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Alicia Blain

Entries tagged with “Leading a new workforce”.


Quote:  “You can’t lead without imagination”  ~  Seth Godin in Tribes: We Need YOU to Lead Us

Imagination is seriously lacking in today’s corporate environment.  We are knee deep in a status quo that no longer serves us and that in many ways, makes us mediocre.  To change that, we need to spark imagination in all our employees.  But first, we must spark it in ourselves as team leaders. To create the spark you need to embrace experimentation.  I’m not talking about creating a department or a committee to look into experimentation.  I mean changing the way you lead your team so that experimentation is always encouraged and rewarded.  When an idea doesn’t work out, it isn’t perceived as failure but as a learning experience that enriches the team and the lesson learned can be utilized to fuel the next experiment.

Experimentation is the final but core concept in the C.A.R.E. System.  It is what ties it all together. In these posts, I have showcased Starbucks and its CIO to illustrate the key principles behind the C.A.R.E. System.  At the very core of Gillett’s success was his innate acceptance or need to experiment. None of the examples would have been possible if Gillett had not embraced experimentation. Let’s recap all the ways he experimented:

  • When he took on more responsibility in the face of daunting IT problems that needed resolution
  • When he went to work at a Starbucks retail store, not knowing what he’d find or how he would do,
  • When he showed the Executive team a live simulation highlighting the shortcomings of their existing POS system
  • When he proposed the new business unit called Digital Ventures,
  • When he chose an entrepreneur to run the new business unit,
  • When he made IT and Marketing equally responsible for the new business unit
  • When he asked employees for their ideas on making IT better,
  • When he let employees select their IT devices,
  • When he applied his knowledge of networks to help spark solutions in Starbuck’s retail business.

All of these examples illustrate that Gillett was open to experimentation. He may not have been comfortable with all of it but he chose not to play it safe.  At some level, he understood that taking risks was critical to Starbuck’s survival and he, as well as his CEO, faced the challenge and came out ahead.  I’m sure that there were ideas that didn’t work out.  In fact, the article highlights one. Apparently, Gillett is a big gamer or lover of video games. Actually,  he’s a guild master in the online video game called World of Warcraft.  That’s a pretty big deal in the gaming community. Instead of playing down that passion, he  set up a meeting between the executive teams of Starbucks and Blizzard, the owners of World of Warcraft so they could look into the possibility of doing business together.  After all, both companies had a huge fan base and Starbucks needed to find ways to engage customers online the way that Blizzard did. 

At the end, the experiment did not end up in a partnership.  But all was not lost.  The experiment sparked new ideas among the Starbucks executives that led to new offerings for their customers.  Embracing a spirit of experimentation almost always sparks the imagination and that leads to more possibilities for innovation.

For companies to be relevant in the future they must make experimentation a core objective for all departments.  It needs to be nurtured, rewarded and imbedded into the corporate culture.  More importantly, it is a pivotal component if we are to transform the way we lead.  Millennials will make up 50% of the global workforce in less than 5 years.  As leaders preparing to pass the baton to the next generation leaders, I believe it is our obligation to embrace change and find new ways to lead.

So you may be wondering what happened to Ben and his direct reports? As I dissected the Starbucks case study, Ben was able to see real world examples of C.A.R.E. in action.  It sparked their curiosity and an eagerness to try new approaches in their organization as Gillett tried to do in his.  Ben, as CIO, made a very important decision that day.  He chose not to play it safe.  He realized the future required new ways of seeing things and new ways of leading.  The Millennials were their new audience not just as employees but as customers. He realized that if transformation was going to happen, it needed to include the Millennials in the workplace.  And he was ready.

I’ll end this series by quoting Seth Godin one last time.  In Tribes: We Need YOU to Lead Us, Seth writes:

“The safer you play your plans for the future, the riskier it actually is.”

My questions to you are:  How safe are you playing your role as leader? What one thing can you do today to get you slightly uncomfortable? What one thing can you do to get to know a Millennial in your workplace? 

Like me, you’ll find that staying in your comfort zone as a leader is actually riskier than embracing a little discomfort to prepare for the future. Once you step out of your comfort zone and see all the possibilities that it offers, you’ll wonder why you didn’t do it sooner…

Quote: “ I don’t think we have any choice.  I think we have an obligation to change the rules, to raise the bar, to play a different game.”   ~ Seth Godin in Tribes: We Need YOU to Lead Us

Connecting with our employees and customers and adapting our mindset gets us ready to play a different game.  But you also need action and to do that you have to be willing to RESHAPE your organization.  To Reshape is the third module in the C.A.R.E. System. To visualize just how you can begin to do that, let’s go to our Starbucks example.

Again, Here’s the link to the Information Week article.

Here are 3 examples of actionable steps that Gillett took to reshape his IT team and their reputation.

1.     He forced collaboration between teams.  In the C.A.R.E. System for Next Generation Leadership, we call this “Letting go of Silos”.  Silos are rampant across corporate America and they are innovation and motivation killers for most employees but especially Millennials.  One of the key Millennial characteristics is their collaborative spirit.  They work best in groups and the more you mix up the group the better. Imagine their surprise when they show up for work and see that business units barely interact with one another and they certainly don’t share and collaborate very much. In his pitch for a new business unit, Gillett forced the collaboration of the IT and Marketing teams.  Talk about silos that don’t normally have much in common.  The new unit was called Digital Ventures and Gillett hired an entrepreneur to run it instead of a corporate type. Now that’s playing a different game.

 2.     He let the employees choose their technology and propose new ideas. At a time when so many IT shops are still fighting the consumerization of IT here is a company that allows their employees to select from a wide assortment of technology, from Macs to PCs to smartphones to get work done. To be completely fair, the article did say that Starbucks modeled their Tech Café after the Apple Store. That brings up a good point.  We should always be scouting the market for techniques that work for others and how they can be customized for our specific organizations.  What I liked the most was that they welcomed feedback from the employees on all things concerning IT.  In the C.A.R.E. System, we call that IT Advocacy.  Millennials are the first generation of workers that actually want more technology than what currently exists in the workplace.  No matter what team they work for, they can be invaluable to an IT Dept.  But IT has to take the first step and request their help and then be open to the suggestions given. As IT Advocates, Millennials can be a wonderful test group for any new product, process, or upgrade that the IT Department is considering. If done properly, IT Advocates can be a great extension of the IT Department.  As IT partners, they also create a great fan base for IT in the company.

3.     Applying expertise from an unrelated field to solve a different problem.  Gillett had little retail experience before working at Starbucks and according to the article he had never worked on the scale of a Starbucks.  But he had worked for companies with big networks like Yahoo. Instead of disregarding that experience, he leveraged it to understand the retail giant and apply that seemingly unrelated experience at Starbucks.  Gillett is quoted in the article as saying:  “[…] big Internet, like Yahoo, had solved a lot of the technical challenges that big retail had yet to solve… If you think of all your stores like nodes on a network, and all your resisters as computers rather than cash registers, you can start to manage and deploy […] like Yahoo would a server farm […]”   Many examples exist in business of how breakthrough ideas and products are discovered when a solution that worked in a completely unrelated field is applied to solve a different problem.

 Sometimes, organizations are too narrow-minded in how they view and value experience.  Perhaps an employee in your team has expertise in solving problems in another field that can be the breakthrough idea you need to solve a problem.  You’ll never leverage that unrelated expertise if you don’t know about it or you don’t support it or you don’t find an outlet to try it out.  Experimentation is the subject of our last post in the series and a pivotal one for transformation to occur.

Quote: “What they needed was a leader to bring the organization to a new audience in a new way.”       ~ Seth Godin in Tribes: We Need YOU to Lead Us.

If you’re not quite sure why Millennials are an organization’s “new audience”, I invite you to read through some of my past blogs to get a thorough understanding of this unfamiliar group.  As leaders, we won’t be able to really reach that new audience unless we are willing to create a new way or at the very least question our existing way to see if it will work going forward.

That’s why it’s so important for us to ADAPT and find a new way so our next generation employees are engaged and productive in our teams.  ADAPT is the second module of the C.A.R.E. System for Next Generation Leadership and it’s an important one because it has to do with a leader’s state of mind. ADAPT is all about mindset and getting comfortable testing your boundaries.

So what specific things can we do to ADAPT our leadership style?  Let’s look at the Starbucks case study for ideas.  As the new CIO, Gillett embraced 3 things that got him out of his comfort zone and ready to ADAPT and find a new way to lead his IT team.

Again, Here’s the link to the Information Week article.

1.     He was curious and courageous. The article quotes Starbucks CEO Howard Schultz as saying that Gillett “had an insatiable curiosity and wasn’t afraid of pursing big, bold ideas.” Curiosity and courage are key components of the C.A.R.E. System.  To change and adapt to a new way of doing things and of leading is not easy.  You are fighting yourself and those in the organization that want to keep the status quo alive.  Without being inherently curious, asking lots of “why do we do it that way” questions and being willing to fight the good fight, it is very difficult to ADAPT and give your new audience – the Millennials – a new way.

 2.    He asked for even more responsibility.  In early 2009, Gillett has been in Starbucks for just one year and realizes he inherited what can only be termed an IT nightmare. At the same time, Starbuck’s new CEO, Howard Schultz,asks the company executives to give him ideas on how to turn the company around. He urges them to think outside their corporate functions. Does Gillett ignore his boss’ request because he legitimately reasons he already has too much on his plate? No. He goes ahead and pitches an idea for Starbucks to make a venture capital investment in a new business unit designed to push the company’s mobile and online strategy.  That was a gutsy move.  Instead of sticking to what he knew and focusing on just that, Gillett saw a rare opportunity to be part of a transformation at Starbucks.  It required him to take on more than he probably could chew at that time. He got out of his comfort zone and adapted his mindset to take on a strategic challenge and he succeeded. According to the article, since creating the new venture “Starbucks has become a retail leader in mobile payments”. By stretching yourself and getting uncomfortable you push yourself to try new things.  Like a muscle, the more you use it, the more comfortable you become letting go of your status quo.

 3.   He instilled an entrepreneurial spirit into IT.  That’s very rare to see.  IT departments in most large organizations these days are all about following the rules, often playing it safe, and saying a lot of NO in the interest of “security”.  In the next post, we will see examples of what Gillett did that went against these typical IT practices.  The examples were possible because he elected to run IT not so much as a corporate business unit but rather as an entrepreneurial venture. They opened themselves up to try new things.  The focus was to address the needs of its customers – both inside and outside the corporate walls. That ultimately showcased IT as an enabler instead of  a cop.

 In today’s super competitive, global marketplace,  organizations that don’t want to fall behind need to be run by leaders that are open to adapting their frame of mind and leadership frameworks to make way for the future. They need to ADAPT and find new ways for their new audience – the Millennials.

I think we do and we need to do it fast. In my last blog post I talked about how so many people have been approaching me lately about how unhappy they are in their corporate jobs.  I think the economic woes we’re facing are making people cautious about leaving a steady paycheck but at the same time, it’s highlighting just how pervasive poor leadership is within the corporate ranks.  When times were better, people had more career options and would leave a company when they got tired of its poor leadership. Today, they can’t and it’s putting a spotlight on just how de-moralizing poor leadership can be to a team.

Although leaders know they have the upper hand in this economy, they have to always remember that it won’t be like that forever. If they are lousy bosses, their employees know it and so does everyone else.

It’s not hard to re-imagine leadership so that you have happy employees. Any good leader will tell you that employees don’t want much – they want work that is fulfilling and they want to be respected and acknowledged for their contributions.  That’s it.  The problem is that many of us who have led for a number of years are sticking to some pretty outdated ways of leading that prevent our employees from getting those 2 simple things they want most.

So here are 3 things today’s hip and savvy leaders are doing to re-imagine how they lead in the 21st Century.

  1. They ask for advice.  Savvy leaders know that the days when they had all the answers are long gone.  Today, the employees in the trenches know more about what’s going on than they do.  After all, how current can you be when you’re stuck in meetings all day and most of your job requires you to ensure your team’s compliance with those countless regulations and policies required under HIPAA, SOX, MOUSE (just kidding).  Getting your team involved and listening to their ideas is instrumental for successful leaders in the future.
  2. They are willing to bend the rules. Let’s face it, the only way we are going to shed our old leadership comfort zones are to experiment with new ones. The only way to do that is if we bend the rules of how the game is played.  Now I’m certainly not advocating we go and break corporate rules and get ourselves into trouble.  I’m talking about breaking the rules we’ve used from the past to lead in the future. So for example, just because something hasn’t been done before doesn’t mean it shouldn’t be done. Just because our best practices don’t align with the new idea being considered doesn’t mean we shouldn’t test the “best” practice to see if                 something better should replace it.  Bend the rules and test the “what-ifs”.  Those  “what-ifs” are the secret to staying viable in the future.
  3. They learn. If you aren’t open to learning new things every day you will not make it as a leader in the 21st Century.  The pace of change is grueling and it’s constantly challenging what we know on any given day.  If you want to sit on your laurels and reap the benefits of the expertise you’ve developed in the past, you will become the poster child for poor leadership.  You need to be in constant learning mode to hold the privilege of leading a team going forward.  By your example, your team will know that they need to stay sharp and keep their skills up to date. And here’s a secret:  you know those pesky 20-somethings that drive you crazy?  They are a GREAT resource for you to keep you learning and to stay relevant with what is happening in the world today.

So how about it? Do you want to just take up space until you reach retirement or do you want to make a difference to the generations of up and coming leaders that are watching you for clues on how to be the best of the best? It’s your choice.  If we are to re-imagine what leadership is going to be in the 21st Century, it starts with us – the leaders that have the courage to be different, be bold and willing to shed the past to make room for the future.