REALITY CHECK LEADERSHIP - DOES IT HAVE A UNIVERSAL APPLICATION?

When deciding to write about understanding behavior and leadership I formulated a plan to do a series of books. The first would be centered on the hospitality business, the second on leading volunteers and the third a universal approach understanding human behavior. My assumption was that the first two would each fit into a niche with a different market, while the third would have a universal appeal. To my surprise the first book: REALITY CHECK FOR LEADERS (RCL) has garnered the enthusiastic support of other business leaders.
At a recent show, the owner of a large bottling company purchased a number of copies for his managers. After reading the book, the president of a big city commercial landscaping company wanted copies for his people. The owner of a large number of auto dealerships wants the book for his managers. I continue to hear comments directed to the notion that this book on leadership works for anyone in a leadership position or for anyone who wants to be. Moreover, the more I hear the more I am beginning to understand that RCL in this form is already universal enough for all.

Here I think are some of the reasons people see the universality of RCL.
1- The notion that an Individual’s Interest and Skill levels will determine initial productivity works in all arenas.
2- The concept of repeating rewarded behavior and the organization’s reward system fits in any circumstance or situation.
3- Regardless of the goals of any organization, successful leaders understand that people pursue personal payoffs.

So what should I make of this interesting if somewhat potentially plan altering development? Should I consider the first book as a management tool for all organizations? Alternatively, should I continue with my plans for a three book series? The answer to that will come with time. As college hospitality programs adopt this book I am pushed to continue on with my plan when I hear non-hospitality executives talk of its usefulness I am pulled in another direction.
For now I plan to continue gathering data on the SCHILAGI Interest and Skill Profile (SISP)-talking to groups about RCL and working with hotel companies in providing them with information necessary to improve their leaders. If you want to learn more go to http://www.realitycheckforleaders.com/

Don't just stand there ... Lead!

Big demand, good pay
Employee recruiting firms MRINetwork and Spherion helped us pull together a short list of well-paying jobs where the demand for good candidates outstrips the supply.
By Jeanne Sahadi, CNNMoney.com senior writer

Hospitality General Managers at premier resorts and hotels.
The demand for good general managers (GMs) has gone up because there are not enough people being trained in positions that lead to the job. Plus, as resorts and hotels specialize in a sport or other activity (e.g., golf or casinos), they need people with experience in that specialty.GMs typically have either a bachelor's or master's degree in business or hotel management. They often get their start as sales managers in the hospitality industry then work their way up to director of sales and marketing, a job that pays between $80,000 and $120,000 depending on the location.It takes 12 to 18 years to become a GM at a top-rated resort or hotel, but once there, they can earn between $150,000 and $250,000, depending on the location.

The first line in this CNNMoney.com story creates an engaging expectation. The last line mentions the financial payoffs. The middle is at best misleading. Please save me from the purveyors of conventional wisdom.
While I believe that General Manger positions will more often be filled by college graduates, the idea that GMs often come from Sales and marketing is typical old school thinking. It is the easy way of talking about leadership without really thinking.
Successful General Managers come from people who exhibit leadership ability. Sales are important in getting people into a hotel for the first time. The other ten departments and functions keep the guest coming back. Those people who stand out as leaders are the individuals that will succeed regardless of the starting point of their career.
Leading a successful hotel, country club or restaurant requires hard work and learnable skills. We must stop thinking of leadership answers based on “this is the way we have always done it”. If you spend too much time on learning technical skill sets rather than understanding why people behave the way they do, you lose. You will be relegated to following real leaders until you change your focus.

THAT’S WHY THEY MAKE THE BIG BUCKS!

The second highest paid super model made nine (9) million dollars last year. Gisele Budchen made 33 million. The second highest paid television entertainer made 46 million dollars last year, Ophra made 260 million. There is success and then there is success. What makes individuals stand out far above the other successful people?
Think golf and you think Tiger. Think basketball and Michael comes to mind. Even in a sport not really recognized in the United States, when people think of F-1 they think Schumacher. What do all these leaders have in common? Well one thing is they do not work because they need the money. Another is they did not inherit their wealth. Finally, they all need to be the best.
In every in-depth story about the leaders I have mentioned, their personal payoffs obviously exceed those of others in their field. They have combined remarkable skill with an undying interest in what they do. In addition, they exhibit successful leadership behavior regardless of the situation. The fact is they could not accomplish what they have alone. They had to convince people to follow them to these levels of achievement.
Thus when viewed through Reality Check Theory they all:
1. Have a High Skill Set (constantly fined tuned with practice)
2. Have a High Interest Level (because they are so good at performing above the norm)
3. Pursue personal payoffs (i.e. achieving beyond normal expectations)
4. Repeat outstanding behavior because of internally derived factors
Leaders in any field who really care can employ Reality Check Theory to achieve their own versions of major success.

“He/she is a: mediocre, good or great leader.” Your choice.

WHAT I GET TO DO - NOT WHAT I HAVE TO DO

I was recently asked to explain the Schilagi Interest and Skill Profile (SISP). I responded by saying that it was a series of 88 questions for people in the hospitality industry. The individual responses to these questions where compared to those submitted by operating managers. The combined results could provide hospitality students with curriculum direction and people working in the industry with career direction.

Upon reflection, I want to add that the four outcomes of the profile results:

1- Capitalize: High Interest and High Skill sets
2- Strengthen: High Interest and Low Skill sets
3- Analyze: Low Interest High Skill
4- Circumvent: Low Interest Low Skill
(Details in Reality Check for Leaders)

The respondent is provided with valuable information about their life’s work. I honestly believe that we do not spend enough time thinking about what we like to do and what we can do. People and Organizations need productive turnover. People in the wrong jobs who hate going to work make accomplishing goals that much more difficult. We need people who come to work thinking about what they get to do rather than what they always have to do. The SISP can move them in the right direction, assisting in making that happen.

Reality Check Leaders Do Not Give Up Control Easily.

I read this story the other day.

Woman Arrested for Not Watering Lawn
July 6th, 2007 @ 10:00pm
Sam Penrod Reporting

It was about a woman arrested for resisting getting a ticket for not watering her lawn. The woman who is a widow and grandmother was actually put in a cell for refusing to give her name. Her name would have been used to write her a ticket for not watering her lawn.

She told the water police that she could not afford to water her lawn but I guess big brother knew best. The hell with food and medicine, you have to keep your grass green for the good of the village, town, city-state, nation, and world. Mrs. Perry is 70 years old for God sake.

If this were isolated instance, there would not be much to talk about. However, the fact is our lives are controlled more and more by those who actually believe the government knows best. You know government, where the mediocre seek revenge on the successful by enforcing silly and intrusive rules. Our lives are also controlled by organizations. Many companies are demanding unreasonable compliance from their employees, both in and out of the work place.

As we go to work every day we are surrounded by rules about the way we should think, feel and behave. Our organizations provide a reward system based on following the rules. Moreover, as we know, all relevant behavior that is rewarded is repeated. A lucky few wake up and think about what the get to do rather than what they have to do. The rest try to follow the rules established by those in power. We all must remember that those in power do not make rules that will benefit those “not in power”. A reality check leader focuses on what needs to be done, not on “this is the way we have always done it”.

So the next time you see yet another restriction on your discretion, on your right to control your life, say something. It does not have to be a life of lock step, follow in line, don’t make waves. Waves are good for everyone. Leaders particularly need to reward wave making. It’s good for the organization and its fun.

Be A Better Leader?

Be a better leader...by letting others lead - Hints and strategies for effective delegation.

I read an article the other day in HCareers that suggested managers could actually delegated their responsibilities to subordinates and everyone would live happily ever after -- WRONG!
According to delegation expert Donna Genett (how does one become a delegation expert?). I guess you walk around saying, handle it handle it. Anyway, our expert wants us to believe that one, you can actually delegate your responsibilities and two, your subordinates will love it. She is wrong on both counts.
One, your job is your job and if objectives are not met it is your problem no one else’s. Two, your subordinates are just as over worked as you are and giving them more to do without a clear reward system for their efforts is simply irresponsible.
Finally, Genett says that by giving away your responsibility you will be able to: “free yourself to spend more time on high-level activities, such as strategy development and long-term planning.”
Give me a break. Has she ever worked in the business? She actually thinks teamwork is a new concept. We have too much space to fill when obsolete business babble is considered worthy of publication. Shame on you HCareers.

Narcissism Part Two

Narcissistic behavior in employees requires an understanding about their self-imposed focus on themselves. In addition, their inability to understand the problems of peers and employees makes their behavior detrimental to maintaining a positive work environment.
Individuals afflicted with narcissistic tendencies, respond usually with negative reactions to anything that does not involve them as the center of attention. In a constant state of protecting maintaining and enhancing their diminished self-images, narcissists continue to take credit for anything they can while withholding recognition for others in the organization. Sadly, our society continues to encourage the development of narcissistic behavior and today’s leaders need to be diligent in eliminating these people from their organizations.