay her $500.00 to write the article. Casey told him she would have to decline because the subject was outside her range of expertise. Hal then offered her $1000.00. Casey agreed because she thought Hal was a nice guy, figuring she could find a way to pull it off.
Three days later when we met for coffee, Casey was wrestling with an uncomfortable situation: her inability to figure out an appropriate story line and her fear of Hal not liking her turning his request down. Some topics we discussed:
1. It’s good, mandatory even, to set personal boundaries. Know where you draw your personal line and be prepared to stick up for them. That’s what boundaries are for.
2. Telling people ‘no’ doesn’t make you unlikable. Failing to say ‘no’ when it’s appropriate to do so makes you a doormat.
3. Don’t be seduced by money. Some things just aren’t worth it.
4. Stick up for yourself. If you really aren’t interested in doing something, tactfully say so.
5. Stow the woulda/coulda/shoulda gremlins. A mental replay or two is a helpful learning exercise. Countless rehashing sessions are a counter-productive waste of time.
Casey phoned Hal, thanked him for his generous offer of work that she would have to decline and offered him the name of a freelancer friend who might be perfect for the assignment. Casey left the coffee shop grinning from ear to ear.
Do you have a “Casey” story in your past?
Image source before quote: morgueFile.com
by Jane Perdue | Leadership, Power
On a recent trip to the Northeast, we travelled a two-mile stretch of rural road where the speed limit changed six times! There were no changes in road conditions, elevation or population density.
The first sign upping the speed limit to 55 mph was welcome.
Great, we can go faster!
The second sign read 60 mph.
Sweet, get to speed it up.
Sign number three read 45 mph.
That’s odd, nothing seems different. Why the change?
The fourth sign showed 55 mph.
Geez, can’t they make up their minds?
Sign number five reduced the speed limit to 35 mph.
Come on, this is getting annoying and silly!
The sixth sign read 45 mph.
Oh, whatever!
Later, as we recounted the speed limit sign adventure to our hosts, it occurred to me that I had had a few bosses whose leadership directions changed as abruptly as those road signs.
This is an important project. Get moving now. We want to show the guys upstairs we can make this happen.
Wait, I need you to slow down. Things are moving too fast.
Hurry up, we’re losing time. You have to get this done right now, don’t care what I said before, just do it.
Ease up, stop pushing so hard.
Each set of instructions was inconsistent with the last, with little to no explanation offered or context provided.
What’s your take?
Is there a lesson to be learned here about how you direct your team?
Have you said those hurry up / no, wait, slow down words to them? Have you been inconsistent with your team without offering a reason for the change?
What say you?
Image source before quote: morgueFile.com
by Tristan Bishop | Power
This inspiring guest post comes from Tristan Bishop ( Twitter as @KnowledgeBishop). From his early days defining the knowledge management vision for the first online bank (Wells Fargo) to his current role at Symantec, Tristan is a role model for thought leadership and generosity. The BIG team is delighted he’s sharing his insightful views here!
In rare cases, a concept can be more easily defined by describing what it ISN’T, rather than what it is. For example, many Physicists describe “darkness” as “the absence of light.”
The Physics Classroom states it this way:
“Black is not actually a color. Technically speaking, black is merely the absence of the wavelengths of the visible light spectrum.”
Much like darkness, success is a concept best described by what it isn’t. Just as all that glitters isn’t gold, that which seems to be successful isn’t always so. When most folks think of success, they associate it with achieving a given objective. But true success is deeper and richer than this. There is a subtle difference between genuine success and moral failure: a thin dividing line that many miss.
4 paths for success
Here’s the D.E.A.L.
I propose that true success lies in achieving the objective, WITHOUT sacrificing in these four areas:
1. Devotion
The most common regret expressed by the dearly departing is that they spent too much time striving and not enough time connecting. As the saying goes, no headstone reads “If only I’d spent more time at the office.”
Consider this: If turning a profit requires turning your back on loved ones, can such an endeavor truly be called a success?
2.Ethics
Although no one begins an initiative with a plan to stray from their moral compass, temptations and shortcuts inevitably show. Amazingly, there ARE those who reluctantly choose astounding profit with a side of guilt over modest profit and a clear conscience.
Consider this:If an objective is met at the expense of one’s own ethics, can it truly be called a success?
3. Altruism
Ambition is a powerful thing, and like most forms of power, it can be used for good or ill. The way to measure if ambition if healthy or corrupt is by taking a sober look at who benefits from the resulting achievements. If many prosper through the ambition of one, the ambition was pure, and led to success.
Consider this: If you’re the only one to benefit from your victory, can it truly be called a success?
4. Loyalty
Notable tennis champion Althea Gibson has famously said, “No matter what accomplishments you make, somebody helped you.” I believe this to be true of nearly all victories. But as projects meet with inevitable complications, many blame partners and absolve themselves. When stakes are high, too many dispose of relationships in order to protect reputation.
Consider this: If you break trust in order to claim credit, can the accomplishment truly be called a success?
So you see, subtle though it may be, supposed success that demands such sacrifices is simply no success at all. So be true to your values and honor your conscience. You’ll reap the reward of genuine victory in your life and leadership.
Image source before quote: morgueFile.com
I learned that while it was encouraged to delegate authority (we even had Delegation of Authority cards) I knew that I could not delegate responsibility. I was completely responsible for what my unit did or failed to do. 
