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tag:blogger.com,1999:blog-28338621837298593102016-07-30T06:02:10.350-07:00Leader BusinessBattle tested leadership strategies and the business of leaders.Tom Magnesshttp://firstname.lastname@example.com:blogger.com,1999:blog-2833862183729859310.post-39332722374476665192016-07-19T07:46:00.000-07:002016-07-19T07:46:50.217-07:00Commitment: How Far Are You Willing To Go?

Leaders,

Many of you know the story of Spanish explorer Cortes. It is believed that when he landed in Vera Cruz (Mexico) he ordered his men to burn the boats, indicating they had no return, no other options but to settle the new lands they encountered. No buts, no outs, no caveats. Cortes was all in for this new adventure. That is commitment.

In the final session of our multi-session Leadership Development Programs (LDP) with public sector organizations, as we have done with many of you reading this blog, our clients create a series of leadership commitment statements. The intent is to have some standard to hold yourself to, some baseline for corporate leadership behaviors. Like the personal leadership philosophy does at the individual level, these corporate commitment statements can truly establish an organizational baseline for leader behaviors. Many of our clients have done this with awesome results!

Where this document can really add value is when you ask the organization (staff) to hold leaders to this standard. Not only can this start an important conversation, it can truly be a foundation for accountability. Leaders can ask staff if they are holding up their respective end of the bargain. When they are not, that feedback can be shared much more readily (in other words, getting feedback on specific statements is much easier than asking for open feedback…which if we are honest, we know doesn't happen often…if at all!).

Here is what the Director of the Department who created the commitment statements below shared with me recently (with permission):

PublicWorks_LeadershipCommiment.pdf

We spent a few months as the Management and Executive team developing this document after your program. It was an interesting process to develop – it assisted us in a big way to take our managers' meetings in a different direction too. At one point the group got stuck on whether we needed feedback from the troops prior to finalizing. My thought was this document tells the troops how we are going to conduct ourselves as their leaders so what would we do if we received feedback that was contrary to what we believed. When we rolled it out at our Leadership Lunch one of the points we all drove home was if you aspire to be a leader in our organization you should start to live these commitments starting today.

Powerful stuff. What baseline have you established for leaders in your organization? How do you ask for and receive feedback to ensure leaders meet their own standard? How might you, as this particular Department did, establish some clear standard for those who aspire to be leaders on your team?

Great stuff and perhaps a good discussion at your initial senior leader meeting this week! Let me know if you'd like to know more about this process, and the programs that we lead to help bring these sorts of mature leadership conversations to the table!

Take a stand. Be accountable. Like Cortes, don't give yourself, or your leaders, an out. Be all in, fully committed, in a way that leaves no room for interpretation. That is…Leader Business!

Tom Magness

Upcoming Leadership Bootcamp Schedule:

30 Aug - 1 Sept - Los Angeles, CA
20-22 September - San Diego, CA
18-20 October - Inland Empire, CA
15-17 November - Orange County, CA
13-15 December - Los Angeles, CA

Tom Magnesshttp://firstname.lastname@example.com://leaderbusiness.blogspot.com/2016/07/commitment-how-far-are-you-willing-to-go.htmltag:blogger.com,1999:blog-2833862183729859310.post-44464486638687576752016-06-13T19:07:00.003-07:002016-06-13T19:07:39.408-07:00Break out the Books...and Sharpen the Pencils

No matter how busy you may think you are, you must find time for reading, or surrender yourself to self-chosen ignorance. —Confucius

Leaders,

Can I ask you to take just a few minutes to read a short article that might very well change your life, if not your entire organization? Please don't for a second let the military audience of the article convince you this is not relevant for your team. These are the words of one CEO (here of the U.S. Navy) to his employees. Read it (please!) and then come back to my challenge to each of you below! http://www.usni.org/magazines/proceedings/2016-06/now-hear-read-write-fight

How much are you and your team investing in reading & writing? I know I have mentioned this personally to many of you via our leadership programs. I truly believe these 2 action verbs are absolute requirements to be a professional.

This was one of the first leadership lessons I learned at West Point. There I learned, not everyone can be part of a profession. There is usually a barrier to entrance, whether education requirements, experience, etc. I am a professional engineer, for example. To gain entry required a degree, studies in specific courses, passing the "Engineering Fundamentals" exam, apprenticeship as a young engineer, and then finally, passing the Professional Engineering (P.E.) exam. For those of you who went through similar "gates" to get to your status within your respective profession – congratulations. That is just the beginning!

Sustaining one's membership in any profession is not guaranteed. One of the most important elements to do so is continuing education. I believe that continuing education requirement is both for technical skills and leadership. The profession continues to evolve, requiring members who do the same. And, as I hope the article convinced you, that membership demands two important actions – reading and writing!

So, I hope you will look at your investment in both of these areas. And not just for yourself, but for your organization. Admiral Richardson raises the bar for all of us in the article with 3 actions he has committed to do for his organization, and which I challenge all of you to consider:

1. Provide a list of books that have impacted your thinking and professional growth. Most of your leaders aspire to be like you when they grow up (it's true!). Help them understand what has shaped your thoughts within the profession (again, both technically and as a leader).

2. Help make those books available to your troops. What better investment can you make in your future leaders?

3. Create a forum where your team can talk about what they are reading. Exciting, isn't it? Talk to your IT guys. They'll set up the framework. You can start some great discussions, one book at a time!

Finally, I always remind people of the second, and often more challenging, part -- writing. What do professionals read? Often, it is what other professionals have written. When was the last time you (or one of your team) contributed something meaningful for the profession? This is usually possible via trade association journals or magazines. But even if only published in your organization's newsletter, think about what this does for the team. Create a forum where people can contribute lessons learned, collaborate on new ideas and initiatives. You all are doing cool stuff. Tell people about it! As the Admiral says, "As reading leads to broader thinking, writing leads to clearer thinking."

Writing is hard. Writing without jargon, passive voice, circular arguments, and meaningless catch-phrases is even more of a challenge – especially for those of us in organizations whose writing is all of that (try reading some of your policy memos!). I say this with confidence, and from a place of love, because I have read your writings (well, most of you…via your leadership philosophies)! But, I have the solution, and it is simple. Write! The more you do it, the better you will get. Writing will help you connect the dots in your head, making sense out of chaos, and providing the clarity of thought that the Admiral suggests, and your organization needs. Take his advice though, and ask someone you respect to give you feedback before you throw yourself into the arena! I'm happy to help!

So, I'm challenging all of you, no matter where you are in your respective organization. Make a commitment to "Break out the books and sharpen the pens!" It will make you a better professional and, perhaps more important, could be the forcing function for your entire team to raise the bar. As I mentioned up front, it might very well change your life. It did for me! Heck, if the NAVY can do it…we all can! (I had to say it!)

Have a great week. As always, don't hesitate to let me know how I can help in this or any other areas of your professional journey. Lead the Way! That's Leaders Business!

Tom Magness

P.S. Our next Leadership "Boot Camp" is scheduled for 30 August – 1 September (www.academyleadership.com/magness). Let me know if you have candidates. All of them will get a heavy dose of both reading and writing, plus much more!

Tom Magnesshttp://firstname.lastname@example.com://leaderbusiness.blogspot.com/2016/06/break-out-booksand-sharpen-pencils.htmltag:blogger.com,1999:blog-2833862183729859310.post-69125586729820585992016-02-14T15:55:00.002-08:002016-02-14T15:55:43.246-08:00Make Good Choices!

Leaders<o:p></o:p>

Have you given much thought to what guides your personal decision making? Is it mostly "gut feel?" Do you consistently use "consensus" to get buy-in? Is emotion perhaps too often driving your decisions? My guess is whatever you are doing is, for the most part, working for you. Otherwise, you would not be where you are today. Nonetheless, I invite you to reflect this week on how you might go to the next level in your decision making with some basic principles from this blog posting in the "Let's Grow Leaders" blog: 5 Secrets to Effective Decision Making. I summarize the high points with my own thoughts below:
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1. Be crystal clear on your values. This is why your personal leadership philosophy is so important and why it is always the foundation of all of our leadership programs. Know what you believe and why, what you value, what are your priorities, etc.  In fact, knowing these things is step #1. Writing them down and sharing them with others is step #2. The all-important and critical step #3 is asking people to hold you accountable for living that philosophy. We believe this step will help ensure you make good decisions and "walk the talk" as a leader!
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2. Insist that people on your team make decisions they should make. Delegate…and don't take it back! Resist the temptation to solve problems you could do with ease and let others learn through their own decision making opportunities. Hold them accountable and use those opportunities to help others learn from the outcome, whether good or bad. Don't use setbacks to pull back decision making authority. Use them to learn key lessons, talk about risk and how to manage it, and set the conditions for future decision making success.
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3. Make low-risk decisions quickly. Even better, see #2 above. Quite likely, many of you don't even need to be making some of the decisions you make. Don't clog the system, and your limited time and decision making capacity, with things that can either be decided and move on…or decided by others. Whichever route you go, make it quick!
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4. Make decisions once. I love the way Lencioni describes it in "The 5 Dysfunctions of a Team." Invite healthy debate. Get everyone's opinion on the table to shape the best possible decision. Go around the room and let people know to "speak now or forever hold your peace," that you are about to make a decision. Then…make it. "Here is my decision…." Clarity and closure! Done…move on. Of course, if conditions change, that is always cause to look again. But in most occasions, where the conditions are the same, don't reopen that door!
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5. Include the right players. Whenever possible, get alternative and diverse opinions around the table. As in #4 above, encourage…no, demand healthy debate. Doing so not only ensures buy-in going forward but…will generally lead to better decisions. Yes, there is a time and place for a "command decision." But, take it from the "Colonel," those are generally few and far between. Most of our decisions are ripe for discussion. Look for diversity around your decision making table. Bring in your customers and those who will be impacted by the decision to have a vote, where appropriate.
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OK. Now, these aren't Secrets anymore. Get out there and, as our Moms used to tell us kids, "Make good choices!" Let me know if I can help with any pending decisions (see #5 above) or with any of your leadership development needs! Lead the Way. That's Leader Business!

Tom Magnesshttp://email@example.com://leaderbusiness.blogspot.com/2016/02/make-good-choices.htmltag:blogger.com,1999:blog-2833862183729859310.post-38767392734411045552016-01-31T19:27:00.001-08:002016-01-31T19:27:33.261-08:00The "8% Club"

Leaders,<o:p></o:p>

An interesting article here from HBR, "Only 8% of Leaders are Good at Strategy and Execution." Their survey, and subsequent research, identified 5 Acts that "help companies close the strategy-to-execution gap." As the article suggests, think of these 5 Acts as "a chance to create an engine of growth for you personally and for the company (with my editorial comments for your consideration):"<o:p></o:p>

· Commit to an Identity. All of our leadership programs begin with some effort to know yourself. As the adage goes, the first person you must be able to lead…is YOU! We use a powerful assessment tool (Energize2Lead) to help leaders understand their wiring. Rather than change it…own it! We then work with leaders to write their personal leadership philosophy. You are who you are. Be that person – consistently. Ask your team to hold you accountable when your actions do not match your words. Be yourself (if you've read my book, you'll know that is the first tenet of my own leadership philosophy!).<o:p></o:p>

· Translate the Strategic into the Every Day. I like the perspective in the article that leaders need two kinds of perspectives – nearsighted and farsighted. In "Leader Business," I wrote about a military leader's eyes while driving down a highway in Iraq, on the lookout for IEDs. Their vision goes from looking far out (How does the road look ahead?) to right under the tires (Any telling signs of trouble along the shoulders, movement of dirt, etc.?). Back & forth; near and far. Yes, the higher up you go, the more time you spend with the far out (strategic). But, you must be able to switch back to the tactical regularly, "get your hands into the mud," and make sure nothing blows up under the tires. But, make sure it is not at the expense of growing others, empowering them to do their jobs, and such that you only do the tactical and not the strategic! Try driving and only look immediately in front of your vehicle. You won't make it far!<o:p></o:p>

· Put your Culture to Work. I recently heard Jim Collins (Good to Great) describe culture as the sum of (1) The People Decisions you Make (hiring, firing, promotions, etc.) and (2) The Behavior of Leaders in Key Positions. What are you role modelling for your organization to demonstrate your culture? As the article suggests, you can't do this from your office (or by email). You need to be seen and heard. That is your culture!<o:p></o:p>

· Cut Costs to Grow Stronger. No resource is more important to you and your team than your personal time and attention. Allocating enough to both strategy and execution, every day, will put you in what appears to be elite company. Just look at the week ahead. My guess is you've got plenty of activities planned for influencing execution (project reviews, metrics, meetings, etc.) What about the bigger picture? Where will you influence the strategic thinking of your organization? Be deliberate about both.<o:p></o:p>

· Shape the Future. This one is huge. Leaders must seek ways to "build an extremely capable team, knowing that ultimately the future will depend on developing the next generation of leaders." What are you doing to grow your leaders – this week? Challenge them, push them, grow them. Look at what you have budgeted for leadership development at all tiers of your organization.

It goes without saying that I am here to help with all of these "Acts," especially the last one. I want to help you and your leaders be a part of that apparently very elite club – the 8%!! Let me know how I can help! That's Leader Business! <o:p></o:p>
Tom Magnesshttp://email@example.com://leaderbusiness.blogspot.com/2016/01/the-8-club.htmltag:blogger.com,1999:blog-2833862183729859310.post-15648276760522233392015-12-06T21:30:00.000-08:002016-06-03T22:03:56.007-07:00Embrace Your "Work Family"

In our work with thousands of public sector leaders across the U.S., I come across many who argue that work is for work, home is for home…and never the two shall mix. And we wonder why we struggle with such a low rate of employee engagement?<o:p></o:p>

I work with a number of County-level leaders in San Bernardino County and in fact, was just a few blocks away with another San Bernardino County client during the tragic shooting event last week. You can bet that there is no line there between the two this week. They are embracing what it means to be a family – to cry, embrace one another, and help make sense of the senseless – together. Leaders there are truly being challenged as they start this week to determine their priorities and lead through what will undoubtedly be a challenging next few days.<o:p></o:p>

And what they will no doubt find is that family is what matters – at home and at work. <o:p></o:p>

<o:p> </o:p>To the San Bernardino County leaders, you are in our prayers this week. Be strong and know that we have your back! The next few weeks will be exhausting, no doubt. Keep up your energy, look people in the eye, be strong, be real, and don't hesitate to ask when you need help!<o:p></o:p>

To all of you leading wherever you are, prepare your team for whatever storm lies ahead by creating strong bonds of teamwork, family, love, pride, and joy. Seek out ways this week to knock down barriers and create an organization that cares about people, has leaders who walk the talk and is filled with employees who all find a true sense of belongingness at work. Hug like it matters. <o:p></o:p>

It does. That's Leader Business!
Tom Magnesshttp://email@example.com://leaderbusiness.blogspot.com/2015/12/embrace-your-work-family.htmltag:blogger.com,1999:blog-2833862183729859310.post-57192492939994819512015-11-29T19:43:00.001-08:002016-06-08T14:25:33.649-07:00Lead Change Through "Pain & Remedy"

A recent article from HBR highlights the importance of leaders providing context to facilitate change: "To Lead Change, Explain the Context."<o:p></o:p>

In our leadership programs, we talk about "Pain vs. Remedy." In other words, tell people the why before you talk about the change. What is the pain? Why do we need to change? What if we don't? What are the good things that we are missing now, but that are possible in this new future? How does this fit in the big picture? Then, once you have their attention…go to the remedy. What is the new way? <o:p></o:p>

No one likes pain! Help them see it first before you introduce the solution!! Provide context so the change of direction make sense!<o:p></o:p>

Think about how you might highlight context this week for an important area of change in your team. Talk about pain and remedy and see if you might "move the needle" a little more with people who more readily embrace the changes you seek!<o:p></o:p>

That's Leader Business!

P.S. Leadership "Boot Camp" for Public Sector Leaders, 16-18 Dec 2015 in Los Angeles (San Pedro / Fort MacArthur). A few seats still remain, with registration closing soon! www.academyleadership.com/excellence . Talk to me asap if interested. Government pricing and cheap lodging on the base are absolutely possible but…you must act pretty quickly! Registrations to date include leaders from public sector organizations at the city, county, and federal level. Will be a very cool program!<o:p></o:p>

Tom Magnesshttp://firstname.lastname@example.com://leaderbusiness.blogspot.com/2015/11/lead-change-through-pain-remedy.htmltag:blogger.com,1999:blog-2833862183729859310.post-85645251477320277032015-11-22T18:08:00.000-08:002015-11-22T18:08:41.233-08:00Leaders Listen!

Friends,<o:p> </o:p>

Recently, I had the opportunity to work with a group of leaders negotiating a series of physical obstacles. After each one, we conducted a quick "After Action Review" and then rotated leadership roles so that all participants had a chance to be the leader.<o:p></o:p>

In one of the groups, the designated leader said, "Okay team, here is what I think," and then proceeded to explain his proposed solution. Afterwards, he asked, "What do you all think?" The response: Insert cricket noise! Not a single word and certainly not anything to counter the "leader's" suggested way ahead.<o:p></o:p>

After rotating roles, a subsequent team lead beganwith, "Okay team, what do you think?" That's right, before she said anything about her thoughts, she asked for input from the rest of her team. The result: All sorts of great ideas, one of which ended up being the way they ultimately decided to go.<o:p></o:p>

How and when we ask others for input matters greatly. Those who go first with their own ideas must know that proposal, 99 times out of 100, will be the way. THE way. Asking others what they think, without "poisoning the well" with our own solutions, truly makes a difference. Listen, understand, probe with questions, debate. Then…maybe…give your ideas!<o:p></o:p>

That's how you get over most obstacles – physical or otherwise. Try talking less and listening more to be a great communicator…and leader! That...is Leader Business!
Tom Magnesshttp://email@example.com://leaderbusiness.blogspot.com/2015/11/leaders-listen.htmltag:blogger.com,1999:blog-2833862183729859310.post-62571101948605617702015-11-03T20:49:00.001-08:002016-06-07T08:25:00.841-07:00What Your Habits Say About You

Michael McKinney's "Leading Blog" has a great post from last month on "20 Habits to Build Your Leadership On." McKinney says that, "Most of the actions we take during the day are habits. So, we must be intentional about what habits we develop and why." His list of 20 habits fall into 3 categories: Who am I? (Be Humble) Where Do I Want to Go? (Be Hungry) How Will I Get There? (Be Ready to Hustle). <o:p></o:p>
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It is the habits that result when we put the answers to those questions into ACTION that define who we are or, as McKinney says, they "create the playbook for your leadership journey."<o:p></o:p>
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Mike Reuter in the "Three Minute Leadership" blog sums it up this way:<o:p></o:p>
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Aristotle wrote: "We are what we repeatedly do. Excellence, then, is not an act, but a habit." Warren Buffet said: "Chains of habit are too light to be felt until they are too heavy to be broken." John Dryden tell us: "We first make our habits, then our habits make us." And beautifully Frank Outlaw wrote:<o:p></o:p>
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Watch your thoughts; they become words.
Watch your words; they become actions.
Watch your actions; they become habits.
Watch your habits; they become character.
Watch your character; it becomes your destiny.<o:p></o:p>
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In all of my leadership programs, we call the written accounting of these habits, your "Personal Leadership Philosophy (PLP)." Writing your PLP helps you understand your habits and why they are important to you, putting your thoughts into words. Sharing it with your team allows people to have insight into your character and hold you accountable to "walk the talk," making sure your actions / habits match your words. It is a powerful exercise, to which I know many of you can attest! <o:p></o:p>
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For those who have a written PLP, pull it out today and make sure you are meeting the mark, that your habits are taking you where you want to go. If you need a little course correction, let this be it. And if you don't have that written account of your "habits," let's work on this together. Read the "20 Habits" article and put a few things in writing. I am here to help!<o:p></o:p>
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That's Leader Business!Tom Magnesshttp://email@example.com://leaderbusiness.blogspot.com/2015/11/what-your-habits-say-about-you_3.htmltag:blogger.com,1999:blog-2833862183729859310.post-19517117066623794392015-09-27T18:31:00.000-07:002016-06-08T14:29:05.187-07:00Avoid "GroupThink"

Leaders,<o:p></o:p>

A couple of thoughts on the fiasco at Volkswagen. If you somehow missed it last week, here is a summary. Yes, the CEO has apologized and been fired. Massive fines, criminal investigations, and a worldwide recall for diesel engine vehicles only hints at the trouble ahead for the company. What a mess. <o:p></o:p>

The issue to consider here is…how does a leadership team allow this practice to take hold? Surely people knew. This scandal was too complex, too massive to be hidden from VW's entire leadership team. They had to have known.<o:p> </o:p>

"Groupthink," in which teams stop challenging decisions, stop asking questions, go along to get along, despite what should be obvious signals is probably more common than we'd like. When present, "Groupthink" causes teams to miss obvious signals, to accept what is clearly inappropriate, or avoid conflict because of things like charisma or charm. "Groupthink" is the cause of many inadequate decisions and, as we will see in the days ahead with VW, can be the source of long term pain, even death, of organizations.<o:p></o:p>

Think your team might be prone to "Group think?" Here's a short article which addresses 4 great questions to ask your leadership team at your "Monday meeting" this week:

Do we have varied viewpoints and voices in our group/team?<o:p></o:p>

Are we open to dissent — or do we tend to shut it down?<o:p></o:p>

Are we insular? Do you we put up walls?<o:p></o:p>

Have we shared our plan with members of the organization, that can offer another perspective?

Make quality, values-based, decisions. Avoid "Groupthink." Lead the Way!<o:p></o:p>

That's Leader Business!

Upcoming Leadership Workshops<o:p></o:p>

12-14 October San Diego (3 Seats Remaining)<o:p></o:p>

15-17 December Los Angeles (Public Sector Only)<o:p></o:p>

Tom Magnesshttp://email@example.com://leaderbusiness.blogspot.com/2015/09/avoid-groupthink.htmltag:blogger.com,1999:blog-2833862183729859310.post-43958766618865906592015-09-13T20:21:00.000-07:002015-09-13T20:22:08.499-07:00Have a "Growth Mindset!"

Friends,<o:p></o:p>

Fantastic article on the importance of having a "growth mindset" as a more important indicator of success than simple intelligence. I believe it!!! What can you do to demonstrate this "growth mindset" this week? What could you do to encourage it in others, especially in times of failure or setback? Find opportunity in everything you do! Read the article here.

Lead the Way!<o:p></o:p>

Tom Magness<o:p></o:p>

<o:p> </o:p>

Upcoming Leadership Workshops<o:p></o:p>

12-14 October San Diego (3 Seats Remaining)<o:p></o:p>

15-17 December Los Angeles (Public Sector Only)<o:p></o:p>
Tom Magnesshttp://email@example.com://leaderbusiness.blogspot.com/2015/09/friends-fantastic-article-on-importance.htmltag:blogger.com,1999:blog-2833862183729859310.post-53703346272105602942014-01-02T08:27:00.000-08:002014-01-02T08:28:04.873-08:00It Ain't the Money!
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Dear Friends,

I've been sharing the Dan Pink video above with my Academy Leadership clients. It dove-tails nicely with this McKinsey article on motivation.

So, watch this short video and read the article. Then decide what you are going to do in 2014 to get the most from your team. Spoiler alert: It ain't the money!!!

If you want to know more about what your people really want from you in 2014, here is a good start!

Happy 2014 to each and every one of you. I'm starting my year with a commitment to write more, to learn more, and to listen more. I hope to finish Book #2 this year. Correction...I WILL finish Book #2 this year!! Stay tuned.

For those who might be interested (especially for those of you in Southern California -- or who want to escape to SoCal during the winter!), here is my winter/early spring Academy Leadership workshop schedule:

27-29 January Los Angeles<o:p></o:p>

11-13 February San Diego<o:p></o:p>

18-20 March Orange County<o:p></o:p>

15-17 April Los Angeles

If any of these dates fit your schedule, and you are looking to stretch a little, check it out. To learn more, here is the website.

God bless and have a great 2014!!

Hooah!Tom Magnesshttp://firstname.lastname@example.com://leaderbusiness.blogspot.com/2014/01/dear-friends-ive-been-sharing-dan-pink.htmltag:blogger.com,1999:blog-2833862183729859310.post-41293598351875690052013-05-20T12:56:00.000-07:002013-05-20T12:56:29.102-07:00Engagement Matters

Government Official Accused of Cover-Up....

Agency Head Pleads Ignorance on Actions of Subordinates....

$1.2M spent on Operators of Fully-Automated "Members Only" Capitol Elevator....

Can we all agree that leadership in government agencies at all levels matters today more than ever? It is unquestionably a challenging environment -- shrinking budgets (at least at the state and local level), an increasingly disengaged workforce, and disparaging comments from all sides. But aren't these the conditions in which proven, effective leaders have to step up? Come on, people. We are better than this!!! Where are the LEADERS???

Federal Times had an article last month that suggested that over half of federal workers in some offices were looking for an exit (see the article here). Now, before you applaud and wish them farewell, let's look at this another way. These people are, for the most part, just like the rest of us, just as capable, and just as well educated. I've worked with many of them and they are mostly solid professionals who want to do well, serve their communities, and take care of their people. Losing half of them and then having to hire and train replacements is not the solution. If you are hoping for greater efficiency -- that is not the answer!

What we need in government are real, no kidding, leaders! Leaders who know the importance of the mission and do not quit until they've met it. Leaders who don't make excuses and who hold themselves and their people accountable. Leaders who don't think "Bigger is Better" but rather that "Better is Better." Leaders who measure their output not by the size of their budget or their department but rather by the satisfaction of their customers, their speed of delivery, and the value (output/cost) of their deliverables. Leaders who take care of their people, deal with conflict, manage priorities, coach for performance, and invest in the growth and development of their people. Is this too much to ask?

The Federal Times article points to general dis-engagement among the workforce: "When people are not engaged, they are looking for other jobs, and when they are looking for other jobs, they are not giving their discretionary energy to accomplish the organization's goals and objectives." In other words, I'll put it this way...IT'S THE LEADERSHIP, STUPID!

If dis-engagement is the problem, then leaders have a direct responsibility to address the problem. Fast Company, in "The Costs of Ignoring Employee Engagement," suggests that organizations (and I would argue both in the public and private sector) with high employee engagement reap the following performance outcomes:

* 37% lower absenteeism
* 25% lower turnover (in high-turnover organizations)
* 65% lower turnover (in low-turnover organizations)
* 28% less shrinkage
* 48% fewer safety incidents
* 41% fewer patient safety incidents
* 41% fewer quality incidents (defects)
* 10% higher customer metrics
* 21% higher productivity
* 22% higher profitability

Now...I don't know about "28% less shrinkage." Sounds like something from a Seinfeld episode!! But these are all positive results from leaders who get out from behind their computers and directly engage their employees. These are organizations with character, led by leaders who set the tone for their organization. This is what we get from real, positive, purposeful leadership. The same article then goes on to suggest these 5 things that leaders can do to influence this:

1. The organization is the most powerful influencer of employee engagement. In other words, the structure of management systems and processes heavily affect the level of a worker's interest in his or her job.

2. There is no single "right model" for a high-performance culture; the most effective approach depends on an organization's strategic priorities. Leaders determine the appropriate approach and work tirelessly to ensure penetration to every level of the organization.

3. Employees are eager to invest more of themselves to help the company succeed, but want to understand what's in it for them. Leaders get the most from their people. Employees willingly align their best efforts to acheive the best for the team.

4. Senior leaders need to make the leap to a more inspirational and engaging style of leadership to help drive higher engagement. Don't lead through email. Get up, get out, and get going!

5. Companies need to understand their employees as well as they understand their customers to design a work environment and experience that will drive higher engagement and performance. Find out what it takes to motivate people, each of whom is different, and ENGAGE!!

So, if you are a leader and you read these areas, insert your name where you see, "Companies need to...." This is what we expect from our leaders, who recognize that effective organizations are the direct result of effective, engaged employees. There are no excuses for not doing this. Don't blame the budget cuts or point fingers at someone or something else. YOU, Mr. or Mrs. Government Leader, are responsible for your people and everything they do.

For the rest of us, let's demand better from our public sector leaders. Let's insist that public sector leaders go through rigoruous selection processes to determine if they are cut out for leadership and that there is an appropriate injection of leadership training throughout their professional journey. Let's ensure that before we appoint people to positions in which they must balance budgets, hire/fire, establish a culture of innovation and character, and take on increasingly challenging and complex issues, that they have the bona fides to do so.

In other words, let's demand the same thing from the public sector that we expect from those in the private sector. No more/no less. These things are fixable. Competent, well-trained leaders can identify priorities and effectively set goals. Capable leaders can communicate with their team and create a motivational climate. Effective leaders can engage their people and set the conditions for organizational success. I have seen pockets of excellence at the municipal, county, state, and federal level. So, there are no excuses. Don't make us go all "Donald Trump" on you. Step up and start leading.

If we don't, this problem will only get worse. Leadership truly matters. Now more than ever. And that...as the picture below suggests, is Leader Business!!

Tom Magnesshttp://firstname.lastname@example.com://leaderbusiness.blogspot.com/2013/05/engagement-matters.htmltag:blogger.com,1999:blog-2833862183729859310.post-79869586820818699612013-04-21T15:04:00.000-07:002013-04-21T15:04:26.588-07:00Collisions

Innovation is often the result of random conversations -- collisions -- where ideas outside your industry are applied to your own. We want to acccelerate those collisions among people. Tony Hsieh, CEO Zappos

 I've been challenging the leaders with whom I am doing executive coaching to think differently about how to generate new ideas and creative solutions. Too often, we default to traditional sources such as discussion with peers or attendance at industry or trade group events. Not that these are bad things but, if this is the only exposure to different ways of thinking, don't be surprised when we find ourselves limited to traditional solutions. We need to seek out collisions.<o:p></o:p>

Several years ago, my brother introduced me to Fast Company magazine. With heavy components of design, IT, and sustainability, it was not really connected to my own profession (at the time military engineering). But, I am quite certain that I took some idea from every issue and have been a loyal subscriber for almost 15 years now. I find the same thing in Inc. magazine, a periodical devoted to entrepreneurs and creativity in business. I've got stacks of pages I have ripped out, saving for some later use. I am quite certain my military teams benefitted from these ideas, all from quite different settings.<o:p></o:p>
 Whatever it might be, we need collisions. I have been to a few of my buddy Steve's monthly Ripple sessions. These are networking groups in Austin with amazing diversity, people with whom I would otherwise never meet, yet ideas I would most certainly be a fool to miss. These events (Steve calls them Ripples) generate collisions – with people, ideas, and concepts different than my own. They may not be perfectly aligned with what I do but they may be enough to move my thinking in a direction I otherwise may never choose.<o:p></o:p>

The same can be said for the relationships we make and the friends we collect. We need to be intentional about seeking out people and ideas different from our own. The dialogue may not change our perspective but it will most certainly help strengthen our arguments, identify weaknesses in our positions, and cause us to examine our assumptions. Two of my dearest friends could not be further from me politically. Yet, every time I am with them, I am inspired by their passionate convictions and the energy they have for what they do.  They both make me think and for those collisions, I am thankful. <o:p></o:p>
 Finally, leaders are responsible for creating collisions within their organizations. From the April 2013 Inc. magazine, "Teams produce many more ideas when team members are encouraged to challenge one another in a debate setting, according to a 2004 study in The European Journal of Social Psychology." Co-author of the study, Jack Goncalo, a professor of organizational behavior at Cornell University, says that debate "makes people diverge, so it reduces conformity. It also fosters competition." Leaders seek opportunities for this sort of healthy debate in meetings and when evaluating alternatives for solving problems. These collisions, not between people but among competing ideas, are exactly what we need in our organizations to help break the mold and broaden our thinking.<o:p></o:p>

As leaders, we cannot allow ourselves to be satisfied with the status quo. We must keep growing, keep developing. Sometimes, a good, solid collision is exactly what we need.
 Let's commit to collisions today. Subscribe to a magazine, pick up a book, or join a group that is different than your norm. Generate some healthy debate in your meetings. Get outside of your comfort zone. Do yourself a favor though. Have a pen and paper handy. You never know when one of those collisions might be a game-changer. That's LeaderBusiness. Tom Magnesshttp://firstname.lastname@example.com://leaderbusiness.blogspot.com/2013/04/collisions.htmltag:blogger.com,1999:blog-2833862183729859310.post-62529364981731050362013-03-19T13:03:00.004-07:002013-03-19T13:03:57.185-07:00Know Yourself

"If you know the enemy and know yourself, you need not fear the result of a hundred battles. If you know yourself but not the enemy, for every victory gained you will also suffer a defeat. If you know neither the enemy nor yourself, you will succumb in every battle." Sun Tzu

Sun Tzu, the famous Chinese general, had it right. The first step toward victory is to know yourself. In battle, it means to know your strengths (and how to leverage them) and your weaknesses (and how to protect them). It means that before entering the arena, leaders must make an accounting for who they are and what they bring to the fight.

I believe this fundamental first step is absolutely the case in any leadership position. Leaders must know themselves before they can lead others. They must recognize how they are wired, how they respond under stress, and how they process information in order to be able to give and receive orders or to attempt to lead others. Leaders must first and foremost be comfortable in their own skin, with a high degree of self-awareness about strengths, weaknesses, and tendencies. Once they do, they can recognize how they process information and clearly articulate expectations to others.

In Academy Leadership, we offer 3-day leadership workshops (Boot Camps) in which we spend the first day focusing almost entirely on "knowing yourself." Two of the key components of this first day are the Energize2LeadTM profile and the development of the "Personal Leadership Philosophy." They really are critical first steps on a leader's journey to know one's self.

Energize2LeadTM (E2L). We are all wired differently. Surprised? Don't be! You are lucky if 1 out of every 4 people are wired like you. More than likely, it is not even that many. In all likelihood, the people around you have different motivations, likes/dislikes, and respond to pressure in ways that you do not. It is important for leaders to know this about themselves. For example, my E2L personality profile reveals that I am energized when I can think creatively, make plans, and operate as an entrepreneur. I'm not good at keeping records or following strict procedures. Don't tell me how to do something. Rather, tell me what needs to be done and why -- and I'll figure out the rest.

Some people work well in teams. Others are driven to execute. Some people thrive in a regulated environment while others enjoy freedom and independence. The point is, each of us has unique wiring that makes us who we are. When we operate "with the grain," we take on jobs and work in environments that take advantage of our strengths. Does this mean that a person like me cannot work in a regulated environment, or do detailed spreadsheets, or document processes? No...but I won't like it! I can get it done but will be exhausted when I finish.

When I take the effort to understand myself, I can gain a better understanding of those around me. I can recognize how and why people are different. At the same time, I can assemble teams in which people complement each other, where strengths and weaknesses can balance out. One of the things we do in our E2L workshops is produce a "team sheet" that shows the combination of the hard wirings of the members of a particular team. This yields tremendous insight on how the team is wired and/or who might need to take the lead on particular roles in order to get the mission done. I know, for example, that for any team I lead, I better have a detail-oriented deputy to keep me on track. Leaders who know themselves, know how to position themselves and their team for success.

Personal Leadership Philosophy. Leaders who know themselves, take the time to explain who they are, how they operate, and what they expect from those they lead. This is the beginning of transparency within an organization. It leads to consistency from leaders who have clearly articulated their standards to people who can know exactly where their leader stands, how they wish to be communicated with, and what they value. In simple math, transparency plus consistency yields mutual trust within any team. No team can be successful, in any arena, without a high degree of trust for their leader.

In Academy Leadership (as well as in the Thayer Leader Development Group's programs at West Point), we emphasize the importance of the personal leadership philosophy. We deliberately work with leaders to help them articulate their values, priorities, and idiosyncracies, putting their hard wiring on paper to share with others. While painful to do (especially for engineers like me!), it is key to knowing yourself. Written out, in about 500 words or so, it says to our teammates, "This is who I am and how I operate. Hold me accountable to this standard." Refreshing, isn't it? No surprises, no hidden agendas. You know exactly where you stand and what to expect from a leader who articulates his/her leadership philosophy and asks for feedback if they aren't living up to those standards. Barriers come down, doors open, and people trust each other. It happens when leaders know who they are -- and share it with those they lead.

So, what about you? Have you taken the time to really understand who you are, what you value, how you are energized, and how you deal with stress? Believe me, your teammates want to know this about you. They want to be led by a warrior who strives for the best from himself, as well as from others.

Sun Tzu said that a leader who knows the enemy and himself cannot be defeated. I think that when we fail to take this critical first step, we become our own worst enemy. We try to be something we are not. We try to hide our weaknesses or blind spots, rather than accounting for them with the support and interaction of others. Have no doubt, when the enemy is us, we can forget being successful in battle, let alone having people who will willingly join our team.

Your troops deserve better. Know yourself. Take some steps to be the best YOU that you can. That is the first step toward victory -- on any battlefield. That's Leader Business.

P.S. If you want more information about "knowing yourself," drop me a note. I've got a big mirror that I would be happy to lend to you!

Tom Magnesshttp://email@example.com://leaderbusiness.blogspot.com/2013/03/know-yourself.htmltag:blogger.com,1999:blog-2833862183729859310.post-86635575882062071832013-01-27T14:39:00.000-08:002013-01-27T14:39:36.988-08:00The "Buzz" About Leadership

At a recent presentation I made in Orange County, a woman asked about the importance of charisma in leadership. She thought I had sort of an automatic advantage because of my height and size (6'4" and 240 lbs). To some extent, she's onto something. Research suggests that when it comes to communication, words only account for 7% of the conveyed message, while 38% is manner, tone, and voice, and the remaining 55% are the accompanying non-verbals, body language, etc.

So yes, we inspire and motivate people to action through the power of ideas, i.e. what we say, but apparently even more so with how we say it and how we connect with others. What can we take away from this?

1. If email is your preferred communication style, then be sure that much of the message can be / will be lost. Even if you use ALL CAPS for voice and tone, the lack of non-verbals makes it difficult to ensure that the message is received the way you intended. Face to face is always best.

2. If you have a strong message and are frustrated with why it doesn't seem to resonate with others, perhaps you need to work on the other 93%! Take a communication class or join a group like Toastmasters to improve how you say what you say.

3. Consistency matters. To me, charisma is not just smooth talk, but rather alignment between what you say, what you do, and how you say it. In other words, try saying a positive message, with strong tone and voice, but your hands in your pockets and head down, staring at your shoes. The message will still be lost. Charisma is gained by those who can leverage words, tone, and body language together. Charisma in leadership is leveraged by those whose actions align with their words, compelling people to action. You want a positive, inspirational message? Be positive and inspirational! You want people to be motivated to bold, aggressive action? Be motivated, bold, and aggressive! In other words, make sure people see your words...in action.

So now, an insider secret. Take a look at the little blue guy at the top of this article, inspiring and rallying his troops. He is leveraging a scientific formula that I read about this month. It seems that the University of Pennsylvania's Wharton School of Business found that there was something we (okay...mostly men) can do to appear more dominant, confident and masculine -- as well as appear 4 years older, 1 inch taller, and 13% stronger. All good things. What is it?

Yep. Just like the blue guy! A shaved head apparently communicates the non-verbal communication of confidence. You see, I'm really only 5'9" and 160 pounds. I just look bigger now that I have given up fighting my cursed genetics. Thanks Mom! Interestingly, the same study also found that men with shaved heads were thought to be considerably less attractive. I choose to ignore that part and attribute it to bad data. Haha!

Okay, so this particular technique may only help half our readership here! But for all of us, the importance of aligning what we say with how we say it and how we live it is absolutely vital. If we want those we lead to have confidence in us, we need to have confidence in ourselves. Speak with passion. Look people in the eye. Be strong. Apparently it is not the fancy words that inspire people to follow. It's conviction about purpose and communicating that from every pore! It's just that for some of us, like the bald blue man...those pores are a little less...encumbered!

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Communication with purpose is one of the elements of the "Leadership Excellence Course & Executive Coaching" programs that I lead through Academy Leadership. These programs in Southern California are highly impactful, action-oriented, small-group sessions targeting leaders and project managers. PMPs receive 36 PDUs for completion.

Upcoming sessions in Southern California for 2013 include:

12-14 March San Diego
2-4 April Orange County (Irvine)
7-9 May Los Angeles
11-13 June San Diego
25-27 June Orange County (Irvine)
9-11 September Los Angeles
7-9 October San Diego
4-6 November San Diego
9-11 December Orange County (Irvine)

To get a brochure for this program, go here. Contact me for any questions, group rates, or discount codes! I'd love to see you in these programs.

I'll bring the clippers!

That's Leader Business!Tom Magnesshttp://firstname.lastname@example.com://leaderbusiness.blogspot.com/2013/01/the-buzz-about-leadership.htmltag:blogger.com,1999:blog-2833862183729859310.post-18555791438381776332013-01-23T03:00:00.000-08:002013-01-23T03:00:04.765-08:00Targeting the Millennials
I've been impressed by several leader development statistics lately regarding junior leaders. The first one I shared with you several weeks ago. Harvard Business Review (HBR.org) reported that while managers usually gained their first leadership position at age 30, it wasn't until age 42 that they received their first real leadership training. That is a pretty ugly 12 year gap! What goes on in those 12 years? Mostly learning on the job; a lot of experimentation; and numerous instances of lost talent because no one wants to work for a person who is experimenting with leadership. The cost of that 12 year gap is pretty high -- lower productivity, decreased efficiency, and higher attrition.

The second statistic I saw this week came from Inc Magazine (Inc.com), in which they referenced the 2012 HR BEAT asking what people most want from employers. The number one answer for "Millennials (less than age 32)?" Training. 40% of young respondents to this survey wanted an investment in their development. While other demographics wanted more money, promotions, or reduced/flexible hours, these young people wanted to be developed.

The last statistics come from Bersin & Associates, a leading Human Resources research and advisory services firm. Among their findings on leader development, I was struck by the following:

-- Companies that excel in leader development spend 60% more per person than less sophisticated companies, resulting in TWENTY TIMES greater employee retention.
-- The average annual investment in high performers, those who really drive the success of the company, was $7,100.

So put all of this together. We have a common problem in the training and development of our young leaders. They are clearly the future. Yet, we abandon them until they get to middle-management. Then, I guess, we try to fix them. If they've bothered to even stay that long!

While the stereotypical view of millennials is often that they lack focus, are self-centered, and glued to social media, what they really want is to improve. We can't expect them to advance into the 12-year leadership gap and still stick around. They won't. They will go to the companies with the $7,100 annual investment in high performers (and 20X lower retention). They will go where they have opportunities to grow, develop, learn new skills, and demonstrate that their generation is ready to do great things.

So, take a look at your investment in those junior to mid-grade leaders and your young high performers. Is it time to lock them in and make them part of your succession planning? Might it be time to trade the small investment in leader development for the sort of results (higher retention, better performance) that quality companies see? Short-sited leaders worry about these costs as being too high. Mature leaders with long-term views recognize that they can't afford NOT to make these investments. That's Leader Business.

Here's how I can help. In 2013, I will be doing a number of intense, 3-day leadership workshops (Boot Camps) targeted toward junior and mid-grade leaders and high performers. These workshops will be held in Los Angeles, Irvine, San Diego, and Ontario. Contact me and let's discuss how "Academy Leadership" programs can help you close that 12-year gap and provide the sort of skills and tools that millennials, junior and mid-grade managers, and high performers desperately crave! Dates for upcoming workshops in Southern California can be found on the Academy Leadership website.Tom Magnesshttp://firstname.lastname@example.com://leaderbusiness.blogspot.com/2013/01/targeting-millennials.htmltag:blogger.com,1999:blog-2833862183729859310.post-39039876340759281082013-01-21T13:43:00.000-08:002013-01-21T13:43:22.793-08:00Leading in the Fog of War

Can you imagine anything more disconcerting than driving at 100 mph in a thick fog – with the radio blaring, cell phone ringing, and the kids in the back seat asking, "Are we there yet?" Yet, isn't that what it is like operating in business today? The fog is thick, the pace is rapid, and the distractions are constant. Where can business leaders find solutions to be able to navigate through this chaos and produce results in this very uncomfortable environment?

Perhaps our military leaders can offer some ideas. If there is anything that today's military leaders are comfortable with it is in being…uncomfortable. In places like Afghanistan (and Iraq before it), spans of control are so broad, geographic distances are so immense, and challenges so diverse that leaders cannot possibly be everywhere or know everything that is happening. The fog of war is an almost constant companion to our military heroes. VUCA – Volatility, Uncertainty, Complexity, and Ambiguity – is the new normal.

Much of what we thought about organizational management is grounded in the "Command & Control" world, a paradigm that just doesn't fit in today's VUCA scenario. Places like Afghanistan are causing us to think differently about some aspects of leadership. Decision cycles are too compressed to fit within the top-down Military Decision Making Process (MDMP). Things that were accepted norms like, "No more than 5-7 direct reports" are not necessarily true. Even leadership teachings about things like planning, risk, or scope of responsibility are being re-thought in light of what we are learning downrange.

Places like Afghanistan and Iraq have been humbling to those leaders who were fixated on the "good old days" and could not function in this uncomfortable environment. Those who have succeeded have been those who recognize the things that are changing and, more importantly, those that remain constant. It is the latter that creates the beacon for those who may be lost in the fog, the solid foundation for those for whom chaos is a constant companion.

So, with battlefields as confusing as they are, with leadership as we thought we knew it in evolution, how do leaders provide clarity of purpose and thought and drive appropriate actions? What follows are some of the enduring responsibilities for leaders, in any setting, to help make sense of the chaos and to enable the success of those they lead. These are the bedrock elements that give today's leaders comfort, despite how uncomfortable the situation may be. They give a leader presence, even though not physically present, and drive the behaviors, decisions, and actions of the team – aligned in task and purpose.

-- Values. What is important to us and why? Leaders must ensure that the organization's values are clear and reinforced at every opportunity. More than just a poster in the hallway, the values must truly motivate behavior and help define black versus white in a world full of gray.

 -- Vision. Where are we going? What is our shared view of the end state, purpose, and key tasks that will keep us on track? Vision inspires people to want to do more, especially when times are tough, because they believe in the purpose and have bought into the organizational direction.

 -- Strategy. How do all of our actions align to get us out of this chaos and into calmer waters? Strategy adds specificity to the vision and connects short-, intermediate-, and long-term goals and objectives. Strategy looks not just at how to execute the mission but also how to improve the organization (people, systems, processes, etc.) for sustainable success.

 -- Intent. Intent conveys to teammates guidance and direction, without actually being there. It communicates the desires of the leader, such that people can answer – for themselves – what would my boss want me to do if he/she was here? The leader's intent is the pathway through which people exercise initiative and take action, without being told, because they know what is required and why. The how is up to them.

 -- Information. What are the big picture and the context in which we execute? Nothing enables execution and the exercise of judgment, consistent with the leader's intent, like being informed. Leaders over-communicate to ensure that the vision sounds like a "drumbeat" in people's heads, keeping them in step and marching toward victory. No more stovepipe communication that filters out all but what subordinate leaders think people need to know. Experienced leaders ensure that everyone has the full story and can take advantage of opportunities, learn from the challenges of others, and make decisions that align with the big picture.

-- Alignment. How do we ensure consistency with regard to our actions, priorities, and resources? Leaders spend much of their time – in meetings or just walking around (we call it battlefield circulation) -- checking and adjusting the alignment of the organization, ensuring the connection of individual actions with the overall team goals. The role of the leader as "Chief Alignment Officer" is among the most significant of the leader's many responsibilities.

Be sure, the chaos that defines our overseas operations can be just as prevalent and equally challenging to business leaders. Change is constant, decisions are made much closer to the problem, organizations are flatter, and people are empowered to measure and manage risks and take bold action like never before. Twenty-first century business leaders, like their counterparts in the military, either learn to similarly operate in this VUCA environment by putting their time and energy into the elements above, or risk becoming bureaucratic, over budget, locked in the past, and teetering on irrelevancy! They do this by learning to be comfortable being uncomfortable, turning on the "beacon" for their "troops" as they navigate through the "fog."

I originally wrote and published this article on the Thayer Leader Development website.
"Leading in Chaos" is one of many hot seminar topics I do through the Thayer Leader Development Group. Contact TLDG to see how we can use these principles to help steer your company through the "fog of war." That's Leader Business!Tom Magnesshttp://firstname.lastname@example.com://leaderbusiness.blogspot.com/2013/01/leading-in-fog-of-war.htmltag:blogger.com,1999:blog-2833862183729859310.post-59913380594181451442012-12-27T10:49:00.000-08:002012-12-27T10:49:06.224-08:00March Tables
When I was a young Army lieutenant during the "Cold War," I participated in a REFORGER exercise. This served as the opportunity to practice the worst case scenario that our military strategy envisioned, with the deployment of thousands from the United States to Europe, drawing pre-staged equipment, and fighting east to the East German border. It was all practice, of course, but it helped us understand the implications of moving people and equipment to do battle with the Soviets.

Movements in Europe were a very challenging operation. Nothing was easy about moving a 60-ton tank with a steel bridge on top of it. It got us across small rivers just fine, but it did not take the narrow turns of Germany's small towns very well. Multiply that times the thousands of trucks, tanks, and armored vehicles that maneuvered by Highway, through small villages, and across open farmland. It was a transportation nightmare, one with no margin for error. One broken down tank could stall thousands of civilian cars and military vehicles behind it.

Transportation officials orchestrated all of this through published "March Tables." These tables indicated precisely the speed to maintain and when each convoy needed to hit the start point (SP) in order to keep formations from bunching up. To do it correctly, convoys needed to be at the appropriate speed as they pass the SP -- usually a visible landmark like a highway overpass or a bridge over a river.

These times were important enough to the Commanding General of my unit, the 2nd Armored Division ("Hell on Wheels!"), that he would literally be at the SP, march tables in hand, looking at his watch to see that units met the published timeline. His standard was very clear -- Hit the SP at the appropriate time, + / - 5 seconds. That's right. If you did not get your 60 ton vehicles to the start point within 5 SECONDS of your SP time, you would hear it from him. There was no question what the standard was for all of us. And there was no doubt why. Time mattered.

I never thought much about it at the time. I was, after all, just a lieutenant. Thinking wasn't really part of my job description. I just did what I was told, ensuring my team understood the standard, and that we met it. But now that I am less a "Doer" and more a "Thinker," I see the value in this approach. Here is where something like this incredibly difficult standard makes sense as I look at it in the rear view mirror:

The standard is the standard. It was important that the General mandated a very clear standard. There is no question on "+ / - 5 seconds." The General wanted people to meet this standard but not just because he was a tyrant. The timeliness of organizations hitting the SP would dictate movements for everyone else. Being late would have implications for thousands of others. Standards are set so that everyone -- teammates, peers, superiors -- can have confidence in what we will do. Other things are set in motion accordingly. When we can start to believe that meetings will start and end at a specific time or that others will have tasks completed by a set deadline, when assumptions that we make in planning become reality to those who know they must not let others down, then standards truly add value.

Leaders value time. I suspect that the General was making a clear point that time mattered, that what we do with time impacts others and, by publishing his very precise standard, he wanted it to be a priority for others. The emphasis on every second made it clear that precision mattered. Leaders value their own time, they recognize that their actions (or inaction) impacts others, and they demand no less from their team.

People re-spect what the leader in-spects. I am sure of this -- the fact that the General was on the SP with his march table and watch helped reinforce that this was important to him. Being physically present further reinforced the importance. Sure, he could have sent someone else or had units call him as they hit the Start Point. Being there sent a clear message: It's important to me so it better be important to you. Setting standards without inspection add little value. In fact, it can have the opposite of the intended effect. Standards that are never met, without repercussion, lead to poor morale and cynicism. Leaders inspect and hold people accountable to meet published standards.

Organizations that do the little things well usually do the big things well. In the grand scheme of things, I am sure one could argue this was a trivial matter. What would it matter if a unit missed their start time by TEN seconds? Probably not much. But I am sure that the General felt that if his organization could do the little things like this well, then larger operational things, for which timing, standards, deadlines, and performance were equally important, would also be done well.

Friends, as we go into 2013, perhaps we can reexamine how we think of time. Let's make it count. Let's be part of a team where our word means something and where the discipline to do things right -- on time and to standard -- can have the sort of impact that I am sure it did for the mighty "Hell on Wheels" Division. Set your clocks and let's start thinking differently about time. Starting at Midnight on 12.31.

Plus or minus...5 seconds!

That's Leader Business!Tom Magnesshttp://firstname.lastname@example.com://leaderbusiness.blogspot.com/2012/12/march-tables.htmltag:blogger.com,1999:blog-2833862183729859310.post-30958414809759348992012-12-23T14:47:00.001-08:002012-12-23T14:47:21.629-08:00Season's Greetings

Season's Greetings to all. I use this page today to extend to each of you the peace that surpasses all understanding. May all of your dreams come true this holiday season. And may each of you be blessed in your respective leadership journeys. Merry Christmas, Happy Holidays, God bless you and your family, and thank you for your friendship!

Peace,

Tom Magness
Leader BusinessTom Magnesshttp://email@example.com://leaderbusiness.blogspot.com/2012/12/seasons-greetings.htmltag:blogger.com,1999:blog-2833862183729859310.post-91604605150738393452012-12-18T11:51:00.000-08:002012-12-18T11:51:16.455-08:00No More OJT

Can we all agree that On the Job Training (OJT) is not the preferred solution for developing leaders? Unfortunately, this is most often the case. Harvard Business Review has a good article (We Wait Too Long to Train Our Leaders) that suggests that while the average age of a person in their leadership training database is 42, the average age of supervisors in those same companies is 33. In essence, the data suggests that people are in supervisory positions on average for 9 years before their first leadership training.

That means, for better or for worse (and usually the latter), people are getting their entry into leadership without any formal leadership training and learning whatever they can -- on the job. The results are what we see in our leaders today -- challenged to grow on the job while trying to figure out on the fly how to lead and develop others. It's a difficult task, no matter the relative strengths of the new leader.

There is another way. Consider the following foundational elements for your leader development program:

1. Train people for their next job today. This is the Army way. We train a young enlisted man on the duties and responsibilities of a Non-Commissioned Officer before he makes the rank of Sergeant. I got training before each new command and before each new rank. I spent 4 years at the Military Academy before leading my first platoon. Even after graduation, I still went to my basic training course for another 4 months before getting my first real leadership position. Let's commit to changing the leader development paradigm and get people the training they need before they move to a new position. OJT should complement the training. People need the skills and tools for a new leadership position prior to the assignment.

2. Make leader development a walnut. I'm sure you are all familiar with the "walnuts & rice" exercise. Fill a jar with rice (the day to day issues and activities) and the walnuts (our priorities) won't fit. Fill the jar with the walnuts first, and the rice will fit nicely in the remaining space. Leader development must be a walnut. We can't allow temporary pressures like budgets or the various urgent matters of the day to allow us to drop critical things leader development. For those who suggest they are cutting leader development to save the company, I would submit that you are not likely to be able to retain either your good talent -- or the company you hope to save! Unfortunately, this is one of those bad habits that are hard to break. Once you start cutting the walnuts, it is hard to fit them in later. Make leader development a priority. Make it your priority for your team. Be personally invested in what you are doing to grow and develop the next generation of leaders.

3. Invest in people 2 levels below you. The best military leaders with whom I have served always made it a priority to spend time with, evaluate, and mentor those leaders TWO levels below their own. It is not that the level directly below them didn't need the same. But, much as the HBR article linked above suggests, it is the younger leaders who really need the investment. It is not as if the level directly below is lacking for attention. They get it every day. Rather, the deliberate investment from military leaders is on those down 2 levels, giving them the sort of education they need for their next job (see point #1 above).

4. Augment training investments with feedback. We can't leave leadership training solely to trainers and HR people. This is a leadership priority. The feedback we provide subordinates must be a consistent mix of both technical and leadership competence. If subordinates only hear from us about execution and technical performance, be sure this is where they will put their energies. If they know that they are being evaluated on how they are growing and developing others, how they are performing strategically, they will respond accordingly. Sit down with your teammates and just talk about leadership.

This is not to suggest that OJT is not of any value in developing leaders. Nothing works like real practice. But, if our young leaders are practicing that for which they have no solid underpinnings, they will have no real basis for success. The results speak for themselves. We can do better! That's...Leader Business!

P.S. For my Southern California friends, drop me a note if you are interested in what you can do to invest in some of your leaders. I have a guaranteed solution! Tom Magnesshttp://email@example.com://leaderbusiness.blogspot.com/2012/12/no-more-ojt.htmltag:blogger.com,1999:blog-2833862183729859310.post-78717514051068525362012-12-11T13:09:00.002-08:002012-12-11T13:09:31.481-08:00More Than A Job Title

We have talked in this space several times on the meaning of true empowerment and how leaders do it right. We've looked at using Mission Orders to give task and purpose, allowing teammates the freedom to determine their own solutions. We've talked about Education, Opportunity, and Trust being the key elements for life in the "Empowerment Zone." And we've highlighted the "Just Do It" card as a way to strengthen and empower people without them always seeking permission.

Today, I'd like to share with you an example of a company that really lives life fully in the "Empowerment Zone." The company is, "The Nerdery," highlighted in Inc. magazine (Dec 2012 / Jan 2013) for their job creation in this difficult economy. Besides the very appropriate name (the nerd engineer in me is thinking, "Dang, I should have started that company!"), they are taking empowerment of their employees to another level.

The intentions are good. Make people truly believe that they have a stake in the company. Give people the freedom and the responsibility to take any action that betters the organization. Empower employees in a meaningful way so that they know their contribution matters.

The Nerdery gives all of its 400+ employees the title of "Co-President." In doing so, they reveal how serious they are in wanting every member of the team to take ownership, to improve their systems (meetings, benefits, etc.), and to be accountable to each other for performance.

Witness the passion from Luke Bucklin, co-founder of the web development firm before his death in 2010, in an email to his employees:

Our job titles are designed to empower us, not to limit us! Put your business card on the desk in front of you...This card does not define you. you are a Co-President. You are bigger than your defined role, and you are much more than your job title. Play your part -- transcend your job title, be a hero.

Bucklin's successors took this sentiment a step further and implemented his vision for making everyone a Co-President. To be sure, the company invests plenty in ensuring that employees know what this means. Just like the "Just Do It" card, you can't just issue people a blank check for empowerment without ensuring appropriate understanding of their new powers -- and responsibilities. Leaders continuously look for examples of people exercising their responsibilities as Co-Presidents and share them with the rest of the team. Successes are highlighted at every opportunity.

I love the idea of sharing power with employees and empowering them in significant ways. The Co-President title might sound gimmicky, but I am guessing, with the training and constant discussions that people undoubtedly have about the responsibility that comes with this title, that it has real meaning. It sure sounds like it is working for this group of "nerds!"

See if something like this might work with your team. Whatever you do, let's encourage our teammates to embrace Bucklin's philosophy -- we are all bigger than our job title. Find a way to get people to buy in, to feel like their contribution really impacts the performance of the team, and give them the power to do something about it. That's real empowerment. And that is...Leader Business.

P.S. Shoot me a note if you are interested in talking more about empowerment and the building and leading of high performing teams. Without question, these go together. Let's talk about how we can do this with your team!

Tom Magnesshttp://firstname.lastname@example.com://leaderbusiness.blogspot.com/2012/12/more-than-job-title.htmltag:blogger.com,1999:blog-2833862183729859310.post-80229487360606606282012-12-04T10:04:00.000-08:002012-12-04T10:04:17.577-08:00Leading With Passion!

Don't be afraid to take risks that other people are going to call you out on. It's better to elicit passion than a lukewarm response.
Randi Zuckerberg, CEO, Zuckerberg Media

Several years ago, I reviewed the results of a recent "climate" survey. Something was missing. It seemed that no matter the question, the responses were all around a 3 (on a 1-5 scale). In other words, not particularly bad, and not particularly good. Just...blah!

What was missing was -- passion! I wanted to see some emotion from respondents, something to suggest that they cared about the organization. Tell me that you love something and can't live without it, that we are the best at something. Conversely, I think I would have been thrilled to know that something was screwed up, and that people cared enough to call it out. But 3s across the board? Lukewarm.

I knew that my team cared. They were a professional group and took their jobs very seriously. I just didn't see any energy. The responses were just so...average. But to be honest, they were a reflection of our organization. Just...average. No risk, no excitement, no enthusiasm. A good team that was happy to be good -- not great. A collection of comfortable but competent workers, doing things the way they always got done. (Yes...this was a government organization. I think this is too common in government. But, common doesn't make it right!)

Is this your team? How can this be acceptable? Would you want to join this team if you had a choice? Could your "comfort" with these conditions be a contributor to future attrition of high performers or worse, future losses in profits, projects, or customers?

 Here are some things to think about this week:

Talk about passion with your teammates. Find out what excites them. If you can be doing things that people LOVE to do AND make money -- that's a winner! Align people with their strengths. If you don't know what your teammates are excited about -- ask them. Motivating people is pretty easy when they are doing what fires them up!

Assess your collective willingness to take risk. Look for those BHAGs -- Big, Hairy, Audacious Goals -- and sign up for them.

Get people out of their comfort zones. Move people who have been in one place too long. Look for developmental opportunities. New people in new positions can bring new ideas and...new energy!

Ask questions. Sometimes the best leaders are the ones who ask, "Why do we do it this way?" Challenge the status quo. Look for new ways to do things.

Hire passionate people. Good leaders can usually judge this pretty quickly when evaluating talent. Either people have energy or...they take it! Seek out the former and get rid of the latter!

Let's commit this week to leading with PASSION (emphasis intended!!). Let's bring the energy to every day, every task, every engagement. Let's challenge the status quo. Let's do what we must to get FIVES (or even ONES) on those surveys! Life is too short to accept...BLAH! We can do better. That's...Leader Business!Tom Magnesshttp://email@example.com://leaderbusiness.blogspot.com/2012/12/leading-with-passion.htmltag:blogger.com,1999:blog-2833862183729859310.post-23471003599655217972012-11-30T10:29:00.000-08:002012-11-30T10:29:09.500-08:00The Town Hall

"Maintaining our culture and sensibilities means spending time with everyone who joins. It means bringing the team together every week to talk about our projects, progress, and vision. It means focus." David Karp, CEO, Tumblr

Let's hear it for the Town Hall meeting. In the increasingly flat corporate world, I think this is a critical communication tool; one that should be part of how we align our team and magnify our drumbeat. It is a way for our teammates to hear directly from the boss -- without the filters that can often water down the message.

In the "good old days" of top-down, command and control, bureaucracy, we might have shied away from these sorts of things. Information went from the leader, to her 5-7 direct reports, and so on down to the "troops." Who knows what message they ultimately receive? Undoubtedly, it will often lack the context and the focus that might have been intended by the time it reaches the "doers." But, in the interest of not jumping the chain of command, that is how we communicated. Still do, in many cases.

There is another way. It's the Town Hall! As the quote from the Tumblr CEO above suggests, it is important to let people hear from their boss, to feel the vision, and to understand the big picture. This is the sort of communication paradigm that enables initiative -- employees who hear and embrace the direction of the company and the intent of their leader. It fosters engagement, with teammates who can directly talk to their boss. And, when people hear directly from their leader and are able to discuss issues in the open, it encourages dialogue and cultivates empowerment.

At my last assignment in Afghanistan, I held a weekly town hall. I really thought it important for everyone to hear of our successes, know of our challenges, and be reminded of where we were headed overall. It was also the forum in which we welcomed new team members and introduced them to the rest of the team. Powerful stuff. Growing up, we would have the same sort of sessions in troop units at the "battalion" level, with monthly "formations" to recognize excellence and to hear from the Commander.

However these are done, I'd recommend probably a few considerations:

-- Be consistent. Don't start doing these and then stop. Cynicism will take hold and the intentions, while good, will be lost in the rumbling. Pick a day/time and frequency and stay with it.

-- Recognize excellence. Consistent with the adage of, "praise in public and criticize in private," use these forums to amplify those actions that align with the organization's vision and values. Highlight those who take initiative if that is important to you. Showcase those who go the extra mile.

-- Don't shy from discussing challenges but...keep it generic. Personal criticism is best done behind closed doors. On the other hand, teammates need to know of issues and where they can help. They need to be able to learn from setbacks. Use these sessions as mini-After Action Reviews (AARs) and see how to turn losses into future victories by engaging the full team.

-- Make time for listening. Open the floor to see what is on people's minds. Don't miss the chance to hear what is important to others. While there may not be time to solve everyone's problem, take a note and follow up! Don't hesitate to pass the problem to the person's supervisor if that is where it should reside. Show empathy while using, not bypassing, the chain of command as part of the solution.

-- Have an agenda. Don't wing it. Time is money. Don't waste it by being unprepared. Have a few key bullets to discuss. Get in, get out, and stay on schedule. 30 minutes -- max.

-- Have fun. Town Halls can certainly help break down barriers. People can see and understand the sort of culture that their leader seeks when that person is out in front -- no shields, no inner circle. Demonstrate a good balance of mission focus, pride in people, and genuine enjoyment in talking about both!

So, take a look at the town hall as a way to ensure full penetration of your message. If information is power, then the town hall is a sure jolt to your leadership efforts. That makes it...Leader Business. Tom Magnesshttp://email@example.com://leaderbusiness.blogspot.com/2012/11/the-town-hall.htmltag:blogger.com,1999:blog-2833862183729859310.post-45374962779062437752012-10-10T14:09:00.002-07:002012-10-10T14:09:50.912-07:00Leader Business Workshop

Dear Friends,<o:p></o:p>

Is your team failing to complete their missions despite solid planning and preparation? <o:p></o:p>

What critical component is necessary to move your team to victory? <o:p></o:p>

<o:p> </o:p>
The answer is Leadership. Without solid leadership it is close to impossible to reach your objectives or create consistent results. <o:p></o:p>

<o:p> </o:p>
Please join me, Col. Thomas H. Magness USACOE (ret), as we discuss critical, field-tested strategies on the business of leadership and how the power of true leadership can transform your career and your organization. Col. Magness will reveal the lessons learned during his 25 years of service and give you a roadmap to develop leadership ability in your own organization. <o:p></o:p>

<o:p> </o:p>
Space is Limited. Register at www.smpssd.org/events. <o:p></o:p>

<o:p> </o:p>

 <o:p></o:p>
October 17th San Diego, CA <o:p></o:p>
The Balboa Park Club Room (Across from the Hall of Champions) <o:p></o:p>

<o:p> </o:p>

 <o:p></o:p>

You can do better than just survive in this very difficult economy. Your professional career and your organization can thrive if you know how to apply the right principles of engagement.

If you can't make it, perhaps you know others who need this and can pass this along to them! Share the gift...of leadership!

<o:p> </o:p>

See you there! <o:p></o:p>
Tom Magnesshttp://firstname.lastname@example.com://leaderbusiness.blogspot.com/2012/10/leader-business-workshop.htmltag:blogger.com,1999:blog-2833862183729859310.post-91871347762644388512011-08-16T10:54:00.000-07:002011-08-16T14:12:47.814-07:00Sustainable Energy
As many of you know, I just spent 365 days in wonderful Afghanistan. Twelve months is a long, hard, grind. We worked 7 days a week, probably logging around 15 hours per day -- day after day, no weekends to recharge, no sleeping in. And if I can be honest, I think I had it pretty easy! I won't even begin to try to compare my pace to what so many of our Troopers were dealing with every single day on the front lines!

Nonetheless, it was a demanding routine, one which certainly challenged my skills as a leader. It was physically and mentally exhausting. Yet, people were looking to me for guidance and inspiration. No matter how tired I might have been, I had to be on my game at all times. I couldn't postpone decisions until I was better rested, I couldn't delegate key organizational issues to someone else to figure out. And with people's lives literally in the balance, the pressure to perform only further heightened the stress and added to the drain on leaders like me throughout the combat zone.

Toward the end of my deployment, one of my subordinate leaders asked how I was able to stay as positive and energized as I was throughout our time together. He wanted to know how I did it. I shared several thoughts with him, which I layout below. But be sure, it's no accident that he recognized this characteristic. This is how I try to operate, no matter where I am and regardless of what arena I'm in. I think it is critical to bring positive, inspiring energy to everything we do. In fact, I think it is one of THE most important leadership characteristics I look for in people that I hire or those I promote. I definitely see it as Leader Business.

Here is what I told my teammate as to how I kept up my energy. First, I believed in what we were doing. (We were managing a $5B+ reconstruction program focused primarily on the Afghan Security Forces) It is certainly easier to sell a product when we believe in its merits. I definitely believe in what we were doing. I enjoyed the work, I loved the people I was working with, and despite the daily grind, I thought it was fun and certainly was energized by what we were doing. In other words, not only did I bring energy to the job…but the job gave energy to me! I know what we were doing mattered and I was pretty sure that my contribution to the team and our mission did as well.

Second, I told him that in my approach, leaders can't have an off-day. When I wasn't feeling it, and there were plenty of those days, I'd fake it. My bad day or personal problems were not going to trickle down to those whom I knew fed from my energy. When we are in leadership positions, people are always watching. We have to keep up the high level of energy even if, like I said, we have to fake it. In my experience, there is no room for being negative, cynical, or depressed if we are going to lead. Thoughts like that should be kept to one's self. They tend to bring down the team and drain organizational energy. Instead, leaders must stay positive and be a source of energy for others.

Third, I found it critical during a one-year deployment to stay balanced. I tried not to get too high on the highs or too low on the lows. I tried to be consistent and not let the emotions of the moment drain me. The adage of deployment being a "marathon versus a sprint" certainly applied. I've seen far too many high-energy leaders who react radically to good or bad news, especially the latter. They are the red-faced yellers, the angry bosses who personalize everything and are one negative report away from a "coronary!" We can't get like that. Instead, I think we have to maintain a steady, positive, balanced attitude that brings people up as opposed to tearing them down. Stuff happens and we are charged with dealing with it. People needed to know they could bring bad news to me without fear of losing their head…or their job! Staying positive and energetic, no matter the situation of the moment, kept everyone focused on our mutual goals and objectives, focused on helping each other, and ready to deal with any situation…with the necessary energy to do so.

Finally, I tried to stay fit. Even with 15-hour days, I tried to start each morning with an investment in my spiritual and physical fitness. I can honestly say that both were a source of my energy each day. It is a fact that those who are physically fit have more energy. Well, it doesn't come without an investment. No excuses. Even with early morning commitments, it was not a question of IF I was going to exercise but how early I'd have to get up! Similarly, I have found that daily time for reflection keeps me grounded and sustains my energy. For some it is a quiet walk or yoga or prayer. For me, it was a chapter a day in my Bible. Both areas of fitness are worthy of consistent investment in order to sustain a high level of energy.

So what about you? Are you a source of deliberate (on purpose!), inspirational, and sustainable energy that makes people want to follow you? My friends, it matters. To lead effectively, we MUST have this leadership trait. If it does not come naturally (i.e if you are an engineer like me!), learn it. Fake it if you must! Whatever it takes, if we want to be truly effective, we need to be the sort of leaders that people willingly follow. That only comes when we can bring our A-game to every situation – 24/7 and 365 days per year. Trust me…I tested this theory and it worked. I'm positive!! That's Leader Business!

Tom Magnesshttp://firstname.lastname@example.com://leaderbusiness.blogspot.com/2011/08/sustainable-energy.html


text:
I am having an issue with the search function.
If I have the same product in two separate image galleries when I search for that image it shows up 2 times in the search.
Is there any way I can just get it to show up 1 time?
Also, There is also a description of where the images came from when it shows up in the search. Is there a way to eliminate that info.
Thank you. I appreciate your time!
Liz Strano

subset: commoncrawl


text:
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1 review | 5 out of 5
KRUD KUTTER is hands down the BEST cleaner I have ever used. It had cleaned without fail everything from car and cooking oil on driveways to dog urine stains out of the carpet. I have tried all the "best" cleaners and they cant touch this stuff. Try it and you will be amazed!!!


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Golfing World, Spearman's A-to-Z: Flop Shot
For the letter F in our A to Z instructional series with Mitchell Spearman our attention switches to playing the flop shot.
Sluman's pointers for high, soft lob shots
1988 PGA Champion Jeff Sluman shares tips for playing a high, soft lob shot. To see more of his lesson, tune in Tuesday night at 7:30PM ET for Champions Tour Learning Center on Golf Channel.
Path to Par: Episode 17 - The Lob Shot
Simon Holmes gives a tip on how to hit a lob shot.
Path to Par: Episode 19 - Full Lob Shot
Simon Holmes gives advice to help with your short game.


text:
This is so beautiful! I love it!
Lovely. I like her hair
Gorgeous! I love all the patterns!
Beautiful colors and patterns!
gorgeous outfit! woah LOVE IT!
The rich patterns and colours are so lovely, they make me think of beautiful stained glass windows!
This is beautiful. Your line work is lovely.
Wonderful colour work!
I love her! Very gorgeous
What a beauty. Love the many patterns and textures in her clothes!
Awesome work. The expression, details, colors, lines…
this is so beautifully rich and detailed!
Great details!!
Невероятно красиво, просто и красиво) Очень нравится! особенно детали одежды - все так четко)
Lovely design of the different patterns!!!


text:
i have several people trying to use my site only 1/3 will work ... woo people said it was paypal but it cant be ,,,,,
i have several people trying to use my site only 1/3 will work ... woo people said it was paypal but it cant be ,,,,,
I think you're gonna need to provide way more details than that...
what do you need cause this is a pain
the site is laggy it wont let you change the state some times ... goes thru to paypal area then sits and spins .... and sometimes just keeps going back to the main page of the site in the middle of checkout ...
Many things can cause that to happen...theme, hosting...plugins...etc..
I suggest you go back to default theme like 2012/2011 theme. Turn off all plugins except WooCommerce and re-test. And what hosting do you have?
im useing a woo theme also ...
That is your issue number one...godaddy is one of the worse host to use in the industry...That is why I asked because I had a hunch you were on godaddy
i have 2 other woo sites with out this issue .... on godaddy ... so lets try a diffrent approach ... i just redid the whole site from scratch no plugins but woo commerce ... 2012 theme .... still stops at the paypal entry
puts it as pending in orders
The hosting issue was related to your sluggish performance...But if you choose not to believe me, thats fine.
As for your other issue, you need to give more details. What does "stops at the paypal entry" means? Screenshots? Error message? Please provide these...Perhaps shows us URL?
after you go to your cart and press the place order button it just sits there with the spinning blue balls
and really its not sluggish in any way ... i have a grandfathered accoun t with godaddy ive had them for 10 years ,,, pretty fast
Then you haven't seen fast...no offense..
Anyways...if you have spinning balls of death, it would indicate a JS issue...again I can't tell for sure unless you show URL.
Do you have SSL setup? And can you turn off all shipping settings...including plugins.
Ok I just realized you're running on Windows! I have a feeling it might be related to that...I've seen issues like this with other carts where people are using Windows...
This is not to say it can't work on Windows...but it will take more fiddling around with server configurations to get it to work.
no ssl .... cause paypal standard is running ... and shipping is thru the woo commerce
You mentioned you turned off all plugins but yet it seems you have jetpack active...
Also do you have some kind of redirection in your htaccess? Have you ever had a caching plugin on that yet in the past?
After further review, I can guarantee this has nothing to do with Paypal. Your site is having issues...Even trying to go to the dashboard is causing havoc...
jetpack is there it wont let me delete it
this is a frash install ...
main url is store.ghostmodder.com
ok jet pack is gone
I can get to paypal just fine...
weird all my others work ??? just weird
been working fine
Did you read my post? I said it works fine.
ok now the balls have stopped
jetpack cause the problem???
I believe the first thing I asked you to do is to turn off all plugins...if you would have done that, we wouldn't have wasted so much time...
so no jet pack in my future ???
This topic has been closed to new replies.


text:
- Mathew N. Schmalz
- Professor of Religious Studies, College of the Holy Cross
Schmalz writes and teaches in the fields of Comparative Religions and South Asian Studies. He also writes on Catholic spirituality.
- In disfigured man, Pope Francis saw Jesus
- The pope, a bishop, and the scandal of wealth
- Catholic bishop stumps for the Republican party. Why?
- In Brazil, a pope who heals and converts
- The paradox of sainthood
- Where do we put Tamerlan Tsarnaev?
- The 'naked pope' and Catholic outrage
- A Franciscan Jesuit for pope
- The role of the Holy Spirit at the papal conclave
- Cardinal Dolan: pope or pope maker?
- Can America fix Catholicism?
- Pope Benedict XVI, the great
- Pope Benedict resigns: The power of letting go
- Is Cardinal Mahony's censure a sign of a new Catholic Church?
- Catholic priests, people and penance
- Lou Holtz gives Catholics a pep talk, encourages them to 'come home'
- When Catholicism was kind
- Catholicism, American style
- Pope Benedict: From Regensburg to Beirut
- The problem with political prayer
- Cults tell us so much about ourselves
- Fortnight for Freedom: In Catholic campaign, what does freedom mean?
- Trials of Jerry Sandusky and William Lynn: Coaches, Cardinals, Cowardice and Courage in Pennsylvania
- Is this what a Catholic feminist looks like?
- Religious freedom and contraception case headed to Supreme Court?
- What makes a Catholic patriot?
- A new Catholic conversation on sex?
- Baylor and Notre Dame: Baptist-Catholic competition, cooperation
- Senator Inhofe's theological conundrum
- The redemption of Lindsay Lohan
- What kind of Catholic is Newt Gingrich?
- The Catholic Church: A dysfunctional family?
- Educational Advice for AC Grayling
- Christianity's evolution problem
- The Babel about prayer
- Anders Behring Breivik: Christian terrorist? Right-wing extremist? Madman?
- Chaput replaces Rigali in Philadelphia: What does it mean for Catholic America?
- 'The Response' is political three card monte
- The danger of messianic politicians
- Before Easter, an essential penance
- Resisting blasphemies
- When is cricket more than a game?
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1Scientists find new antibiotic in the human nose
2Bloomberg to warn of Trump economic plans at Dem convention
3Police say he was resisting arrest. He says he was getting burned by 165 degree pavement.
4Senior surprise: Getting switched with little warning into Medicare Advantage
5Georgia mom beats daughter on Facebook Live as punishment
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