Ten Steps to Becoming a Better Leader in 2008

New Years is a time for many people to evaluate where they are, where they want to and what they need to change in their day-to-day lives. For leaders, whether they are supervisors, managers, mid-level executives or senior executives in any field, being more effective is the key to success – for themselves and their organization. The New Year is a good time to evaluate what leadership skills and traits are working and which ones are inhibiting success. Here are ten of them for your consideration.

Start

By learning at least ten facts about each of your “direct reporting” employees. Take time to know more about them, and their lives in and out of the work place makes them more human and builds respect and rapport between the two of you.

Stop

Micromanaging the daily activities of your employees at any level in the organization. Micromanaging decreases productivity, creativity and motivation. If you give them clear objectives and then monitor their attainment of those objectives on a periodic basis, most employees perform at higher levels.

Start

Having a direct face-to-face conversation with your people at all levels in the organization about what is and – more importantly – what is not working. The key here is to listen rather than to talk. But asking lots of questions is good. While you may not act on every point, issue or idea, it is important to gain a more a front line perspective of what is going on in the organization.

Stop

Putting off writing and giving performance appraisals to your direct report employees at the last minute. Most managers at any level make this mistake. As a leader of people, continuous feedback which culminates in the comprehensive and thorough performance appraisal is essential.

Start

Being more candid about all feedback. Do not say something is good if it is mediocre. Do not say something is adequate if it is poor. Whether it is a product, a presentation, a report, an advertisement or a strategy, being more honest and candid is the right thing to do for yourself and for your organization. Far too many people are generous with praise and accept substandard work.

Stop

Interacting with people by email. Face-to-face is ideal. If not face-to-face then over the telephone. The last resort should be by e-mail. Too many managers at all levels hide behind e-mail rather than dealing directly with their peers, bosses, employees or even customers. There is nothing like the personal touch for a leader.

Start

Encouraging your people to get more training and education. The natural instinct is to say “no”. You cannot afford for them to be away from the office. But more training and education will make them more effective, more creative and more valuable when they are at work. Invest in your people.

Stop

That fake “rah-rah” program of the month type initiatives. They waste everyone’s time, energy and the organization’s budget. Understand your vision, your mission and your values. Ensure your objectives and clearly and quantified. Then focus on getting your time energized about what needs to be done to meet those objectives.

Start

Being a real “coach” by making sure that you communication the goals and objectives clearly. You should be able to ask any member of your team about their objectives and you should get a clear and concise response including where they stand relative to achieving them to-date. If they cannot to this, then you have not been clear enough about their objectives.

Stop

Accepting recognition for yourself. Direct all recognition to your people. The soldiers on the front lines deserve the medals. Not the pencil pushers behind the desks at Headquarters. When something good happens, make sure the right person gets recognized – and promptly.

Being a “boss” is not easy. It is really about being a leader – not a manager – regardless of the title. To be a more effective leader in the New Year, starting and stopping the behaviors and actions outlined above will provide a good new beginning.

George F. Franks, III is the President of Franks Consulting Group - a management consulting and leadership coaching practice. Franks Consulting Group is on the web at:
http://franksconsultinggroup.com
George can be e-mailed at:
gfranks@franksconsultinggroup.com

What to Wear to the Company Holiday Party

Holiday parties and other work-related functions are both a blessing and a curse this time of the year. One can count on co-workers getting drunk, making a pass at the male or female “hottie” from the office and plenty of folks kissing up to the boss. You can also count on people wearing the most outrageous and unacceptable attire. So what should you wear to a company holiday function?

For Men During the Day

If the holiday function is during the day, it is best to wear what you wear to work if the invitation does not say anything special. That means if you wear a suit normally during the day, then wear a suit. If you usually wear business casual, then do the same but it is always a good idea to at least bring a sport jacket or blazer. Do not wear jeans, work-out attire or sneakers even if those are the things you normally wear during the day. Avoid the funny Santa hats, reindeer antlers and ties that play “Jingle Bells”. That is not how you want the boss – and her boss to remember you.

For Men During the Evening

If the holiday function is in the evening, the invitation may say business attire or formal attire. If it says business attire and you have a very casual office, then you may be able to wear a sport jacket, shirt and tie and dress (not cotton khakis) trousers with non-sport shoes (and NO sandals). You are safest for evening “business attire” wearing a dark suit. Dress as if you are going to an appointment with an important client and not like a teenager’s first job interview. Take the time to look right and together. Make sure you suit is clean and pressed, that your tie is clean and press too and that your shirt is clean and crisp looking. Polish your shoes. And again, no Santa hats, reindeer antlers and ties that play “Jingle Bells”. You want to make a good impression with your co-workers, your boss and her boss too.

For formal attire, you can often get by with the dark business suit, a white dress shirt and serious looking tie with dress shoes. Ideally, for formal attire, you are going to need to wear a tuxedo with a white shirt (no ruffles please) and a black bow tie. Polished black dress shoes are acceptable unless you own patent leather formal shoes (ideally slip-ons with grosgrain bows). Remember, no powder blue suits, spinning Santa ties or holly motif shirts. Simplicity is elegance.

For Women During the Day

If the Holiday function is during the day, the attire rules for the women are the same as the men. If you wear suits to work – either with a skirt or slacks – then wear the same to the Company Holiday party during the day. You can dress it up with very good shoes (heels NOT flip-flops) and a bit better jeweler than you would normally wear – but nothing overwhelming for the event. A holiday themed pin is acceptable for women but not encourages. And please no reindeer pins that light up or play songs digitally. In lieu of a suit, a business cut skirt (dark) and a dress blouse with or without a pin also works for daytime events. Again with the good dress shoes. The skirt can be replace by a pair of dark, business cut slacks worn with dressy shoes. As with men, no workout attire, non running shoes, nothing “cute” and no, No, NO! Flip-flops. If skirts are worn, remember to wear stockings – it is not the middle of summer.

For Women During the Evening

For many companies, the evening Holiday function is a place to see and be seen. Dressing well is something many women thing about long before December. There are three different types of attire that can pass based on how formal the evening is noted as in the invitation. If the event is right after work, then attire mentioned for the daytime event may be appropriate – a suit with a skirt or slacks and a dressy blouse with the addition of tasteful jewelry and good shoes (read that as heels). For the more formal function during the week, a dress may be appropriate. It should be conservative and tasteful unless you are in a glamour industry (in which case you don’t need to read this). Match the dress with heels and stockings, pearls and a pin or other simple jewelry. No short skirts or plunging necklines please. Again, you want to impress you boss and her boss with what a brilliant employee you are, not sleep with her husband.

Finally, if it says “formal” and is held at a private venue in the evening – and probably during the weekend, then the sky is the limit. You had best go shopping now if you have not already. A couple of points to remember. What you wear should be conservative, it should be classic, it should say that you are educated and success and it should be something that you can wear again in the future. Do not forget the pearls. You can wear a little more jewels. And no matter what, do not wear anything with a holiday theme or with red and green in it. You might as well be standing by Santa at the mall if you do that.

Employees work hard all year to get good performance ratings, raises and promotions. But many people, regardless of their career level, do stupid things and wear the most inappropriate attire at the holiday function. While you want your attire to say all the right things about you, it should be traditional and tasteful enough that what you say is listened to by the boss, her boss and those further up the organization’s chain of command. Make the holiday event a career boost and not a career killer.

George F. Franks, III is the President of Franks Consulting Group - a management consulting and leadership coaching practice. Franks Consulting Group is on the web at:
http://franksconsultinggroup.com
George can be e-mailed at:
gfranks@franksconsultinggroup.com

"Executives vs. Managers"

From the WALL STREET JOURNAL, November 14, 2007, Letters to the Editor:

"I read your article "Alcatel Stakes Turnaround on More Cuts" (Leading the News, Nov. 1) with great interest having worked for Patricia Russo both at AT&T's Business Communications Systems division and at Lucent Technologies, pre-Alcatel-Lucent.

I had anticipated nothing less than "more cost cuts, operational improvements and a slimmer management team" as her "much-anticipated turnaround plan" for Alcatel-Lucent. Those executives who cut their teeth at AT&T, including Ms. Russo, Carly Fiorina, Rich McGinn and Gary Forsee, had a formula for any crisis. It included: cut headcount, cut budgets, reduce senior management (especially those who were threats or outspoken) and always reorganize. From 1984 on, this formula played out again and again at AT&T and its spinoffs.

Anyone can lay off personnel, cut budgets and change an organization chart. It takes true genius and creativity to grow a business. Without that genius, executives at any level are just managers.

George F. Franks III
Bethesda, Md."

George F. Franks, III is the President of Franks Consulting Group, a Bethesda, Maryland management consulting and leadership coaching practice. Franks Consulting Group is on the web at:
http://franksconsultinggroup.com
George can be reached by e-mail at:
gfranks@franksconsultinggroup.com

Business Card Do’s and Don’ts

The business card is one of the most used and least understood tools in business today. Whether CEO of a Fortune 500 Company or founder and part-time CEO of a web-based start-up, the business card is an effective communication and marketing tool. But like any tool, it must be used properly. The do’s and don’ts of business card etiquette, while not the key to wealth and success are helpful to prosper in a business or organization of any size.

The Business Card. If you work for a mid-sized to large company or organization, the style and format of the business card will have been decided for you. If you have your own company or organization, then keep the business card traditional in size and shape. Have them printed with all your key contact information in additional to you company or organization’s name, logo and tag line. For those who order and design their own business cards, I highly recommend the services of VistaPrint. They are hard to beat in terms of ease of use, support and price. You can get 75% Off Premium "Custom" Business Cards at VistaPrint.com!

When to Carry Business Cards. Unless you are going swimming or otherwise actively engaged in sports, carry your business cards. Do no limit carrying them to work days, the office or business functions. Some of the best opportunities for business networking are at the least likely events or times.

How to Carry Business Cards. Some people carry business cards loose in their pockets or their purse. The best thing to carry them in is a business card case. These are available in metal and leather. I carry the leather one made by COACH and it has served me well. The metal ones are acceptable also as long as they are no bigger than the business cards.

When to Offer Your Business Card. Some people whip out their business card every time they meet someone at work or at a work related function. The best times to offer your business card are:

- When someone asks for your card.

- When you ask someone for their business card.

- At the END of a meeting with a client or potential client before they leave.

- If someone asks for your contact information (business or otherwise).

- At the end of an air flight if you have talked with the person sitting next to you.

- If you dine next to someone outside of your company at a professional or networking function (business-related), you may tell them that it was enjoyable talking with them and offer them your card as you shake hand and leave.

Business Card “Don’ts”.

- Don’t give your business card to people who work with you. If you are that unmemorable you may need a professional coach.

- Don’t give your business card to people at a reception or networking function unless they ask for yours or your contact information.

- Don’t drop them in bowls for raffles as you will only be contacted by someone trying to sell you something.

- Don’t give them to others to hand-out for you.

- Don’t leave them on bulletin boards or in stacks at any place other than your own desk – and only then if you meet face-to-face with customers or clients.

- Don’t hand them out to anyone at a church service (social functions are acceptable) or at funerals.

Old Business Cards. Old business cards make great book marks and also work well for “to do” lists.

Business cards are both a blessing and a curse. Until everyone passes all contact information through technology, we will still have a tool called the business card. Know when and how to use them as an effective business development and communication tool remains essential to success.

George F. Franks, III is the President of Franks Consulting Group - a management consulting and leadership coaching practice. Franks Consulting Group is on the web at:
http://franksconsultinggroup.com
George can be contacted at gfranks@franksconsultinggroup.com

Why Engage a Consultant?

Why should any business, association, non-profit or other organization, regardless of size, engage and utilize a management consultant? Most owners of small business believe no one knows more about their business than they do. Most non-profit organizations, with the exception of the very largest ones, believe they cannot afford a consultant – it’s just not in the budget. CEOs of mid-sized companies often believe that the kinds of activities performed by management consultants can and should be carried out by their own management on top of their day-to-day responsibilities. And CEOs and senior executives of large global corporations, while generally more open to management consultants that their counterparts with small and mid-sized companies often resist engaging management consultants either due to their corporate ego or in view of cost controls.

So what should a company engagement a management consultant?

- Management consultants bring an independent perspective.

They value of having a new and different perspective for a business or non-profit organization is invaluable. Most organizations, regardless or turnover and bringing in “new talent”, are caught up in the day-to-day of how they perform any function or activity.

- They often have specialized skills in areas such as strategy, finance, operations, human resources or marketing.

With the exception of the very largest companies and corporations, most companies and non-profit organizations have members of their staff wear multiple hats and perform a variety of functions. As such they end up not being experts in any one of those functions or roles. Consultants often specialize in a function or type of activity.

- Management consultants work from the perspective of best practices and use these as a benchmark for evaluation and recommendations.

Regardless of how much companies and non-profit organizations know about their industry, their competitors and marketplace, they rarely have the time, resources or the inclination to benchmark against others. Best practices – a term that has been greatly overused – is a area where consultants can identify who does various functions and activities with excellence and compare (or benchmark) that against any client. While best practices change from field to field and year to year, the concept continues to reap dividends for those who utilize it either internally or through a consultant.

- They can provide additional resource in specialized areas for a limited period of time to support a project, initiative or change such as an acquisition or divestiture.

Let’s face it, even in good times, businesses and non-profit organizations do not have the resources – meaning staff – to do all the things they need to do. They need to generate revenue or raise funds. They need to delight their customers or members. They need to deliver on the core activities as defined in their mission statement. As such, there is a need for additional resources for everything from fine-tuning to a complete re-engineering of processes. Consultants – who are brought in for a set period of time and for a given amount of money can fill the gap for even the most budget constrained business or non-profit organization.

While the reasons to engage management consultants are numerous, more often than not, these four are key to the decision-making of businesses, associations, non-profits and other organizations of all sizes.

George F. Franks, III is the founder and President of Franks Consulting Group, a Bethesdsa, Maryland management consulting and leadership coaching practice. Franks Consulting Group's clients include associations and other non-profit organizations, businesses of all sizes and individual leaders. More information on Franks Consulting Group is on the web site:

http://franksconsultinggroup.com

George can be contacted via e-mail at:

gfranks@franksconsultinggroup.com

George Patton's Words

With the renewed interest in all things related to World War II, it seemed an opportune time to share some of the gems spoken and written by the great battlefield leader General George S. Patton, Jr. One of the most controversial military leaders of the war, Patton was a great orator (in spite of his shrill voice) and a prolific writer. His favorite topic, other than military history, was leadership. Patton's words on leadership can provide us some insights and guidance today, in a world where "great" leaders seem to take the safe and politically correct path.

"Do not take counsel of your fears."

"Lack of orders is no excuse for inaction."

"There is only one kind of discipline. Perfect discipline."

"New tell people how to do things. Tell them what to do and they will surprise you with their ingenuity."

"There is a great deal of talk about loyalty from the bottom to the top. Loyalty from the top down is even more necessary and much less prevalent."

"When a decision has to be made, make it. There is no totally right time for anything."

"The more senior the officer, the more time he has. Therefore, the senior should go forward to visit the junior rather than call the junior back to see him."

"No one is thinking if everyone is thinking alike."

Although George Patton was talking about war, the points that he made about leadership are applicable today in business, the nonprofit sector and government.

Credit to PATTON ON LEADERSHIP by Alan Axelrod, a "Business Week" bestseller.


George F. Franks, III is the President of Franks Consulting Group, a Bethesda, Maryland management consulting and leadership coaching practice. Franks Consulting Group is on the web at:
http://franksconsultinggroup.com
George Franks can be contacted by e-mail at:
gfranks@franksconsultinggroup.com

Ten Steps to a Top Performance Rating

The current world of pay for performance, whether one works for a business, a non-profit organization or even government at any level, requires a different way of working. In the past, it was enough to work hard, do what you were told and be a team player. That would get you a cost of living raise for sure and maybe a bonus. Not any more. In the pay for performance world, those who follow the old rules are left behind – and in many cases without even the full cost of living increase much less a bonus. No, new rules apply for success and top ratings with pay for performance. These are the new rules.

1. Learn your organization’s mission inside out. All objectives should relate directly back to the mission. It is important not only to do your job but also to know how it fits into the bigger scheme.
   
2. Make sure you have a job description. Learn your job description well. Make sure you have all the skills that it requires. If you do not, take steps at night and on weekends to insure that you have all the skills described in your job description. Anyone who has more or better skills than you could replace your tomorrow.
3. Get a clear set of performance objectives from your supervisor. Whether you are a first level boss, a business unit executive, a department head in a local government or an executive director of a nonprofit, you have a boss and your boss has objectives. Make sure your boss or supervisor provides you with your objectives. Take the time to go over what is expected of you and make sure you understand what is due by when and how it is measured and by whom.
4. Again, everybody has a boss. Even CEOs and Executive Directors report to Boards of Directors. Your number one objective is to make sure you understand what your boss expects of you and how your boss’s success is measured. While your boss may be successful and you may not be, if your boss is not successful, then any success on your part will be for nothing. Get inside your boss’s job and her head.
5. If your boss has a boss, get to know her too. Make yourself known. Understand her job and her objectives. How does she define success? If your boss is gone tomorrow you are nothing without having a relationship already in place with her boss too. Note of warning, some bosses are jealous about access to and relationships with their bosses so be sensitive to this.
6. Unless you are in the military or professional sports, forget all this team stuff. Few organizations measure much less reward teamwork. You must often get things done with and through teams but this is often over emphasized. Your success is about you – not about some amorphous group of people brought together randomly to accomplish whatever task. You must shine alone – and stand out a star performer – not as a member of “the team”.
7. While some organizations us peer ratings or what have been called 360 degrees ratings (above, peer and subordinates), these are far from a science in terms of data collection, reliability and linkage to performance. At the end of the day, you are fighting for your performance rating, your raise, your bonus and your next promotion against your peers. Do not view them as team mates, friends, buds or family. They want your money, your rating and often your job. Be professional but not familiar. The world of pay for performance is survival of the fittest to the extreme.
8. Subordinates ARE important. If you do have people who work for you, then your success is based on their success. You must do all you can to make sure they know what their objectives are, that they are on track to meet and exceed every one of them and that you eliminate poor performers who work for you. Make sure they have what they need to do their job. Make sure they shine as stars and make you shine as a star too.
9. Special projects are the kiss of death. Some bosses include in objectives: “special projects are assigned” or “other responsibilities based on the needs of …” Fight these tooth and claw. They are deadly. You can be 110% on every objective and these will drain your time, your focus, your resources and ultimately cause you to fail to meet your overall objectives. If your boss wants you on a special assignment, then have her suspend – in writing – your current objectives and write special and specific ones for the special project including time frames, criteria, dates and so on. Anything less will doom you to not meeting or exceeding your performance objectives. Remember: get it in writing and get it signed and dated.
   
10. Even if your organization only has on annual performance review per year, sit down with your boss to review your performance formally every six months. Every three months is even better. Come prepared with a summary of your objectives and your quantified accomplishments for each of the objectives. Do not throw in extra things like “ran the company bowling tournament”. Have a candid and formal review of each of your objectives and your performance to-date against each. If you are not on-track to meet an objective, include an “action plan” to pro-actively meet and exceed the objective with specifics.
    

Pay for performance can be good and it can be bad. It can be good if your work at being the star of your organization by knowing and exceeding every one of your objectives and knowing how to make your boss successful at the same time. Pay for performance is deadly if you work hard and do your job and expect to get a raise much less a bonus. It is a new world and that new world requires a new and different set of actions to be successful.

George F. Franks, III is the President of Franks Consulting Group - a Bethesda, Maryland management consulting and leadership coaching practice. Franks Consulting Group is on the web at:

http://franksconsultinggroup.com

George can be contacted at:

gfranks@franksconsultinggroup.com

High Heels for Women and the Power Look for Men

Much has been written and said about women having a power look with expensive high heel shoes regardless of what else is worn. What about men? Is there a 2007 power look for men? Is did the male power look die with the crash of 1987 or with the dotcom bust?

There is a power look for men but it is much more subtle than a pair of expensive high heel shoes flaunted by the women who have shattered the glass ceiling.

Hair

The very expensive haircut is crucial. For those who do not have enough hair to pull-off the expensive haircut – it all must go. No more comb-overs or even implants. The really powerful and the extremely rich just cut their own hair or go to the same corner barbershop they have gone to since they were kids.

Shirt

White shirt of a fine 100% cotton shirt. Straight collar. French cuffs with tiny – ideally antique – cuff links (1920s not 1950s). Preferably tailored in England. Always laundered and starched. No “no irons” or “stain proof” shirts please. At least one fresh one daily – sometimes more often so it looks crisp.

Tie

Silk. The only acceptable material. Hermes and the other designers with fine silk, bright colors and very small and complex patterns or figures. Also acceptable is foulard in silk with small diamond or circle patterns in navy or maroon. Purple, yellow (its back) and pink are favored too. Sky blue has become a cliché for politicians and their underlings.

Stay away from green and brown. Black is for funerals. Regardless of what the fashion books say – the knot is a function of personal style – and where you went to boarding school (or which military branch you served in).

Belt

Does not matter. You will not be taking off your suit coat. And you will only unbutton it when you sit down. Period.

Shoes

If the higher the heel is the key to the power look for women, then the thinner the sole is the key to the power look for men. Italian and English shoes are best. The rule about laces is out unless you are a diplomat or an investment banker. Otherwise, tie shoes or slip-ons are fine. They must be expensive, black or brown (a whole other article about this trend) leather and very traditional in style. Any shoe that looks trendy, cheap or like a walking or athletic shoe is a no-no. And any shoe must be highly polished – regardless of whether they are new or 30 years old (yes I have some that old in case you are wondering – I have them cobbled).

Suit

The power suit is still it. No khakis and polo shirt – unless you are on the links. No sport coat and dress trousers – unless you are at a cocktail party or the yacht club. A suit. Preferably English. Preferably bespoke (if you do not know what that is then do a search on the term please). It should be navy solid or striped or very dark grey. It should be of very expensive and fine wool. And it should fit impeccably (that does not mean off-the-rack and adjust the cuffs and hem the trousers by the way). If you cannot afford this suit – then go to a very expensive men’s store and examine the most expensive traditional suits they sell. Try one on. Look at all the details. Short of a bespoke suit – this is what you are looking to duplicate regardless of where you choose to shop.

While the topics of belts, braces (you know – suspenders), socks, pocket squares, watches, spectacles, rings, pens and other accessories could go on for pages – the point is that unless you get the basics right (and above are the basics) then all the other things really don’t matter because you will not have the power look.

Female executives can have their expensive high heel shoes. You have your expensive haircut/shirt/tie/suit/shoes. Now it is time to get down to business. If you think the computer programmer who is worth more than most small countries has it made because he can wear an old rock band t-shirt, baggy shorts and ratty sneakers – then you do not need to worry about the men’s power look. You need to evaluate your professional goals.

George F. Franks, III is the President of Franks Consulting Group - a Bethesda, Maryland management consulting and leadership coaching practice. He is a member of the Institute of Management Consultants (IMC USA). George can be reached by e-mail at:

gfranks@franksconsultinggroup.com

Franks Consulting Group is on the web at:

http://franksconsultinggroup.com

George's career and leadership e-zine is found at:

http://careerandleadership.com

Leadership: What the American Civil War Can Teach Leaders Today

Today when we think of leadership we think of corporate Chief Executive Officers, talking heads on political talk shows and management gurus. There was an era when leadership meant men living and dying for their beliefs. While this happens occasionally today – professional military people, firefighters, law enforcement offices and a few other rare instances. During the era of the American Civil War, Americans from the North and the South routinely died for their causes. The men who led them are after one hundred forty five years still examples for us today.

Integrity

The men who led soldiers into battle – at all levels of the military North and South often left careers and families to serve. Many senior officers on both sides had attended West Point and had gone on to lucrative careers as engineers and businessmen. Others at various ranks left businesses, professional practices or political offices to lead men in battle. They were not looking for financial gain or in most cases not even glory. Rather they were looking to serve the cause they believed in. And once the stepped into those leadership roles they lived their beliefs and put their lives on the line for them every day.

Lead from the Front

Today whether it is CEOs, politicians or other leaders, it is common to find when something goes wrong, the first one to get fired is not the leader but rather those around her – the chief of staff, the CFO, the next in line, the spokesperson or whoever. When the going gets tough, the leaders of today find someone, anyone, else to “take the bullet” for them. Their focus is to survive. The leaders of the era of the Civil War, whether non-commissioned officers, junior officers, field officers or general officers, led their men from the front. In battle, it was the leaders who were most visible in front of their men and who were the first casualties. Now that is truly leading from the front. Just one look at the number of officers killed or wounded in any major battle demonstrates this leadership in action.

Take Responsibility

Similar to leading from the front, accepting responsibility for failure was more common, although not universally so, than among today’s leaders. Today, leaders generally find anyone to blame when something major or minor goes wrong. It is a rare thing to find leaders today to step forward and accept responsibility. During the Civil War – a number of times both President Abraham Lincoln and Confederate General Robert E. Lee accepted responsibility. Lincoln accepted responsibility for failures in both the way the war was being fought and also for policies that were not successful. Lee, rather than blame his subordinates, who were certainly due their share, accepted responsibility for failures throughout the war – especially after Gettysburg and at Appomattox. Other leaders during the war often did the same.

Aggressiveness

Through much of the Civil War Robert E. Lee made up for his lack of men and supplies with cunning and aggressiveness. His bold moves kept the Union forces off balance and led to a number of victories for Lee including the Seven Days Battle outside of Richmond, Fredericksburg and Chancellorsville. His moves into the north led battles at Sharpsburg (Antietam) and Gettysburg. Although not Southern victories, they did provide benefits to the South but at heavy prices. The North’s aggressiveness appeared later in the War under Grant with his campaigns of 1864 and 1865 in Virginia where he never ceased waging war regardless of the price in men and material. It also appeared in the ruthless campaigns of total destruction late in the war by Sheridan in the Shenandoah Valley of Virginia and by Sherman in his Atlanta Campaign and march to the sea. Aggressiveness and bold moves are rare today among leaders in a world of committees, teams, alignment and political correctness.

Innovation

We think of today as the age of innovation and our leaders as the most innovative ever. In fact the Civil War was the first “modern” war from telegraph, to observation balloons, to iron warships, to troop movements by rail, to machine guns and advanced spy networks. The leaders of the South and the North grasped every new innovation and technology and applied them to their advantage. Additionally, innovation was not limited to technology. While soldiers may have fought with muzzle loading cannons and muskets and endured cavalry charges, their leaders developed new and innovative strategies and tactics to give their armies every advantage and to win battles, campaigns and the war. One example is the use of swift moving “foot cavalry” by General Thomas “Stonewall” Jackson to get his men to where they needed to be in record time. He then boldly move his men to take advantage of the Union forces weakness through flanking movements (hit their sides). This was most evident in his last battle – Chancellorsville. Other leaders – north and south – also used innovation to overcome obstacles and give them any advantage on the field of battle.

Today we think in terms of leaders reading statements at press conferences, annual corporate meetings and other public occasions. The deeds of the leaders at all levels during the American Civil War provide examples for our leaders of today and tomorrow. By better understanding their use of innovation, their leadership from the front, taking responsibility, aggressiveness and integrity we can produce more effective and better leaders for both the public and private sector today and in the future.

George F. Franks, III is the President of Franks Consulting Group. A management consulting and executive coaching practice based in Bethesda, Maryland, Franks Consulting Group serves businesses of all sizes, non-profit organizations and individual leaders throughout the USA. George is a member of the Institute of Management Consultants (USA). More information on Franks Consulting Group is on their web site:

http://franksconsultinggroup.com

George can be contacted by e-mail at:

gfranks@franksconsultinggroup.com

The Best and the Brightest: Hiring

Hiring people for your team is always a challenge. Generally you know your budget and your headcount – but what are the skills that you need? What are your short term needs? What are you long term needs? What are you skill gaps? Hiring is often more about finding those who fit your near and long terms needs than bringing on the “best and the brightest”.

Inventory

Regardless of what vacancy you have on your team – either through someone leaving or through picking up additional responsibilities, it is important to do an inventory. First list the people on your team. Next list their primary and secondary job responsibilities. After their job responsibilities it is vital to list their functional strengths. Finally, what are the functional areas where you have gaps – such a financial analysis, marketing, technical skills or strategic planning. It may be helpful to fill a matrix with this information so you can see what you have (check it) and what is missing (blank).

Near Term Needs

For the next twelve month what are the skills that are essential for you and your team to be successful. By this we mean to meet and exceed every single objective assigned to you by your leadership. It may be helpful to look at where you met your objectives in the past and where you did not. If you met them, have the key people left creating a void? If you did not meet them was it due to a missing skill or area of expertise? Looking out to the next twelve months what objectives will be the same? Which will be higher or new? What skills will they demand? And how do those skills match with the current team’s skills? Again identify the needs versus the inventory of current team members and their skills.

The Future

Looking out eighteen to twenty-four months based on your team’s or your organization’s strategic plan, what are the major initiatives? How do they differ from those your team is working to achieve today? What same skills do they require? What new or different skills do they require? Focus on the new and different skills? Do you have them within the current team or do you need to acquire them? A matrix to highlight the gaps and voids in skills is an effective tool for looking at the future also.

Bench Strength

Leadership success is much talked about but seldom addressed – until it is too late. If you were promoted tomorrow who would take your place immediately? And who would take that person’s place. You need to think about this for every function in your team and also for every position on level above your team in your organization. You boss wants to know who can take his place when SHE is promoted too. Identify who would move into what roles based on skills, expertise and performance over time. Here is one more area where a matrix to highlight the gaps and voids is helpful.

Conclusion

It is time to submit a requisition to Human Resources. You know your budget. You know your headcount. Now you should know the skills that you need to deliver on your performance objectives this year, in the next two years and when you or members of your team move up or on to greener pastures. While there is nothing wrong with hiring the best and the brightest – the most important thing is to hire people who will make your team successful now and in the future plus make the larger organization successful in the long term.

George F. Franks, III is the President of Franks Consulting Group, a Bethesda, Maryland management consulting and leadership coaching practice. Franks Consulting Group has worked with companies of all sizes, non-profit organizations and individual leaders. George is a member of the Institute of Management Consultants (USA). His web site is:
http://franksconsultinggroup.com
George can be e-mailed at:
gfranks@franksconsultinggroup.com
See his FREE monthly e-zine on career and leadership topics at:
http://careerandleadership.com

Tony Soprano: Great Leader

Television and movies, like history, can provide us with insights on leadership – both good and bad. The mob boss as a leader is not new. It has been explored in both movies and on television going back to the early days of both forms of entertainment. The latest television mob boss will soon be gone. Left to the world of reruns and DVDs. What was Tony Soprano taught us about leadership? Is he a leader to be emulated or to be avoided? In spite of the profession (crime), I say that many but not all of Tony’s traits are those of an effective leader regardless of the profession or field.

Listening

Whether it is his lieutenants, his opposition or his “customers”, Tony Soprano has demonstrated time after time that he is a good listener. Not that he lets people go on and on. He is looking for the facts so he can make a decision. A big part of every leader’s job is to listen. Many leaders are very poor listeners. An effective leader must learn to listen: to employees, customers or clients, professional peers and others. The more a leader listens, the more she will have better points of reference for any issue or decision that arises.

Communication

Although Tony Soprano does not have a Harvard MBA, he is a good communicator. He knows how to get his message across to those around him. He is clear and to the point with his lieutenants and other underlings. Tony is clear in his business dealings with his “customers” and his competition (rival mobs such as in New York). The people around him always know where he stands and what is expected of them. He may not have talking points on a PowerPoint presentation but he always has his talking points. Today, some leaders like to talk to groups. Others like to talk to individuals. And others prefer letters or e-mails. There is no one right way to communicate. The point is to communicate. It must be direct, clear and to the point. Say what you mean. It is easy to get caught up in business or professional jargon. Regardless of the audience, make sure you communicate thoughtfully and clearly.

Decision making: Gut vs. Analysis

No spreadsheets for Tony Soprano. But he operates from the facts. Time and again he gathers the facts and then makes a decision based on his evaluation of the facts based on his experience and his “gut” (a sizeable one at that!). Sometimes he asks for input from those around him. Regardless, he stands by his decisions – no flip-flopping for Tony. The MBA revolution has produced many business leaders who require mountains of data and reports to make even the smallest decision. There is a growing movement among leaders to “go with the gut” when it comes to decisions large and small. Is there a right way to make decisions? Frankly, the best decisions evolve from some level of analysis plus experience (or “gut” instinct). The point is to make decisions. Make them often. Too may leaders today avoid making decisions and defer to teams, committees and task forces. While input may come from these bodies, ultimately the leader should make the final decision.

Lead by Example

Tony Soprano NEVER asks his men to do what he wouldn’t or hasn’t done himself. Whether it is collecting pay-offs, arson, teaching someone a lesson, murder – or just getting “in someone’s face” Tony demonstrates what the military describes as leading from the front or leading by example. He gets his hands dirty. Tony takes risks. And his mob lieutenants and other underlings love and follow him for just those very reasons. Most great leaders have someone they look up to – whether an historical figure or a mentor. A model for leadership is not only valuable – it is essential. At the same time, every leader – regardless of position or stature – should mentor others and serve as an example. An effective leader will want others to live up to and carry on their style and techniques in the future.

Prioritization

Tony Soprano loves his family, golf, fishing, watching the HISTORY CHANNEL, good food, the pleasures of the flesh, animals and travel. But he (almost) always puts his business (making money through his mob organization) first. Yes, he mixes business with pleasure more often than not. But business is business and takes priority. He know what he has to do every day and who has to bring in what (in cash) to keep the machine well-oiled. Every leader wakes up every day with a “to do list”. Some items on the list are at their discretion. Others are imposed by others: customers, investors, subordinates, other external or internal bodies. Are you a prisoner to someone else’s priorities for your day? It is up to the leader to insure that every block of “work time” every day focuses on actions essential to meeting and exceeding the short and long term objectives of the office or position. This does not mean no time with family or to exercise or to socialize. What it does mean is that working hours – whether from 8-5 or from 5-8 should be focused and deliberately spent on activities which will serve – in the end – to meet and exceed specific performance objectives.

Be Authentic

While Tony Soprano from time to time discusses his heroes such a John Kennedy and military leaders such a Generals Patton and Rommel, he is his own man. He is the product of his New Jersey mob-based culture and his environment, but he does not pass himself off as a copy cat of any other mob boss or other leader. His style is uniquely his own. Imitating Bill Gates, Steve Jobs, Barack Obama or Hillary Clinton will not serve any aspiring leader well. Your style of speaking, dress and more evolved from your family background, education and career-to-date. Be yourself. By imitating the gestures, speech patterns, attire or other mannerisms of someone who is famous, you are only making yourself a caricature of that person – and that does not translate into effective leadership. Authenticity is the mark of a real leader.

Walking the Talk

When Tony Soprano says something – he lives it. His decrees care enforced as the law of the land. While unwritten, his mob organization has a vision, values and a culture. And Tony with the help of his lieutenants makes sure that all the members of his organization live them every day – as odd as that may seem. Tony lives them and he expects those around him to do so also. Today one only has to look at the front page of any newspaper to see examples in business, government and the non-profit world of leaders who are not role models. These leaders are the height of “do as I say, don’t do as I do”. Leadership by example should be one of the most fundamental goals for leaders at all levels regardless of their profession or field. Employees at all levels perform better for leaders who “walk the talk”.

Good bye Tony Soprano. We have learned a lot about leadership from you over the years. Many future leaders will have an opportunity to continue to learn from Tony’s leadership through endless reruns and DVDs of the cable television series. While a mob boss may seem like an odd role model for leaders today, in many ways, Tony Soprano has served as a better one than many in the corporate America, the non-profit sector and the US government.

George F. Franks, III is the President of Franks Consulting Group - a Bethesda, Maryland management consulting and leadership coaching practice. He is a member of the Institute of Management Consultants (USA). His web site is:
http://franksconsultinggroup.com
His FREE monthly e-zine is:
http://careerandleadership.com
George can be contacted at:
gfranks@franksconsultinggroup.com

Interview Shoes: The Right Styles for Men and Women

Interview attire advice often focuses on suit colors and cuts for men and whether to wear a skirt or slacks for women and the color of either. Other articles of interview attire are even more important. A case in point is shoes. For both men and women, wearing the right style and type of shoes can often serve as the most important and most visible item of interview attire.

For Men

For men there are four types of shoes that are acceptable for interviews. There are from most to least formal: the black oxford shoe, the black brogue shoe, the black tassel loafer and finally the black dress penny loafer. Each of these shoes has a distinct style and message. Regardless of which style of shoe is worn, they should be well maintained – meaning not scuffed or worn at the heel and highly polished.

The black leather oxford shoe. This is the classic tie shoe. It has either a plain to or a non-perforated cap toe. This is the dressiest of men’s shoes and are popular with investment bankers, government officials and other’s who must portray formality and consistency.

The black leather brogue shoe. Often described as the wing tip, this is slightly less formal than the oxford. It may be cap toed or have the wing shaped toe decoration both of which are perforated. Acceptable with suits, the brogue has been a favorite of businessmen for decades although it fell out of favor during the “casual Friday” dress down era of the 1990s.

The black leather tassel loafer. The tassel loafer has been around for decades. Once classified as Ivey League or preppy, it is now a business staple. It is a loafer with stitching around the toe and a pair of leather tassels. The shoe is not as formal as either the oxford or the brogue but is acceptable with business suits in all but the most formal and tradition bound professions.

The black leather penny loafer. This is not a casual loafer with the big “beef roll” and the rough hand stitching around the toe. The penny loafer for dress is more refined in cut and stitching. It looks like and is a dress shoe. The least formal of the business shoe styles, it is sleek and clean and works with suits for all but the most formal occasions.

What kinds of men’s shoes to avoid for interviews? First, the heavy soled and big toed lace and slip-on shoes popular with younger men should be avoided. Even if they say they are dress shoes, they say all the wrong things about one. Secondly, avoid casual shoes such as weekend loafers or other very casual shoes with leather, rubber or plastics soles. Finally, avoid trendy shoes. If attracted to a pair of shoes that would look great on the dance floor at a club or at a wild party, keep them for those events. Do no wear them to an interview. Trendy is not an interview look unless you are a fashion designer or in the arts.

The right kinds of shoes are available at stores and on-line. The most popular traditional interview shoes are sold by: Church’s Shoes (English design, very traditional), Alden (American and very traditional), Allen-Edmonds, Cole-Haan and Johnson & Murphy. Stores that carry the right kinds of shoes for interviews include: Brooks Brothers, Joseph A. Bank and Nordstrom.

For Women

While there are infinitely more styles of women’s shoes available than men’s, the styles that are appropriate for interviews are even more limited. The rules about the condition of shoes for women are the same as for men. The shoes must be in top condition and well maintained if not new. While all the colors for men included black and black, there are more possibilities fro women. While black and navy are safe bets 95% of the time. Other colors are OK but must complement the suit or outfit and should match the purse or handbag too. Avoid light colored shoes for interview and never wear white shoes to an interview unless it is for a nursing position. If brown, dark shades are best. Avoid suede and never wear shoes that have metallic sparkle, glitter or sequins for an interview (or for business ever).

The styles of shoes that are appropriate for women to wear for interviews fall into four categories: classic leather pump with a heel, the leather sling back style with a heel, the classic leather Mary Jane style shoe with a heel, the flat or ballet style shoe in leather. All should be leather. All should be well maintained and worn with neutral colored stockings or pantyhose regardless of the season or temperature (or knee highs if work with slacks).

The leather pump. Heel heights and shapes vary. This is the traditional shoe for women in business. Solid color.

The leather sling back style with a heel. Again heel heights and shapes very. This shoe while very traditional has an adjustable strap rather than a closed back. The shoe is classic and in good taste but with a bit more style and is considered a bit more dressy than the plain leather pump.

The classic leather Mary Jane shoe. This is not the flat soled cloth model or even the funky thick soled model worn by teens. It is basically a leather pump in style and cut with a thin strap ending in an adjustable buckle across the instep. Better with skirts than with slacks.

The flat or ballet style shoe in leather. This kind of shoe if made of fine leather and in a traditional cut is classic, flattering and is worn by women of all heights. But it is favored by very tall and strangely enough, very short women. It may be plain or decorated with a discrete bit of gold metal or grosgrain bow at the toe. The casual ballet slipper style in fabric, needlepoint or less dressy leather should be saved for wear with jeans or khakis.

What shoes are not appropriate for women to wear to interviews? Frankly, everything else unless the interview is not for business, non-profits or one of the professions. Anything in unnatural colors or with sparkles or anything novel just will not do. Flip flops are a no always. As are sandals. Big, clunky shoes are for teenagers or weekends. Loafers are for khakis and weekends. Tie shoes are not appropriate for women in business unless running an art gallery or a church order. Finally, strappy, very high heeled shoes should be left for weekends and never for work. Forget what they say in “Sex and the City”.

Women’s interview shoes are available at many women’s stores, shoe stores and department stores. The list is really too long to do justice here. Some of the more traditional sources are: Cole Haan, Talbots, Nordstrom, Lord and Taylor and Brooks Brothers plus the some of the designers who offer quality shoes in more classic styles.

Shoes speak volumes about a person. This is never truer than in an interview environment. Make sure the shoes that you wear say all the right things. While they will not guarantee a job, the will not be an obstacle if the points outlined above are observed.

George F. Franks, III is the founder and President of Franks Consulting Group, a Bethesda, Maryland based management consulting and leadership coaching practice. A world-class speaker, facilitator and coach, he has worked globally with business, non-profit organizations and executives. He is a member of the Institute of Management Consultants (USA) and the International Coaching Federation (ICF). George can be contacted at gfranks@franksconsultinggroup.com Franks Consulting Group is on the web at: http://franksconsultinggroup.com George's monthly e-zine on Careers, Leadership and Work Life is: http://careerand leadership.com

It Is Not Just About the Money

Much has been written in the media about who makes what both by name and by profession. Whether PARADE magazine, the WALL STREET JOURNAL or other periodicals, there seems to be a focus on paychecks. What do doctors, lawyers and Indian Chiefs make per year? How little do the people who keep our streets safe, clean and in good repair make per year? How much do university presidents make vs. the teachers who educated our kids day-to-day. While I think this information is interesting, it only tells PART of the story. The paycheck is just a small part of any career, occupation or job. It is not just about the money. There are other factors that anyone looking toward a job, career or field should consider even long before college or university.

Prerequisites

Having desire is sometimes not enough. I always wanted to be a naval officer. Although I received an appointment to the U. S. Naval Academy, I was found while there to be color blind. The PREREQUISITE for a line officer in the U.S. Navy to have unimpaired color perception. Even though it was my dream, it was not to be and I left the Naval Academy to follow another career direction. Want to be a basketball player? Odds are if you are short it is not going to happen. Want to be musician but are tone deaf? Unlikely that success will follow. Desire to be an astronaut but afraid off small spaces and confinement? Think again. Interested in high finance but hate mathematics. Probably not the best choice. Some limitations, such as my color blindness, we are born with and cannot change. Others the strong preferences, likes and dislikes. More on that to follow. The point is – consider whether you are even “in the game” as your set your sights on a career.

Talent

What are you good at? Do you have a “gift”? Are you musical? Are you athletic? Are you mathematically talented? Do you write well? Do you have a knack for taking things apart and putting them together again? Do you have the “gift of gab”? Are you a talented public speaker? Are you a natural leader? Think about what you are really, naturally good at doing. This is the next area to think about after you get past the “prerequisites”. If one has a natural talent in an area, it may be the launching point for a career that relates to that talent. Keep in mind it may be academic, athletic, artistic or it may be a manual or mechanical skill.

Passion

The phase is overused these days but it still holds true - “what do you love”? What do you think about every waking moment and dream about while sleeping at night. This is your passion. What would you do even if no one paid you to do it? This is your passion. What do you care about regardless of the views and opinions of others? This is your passion. Think about and identify your passion. And then think about it as it relates to careers. Do you have the prerequisites? Do you have the talent? If you have the passion, then you have a winning combination to follow it into a career or occupation. If you follow, train for and do what you love, then you will not count the minutes, hours and days until the weekend, your vacation or retirement. You will look forward to doing it each and every single day.

Pay

My father used to say “there is more to life than money BUT you can’t live without it”. How true! Even if you have the prerequisites, the talent and the passion, if there is no demand for the skills that you have then there will be no money in the field or occupation. Think of it as supply and demand. It is about what is needed and about what is valued. I used to thing that the most educated people were the highest paid when I was a youngster. What a shock to find that many without college degrees make more than some job requiring PhD’s. It is balance. Again, look at the prerequisites, look at your talent, think about your passion and THEN look into the supply and demand for the occupations and jobs that relate to the fields you are both best suited for and also most passionate about. The dollars should not be the only factor driving one’s decision – but they are a factor.

Most people today have multiple jobs if not multiple careers over a lifetime. Regardless, when one is starting out – ideally before college – it is time to think about four factors. These are: prerequisites for any field or profession, one’s natural talents, what one is passionate about (what you live, eat, sleep and breathe and would do for free) and finally what the compensation or pay is for a related job or occupation. It is important to look at all of these factors and not just one of them. Especially not just the pay factor which is so common today. By looking at all four factors, the potential exists to be happy, enjoy one’s work, make money and use natural talent to make a living and hopefully contribute to the world in a positive way.

George F. Franks, III is the President of Franks Consulting Group - a Bethesda, Maryland management consulting and leadership coaching practice. A speaker, facilitator and coach to both individual leaders and organizations, George is a member of the International Coaching Federation (ICF) and the Institute of Management Consultants (USA). His practice spans businesses and non-profit organizations globally. George can be contacted at gfranks@franksconsultinggroup.com

His web site is http://franksconsultinggroup.com

See the FREE monthly E-zine on career and leadership http://careerandleadership.com

Big Boys and Girls Don’t Cry (At Work)

Quite a bit has been written recently about crying at work for some reason. Articles have appeared in the Wall Street Journal and The Washington Post to name a few. The point of these articles has been that especially for the “new generation” of workers, it is acceptable to cry at work. Well, the workers may be changing but the workplace is as unforgiving as ever.

OK To Cry

There are only two times when it is acceptable to cry at work. The first is when you are physically hurt. If something falls on you, cuts you, bangs into you and you a really hurt – bleeding or not – it is acceptable to cry until or as you are getting First Aid or waiting for the rescue squad to arrive. Of course OSHA is going to be after your employer and it will show up as a work place accident in your personnel file, but at least it is fine to cry when you are hurt. Secondly, a sudden death in the immediate family is another appropriate occasion to cry. This does not mean thinking about your long lost cat or your Great Grandmother who passed away decades ago. What this means is that it is acceptable to cry at work if you are notified while at work that a grandparent, parent or sibling has passed away. Distant relatives do not count. Once you have been notified, make arrangements for vacation time or leave to deal with the death, do not hang around the office in widow’s weeds sobbing away. Death in the immediate family and a significant physical injury are the only two instances where it is acceptable to cry at work. The end.

Why No Crying?

Whether you work for a big company or a small one, whether your are a new employee or ready to retire, whether you are a man or a woman, whether you are young or old, you are judged at work by what you do and how you do it. This applies to your job function, you work, the accomplishment of your objectives and how professionally you perform the tasks and activities that you are paid to perform. But like business attire, work space, language and social interaction, you are judged at work by how you act. Crying, with the exception of injury and death in the immediate family says a couple of things. It says that you are not in control. It says you are sensitive. It may be interpreted as saying you are weak or that you are unstable. Regardless of whether crying is read as one or all of these things, none of them are positives for your JOB much less if you think you have a CAREER (meaning you hope to stay for more than a couple of years and that you hope to advance within the company or organization). Crying can only say bad things about you. The people who say they like to see sensitive men are talking about in bed or at the movies – not in the Board Room.

What To Do?

There are plenty of occasions that could evoke tears from any man or woman in the work place. These include: notices of layoffs or reorganization, a co-worker leaving, the end of an office romance, a poor performance review, a low raise or no raise or bonus or just a session with a screaming boss who is a pompous ass. I have seen all of these scenarios. I have seen co-workers experience them and break down into tears. And I have seen them stoically absorb the impact apparently without emotion. If you must cry, do all you can to hold off until you reach the bathroom, the parking lot, home or (worst case) until you are alone in your office. Tears in front of your boss, co-workers or subordinates say all the wrong things. If you think they will understand or forget about it – think again. They will never forget the image of your blubbering at work.

In spite of what the Wall Street Journal, The Washington Post and other publications say, it is not now, never has been and probably will never be acceptable to cry at work. Only injury or a death in the immediate family make tears OK. Otherwise, suck it up and find a way to deal with the upsetting moments at work. If you must cry, do it in a private place way from co-workers. Being sensitive may be in vogue socially but it is still a career killer for anyone in today’s work place.

George F. Franks, III is the President of Franks Consulting Group, a Bethesda, Maryland management consulting and leadership coaching practice. His web site is http://franksconsultinggroup.com. He can be contacted at gfranks@franksconsultinggroup.com

What Does Your Office Say About You?

Appearances count. This is not only true with clothing and personal grooming but it is also true when it comes to offices. Whether you have a work station, a cubicle, an office with a door or the corner office on the top floor, you office speaks volumes about your background, your education, you priorities, your work ethic and your strengths. It may seem like these are stereotypes – and to a degree they are – but they are stereotypes based on over twenty-five years observing work environments across industries in the US and globally.

Sales Person

Most sales people are either very successful or move on to another company. They travel light. They spend most of their time with customers. So those sale people who do have offices usually keep them very spare. A picture of the wife and kids. Some golf items. Maybe something related to a sports team. And that’s it. Not a lot of binders, books, reports or other business trappings. Their most important documents are the compensation plan and the latest quota report. The office is easy to pack up when they leave for a better offer or another city.

Creative Person

Creative people often have non-business related objects in their offices. Books including poetry and literature. A poster from an art gallery or show. A small abstract sculpture. Flowers in a contemporary vase. Creative people also have lots of professional magazines, journals and newspapers neatly stacked in the offices. Computer printouts, financial reports and technical manuals rarely if every are found in a creative person’s office. And do not forget the comfy sweater on the chair and the sneakers or slippers under the desk.

The Technologist

Most technologists fill every square inch of their work space with paper AND technology. Most people have one phone and one computer. Most technologists have multiple computers and related gadgets and stacks of office and cell phones plus their plugs and cords and accessories. When is comes to paper – they never throw away a report, binder, journal, article or memo. They may need it someday. Often they are in mounds overflowing the desktop and the shelves. Usually they are stacked on the floor too – not just under the desk but around all the walls too. An unusual poster or picture usually is taped on the wall or some other surface – such as a picture of Einstein or Star Trek or Monty Python. The PhD in EE diploma is framed and also stuck under the desk more often than not.

Number Cruncher

She may be in Finance or the Accounting Department or just may be the organizations budget person but every organization has their number cruncher. Her work area has one computer, one telephone and lots of accounting books and binders. Even though every single number and analysis is on the computer, she has a copy of every report and business plan by month, quarter and year five years back and five years forward in binders. Although the office has not pictures, art, sport memorabilia it does usually have a business card for an accounting company she will apply for a job with when she has time – right after the next close of books. The business card is next to the number for the local pizza delivery service for the late nights at work getting the numbers to agree.

People Person

The people person’s office is “warm and fuzzy” to the extreme. He has pictures of his family (even if he has no spouse or kids), drawings by the kids taped to all the surfaces and lots of little “toys” on the work surface such a stress balls and troll dolls. The people person has never turned on his computer. And he rarely uses the phone. He likes face-to-face communication. The office is full of professional journals and magazines. It is also full of literature and business cards from coaches, consultants and facilitators. While the people person may not have sports memorabilia in his office he will fill it with photos of every team building event from the past ten years.

The Warrior

The warrior most likely was never a Navy SEAL or a Marine or in the Special Forces. His office is filled with military history books. The walls have pictures of great military leaders of history and framed quotes by each of them. The only journals visible are “Soldier of Fortune” and “Strategy & Tactics”. The desk top is squared away – usually with an in and out basket and no more than one piece of paper on the desk at a time. Pens are in a mock artillery shell (security confiscated the real one – and the hand grenade “take a number” paper weight). A name plate is on the front of the desk – usually “Mr. XYZ, USN (or USMC or USA), Ret.”. No doubt a shelf is full of baseball caps with unit insignia and combat campaigns. The computer and the phone are unadorned and used constantly. And the warrior keeps his fitness bag with workout gear for the early morning or afternoon run next to the desk where it can be seen (and smelled) by all visitors.

The Up and Comer

You know the image. Good college. MBA from a name university. Hired on the “fast track” program. And the office – whether cubicle or real with a door – matches the diplomas on the wall. No photos of spouse or kids. No time for them – even if they do exist. Photos shaking hands with the Chairman or the President – usually signed too. Only a notebook computer and a phone on the desk. And the phone is not used – just the PDA/Cell Phone/Camera/Computer device which is always on the desk when not is use. A huge white board adorns the wall with notes on the latest strategic plan – even if the job has nothing to do with strategic planning. The only periodicals are the Wall Street Journal and the Harvard Business Review. The latter are neatly stacked and read cover to cover. The fine leather computer case is under the desk and ready for a trip to the coast or Europe or Asia at a moments notice. And a stack of resumes (updated weekly) are in the right middle desk drawer at all times.

Stereotypes? Yes and no. Be aware of your surroundings. Be aware of the competition or your customers or your people. Their offices tell you a lot more about them than you may think.

George F. Franks, III is the President of Franks Consulting Group - a Bethesda, Maryland based management consulting and leadership coaching practice. He is a member of the Institute of Management Consultants (USA) and the International Coach Federation. His web site is:
http://franksconsultinggroup.com
George can be e-mailed at gfranks@franksconsultinggroup.com
Also see his hot new e-zine at:
http://careerandleadership.com