Look at the People Around You By TOM HEUER

Tom Heuer

A few years ago, I left the "friendly confines" of Deloitte & Touche to become a senior executive at a publicly-traded financial services company. I actually expected smooth sailing. We had been involved in some difficult, ground-breaking assignments at D&T. It was the most challenging years of my career and success was an important part of it. And so, why would it be any different in the future? Sure, I was prepared for cultural adjustment and for operating a business instead of a consulting practice. I was also ready for less resources to complete our work. What shocked me and threw me off stride for eighteen months was the talent gap and their questionable commitment to the work at hand. Success, I knew, was about having the right people in the right spots. I discovered we were not ready to "go on offense" because the skills were not in place. The job was in front of us, yet we lacked all of the skilled players to execute the strategy.

Here's what I heard upon taking the job. The challenge is great and the opportunities are significant. The Shareholders and the Board are expecting improved results. The situation is ripe to "blow the competition away" and establish your "bloodline" at the company. But, it won't be easy. Your people will have to climb a series of steep mountains. Their competencies and relationship skills must be at their best to achieve the result. Sound familiar? Probably even more so today.

Every day, you are being asked to do more with less. This operating philosophy requires highly talented people with leadership skills. Look around. How does your team stack-up? Are you confident that they have "the stuff" to make it to the top? Lofty goals require top talent. Look at your people. Can they do it? Or are you playing defense because the offensive ideas are not flowing?

You may often ask yourself - "How do I assess whether I have the right players on the team?" In order to correctly determine the capabilities of your team, you need to look around for the evidence. As you are looking around, consider the following questions:

• Are you coming up short in critical skill areas?
Are your financial professionals providing strong analysis of your numbers? Have your brand managers been diligent in introducing products that have the potential to generate double-digit sales growth? Do the HR professionals know how to attract top talent into the organization? Do people possess the skills to deliver on their promises?

Assess your current level of talent and do it now. You must have the critical skills for your team to scale the mountain top., and you will need those skills immediately.

• Do they have the commitment you have to achieve the goals?
Are you listening to the chatter around the office? What are you hearing? Are people talking about the company's goals? Do you hear the vision being shared? Are people catching the fever? Is there a high level of enthusiasm and excitement about the goals? It is the stride. Look at the staff's stride. Can you visualize their purpose? If not, does your stride lack purpose?

If you are in the game with a total commitment, find out why some staff lack the same excitement. Enthusiasm creates momentum -- enthusiasm from everyone.

• Are they able to build relationships internally and externally?
Relationship-building may be the most important skill needed for success in the future. Getting a chance to be in the game because of a relationship is highly valued. It is not an easy skill to develop or coach. It is a situation people want to pursue.

So, look around. Are your people good at developing relationships -- internally and externally? Do they have people on the team who will support them during the difficult times? Are your people good at going outside the team to build partnerships? Is relationship-building an activity your people gravitate to? Are they developing alliances for the overall success of the team?

As a leader, it is gratifying to tell "your boss" that a member of the team has a relationship with an important contact, or that we have developed close ties with an internal group which will be instrumental in achieving the sales targets. It happens because relationship-building is part of your team's beliefs.

• Do your people have enough passion to challenge you?
Is your point-of-view ever being challenged? Are other options being presented to you? Or have you surrounded yourself with "yes people?"

Look around. Do they share in your excitement? Do they turn you on with their enthusiasm? Are your people presenting other options for you to pursue? And are they trying to convince you about those options?

• Is there any cynicism on your team?
Are your people "checking their brains" at the doorstep because they will not have to use them while at work? Or do they believe in their work and its contribution to society? Are they telling other people about their work and promoting the business unit? Is there generally a positive, upbeat attitude about the company, your business unit and you? From an attitudinal perspective, are these the people you want to climb Mt. Everest with? Can you count on them to bolster you during difficult times?

• Are they being "bone honest" with you?
One of our favorite leadership videos is the North American Tool & Die case study featuring its president and owner Tom Melohn. In the video, he talks about being "bone honest" with all his employees. "This is the only way to build trust with people. You must be bone honest." So, do you find yourself wanting to be bone honest with your people? Is the respect level so high that being dishonest doesn't even get a "blip" on the radar screen? Do your people feel the same way about you?

You know when you are receiving the full truth from your people. And it brings a wide smile to your face. Full disclosure is the relationship you want with your people. Look around. Are you getting it?

We have observed and learned much at ILA over the years. One principle that we wholeheartedly endorse is that "you win with people." Great leaders understand this principle and live it every day. Today, in these difficult times, hire highly talented people for each role and enable them in every way. Share information and give them the power and influence to make a difference.

Do you want to know if you have a team that is able to stretch? Work through these six questions. Be honest in your assessment. Then, be prepared to take action. The results will speak words about your leadership. You won't regret it. You will achieve the reputation of being a leader surrounded by more leaders.

Copyright 2001 International Leadership Associates