- Learn to say "I don't know." If used when appropriate, it will be used often.
How many times have you been in meeting with someone who felt compelled to contribute even though her or she obviously did not know what to say? Silence is golden in these circumstances If you are asked to contribute and don't know what to say -- or don't have the answer -- then simply say "I don't know". Maybe you should know the answer, but if you don't, say no. Learn for the next time. Even better, volunteer to go get the answer.
It is my belief that if you behave in this way, you will be respected for your honesty and candor. You are not expected to know the answer to everything.We've all been in this position and we will be again. "I don't know" are powerful words when used appropriately.
- It is easier to get into something, than to get out of it.
One should not be timid about committing, but one should commit only when one has a clear sense of goals and means. Invariably, it is more complicated and potentially more costly to undo an action already under way that to change a decision before it is acted upon.
This principle has specific meaning in many fields, including the transition of engineering solutions to manufacturing, something I've experienced first=hand during the transition to production of extremely complicating and exciting electronic systems.
By involving all elements of the team -- including manufacturing -- early in the design process, productivity will be built in. Designing in quality is a lot more effective than inspecting -- or testing -- it in later. Customers understand this acutely. Get your suppliers on board, too.
Put another way: remember your first speeding ticket? It was so easy to exceed the limit, but there would have been so much less pain in the long run if you had just ob
- If you are not criticized, you may not be doing much.
It is common especially among those assuming position of responsibility for the first time, to avoid decisions and thus the risk of criticism. No one enjoys criticism -- either having the justify one's decision or, on occasion, acknowledge error. But there is also a risk in avoiding decisions. Small problems now can fester and grow into big problems later. Opportunities today can disappear tomorrow. Remember: problems are not like whine and cheese; they do not get better with age.
By all means, don't be rash, but do make decisions. That's why you were given the responsibility in the first place. Calculated risks may be appropriate. However, be thoughtful: do not make the same mistake twice. You will learn from your many decisions that turn out well and you will learn even more from the few that do not. During on of my early appraisals, my manager said "I do believe this young man has made every mistake once, but never twice". I hope he was exaggerating a little, but you get the point.
I can also tell you that some of my most critized decisions eventually turned out to be best for the company.
- Look for what is missing. Many know how to improve what's there; few can see what isn't there
This is one of my favorites.
It is human nature to focus on what is in a presentation, but sometimes what isn't there is even more important.
Always think about what's missing; It's amazing what you'll find.
This is what leaders are looking for in individuals who are coming up in the organization. Are these individuals pushing the corners of the box? Are they energizing the team and its thinking?
This is a rare quality that few have. It can and should be developed.
- Presentation Rule: when something appears on a slide presentation, assume the world already knows about it and deal with it accordingly.
Don't think that what shows up in a presentation is private. It will come out. Accept this as a given, and deal with this fact up front. As a leader, when people try to convince you that something you are looking at on the screen - proprietary, competition sensitive and so forth -- will never leave the room, assume it already has and deal with it accordingly.
In fact, assume it will be published in the New York Times, the
- Work for a boss to whom you can tell it like it is. Remember, you can't pick your family, but you can pick your boss.
The point here is the in the workplace, unlike in your family, you have a choice. You will have many bosses in the course of your career. You are not totally passive in the process of "selecting" your boss. You have a choice, more than you may realize. Be proactive.
By the way, I have a great family, and I love them. I hope you are also as blessed as I am.
- Constantly review developments to make sure that the actual benefits are what they are supposed to be. Avoid
Follow-through is just as important as good decision-making in the first place. When deciding on a course of action, set measurable objectives than can be monitored over time to make sure the decision is yielding the intended benefits. By "avoid
At Raytheon, our program managers use various process disciplines that enable them to evaluate how well the program is proceeding and whether mid-course corrections are needed.
When used properly, these disciplines are a powerful management tool to keep programs on course. However, it is essential that the manager use the disciplines to gain insight into his or her program and its progress, and not simply as a way to "check the box."
- However menial and trivial your early assignments may appears, give them your best efforts.
It is important to set high standards for your career and to be demanding of yourself -- to want to perform challenging tasks well. However, you are more likely to be given the opportunity to take on complicated, difficult assignments if you first demonstrate that you are willing and able to perform simpler tasks well. You will be surprised how much your performance may be recogonized if you execute even a mundane task with a little pizazz.
Conversely, if, early in your career, you act as if the simpler assignments are beneath you, then your manager may feel you are challenging his or her judgment and your peers may feel you are not a team player. Building strong relationships with management and peers early in your career will help you immeasurable later on.
Everything you do, no matter how menial or trivial it may seem, has your name associated with it. for that reason alone it is worth doing well.
Remember that if your manager is good, he or she will always be trying to development talent -- you. When you are a manager, you will want to do the same.
- Persistence or tenacity is the disposition to persevere in spite of difficulties, discouragement, or indifference. Don't be knows as a good starter but a poor finisher!
There is often a wonderful excitement when starting something new. It is important to maintain that passion throughout the course of an assignment, especially when difficulties arise or the project encounters negative thinking or those who lack the commitment to persevere.
We all want to get new projects off to a strong start, but it is equally important to stay engaged throughout the process - to push the project forward when necessary, especially as it nears the finish line. Good process will help immeasurably, but so will your passion to see the project to fruition.
For me, and for many general managers, the red flag word is "never". Don't say you'll "never" be able to overcome the obstacles -- unless you have truly analyzed each obstacle and demonstrated in a fact-base way that they are truly insurmountable. "Never" is the ultimate challenge to me.
- In doing your project, don't wait for others; go after them and make sure it gets done.
This rule is about perseverance as well. Don't be passive, don't just react, and don't assume.
Decide and act. Make sure everybody is one the same page and moving out with you. Ask for help if you need it. Understand what it will take to keep the project moving.
Follow-up is essential and will help ensure success of the project. When done, be sure to share the credit.
- Confirm the instructions you give others, and their commitments in writing. Don't assume it will get done.
The point here is that we often believe we have communicated clearly when we have only transmitted clearly. It is just as important to make sure that the message has been properly received and that you and your team argee on what everybody is committing to.
Confirming instructions and commitments in writing helps to give structure to the communication process and to ensure that everybody knows what needs to be done, and who will do it.
In addition, verbally ask others to replay your instructions back to you, then put the instructions in your own words and make sure you still get an affirmative nod from the recipients.
Keep the confirmation of instructions and commitments clear and crisp so as not to bureaucratize the process.
- Don't be timid: speak up, express yourself and promote your ideas.
If you evaluate yourself from the perspective of your manager, you will see that you are valued most for your contributions. It is not bragging to express your yourself and your ideas vigorously -- so long as you are prepared to support your ideas with logic and facts.
Be your own champion. Some managers invite discussion to see where your "head" is on a matter.
- Practice shows that those who speak the most knowingly and confidently often end up with the assignment to get the job done.
Here again, the key is to be a contributor of substance. If you speak up when you are knowledgeable on a particular subject, you will inspire the confidence of your management and you will get assignments that will allow you to demonstrate your worth. However, if you speak up when you are not knowledgeable, you may well sign on for an assignment you can't handle.
This is a great example of how a willingness to volunteer, coupled with a "no fear" attitude (slight exaggeration, but you know what I mean), got me with some great assignments. But beware, there is a huge downside to volunteering if you are just "winging" it.
- Strive for brevity and clarity in oral and written reports.
It takes longer to write cleanly and crisply. It shows respect for the time of others when you do. Learn to type with your thumbs on a BlackBerry-like device. That will really discipline you to use shorter sentences and shorter words.
As you grow in position and assume roles of increasing responsibility and complexity, you truly appretiate those who communicate with brevity and clarity. Their emails, notes and reports will get read! Conversely, and sadly, good ideas in hard-to-open packages wrapped with complicated bows may be overlooked.
- Be extremely careful in the accuracy of your statements.
You should be passionate and inspiring, but what you say must be true. People are counting on your words for information and may act on what you tell them. When you say something, you want people to be able to "take it to the bank". - Don't overlook the fact that you are working for a boss. Keep him or her informed. Whatever the boss wants, within the bounds of integrity, takes top priority.
The intent here is not to encourage fawning behavior or narrowness of scope, but only to suggest that for the organization to achieve its goals, everyone must be on the same page. If you are going around your boss, you've left a key contributor out of the loop.
On the other hand, if you believe that your boss is not seeing the big picture or is header in the wrong direction, you should speak up and be straightforward about your concerns. If you have a good boss, your candor will be appreciated and valued; in fact, it will improve your relationship.
When your boss gives you an assignment, make it a priority, even though you may want to work on something else. Remember that you often don't know you gave your boss the assignment in the first place. It could have been the president or the CEO.
- Promises, schedules and estimates are important instruments in a well-run business. You must make promises -- don't lean on the often-used phrase: "I can't estimate it because it depends on many uncertain factors.
Do you want to be known as someone who offers excuses, reasons or results? I will take results any day.
Be fact-based. We all need to be disciplined and accountable in the way we perform. Our customers respect us more when we establish metrics for various milestones so that actual performance can be tracked, evaluated, and, if need be, improved. The metrics will help us stay on track.
- Never direct a complaint to the top; a serious offense is to "cc" a person's boss on a copy of a complaint before the person has a chance to response to the complaint.
If you have complaint, first take it directly to the individual in a straightforward manner and give him or her a chance to know about it and work it. To send a complaint to an individual and at the same time to "cc" that individual's boss can be counter-productive. I have found that most times the problem may not get solved and you've ended up alienating someone you will need to work with later.
It is usually better to let the individual know. Then, if you are not getting support, you can let the supervisor know. At the same time -- and this is important -- it is essential that everything be done in a way that adheres to all rules and regulations, reflecting the utmost integrity.
On the positive side, if you have something wonderful to say about a peer, then by all means copy the boss. As it is said, "Praise in public, admonish in private."
- When interacting with people outside the company, remember that you are always representing the company. Be especially careful of your commitments.
Even if it's over lunch or after hours, you are still speaking for the company. No matter how much you may believe that you are just speaking for yourself, you may well be perceived by customers, suppliers and others to represent the company's point of view.
When you say you're doing to do something, you are committing the company to specific actions. Make sure you have fully thought through these commitments and are prepared to honor them. Do not ever make commitments that are beyond your scope of responsibility.
- Cultivate the habit of boiling matters down to the simplest terms: the proverbial "elevator speech" is the best way.
Pretend that you've got to make your case to someone in the time it takes to to ride on an elevator. Assume that you may never have this chance to make your case again.
How would you start? How would you conclude? What points would you emphasize? What points would you hold in re
Time is the discipline of the elevator speech. Space is the discipline of having to pull out all your key points on one 3-by-5-inch card. Both disciplines require you to get the point and focus on what action you're asking for.
Often it's best to get the right the conclusion have your explanatory charts in re
- Don't get excited in engineering emergencies: keep your feet on the ground
I have found this to be sound advice in many leadership situations, not just in engineering "crises."
It is precisely when things go wrong that your leadership skills will be most tested. If you help the team solve the problem in a calm, professional manner, you will inspire confidence. The members of the team will believe in you and in each other. You will not only help the team solve the immediate problem; you will reassure the team that it has the ability to solve other problems that may arise.
If you add the the sense of alarm, your leadership will be counter-productive; it will take the team even longer to calm down and pursue the right path.
You may want to use the "24-Hour Rule." That is, think about the problem and, when possible, don't make a final decision for 24 hours.
- Cultivate the habit of making quick, clean-cut decisions
This does not mean one should act impulsively. Quick, clean-cut decisions are the product of a mind that trains itself to eliminate waste - to focus on value-added thinking.
Don't waffle of flip-flop. Stand by your decisions unless you find out something new -- or you discover that you were wrong. Then, quickly and cleanly, make it right.
- When making decisions, the "pros" are much easier to deal with than the "cons". Your boss wants to see both.
This is another aspect of making sure that you see what's missing.
There is nothing more valuable than a review process that surfaces all the potential consequences of an action rather than just the best-case scenario.
There is no way to effectively weigh the risks and benefits of an action if one is ignorant of the risks.
By presenting both the pros and the cons, you show others that you have thought the problem through. You will have more credibility.
- Don't ever lose your sense of humor.
This Rule, and rule #25 are very important for balance, and for connecting with others on a more personal level.
Good-natured humor acknowledges the humanity of others and is a wonderful way to reduce tension on the team.
It is a great ice-breaker. I use it often.
- Have fun at what you do. It will be reflected in your work. No one likes a grump except another grump!
We all spend many hours doing what we do. It is much more pleasant to spend those hours with people who have a bounce in their step and a smile on their face than with those who mistakenly associate professionalism with being sour and dour.
I enjoy what I do. I like working with others who feel the same way and I believe the work product reflects this.
I know our customers appretiate a team that enjoys what it does.
- Treat the name of the company as if it were your own.
My father always said: you were given a good name when you came into the world; return it the way you got it. It only makes sense to treat the name of one's company as if it were one's own. A company's reputation is built on a foundation of integrity. The actions of each employee reflect on the company. As a manager, you must help your employees to see this - and to feel the responsibility.
I can't emphasize enough this idea of "ownership". Good managers are looking to promote people who feel a sense of stewardship for the company, a sense of responsibility to always behave like an "owner" of the company, like a member of the family.
After more than three decades with Raytheon, I am proud to admit that I have a love affair with my company. I care about its reputation and its people. I want those who are
- Beg for the bad news.
"Begging for the bad news" means creating a climate in which everyone on your team understands that the boss wants to hear the bad as well as the good, that the boss expects you to speak up when something is wrong and is not getting addressed in a timely manner.
The leader must create a climate in which it is understood reflexively that bad news, while never pleasant, must be shared. And the sooner the bad new is aired, the better.
It is amazing how slowly bad news can travel up the levels of an organization -- unless the corporate culture encourages, and demand, that bad news be reported quickly.
- You remember 1/2 of what you read, 1/2 of what people tell you, but 100% of what you feel.
By all means, be clear and crisp, be brief, get to the point, be respectful of the time of other - but do not withdraw from those you are trying to engage.
Reach out to make the connection. Show your humanity. Tell a story. Relate it to a real situation. Raytheon makes systems that our men and women in uniform, and others, depend on for their safety. I can't tell you how meaningful it is when our employees receive a note from customers thanking us for making them feel safe. It's a wonderful feeling, believe me, and you can't help but remember - 100% of the time.
There is nothing more powerful than sincerely engaging others and revealing aspects of yourself. One must be secure to do this. It is this security which inspires the confidence of others. Pretend someone asked you why it matters whether you do your job well or not. If there's no feeling in your answer, you may not have an answer.
- You can't polish a sneaker.
In other words, don't waste effort putting the finishing touches on something that has little substance to begin with. I apologize to those who dearly value their sneakers, but the point is, if you polish a hollow shell, it's still a hollow shell, albeit a shiny one.
Polishing a sneaker can inadvertently convince others that the sneaker has a value that it doesn't possess. This can distract an organization from important pursuits or lead an organization down a dead end.
- When facing issues or problems that are becoming drawn-out, "short them to ground."
If you sense that your organization is spending more time on the bureaucracy of solving a problem that on the actual solution, you need to simplify the problem-solving process.
"Shorting issues to the ground" means finding the quickest path -- from problem to solution -- avoiding non-value-added procedures and delays.
Sorry, but my engineering training is responsible for this one.
- When faced with decisions, try to look at them as if you were one level up in the organization. Your perspective will change quickly.
This is a lesson that many senior leaders learn from experience as they rise into higher and higher positions of management. It is incredibly illuminating to step out of one's own role and to look at the world from the perspective of one's manager or one's manager's manager.
As you see the world from a higher perch, you take in more of the landscape. From this vantage point, your role becomes clearer. You see how you can contribute more effectively to the goals of your organization.
Remember what an eye-opener it was when you were promoted into a position once held by your boss? Remember how much smarter he or she suddenly seemed when you had their job? For me, it's analogous to how much smarter I though my mom and dad suddenly became when I emerged from my teenage years into my twenties. I know most teenagers bristle when you tell them how much smarter their parents will soon seem, but it's true -- and the analogy applies to having a broader perspective on the job as well.
- A person who is nice to you but rude to the waiter -- or to others -- is not a nice person (This never fails.).
Watch out for people who have situational value systems -- who can turn the charm on and off depending on the status of the person they are interacting with.
Be especially wary of those who are rude to people perceived to be in subordinate roles. This kind of behavior is not the mark of a leader.
- Never be afraid to try something new. Remember, an amateur built an ark that survived a flood while a large group of professionals built the Titanic!
Obviously, you need to think before you try something new, and you need to know when to ask for help and expert guidance, but don't talk yourself out of trying something that your heart tells you is within your power to accomplish. Often those less immersed in a field or discipline have the unique perspective that produces the answer.
- People sometimes ask me what I believe are the essential qualities of leadership. To me the qualities of leadership boil down to: Confidence, Dedication, Integrity, and Love.
By "Confidence" I mean not only believing in yourself, which is great, but also being comfortable with yourself -- with who you are. That enables you to honestly access yourself and acknowledge your weaknesses as well as your strengths.
"Dedication" is the desire to work hard to be the best you can be at any task -- small as well as large (remember Rule #8). The members of your team will feel this commitment and share it.
"Integrity" to me is having the fortitude to do what is right when no one is watching.
"Love" isn't used often in corporate position papers. I don't mean it in the "mushy" sense; anyone who's done a review with me will attest to that. What I mean by "love" is a willingness to sacrifice for the benefit of others and the organization. It inspires the dedication of those around you.
I believe we all have some of these qualities throughout the various stages of our lives. But true leaders don't just have these traits -- they apply them and instill them in others.
Attributed to William Swanson, CEO Raytheon
