Posts

All leaders, from the executive down to the team level, should view themselves as stewards of their organization’s most valuable resource: their people. As the person in the lead, others will be looking at how you set the tone and pace of the organization.

In too many organizations today, extra hours and days worked are seen as badges of honor. We often get dragged into competition with colleagues over who stayed the latest or showed up on the weekend. Mobile and remote technology can add fuel to the competition as emails zing back and forth long after most have officially ended their workday. All of this supposedly signals who is most dedicated or should be promoted within the organization.

We all want to be passionate about our work and feel valued within our organizations. Sometimes this does mean contributing extra hours for a special event, new initiative, or emergency situation but the grinding 24/7 “always-on” work culture cannot be sustained, not without diminishing returns for the organization as a whole. And it’s not just our place of work that suffers but also our health, our families, and our communities.

Few people alive today have as impressive of a resume as Robert M. Gates. His multidecade career in public service took him to the top of the Central Intelligence Agency and Department of Defense. In addition, he also served as president of Texas A&M University, national president of the Boy Scouts of America, and on numerous corporate boards… to keep it brief.

In Gates’ book A Passion for Leadership, he discusses a practice he established for himself and others as both Director of the Central Intelligence Agency (CIA) and Secretary of the Department of Defense. These cabinet-level positions were demanding and answerable directly to the President. Gates explained that, absent a meeting at the White House or national crisis, he would try to leave the office by 6:00 P.M. every night. Quite often, as head of these expansive agencies, he would have additional work to finish at home. However, by leaving the office he signaled to staff that it was okay for them to leave as well, to spend much needed time with families and to rest. He knew that as long as he stayed in his office, others would too and work late into the night. Over time, this would lead to worn out staff making “bad decisions and giving bad advice.”

For these same reasons, Gates said he always used vacation time: three weeks in August as CIA director, two weeks in the summer and one at Christmas as defense secretary, and four weeks as president of Texas A&M. As Gates said about his time-off:

“I always returned from vacation with a yellow tablet full of ideas and initiatives for further change and reform.” It’s about recharging so we can use our creative energy and talents most effectively.”

Mobile technology and remote working options have created new challenges for escaping this “always-on” frenzied work culture. Perhaps the biggest challenge is the bleeding between work and home life.  How many of us still respond to phone calls, text messages, and emails after leaving the office or “logging off” for the day? How many of us go to bed and wake up checking work messages? Has your weekend ever started off on the wrong foot because a colleague fired off a heated email at 7:00 PM on a Friday night? Ever take a quick “peak” at your work email or “check-in” from a family vacation? Our modern working lives do not have to be like this!

While there is no “one-size-fits-all” approach to setting boundaries and expectations in the workplace, as a leader you set the tone and pace for your organization. Make sure your expectations are clear to everyone and lead by example.

In the spirit of Gates’ 6:00 PM Rule, below are a few ideas to consider when setting expectations and guidelines for use of mobile technology and remote working within your organization:

  1. Avoid checking work communications outside of set hours
    • Turn-off work devices at home
    • Uninstall work email apps over long weekends and vacations
    • Ask: do I really need work email and related apps installed on my personal phone?
  2. Be mindful of colleagues’ personal time by not sending message outside of set hours. This can create a ripple effect and breed unhealthy competition where everyone is engaging in work at all hours
  3. If working later than other members of team, use your DRAFT folder and schedule send times for the next business day
  4. If “on-call” or working to meet deadline, the team should set a clear start and end time/date
    • Set clear expectations for what needs to happen in these special circumstances
    • Use leave time immediately following any extra demanding periods

Most importantly, as leaders, be the champions of cultural change in your organization. Set the example. Go home, unplug, and rest up. Then encourage others to join you so we can all give 100% when it matters most.

This article is the part of a series on how to most effectively manage our time and attention for the work that matters most. Subsequent articles will continue to look at technology and how we interact together in organizations. Check back later for more!

Opportunities & Challenges

The F-35 Joint Strike Fighter is one of the largest and most complex major projects being undertaken today. Nine partner nations and multiple American military and industry partners work together in a high VUCA (Volatile, Uncertain, Complex and Ambiguous) environment to produce a product upon which the lives of service men and women around the world depend.

Effective leadership is required across the organization, and organization systems themselves must constantly be upgraded to allow for the most efficient and effective work to take place.

What we did:
In collaboration with Defense Acquisition University (DAU) and F-35 Program Office Senior Leadership, M&B co-developed the Enterprise Cohort Leadership Program (ELCP), an ongoing cohort program to support leaders across the F-35 enterprise in being and doing their best.

ELCP is a condensed program of eight weeks, comprising seven days in residence with workplace learning assignments back on the job, and a capstone project to scope an initiative that will have significant impact on the learners’ leadership development and business/mission outcomes for the enterprise.

The program is designed to maintain a consistent base of frameworks and also to evolve as needs change.

Results:
Nine cohorts have been completed with over 200 participants who now share common leadership language and frameworks with which to positively influence work across the organization. A cadre of coaches is in place to offer ongoing support to colleagues and to further the work going forward.

Opportunities & Challenges

The Northeast Alliance for Graduate Education and the Professoriate (NEAGEP) is an NSF-funded program whose goal is to increase the number of domestic students receiving doctoral degrees and entering the professoriate in the sciences, technology, engineering, and mathematics (STEM) with a particular focus on recruiting, supporting and mentoring students of population groups underrepresented in STEM fields (i.e., African Americans, Hispanics, American Indians, Alaska Natives, Native Hawaiians or other Pacific Islanders).

While participants in NEAGEP receive world-class technical training, there is frequently less emphasis placed on preparing participants for roles as leaders and collaborators, both in their education and in their chosen professions.

What we did:
At the request of a NEAGEP leader at UMass Amherst, M&B developed a one-day introductory leadership training for a cohort of STEM grad students. The training included individual and team leadership topics and a module on systems thinking to assist participants in understanding whole-of-organization perspectives.

Opportunities & Challenges:

The Excelsior Service Fellowship, created by Governor Andrew Cuomo in 2013, is an initiative to attract the “best and brightest” of recent graduates from law, graduate, and professional schools to NYS government service. Each fellow, bringing a diverse background and skill sets, is placed for two years in a policy or operational position within the executive branch.
Tasked with working on some of the most pressing issues facing New York State, Excelsior Fellows required the right tools and frameworks to lead in the 21st Century.

What we did:
Over five months in 2017, M&B provided a multi-session Leadership Development Program for some 50 fellows serving throughout NYS government. Session topics included:

  • Leading in a Complex World
  • Forming and Leading Teams
  • Leader as a Facilitator
  • Working Well with Stakeholders
  • Leading Organizational Change

In addition to the above topics, fellows also inventoried stresses in their personal and professional lives that inhibited performance and effective team leadership. M&B presented mindfulness as a tool for focusing on the present moment, while not reacting to all the stressors that enter our daily lives. Participants were led through a 10-minute guided meditation.

Deliverables:
Each fellow was tasked with creating an individual “leadership development plan” and a “project plan” to implement throughout the five month program. Projects were identified based on actual opportunities and challenges within the workplace. In between sessions, fellows worked with their supervisors and teams to reach clear and measurable results with their projects during the 5-month program.

It can be challenging to interact with people whose perspectives and opinions differ from ours, but there are many benefits, including making us smarter. In this Washington Post entry, Gregory Rodriguez explains why this is so.

 

 

Opportunities & Challenges:

Over the past three decades, Australia has shifted its focus away from Europe to Asia, South Asia and Southeast Asia, with China and Japan being Australia’s two main trading partners, and India, South Korea and Indonesia becoming just as important.  The national government decided embark on a long-term project to engage more deeply with Asia, to ensure that Australia develops the skills, and cultural awareness to build stronger relationships.

What we did:

After the government’s Australia in the Asian Century Task Force completed their report, Maverick & Boutique was asked by the Department of Prime Minister & Cabinet to help develop the internal team responsible for the implementation of the plan to develop strategies for involving 30 other departments, major corporations, small business, universities and trade Organization in the roll-out of the plan. For this one day workshop, the implementation team used the Zing meeting system to rapidly share ideas, and reach agreement about the way forward.