blog

Book Club with Blue

Wed, 10 Apr 2013 16:30:02 +0100

Last week, I had the privilege of hosting Tracey Jones and Mr. Blue for my organizations latest incarnation of our Professional Book Club. Our discussion this month was the book True Blue Leadership, which was written by Ms. Jones, with assistance from her dog Mr. Blue. The book offers classic advice on leadership and business success with a unique spin – it was written from the dog’s perspective.

Anyone who owns one knows dogs are pretty observant. I can personally tell you there’s not a person, animal, plastic shopping bag, that goes by our house without my dogs telling me about it. It seems dogs are pretty observant about what goes on in the workplace as well.

In True Blue Leadership, Mr. Blue offers loads of useful advice in ten easy to read chapters. Blue tells us in the first chapter how to work like a dog by working out problems yourself instead of having to bring every little thing to your supervisor. As Blue puts it “When I see a squirrel or a possum in my yard, do I ask silly questions about how it got there? No!!! I take action and immediately escort the intruder off my premises!” Another favorite talks about dealing with the negative people in the workplace, who Blue refers to as life’s vacuum cleaners because they “make a lot of noise and stir up dirt.”

Our employees, who all read the book in advance of meeting to discuss the book together, all thoroughly enjoyed the book and found useful information they could apply in both their work and personal life. They were very appreciative of Ms. Jones coming down to meet us and discuss the book as well as how her background and experiences helped to establish her leadership principles.

As a trainer, I am always looking for ways to enhance the learning experience. I want to inspire individuals to think more, do more, and become more. We offer a lot of formal workshops on leadership, coaching, and soft skill topics. Providing informal learning opportunities such as our Book Club expands the resources to train and develop employees. It’s akin to participating in gym class when you were a kid. In gym class you were exercising, but it was disguised as running around and playing games.

Organizations should utilize more informal learning opportunities to balance out their overall training program. Incorporating books are a fun and affordable way to add another resource to develop employees and build teamwork.

Books Are a Great Component of Training and Development Program

Fri, 28 Dec 2012 20:20:09 +0100

I recently conducted a book club meeting where 15 business professionals got together to discuss Monday Morning Leadership by David Cottrell. If you are unfamiliar with the book, Monday Morning Leadership tells a fictional story of Jeff, a manager caught in a slump, who met with his mentor Tony each Monday morning for eight weeks. During those meetings, Tony instills upon Jeff lessons on leadership. As readers, we come along for the ride of those lessons which include taking responsibility for your actions, creating a plan before a crisis happens, and providing recognition and feedback.

With only 80 pages of actual text, the book is a quick read, yet it still produced enough eureka moments to fill almost a two-hour discussion among my colleagues. This solidified my reasoning for having the book club in the first place; to offer a fun and affordable resource for employees to learn outside of a traditional training class. Its the same way gym class offers students a way to stay in shape without realizing they are actually exercising.

I’ve always appreciated how much information you can learn from books. I don’t mean by just reading words on a page, but by actually soaking up the knowledge and comprehending how the information relates to your own environment. I was once told that as a reader I should "read with the intent to teach”, and I’ve been following his advice, and sharing it with my training classes ever since. Today when I'm reading I’ll reread a paragraph, jot down an idea, or highlight a quote.

There is no shortage of good business books to read and learn from, beginning with the icons: John Maxwell, Stephen Covey, and Zig Ziglar. Not everyone has the time or patience to read a 300+ book. If you are looking for a quick read that tells a story with a message, check out Spencer Johnson and Ken Blanchard. But you don’t need to limit yourself to just the bestselling authors; there are thousands of books out there just waiting to be read and learned from. Also, don’t limit yourself to only books from the business section. I find biographies of great leaders to offer a fabulous source of inspiration and insight.

As mentioned earlier, my book club has started strong, and employees eagerly await the next selection. It's not a huge investment of time or money, and it pays big dividends in knowledge and insight. If your company is looking to start a book club, my friends at Tremendous Life Books offer their Read to Succeed program as an affordable way to provide employees with a different book each month. I am honored to have my book, Sit Stay Succeed! as part of their program.

Regardless of whether you commit to a book per employee/per month or start by passing around a single paperback, I urge you to take advantage of the training powers of employees reading a book. Make sure employees are using this as a learning experience by having them answer a few questions when they are done, such as:

What did they learn from the book?
What are three specific things they are going to start doing or change based on what they read?
If you could ask the author one thing about something he/she wrote, what would it be?
Who would they recommend the book to, and why?

Start your new year right with new and affordable opportunities to develop your employees. Make reading an important part of your training and development curriculum.

Performance Appraisals - When Employees Are Not Flawless

Sun, 04 Nov 2012 16:20:26 +0100

As we near the end of the year, managers prepare for one of their least anticipated projects – the dreaded employee performance appraisal. I recently conducted a workshop with managers on how to properly write and deliver an appraisal. I prefer using the term appraisal instead of a review, because I think it helps put into perspective for the manager how objective and thorough the process should be.

Appraising an employee’s performance is similar to appraising a diamond. There are key elements to look at, and each are rated independent of the others. Diamonds are rated based on their 4 Cs: color, clarity, cut, and carat. People generally refer to a diamond ring by its size, or carat. A 3-carat diamond may sound impressive, but people won’t buy it if it is yellowed, dull, and has viable flaws. The size of the ring may be substantial, but its appraised value depends on the sum of all of its parts.

Appraising an employees’ work performance is a similar process. Every review I have ever been associated with rates employees in various categories such as quality of work, quantity of work, job knowledge, teamwork, customer service, attendance, supervision, and goals. Employees’ performance should be measured based on the specific behaviors for each category, independently from the others. When measuring performance, ensure you are fair, clear, specific, and consistent with your expectations as well as with the scoring of other employees. A fair rating is based directly on the actual employee performance compared to expectations. I usually start by rating an employee as “meeting expectations” and then decide what he/she did throughout the rating period to justify moving the rating up or down.

Beware of falling into the trap of allowing certain factors to unduly influence your rating, such as experience. Just because an employee has been in the same position for a number of years and knows “everything about the job” doesn’t mean he/she is a high performer. An employee may possess a high degree of job knowledge and be ranked high in that category. However, if he/she is not effectively applying that knowledge, his/her score in quality of work may suffer. If your company assigns each category different weights, the high score in knowledge may not fully balance the low score in quality. To me, I’m not as interested in how much my employees know if they don’t perform the job well. I wouldn’t give my wife a big diamond ring if it looks like crap.

Other factors that may sway your judgement:

Confusing personality or personal feelings about an employee with his/her actual performance. Just because your dad gave your mom that diamond ring for their engagement doesn’t make it more valuable.

Assuming an employee’s past performance dictates current performance. Your insurance company urges you to appraise a diamond ring annually, and value is based on current conditions.

Failure to see certain types of employee deficiencies because they mirror your own.

Considering the employee’s potential rather than his/her actual accomplishments.

Having such a high level of expectations, you become disappointed when the employee’s performance doesn’t match up. Stop looking for the perfect diamond. Most imperfections are so minute they cannot be detected by the naked eye.

When it is time to review the appraisal with the employee, be honest. Avoid the temptation to soften the blow for low scoring areas by being vague and dismissive. Honesty and candor are required. It is your responsibility to point out both areas of success as well as areas needed improvement. Illustrate the employee’s strengths and weaknesses with specific examples to underscore your point of view. Use words and expressions that will relay your meaning without causing offense or misunderstandings.

Focus on specific behaviors, results, and contributions. Avoid speculation on an employee’s attitude or motivation. Instead, keep the emphasis positive by identifying what could have been done differently or can be done differently to improve performance. Be careful not to get caught up in arguing over undesirable areas of the appraisal. The more argumentative a person is, the more necessary it will be for you to prepare for the interview, speak about specifics, and stick to the facts. The employee does not necessarily need to agree with your assessment, but does need to understand the reasoning behind your views.

If your employee is doing well, discuss ways of continuing their growth – including any opportunities for advancement. If your employee is not doing well, discuss a plan for improvement. The plan should have specific goals, time-frame, and opportunities to follow-up along the way.

Remember, performance appraisals should never be a surprise. Employees should be made aware of any unsatisfactory job performance with coaching sessions throughout the year.

Are Managers Enabling Employees to Under-Perform?

Wed, 03 Oct 2012 03:17:59 +0100

As a trainer focused on improving employee performance and development, I received one of my least favorite emails recently. It was from a manager asking me to provide training to solve an issue that wasn't a training problem. On the bright side, it did give me an opportunity to introduce the manager to my KIMBA Principle, and inform him how the root cause of performance issues revolve around Knowledge, Inhibitors, Motivation, Boundaries, and Abilities.

In his book Supermotivation, Dr. Dean Spitzer quotes a surveys that states 84% of employees readily admit they could perform better at work simple if THEY WANTED TO! Throwing training at these employees is only going to waste money and time, and cause more frustration. Training resources would be better spent providing managers with a way to motivate and engage their staff to want to perform.

During my leadership and coaching workshops I always remind managers that employees are their greatest asset. It’s true. A skilled carpenter wouldn't go to work without first investing in a quality toolbox. By the same token, managers shouldn't try to lead a successful business without investing in their employees. Just like a carpenter needs to know how to keep his tools sharp and in working order to effectively perform the tasks of his job, leaders need to know how to keep their employees motivate and engaged to be successful as well.

I know many of you are still thinking about the 84% and wondering if it’s true and if it applies to your department. Here’s a quick exercise I do with employees. I inform them when I say “go”, I want them to hold their hand as high in the air as they can, and leave it there until I give them the next instruction. On my “go”, I see hands high in the air. “OK, raise them higher” I urge, and after a few seconds I excitedly challenge them to go “even higher”. Both times I see my participants able to raise their hands higher in the air than before. When I finally allow them to lower their hands I asked what happened. My initial instruction was to raise their hands as high in the air as they could, yet somehow they all were able to give me a little more.

It’s human nature for people to hold back. As a leader, you need to understand what motivates your employees by engaging them and taking notes. Reward employees for successful results either through a structured incentive program, time off, free lunch, or simply recognition and positive reinforcement. Hold employees accountable for under-performing by coaching, documentation, and ultimately with disciplinary actions.

In the situation I described at the beginning of this post, the employee stopped performing a specific task because it was something she didn't like doing and there was no penalty imposed by the manager for not doing it. This is the Boundaries part of the KIMBA Principle – the manager didn't set it, or hold the employee accountable. This is the most common cause of under-performance I've seen in the workplace; it occurs because the manager allows it to occur. We all push limits if we know we can get away with it. Do you ever drive faster than the speed limit? That’s not a trick question. Why do you think that normally law-abiding citizens break the law every day and think nothing of it? It’s because you know you won’t get a ticket unless you get caught, and even then you may be able to get off with just a warning. You also know that a traffic cop won’t pull you over for going just a few miles over the speed limit, so a 45mph zone becomes 50. The same thing is happening at work.

Motivation and Boundaries are main two factors of The KIMBA Principle a manager should focus on. By providing a reason for employees to perform well and holding them accountable if they don’t, you will see performance increase. At the very least, you’ll see it in 84% of your employees.

Choosing Role-Models More Wisely

Thu, 26 Jul 2012 09:54:03 +0100

The statue of former Penn St football coach Joe Paterno was removed in the wake his actions, or inactions, surrounding a child molestation scandal. This followed his name being removed from a building at Nike headquarters and a college football conference championship trophy. This is not a referendum on Penn State or its former coach, but on the way we have taken to athletes as role-models based solely on their accomplishments on a field of play.

Once upon a time, we reserved naming buildings and erecting monuments for the upper echelon of leaders, heroes, and role-models. I live in the Philadelphia area, and local schools are named for past presidents such as Washington, Lincoln, Roosevelt, Truman, and Kennedy. You can drive your car down JFK Boulevard and MLK Drive. Ben Franklin *had as many inventions as places which adorn his name, including schools, streets, a science institute, and shopping mall.

Two of the most famous statues in Philadelphia are of inanimate objects, including the word LOVE. The largest statue is of William Penn. His 27 ton likeness sits atop City Hall in recognition of his involvement in planning and developing the city. Probably the most famous statue is of Rocky Balboa. Rocky was a movie prop and donated to the city after the release of Rocky III. The statue has come to symbolize the Philly blue-collar attitude of determination, perseverance, and going after your goals.

Sports are entertainment. They are not a way of life, but a short diversion from it. A game is a three hour mental vacation from the real issues that face us each day. It is a time to bond with friends, and a link between fathers and sons. Your favorite sport is not a religion. If you think it is, I remind you the Peoples Temple was a religion too. If you don’t get that reference, may I suggest you Google something other than the new BCS playoff format.

Now before you think this post is coming from some elitist snob, let me set the record straight. I love watching sports; especially the local teams. I enjoy the excitement of being at the field or arena, especially playoff time. But I know it’s just a game. Regardless of a Phillies win or loss, I still have to go to work the next day and pay bills. Ryan Howard’s salary averages over $140K a game, and he gets that whether he hits a homerun every at bat or strikes out. As Sonny told “C” in the movie A Bronx Tale: “Go ask Mickey Mantel to pay your rent, and see what he says. He doesn’t care about you, why should you care about him?”

People need role-models to look up to and emulate. Real role-models have a passion and ability to succeed and inspire others to succeed as well. They have a clear set of values, act with integrity, and generally care about others. Their time to inspire starts the moment they wake up in the morning, not at a 1:00 kick-off.

In addition to choosing better role-models, we should also return to honoring the real heroes of our country. Each year, men and women pay the ultimate sacrifice defending our liberties we take for granted as Americans. We should find a better way to honor their commitment with something other than a hot dog and beer during a three-day weekend in May. In the weeks and months that followed September 11, 2011, we recognized the contributions of our police force and firemen across the country. Real heroes try to get into a burning building while everyone else is trying to get out.

My dad was a member of our “greatest generation.” WWII veterans upheld democracy by defeating the evil Axis Alliance. Those brave men returned home as heroes to ticker-tape parades, and history books had new leaders named Eisenhower, Patton, and MacArther. When my dad returned home from the war he started a business, got married, and raised a family. He worked hard until he retired at 65. He accomplished this all without using performance-enhancement drugs, running a dogfighting ring, evading taxes, or running over police.

Hall of Fame basketball player Charles Barkley created controversy in his playing days by saying athletes shouldn’t be role-models. “A million guys can dunk a basketball in jail” he said, “should they be role models?" Eli Manning may be able to hit a moving target with a football from 50 yards away, but you’re not going to call him when your house is on fire. While Jordan performed magic with a basketball and pair of high-tops, that’s nothing compared to what Jesus could do with a few loaves of bread and a pair of fish.

Joe Paterno was enshrined in the NCAA record book for winning 409 college football games and 24 bowl games, both records at the time (prior to NCAA sanctions). John Sheppard, a 75 year old from Ft Myers, Florida, is enshrined in the Guinness Book of World Records for donating 315 pints of blood. Enough to help save almost 1,000 lives. Now that’s worthy of a statue.

Leadership Development Creates Successful, Innovative Companies

Mon, 11 Jun 2012 14:36:59 +0100

Companies that make developing their leaders a priority are more innovative and successful according to a recent survey. The Hay Group, a talent-management consulting firm, identified the best managed companies in 2011 and determined they all place a premium on emphasizing flexibility, customer service, new ideas, and collaboration. It’s no wonder the top twenty consists of some of the giant names in business, including IBM, Microsoft, McDonalds, Southwest, and GE. (I’ve listed the complete top twenty below).

The Hay Group concluded the top companies are successful, in part; by the way they seek innovative solutions and broaden their perspectives. They found the top companies:

Pursue multiple strategies to incorporate different perspectives in the workplace.
Create room for new ideas, and look for them everywhere in their organizations.
Value differences, and seek cultural, ethnic, and national diversity.
Engage the next generation, who value sustainability and bring their ideals to work.
Deliberately seek to expand their employees' capabilities and professional experiences.

The study found top companies value teamwork and collaboration. Nearly 90% of employees surveyed from the top 20 companies said their organization “evaluates and rewards our leaders based on their ability to build excellent relationships with their peers.” The companies are also willing to think outside the box to develop new ideas. Over 80% of employees said their company “runs unprofitable projects to try new things.” Implementing an unprofitable project just to see if it might work and be successful, now that’s innovative.

It should be no surprise that effective leadership breeds success. Over a ten-year period, the top 20 ranked companies in this finding outperformed the S&P 500 at twice the rate of other companies!

The bottom line is an organizational culture that values leadership development, promotes employee collaboration, and focuses on their customer will continue to grow, sustain relevancy, and remain profitable even during tough economic times.

The following are the top 20 companies from The Hay Group 2011 Best Companies for Leadership report.

1- General Electric
2- Proctor & Gamble
3- IBM
4- Microsoft
5- Coca-Cola
6- McDonald's Corp
7- Accenture
8- Wal-Mart
9- Johnson & Johnson
10- Unilever
11- Toyota
12- Nestle
13- 3M
14- Southwest Airlines
15- Exxon Mobile
16- PepsiCo
17- Siemens
18- Shell
19- Dow
20- FedEx

Making the Book (Part II)

Wed, 09 May 2012 09:57:50 +0100

My first visit to Tremendous Life Books was on a hot July day. TLB is located in Mechanicsurg, PA which is just outside of Harrisburg, or about a two-hour drive for me. The Pennsylvania Turnpike cuts through rural PA, so the drive takes you through an area where cows line the side of the road. When I walked in the doors, the first one to greet me was Mr. Blue, the Chief Motivational Hound at TLB. As mentioned in Part I, Mr. Blue had recently pawthored his own book – True Blue Leadership, which provided his thoughts on leadership and management skills from his canine perspective. After introducing myself to Mr Blue, I met Tracey Jones and Jason Liller both in person for the first time, and we sat down to discuss the book.

I was flattered to hear how much they liked the concept and were anxious to proceed with publishing. We talked about the process, and threw out ideas for a title and front cover. One key suggestion Jason had was to make the book, in his words, more “dog-centric.” Each chapter began with a story about the dogs which became a metaphor for the lesson of that chapter. For example, there is a chapter about choosing the right breed which details how Ann and I decided on originally getting Baleigh. We were looking for certain characteristics in a dog. We wanted a companion for Ann when I was away, but didn’t want a large or high maintenance dog, because Ann had never owned a dog before. The chapter makes the correlation that when searching for an employee you need to hire based on certain characteristics, skills, and abilities for your organization. If you are hiring a front-line employee (like a teller in a bank or credit union), he/she needs to be friendly and engaging. Being a friendly person is not really a skill you can train, people either are friendly or they’re not.

While there were chapters which intertwined stories involving Baleigh and Kimba with stories from the job and in the classroom, other chapters had the dogs MIA. Jason suggested mixing more stories about the dogs into each chapter. The following weeks were spent working on the changes Jason suggested. Luckily, Baleigh and Kimba have provided Ann and me with more than enough stories over the last couple of years. A Kimba Recap was added to the end of each chapter which bullet points the main ideas of that section.

If coming up with an idea for a book and writing it is the hard part, then editing and proofing it must be downright gruesome. By the end of the year I saw the first edited draft, and it was great. The editors really tightened up and polished the manuscript. I saw Tracey and Jason again in December. We discussed a possible spring release and threw around some ideas for a title. Up to now, we were referring to the project by its working title of Man’s Best Friends, but we knew that wasn’t going to make the cover of the book. I do some of my best thinking when I am at the gym. A couple weeks later I was thinking about the book while on the treadmill. An idea hit me, and as soon as I got off the treadmill I emailed Tracey. She loved it. The book now had a title – Sit Stay Succeed!

Returning Training to Your Budget

Fri, 27 Apr 2012 09:54:01 +0100

Employees are every organization’s biggest asset. The new employee you hired yesterday and trained today will be your leader of tomorrow. A study by the American Banking Association (ABA) concluded “institutions that demonstrate the greatest commitment to human capital enjoy the greatest returns.” The good news is your employees feel the same and are receptive to developing their skills and learning new things.

In a bad economy, one of the first expenses to get cut is the training budget. The recent economic downturn was no exception. According to the American Society of Training and Development (ASTD), there was a 21% reduction in all training budgets between 2007 and 2009. This figure was consistent over various professional industries. The good news is organizations have begun to increase their training budget over the last two years.

Training wasn’t the only casualty of a poor recession, as companies were forced to downsize and eliminate employee positions. Often the first to go are the higher paid managers, who are also usually the most experienced leaders. They have been replaced with less experienced managers who are struggling to learn on the fly how to supervise overworked and underdeveloped employees without themselves receiving the proper training to do so.

The fact that organizations are once again in the position to reinvest money into their employees through training and development initiatives is a welcomed sign. Now that the resources and desire are there, where should companies begin? An efficient training program cannot be purchased like a ski cap or new suit. One size does not fit most, and you can’t grab it off the rack and have it fit without needing alterations. The biggest concern I have is when one organization tries to copy another’s training program and deliver it verbatim. Design, modify, and evaluate your program based on the unique needs of your own organization and employees. In order to make sure the training is successful, make sure it is in alignment with your company’s culture and overall strategy. Establish metrics you can use to evaluate the effectiveness of your program in short and long-term periods.

Training on a budget? You don’t have to break the bank to create an effective program. Create a mentoring program where experienced leaders can help develop the soft skills of a new or potential manager. Perhaps a more technical-savvy employee can offer computer or social media tips someone not as skilled. You could also create a series of ‘lunch and learn’ segments where subject-matter experts can present focused learning on specific topics. Order a couple of pizzas for a more casual and appreciative audience.

However you design it, a powerful training and development program will boost productivity and retention. The investment you make in the growth of your employees will pay dividends in the long run.

Making the Book (Part I)

Fri, 20 Apr 2012 09:56:08 +0100

I am excited to announce my latest book will be released within the next few months from Tremendous Life Books. The book is geared towards managers, with tips on how to develop, coach, and motivate employees. The book takes a unique approach, sounding more like advice you would receive from Caesar Milan than you would from Steven Covey. Over the next few weeks I am going to use this blog to provide you the backstory on how the book took shape.

The concept started from an analogy I use in management workshops. I often work with managers looking for better ways to develop, coach, and motivate their employees for success. Managers are busy people, and there is a lot of demand on their time throughout the day. Sometimes the reason for an employee’s poor performance steams from the fact that expectations have not been clearly communicated to him/her. My analogy is about training a new puppy to sit and stay. The pooch doesn’t know what sit and stay means, and even if he did, he doesn’t understand why it’s important to comply. You need to show him, reward him, and reinforce. It’s the same basic concept with employees.

Last year, I was asked to submit an article for the Credit union Executives Society (CUES) website. This would be my second article written for CUES. I relied on my dog metaphor, and wrote the article How Your Dog May Hold the Key to Training and Coaching Employees, which they published in April. Overall, the article received great feedback. At first glance, some people questioned if I was inadvertently comparing employees to dogs. That’s not the case at all. The focus wasn’t on the employee or even on the dog, it was on the manager who was more adept to communication and comprehending their pets at home than they were their employees at work. Once managers read through the entire article, they found the advice to be fun and practical. The positive comments encouraged me to expand my original metaphor and tell more stories. Within a few weeks, I had enough material for the basis of an entire book.

I self-published my first book, Promotions Are Not Served At The Deli Counter. With this book, I really wanted to get it distributed through a traditional publisher. I contacted Tremendous Life Books based on a recommendation from a training/speaking colleague of mine, Al Walker. Al told me about how wonderful the people were at TLB, and what a great relationship he forged with them as they published his latest book The Sheep Thief. Tremendous Life Books was founded in 1965 as Executive Books by noted speaker and author Charlie “Tremendous” Jones. Charlie Jones was an advocate of reading, as he often said “you will be the same person five years from now except for two things: the people you meet and the books you read.” After Charlie Jones passed away in 2008, his daughter Tracey became president and rebranded the company Tremendous Life Books to honor her father.

The individuals at TLB were as professional and personal as I could ever expect. My draft manuscript was initially received by Jason Liller. Jason is responsible for many things at TLB including author submissions. Jason read my manuscript and passed it along to Tracey Jones. Unbeknownst to me at the time, Tracey is a huge dog-lover. TLB was in the process of releasing its own dog-centric book, True Blue Leadership. Written by Tracey, True Blue Leadership provides leadership lessons from the perspective of her dog Mr. Blue. Tracey emailed me after a few weeks to let me know how much she liked what I had written. TLB is headquartered in Mechanicsburg, PA which is about a two hour drive away. We arraigned a day in August for me to drive up to meet everyone and talk about the book.

Coming Next...meeting with TLB

Titanic Lessons of Leadership

Thu, 29 Mar 2012 23:55:00 +0100

We are approaching the 100th anniversary of the sinking of the Titanic. The tragedy provided material for many stories; perhaps you’ve seen a movie? There are also business and leadership lessons we can learn from that fateful night of April 15, 1912.

The Leader is Always Responsible - The maiden voyage of Titanic was Capt. EJ Smith’s retirement trip. His final duty was to steer the grandest ship ever built into New York Harbor. However, Capt. Smith took many safety issues and precautions for granted that trip. He ignored multiple iceberg warnings from crew and neighboring ships. He ignored safety concerns by pushing the ship to its limits the first time out in the attempt to reach New York two days ahead of schedule.

President Harry S Truman displayed a sign on his desk: The Buck Stops Here. He knew the responsibility assumed in a leadership position. The leader is responsible for everything the organization does – or fails to do. In a disaster, the captain goes down with the ship.

Bigger Does Not Mean Better – The bigger the organization, the more difficult it is to steer, direct, and change. In large organizations, policies and procedures may sometimes circumvent common sense. Titanic was such a large ship, it took nearly a minute to steer away from the iceberg, a fact which many believe was the biggest factor in its sinking. By slowly steering away, it allowed the iceberg to rip a large gash in the side of the ship.

Reevaluate Policies and Procedures – Titanic has been often accused of not having enough lifeboats aboard the ship, but that is somewhat misleading. According to regulations of the time, the number of lifeboats required onboard a ship was in direct proportion to the ship’s weight. However, the regulation stopped calculating at 10,000 tons, for a maximum of 16 lifeboats. Titanic, over 46,000 tons, carried exactly 16 lifeboats.

After Titanic sank, the regulations changed to calculate the number of lifeboats to the number of passengers aboard the ship. As a leader, you should routinely review and reevaluate the policies and procedures of your organization. Has there been a shift in company culture or focus which warrants change to policy? Just because things always worked a certain way does not mean it cannot be done more efficiently or successfully. Be proactive in looking for improvements instead of waiting for problems to occur.

Technology Cannot Replace Personal Intuition – Prior to Titanic’s voyage, Capt. Smith was quoted as saying “I cannot imagine any condition which would cause a ship to founder. Modern shipbuilding has gone beyond that.” Computers and other technology are an acceptable way of life. Modern technology allows us to perform our jobs easier, quicker, and more efficiently. However, people may rely too much on technology. Titanic’s new Marconi wireless telegraphy system may have been too cutting-edge to be effective. Neighboring ships were still relying on basic Morse Code, they didn’t know how to operate and receive the newer Marconi messages.

The best computer in your company cannot replace the life experiences of employees within the organization. Leaders have the responsibility to make difficult decisions all the time. Decisions are made based on an abundance of information, and modern technology makes obtaining that information quicker and easier than ever before. However, the final decision rests on how the leader interprets that information.

Value the Importance of Proper Training – As the Titanic was sinking, crew members struggled with releasing the lifeboats. There was no proper training on how to utilize the lifeboats in the event of an emergency. Lifeboats that were released were improperly loaded with too many or too few passengers, and only one returned to attempt to recover more passengers.

Effective leaders understand the importance of a proper onboarding and training program. Employees are their company's greatest asset. As such, they should be afforded opportunities to be properly trained and develop their skills to be more productive and promotable. If we fail in preparing and developing our employees, we fail our customers and everyone else who depends on our business to succeed.