Thoughts on Female Leaders

Barbara and I belong to a book club that reads books related to business topics.  A few years ago we started setting aside our March meeting to discuss a book about a woman – first ladies, such as Eleanor Roosevelt, Jane Adams, and Betty Ford or business leaders such as Coco Chanel, to name a few – in honor of Woman’s History Month.  This year we discussed Katharine Graham and her leadership journey and challenges starting with taking over as president of the Washington Post following her husband’s suicide, taking the company from privately held to a public corporation, and her decisions around the Pentagon Papers, Watergate and the pressman’s strike. 

How fitting that on March 2, 2014, the Washington Post ran an article about women at the helm of top museums in Washington DC.  Here are some thoughts on female leaders from these women who are museum directors.

1.  I do think women have a different management style than men.  They tend to be calmer and know how to balance many things, and in my experience, they have a better sense of humor on things.  Peggy Loar, Corcoran Gallery of Art interim director.

2.  I was thinking back to when I first started [in 1994].  I was one of the first female (museum) directors, but I never thought about it one way or another.  I was excited to build the museum, but there was no doubt that there was a good-old-boys network at the time.  Judy A. Greenberg, Kreeger Museum director (on being one of the first female directors in Washington).

3.  We can all make generalizations about men and women, but the qualities of a great leader are the qualities of a great leader, and no leader is perfect.  I can't see gender being a determining factor in anyone's leadership success.  Sara Bloomfield, U. S. Holocaust Memorial Museum director.

4.  When I started out, I didn't think a whole lot about [gender], but one thing that's always been true is that the audience skews toward women.  It's a natural thing then that you'd have more women in leadership positions.  Kate Markert, Hillwood Museum director.

5.  If you look at Smithsonian leadership ... it's still very male dominated.  Having said that, I'm eternally grateful to the Smithsonian for looking past gender ... But if we could get more women on boards, it would make a difference.  Kim Sajet, National Portrait Gallery director. 

6.  I'm kind of pro-soul.  I've always felt like I'm a human being first.  Rebecca Alban Hoffeberger, American Visionary Art Museum founder and director.

7.  The whole notion of creating teams and bringing your team together, is that because I'm a woman and women work in teams traditionally, or because we as a society realize that teamwork produces stronger results?  Julia Marciari-Alexander, Walters Art Museum, executive director.

8.  Women are phenomenal; we are usually juggling a lot more than men have to.  Most women directors I know have families and have raised children.  They have a life outside of the museum.  Camille Giraud Akeju, Smithsonian Institution's Anacostia Community Museum.

Living Your Culture—Zappos Style

I love shoes--always have and always will!  I love shopping for them and wearing them! I am not alone in my love of shoes judging by the popularity of companies like Zappos. The first time I ordered from Zappos I was extremely impressed with the extraordinary level of service and that first experience wasn't a fluke--subsequent orders have been handled well, the products almost always as described and my infrequent returns graciously accepted.

These interactions piqued my interest in Zappos as an organization, so I started researching Zappos.  I was delighted to learn, that unlike many successful companies who carefully guard their secrets to success, Tony Hsieh, CEO, is open about their values and what makes them successful (so successful that they were acquired by Amazon but have been able to retain their well-defined culture and values).

Zappos believes that their culture “embodies many different elements. It’s about always looking for new ways to WOW everyone we come in contact with. It’s about building relationships where we treat each other like family.  It’s about teamwork and having fun and not taking ourselves too seriously.  It’s about growth, both personal and professional….It’s about having faith that if we do the right thing, then in the long run we will be part of building something great.”

In his book, Delivering Happiness: A Path to Profits, Passion, and Purpose, Tony writes about how a company’s culture and a company’s brand are really just two sides of the same coin. The brand is simply a lagging indicator of the culture. 

When Zappos started to grow, they had discussions about how to sustain the culture they wanted.  The leadership discussed how they could remember what it was like at the beginning and how they could share those memories with new hires while building excitement for what was to come.  From these discussions came the Culture Book which is published annually with quotes and pictures from employees. You can check out their website and order a free copy if you are interested in learning more.  I just received my copy of the 2012 Culture Book and it is filled with amazing stories and pictures that showcase what the Zappos culture means to employees.

 

Zappos culture is based on their 10 core values which provide a blueprint for every decision. Many organizations have core values and may even post them on the wall or bulletin board but do they live them?   At Zappos, they talk about them and they use their core values. Their values play a big part in how they hire, train and develop their employees.  One of my favorite practices at Zappos is that everyone hired goes through four weeks of training. New hires learn about company strategy and about the culture and why it is critical to the organization’s success. They learn about the customer service philosophy, but not just in words—everyone spends two weeks working in the call center taking care of customers.  And, during the training phase, they offer new hires cash to quit so that they are careful not to hire people who are just there for a paycheck. 2-3% of new hires take the cash and leave while the remainder go on to work for a company that is built on great customer service that just happens to sell shoes! 

Recently Zappos announced they are reorganizing around a new managerial concept.  It will be interesting to see if the culture stays strong or is impacted by this shift.

What might you apply from the Zappos story to your organization?  I’m off to order more shoes!

What I Learned from the Olympics

As I write this, I am watching the closing ceremony from Sochi and thinking about what it takes to be the best in your chosen field.  This time of year we have what the entertainment industry calls “Award Season” with the Golden Globes, the Screen Actors Guild Awards and the Academy Awards where actors, producers, directors and others are honored for the best achievement in their field.  The sports world has all-star events where we watch the best compete.  While watching professional actors or athletes is amazing, watching the outstanding performances of each and every person who qualifies for the Olympics is even more amazing to me!   I am awestruck at their talent, their passion, their commitment, and their spirit!  

I also think about their families and what they give up to raise a talented person.  When I saw Michaela Shiffrin win the slalom on the last Friday of the games and she talked about how her family financed her passion for skiing by selling one of their cows each time she needed funds for an event or new equipment, it brought home how committed not only the athlete is but they need tremendous support of family and friends.  She mentioned how it was brought home to her when her dad took her with him to sell the cow and she realized what a sacrifice her family was making for her. Then, as she finished her gold medal run and the camera cut to her parents who were sobbing with joy, I knew for them it was all worth it!

I was fortunate to be able to attend the summer games in 1984 when I lived in Los Angeles. It was a dream come true to be there in person.  While we went to many events and saw many gold medal performances that will stay with me forever, what I remember the most was attending the Closing Ceremony in the LA Coliseum with 100,000 other people. At the closing ceremonies, the athletes mix and mingle with people from other countries. 

Suddenly, you see people who were competing with each other days before walking in arm in arm with huge smiles on their faces.  At the end of the ceremony in Los Angeles when the TV cameras went off and it was time to leave, the athletes wouldn’t leave the stadium. We didn’t leave either and watched with great appreciation the joy they were expressing with hugs and cries of “see you next time”.  We kept hearing announcements like, “will the athletes please go to your busses. It is time to leave” and no one wanted it to end.  What an amazing night that was! 

For two weeks every two years people from all over the world come together to compete but they also bond. They get to know each other as competitors but also as human beings and when you know someone personally, it changes the dynamic.  How I wish we could keep the spirit of the Olympics alive all the time!

Every two years we have either the summer or winter games and I find them personally motivating!  They remind me to always strive to do my best and to honor those who support me—just like the ice dancers and snow boarders who acknowledge parents who gave up a lot to provide them with lessons, costumes, and more—there are people who have been there for me all along the way and I am most grateful for their support!  Thank you!

Walk Your Talk in 3 Easy Steps

While recently dining in a local Asian restaurant with friends from my yoga class, we simultaneously opened our fortune cookies after dinner and took turns reading our fortune.  Mine succinctly stated, “We must walk our talk.”  Immediately, three words came to mind:  Listen, Trust, and Know.  “Listen to whom?  Trust what?  Know how?

We are constantly bombarded with articles to read, information to decipher and well-meaning friends who have the “answers.”  As a teacher and counselor, students and clients ask me, “What should I eat to stay healthy?  Some articles say become a vegetarian, some friends say I should go raw.  It is all so confusing.”  Or, “How should I act in the presence of my in-laws (at holidays or family gatherings)?”  Another popular question: “With the economy the way it is, how can I earn more money?”  The list goes on, ad infinitum.  Let’s break it down as to what steps we can take to direct our own inner compass and let go of the mind chatter and disharmony that goes on around us every day.

Step 1:  Listen:  when we have a daily practice of meditation and/or sitting in silence (just being), we are able to create a space where we can listen and hear the inner guidance.  When we become still, we really can hear that still, small voice within.  It actually does sound very much like our own.  Try it for just 20 minutes a day.

Step 2:  Trust.  Making a habit of listening in the silence enables us to trust what we hear in the stillness of the silence.  When we trust our inner wisdom, we can be rest assured that we are not making a mistake.  The results will amaze you.

Step 3:  Know.  Meditation, as a daily routine, supports us in our knowledge.  There is a knowing which becomes crystal clear as we become that perfectly aligned channel for the universe to work through us.  It is up to us to know this and not resist the knowingness.  The universe is all about vibration as everything has a vibratory rate.  You will know when something does not resonate with you.

When we cultivate a regular practice of listening in the silence and meditation, we let go of the confusion.  The answers come easily and effortlessly.  The key is to trust the inner compass as to your direction.  It is not the same as anyone else. 

As you lead by example, when you listen, trust and know, you become unshakeable and confident in walking your talk as you move gracefully through your day in total confidence and joy.

By Kathleen Zurenko, MCS

Embrace the Drama

It was a typical Saturday morning in the local, neighborhood Bagel Cafe.  People go in and place there orders, either to go or to stay and eat.  If you eat there, they'll deliver your food to you.  During the week it's busy with commuters, grabbing coffee and a bagel to go.  On the weekends, more people choose to stay.  It's small and seating is generally tight, especially on weekend mornings.

A table became available just as our food was coming out.  We squeezed around the table and were settling in when I saw two women, apparently a mother and young adult daughter, looking for some empty space eat.  Since we were at a table for four, I said: "Come join us."

When your are sitting so close to other people, it's inevitable that you will strike up a conversation.  They were new to the neighborhood, having moved here from a neighboring town.  We talked about other places in the country where we all had lived.  We talked about local spots around town.  The young woman asked if there were any community theaters and we started talking about our local NextStop Theatre.  Originally a "black box" municipal experimental theatre, after 24 years it morphed into a professional theatre company in late 2013.  "Cat" seemed interested in getting involved.

A few minutes later Theresa gently interrupted us and introduced herself.  She couldn't help but overhear our conversation in this tight space.  Turns out that she is an assistant director.  Before it turned from community to professional and hiring its first paid Producing Artistic Director, she was the artistic director.  A connection was made all because someone was listening.

While this wasn't a "dramatic" situation, drama can refer to the action taking place around you.  Ideas and opportunities arise when you least expect it.  Cat didn't venture out for breakfast that morning expecting to have a door open to her to an opportunity.

·       Do you pay attention to the action around you?

·       Do you listen to the stories people are telling?

·       Do you listen to ideas from people throughout the organization?

Pay attention to how ideas flow in your organization.  Is your culture such that commutation channels are rigidly defined.  I've been in or heard of situations where directors only talk to directors and if your not at that level, you cannot pass an idea up (or worse answer a question or provide information) to a person at a "higher level".  I once served on an industry/government task force.  A good idea had been presented and I asked if it could be taken back to the appropriate agency.  "That's above my pay grade" was the response I got.

What do you gain if you encourage open communication channels?  You gain a great deal.  How you communicate reveals much about your culture.  Open communication leads to problem solving, creativity and innovation and it will keep your employees engaged. 

Leadership Lessons from Justice Sotomayor

Recently, the wonderful  business book club Cornelia and I belong to did something for the first time--we read Supreme Court Justice Sonia Sotomayor's memoir, My BelovedWorld, went to hear her speak about her book, and then discussed the book!  It was an amazing experience to hear her tell some of the stories I had already read in her book and then to discuss what we'd heard and read with our book club colleagues.

I could go on and on about the lessons learned from hearing her tell the stories – but one thing stood out from all the others and that applies to our 2014 focus on organizational culture.

The facilitator for the event was the president of Martha's Table in Washington, DC.  She brought along some teenage members of their book club who had read the Justice's book.  Several times during the evening, she asked a student to read his/her favorite part of the book to the audience.  Now, you have to know the event was being held in Lisner Auditorium at George Washington University which holds 1,000 people (the event was moved there because it sold out in a few minutes – and, there were over 300 people on the waiting list!) so, imagine you are a teenager and you have to get up, walk to a microphone and read to an audience of a thousand people including a Supreme Court Justice—and don't forget the many security people stationed around the room!

As the first student approached the microphone to read, the Justice stood up and walked to where the student was standing so that it appeared the student was reading her words to her!  It changed everything – and not just for the reader but the rest of us as well.  When the teenager finished reading, the Justice talked directly to him or her about what they had read.  We all listened but I couldn't help think about the impact she was having on that young person as she held what appeared to be an intimate conversation with them.

What does this have to do with corporate culture, you ask?  Well, leaders set the culture and the example of the Justice physically moving to where the student was standing and speaking directly to them is a powerful reminder of how a leader's presence can affect and define the culture and the workforce.  One-on-one encounters are extremely impactful for employees.  I spent much of my HR career with Marriott International and the last two years I worked at corporate headquarters in Bethesda, MD.  When I first went to corporate, many people shared stories of personal experiences they’d had with Bill Marriott.  He was famous for eating in the employee cafeteria by himself and taking his tray and approaching a table with Associates (Marriott's term for employees) and asking if he could join them.  Once they recovered from the shock of eating with the Chairman and CEO, they said they relaxed under his warm, approachable style as he asked them questions about what they did, what they liked about their job and the company, and if they had suggestions for him! 

Mr. Marriott also spoke to people in the elevator and the hallways.  He was, and is, approachable and personal – exactly what Justice Sotomayor did that night with the students.  She created a warm and safe place for them to perform the task before them.  And, isn't that what you want your corporate culture to be – a place where the great people you’ve hired can use their skills to the best of their ability in an environment where they feel comfortable?

Recognizing Success

Huevos rancheros, scrambled, green (chile) corn tortilla on the bottom, sopapilla on the side;  cheese enchilada plate, red and green, flour tortilla on the side; two eggs scrambled, red and green, beans no potatoes, wheat toast on the side.

April never wrote anything down when she took the three orders, but she repeated everything back twice – once when each individual ordered and then at the end to review.  Then I noticed her go over to a computer apparently to enter the three orders.  We visit this restaurant whenever we’re in town and often sit at April’s station.  This time we visited twice and were served by Elena, another member of the wait team.  Same thing – she didn’t write the order down.  And the orders never come out wrong!

Good customer service is clearly a factor critical to superior individual performance as well as to the success of this restaurant.  The food is good – it’s the first thing that attracted us to the place – as well as consistent.  The same can be said for the service.  On this past visit, I couldn’t help wonder if one of the behaviors that is associated with good customer service at this establishment is the ability to remember orders without writing them down in front of the customers. It’s fascinating to watch.  Personally I’ve got no preference if my order is written down or not – as long as it’s right.  Is it a skill they require of their wait staff?  If so, how do they develop it?

Most organizations define performance factors or competencies that are tied to their values.  Clearly, in any organization that deals with the public, customer service is an important competency that all employees need to possess.  What does good customer service look like across the organization?  For the establishment to be successful, behavioral expectations or success factors, need to be defined so that employees know what is expected of them and what success looks like in their individual job.

Let’s look at this restaurant.  April, Elena, and the rest of the wait staff are friendly, courteous, and can take (and submit) your order without error.  The cooks in the back are responsible for preparing good tasting food and for preparing the order the way the wait staff submits it.  If there are errors, April and Elena will let them know.  As a customer, I don’t interact with the cooks in the back, so I don’t know if they are friendly and courteous – and if they aren’t, it doesn’t necessarily affect my dining experience in an adverse way.  The hostesses and the cashiers also add to the experience by being friendly, efficient and accurate when it comes to handling the money.  They are also flexible when you ask to be seated in a certain spot – assuming availability.  The “busboys” that assist the wait staff make sure that the tables are cleaned and set up – water, eating utensils, napkins, etc – and clear them when diners are finished.  Collectively, they all add to the customer service experience, but their individual behaviors are different depending upon the role they play in the organizations. 

If you want to develop a model for performance success for your organization, consider the following:

·      Define performance factors that are tied to your organization’s values.  Don’t try to copy them from someone else.

·      Describe the standards of behavior for each performance factor.  Doing so allows your employees to know what is expected of them.

·      Behaviors can and should be different for each job family in your organization and for each level of job within those families.

If you develop a performance model (or competency model), employees will be able to look at it and answer the question “What does good customer service look like in my job” (or quality, or communication skills, or any other performance factor you’ve deemed important).