Occupy North Jefferson. Is it that different than Occupy Wall Street? We think that our town is different in the notion of challenges and problems, but from Wall Street to Main Street, we are really quite similar. Job creation, economic concerns, debt, local government, and a desire for accountable leadership all hit a resonant cord for both communities.
Just as “All Politics is local” so I have found that “All Job creation is local.” You can’t open the paper or turn on the news and not find a discussion of the topic, so perhaps now is the time to put down the remote, fold up the paper, and stop with the finger pointing. How about a good dose of “roll up your own sleeves and get busy” instead?
In Jim Clifton’s article for the Gallup Management Journal this week, he writes that “fixing America’s problems with job creation can only be accomplished one city at a time.” Well, it that is the case, and then let us begin with our own town or towns.
Here in the North Jefferson area, we already have strong leadership in place. We may not see eye to eye, and we certainly may disagree on many topics and decisions, but that does not make our leadership weak. Clifton continues to state that “A natural order is already present, in governments and local business and philanthropic entities. Every city has strong, caring leaders working on numerous committees and initiatives to fuel their local economic growth -- let's call it the city GDP -- and to create good jobs. The feat these leaders have to pull off is doubling their entrepreneurial energy by aligning all their local forces.” That means we must stop looking at our neighboring cities as competitors, and start viewing them as allies.
In his words, “They succeed by declaring all-out war.” A war on job loss, a war on low workplace energy, on healthcare costs, on low graduation rates, on brain drain, and on community disengagement.” Those things destroy cities, destroy job growth, and destroy city GDP. Every city requires its own master plan that is as serious as planning for war.
I would add that this master plan, or community development plan, will only be affective if the leaders communicate the plan to the people of the city. It is equally important as well to embrace the success of your neighbors and help them to participate in the growth war. For certain, the last thing that you need is for an excelling city to be surrounded by declining cities.
Clifton goes on to point out that we should remember what Washington, and Government is about really. “In defense of Washington, it wasn't originally set up to be the nation's economic engine. The U.S. government has seeded whole industries through land grant universities, defense contractors, and scientific and medical researchers to name just a few. But the government has never, will never, nor should it be expected to ignite badly needed sustainable economic booms. These economic booms originate in the souls of individuals,” he writes.
How do you know if your city is on the right track for improving debt reduction and increasing jobs creation? If your city leadership is looking for more legislation, more stimulus and more (tax) money to solve your cities problem, and then you probably need to look for new city leadership first. Stop what you are doing if it does not create real, meaningful jobs. Clifton writes, “Everybody in charge of anything needs to focus on job creation. If they divert their attention, vote them out. Be ruthless. If the bike path doesn't have anything to do with job creation, there is no bike path. If rezoning improves the jobs outlook, rezone. This is what leadership should work on everyday, and it “should get city leaders up in the morning, what they should work on all day, and what should keep them from getting to sleep at night.”
As you move in to your week, think about how you work with your company, philanthropy or local government and if it is affectively working in tandem with surrounding communities. Every city needs a team of leaders that work well of course, but not in isolation. Your town I am certain is just like mine with multiple boards, committees and leadership appointments. Take a close look. Are they a reshuffle of the same stagnant minds without change for too many years? Or are you bringing in new thought leaders that learn from the old, but embrace the change of the new? Are you marching to the beat of the same old drum, or are you encouraged to at least on occasion ask for someone to change the station and say no to the same old song?
AdVISE
Friday, October 21, 2011
Monday, October 10, 2011
Management vs. Leadership
Management vs. Leadership. Is there a difference? Managers focus on processes, leaders however take the special role of, well, leading. Leading people. Having a vision. Making the hard calls, and sticking through tough times.
In that vein, I came upon information this week on the Kaufmann Foundation. The Ewing Marion Kauffman Foundation is often referred to as one of the largest foundations in the United States—or as the world's largest foundation devoted to entrepreneurship. What strikes me as particularly relevant to our area is the idea of the Tug Boat leverage philosophy that comparatively small organizations like the Kaufmann have accomplished. According to the mission of this organization, which keeps the noted company of the Bill and Melinda Gates Foundation, is the idea of the small leading the many. Some of us work at massive organizations striding forth to remake the world, but many pull from a talented few people engaging with many, many others to make a difference together. You get the image of this giant ocean liner being pushed along by the seemingly tiny tugboat.
So where is your fit for this leadership mind set? I did a bit of searching to take a deeper look at this idea of Tug Boat Leadership and I came upon the writings of Geoffery Webb and his site called Leading on Purpose.
Webb has a few suggestions for us to consider on leading intentionally.
1. Small moves have big impacts. Unless absolutely needed, tugs don’t over-steer their vessels with dramatic movements. A little here and a little there is all it takes. Likewise leaders should be looking ahead, anticipating changes, and responding with strong, small moves to set their organizations on their best course. We see this in organizations with low attrition rates where they take the loss of an employee personally. Companies stay competitive when they take the time to retrain employees and keep that “Corporate Memory” in house and not lose it to another organization. Retraining and reinvesting in employees can go a long way to rebuilding the loss of loyalty that is so pandemic today.
2. There’s no autopilot. Many leaders seek to find a comfortable status quo, a place of rest where they can sit back and relax. There is no autopilot for a tugboat—or for a leader. Guiding an organization through ever-changing environments takes constant vigilance. The moment you think you’ve “figured it out” is the when you—and your organization—are most at risk. Your company or team needs constant tending, and keeping a strong focus on your mission is critical. Plunge head first into change and make it happen. Or as Winston Churchill said, “To improve is to change; to be perfect is to change often.”
3. It’s not about you. Tugs know that they exist to serve a purpose. Their job is to safely move vessels weighing thousands of tons through challenging waterways. Ultimately, as a leader, it’s not about you either. It’s about moving your organization, your employees, your customers, your clients safely through the hazards around them. Now that is a “Gee Whiz” concept for many leaders who forget that the job is to help the team. The job is to grow the city, build the company, and never once take the credit. Think it is all about you do ya’? Well how affective will you be when you are the only one standing on the field in the uniform?
Take some time to think about how you are doing as a leader, or a manager, as these two roles are really hard to separate. And remember, take care of your customers or someone else will.
In that vein, I came upon information this week on the Kaufmann Foundation. The Ewing Marion Kauffman Foundation is often referred to as one of the largest foundations in the United States—or as the world's largest foundation devoted to entrepreneurship. What strikes me as particularly relevant to our area is the idea of the Tug Boat leverage philosophy that comparatively small organizations like the Kaufmann have accomplished. According to the mission of this organization, which keeps the noted company of the Bill and Melinda Gates Foundation, is the idea of the small leading the many. Some of us work at massive organizations striding forth to remake the world, but many pull from a talented few people engaging with many, many others to make a difference together. You get the image of this giant ocean liner being pushed along by the seemingly tiny tugboat.
So where is your fit for this leadership mind set? I did a bit of searching to take a deeper look at this idea of Tug Boat Leadership and I came upon the writings of Geoffery Webb and his site called Leading on Purpose.
Webb has a few suggestions for us to consider on leading intentionally.
1. Small moves have big impacts. Unless absolutely needed, tugs don’t over-steer their vessels with dramatic movements. A little here and a little there is all it takes. Likewise leaders should be looking ahead, anticipating changes, and responding with strong, small moves to set their organizations on their best course. We see this in organizations with low attrition rates where they take the loss of an employee personally. Companies stay competitive when they take the time to retrain employees and keep that “Corporate Memory” in house and not lose it to another organization. Retraining and reinvesting in employees can go a long way to rebuilding the loss of loyalty that is so pandemic today.
2. There’s no autopilot. Many leaders seek to find a comfortable status quo, a place of rest where they can sit back and relax. There is no autopilot for a tugboat—or for a leader. Guiding an organization through ever-changing environments takes constant vigilance. The moment you think you’ve “figured it out” is the when you—and your organization—are most at risk. Your company or team needs constant tending, and keeping a strong focus on your mission is critical. Plunge head first into change and make it happen. Or as Winston Churchill said, “To improve is to change; to be perfect is to change often.”
3. It’s not about you. Tugs know that they exist to serve a purpose. Their job is to safely move vessels weighing thousands of tons through challenging waterways. Ultimately, as a leader, it’s not about you either. It’s about moving your organization, your employees, your customers, your clients safely through the hazards around them. Now that is a “Gee Whiz” concept for many leaders who forget that the job is to help the team. The job is to grow the city, build the company, and never once take the credit. Think it is all about you do ya’? Well how affective will you be when you are the only one standing on the field in the uniform?
Take some time to think about how you are doing as a leader, or a manager, as these two roles are really hard to separate. And remember, take care of your customers or someone else will.
Wednesday, September 28, 2011
AdVISE: Northern Beltline/ I422 and Growth for the North J...
AdVISE: Northern Beltline/ I422 and Growth for the North J...: The Alabama Department of Transportation (ALDOT) has scheduled two public hearings to allow the public to be heard on the issue of the North...
Northern Beltline/ I422 and Growth for the North Jefferson Area
The Alabama Department of Transportation (ALDOT) has scheduled two public hearings to allow the public to be heard on the issue of the Northern Beltline.
This important public meeting is for just that, The Public. This is your time to speak publically on your opinions and to become fully informed on the information to date surrounding this important regional project. In advance of the meeting please seek out information by visiting the dedicated website of www.finish422.org for more insight.
As we have discussed here before, the idea of a beltline dates back to the 1960s. Through the unified voice of ALDOT and the Coalition for Regional Transportation progress on the Northern Beltline project is being made.
Paul Vercher is the Chairman of the Board for the Directors of the Coalition for Regional Transportation. Board members include Applied Research Center of Alabama, Birmingham Business Alliance, Brasfield & Gorrie,
Drummond Company, Energen/Alagasco, Greater Birmingham Association of Home Builders, Saiia Construction, Thompson Tractor, US Steel, and Vulcan Materials. Vercher works for US Steel and joined the company to fill the newly created role of manager-state governmental affairs and will manage the company's governmental affairs activities at the state and local levels in Alabama, Arkansas, Oklahoma and Texas.
There are dozens of official resolutions of support from our area to include Gardendale, Fultondale, Graysville, Adamsville, Brookside, Kimberly, Warrior, Tarrant, Morris and more. “These tangible signs of support are evidence of the broad and diverse coalition the Northern Beltline has garnered throughout our region,” said Vercher.
Like the economic and jobs growth spurred by I-459 in the southern and eastern parts of the Birmingham metropolitan area, I-422 (Northern Beltline) will do the same for the western and northern areas of Birmingham and Jefferson County according to their website.
And don’t forget I22, which we can all clearly see coming right along. This multi-level stack interchange is planned for the location between the current U.S. 31 Fultondale trumpet interchange at Exit 266 and 41st Street interchange at Exit 264. Upon completion of I22, Fultondale will be the only city other than Birmingham, Montgomery and Mobile to be served by more than one two-digit interstate highway (I-65 and I-22).
Ask your questions. Get your facts. Understand what this means not just to our area, but to you.
This important public meeting is for just that, The Public. This is your time to speak publically on your opinions and to become fully informed on the information to date surrounding this important regional project. In advance of the meeting please seek out information by visiting the dedicated website of www.finish422.org for more insight.
As we have discussed here before, the idea of a beltline dates back to the 1960s. Through the unified voice of ALDOT and the Coalition for Regional Transportation progress on the Northern Beltline project is being made.
Paul Vercher is the Chairman of the Board for the Directors of the Coalition for Regional Transportation. Board members include Applied Research Center of Alabama, Birmingham Business Alliance, Brasfield & Gorrie,
Drummond Company, Energen/Alagasco, Greater Birmingham Association of Home Builders, Saiia Construction, Thompson Tractor, US Steel, and Vulcan Materials. Vercher works for US Steel and joined the company to fill the newly created role of manager-state governmental affairs and will manage the company's governmental affairs activities at the state and local levels in Alabama, Arkansas, Oklahoma and Texas.
There are dozens of official resolutions of support from our area to include Gardendale, Fultondale, Graysville, Adamsville, Brookside, Kimberly, Warrior, Tarrant, Morris and more. “These tangible signs of support are evidence of the broad and diverse coalition the Northern Beltline has garnered throughout our region,” said Vercher.
Like the economic and jobs growth spurred by I-459 in the southern and eastern parts of the Birmingham metropolitan area, I-422 (Northern Beltline) will do the same for the western and northern areas of Birmingham and Jefferson County according to their website.
And don’t forget I22, which we can all clearly see coming right along. This multi-level stack interchange is planned for the location between the current U.S. 31 Fultondale trumpet interchange at Exit 266 and 41st Street interchange at Exit 264. Upon completion of I22, Fultondale will be the only city other than Birmingham, Montgomery and Mobile to be served by more than one two-digit interstate highway (I-65 and I-22).
Ask your questions. Get your facts. Understand what this means not just to our area, but to you.
Thursday, September 8, 2011
Pro-Business: Real or Rhetoric?
Question: What does it mean to be Pro-Business? After all, business no longer simply means factory. Do you mean pro educated work force or do you mean pro-labor? Do you mean short term profit or long term growth? Newly appointed Alabama Development Office Director, Greg Canfield, put the question to his BCA audience. BCA members, Chamber of Commerce leadership, and Legislators met at the recent BCA Committee Days held in Prattville this week. In his words, Canfield expressed Pro-Business as job creation, pro-education, and pro-community development. In his words, Pro-Business is fostered in the self-reliant environment that drives to the full limit of ability.
Appointed by Governor Bentley, Canfield states his new role to be a “welcomed opportunity.” Canfield expressed his passion for his new role, but also his willingness to “give some thought to what I am doing.” Alabama is viewed as a national leader in more than just athletics according to Canfield. The Alabama reputation for economic recruitment is recognized, but the challenge continues to be advancement in this significant arena and to continue to become better and better making the “wheel turn better” in his words. Canfield expressed the need to create successful processes for economic recruitment and job creation which in turn will lead to successful partnerships.
Improvement of the process will come only with a strong team, and Canfield stated his commitment to thoughtful leadership. His is the only state office charged with job creation and leading of industry to the state. Important work certainly, and done well, will place Alabama as a leader not just regionally but in the nation. Governor Bentley shares the passion of Mr. Canfield, and job creation is priority number one. Pro-education and pro-community development are critical success factors for job creation as benchmarks are set to push through the standards of building a valued and educated work force.
Beginning with the end in mind, Canfield charged that “Alabama should determine her own future.” Work toward making this a reality has begun with Alabama Development Office project activity up 12.8%. Mr. Canfield views the work at hand as that of a sales organization, built on relationships and managed by a seasoned team of project managers.
Stating with clear confidence to the BCA attendees, Mr. Canfield challenged his office to “surround our self with excellence.” And, refreshing to hear, “The Buck stops here.”
Moving in to 2012 and beyond we will watch expectantly for the work outcomes of Mr. Canfield and his team. In his words, “it is all about the preparation. This is Alabama. We are use to being champions. But, we get there because we work hard and smart.”
Casting a vision for the future is critical to any foundational leadership. Patience and a willingness to thoughtfully lead will insure that the right things are done at the right time. I asked, “How will we get there?” With his ever confident smile, his answer was, “One Day at a Time.”
Appointed by Governor Bentley, Canfield states his new role to be a “welcomed opportunity.” Canfield expressed his passion for his new role, but also his willingness to “give some thought to what I am doing.” Alabama is viewed as a national leader in more than just athletics according to Canfield. The Alabama reputation for economic recruitment is recognized, but the challenge continues to be advancement in this significant arena and to continue to become better and better making the “wheel turn better” in his words. Canfield expressed the need to create successful processes for economic recruitment and job creation which in turn will lead to successful partnerships.
Improvement of the process will come only with a strong team, and Canfield stated his commitment to thoughtful leadership. His is the only state office charged with job creation and leading of industry to the state. Important work certainly, and done well, will place Alabama as a leader not just regionally but in the nation. Governor Bentley shares the passion of Mr. Canfield, and job creation is priority number one. Pro-education and pro-community development are critical success factors for job creation as benchmarks are set to push through the standards of building a valued and educated work force.
Beginning with the end in mind, Canfield charged that “Alabama should determine her own future.” Work toward making this a reality has begun with Alabama Development Office project activity up 12.8%. Mr. Canfield views the work at hand as that of a sales organization, built on relationships and managed by a seasoned team of project managers.
Stating with clear confidence to the BCA attendees, Mr. Canfield challenged his office to “surround our self with excellence.” And, refreshing to hear, “The Buck stops here.”
Moving in to 2012 and beyond we will watch expectantly for the work outcomes of Mr. Canfield and his team. In his words, “it is all about the preparation. This is Alabama. We are use to being champions. But, we get there because we work hard and smart.”
Casting a vision for the future is critical to any foundational leadership. Patience and a willingness to thoughtfully lead will insure that the right things are done at the right time. I asked, “How will we get there?” With his ever confident smile, his answer was, “One Day at a Time.”
Thursday, August 18, 2011
Business Council of Alabama, Governmental Affairs and General Stan McChrystal on Leadership
A chain is only as strong as its weakest link. This proverb which is credited to Thomas Reid in the 18th century is echoed again in the lecture on Leadership given by General Stan McChrystal at the recent Governmental Affairs conference weekend sponsored by the Business Council of Alabama. General McChrystal calls it Plywood Leadership. Referencing his team in combat, he discusses that like plywood, each man or woman is not that unique, but together as a team they are like the plywood used to build just about anything. Plywood, like his combat team, is quick to build with, agile to change, easy to fit to a need and focused on a purpose.
One thing is certainly true about our BCA leaders, they always create a strong venue for introspection for our government leadership at this conference and this year was no exception. With leadership from both sides of the political aisle present, as well as multiple Chambers of Commerce, the Birmingham Business Alliance and the Business Council of Alabama leadership in attendance, this meeting has for me been both insightful and motivating as I seek to learn more about what “good really looks like” in terms of civic, political and community leadership.
As the former Commander of U.S. and International Forces in Afghanistan
General McChrystal has received wide praise for creating a revolution in warfare that fused intelligence and operations. A four-star general, he is the former leader of Joint Special Operations Command (JSOC) which oversees the military’s most sensitive forces.
As the key note speaker for this event, McChrystal began by quickly connecting with our Alabama pulse. He commented on the importance of a Right To Work state, which Alabama is, taking ownership and responsibility for appropriately training the work force and the leadership that is needed to get you there. But taking the thought further, he emphasized not just the value of Leadership, but the real role of leaders at the heart of that leadership. “We all look to leaders, we all believe in our leaders, but what type of leader do I want to be?” he challenged. Whether at a personal level at home, in your business or if running a country, the organization will be what the leader makes of it. He reminded the group that winning is not an accident, and you will not win just because you have “right” on your side. Taking risk as a leader does not guarantee success, and with his military experience near at hand, I trust he knows this to be true and real.
He reminds us to “listen to our team.” Why? Because that is where your success will rise from of course. You will succeed or fail based on the people with which you surround yourself. It isn’t just how the leader responds, but how the goal and directives are communicated to the team that will execute the plan that matters the most. How does the team feel about the challenge? Do they have enough information to execute the plan? What do you LOSE by not sharing information and communicating at all levels? You may in fact lose more than you expect. In my world growing up as an Army Brat, we called it “winning the battle” but losing the war. The message here is don’t give up the long term goal for some insignificant short term win that satisfies a personal need for ego, status, prestige, money or glory. You may walk away with that, but nothing else, and in business where is the win in that?
According to McChrystal leaders are relentless in their focus. They are fearless and welcome the new experience. A leader does not fear change. A leader builds trust. A leader communicates goal and intent, not individual decisions. Ask yourself this: Am I surrounded by a leadership team that will carry on without me because they know what their job is and what the goal is? Or am I surrounded by minions waiting for their next directive because they can’t think or act alone? Ask yourself: Who would I turn my back on?
As you move into your week this week, spend some time thinking on your own leadership. Who do you follow? Who follows you? In fact, according to McChrystal, the purpose of the leader is to solve problems, and to do so with humility. A leader will recognize that change is difficult, but change anyway. A leader knows at his or her core that leadership is a human problem, not one of tasks.
Uncommon times need uncommon leadership, and I learned a great deal listening to the General. How often do you hear a leader speak of morale and purpose? He asked: Where is your soul? A team needs a leader that will create not just a relationship but a creed, not just a belief, but a purpose.
One thing is certainly true about our BCA leaders, they always create a strong venue for introspection for our government leadership at this conference and this year was no exception. With leadership from both sides of the political aisle present, as well as multiple Chambers of Commerce, the Birmingham Business Alliance and the Business Council of Alabama leadership in attendance, this meeting has for me been both insightful and motivating as I seek to learn more about what “good really looks like” in terms of civic, political and community leadership.
As the former Commander of U.S. and International Forces in Afghanistan
General McChrystal has received wide praise for creating a revolution in warfare that fused intelligence and operations. A four-star general, he is the former leader of Joint Special Operations Command (JSOC) which oversees the military’s most sensitive forces.
As the key note speaker for this event, McChrystal began by quickly connecting with our Alabama pulse. He commented on the importance of a Right To Work state, which Alabama is, taking ownership and responsibility for appropriately training the work force and the leadership that is needed to get you there. But taking the thought further, he emphasized not just the value of Leadership, but the real role of leaders at the heart of that leadership. “We all look to leaders, we all believe in our leaders, but what type of leader do I want to be?” he challenged. Whether at a personal level at home, in your business or if running a country, the organization will be what the leader makes of it. He reminded the group that winning is not an accident, and you will not win just because you have “right” on your side. Taking risk as a leader does not guarantee success, and with his military experience near at hand, I trust he knows this to be true and real.
He reminds us to “listen to our team.” Why? Because that is where your success will rise from of course. You will succeed or fail based on the people with which you surround yourself. It isn’t just how the leader responds, but how the goal and directives are communicated to the team that will execute the plan that matters the most. How does the team feel about the challenge? Do they have enough information to execute the plan? What do you LOSE by not sharing information and communicating at all levels? You may in fact lose more than you expect. In my world growing up as an Army Brat, we called it “winning the battle” but losing the war. The message here is don’t give up the long term goal for some insignificant short term win that satisfies a personal need for ego, status, prestige, money or glory. You may walk away with that, but nothing else, and in business where is the win in that?
According to McChrystal leaders are relentless in their focus. They are fearless and welcome the new experience. A leader does not fear change. A leader builds trust. A leader communicates goal and intent, not individual decisions. Ask yourself this: Am I surrounded by a leadership team that will carry on without me because they know what their job is and what the goal is? Or am I surrounded by minions waiting for their next directive because they can’t think or act alone? Ask yourself: Who would I turn my back on?
As you move into your week this week, spend some time thinking on your own leadership. Who do you follow? Who follows you? In fact, according to McChrystal, the purpose of the leader is to solve problems, and to do so with humility. A leader will recognize that change is difficult, but change anyway. A leader knows at his or her core that leadership is a human problem, not one of tasks.
Uncommon times need uncommon leadership, and I learned a great deal listening to the General. How often do you hear a leader speak of morale and purpose? He asked: Where is your soul? A team needs a leader that will create not just a relationship but a creed, not just a belief, but a purpose.
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