November 1 was the official kick off to the month of Movember. For those unaware of the meaning behind this portmanteau, simply substitute the popular abbreviation for moustache “Mo”, with the first two letters of November. Some of you may already be familiar with Movember’s distant November facial hair movement “No-Shave November.” However, there are several distinct differences worth noting which make Movember (aka: Novembeard) a much worthier contender of your attention. On a facial hair spectrum, Movember is exclusively reserved for the moustache. But, ultimately, what lies behind the scenes of Movember are truly altruistic efforts through charity for cancer research and men’s health awareness.

Movember was started in Australia in 1999 as means to raise funds for local animal shelters. This original unshaven union, “Whiskers for Whiskers,” started what has now transformed into a multi-million-dollar fundraising event designed to increase awareness of men’s prostate cancer, depression, and testicular cancer.

Like any effective management strategy, it’s worth noting the ground rules that constitute fair play in this season of ‘staches, or month of the Mo’s:
1.    Once registered, each bro must begin the month with a clean-shaven face.
2.    For the entire month of Movember each bro must grow and groom a moustache.
3.    There is to be no joining of the mo to the sideburns (that is considered a beard)
4.    There is to be no joining of the handlebars to your chin (that is considered a goatee)
5.    Each bro must conduct himself like a true country gentleman.

The FAQ on the website clarifies that shaving a beard to provide a ready-made moustache is cheating and not in the spirit of Movember. A small growth of hair under the bottom lip (aka a tickler) is permitted as long as it is not connected to any other region.

As if you didn’t need yet another reason to hair up, the official end of Movember is always marked by a celebration for Mo Bros and Mo Sistas at a local party or the national ‘Stache Bash held this year in Chicago (the most moustache-friendly city in the US).

Although Movember is a light-hearted movement, the amount of money raised globally through Movember donations is approximately $175 million, which makes it the largest funder of prostate cancer research in the world. This is a vital statistic considering that 1 in 6 men will get prostate cancer and 1 in 36 will die from the disease (American Cancer Society). Please JOIN  or DONATE to our Hogan (aka: MOgan) team in our quest to raise money for cancer research and men’s health awareness!

November 1 was the official kick off to the month of Movember. For those unaware of the meaning behind this portmanteau, simply substitute the popular abbreviation for moustache “Mo”, with the first two letters of November. Some of you may already be familiar with Movember’s distant November facial hair movement “No-Shave November.” However, there are several distinct differences worth noting which make Movember (aka: Novembeard) a much worthier contender of your attention. On a facial hair spectrum, Movember is exclusively reserved for the moustache. But, ultimately, what lies behind the scenes of Movember are truly altruistic efforts through charity for cancer research and men’s health awareness.

Movember was started in Australia in 1999 as means to raise funds for local animal shelters. This original unshaven union, “Whiskers for Whiskers,” started what has now transformed into a multi-million-dollar fundraising event designed to increase awareness of men’s prostate cancer, depression, and testicular cancer.

Like any effective management strategy, it’s worth noting the ground rules that constitute fair play in this season of ‘staches, or month of the Mo’s:
1.    Once registered, each bro must begin the month with a clean-shaven face.
2.    For the entire month of Movember each bro must grow and groom a moustache.
3.    There is to be no joining of the mo to the sideburns (that is considered a beard)
4.    There is to be no joining of the handlebars to your chin (that is considered a goatee)
5.    Each bro must conduct himself like a true country gentleman.

The FAQ on the website clarifies that shaving a beard to provide a ready-made moustache is cheating and not in the spirit of Movember. A small growth of hair under the bottom lip (aka a tickler) is permitted as long as it is not connected to any other region.

As if you didn’t need yet another reason to hair up, the official end of Movember is always marked by a celebration for Mo Bros and Mo Sistas at a local party or the national ‘Stache Bash held this year in Chicago (the most moustache-friendly city in the US).

Although Movember is a light-hearted movement, the amount of money raised globally through Movember donations is approximately $175 million, which makes it the largest funder of prostate cancer research in the world. This is a vital statistic considering that 1 in 6 men will get prostate cancer and 1 in 36 will die from the disease (American Cancer Society). Please JOIN  or DONATE to our Hogan (aka: MOgan) team in our quest to raise money for cancer research and men’s health awareness!

Goal setting; sound decision making; problem solving; networking, embracing diversity…these factors have more in common than their presence across worldwide competency models. The preceding competencies are some of the many skills acquired by a girl scout. As many may be aware, Girl Scouts of America is dedicated to the development and empowerment of girls through experiences, friendships, and learning opportunities. Although I’m fairly familiar with the organization — I was a brownie myself and my Aunt recently retired from her position as CEO of the Girl Scouts of Eastern Oklahoma — after further research, I was impressed to learn about the organization’s continual improvement efforts. Since its inception almost 100 years ago, the organization has progressed in conjunction with the issues facing young girls and with the evolution of women in business and leadership.

Last week, Fast Company released an article about the addition of an innovation component as part of the Girl Scouts’ curriculum. Young girls will be introduced to fields like web design and product development, and will work to obtain such honors as the “inventor” and “social innovation” badges. In today’s business environment, innovation is a key component of successful leadership. By providing these skills, the Girl Scouts are working to build strong female leaders for the future.

Beyond innovation, the Girl Scouts are offering programs focused on financial management, including “good credit,” “money manager,” and “budgeting” badges.

The new badges are among 136 unveiled in the Girl Scouts’ first program redesign in 25 years, the result of a years-long process in which scouts themselves laid out a list of skills they would like to learn. If it’s any indication how much things have changed, nearly 100 years ago, girl scouts were working toward “telegrapher” and “matron housekeeper” badges.

There’s something to be said about the balance maintained by the Girl Scouts. It’s essential for the organization to maintain the fun and flare that’s always been associated with being a Girl Scout, but also to remain forward-thinking and relevant. After reading about the organization’s program redesign, I was pleased to learn that such a balance is being achieved. Young girls will continue to enjoy Girl Scout traditions such as cookie sales, camping, and field trips, yet through these new programs, will become stronger students, community contributors, and eventually, leaders.

 

Goal setting; sound decision making; problem solving; networking, embracing diversity…these factors have more in common than their presence across worldwide competency models. The preceding competencies are some of the many skills acquired by a girl scout. As many may be aware, Girl Scouts of America is dedicated to the development and empowerment of girls through experiences, friendships, and learning opportunities. Although I’m fairly familiar with the organization — I was a brownie myself and my Aunt recently retired from her position as CEO of the Girl Scouts of Eastern Oklahoma — after further research, I was impressed to learn about the organization’s continual improvement efforts. Since its inception almost 100 years ago, the organization has progressed in conjunction with the issues facing young girls and with the evolution of women in business and leadership.

Last week, Fast Company released an article about the addition of an innovation component as part of the Girl Scouts’ curriculum. Young girls will be introduced to fields like web design and product development, and will work to obtain such honors as the “inventor” and “social innovation” badges. In today’s business environment, innovation is a key component of successful leadership. By providing these skills, the Girl Scouts are working to build strong female leaders for the future.

Beyond innovation, the Girl Scouts are offering programs focused on financial management, including “good credit,” “money manager,” and “budgeting” badges.

The new badges are among 136 unveiled in the Girl Scouts’ first program redesign in 25 years, the result of a years-long process in which scouts themselves laid out a list of skills they would like to learn. If it’s any indication how much things have changed, nearly 100 years ago, girl scouts were working toward “telegrapher” and “matron housekeeper” badges.

There’s something to be said about the balance maintained by the Girl Scouts. It’s essential for the organization to maintain the fun and flare that’s always been associated with being a Girl Scout, but also to remain forward-thinking and relevant. After reading about the organization’s program redesign, I was pleased to learn that such a balance is being achieved. Young girls will continue to enjoy Girl Scout traditions such as cookie sales, camping, and field trips, yet through these new programs, will become stronger students, community contributors, and eventually, leaders.

As unpatriotic as it sounds: I am not a huge fan of the presidential election cycle. It’s not that I don’t value the power I’m given to choose the leader of the free world, it’s just that I’m not much for the rhetoric, the 15-candidate free-for-all primary debates, or the lazy, only-sometimes-clever Saturday Night Live sketches.

The upside is that it sets the stage for us to examine one of the most important questions in the social and organizational sciences: “What makes a good leader?” Some say the keys are intelligence, ambition, and optimism. Some say the key is a simple, down-home style that says, “Hey, I don’t have just a ton going for me, but I love drinking beer and working on my ranch” (they’re wrong, by the way).

In their paper, “Abstracting Leadership,” Drs. Joyce and Robert Hogan proposed something different; that good leadership is about meeting the basic human needs of one’s followers.

1. Respect your people
It’s the number-one rule of surviving in prison: on your first day inside, pick a fight with the biggest, toughest dude on the yard. The intended result is instant respect, authority, and protection against unwanted romantic advances.

Although a darling metaphor of business writers, office politics are not the same the politics that exist in prisons – or battlefields or second-century China, for that matter. Still, how many times in your career have you watched someone lay into his/her subordinate?

People need respect and acceptance. A high-functioning work group depends on its members feeling confident and unafraid to suggest new ideas. Punishing failure with public humiliation can leave you with a gun-shy workforce and stagnant performance.

2. Less nature, more nurture
In the wild, animals claw their way to the top of the pack. When a new animal takes control of the power structure, it asserts its dominance by marking everything that belongs to it.

When Jack Griffin took control at Time, Inc., he insisted that each of the company’s magazines run a masthead with his name listed first, above the publications’ editors. People crave status and control of resources. By literally marking the pages of his magazines, Griffin robbed his editorial staff of their status and autonomy. Griffin lasted less than six months before simmering resentment boiled over and he was asked to resign.

The point is this: you’re already the boss. Your job is to hire talented, capable employees and provide the resources, guidance, and incentives they need to succeed. When your group performs, share credit. When they fail, take the blame.

3. Be clear, be consistent
As I write this post, there is a squad of riot police working with teargas and batons to subdue a crowd of angry U.S. citizens in Oakland, CA. Their protest is just one of hundreds popping up around the country.

Although their message is disjointed at best (including the always-present “legalize it, dude”), the overwhelming undercurrent behind the 99%ers protests is anger at the lack of transparency in the U.S. government and financial system. Like your momma always said: Honesty is the best policy.

People need structure and predictability in their lives, especially when it comes to work. When they don’t get it, they spend more time worrying, gossiping, or searching for new employment than working. The key to providing stability is clarity and consistency. Make your expectations clear from the outset. Hand out kudos when things go well. When something goes awry, be fair and even. Do the same thing every time. Employees that know what to expect are happier and more productive than those worried about a volatile work situation.

As unpatriotic as it sounds: I am not a huge fan of the presidential election cycle. It’s not that I don’t value the power I’m given to choose the leader of the free world, it’s just that I’m not much for the rhetoric, the 15-candidate free-for-all primary debates, or the lazy, only-sometimes-clever Saturday Night Live sketches.

The upside is that it sets the stage for us to examine one of the most important questions in the social and organizational sciences: “What makes a good leader?” Some say the keys are intelligence, ambition, and optimism. Some say the key is a simple, down-home style that says, “Hey, I don’t have just a ton going for me, but I love drinking beer and working on my ranch” (they’re wrong, by the way).

In their paper, “Abstracting Leadership,” Drs. Joyce and Robert Hogan proposed something different; that good leadership is about meeting the basic human needs of one’s followers.

1. Respect your people
It’s the number-one rule of surviving in prison: on your first day inside, pick a fight with the biggest, toughest dude on the yard. The intended result is instant respect, authority, and protection against unwanted romantic advances.

Although a darling metaphor of business writers, office politics are not the same the politics that exist in prisons – or battlefields or second-century China, for that matter. Still, how many times in your career have you watched someone lay into his/her subordinate?

People need respect and acceptance. A high-functioning work group depends on its members feeling confident and unafraid to suggest new ideas. Punishing failure with public humiliation can leave you with a gun-shy workforce and stagnant performance.

2. Less nature, more nurture
In the wild, animals claw their way to the top of the pack. When a new animal takes control of the power structure, it asserts its dominance by marking everything that belongs to it.

When Jack Griffin took control at Time, Inc., he insisted that each of the company’s magazines run a masthead with his name listed first, above the publications’ editors. People crave status and control of resources. By literally marking the pages of his magazines, Griffin robbed his editorial staff of their status and autonomy. Griffin lasted less than six months before simmering resentment boiled over and he was asked to resign.

The point is this: you’re already the boss. Your job is to hire talented, capable employees and provide the resources, guidance, and incentives they need to succeed. When your group performs, share credit. When they fail, take the blame.

3. Be clear, be consistent
As I write this post, there is a squad of riot police working with teargas and batons to subdue a crowd of angry U.S. citizens in Oakland, CA. Their protest is just one of hundreds popping up around the country.

Although their message is disjointed at best (including the always-present “legalize it, dude”), the overwhelming undercurrent behind the 99%ers protests is anger at the lack of transparency in the U.S. government and financial system. Like your momma always said: Honesty is the best policy.

People need structure and predictability in their lives, especially when it comes to work. When they don’t get it, they spend more time worrying, gossiping, or searching for new employment than working. The key to providing stability is clarity and consistency. Make your expectations clear from the outset. Hand out kudos when things go well. When something goes awry, be fair and even. Do the same thing every time. Employees that know what to expect are happier and more productive than those worried about a volatile work situation.

At the recent Conference Board in Chicago, a number of talent management professionals and consulting experts gave presentations on next-generation leadership. These discussions included a variety of topics, from recruiting generation Y and Millennial employees to social networking and overcoming the talent management gap as Baby Boomers retire. The common thread in these topics there were three recurrent questions 1) how do we develop next generation high potentials for senior leadership roles, 2) do we tell them they are high potentials, and 3) how will this impact their ability to be authentic leaders?

The general consensus from the Conference Board attendees was that telling these individuals was important for a number of reasons. Mostly, formal identification of high potentials allows employees to opt out of these programs if they are not interested. For those who are interested, formal identification may increase commitment to such programs. One of the concerns with telling these individuals they have been identified as the future of the organization is that they may lose sight of what they need to do from a development perspective today to ensure success once appointed to these senior leadership roles. Additionally, there is a concern about the ability of these individuals to be authentic leaders.

Last week my colleague Jackie VanBroekhoven wrote about the shadows leaders cast. These shadows begin developing early in our careers, and without careful attention and behavior modification they may supersede our successful initiatives and bottom line results. When reflecting on the Conference Board dialogue about high potential identification, the importance of shadow management could not be truer. In addition to committing to development programs these high potentials also need to commit to self-development and shadow awareness.

The current political environment is a great place to observe the consequences of our shadows in action. As we prepare for the 2012 election year the speeches and promises for change are in full force. Regardless of your political views, you are likely to observe politicians leveraging their confidence, charisma, and innovative ideas to change the current economy to get your vote. The question of authenticity comes into play when it is time to put these plans into action. Take Rick Perry’s current proposal of a flat tax plan. Is this the new financial strategy to save the US from the current debt crisis or is it simply a political message to take interest off his poking fun of President Obama’s birth certificate situation? What sort of shadow does Governor Perry cast and will this shadow impact his success in the upcoming election?

These leadership shadows are much easier to identify when people are in the public eye. Politicians, CEOs, and other public figures likely have these shadows following them quite literally when paparazzi are lurking in the bushes and standing in their driveways.

Public figures aside, have you ever thought about the shadow you cast? If others were to describe you when you weren’t around what would they say? Are you confident engaging and charming or arrogant socially dominant and risk taking? In addition to self-awareness and behavior change we all need to be mindful of these looming success killers or shadows that may negatively impact our reputation.

This topic of shadow awareness is particularly salient in the current workforce. Although organizations may not be identifying the next CEO or United States President in their current high potential programs, they are indentifying the next generation of leaders who may be tasked with ascending the ranks of the organization faster than their predecessors. That being said, these programs need to focus on developing the skills and behaviors for leadership, but also challenging these individuals to think about the legacy they want to leave behind and figuring out whether you’re afraid of your shadow is a great place to start!

At the recent Conference Board in Chicago, a number of talent management professionals and consulting experts gave presentations on next-generation leadership. These discussions included a variety of topics, from recruiting generation Y and Millennial employees to social networking and overcoming the talent management gap as Baby Boomers retire. The common thread in these topics there were three recurrent questions 1) how do we develop next generation high potentials for senior leadership roles, 2) do we tell them they are high potentials, and 3) how will this impact their ability to be authentic leaders?

The general consensus from the Conference Board attendees was that telling these individuals was important for a number of reasons. Mostly, formal identification of high potentials allows employees to opt out of these programs if they are not interested. For those who are interested, formal identification may increase commitment to such programs. One of the concerns with telling these individuals they have been identified as the future of the organization is that they may lose sight of what they need to do from a development perspective today to ensure success once appointed to these senior leadership roles. Additionally, there is a concern about the ability of these individuals to be authentic leaders.

Last week my colleague Jackie VanBroekhoven wrote about the shadows leaders cast. These shadows begin developing early in our careers, and without careful attention and behavior modification they may supersede our successful initiatives and bottom line results. When reflecting on the Conference Board dialogue about high potential identification, the importance of shadow management could not be truer. In addition to committing to development programs these high potentials also need to commit to self-development and shadow awareness.

The current political environment is a great place to observe the consequences of our shadows in action. As we prepare for the 2012 election year the speeches and promises for change are in full force. Regardless of your political views, you are likely to observe politicians leveraging their confidence, charisma, and innovative ideas to change the current economy to get your vote. The question of authenticity comes into play when it is time to put these plans into action. Take Rick Perry’s current proposal of a flat tax plan. Is this the new financial strategy to save the US from the current debt crisis or is it simply a political message to take interest off his poking fun of President Obama’s birth certificate situation? What sort of shadow does Governor Perry cast and will this shadow impact his success in the upcoming election?

These leadership shadows are much easier to identify when people are in the public eye. Politicians, CEOs, and other public figures likely have these shadows following them quite literally when paparazzi are lurking in the bushes and standing in their driveways.

Public figures aside, have you ever thought about the shadow you cast? If others were to describe you when you weren’t around what would they say? Are you confident engaging and charming or arrogant socially dominant and risk taking? In addition to self-awareness and behavior change we all need to be mindful of these looming success killers or shadows that may negatively impact our reputation.

This topic of shadow awareness is particularly salient in the current workforce. Although organizations may not be identifying the next CEO or United States President in their current high potential programs, they are indentifying the next generation of leaders who may be tasked with ascending the ranks of the organization faster than their predecessors. That being said, these programs need to focus on developing the skills and behaviors for leadership, but also challenging these individuals to think about the legacy they want to leave behind and figuring out whether you’re afraid of your shadow is a great place to start!

I recently listened to a talk given by Greg Barnett, one of Hogan’s veteran consultants and our Director of Product Development, about the importance of defining a strong leadership brand. The concept of an individual leadership brand departs from our conventional understanding of branding from an organizational standpoint. For example, consider the brand that Apple computers has created; the exemplars of innovation, elegant simplicity, and sleek, modern, technology. Now consider the individual leadership brand that Steve Jobs created – in many ways, his personality embodies many of the same qualities of Apple’s brand – Jobs is hailed as an innovative, creative genius who changed the world with his brilliance and innovation. Even his physical image aligned with Apple’s brand – sleek, simple, and timeless with a modern slant.

So, what does a strong leadership brand get you? To cite Barnett, developing a strong leadership brand can earn friends, fans, and followers – and not just the kind you get on Facebook or Twitter. It defines your identity and distinctiveness, communicates what value you bring to the table, and provides focus and direction to guide leadership efforts. It also insulates you from your shortcomings and mistakes.

A strong, consistent brand creates a kind of umbrella, so-to-speak, that defines you as a leader and makes your day-to-day actions (and blunders) less relevant. For example, consider the legacy left behind by Bill Clinton; despite his well-publicized lapses in judgment and abuse of political power, he remains a beloved American president who is remembered for leading our nation through one of the most prosperous decades in U.S. History. Although President Clinton withstood some harsh criticism and mockery, his overall image, strong leadership brand, and arguably his charm, helped cushion these blows and preserve his overall reputation and contributions in the hearts, minds, and history books of the American people. By contrast, Howard Dean’s brand image was not strong enough to save him from his “I have a scream…” speech, which sealed his fate forever as a volatile lunatic unfit for presidential office.

However, no matter how magnetic, impactful, or authentic the leadership brand, all human beings have a dark side – a kind of shadow that follows you around, lurking in the peripheral, with the potential to emerge in times of stress, pressure, novelty, or boredom. This is what Hogan refers to as leadership derailment, wherein our personality characteristics betray us, degrade our success, and generally send us on a fast train to nowhere. Our shadow is particularly dangerous because it tends to lie beyond the reach of our awareness, but is highly apparent to those around us.

In the wake of Jobs’ premature passing, his strong leadership brand permits his fans and followers to remember him fondly for his brilliant contributions to the world, his insistence on quality, and the legacy he leaves behind him at Apple. Nobody is highlighting his failures, setbacks, or well-known dark side. Well, almost nobody…

In a scathing post-mortem commentary titled What Everyone is Too Polite to Say About Steve Jobs, Gawker’s Ryan Tate points out some elements of Steve Jobs’ shadow. Some have described him as a ruthless tyrant who inspired fear among his ranks with his hostility, unpredictable temperament, humiliation tactics, and harsh censorship practices. Yet, in the aftermath of Jobs’ death, he is still heralded as a prodigy, a strategic genius, and a gifted innovator who changed the technological landscape forever. Only history will be able to tell us which version of Jobs lives in the collective public memory – the genius, or his shadow? Was his brand strong enough to fend off the smudge that his shadow left on an otherwise pristine career?

In listening to Greg’s talk, he posed some powerful questions that are still rattling around persistently in my own head many days later: What defines your leadership brand? What do you stand for? What do people say about you when you’re not around?

People have a difficult time answering these questions honestly because human beings are masters of self-deception. Our clever minds and defensive egos do a phenomenal job of protecting us from the truth, as do the people around us who shield us from the painful reality that we are not perfect. We receive feedback from our peers and loved ones in the form of sugar-coated rubber bullets that contain a shred of truth, but do little to help us become truly self-aware.

It is worth reflecting on the unintended consequences that your shadow can have on your brand reputation and ultimate success. If you get to know your shadow, you arm yourself with the self-awareness needed to manage your dark side, prevent derailment, and create a true leadership brand that is authentic, high-quality, and differentiates you from others.