Fast Company Publishes My Article "5 WAYS TO INVIGORATE YOUR EMPLOYEES WITH ART"

My recent article "Memo to CEO: Five Easy Ways to Invigorate the C-Suite" was given a new title and published today in FastCompany.com. It's about the important role "the arts" can play in business.

Sincere thanks are extended to Tess Woods of Tess Woods PR in the Boston area for all her help.

Here is the link if you'd like to read the article:http://www.fastcompany.com/3039773/5-ways-to-invigorate-your-employees-with-art

Tom Brokaw to Receive Presidential Medal of Freedom

Several years ago when I worked at Stanford University Medical Center, my wife, Joan, and I met with Tom Brokaw in his NBC office in New York. He was the anchor of "NBC Nightly News" at the time. We had a delightful, productive visit discussing an item of mutual interest. We have long admired this humble, highly talented and gracious American and so we were thrilled to hear last evening that he will soon be awarded the Presidential Medal of Freedom, the highest civilian honor in our country.

As this is Veterans Day, we salute Tom Brokaw who has always cared deeply about veterans and citizens around the globe. And, congratulations to all the other honorees for their many contributions to mankind.

STRAIGHT A's FOR COLLEGE TOWN LIFE

If you'd like to read about the virtues of living in a college town and the pivotal role my exceptional staff played at California Lutheran University in Thousand Oaks, CA here is the link to the Ventura County Star:http://www.vcstar.com/opinion/columnists/eich-straight-as-for-college-town-life_75279759

My appreciation goes to editorial page editor Mike Craft and his colleagues for their assistance.

PACIFIC COAST BUSINESS TIMES publishes my article "Cultivating Leadership Through the Arts"

My sincere thanks to Business Times Editor Henry Dubroff for publishing my article on arts & leadership in this week's issue of their business magazine.

Here is the link if you'd like to read it:http://www.pacbiztimes.com/2014/10/17/oped-cultivating-leadership-through-the-arts/

CORP! Magazine published my leadership article

LEADERS ARE IMPERTURBABLE was just published by CORP! business magazine. Here is the link if you wish to read it:http://www.corpmagazine.com/human-resources/real-leaders-are-imperturbable/

KEY STRATEGIC ROLE FOR HOSPITAL GALA

How Special Events Can Build Your Reputation and Brand

Strategic Health Care Marketing, Sept. 2014

by Ritch K. Eich, PhD

Special events have been an integral part of health care organizations for centuries. For example, back when Catherine McAuley founded the Sisters of Mercy religious order in

Dublin, Ireland, in 1831, charity functions—sermons, bazaars, and other appeals—were an integral part of social life.

In his 1955 book about that period, Catherine McAuley: The First Sister of Mercy, Roland Savage reported that charity bazaars were “a striking feature in the social life of Dublin ... and were an unfailing source of revenue for the city’s many charities.”

Today, special events continue in the health care industry, although two different points of view have evolved regarding their purpose.

The first point of view is that a special event is executed to meet a one-time goal, such as fundraising for a new service, building, or alliance.

The second point of view—one that I’ve always embraced—is that a special event has a much more expansive goal that includes underwriting key marketing and public relations initiatives, such as relationship building, reputation enhancement, and patient acquisition. This can lead to a delightful, fruitful experience for all who participate!

Special events, when properly conceived, managed, and leveraged, are a very important part of a health care organization’s overall reputation-building strategy. For example, they can:

• Help enlist strategic allies and partnerships.

• Create a forum for both new and established

     supporters.

• Provide positive media coverage.

• Build market share.

These objectives should all complement one another and lead to making the hospital, clinic, or insurance plan the preferred choice among patients and customers.

Special events must be an integral part of an organization’s overall brand strategy. Viewing them as such will help ensure consistency in both message and timing when combined with other marketing components such as social media, direct mail, advertising, media relations, publications, and online navigation, content, and design. One of the best ways to ensure all of these elements work in concert, and that their potential is maximized, is to ensure they are skillfully led.

Unfortunately, some health care executives have been largely indifferent to the impact special events can have on their organization’s bottom line. Special events are sometimes treated as a fringe activity or worse, and events coordinators are not seen as integral members of the team.

I’ve known industry leaders who have treated special events as if they were nonaligned, self-determining events with maverick volunteers. This is a huge mistake and undermines the many tangible and intangible benefits that special events can bring to an organization.

As rightful extensions of the health care entity’s brand, special events can help bring a community together, alter an institution’s image, or hone existing messages. They can provide invaluable media exposure, help grow business, build inpatient and outpatient census, stimulate philanthropy, and foster goodwill in the community. In other words, they can improve patient care, customer satisfaction, and the organization’s bottom line.

Well planned and orchestrated special events can also bolster employee pride, especially if employees are involved with volunteers in their planning and execution.

One of the notable special events I oversaw for several years was the “St. Joe’s Holiday Ball” for St. Joseph Mercy Hospital in Ann Arbor (part of St. Joseph Mercy Health System). This signature bash, now in its 39th year, is recognized by many as the premier social event in the region and signals the beginning of the holiday season in southeastern Michigan.

This annual special event has allowed St. Joe’s Mercy Hospital to expand, grow, and better serve the community, as can see from the list of themes and beneficiaries over the years: For an organization’s key constituencies, special events can represent a turning point in their decision-making process.

A special event may establish the first personal contact someone has with the institution, and cement a long-term relationship. An event can be the catalyst for transforming a visitor’s abstract interest into tangible appreciation.

A well-planned and well-executed event can convert a fence sitter into an advocate or a passive board member into an active one. On the other hand, disorganized and poorly executed events can have the opposite effect, by discouraging interest and attracting the wrong media exposure.

Enlightened health care leaders realize that if a special event is to have an impact, it takes much more than a dream or wish. It takes hundreds, some- times thousands, of volunteer hours of expertise and dedication.

Whether large or small in nature, if an event is to be successful, it must be guided by a skilled organizer who is a combination of marketer and business leader capable of ensuring that the event’s objectives—along with budget parameters—are in keeping with the institution’s mission and overarching business goals.

Year            Event

1976            St. Joe’s Goes to the Movies

1977            St. Joe’s Plays the Palace

1978            St. Joe’s Waltzes to Vienna

1979            St. Joe’s Rings in the Holidays

1980            St. Joe’s Encores Lester Lanin

1981            St. Joe’s Heralds a White Christmas

1982            St. Joe’s Celebrates a Holiday Fantasy

1983            St. Joe’s Presents a Midwinter Night’s Dream

1984            St. Joe’s Lights Up Manhattan

1985            St. Joe’s Celebrates a Dazzling Decade

1986            St. Joe’s Diamond Anniversary Ball

1987            St. Joe’s Rings in a Merry Christmas

1988            St. Joe’s Orchestrates a Musical Holiday

1989            St. Joe’s Wishes Upon a Star

1990            A Shimmering Rhapsody

1991            Heaven and Nature Sing

1992            Waltz of Yuletide Flowers

1993            La Fiesta del Sol

1994            St. Joe’s Presents a Highland Holiday Fling

1995            The Winter Palace at St. Joe’s

1996            St. Joe’s Holiday in Venice

1997            Joie de Vivre” (Joy of Life)

1998            Reflection of a Winter’s Night

1999            An Evening on the Emerald Isle

2000            The Grand Ball: Celebrating St. Joe’s Past, Present &   Future

2001            St. Joe’s 2001 Odyssey Ball

2002            It’s a Wonderful Life

2003            Under the Tuscan Moon

2004            An Evening at The Nutcracker

2005            A Journey to the North Pole

2006            Majestic Michigan

2007            As Time Goes By

2008            Winter Wonderland

2009            Paris—City of Lights

2010            Rio

2011            The Black & White Ball— The Party for St. Joe’s Century

2012            Wonderland

2013            Let It Snow

2014            Rococo

From its beginning in 1976 and continuing to this day, the St.Joe's Gala underwrote numerous important hospital priorities. They range from ED expansion to patient tower medical equipment, from cancer center initiatives to women's health issues, from NICU to adolescent services and the neuro rehab program.

The Hill just published my article called "A HIGHER STANDARD NEEDED ON CAPITOL HILL"

My article dealing with the ISIS threat and relationships between Congress and the President was just published today.

Here is the link if you wish to read my thoughts:http://thehill.com/blogs/congress-blog/homeland-security/218066-a-higher-standard-needed-on-capitol-hill

Strategic Health Care Marketing Published my article "How Special Events Can Build Your Reputation and Brand"

If you'd like to read my article, please contact Strategic Health Care Marketing, 909 Marina Village Pkwy, #183, Alameda, CA 94501 or telephone 866.641-4548 or email: custserv@plainenglishhealthcare.com

Congratulations to Matthew T. Humphrey, the new editor and publisher and Jennifer Carsen, the new managing editor, and their team for perpetuating the legacy of former, longtime editor and publisher Michele von Dambrowski.

I have always felt flattered to be published in this superb publication.

Training Magazine publishes excerpt from my book, Leadership Requires Extra Innings

Training Magazine just published an excerpt from my latest book, LEADERSHIP REQUIRES EXTRA INNINGS. You can read the excerpt titled "Great Leaders Rely on Great Trainers" by using this link:http://www.trainingmag.com/great-leaders-rely-great-trainers

Proceeds from the sale of my second book on leadership are being donated to The Jackie Robinson Foundation, for scholarships to deserving minority students.

"It's Time to Stop Talking, and Start Taking Action about Ethics in the Military" just published in The Journal of Values-Based Leadership

Paul Grossgold, my co-author, and I wish to express our genuine thanks to Elizabeth Gingerich, editor of The Journal of Values-Based Leadership, for her guidance and thoughtfulness. Our article about military ethics has been published in the Summer/Fall 2014 issue.

Here is the link for those wishing to read what Paul and I have written: http://scholar.valpo.edu/jvbl/vol7/iss2/4/

Bloomberg Businessweek Just Published My Article on Leaders and Executing

My article titled "Are You an Enlightened Leader? Here's a Litmus Test" has been published in Bloomberg.com.

Please use this link to read the article about executing:http://www.businessweek.com/articles/2014-08-08/the-key-to-motivating-employees-is-dot-r-e-s-p-e-c-t#p2

Going abroad

Joan and I just returned from 18 fascinating days in Europe visiting four countries and thoroughly enjoying the company of countless numbers of people so I wanted to post this brief note to once again encourage younger and older people to study, work or visit abroad.

Learning to navigate on your own but seeking help when needed from very kind people you find everywhere is only one of the many benefits from such sojourns. Trying to or actually speaking others’ native languages, enjoying food other than what you regularly eat, forgetting about the exchange rate, washing clothes often and, perhaps most importantly, understanding how and why people live differently than we do are but a few of the numerous joys of being abroad.

Recently, I have published articles about execution—how some businesses are much more successful in implementing their business plans than others—so I was fascinated by what I learned from the Germans and the Swiss to mention only a couple of examples. I plan to write more on this topic in the days ahead.

A final word: if you have some money you can share, please consider donating to the school of your choice to enhance opportunities for their students to study and travel abroad. It is an investment with innumerable returns!

The University of Michigan alumni magazine published my review on the inspired leadership of Jiffy Mix's Howard and Howdy Holmes

The summer 2014 issue of the Michigan alumnus magazine published my leadership comments on Chelsea Milling's (Jiffy Mix) former and current CEOs.

Here is the post if you'd like to read it:     Learning to Lead

The late Howard Sumner Holmes taught me a lot about leadership. The 1937 Michigan graduate was CEO of the family-owned Chelsea Milling Company in Michigan, which makes the delicious

Jiffy Mix products. During the course of nearly a decade of listening to, observing, and learning from him, I came to realize that being a leader means more than just being in charge. In fact, a true leader: 

• Has a genuine affinity for people.

• Ensures there is no disparity between what you say and what you do and that trust is everything. 

• Does what’s right for both employees and customers. 

• Isn’t afraid to have a wonderful sense of humor.

• Recognizes employees who take pride in their work and always remembers to celebrate their successes. 

• Has an uncanny ability to communicate, both clearly and respectfully.

Today, Howard’s son, Howdy Holmes, leads Chelsea Milling and has helped grow the company significantly by using the principles his father taught me so long ago. The company enjoys a 65 percent share in the retail muffin category and is expanding into commercial and institutional markets as well. Clearly, both men have not been afraid to go extra innings.

Ritch K. Eich, PhD’77, is an executive, retired Navy captain, and author of “Leadership Requires Extra Innings” and “Real Leaders Don’t Boss”. He has served on numerous boards of directors, including for the Alumni Association.

Medical Association Publishes Review of LEADERSHIP REQUIRES EXTRA INNINGS

My sincere thanks go to Amy Ellwood and Wade Goal of the University of Nevada School of Medicine for their thoughtful and most complimentary review of my latest book, Leadership Requires Extra Innings.

If you wish to read their book review, please visit www.absame.org.  My gratitude is also extended to the Association for the Behavioral Sciences and Medical Education.

FORBES Publishes Our Article

"It's Time To Put A Stop To Ethical Lapses In The Military" was published in FORBES this morning. My good friend, Paul Grossgold, a retired navy captain, former Commanding Officer at Naval Base Ventura, and now director of the Ventura County General Services Agency, and I penned this article.

Here is the link if you'd like to read it:http://www.forbes.com/sites/realspin/2014/05/25/our-armed-forces-deserve-better-than-scandals/

The Hill Published My Latest Article on "Family Tradition"

My sincere thanks are extended to Joe Picard at The Hill for publishing my article about Michelle Nunn's senatorial candidacy in Georgia.

Here is the link if you'd like to read the article, inspired in part by my new book LEADERSHIP REQUIRES EXTRA INNINGS (with Second City Publishing Services): http://thehill.com/blogs/congress-blog/politics/206975-family-tradition

"12 Ways to be a Great Leader" just Published in thoughtLEADERS, LLC

Thanks to Mike Figliuolo, founder of thoughtLEADERS, LLC and Tess Woods of Tess Woods PR, my article titled "12 Ways to be a Great Leader" was recently posted on thoughtLEADERS, LLC.

Here is the link if you'd like to read the article:http://www.thoughtleadersllc.com/2014/05/12-ways-to-be-a-great-leader/

Both of my books--Real Leaders Don't Boss (Career Press, 2012)--and the most recent one, Leadership Requires Extra Innings (with Second City Publishing Services, 2013)--whose book sales proceeds are being donated to not-for-profits caring for American men and women veterans from Iraq and Afghanistan and to the Jackie Robinson Foundation respectively--can be found at amazon.com

The Globe and Mail, a leading Canadian newspaper, published my article "The ruin of too many leaders: Failure to execute"

Thanks to Tess Woods PR and the folks at The Globe and Mail, my article on execution was just published. Here is the link if you would like to read it:http://www.theglobeandmail.com/report-on-business/careers/leadership-lab/the-ruin-of-too-many-leaders-failure-to-execute/article18309464/ 

Why Graduation Speakers Matter; and Why Universities Should Care--from the Ventura County Star

Many thanks to editorial page editor Mike Craft for publishing my article about college commencement, an article I have wanted to write for many years.

Here is the link if you'd like to read it: http://www.vcstar.com/news/2014/apr/06/ritch-k-eich-why-graduation-speakers-matter-and/
 

Ventura County Star and Pacific Coast Business Times Publicize My Book: LEADERSHIP REQUIRES EXTRA INNINGS

I'm deeply indebted to VC Star Editor, John T. Moore, and to PCBT Editor, Henry Dubroff, and their staffs for the respective articles about my second book: Leadership Requires Extra Innings.

A special thanks is also extended to Metro Editor DeAnn Justesen and reporter Amy Bentley at the Ventura County Star and to Managing Editor Marlize van Romburgh at Pacific Coast Business Times for their journalistic expertise and thoughtfulness.

As proceeds from the sale of the book are being donated to the Jackie Robinson Foundation for scholarships to deserving students, hopefully many will benefit as a result of these two publications' farsighted, caring editors and their teams.

For more information about my second leadership book, please visit amazon.com, these two media outlets' websites or mine at: www.eichassociated.com

Corp! Magazine Publishes the Article "Want an All-Star Team?" Based on Interview on New Book: LEADERSHIP REQUIRES EXTRA INNINGS

My sincere thanks are extended to Corp! Magazine and Contributing Editor Karen Dybis for interviewing me for her article in Corp! Magazine. The full title of the article is: "Want an All-Star Team? Try Some of These Leadership Techniques"

Here is the link to Corp! Magazine if you'd like to read Karen's entire article:http://www.corpmagazine.com/break-room/inspiration/best-practices/want-an-all-star-team-try-some-of-these-leadership-techniques/

HR Executive quotes me in their article on interpreting Military Resumes

Many thanks to Lin Grensing-Pophal for including me in her article "Cracking the Code on Military Resumes" in today's issue of Human Resource Executive.

Cracking the Code on Military Resumes

Thanks to a wide range of varied experiences, extensive training and personal challenges, military veterans often make exceptional candidates in the private sector. Yet, due to HR's mistranslation of skill sets from the military to the civilian sector, they are often overlooked.

By Lin Grensing-Pophal, http://www.hreonline.com/HRE/view/story.jhtml?id=534356840&

Monday, March 17, 2014

The work experience our nation's military personnel receive during their service period is, by all accounts, unique and varied. Indeed, according to a new report from Washington-based Center for a New American Security titled America's Veterans: A Sound Investment., many of them are quickly forced into leadership and decision-making roles they may not have been prepared for, and most of them will rise to the challenge and gain both valuable – and marketable -- experience in the process.

"By and large, [military personnel] have a tremendous work ethic," says Los Angeles-based consultant Ritch Eich, who is also author of Leadership Requires Extra Innings: Lessons on Leading from a Life in the Trenches. "They're not afraid to roll up their sleeves and work long hours -- it's what they've become accustomed to."

Eich says some employers may view job candidates with military backgrounds as "highly rigid, bureaucratic kinds of folks." But because of their unique experiences, most veterans actually have a tendency to not "sweat the small stuff," he says, because they are able to remain calm in stressful situations and are adept at working as part of diverse teams.

Yet, such candidates are often challenged to land post-military positions that fully leverage the value of their skills and competencies. Why? Eich calls it a "language barrier."

HR professionals and hiring managers, he says, often fail to make the connection between military backgrounds and the skills and competencies they require in their organizations. The roles and jobs are different. The terminology is different. And much of this is foreign to the vast majority of those HR professionals charged with reviewing resumes and making decisions about who to bring in for an interview.

Meanwhile, transitioning military candidates may also limit their own ability to land a job, says Linda D. Henman, president of Henman Performance Group in Chesterfield, Mo., and a member of the Air Force Association.

She says ex-military candidates tend to mention the activities they did during a particular assignment, instead of the results.

"They often led large numbers of people, oversaw significant budgets or made pivotal decisions," she says, "but they don't give themselves credit for what they did."

Further complicating their job-seeking efforts, she says, is how these candidates tend to convey their experiences in written form. "Many of them write as though the reader will realize the breadth and scope of a particular kind of assignment, so they don't provide enough detail," she says.

And they often don't position themselves in the most positive light for employers, she adds, because they don't know how to do it and they may think it sounds boastful.

So, who is ultimately responsible for overcoming these disconnects? Just like most things in life, it depends upon whom you ask.

"Employers should not spend time translating military candidates' resumes," says Joseph Terach, CEO of Resume Deli, a career-services firm based in New York. "That's the candidates' jobs."

A valid point, certainly, and there are a wide range of organizations, institutions and business professionals helping these candidates to do just that. But other experts stress there also is opportunity for organizations to ensure that they are doing their part to help those who have served the country find jobs once they return to civilian roles.

"Both sides need to be working with good intentions," says Edward Reilly, president and CEO of the American Management Association in New York.  But, he says, "I'd like to think that these folks represent a real opportunity for companies to find long-term, stable, committed employees. It's worth digging just a little bit further to see what these people are really made of."

There are a number of resources that may help HR professionals to do that digging, and some of them are even closer than HR leaders may realize.

"One idea to for human resource professionals is to ask for help from their current employees who were members of the military," says Sara Sutton Fell, CEO/founder of FlexJobs in Boulder, Colo. "They can give first-hand insights into military candidate resumes, help translate things such as certifications and responsibilities, and they already have great knowledge of your company and how those candidates might be a great fit."

If there are no former military employees currently in your organization, Fell suggests partnering with organizations such as the Wounded Warriors to Work Program, or Bonds of Courage, to enlist their expertise.

"As an HR professional," she says, "it's absolutely worth it to educate yourself on military candidate resumes because you'll be able to tap into a whole new pool of job candidates."  

One resource that Reilly recommends is an AMA publication titled Field Tested: Recruiting, Managing and Retaining Veterans. In addition, he suggests, when preparing to interview a veteran, take a few minutes to look at the web site from their branch of service -- Army, Navy, Marines or Air Force. Each, he says, displays very prominently their core values, which can present a good starting point for conversation and help to link military values to corporate values.

A new report titled Veterans in Solar: Securing America's Energy Future also provides some insights into best practices for identifying and engaging veterans. According to The Solar Foundation, the U.S. solar industry employs 13,192 veterans of the armed forces, a figure which represents 9.2 percent of all solar workers in the nation. Compared with veteran employment in the overall economy (where, according to the Bureau of Labor Statistics, veterans constitute 7.6 percent of all workers), the solar industry can be

seen as a strong employer of former service members.

Unfortunately, some tools currently used by HR professionals may actually be working against them when it comes to finding veterans who would fit well within their organizations.

For example, online resume-management systems that screen for specific keywords may automatically screen out veterans' resumes that don't contain the proper "management-speak." A way around this for those committed to finding and recruiting from veterans' ranks would be to add keywords like "veteran," "military" or other similar terms to search queries so that these resumes get sent through and can be more thoroughly evaluated.

But ultimately, if an ex-military candidate's resume is presented in an unfamiliar manner or contains military terms or acronyms, "do not hesitate to have the person explain whatever it is you do not understand," Eich says.

"You may find this information reveals a lot about the person's experience, and knowing these terms will help in screening other applicants with military backgrounds," he says. "As a bonus, that explanation will give you a greater sense of the person's communication skills."

Copyright 2014© LRP Publications

Dallas Morning News Reviews My Book: LEADERSHIP REQUIRES EXTRA INNINGS

Business book reviews: Time Management and Leadership Requires Extra Innings

 

By JIM PAWLAK

Special Contributor

Published: 08 March 2014 05:33 PM

Updated: 08 March 2014 05:33 PM

Time Management

Brian Tracy (Amacom, $19.95)

Managing time requires good habits. Good habits evolve from personal programming. That starts with changing your inner dialogue from “ too much to do and so little time” to “I am well organized and highly productive.” By repeatedly saying and thinking “I am well organized,” your subconscious accepts these words as a behavioral command and triggers motivation and productive action.

You also need to understand that action is “self-determined and goal-directed.” You control your approach and response to situations (workload, shifting priorities, deadlines, etc.), and when your mind-set shifts from “under pressure” to “get it done,” you motivate yourself.

Author Brian Tracy believes that “every minute spent in planning saves 10 minutes in execution.” Think through what it’s going to take to accomplish the goal, write out a sequenced-action road map and follow it. The thinking process involves identifying potential obstacles you’ll encounter and the resources and people you’ll need to overcome them.

Integrate the written plan for your tasks into a list. Prioritize within your list following Tracy’s “Law of Three”: 1. “If I could only work on one thing on this list all day long, which one would contribute the greatest value?” 2. “If I could work on two things on this list, what would be the second activity that would create the most value?” 3. “If I could work on three things on this list, what would be the third activity that would create the most value?”

As you accomplish 1, 2 and 3, other tasks take their place. Without prioritization, you run the risk of wasting time.

As a manager, the priorities also allow you to multiply your productivity through delegation. The added benefit of delegating: You help develop the skills and time-management capabilities of your team.

Leadership Requires Extra Innings

Ritch K. Eich (Second City Publishing Services, $14.99)

Ritch K. Eich burrows into the art and science of leadership by identifying 10 leadership traits and pinpointing their importance to success. Here are a few of my favorites:

A genuine love of ideas and people. Eich believes that employees are intellectual capital, not assets. Why? They don’t just do the work, they create the work. Their ideas foster continuous improvement, find solutions to problems and answer the what if and what’s next questions. A leader understands the interplay of relationships; a boss does not.

Cultural competence. How a business does business drives the business. Trust, truth, transparency, fairness, standards, teaching, mentoring and social responsibility are the foundation of culture. When these become a leader’s message, employees embrace their work’s purpose and its value to the firm and the community.

The ability to speak in a clear, respectful, down-to-earth manner. When communication is concise and consistent, the likelihood of misinterpretation decreases. Employees know what needs to be done.

A knack for being adaptive and enduring. Leaders need to “shift gears as circumstances demand while still maintaining long-term goals.”

Jim Pawlak reviews business books for The Dallas Morning News.

bizbooks@hotmail.com

http://www.dallasnews.com/business/headlines/20140308-business-book-reviews-time-management-and-leadership-requires-extra-innings.ece?ssimg=1505267#ssStory1505268

FastCompany publishes my article "12 Ways Real Leaders Handle Complex Problems"

LEADERSHIP NOW

12 WAYS REAL LEADERS HANDLE COMPLEX PROBLEMS

YOU COULD BECOME AN EXEMPLARY BOSS IF YOU MASTER THESE SKILLS. IT'S TIME TO ROLL UP YOUR SLEEVES.

BY RITCH K. EICH

Real leaders, the kind we want to follow and emulate, are rare in today’s global, hyper-competitive and financially driven-world.

Often in their place are fast-track wannabes and impostors focused on unsustainable, short-term results. Instead of mentoring employees and looking for long-term solutions to lasting profitability, they seek to drive performance by bullying and focusing on personal glory over the success of the entire organization.

For most of my career, I have typically reported to the president, CEO, or chairman of the board. As a result, I’ve been fortunate enough to see chief executives in action in many different industries and organizations. Along the way, I have observed what the best leaders do and learned a few lessons about what never to do.

Enlightened leaders limit poor behavior by recognizing that problems will occur, communicating clearly about consequences, and staying true to their principles and commitments.

The following is a mosaic of what you can do to emulate how real leaders handle complex problems:

1. ROLL UP YOUR SLEEVES

Work alongside your team. Your actions promote collaboration and cooperation, allow you to see how your team interacts, and provide you with a great opportunity to be a mentor and coach.

2. ENCOURAGE CROSS-TRAINING

Cross-training allows everyone to be ready to pitch in when needed. It provides people with the opportunity to lean a new skill and can be a lifesaver in an emergency.

3. EXPRESS GRATITUDE

After completing a project successfully, recognize everyone (and I do mean everyone) who contributed.

4. BE HUMBLE

Don’t be afraid of hiring someone because you feel they might outshine you--their accomplishments will reflect well on you.

5. BE ACCESSIBLE

Be available to your team when they need you. You may be inconvenienced at times, but respect is reciprocal, and your accessibility demonstrates their importance to the organization.

6. REALLY LISTEN

Establish and promote an environment where everyone feels safe, valued, and empowered to contribute--keep an open mind and listen. Identify input that is actionable, act on it, and always give credit where it is due.

7. RECOGNIZE THE LITTLE WINS

Don’t overlook base hits by only focusing on home runs. Singles and doubles can add up over the long term and build energy, momentum, and trust along the way.

8. TAKE RESPONSIBILITY

Don’t blame others for your own mistakes. One of the surest ways to demoralize your team is to blame them for something that isn’t their fault. Own up to your mistakes, focus on lessons learned, and then move on.

9. DEFLATE YOUR EGO

The very best leaders check their egos at the door, are humble, and support their teams, especially during difficult economic times.

10. WRITE WELL

It may seem passé in an era of texting and digital shorthand, but being an effective communicator means being able to write clearly, succinctly, and thoughtfully. You will enhance your organization’s reputation--as well as your own.

11. ESTABLISH YOUR VALUES

Develop your own philosophy of leadership--have a clearly defined system of beliefs and practices and use them regularly, but not rigidly. Convey your philosophy consistently to your team. Expand your philosophy as you gain more experience and more knowledge but resist fads and quick fixes in favor of long-term solutions.

12. NURTURE EMPLOYEES

Like baseball, leadership encompasses many innings and requires a strong team. Spend more time developing your team, teaching them regularly in a formal leadership development program where you as the leader play an active roll, and share some of your successes and some of your failures as well.

Most of us would probably agree that a leader--whether of a large corporation, a small business, a hospital, college, or military unit--has an inherent strategic bent and a knack for important details. But real leaders go the extra innings, as demonstrated by how they address problems, whether those problems rest with a peer, a subordinate or someone else.