01 December 2019

Humble Leadership

"You changed the game, man."

--Coach John Harbaugh to his Baltimore Ravens star quarterback, Lamar Jackson.

Here's the rest of that sideline conversation during a 49-12 blowout of the Cincinnati Bengals ...

"And we're going to keep it going," Jackson said. 

Then comes this warm message from Coach Harbaugh:

"Do you know how many kids in this country are going to be wearing No. 8 playing quarterback for the next 20 years?"

Lamar Jackson, who became the first quarterback in National Football League history to throw at least 3,000 passing yards and rush for 1,500 yards in his first two NFL seasons, says with a measure of humility:

"I can't wait to see it when I get older, but right now I got to get to the Super Bowl."

The power of relationships

In their book, "Humble Leadership," father/son co-authors Edgar and Peter Schein, put a spotlight on the power of relationships, openness, and trust.   They turn away from a "superstar" concept and instead consider the positive outcomes when individuals learn and share for the greater good of the business.

Their idea is that a leadership process such as this can take place at any level, in any team or workgroup, in any meeting, and across all cultural boundaries.

Importantly, Schein's define leadership as "always a relationship where successful leadership thrives in a group culture of high openness and high trust."  

In that sense leadership and culture are two sides of the same coin, the book suggests.  

An unpretentious posture

I asked Edgar Schein if humbleness and humility are the same things.

"Our key point is that we don't think you have humility as a personality trait but as a situational feeling on the part of the would-be leader.  An appropriate response would be--'I don't know enough to solve this complex problem I am facing; I am in fact dependent on my direct reports and team members; therefore I must create a climate in which they will feel safe to speak up and collectively help to solve the problem.'"

Dr. Schein adds, "The goal is to know when leaders know enough to direct others and when they don't know enough, therefore seeking and accepting help."

Maybe organizations are ready for a "humble" approach as more than 1,300 CEOs have left their positions in 2019 according to executive placement firm, Challenger, Gray, and Christmas.  

Closer to home in Central Florida one of those CEO departures is Tricia Stitzel who is stepping down as Chair and CEO of Tupperware Brands.  Stitzel exits with a nearly $2 million severance and a $125,000 consultant deal even though Tupperware's stock has fallen 75% from the start of 2019 and November 26th. 


The Schein's introduce us to a new word, "personization," and define it as:

The process of mutually building a working relationship with fellow employees, teammates, bosses, subordinates, or colleagues based on trying to see that person as a whole, not just in a role that he or she may occupy at the moment.

In case you're worried about having to be too nice, relax.  The authors state that "personization is about building relationships that get the job done and that avoid the indifference, manipulation, or worse, lying and concealing that so often arise in the workplace."

Quoting from the book:  "We don't need to become friends and learn all about each other's  private lives but we have to learn to be open and honest around the work issues."

Is humble proven?

Writing in The Wall Street Journal, Matthew Kassel says humble leaders do not always inspire confidence among financial analysts.  "While humble CEOs aren't any more or less capable than their brash peers, they tend to benefit from an "expectation discount," Kassel notes.  

This style of leadership doesn't appear strong at first but delivers better results, perhaps as much as a 7% increase in total return annually, according to recent studies on the subject.

More research is needed but there's something to be said about the positive track record of contemplative leadership.  

Maturity counts a lot

In finalizing the December Strategist Blog I watched the Baltimore Raven's run over the Los Angeles Rams 45-6 at the Coliseum on ESPN's Monday Night Football (25 November 2019).  On display was an exciting second-year quarterback building relationships around openness and trust.  
Image result for images of lamar jackson and teammates
Lamar Jackson and Ravens' teammates celebrate a win
over New England Patriots, 13 November 2019.
(C) Todd Olszewski/Getty Images
Lamar Jackson is dependent on his coaches, as well as a highly-skilled offensive and defensive roster.  They are more familiar with the in's and out's of professional football, and the toll a long season takes on everyone.  That explains the necessity of older talent in the mix.

The Ravens v. Rams game was a visible reminder that if Baltimore makes it to the Super Bowl in South Florida (Miami) in February 2020, it will be a combination of gameplan execution, staying healthy, and as the book concludes, "personal cooperation and trusting relationships; the kind that makes for friendships and effective teams." 

That effort is being led by a 22-year old quarterback from the University of  Louisville who is providing confident, and humble leadership.


© Bredholt & Co.

01 November 2019

Avoiding Questionable Behavior

"It is better to be alone than in bad company."

--George Washington

How do leaders go off course? Dartmouth College professor Sydney Finkelstein studied "spectacularly unsuccessful executives" to understand what they did wrong.  Here's a list of habits, and personality types, to avoid:

1.   Overestimating abilities.  These individuals believe so strongly in their own abilities that they assume market forces and business fundamentals no longer apply.  

2.   Blurring personal and business interests.  Because of a belief they are personally responsible for the company's success, these executives mistakenly begin to think, "If it's good for me, it's good for the company."  

3.   Attempting to be all-knowing.   Unsuccessful executives believe they must always be right.  When that attitude prevails dissent is shut down.

4.   Requiring blind allegiance.   Those who fall into this category tend to eliminate anyone who dares to contradict them.  

5.   Focusing solely on image.   Because they spend so much time in the public eye, it sometimes seems as though the main thing is advertising themselves.

6.   Underestimating obstacles.  Instead of reevaluating their original plan when they encounter problems, this type of leader pushes back harder.  

--Adapted from Why Smart Executives Fail, Sydney Finkelstein, Portfolio, published by the Penguin Group.


© Bredholt & Co.

01 October 2019

What's the Problem?

"A problem well-stated is a problem half solved.

--John Dewey

I took on a complex restructuring engagement several years ago and needed help.  A telephone appointment was arranged with Dr. Edgar Schein, Professor Emeritus, Work and Organization Studies, MIT, Cambridge, MA.  Dr. Schein, who is credited with founding the field of organizational culture, is one of my favorite authors. (See "Organizational Culture and Leadership" 5th edition.)

He listened politely to the proposition.  I said to think about the offer and I would call back in a week for his response.  Thankfully, Dr. Schein signed on and thus began a 36-month professional relationship with one of the great minds in strategic management. 

Dr. Schein's initial advice came in the form of a question--"What's the problem?"   He kept probing to make sure the client was thinking carefully, not rushing to find solutions.  Why that approach?  Because teams, and task forces, under pressure often try to solve difficult problems without proper judgment.  

Or they try to solve a problem when in fact it's a "polarity" to be managed. Sample polarities or tensions include short term vs long term; centralization vs decentralization; and growth vs consolidation. (See "Polarity Management" by Barry Johnson.)

Defining the problem

Regardless of your position or the nature of the enterprise, problems are ever-present.  They vary in degree, form, and come from all directions.  Some are resolved quickly by drawing on previous experiences.  Others require more time and study.  

Since problem-solving and decision making goes together, what can we do to improve the process? 

For an intricate, unsettled question involving corporate strategy, you could begin by asking this question--

"What prevents us from reaching our goal?"

You may need to state the problem in broad terms since the exact problem may not be obvious.  This is due to a lack of information to define it or you confuse symptoms with underlying causes. 

Prepare a statement of the problem and find someone you trust to review it and to talk it over.  If the problem is a job situation, review it with your supervisor or another appropriate person.  

Consider these questions

In reflecting on the situation the right questions are helpful:

o  What is the problem?
o  Is it my problem or someone else's?
o  Can I solve it?  Is it worth solving?
o  Is this the real problem, or merely a symptom of a larger one?
o  If this is an old problem, what's wrong with the previous solution?


o  Does it need an immediate solution, or can it wait?
o  Is it likely to go away by itself?
o  Can I risk ignoring it?

o  Does the problem have an ethical dimension?
o  What conditions must the solution satisfy?
o  Will the solution affect something that must remain unchanged?

Restating the problem

Dr. Schein recommends taking your original definition of the problem and periodically updating it with new insights.  Seeing intuitively comes by observing a complicated issue from different perspectives.  It's also possible to come upon new facts by remaining open-minded and not giving up too soon.  

How often do you restate the problem?  

That depends on its nature and urgency.  Some research on this topic suggests that in almost all cases the conditions and constraints affecting the problem and its possible solutions change over time--sometimes dramatically--changing both the problem and the range of options designed to address it.  

And don't forget

As some questions have no answers certain problems have no solutions.   

*Study Guides and Strategies contributed to this post.


© Bredholt & Co. 

01 September 2019

The Hollowing of an Organization

"How did you go bankrupt?  Two ways.  Gradually, then suddenly."

--Ernest Hemingway, "The Sun Also Rises"

This summer saw the removal of a nearly 100-year old, 100-foot sassafras tree from the property in Michigan.  During a recent inspection of all our trees arborist, John Wardlaw noticed a "cavity" in the side of that particular tree (see picture below) indicating probable damage to the center of the trunk.  He said it was possible for the outside to look okay while the inside was deteriorating.

Sassafras tree in Michigan.  

After two very large branches fell this past year we decided to take down the tree.  
The combination of shade and sassafras fragrance paled in comparison to the dangers of a falling tree causing bodily harm, or worse.

How a tree hollows

Our research into this topic shows that trees suffer injury just as humans do.  That was news to me.  When limbs break it sometimes creates an opening through the bark exposing the sapwood.  Being attacked by fungi and bacteria forms a cavity.  

Stress happens through wind, fire, heat, and lightning. We've had lots of rain this spring in Michigan and that's a contributing factor as well.

Can a tree be hollow and still live?

Indeed a hollow tree can be alive--and fruitful.  

Emily Stone, a naturalist, and educator at the Cable Natural History Museum says, "All of the growth and water transport continues in the outer shell of the tree--the sapwood--even as the center rots away." 

"In order for a tree to become hollow, though, it must start the process while it is still alive," she added. 

How a business hollows

In the same way trees stay healthy and avoid hollowing out, businesses require the right conditions to grow and be strong.   

There's a corporate soul (purpose, beliefs, and values) that resides inside an "organizational tree."  That core is strategic to the enterprise and therefore needs constant attention.   

Author Lim Lay Hsuan observed, "If leadership fails to nurture the soul, like a deprived garden, it will eventually die."

Nurturing a company begins with nurturing oneself.   Leaders who are clear about their own purpose and goals have a head start in that process.  

What else should have our attention?

"Why" the business; hiring decisions; who is the customer; developing associates; the quality of being special; ethics; changing environments; and exemplary performance or execution, not just what's required. 

Those ingredients, which necessitate maintenance, contribute to a healthy corporate culture, the most overlooked competitive advantage.  


-What comprises the soul of your business and what is its current condition?

-Who are the guardians?  

-Do the company's beliefs and values matter to a new workforce?  

-How do you keep, and strengthen, the soul during periods of significant demographic change?

Circumvent the hollowing

While there are no guarantees it's worth trying to safeguard what's important to an organization.  A short checklist suggests ways of impeding the hollowing process--

1. Identify what matters most to your business and communicate it frequently.

2. Apply your beliefs and values consistently, especially in decision-making.

3. Be aware of the stresses that can do long-term damage.

4. Businesses, like trees, need trimming to stay healthy and flourish.

5. Hire for corporate culture.  There's nothing like a good fit.  


(C) Bredholt & Co.


01 August 2019

The State of Your Business

Best and worst states for business in 2019:


1. Texas
2. Florida
3. Tennessee
4. North Carolina
5. Indiana
6. Nevada
7. Arizona
8. South Carolina
9. Ohio
10. Georgia
11.  Utah
12.  Colorado
13.  Virginia
14.  Wyoming
15.  South Dakota
16.  Iowa
17.  Wisconsin
18.  Oklahoma
19.  Idaho
20.  Nebraska
21.  Arkansas
22.  Delaware
23.  Kentucky
24.  Missouri
25.  Alabama
26.  New Hamshire
27.  Montana
28.  North Dakota
29.  Kansas  
30.  Louisiana
31.  New Mexico
32.  Michigan
33.  Pennsylvania
34.  Maryland
35.  Maine
36.  Rhode Island
37.  Minnesota
38.  Mississippi
39.  West Virginia
40.  Alaska
41.  Vermont
42.  Hawaii
43.  Washington
44.  Oregon
45.  Massachusetts
46.  Connecticut
47.  New Jersey
48.  Illinois
49.  New York
50.  California

Source:  Chief Executive Magazine


(C) Bredholt & Co.

01 July 2019

Brené Brown--TEDx Talk on Vulnerability

Best-selling author, Brené Brown, studies human connection -- our ability to empathize, belong, love. In a poignant, funny talk, she shares a deep insight from her research, one that sent her on a personal quest to know herself as well as to understand humanity. A talk to share.
This talk, viewed by over 40 million people, was presented to a local audience at TEDxHouston, an independent event. 
See what you think.


(C) Bredholt & Co.

01 June 2019

A Nightly Logistics Ballet

There's an up-close look at the increasing speed of the logistics business in the May/June issue of Chief Executive magazine featuring FedEx, founded in 1971 as Federal Express by Frederick Smith.    

Rising expectations for immediate commercial gratification, especially among younger households, are pushing logistics and supply chain management to new levels of performance--aided by robots doing repetitive tasks.  

"Organizational culture contributes to FedEx success," Richard Smith, CEO of FedEx Logistics is quoted as saying.  "You must be able to pivot quickly and nimbly shift strategy to delight the customer in the face of inevitable surprises," he added.  

Adapting when necessary

FedEx announced this month that it would begin Sunday delivery to most U.S. homes.  That decision comes amid significant changes in online shopping patterns.   

Additionally, FedEx said it planned to hire about 700 flexible part-time Express drivers in 160 residential and rural domestic markets, responding to mounting pressure from Amazon on traditional delivery services such as FedEx and UPS. 

While leadership and strategy get more attention, the daily routine shows what an organization is made of in terms of experience, processes, and results.

The evening sort

The next time you review internal collaboration to see if it's functioning properly, consider the following operational complexity . . .  

At the FedEx World Hub in Memphis, Tennessee, at what's referred to as the "evening sort," an intricate ballet is performed each evening.  

The sort involves:

-84 miles of conveyor belts

-150 cargo jets

-7,000 employees

-1.5 million packages

The simple goal?  Making sure your package, and mine gets to where it needs to go.

And 24 hours later FedEx crews do the evening sort all over again.

The next day

According to the FedEx website the company covers every U. S. street address and services more than 220 countries and territories.  Air-ground express service flows through 650 airports worldwide with just over 600 aircraft in the FedEx fleet.   

In addition to the late night staff in Memphis, it's up to more than 240,000 team members globally to make the pick-up and delivery cycle work every day. 

What's a key factor for success in prompt delivery?  An easy-to-read house or business address on the premises.


Ballet dancers make what they do look easy when in fact, it's one of the hardest tasks to perform.  Just ask any associate working the night shift at FedEx.*

*No doubt similar efforts are put forth by employees at United Parcel Service (UPS) and the United States Postal Service (USPS).


(C) Bredholt & Co.