Kent Blumberg

Clarifying Responsibilities

People want and need to know what is expected of them at work.  Without explicit and clear responsibilities, some will feel as if they are carrying the world while others kick back and relax.  The RASCI framework is a great tool for sorting this out on a team, and communicating it clearly.  Download this framework and follow along as I explain how to use it.

Leading Change - Actions are what people "hear"

"I can't hear what you are saying because your actions are so loud."

-- Louis A. Raspino, President and CEO, Pride International Inc., November 2, 2007 speech at Jones Graduate School of Management, Rice University, Houston, Texas.

When you are attempting to lead a change in your organization's culture, what you say has little power.  What you DO is everything.  Here are some thoughts about how to make your actions speak loudly in service of the change you are trying to bring about.

Two models for coaching your direct reports

In recent reading about coaching I've come across two models that you might find useful in developing the folks on your team.  Both models represent personal change and growth as occurring at a number of levels, each one deeper than the last.  In both cases, you ask at which level you are hoping to see an employee grow, and then intervene appropriately.

Listening for leaders

In my opinion, a good leader spends much of her time listening to those around her.  Work by the Gallup Organization seems to back that up.  Gallup says that employee engagement is higher when people feel their opinions count, when they have the materials and equipment they need to do their jobs right, when their jobs are matched to their strengths and when someone pays attention to their development.  All of those require careful listening.

Think you are a great listener?  Have a look at this Active Listening Quiz (MSWord2003, 38 kb).  If you didn't score as high as you wanted to, read on.

Eating Black Swans one bite at a time

Nassim Nicolas Taleb's best-selling essay, The Black Swan: The Impact of the Highly Improbable (Random House, New York, 2007, 400 pages) is a huge feast for thought (hence the post title).  In this post, I'll explain Taleb's basic concept, give some examples, and then suggest some implications for business owners and executives.  I'd love to hear what implications you draw from Taleb's ideas.

We all design. What do you design?

As a coach I design an environment in which my clients are free to discover what's true for them. Then I guide them as they design a strategy to get more out of business and life, given what's true.

In truth, we are all designing most of the time.  Have a look at Steve Roesler's post which makes this abundantly clear.

My questions for you are:

• What are you designing?
• Once you call yourself a designer, how will that change your approach to work and life?

"Equations = Memorable Communication" Contest Winner

Last week I announced a contest to come up with equations that conveyed truths about life and business.  The contest prize is a 40 minute free coaching session with me.  Seven readers contributed 21 equations.  The drawing has just been completed, witnessed and verified, and I am ready to announce the winner. But first, here are all the equations in one place, for your ready reference.  Which of these speak to you?

Leading with stories

I've been thinking about stories and business leadership lately.  My friend Dave Krueger talks about the power of "old stories" that keep us mired in ineffective behaviors.  The Slow Leadership blog wrote last week of how old stories can lead us to make poor decisions.  And most recently, Harry and Christine Beckwith's book, You, Inc.: The Art of Selling Yourself, reminded me of the teaching power of stories.

Equations = Memorable communication

Equations convey much information in short, memorable snippets.  Think, for example, of Einstein's E=MC squared and all it has led to.

Equations are useful for leaders, too.  As Chief Innovation Officer at Carter Holt Harvey I often used the equation

Ideas + Action = Innovation

to stress the point that we needed more than just ideas - we had to do something with them.

After-action Reviews

You and your team have just completed a big project, made a sale, lost a sale, shipped a critical product on time, or shipped a truckload of off-quality product.  Or perhaps you have just completed a semi-annual evacuation drill in your factory.  Whether the end result was good or bad, you want to learn from it.  You are committed to continuously improving your performance and that of your team.  A great tool for that is the After-Action Review (AAR).  You might want to make AARs a routine part of every project you undertake.