| Book Reviews by Tim Bernstein |
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The Speed of Trust
by Stephen M.R. Covey, 2006
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Stephen M. R. Covey, author of The Speed of Trust, is the son of Dr. Stephen R. Covey, author of 7 Habits of Highly Effective People. The Speed of Trust is written in a similar style. If you've read 7 Habits, you may remember young Stephen referred to by his father as the seven-year-old son who was asked to keep the yard "clean and green". The senior Covey writes the foreword for this book and refers to that example of a trust building commitment.
Covey maintains that "nothing is as fast as the speed of trust," meaning nothing can accelerate a transaction, a task, or project like trust. Conversely, Covey demonstrates how mistrust slows down processors and lessens the bottom line. Not only does trust make things faster, it simply makes every aspect of our lives better. A high level of trust between an organization's members promotes innovation, generates productivity and results in cost savings. Trust "changes everything"—It is not just a warm-fuzzy concept; the author offers statistics to back it up.
According to Covey, trust is expressed by a paradigm that includes five "Waves of Trust" (credibility, behavior, organizational alignment, reputation and contribution). Much of the book examines these five waves and their underlying principles. The core principals Covey discusses refers to the "13 Vital Behaviors" that establish trust (talk straight, demonstrate respect, create transparency, right wrongs, show loyalty, get better, confront reality, clarify expectations, practice accountability, listen first, keep commitments and extend trust). Each vital behavior is presented in a format allowing you to check on your performance and to create plans for improvement.
The book (350+ pages) is filled with real-life examples of trust and lack of trust situations from both the business world and Covey's personal life. Additionally, the chapter page breaks often cite well-known business professionals, religious leaders and philosophers and offer insight.
In this age of seemingly meandering or situational ethics, this book presents a road map to increase trust, reverse mistrust, both of which pay strong dividends in terms of goodwill and return on investment. This would be a great book for an organization looking to raise its return without requiring significant financial capitol. |
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Outliers
by Malcolm Gladwell, 2008
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Malcolm Gladwell's Outliers is an engaging analysis in which the author explores why some people significantly rise above the norms of human performance and achievement. For example, how did Bill Gates became a success in his field while other equally talented and intelligent people failed to reach their fullest potential?
To cite examples of off-the-chart success, Gladwell, a gifted storyteller, presents situations as diverse as youth hockey players whose success stymied the league, an intriguing description of the Italian village of Roseto where inhabitants have extraordinarily long lives, and computer prodigies. The author tries to offer an explanation for their unusually gifted abilities. He asks, "Why do these 'Outliers' lay outside everyday experience where the normal rules did not apply?"
The author contends that a whole host of elements may come into play, such as one's date of birth, cultural surroundings, religious background, and economic advantages. To some degree, everyone, no matter how gifted, is a product of his or her environment, upbringing, and opportunities. Those who achieve success often profit from a special combination of ability, determination, hard work and especially luck or, better stated, serendipity.
Gladwell states that, "success arises out of the steady accumulation of advantages and says that it is tempting to question "Outliers" as just another take on matters that anyone with common sense could figure out for himself. However, the author is far from unsophisticated. He includes detailed chapters filled with astute observations and statistics and encourages the reader to see the big picture that all too often is missed when we cling to preconceived notions relating to success.
The author presents his basic thesis as follows: First, inborn ability matters relatively little. In some fields it matters more but only in the sense that one needs a minimum threshold of ability. Second, in pretty much all fields, focused hard work is necessary to develop expertise, and according to Gladwell, generally about 10,000 hours need to be invested to reach the expert level. But being an expert isn't the same as achieving the standout success of an "Outlier". Thirdly, serendipity plays a large role in success. Exceptionally good serendipity is often needed to achieve success at the Outlier level. Luck interacts with the first two factors mentioned—inborn ability involves rolling the genetic dice, and having the opportunity to put in one's 10,000 hours also involves luck (e.g. disenfranchised children aren't likely to have access to computer centers, violin lessons, or professional coaches).
My take-away was one of being intrigued mixed with a bit of discouraged skepticism. While serendipitous circumstances do play a role, if too much weight is placed on chance, it seems like it causes the rest of us without those opportunities to be cast into a less than conducive trajectory. While that was not the authors intent, by extension, that seems to be the end result. |
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| Our People |
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Bruce Dingman
President
Donna White
Vice President
Tim Bernstein
Vice President
Jamey Nordby
Vice President
Colorado Springs Branch
Patti Schultz
Office Manager
Connie Schuh
Bookkeeper
Colleen Mattoon
Researcher |
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| Feature
Article |
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THE OPPORTUNITY TO ACT NOW
By Jamey Nordby!
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As the economists and politicians pontificate about whose fault it is that the sky is falling, a quiet few are turning over rocks looking for opportunity… yes, opportunity. Is your leadership team leading your company into this strange, new frontier, or... are you seeing lament over the way things used to be, defensive decisions, and delay tactics "waiting for the economy to come back."
Now, more than ever, the right question is, "Are the right people on the bus and are they in the right seats?" There is no hiding today - everybody is exposed! You can't hide in the back of the bus and go along for the ride. The reality of today's economy reveals every strength, weaknesses and character trait.
Who are the right people?
How do you know if you have the right leaders on the team and the right structure? The answer lies in three basic things:
- Results – is the business accomplishing what it should?
- Team – is the team a team or is it a group of department heads? Does the executive leadership work seamlessly together across all departments for the purpose of company goals?
- Character – do the values and vision of leadership shine every day in every situation – especially when times are tough?
The "A" player embraces the 'new normal', actively seeks opportunity, innovates change, and takes action to live out company vision. The "A" player does not look back at how it used to be, but assumes that business needs to adapt to today's reality. They get results in today's reality.
The "A" player's team is just that, a team. The allegiance of every player is to the team and the company it leads. While each member has their own responsibilities, they are subordinate to the team priorities and are not limited to their division. They trust each other, work through disagreement, and go forward in unison. They often work with each other's departments to make priorities happen. They are not concerned about today's headlines, they are working to be in tomorrow's.
The "A" player's character is not threatened by crisis. In fact, he thrives. The reality of who he is doesn't change with challenge. Strengths, weaknesses, values, vision and mission remain in focus and the "A" leader takes their team forward. They never hesitate for a moment concerning company and personal values or mission, they instinctively adapt and innovate to find new ways to succeed.
How to spot the wrong people?
It is just as critical to spot the wrong player on the team as it is to find the right person. So what does crisis expose in the "B-team"?
- Results postponed
- Team becoming second-rate
- Character wavers
In the face of crisis, you know you have a "B" team when it is assumed that results are not possible in today's environment, characterized by waiting until 'things come back'. Rather than accepting that today's playing field is real, they base decisions on what they hope it will be in the future. They don't get results because they are not trying to achieve them. Their primary focus is to not lose what they have rather than gain what they have been hired for.
The relationship with the team is stretched during crisis. When the focus is inward and defensive, the pressure on the team is to make sure they don't fail. Leadership takes on the flavor of directives downward rather than leadership forward. Team leaders therefore become more and more focused on their department while their allegiance to the team is weakened. Often this shows up with team leaders proclaiming that their primary goal is the well being of their own people. While noble, this goal should be secondary to the team and common goals of the "A" team.
Finally, character wavers when the "B" player is under pressure. When you squeeze a tube of toothpaste, nothing comes out but toothpaste. When a person is squeezed, nothing comes out except what was already inside. When you see unsatisfactory character issues squeezed out, you know that the person is not ready for the task at hand. Part of character is experience. Is your leader proven through fire? Have they taken a team through the gauntlet in the past? They will have to again. I have heard it said, "never trust anybody who hasn't suffered."
You can't afford to play the "B" team today
Without innovation, creativity, skills, experience, determination and conviction, today's economy is a tough place to succeed. Frankly, our economy has had a good, long run. You didn't have to be excellent to navigate the landscape, and there was room for everybody. That paradigm is over. We can no longer afford to have less than "A" players on the field. Not in terms of income; not in terms of skill; not in terms of experience; not in terms of innovation; not in terms of team leadership.
When the very core of our economic foundation is shaken, the need for great people is magnified. The difference that the right person makes today is between huge success and closing the door. Let me repeat – we can no longer afford 'good enough'.
Where to start
At the top, of course. It is time for a gut check at the board level. Does the board have the depth of experience to oversee an executive through the jungle? Have they been through the jungle? Is the board living out its stated values in today's environment? Does the board clearly communicate its expectations, vision, and values to its executives? Can the board know whether it is "A" or "B", let alone whether or not its executives are the right people in the right seats? It could be the perfect time to upgrade the board.
Once the board is ready to perform as it should, the CEO and the executive team need to be evaluated. Do they receive company vision and mission with excitement? Do they meet the qualifications of an "A" player? Are results forthcoming? Are they equipped to succeed? Do they have the character to finish what is started? Is there a weak link? Are there any "B" symptoms starting to show? Once you have a clear understanding – the decision is straightforward.
Make the decision
If you are clear on where you want to go and what you want to accomplish…
If you understand the quality of people needed to make it happen…
The next step is a decision – will I/we do what is necessary in order to lead well. The future of your company lies in the balance. Once you have identified "B" players in positions where you need "A" contribution, you have a few choices:
- Move the people into positions where they can clearly be "A" players. This is a case where you have the right people in the wrong position.
- Add, delete and/or replace players on the team with the right people. This is a case where you have the wrong people in the right positions.
- Don't try to convert "B" players into "A" players. If you are going to invest in coaching and training, apply it to your best. An "A" player is not a "B" player with some training.
Vision, Decision, Action. The opportunity before you today is unprecedented. The choice is yours. |
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 JAMEY NORBY OPENS DINGMAN COMPANY BRANCH IN COLORADO SPRINGS
Effective February 1st, Jamey Nordby, a successful entrepreneur and executive coach, has been named Vice President by The Dingman Company, and will do executive search serving primarily business clients nationwide from a Colorado location.
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| OH, YEAH? SEZ WHO? |
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That's what many people say when they find out the types of searches we do….and who we've served. Many only know us for the searches we've done that might have connected with them. In particular the two niches we serve…hospitality/hotels and Christian non-profits….reach many people but we do much more than that.
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WHATEVER HAPPENED TO RESPONSIBLE LEADERSHIP?
Reprinted with permission from Penrhyn Partner, Hansar International (Brussels) corporate newsletter |
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Six years ago, we wrote in the Hansar Executive News that fashion rules as much in management as it does in other walks of life. "Charisma, rated the most valuable attribute in enabling business leaders to respond effectively to (a rapidly changing) business environment, is now very definitely out of fashion. Goodbye charismatic CEO, welcome back Organization Man?"
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