Greg Bustin Executive Leadership Blog

How Are You Doing?

Tue, 15 May 2012 16:03:00 GMT

Think back 137 days to New Year’s Eve.

Even if you didn’t purposefully say or write down a couple of things you wanted to accomplish in 2012, you at least figured that somehow, some way you’d make the New Year a better one than the last.

Well, as of today, more than one-third of 2012 is now behind you.

How are you doing?

What have you accomplished? What dreams have you set aside as the hurly-burly of life has distracted you from your purpose?

Maybe you need an accountability partner to help you finish 2012 strong. What are you waiting for?

3 Rules of Accountability

Mon, 07 May 2012 16:24:00 GMT

When you don’t get the results you want, the three most likely reasons start with you.

The #1 rule to achieve accountability is that the expectations must be clear. If you’re not getting the results you want, ask yourself how clearly and specifically you communicated what you wanted done and when you wanted it.

The other two accountability killers will be discussed this Friday, May 11, at 11 a.m. CT in a webinar I’m hosting: “Keeping Commitments in the Organization.”

Click here for details and to register.

So before blaming others for their lack accountability, remember the old adage that when you point your finger, three fingers point back at you. ■

The Dirty Work of Double Agents

Tue, 01 May 2012 13:43:00 GMT

In your battle of the bottom line, there are double agents inside your organization working against you.

These modern-day Benedict Arnolds are undermining organizational and individual effectiveness.

And like any savvy double agent, the ones inside your organization can be hard to spot. That’s why I provided clues in last month’s bulletin to help you identify these saboteurs (see The 12 Culture Crashers).

When you take a close look at the people on your payroll, you’ll likely find many of your people making promises they don’t keep.

That’s what makes them double agents. They’re saying one thing and doing another.

Unlike a fictional James Bond or real-life Mata Hari, the double agents inside your organization probably aren’t passing trade secrets to your competitors (although it’s been known to happen).

The double agents inside your organization are blowing up your plans to perform at a high level. They’re trading profitability for cost over-runs. They’re substituting productivity with wasted time. And they’re sabotaging morale.

Broken promises reflect your culture

Every organization I’ve ever worked with – profit and not-for-profit – has cited the pursuit of customer satisfaction as one of the by-products of the organization’s ability to deliver on its promises. There’s often a “Whatever it takes” mindset that comes into play. That’s the promise you and your company make to your customers and prospective customers OUTSIDE the company.

While those promises are not always kept, there’s a bigger problem. And this bigger problem is the by-product of your double agents. Promises being made INSIDE the company – deadlines, commitments, agreements that colleagues make to one another – are being broken every day.

When promises are broken, it’s an accountability issue. Somebody has dropped the ball somewhere. And somebody else – perhaps you – has allowed that behavior to repeat itself. When promises are broken again and again, that behavior becomes the default culture of your organization. As a leader of your organization, you may be unwittingly creating a culture of double standards rather than a culture of accountability.

To assess your organization’s culture, you’re invited to take the free, 10-minute accountability survey. Just click here. This free survey is a $100 value I’m making available through the end of the month. Once you’ve completed the assessment, you’ll immediately receive a brief summary of the findings. If you indicate that you’d like to receive a more detailed report containing specific recommended action to take to improve your organization’s performance – another free report plus a free tool – this report will follow within a couple of days.

In my May 11 webinar – Keeping Commitment in the Organization: Are We Two-Faced? – we’ll examine three of the most significant and puzzling paradoxes of business that undermine leaders’ ability to achieve high levels of performance.

We’ll provide insight to help you identify opportunities for improving accountability and the results you’re getting.

The dirty work of double agents is happening because you and your colleagues are allowing it to happen.

If 007 has a license to kill, remember that you’re giving the double agents inside your organization a license to steal time, money and momentum – right before your very eyes. ■

NFL draft, Skill and Will

Tue, 24 Apr 2012 04:36:00 GMT

This Thursday, beginning at 8 p.m. ET at Radio City Music Hall in New York City, the 77th annual meeting of National Football League franchises will go “on the clock” to begin selecting newly eligible football players.

If you’re a football fan like me, you know there’s been endless talk about whether to draft for need or draft the best athlete available when it’s your team’s turn to pick. In football, talent is king, and most coaches recommend selecting the best athlete and then finding a way to get the talented player on the field.

What about in the workplace? As hiring freezes begin to thaw, the organizations I work with are facing the Skill versus Will dilemma.

Here’s the dilemma:

Do we hire the person who exhibits the values we say are important and who’s passionate about what we do but doesn’t yet have the experience? What this person lacks in Skill they more than make up for in Will – shorthand for a person’s attitude, character, drive and personal code of conduct.

Or do we hire the experienced person who might bring baggage –a sense of entitlement, a “me-versus-you” attitude, an unwillingness to try new things – and see if they will come around to our way of thinking? For this person, the Skill is there but the Will may not be.

If you find yourself facing this type of hiring dilemma, remember that Skill can be taught. Changing a person’s Will is like trying to change a tiger’s stripes.

You’re now on the clock. ■

Titanic, Gen. Sedgwick & Hubris

Mon, 16 Apr 2012 15:12:00 GMT

Two days ago was the 100th anniversary of the sinking of the Titanic. The “unsinkable” ship sank on 15 April 1912 after hitting an iceberg during her maiden voyage from Southampton, England, to New York City, causing the deaths of 1,514 people – the deadliest peacetime maritime disaster in history.

And 147 years and 343 days ago was the anniversary of the death of Maj. Gen. John Sedgwick, the highest ranking Union casualty in the Civil War. Gen. Sedgwick was killed by a sniper at the Battle of Spotsylvania Court House in Virginia – the deadliest battle of the war with nearly 32,000 casualties.

The deaths from the Titanic as well as that of Gen. Sedgwick could have been prevented.

Both sets of casualties owe their fate to behavior I’ve watched humble many modern-day leaders.

Believing you’re invincible. – “Hubris,” from ancient Greek, translates as “extreme pride or arrogance.” Gen. Sedgwick and those in charge of the Titanic tempted fate by an unhealthy belief in their own invincibility. “I cannot conceive of any vital disaster happening to this vessel,” said Captain Edward Smith, commander of the Titanic. “Modern ship building has gone beyond that." For his part, Gen. Sedgwick was embarrassed by the behavior of his men toward Confederate sharpshooters firing from 1,000 yards away. “What? Men dodging this way for single bullets? What will you do when they open fire along the whole line? I am ashamed of you.”

Ignoring common sense. – Fueled by arrogance that it could survive any disaster, the Titanic carried only enough life boats for one-third its total capacity, and with engines “full steam ahead” sped to its demise through a cold front that other ships chose to wait out. In Virginia, the rank and file under Gen. Sedgwick’s command paid healthy respect to the rebel snipers, while the general, judging the bullets no threat at all, continued to walk about in the open inspecting the placement of artillery.

Failing to heed warnings. – The Titanic received a series of warnings from other ships of drifting ice in the area, but continued to steam at full speed into a dangerous ice field. “Wonderful thing, wireless, isn’t it?” asked Captain Arthur Rostron to Second Officer James Bisset, having relayed the latest news on the known positions of icebergs several hours before the Titanic hit one. Equally disdainful of enemy bullets zipping all around them, Gen. Sedgwick said, “They couldn’t hit an elephant at this distance.” Just seconds later, he fell forward with a bullet hole below his left eye.

Are you giving healthy respect to threats – inside and outside your organization – that could wreck your plans?

What would a person coming into your organization observe? ■

Connecting the Dots to Accountability

Tue, 10 Apr 2012 15:43:00 GMT

The 58 executives participating in my March 30 accountability workshop brought into focus a pattern I’ve observed the past few months in the other workshops I conduct around the U.S. and Canada three times every month.

In these workshops, participants are given the opportunity to determine the level of accountability in their organization using a proprietary Accountability in the Workplace Assessment I’ve developed. You can take the free, 10-minute accountability assessment by clicking on the link: www.bustin.com/accountability.

In every single workshop I conduct, participants overwhelmingly site “communication” as a shortcoming in the culture of accountability they’re trying to build and nurture. It’s the single greatest opportunity for improving accountability in most organizations. I believe that “Clarity creates confidence,” so if you’re not clear about what you want and who will do what by when, it’s difficult to be confident in the decisions you’re making.

In the March 30 workshop, 93% of the participants – most of whom were attending in teams of 3s, 4s and 5s – indicated that they could do a better job ensuring that “every employee knows and supports our mission, vision, values and strategy and knows their role in helping to achieve them.” This part of the survey examines whether your team is clear about the plan it’s been asked to execute.

The pattern that came clearly into focus is the fact that most organizations also regularly score low on their ability to track performance, which is another aspect of an organization’s culture of accountability my survey tool measures. Guess what? Tracking is communicating. Tracking systems communicate whether or not the organization and individuals are meeting their performance objectives.

After all, if you’re not tracking performance, how can you expect to improve?

Take the free Accountability in the Workplace Assessment to determine your organization’s level of accountability. The findings may indicate that it will be worthwhile for your team to register for my May 11 webinar – “Keeping Commitments in the Organization.” ■

The 12 Culture Crashers

Mon, 02 Apr 2012 19:40:00 GMT

Party crashers aren’t new.

Noah probably dealt with a few before floating off on his ark with his family and the animal kingdom.

Two years ago, Tareq and Michaele Salahi made headlines by strolling uninvited into a White House state dinner.

And the movie “Wedding Crashers” provided a close-up look at the creativity and consequences of two fun-loving guys looking for a great time.

So while party crashers describe people looking to join an event to which they were not invited, the uncomfortable reality is that every business has its crashers, too.

The irony is that unlike a party crasher, the people crashing your culture have been invited into your organization. These Culture Crashers survived a hiring process and managed to beat the system.

Now they’re hanging around your organization wreaking havoc with the culture of accountability you’re building and nurturing.

The 12 crashers

It’s hard enough battling the world outside your organization without having to fight discourtesy, turf wars and inefficiency on the inside. So if there are people in your office whose behavior does not match the values you say are important, your credibility as a leader is at risk and your organization’s performance is suffering.

Are any of these characters crashing your culture?

The Sugar-Coater – Willing to address 90% of what needs to be said but avoids, downplays or glosses over the difficult 10% that can drive positive change. Unwilling or unable to talk about tough issues that must be addressed to improve organizational or individual performance.

The Control Freak – Doesn’t trust so she can’t let go and, as a result, is always doing someone else’s job…except her own.

The Monday Morning Quarterback – Armed with 20-20 hindsight, this second-guesser says little of substance before a decision is made then spouts off afterwards about what he would’ve done differently.

The Gossip – Spreads rumors and loves to dissect problems while rarely suggesting a solution. Avoids speaking directly to the people that are the subject of her rants as well as to the people that can fix things.

The Dictator (see also Emperor, no clothes) – Known to banish from plum assignments and key meetings those who answer hard questions truthfully. Also regularly shoots messengers who observe and report problems.

The Know-It-All – As the unofficial expert on everything, she has rarely met an idea of hers that wasn’t the best solution. Tone deaf to other possibilities.

The Fire Fighter – Rushes in to save the day but cannot or will not prevent the problem. Occasionally lights fires himself in order to play the hero.

The Cover-Up Artist – Dodges responsibility by deflecting blame to others. First in line, however, to take credit – whether she was responsible for success or not.

The Joker – Loves to poke fun at principles, policies, projects and people. Everything’s funny to this guy…except himself, which he takes far too seriously.

The Quitter – Surrenders at first sign of difficulty. Is tired of the fight, but not the paycheck.

The Sandbagger – Protects budgets, goals and deadlines with plenty of cushion to ensure underwhelming success. Has never seen a stretch goal he couldn’t shorten.

The Empire-Builder – More interested in how many people report to him than developing talent, fixing problems and getting results.

If I’ve missed a character that you’ve seen up close, please email me at greg.bustin@bustin.com to share your experience. I’ll collect the responses and share in a future posting.

It's your party

As a leader, you get the behavior you tolerate.

So like a lot of tough decisions, deciding how to handle a Culture Crasher in your organization may be a decision falls to you.

You have two choices. Do you live with the unwanted behavior? If so, what’s the cost to your personal credibility as your colleagues see that you’re willing to let some people get away with behavior that’s counter to your culture? What are these Culture Crashers costing your firm’s morale? What’s the cost to performance as productivity suffers?

It’s hard for most Culture Crashers to change their behavior. It doesn’t mean they can’t – it’s simply more likely that they can’t or won’t.

That means you’ll need to ask them to leave.

After all, why should they ruin the party for everyone else? ■

A New Final Four

Tue, 27 Mar 2012 18:49:00 GMT

March Madness in the NCAA basketball world is drawing to a close with teams in the Final Four playing their games this weekend and the championship game set for Monday, April 1.

As I put the finishing touches on the accountability workshop I’m conducting this Friday for 54 CEOs and their leadership teams, I’m reminded of a different type of Final Four that must be in place if you want to succeed.

Here are four key ingredients you need if you want to win – at work, at home and in life.

Know what you stand for. Your values provide a filter for decision-making. Who you hire. Which customers you agree to represent. How you reward. How you address under-performance. “I think I started learning lessons about being a good person long before I ever knew what basketball was,” says Julius “Doctor J” Erving. “And that starts in the home; it starts with parental influence.”

Know where you’re going. As a leader – of your organization, your department, a volunteer project or your life – you must be clear about what you want. It’s hard to be committed if you’re not passionate about what you’re trying to achieve. So dream big, and be specific about what success looks like. And get ready for setbacks along the way. “I have missed more than 9,000 shots in my career,” says Michael Jordan. “I have lost almost 300 games. On 26 occasions I have been entrusted to take the game winning shot...and missed. And I have failed over and over and over again in my life. And that is why I succeed.”

Execute your plan. When most companies and people fail to fully realize their dreams, it’s not because the goal was unattainable or the approach to achieving it was flawed. Shortfalls generally occur because of the inability or unwillingness to maintain discipline and do the hard work that’s required. “A winner,” says Larry Bird, “is someone who recognizes his God-given talents, works his tail off to develop them into skills, and uses these skills to accomplish his goals.”

Keep score. Winners love being measured. Losers hate it. If you don’t know what you want, you’ll never find it. If you don’t keep score, you won’t improve. And if you don’t get the under-performers off your team, you’ll never build the credibility, chemistry and confidence that it takes to win. “Bad shooters,” said Princeton coach Pete Carril, “are always open.”

Here’s to you championship season. ■

Pleasing Methods vs. Pleasing Results

Mon, 19 Mar 2012 16:15:00 GMT

One of the most common reasons I hear from leaders about why they struggle with holding colleagues accountable is because they genuinely like the people that are under-performing.
They don’t want to offend a friend.

It seems some leaders have become more concerned about practicing pleasing methods than about delivering pleasing results.

The reality is that accountability doesn’t have to be an “either/or” proposition. When practiced properly, accountability can be a “both/and” invitation.

My 1-day accountability workshop March 30 sets the context for this invitation and is loaded with exercises, tools and tips, including a 4-part formula guaranteed to drive accountability. Only four slots remain and registration closes this Friday.

Space doesn’t allow us to frame the context that we’ll examine in the workshop, but you should know that if you’re postponing a conversation about under-performance because you’re afraid of hurting a person’s feelings, you’re actually hurting the under-performer and you’re hurting your own credibility.

The people on your team know who’s performing – and who’s not.

Accountability starts with you. Postponing a conversation about under-performance doesn’t help anyone.

Culling the Herd

Mon, 12 Mar 2012 19:38:00 GMT

Someone on your payroll needs to go.

You know it, the people that work with this under-performer know it, and the under-performer probably knows it.

Ranchers call it “culling the herd,” the process of removing animals from a group based on specific criteria to reinforce certain desirable characteristics of the group. No problem. Happens every day.

In shows like American Idol and X Factor, about 10,000 people attend initial auditions with the dream of becoming a star. The 10,000 hopefuls are culled to 121 contestants then culled to 30 for the semifinal, where they’re culled again so that 10 top-performing contestants proceed to the finals. Judges and the viewing public cast their votes and the finalist with the fewest votes is culled from the competition until a new winner is crowned. No problem. Happens every season.

In sports, teams hold training camps for veterans, rookies and walk-ons with each player vying for a roster spot. In professional football, for example, the first cut reduces the team to a 75-man roster, the second cut to a 53-man roster. At the end of the season, teams decide – based on performance – who will stay and who must go. This cut can include coaches. And GMs. No problem. Happens every season…unless you’re the Dallas Cowboys.

What about culling under-performers in business?

It’s a big problem for many leaders.

It occurs when you realize you’ve got an under-performer on your payroll but delay having a tough conversation. When you finally address the issue, you feel better because you finally put the issue on the table. With clear expectations, the under-performer either improves, leaves on his own, or is terminated due his unwillingness or inability to perform. Once that happens, your colleagues ask, “What took you so long?”

How accountable are you?

In my work with CEOs and leadership teams of small- and mid-sized businesses, the reasons I hear for not addressing performance issues include:

The belief (hope, really) that the situation will improve

The emotional cost (to you, to them, to both) of confronting the issue

The under-performer is a family member or they’re “just like family” (see above)

Failure to set clear expectations

Have these issues hurt your business performance? Here’s how to find out: Take my free 10-minute Accountability in the Workplace assessment.

When you receive your scores from the assessment, you can confirm areas of strength, pinpoint opportunities for improvement and begin to dig into the reasons you’re getting the results you’re getting.

These issues and others that hinder performance are also addressed in my March 30 accountability workshop in Dallas. We have 10 seats left and registration closes this week, so get more info or register today. We’ll provide 7 action steps leaders can take to improve performance, including a 4-part formula that’s guaranteed to drive accountability.

Culling your herd

Whether you’re culling your herd, force-ranking your employees or maintaining a relentless focus on continuous improvement, the reality is that talent is the single best predictor of future success.

Most leaders have used the economic recession as an opportunity to upgrade talent and eliminate under-performers.

It’s likely, however, that some under-performers are still hanging around your organization and going through the motions. These laggards are missing deadlines, disappointing the high-performing colleagues who are depending on them, and causing you to send mixed signals that under-performance is tolerated.

It’s time for them to go.

As a leader, it’s up to you to make the tough decisions. It’s up to you to cull the herd. Saddle up.■

"Star Wars" accountability

Mon, 27 Feb 2012 19:20:00 GMT

Though I’m not a huge “Star Wars” fan, there’s a line from one of the films that sums up my thoughts on accountability.

Accountability is a form of commitment. Commitment – as Yoda instructs Luke Skywalker – starts in your head and can become a powerful force in the lives of those you lead and influence. Without commitment, little can be accomplished.

My all-day accountability workshop March 30 examines commitment issues, and provides 7 action steps leaders can take to improve performance in their organization, including a 4-part formula guaranteed to drive accountability.

OK, back to “Star Wars.” Ardent fans may recall the scene vividly. Luke Skywalker must retrieve an object that’s sinking into the muck and vital to his mission. It appears all is lost. “Oh no,” Luke says, “we’ll never get it out now.”

Ever hear that from your colleagues? Giving up before starting. Blaming inaction on lack of resources. Playing a victim to circumstance.

To which Yoda replies, “So certain are you. Always with you what cannot be done.”

Luke Skywalker says, “This is totally different.”

“No,” says Yoda. “No different. Only different in your mind. You must unlearn what you have learned.”

“Alright,” says Luke, “I’ll give it a try.”

“No,” says Yoda. “Try not. Do or do not. There is no try.”

“Trying” is an excuse. “We did it!” is for winners.

How committed are your colleagues? How committed are you?

The Impact of accountability

Tue, 21 Feb 2012 21:49:00 GMT

Staples Canada is spending big bucks to manage employee accountability. http://www.retailcustomerexperience.com/article/189253/Staples-Canada-implements-customer-experience-management-program.

The small and mid-sized companies that I work with drive accountability through peer-to-peer relationships – not by spending an arm and a leg on big-ticket technology programs.

Peer-to-peer accountability starts with engaged employees who 1) know what’s expected of them, 2) are empowered to make decisions and 3) supports a peer who’s struggling.

Engaged employees – those that are committed to your mission, vision and values – will help you drive your performance. And your profits.

Consider this statistic. A Gallup study found that earnings per share grew 2.6 times more among those companies with top-quartile employee engagement levels than among those companies with below-average engagement levels.

Here’s a scary statistic. Another Gallup study – announced over the past Labor Day weekend – estimates the “cost of U.S. disengagement at a staggering $300 billion annually.”

What is lack of accountability costing you?

Unhappy customers? Lower profits? Credibility for not addressing under-performance?

Consider my 1-day accountability workshop March 30 in Dallas that’s loaded with exercises, tools and tips for delivering driving accountability in your organization.

Tough Love for Valentine's Day

Mon, 13 Feb 2012 17:43:00 GMT

True or False?

"Everyone in our organization knows the top objectives and understands what's expected of them."

If you’re not sure, and those you direct can’t answer with 100% confidence that they know how you’re keeping score, then you’re not getting the performance you expect and it’s impossible to hold people accountable. High-performing organizations cultivate a culture of accountability.

Consider this a Valentine’s Day tip: Accountability starts by loving someone enough to tell them the truth.

So don’t think you’re doing someone a favor by letting them slide.

When you have the right leaders on your team, they help you drive accountability. Most people don’t want to disappoint their peers.

You’ll know you’re developing a culture of accountability in your organization when the problem-solving, encouragement and support comes from a colleague who wants to support a peer who’s struggling. But when occasional shortfalls become a pattern of under-performance and colleagues can no longer count on a peer to keep their commitment, it’s time to deliver tough love.

Not sure what that looks like? Consider my 1-day accountability workshop March 30 in Dallas that’s loaded with exercises, tools and tips for delivering the tough conversation.

4 Steps Toward Accountability

Mon, 06 Feb 2012 17:15:00 GMT

One of the most important questions you’ll ever ask of someone – whether posed outright to the person or asked silently in your head and pondered in your heart – is, “Can I count on you?”

High-performing organizations are built on a foundation of trust.

Colleagues count on each other to do the things they promise to do. Accountability is doing what you said you would do in the timeframe you agreed to do it.

If your organization’s performance is not meeting your expectations, it’s time to do something about accountability. Before I share four steps you can take toward accountability, consider answering these three questions.

3 Questions to rate your organization’s accountability

If you'd like to participate in a quick survey of leaders I’m conducting, simply reply to this email answering the following three questions. I'll aggregate the responses – don’t worry, no names – and share the findings with you in next month’s bulletin.

On a scale of 1 – 10 (10=high), how would you rate your organization’s effectiveness at holding people accountable for meeting the goals in their plan?

On the same scale, how do you rate yourself?

What’s your biggest obstacle to effectively holding people accountable?

I appreciate your participation in answering these questions. Again, look for an aggregate report next month.

4 Steps Toward Accountability

Assuming the idea of a smoother-running, more profitable company is important to you, consider taking these four steps that separate high-performing companies from the pack:

Commit to putting a plan to paper. Carve out time to prepare your company for its self-improvement initiative. I know – this is time that you don’t really have. But in high-performing organizations, everyone knows what’s expected of them. So isn’t an investment of two days of your leadership team’s time worth the monthly return of improved performance? In my book Lead The Way, I provide a step-by-step approach to developing an effective plan in two days, and you can read what CEOs say about the results.

Involve your team. View planning as trust-building. I’ve heard leaders boast that they can develop a plan in an hour. They probably can. But in most cases, the planning process is vital for your colleagues. A realistic workable plan is half brain, half heart. Give your leaders the opportunity to shape the plan so they’ll believe in it.

Hold regular accountability meetings. Involvement is the first step toward developing a meaningful plan. Commitment is the next step. Remember the bacon-and-eggs breakfast? The chicken was involved but the pig was committed. The planning process should encourage debate and dialogue, which will lead to better decisions, which will lead to commitment, which drives accountability, which produces better results. Once you’ve developed your plan, hold regular accountability meetings to review progress. Are your colleagues involved chickens or committed leaders? You’ll find out quickly in your accountability meetings.

Deliver tough love. When you have the right leaders on your team, they will help you drive accountability. Most people don’t want to disappoint their peers. You’ll know you’re developing a culture of accountability in your organization when the problem-solving, encouragement and support comes from a colleague who wants to help a peer who’s struggling. But when occasional shortfalls become a pattern of under-performance and colleagues can no longer count on a peer to keep their commitment, it’s time to deliver tough love. Not sure what that looks like? Consider my 1-day accountability workshop that’s loaded with exercises, tools and tips for delivering the tough conversation.

It’s time to get moving on your accountability plan.

Your best employees are counting on you.■

How to Defy the Odds of Failure

Tue, 10 Jan 2012 15:43:00 GMT

It's the dawn of a New Year. Make any resolutions?
Studies show that the resolutions most of us make last three to five weeks.
In the strategic planning sessions I lead and the coaching sessions I conduct, I help CEOs and leadership teams set individual and organizational goals and objectives. And I act as a sort of human cattle prod to hold them accountable to the goals they have pinpointed as important to them.

These CEOs and I defy those resolutions studies. Here's how.

The CEOs I work with tell me the process of thinking about a desired outcome and writing it down embeds that idea into their subconscious and begins to harness energy to make that outcome a reality. Then, after defining those goals, we create a plan to hold all employees accountable to those goals, cementing our agreements and guaranteeing a significant increase in the probability the goal will be achieved. A written plan developed by the team is key. The CEOs also say it's good to have a human cattle prod.

Recently, I was reviewing goals I'd set for myself in December 2008. Seems like a long time ago. One goal I'd set was to conduct my accountability workshop in the U.K. by 2011. I didn't know if it was possible, but I wanted to give it a shot. By reaching out to trusted experts who also happened to be friends, last year I traveled to the U.K. and was the keynote presenter at a Vistage Open Day event attended by 100 executives in Cardiff, and then addressed five different CEO groups in London, Coventry, York, Bracknell and then back to Cardiff. What a blast.

It's amazing that when we write something down and hold ourselves accountable, our odds of achieving our resolutions and goals increase.

Leaders are courageous, clear and compassionate

You may recall that New Year's Day fell on a Sunday this year.

My wife and I were in our favorite pew that day and were treated to a message from Rev. Dr. Rebecca Frank that's tailor-made for leaders.

Using Matthew 25:31-46 as her text, Rebecca suggested that there are two kinds of people:

Those that that feel the rain, and those that just get wet.
Those who love Bob Dylan, and those who don't.
Those who make your life brighter and better, and those who make it darker and harder.
Those whose presence brings out the best in you, and those who bring out the worst.
Those concerned about doing the work, and those concerned about getting the credit.
Those who leave you feeling full of life, and those who leave you feeling empty.
Those who listen when others are talking, and those who wait when others are talking.
Those who are motivated by love, and those who are motivated by fear.
Those who give, and those who take.

What kind of leader are you? Which kind do you want to be? Which way of conducting yourself and your business will you choose for 2012?

If you choose the first half of each sentence, here's what to do.

It's up to you as a leader – whether you're leading a family, a department, a volunteer effort or an entire organization – to be both courageous and compassionate, and provide clear definitions of success and hold those in your group accountable to those goals.

And remember, we often judge ourselves by our intentions yet we judge others by their actions. "How we treat people," said Rebecca, "how we use our time and energy and resources, how we either give our best selves – or how we fail to – makes all the difference." Is it giving our best as leaders to have an expectation of someone and not give them a standard for living up to it?

A word of warning

Rebecca also noted that "When you and I choose...the way of generosity it won't always go well. But my philosophy is this: I'm going to get it wrong occasionally, so I'd rather err on the side of grace, and mercy and kindness. We'll all get it wrong occasionally, but let's be those people who err on the side of love."

She shared this perspective that's been attributed to Mother Teresa:

People are often unreasonable, illogical and self centered;
Forgive them anyway.
If you are kind, people may accuse you of selfish, ulterior motives;
Be kind anyway.
If you are successful, you will win some false friends and some true enemies;
Succeed anyway.
If you are honest and frank, people may cheat you;
Be honest and frank anyway.
What you spend years building, someone could destroy overnight;
Build anyway.
If you find serenity and happiness, they may be jealous;
Be happy anyway.
The good you do today, people will often forget tomorrow;
Do good anyway.
Give the world the best you have, and it may never be enough;
Give the world the best you've got anyway.

You see, in the final analysis, it is between you and your God; It was never between you and them anyway.

It's a New Year.

How you lead is up to you.■