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March 10, 2016 — 0

The CEO Podcast: JJ Watt Talks Dreams, Leadership and His Future

Want to achieve success? NFL superstar and American Family Insurance brand ambassador JJ Watt says start by surrounding yourself with good people.
I chatted with JJ recently about the good people in his life – especially his parents, but also coaches and mentors. JJ is proud of his work with Kevin Durant on American Family’s “Signs of Support” campaign, calling it one of the most meaningful things he’s been a part of.
You’ll also hear JJ share an update on his recovery from surgery, and the important work he’s doing through the JJ Watt Foundation. Select the image below to listen, or visit my SoundCloud page.

March 8, 2016 — 0

The CEO Podcast: A Conversation with Kevin Durant

Kevin Durant is a busy guy.
He’s in the middle of a pretty successful NBA season with the Oklahoma City Thunder, where he’s averaging 28 points and 8-plus rebounds a game. He’s doing great things for local communities through the Kevin Durant Charity Foundation – including making a difference in young people’s lives through health and wellness, fitness, and youth homelessness initiatives.
You might have seen KD featured in recent advertising, as part of the American Family Insurance “Signs of Support” campaign. You know those ads, the ones where Kevin and J.J. Watt show up and lend a helping hand to everyday dreamers like Rusty and Tiana. They are great reminders that American Family Insurance is here to help inspire, protect and restore the dreams of our customers.
I sat down with Kevin recently to talk about his future in the NBA, his approach to leadership, and more. Select the image below to listen, or visit my SoundCloud page.

 

February 5, 2016 — 0

Up, Down, Sideways

At a recent business luncheon and panel discussion, I heard many of the usual questions asked of a CEO. I gave my usual answers – about my career path, about my company and about how we are changing the face of our organization.

Afterwards, a young professional approached me. She was a millennial and wanted to talk at length about how I got to where I am now, the path I had taken, and advice for her on her journey.

I started with the obvious: Have you read Meg Jay’s book, The Defining Decade? She hadn’t. This book is so good, and not just for millennials. It’s insightful for those wanting to understand this important demographic, and for those in the group looking to jump-start their careers. We talked about asking for special assignments, rotations, mentoring and coaching as career and personal enrichment opportunities.

During this discussion, it occurred to me that my professional career – and my personal life – has been a series of ups, downs and sideways turns. The path hasn’t been linear, I’ve had regrouping and reorganizing, moving sideways or up, moving back down at times, then up and over again, then up. This may sound strange, but it’s the type of path many leaders take.

I’ve had nine different jobs with four geographic moves in my career. Each of the first three moves involved a pay cut. Really. In other jobs, I entered fairly high-risk and messy situations. I was passed over for one role, and asked to move laterally to a position that was, by most accounts, a lesser one.

Most people don’t realize that the road to success is usually not a straight line. It often works like this:

A positive career path is often less about how you react when you move up, and more about how you react when you move sideways or down. It’s about how you cope when things don’t go your way.

The sage advice I received from then-American Family Insurance executive Dan DeSalvo when I didn’t get one job was, “Hey Jack, you’re not getting the job, but remember – everyone will be watching how you react to this. The interview for the next job starts now.” How about the reaction to a sideways move? “Yeah, you and I both know it’s a lower-impact role with less visibility. But I think it’s got a wider breadth of accountabilities.”

This brings me to a leadership formula – something I’ve been discussing with our human resources area recently. It’s what I call IQ + EQ + AQ = XQ.

  • IQ is the raw intelligence of an employee.
  • EQ is the person’s emotional awareness/effectiveness. (Note: This is not emotional quotient.)
  • And AQ? That’s the all-important ability to take action, get movement and momentum, and achieve results.
  • XQ is the ideal leader for a given company and a given job. We’re working to quantify this at American Family.

Granted, the components might not be something you can actually add together. Instead, it could be a product of the three. What’s important, I think, is that people who want to be leaders think in these terms, with personal questions like:

  • “When I’m asked to move sideways, do I recognize the learnings from that new position and figure out how to bring my past knowledge into the new role?”
  • “When I’m moving down for whatever reason, do I see it as a restart, a fresh change, a new spot from which to launch – or do I see it as a career-limiting move that can’t be overcome?”
  • “When I do get a chance to move up, how do I act – with all of the IQ and EQ and AQ – to have a bigger impact on the organization?”

Admittedly, EQ is probably the hardest to quantify. Yet, the ability of leaders to control emotions and relate well to others is critical to a positive career path. Have you ever known that really smart employee who pushes and shoves to get things done, but no one wants to be around them or work on their team? I have.

I hope that young millennial reads this. And thanks to her for asking the questions, engaging in this topic and getting me to think deeper about leadership.

And for those of you who are career-minded, and are moving sideways or down – don’t lose hope. This may be just the step you need to move forward. It just depends on how you react!

October 27, 2015 — 0

Connecting the dots between you and your customers

Here’s a question that can make some of us uncomfortable: How can your work be customer-centric when you don’t have direct contact with customers

Are you like me? Do you sometimes struggle to connect the dots between day-to-day work/decisions and customer needs and wants? I know I do. I think this is a common struggle.

But that’s the real value, I think. It’s the day-to-day struggle to always try to connect these dots that’s important. Many of us do not interact with customers daily. And so the tendency can be to become isolated and insulated and dwell on the work in front of us. It’s the struggle to always understand this tendency and always work at connecting these dots that’s important.

I know we can be customer-centric – no matter our role. So, here are a few ideas and techniques to always keep the customer front and center in your work.

Become a problem-solver. Don’t just identify problems that are in front of you! Find them. Then, help fix them. Use your wisdom to break down barriers and correct things on behalf of your customers. Find your voice and be (as my friend Peter Gunder says) respectfully courageous! Solving problems quickly and efficiently is important to them – and your organization.

Seek honest feedback. Talk to your peers and ensure the work you’re doing benefits customers. If it doesn’t, find the courage to adjust. An agile, do-it-anyway attitude is contagious and can make a big impact!

Learn from other people. When I need inspiration, I call on my time as an agent, or growing up, when I helped my dad in his American Family agency. Or I pick up the phone and call one of our local agents. These are constant opportunities for me to connect those dots.

Learn from other brands. Companies like Southwest Air, Starbucks, Zappos and others are winning because of their service. While they may not look like us, we can all glean ideas and inspiration to become better at what we do.

Be optimistic. Your enthusiasm for the work you’re doing is contagious – and can impact your culture – and ultimately the success of your products, your services and your people. Become a light for others to find and follow as you navigate the changes ahead.

I hope these ideas get you thinking about the culture of being customer-centric. What would you add?

September 17, 2015 — 0

YOU are the Culture

What are you doing to create the culture you deserve?

I asked leaders at my company this rather pointed question recently, referencing something I wrote about more than two years ago – this battle between culture and strategy. My belief then – and now – is that strategy feeds our culture. (You can read the original post here.)

The dialogue was outstanding. I read and responded to more than 130 honest and thoughtful emails, hearing from folks I’ve known for a long time, and some I’d only recently met. One director challenged me to be more explicit about how to become the culture we deserve. In fact, the major theme in this feedback was that culture comes from within each one of us.

YOU are the culture.

Making sure your strategy drives your culture – and not the other way around – is a relevant message for any leader. It’s also a call to action for everyone in your organization to challenge traditional ways of thinking … to embrace change you’re seeking – whatever that may be.

To say you cannot act because of culture is saying you’re not willing to act. It is both a choice and a self-fulfilling prophecy.

Let’s face it, change is constant. You must embrace it for the opportunities it creates and get yourself aligned quickly. You should be agile solution-makers and problem-solvers. You must play a role in charting a course forward. And you absolutely can approach this work with gratitude, optimism and belief.

An article I read recently noted large companies may not be as well positioned to retain top talent as small businesses. Pay and benefits are certainly important for employees – and large companies enjoy advantages in this area. But don’t we also value flexibility and creativity? Isn’t it also important to know we make a difference and support a meaningful purpose? These may be just as – if not more – important as pay and benefits.

But why can’t we do both? Why can’t companies offer competitive pay and benefits, while also providing flexibility AND the opportunity for individuals to shine?

That is not just the culture you deserve. That is the culture you should demand.

Find time to discuss this concept with your teams and with other leaders. Become the culture you deserve – the culture you are!

July 24, 2015 — 0

Integrity and Using Your Voice for Good

I appreciate the response my blogs have received – particularly on LinkedIn. The comments from my last post about integrity inspired me to write more on this topic – and to connect to another previous topic: Defining moments.

When organizations adapt and change quickly, sometimes the path of least resistance leads you to troubling places. Taking shortcuts – especially ones that jeopardize your integrity – has no place in any organization’s culture.

What happens when you see these shortcuts? What happens when you discover a co-worker is acting unethically? Or, even worse, what if your company’s actions aren’t meeting its own standards for ethical behaviors?

These are defining moments for individuals and for organizations.

True leaders – at all levels of an organization – demonstrate integrity when they have a voice. Have you heard the term sin of omission? In essence, it’s saying or doing nothing when you see something you know is wrong. In my view, the sin of omission is just as grave as the sin of committing an unethical act.

Using your voice for good shows true integrity.

Speak up when you know something is wrong, a poor reflection on your company or not in your customers’ best interests. You may be surprised at how quickly change can happen, and how wide-ranging change can be when gaps in integrity are uncovered.

Speaking up requires courage (there’s that one-word leadership definition again!) – a bunch of it.

Here’s what’s powerful: Once you feel empowered to use your voice, overcoming other obstacles seems less daunting. In fact, I think integrity is fundamental to winning – not just as a foundation for your organization, but because real integrity will motivate your organization to truly do its best.

And in a world of constant change and disruption, it’s nice to have something to help guide the way to the finish line – even if the tape is miles away.

I’ve outlined these ideas to help define and demonstrate integrity. What would you add?

July 14, 2015 — 0

Doing the Right Thing – Even When No One is Watching

In previous blogs, I’ve talked about a number of leadership traits that anyone – at any level – can emulate. These have included courage, passion, getting comfortable being uncomfortable, finding your voice, and humility.

These attributes are meaningless, though, without integrity.
In simple terms, integrity means avoiding conflicts of interest, following local and federal laws, and living by the guidelines your company or organization has established.

But we all know, integrity goes far beyond just following the rules. It’s about doing the right things even when no one is watching. Taking pride in your work. Not cutting corners or taking shortcuts. Taking on problems, not ignoring them. The daily internal struggle to do what you know is right but also hard and difficult.

And always – absolutely always – integrity is about putting the organization’s interests ahead of our own.

Self-interest isn’t usually apparent, especially at first. But I’m convinced if leaders are driven first by self-interest, they will eventually be exposed. And it’s hard, if not impossible, to coach someone to overcome self-interest. It’s so ingrained that all the coaching and mentoring in the world just can’t change a basic sense of self over others.

In many organizations, these types of individuals end up “self-selecting” out. They just don’t fit the cultural norms or beliefs that value “what you can do for the organization” over “what the organization can do for you” – especially those organizations that hold institutional integrity to high levels.

I’ve found (interestingly and surprisingly) that self-interest is at the core the true downfall of many leaders – perhaps more than any other single trait. It translates into to poor decisions, poor execution, and a poor company reputation. And while there may be patience to help a leader develop, there’s little to no patience to overcome a gap in integrity.

What leaders do you know who exemplify integrity?

April 23, 2015 — 0

Finding Wisdom in the Crowd

If you’ve worked with me, you know I not only have ideas, but I have passion for those ideas. Much earlier in my career, I found my voice, after being guided and coached by a mentor – Darnell Moore. I’ve found Darnell’s advice valuable over my career, and I really think it has allowed me to more freely express my views – and have them taken seriously by others.

As CEO, some people think that I don’t necessarily have to sell my ideas. But, I do – perhaps now more than ever. And, I treasure and value those who respond to those ideas, challenge them, and help to make them better. Being CEO is as much about having ideas and a vision as it is allowing others to make them better.

So, yes … your opinion matters. Because ideas – when heard and joined with the ideas of others in our organization – help us tackle the issues or opportunities we’re facing more quickly. And more effectively. They help us make more informed decisions.

It’s the idea that together we’re better at solving problems … an idea New Yorker columnist James Surowiecki addresses in his book, The Wisdom of Crowds. I know it sounds simple, but this concept has the potential to positively impact leaders at all levels AND their organizations.

The premise is simple: Large groups of people are collectively smarter than a few, no matter how talented the few are. These crowds provide a shared wisdom that’s better at solving problems. They make wiser, more informed choices. The Wisdom of Crowds fosters innovation and, if you will, predictive modeling. These are concepts important to American Family and just about any modern business.

But it only works if you do what Darnell asked of me: Find your voice. It will likely take time, because I believe it’s an acquired taste. Along the way, people will rock your boat no matter what you say. And many people won’t get there because their approach is too abrasive. Finding the “in-between ground,” where it’s OK to speak up – even if you make a mistake. And that starts with courage, getting comfortable being uncomfortable and a do-it-anyway attitude.

Where can you share your voice? In meetings, day-to-day communications, social media. Try to find others like you and have conversations that interest you both.

It doesn’t really matter where. Get busy communicating. Be heard. I’ve enjoyed getting to know many of my company’s employees and agents who have had the courage to find their voices. They’re connecting with me daily on Twitter and LinkedIn. They’re creating the culture they deserve – and the one we want at American Family.

Your voice is out there. Go get it. Your organization needs your collective wisdom!

April 16, 2015 — 0

Find Your Common Goal

Dream big. Work hard.

J.J. Watt’s motto drives his play on the field and his charitable work off it. During a recent visit to my company, the two-time NFL defensive player of the year shared a glimpse into where this mantra started.

It got me thinking about leadership and the defining moments we all face in our lives.

Underneath the “dream big, work hard” motto are lessons for us all. While sports clichés get overused, it’s absolutely true – building a winning organization is a team effort, not an individual one.

This was underscored by another foundational idea J.J. shared during his visit: Winning requires hard work and a common goal.

This is an NFL version of do it anyway – where everyone brings their best to work each day. And, each day is an opportunity to work hard and make an individual contribution to help your organization succeed.

Leaders must be ready and willing to take a risk to reach their goals – and their dreams. J.J. Watt was not satisfied with just being another college football player at Central Michigan. So he took a gamble, gave up a scholarship, and transferred to UW-Madison – where he and his parents paying his tuition – to play for the Badgers.

What I didn’t know was J.J.’s parents could afford to pay just one year of tuition, so the pressure was on to pursue that common goal of going from walk-on to scholarship player in one season – to do it anyway – even if no one had done it before. And has a transfer, this meant earning a scholarship from the scout team.

“Treat every single day like it’s your Super Bowl,” J.J.’s parents told him. This common goal was his guide, or North Star, as some may call it. It was fueled by motivation to be great and respect for his parents.

Of course, the rest is history. J.J. is a star athlete in the midst of his dream, and he became the first player to earn a UW scholarship from the scout team. J.J. uses every opportunity to share his story as motivation for others to achieve their dreams – including his teammates and kids who didn’t have the opportunities he did.

At 25, J.J. Watt is a true leader. And we can all learn from his story. It’s pretty simple, actually. Help others in your organization discover their common goals. And, don’t fear the hard work it takes to get there … to do it anyway.

“If you’re taking off and doing your own thing, you’re taking away from the common goal,” he told us. “Get people to believe in something bigger than you or me.”

What are you doing to help others dream big and work hard toward a common goal?

April 8, 2015 — 0

Time and Perfection are Our Enemies

In today’s world, we all have plenty on our plates. Between meetings, phone calls, email and project work, it’s easy to feel overwhelmed.

And customers have a lot on their plates too. They are dealing with changes as well. That’s why it’s more important than ever for leaders to empower their organizations to act, and change – for the benefit of the customer – without overwhelming their respective workforces.

How do we start this? Well, I believe it begins with leaders inspiring their teams – every day – to see how the work they do connects to the customer … how their work helps defeat the competition. The Lean work I described in previous blogs is one way to directly connect our work to the customer.

This winning with action approach also helps defeat two enemies: time and perfection.

We can get a lot done by choosing to take action more quickly, through empowerment and transparency. What if it’s not perfect? That’s OK – it won’t be! As an organization, you can deal with it. But the important part is choosing to move forward … momentum! Not waiting, not expecting perfection.

There is a huge opportunity NOW to engage customers and each other to learn about pain points – to understand the problems we are trying to solve. And, most importantly, it’s about finding ways to help fix them. Root out time and perfection – these are enemies that prevent your teams from acting.

This mindset requires a willingness to guide – no, push – your organization transformatively. My friend and former colleague Dan Schultz often said: “If we are to have sins as a leadership group, I want them to be sins of action, not inaction.” This doesn’t mean recklessness. This doesn’t mean carelessness. It does mean … a sense of urgency.

Inaction is the fruit of time and perfection. And it will be the undoing of organizations who fail to attack this 21st century enemy.

Want a good book to read on this subject? Outside In: The Power of Putting Customers at the Center of Your Business points to these enemies in different areas of organizations. Yes, time and perfection have left their fingerprints all over many organizations. Those fingerprints are the evidence of problems, inefficiency, and an overall lack of value creation.

How do you defeat time and perfection? Courage. Courage to stop doing things you’ve always done that no longer matter – to prune them away. And courage to act. When you move forward, even if things aren’t perfect, individuals and teams will flourish.

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