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Gregg Ward is in on a mission to transform lives and organizations via his writing, speaking, executive coaching, consulting and interactive, experiential learning and development programs, all focused on the practice of respectful leadership. He is the author of the award-winning, best-selling business fable The Respectful Leader (Wiley, 2016) and an executive coach with the Center for Creative Leadership.

Gregg Ward

It's true that you don’t have to like someone to work with them, but if you have some level of respect for them, then your work is simply going to be more productive.

You Don’t Have to Like Someone to Work With Them, But . . .

November 2016 - TD Magazine

Lead With Respect

Here are five concrete things you can do to ensure your role play exercises are productive:

Hate Role Play? 5 Things You Can Do About It

“Acquiring and keeping good people is a leader’s most important task.”—John Maxwell Many organizations hire and promote using the wrong criteria. The results can be disastrous: egomaniacs, poor team players, or ethical corner-cutters who cause embarrassment and financial loss to the organization.When hiring, many organizations focus on “head” characteristics, such as knowledge, expertise, intelligence, education, experience, and skills. Of course, those factors are important. Ron Sugar, former CEO and chairman of Northrop-Grumman, told us, “A lot of our work is literally rocket science, so we have 45,000 outstanding scientists and engineers.”“Heart,” on the other hand, includes such intangibles as character, will, passion, courage, and persistence. Parker Palmer, a distinguished author and teacher, captured this sentiment well: “I’m using the word ‘heart’ as they did in ancient times. It meant that center in the human self where everything comes together—where will and intellect and values and feeling and intuition and vision all converge. It meant the source of one’s integrity. It takes courage to lead from the heart.”As Lynn Easterling, vice president and deputy general counsel at Cisco Systems, told us, “I can teach the hard skills, but I can’t teach good character or good relational skills.”CharacterThe search for heart in people begins with ascertaining their personal character. People with character do the right thing even when it is costly or hard. Character involves trustworthiness, humility, courage, willingness to serve, and the realization that there is something bigger than the self. We cannot expect perfection, but we can probe for what people learned when they made mistakes.We need to look for character flaws in new recruits and colleagues, including excessive ambition, controlling behaviors, hyper-competitiveness, bullying, narcissism, arrogance, and greed. Perhaps the biggest red flag is ego. Our friend Chuck Wachendorfer quips, “My ego is not my amigo.”Emotional intelligenceAnother important component of heart is emotional intelligence. Ursula Burns, CEO of Xerox, told us she no longer interviews to determine task skills, relying on others to screen such head matters. Instead, she probes for character, humility, empathy, emotional intelligence, self-awareness, authenticity, and fearlessness.According to psychologist Daniel Goleman, emotional intelligence entails “managing feelings so that they are expressed appropriately and effectively, enabling people to work together smoothly toward their common goals.” It also includes the ability to work well with others despite differences and challenges.Phil Soucy, co-president and CEO of Modern Technology Solutions, told us, “They may be very knowledgeable in their discipline, but if they lack emotional intelligence, it just does not work.”Cultural fitThe next component of heart is cultural fit. Burns focuses on “fit and fitness” for the Xerox culture when interviewing executives. She explained to us. “I want them to fit with our values and culture.”Alan Lewis, owner and chairman of Grand Circle Corporation, says, “Alignment with my company’s culture and values counts far more than do skills or experience. In most cases, if an associate shares our values, we can teach the job skills.”Be selectiveWe need to be very selective about whom we hire and promote. We recommend panels of multiple interviewers to get different perspectives on candidates. Start reading resumes “upside down,” the way Google does, to find the hidden gems at the bottom under “activities and interests.”Remember to be patient. Resist pressure to fill a vacancy rapidly—because someone weak in heart will be a painful mistake. Take the time to get it right.Some sample questions we have uncovered for interviewing for heart can be viewed on our website at http://triplecrownleadership.com/assets/Interviewing-for-Heart.pdf.Core concept: Recruit and promote for both head and heart. Head involves the knowledge, skills, and experience necessary. Heart involves integrity, emotional intelligence, and fit with the desired culture.“A good head and a good heart are always a formidable combination.”—Nelson MandelaPractical Applications for Leaders    Do people in your organization have good head and heart qualities?  How have leaders in your organization shown heart?  What else could you do to assess a candidate’s heart qualities?  Do you recognize and reward people for both head and heart?  What more could you do to build both head and heart in your organization?

Hire and Promote for Heart

Gregg Vanourek teaches at the Stockholm School of Entrepreneurship and the Royal Institute of Technology. Previously, he taught at the Euromed School of Management, University of Denver, and Colorado Mountain College. Vanourek is founder of Far Horizon, a training enterprise that connects the realms of leadership, entrepreneurship, and personal development. Before that, he co-founded New Mountain Ventures (an entrepreneurial leadership development company) and served as Senior Vice President of School Development for K12 (an online education company) during its startup years. While at K12, his team launched a number of innovative virtual schools all over the U.S., helping the company become the market leader in the space. Previously, Vanourek helped to launch and served as Vice President for Programs at the Thomas B. Fordham Foundation (an influential education reform foundation) and research fellow at the Hudson Institute (a think tank). Vanourek is coauthor of three influential books: Triple Crown Leadership: Building Excellent, Ethical, and Enduring Organizations (published by McGraw-Hill and a 2012 USA Best Book Awards finalist), Life Entrepreneurs: Ordinary People Creating Extraordinary Lives (Jossey-Bass), and Charter Schools in Action: Renewing Public Education (Princeton University Press). He has written several book chapters and reports, as well as numerous articles for leading journals and media outlets, including Harvard Business Review blogs and Washington Times columns. His writing has been featured in or reviewed by Fast Company, BusinessWeek, U.S. News & World Report, New York Times, Leader to Leader, Publishers Weekly, Entrepreneur, American Management Association, Center for Creative Leadership, and more. Gregg is a featured speaker and trainer on the topics of leadership, entrepreneurship, and personal development. He is a graduate of the Yale School of Management (M.B.A.), London School of Economics and Political Science (M.Sc.), and Claremont McKenna College (B.A.). He serves on the board of the Vail Leadership Institute.

Gregg Vanourek

Greg Williams is a Harvard University-trained negotiator with 30-plus years of negotiation and reading body language experience. He is an accomplished author of seven books, a speaker, and a trainer who has presented negotiation and reading body language training and consultations to people in 19 countries. The research firm Global Gurus has double-ranked Williams in negotiation and body language among the top 30 gurus worldwide. LeadersHum has named Williams to the Power list of the 200 most prominent voices in leadership. In addition, Williams is a member of the famed Marshall Goldsmith’s 100 Coaches—individuals who coach such people as Serena Williams, Richard Branson, and other well-known, world-recognized public figures. Williams also received the global CXO award for his international leadership expertise.

Greg Williams

Greg Rider, CPTD, is Director, Corporate Compliance for EmblemHealth, one of the nation’s largest not-for-profit health plans serving more than three million people in New York City and the tristate area. He has over 20 years’ experience in employee training and development, much of that time in healthcare-related organizations. In his role at EmblemHealth, he directs Compliance communication, training, and other compliance governance functions. He is also the founder and leader of Prism, the LGBTQ employee resource group, and sits on the Company’s Diversity, Equity and Inclusion Council.Prior to joining EmblemHealth, Greg worked in Compliance Education for NYU Langone Medical Center, where he designed, developed, and launched online Compliance courses for 20,000 users of the Medical Center’s Learning Management System and facilitated live classroom training in several sites across New York City. He has held positions as Director of Learning Services and Training Manager for several medical education agencies and served as an instructional design consultant for Quest Diagnostics, Shire Pharmaceuticals, and Forest Pharmaceuticals and Laboratories.Greg has served in many volunteer roles at the local and national levels for ATD and has delivered workshops at ICE and the Chapter Leaders Conference. He has been a reviewer for both the BEST and the Excellence in Practice Awards and served on numerous projects for ATD’s Certification Institute. Greg is both a Certified Professional in Talent Development (CPTD) and Certified in Healthcare Compliance (CHC). He received a Master’s degree in English from Georgia State University.

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