About David Spungin

David understands how effective leadership generates success. He holds a degree in Leadership Development from the United States Military Academy at West Point and a Master of Science in Organization Development from American University. A combat veteran with corporate leadership experience, he now consults to primarily Fortune 500 companies and has worked with clients that include Google, U.S. Marine Corps, Schlumberger, and Facebook. He is recognized for his ability to quickly assess an organization's culture, develop creative learning designs, and facilitate highly engaging training events. David holds expertise in the EQ-i 2.0, MBTI, DiSC, and PMAI behavioral assessments, as well as in non-verbal (somatic) communication. Additionally, he is a graduate of the Executive Coaching program offered through Newfield Network and an International Coaching Federation (ICF) certified coach.

Self-Management Through Reappraisals

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Video Description: Leaders understand reactivity causes them to lose influence. Here are five reappraisal strategies you can use to increase perspective and make better choices when facing adversity.

Reappraisals Slide

Time Investment: Less than 4 minutes.

Click on the below link to start the video!

 

Example_15David understands how effective leadership generates success. A U.S. Army combat veteran with corporate leadership experience, he is the Founder & Principal Consultant of The Leader Growth Group, a firm dedicated to creating self-aware leaders who inspire more engaged and productive workplaces. Get a copy of his new book, “Growing Leaders: 20 Articles to Challenge, Inspire, and Amplify Your Leadership” by clicking here.

*All Rights Reserved. Reproduction, publication, and all other use of any and all of this content is prohibited without authorized consent of the author.

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Activate Yourself to Crush Mediocrity

Bike

Things need to change! You’ve known this for some time now. Others on your team understand this as well, yet, for various reasons, no one is acting. You are officially mired in mediocrity.

Perhaps people feel that implementing a change will be too difficult, or too risky. Or, maybe, they feel they don’t have the skill to lead a successful change effort.

So, now the hard question…what are you going to do about it?

In previous articles on the VUCA Proof© Leader, we determined that leaders exist to extinguish the status quo, envision a superior outcome, and align actions towards producing new results. To be effective in our VUCA (Volatility, Uncertainty, Complexity, and Ambiguity) world, leaders must overcome their learned tendency to display heroic leadership, and instead focus on being more passionatebold, and mindful. Then, once you’ve made the effort to get Aligned, it’s time to get to work by becoming Activated.

Activated Main Model

An Activated leader leverages their passion to boldly challenge a team (or organization) to change for the better. It’s their rare combination of energy and courage that ignites others and becomes a powerful force for transformation. Specifically, there are three activities that an activated leader takes to create the conditions for change to occur.

Activated LeadershipActivated leadership starts with planning for change within the context of your environment. Assess the key stakeholders. Who are your allies? Who is likely to be in opposition? What are the hidden assumptions, values, and mental models that are contributing to being for or against your change initiative? I use Kurt Lewin’s Force Field Analysis as my preferred tool to help frame these difficult-to-identify dynamisms.

puzzleNow, make no mistake, if it’s a big-enough change, this will be a struggle! Every system is perfectly designed to produce the results it gets. In any change, there will be winners and losers. Thus, you need to anticipate and prepare for resistance. In the military, we called this “prepping the battlefield.” We never wanted to engage in conflict on other’s terms. Instead, we did things like emplacing shaping obstacles, causing opposition forces to change direction to where we held the advantage. Translation…understand who has the most to lose with your proposed change, and try to predict their next steps. What can you do to mitigate opposition? Perhaps you need to have (meetings before the meeting) to ensure public support from your allies. Or, maybe you need prepare concessions that will make losses resulting from change more tolerable to others. “Wargame” how things could play out, and prepare accordingly.

Now, it’s time to act! An Activated leader will next engage in the activity of pot-stirring. Like a stew that’s become cold and stale, you need to get things moving and heat it up if it’s to become appetizing again. Thus, this is when you “say what needs to be said.” Speak from your heart and authentically articulate what change is needed. It may be uncomfortable, as people try to escape from, avoid, or delay the hard conversation. Hold strong to your beliefs and continue to mix it up. Ask questions of the group like, “What risks do you see in continuing along the same path?” Or, make a provocative interpretation like, “It amazes me that we all just bury our heads in the sand when we see these same mediocre results…is that because we don’t care anymore?” People may sigh at your “ridiculous” statement. Good. The idea is to get people talking when they prefer not to. Keep on stirring until, as Dr. Robert Marshek might explain, all topics, behaviors, attitudes, and feelings that are considered unacceptable or questionable for discussion “move from under the table, to on the table” for discussion[1].

9 Activities ActivatedWhile you may need to be a lightning rod for a moment to help generate healthy debate, I offer you never do it alone, and there will come a point where you should transition to the final Activated leadership activity, which is bridge-building. This is when you focus the group by creating unity of vision and direction. Rather than concentrating on the differences, pay attention to their commonalities and shared values. A year from now, what is a better outcome that we’d all value? What should we be doing to make this vision a reality? Who needs to be included to bring diverse perspectives on how we should get there? What are the small baby steps we can agree on that will enable clear progress? These are example questions that an activated leader might use to facilitate powerful discussion. The path forward does not need to come from you directly, in fact, it’s better if it emerges from the group. While the heroic leader “tells then sells” their vision, the VUCA Proof© leader consults, delegates, and builds consensus. This ensures the greatest amount of team buy-in, which is imperative to leading change in a VUCA environment.

Preparing, Pot-Stirring, and Bridge-Building are the activities that ensure we are practicing Activated Leadership. In my final VUCA Proof© Leadership article, I will address how we can stay Attuned to ensure change efforts progress as planned, which is essential to moving away from a heroic leadership style, and towards a more effective VUCA Proof© style.

Interested in training your team to adopt a more VUCA Proof© leadership style? You can download my white paper here and the VUCA Proof© 1-day Executive Workshop Brochure here.

[1] Marshak, R. J. (2006). Covert processes at work: managing the five hidden dimensions of organizational change. San Francisco, CA: Berrett-Koehler.

 

Expanding Your “Choice Gap”

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One of my goals in 2018 is to create a YouTube channel that provides quick, informative, and inspiring leadership lessons. Please enjoy this first episode of The Leader Growth Group Video Blog.

Accenture_Leading Self_Presentation_Draft

Video Description: Leaders understand reactivity causes them to lose influence. By acknowledging their inner dialogue and emotions, the best leaders create space for more mindful and effective actions.

Time Investment: Less than 4 minutes.

Click on the below link to start the video:

 

Example_15David understands how effective leadership generates success. A U.S. Army combat veteran with corporate leadership experience, he is the Founder & Principal Consultant of TheLeader Growth Group, a firm dedicated to creating self-aware leaders who inspire more engaged and productive workplaces. Get a copy of his new book, “Growing Leaders: 20 Articles to Challenge, Inspire, and Amplify Your Leadership” by clicking here.

*All Rights Reserved. Reproduction, publication, and all other use of any and all of this content is prohibited without authorized consent of the author.

Setting the Stage for Your Leadership Success

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It’s a new year, it’s a new you! For many of us, January is our customary transition time. A period of lofty aspirations and making positive changes. You may be saying to yourself, “This is the year I will finally lose that 10 pounds, spend more time with the family, or (insert your own reliably missed goal here).” That’s right…we tend to start out strong with our goals, but lose momentum as the reality of life sets in. Nowhere is this more apparent than at your local gym. Right about now, the place is fully packed with hopeful and motivated people. Yet, give it about three weeks….the place will be a ghost town as the difficulty of consistent self-discipline slowly sets in. While setbacks in personal fitness aspirations are normal, and, relatively harmless, there are some goals you can’t afford to miss. Namely, your leadership goals.

With leadership comes tremendous responsibility. Others are counting on you to be your highest-best-self as a leader—everyday. They need you to bring your strengths, mitigate your challenges, and embrace continuous learning. You can’t give it your best in January and, then, just take a few months off. As a leader, you are always on a stage. Always performing. Always being evaluated. If you expect your people to deliver rock star results this year, you need to be the example. As such, the best leaders have a plan to continuously grow themselves.

Stage

So, do you have your leadership goals for the year already established? If not, where should you start? Here are a few thoughts to help spur some ideas.

Thumbs Up and Down1.Inventory Historic Feedback – Reflect back on last year. What consistent feedback did you hear? What strengths did others value? Any weaknesses that are impeding your success? Try to list two to three answers to each of these questions. If this takes you more than 5 minutes to complete, I offer that your most important leadership goal for the coming year may need to be diligently and consistently collecting feedback on your leadership performance.

Vision on Mountain2. Imagine Team/Organizational Success –Take a moment and envision you’ve just fast- forwarded to December. It was an amazingly successful year and you are proud of your team and organizational performance! See the results in your mind’s eye. What are your clients, teammates, and reports saying about the year? Now, who would you need to become as a leader for this to be a reality? How would you personally need to change?

Trends Compass3. Note Environmental Trends – Perhaps you are already a high-performing leader and want to take your game to the next level. Look at how the world is evolving and seek opportunities to evolve with it. Here is a list of seven of the top leadership skills for 2020. For a more in-depth look at what’s ahead, the Center for Creative Leadership published this excellent white paper on future trends in leader development. My personal take on imperative leadership skills for the future include: ability to lead change in an environment of volatility, uncertainty, complexity, and ambiguity (VUCA); emphasis on facilitative coaching skills as a manager; and internalizing a “service-before-self” mentality rooted in curiosity and humility.

Whatever you decide to focus on as a leader this year, I have one final word of advice…don’t go at it alone! Lean into your support system and seek out mentorship, coaching, and skills training opportunities. If you are interested in executive coaching, check out my Executive Edge Program. If you or your team are interested in becoming a VUCA Proof© leader, check out my VUCA Proof© White Paper and VUCA Proof© Executive Workshop. Great luck in the year ahead, set the stage and lead well!

Example_15(David understands how effective leadership generates success. A U.S. Army combat veteran with corporate leadership experience, he is the Founder & Principal Consultant of TheLeader Growth Group, a firm dedicated to creating self-aware leaders who inspire more engaged and productive workplaces. Get a copy of his new book, “Growing Leaders: 20 Articles to Challenge, Inspire, and Amplify Your Leadership” by clicking here.

*All Rights Reserved. Reproduction, publication, and all other use of any and all of this content is prohibited without authorized consent of the author.

Finding Your Leadership Fit in a VUCA World

Years ago, I was working in a small ad-hoc group of peers on a project. We were tasked with collaborating to brainstorm ideas and present them to an approval authority. Gathering in a small windowless room for our first session, things quickly got painful. We were floundering, paralyzed by a lack of direction and process! There was uncertainty and ambiguity around who was in charge as we attempted to tackle a complex problem. Then, I mistakenly added volatility to the already fragile situation by attempting to lead the group. Understand, I was mostly a “heroic style” leader at the time, and having successfully led teams my whole life, felt it was my duty to sweep in and save this gaggle from itself!

The challenge was…this was predominantly a group of women, of various ethnicities and backgrounds very different from my own, and more importantly, many of whom were far more competent than me on the topic. Within minutes of my attempt to “provide leadership,” it dawned on me—this group is not interested in me leading it! More notably, I was not the right person to lead this group to begin with. To be absolutely clear. That’s not to say that a white man can’t or shouldn’t lead diverse groups of women, (or vice versa)! Only that, there were several others who were more qualified and passionate about the topic. Others who had invested in key relationships and who had far greater influence based on this group’s dynamics. In stepping aside and becoming a role player, I became more effective, and helped the group to be more effective as it eventually sorted out how we would work together.

This experience was insightful and liberating. We are taught that leadership is good…We should be doing more of it! Yet, not every situation is a good fit for you to lead. There are situations where you are uniquely more qualified to lead more so than others. Key to your success, especially in a world of Volatility, Uncertainty, Ambiguity, and Complexity (VUCA), is to identify your leadership skills which align with your environment. So, how does one understand where they could, and should provide leadership in the world?

In my previous articles on the VUCA Proof© leader, I offered that leaders exist to extinguish the status quo, envision a superior outcome, and align actions towards producing new results. To be effective towards this purpose in a VUCA world, leaders must overcome their learned tendency to display heroic leadership, and instead focus on being more passionatebold, and mindful. Once you’ve built a strong foundation in these behaviors at the individual level, you can apply them at the team and organizational level. That’s because these behaviors intersect with one another to form three critical practices for effective leadership in a VUCA environment: Alignment, Activation, and Attunement.

Thus, critical to understanding your leadership fitis being more mindful and passionate as a leader. Yet, being different is pointless if we don’t do things differently as well. We must merry up our thoughts and our actions. Specifically, there are three key activities you can do to practice Aligned leadership.

The process of alignment starts with assessing the environment around you for real and perceived gaps in performance/results. This will require you to pick your head up from the day-to-day grind and do some strategic reflection. What problems gain and hold your attention? Our VUCA world changes often, where can you anticipate future challenges? Where does change need to happen? Just brainstorm at this point and get all your ideas out on the table.

Next, determine where you are the best fit to provide leadership. Narrow down your potential ideas to those that really fire you up. When things get tough, and they always do in our VUCA world, where will you be a source of boundless energy for others to feed off of? Now, why are you the right person to be of service to others? Passion alone is not enough; what skills, experience, and insight do you bring to the table? Competency is the price of admission to be a leader. How will you prove you are worthy to lead and why should followers trust you?

Finally, it’s time to take action and take a stand in the world. Getting noticed in a VUCA world can be difficult and you need to find a way to rise above the noise/distractions. Yet, as Loa Tzu said, “The journey of a thousand miles begins with a single step.” You need to attract a small core following and then build momentum. Perhaps you start by making a formal request to a Sr. Manager (a potential ally) to take on a new initiative for your organization. Or maybe, you volunteer to take on a more active role in your community. Whatever you goal, you need to secure a credible platform from which to exude influence.

Assessing, Fitting, and Committing are the activities that ensure we are practicing Aligned leadership. In my next few articles, I will address how we can practice both Activated and Attuned leadership as well, all of which are essential to moving away from a heroic leadership style, and towards a more effective VUCA Proof© style.

Would you like to learn more? You can download my whitepaper here. Interested in training your executive team to adopt a more VUCA Proof© leadership style? Download the VUCA Proof© 1-day Executive Workshop Brochure here.

Example_15.png(David understands how effective leadership generates success. A U.S. Army combat veteran with corporate leadership experience, he is the Founder & Principal Consultant of The Leader Growth Group, a firm dedicated to creating self-aware leaders who inspire more engaged and productive workplaces. Get a copy of his new book, “Growing Leaders: 20 Articles to Challenge, Inspire, and Amplify Your Leadership” by clicking here.

*All Rights Reserved. Reproduction, publication, and all other use of any and all this content is prohibited without the authorized consent of the author.

3 Keys to Getting Yourself Promoted

Ambition. Some of us have more of it than others. For those highly motivated individuals out there, working hard to get themselves promoted, I offer a few (perhaps less than intuitive) thoughts that will increase your opportunity for advancement.

1.    To get yourself promoted, get your boss promoted.

fastest way to promotion is to clear your path to the next level in the organizational hierarchy. When your boss gets promoted, there is an already established and immediate organizational need. Naturally, when you have been a key part of your boss’s success, it makes sense that you will be identified as the “heir apparent” for the vacated position. Yet, most of us are too worried about our own immediate lanes of responsibility to look at the bigger picture. Pick your head up. Think bigger. How is your boss’s boss defining success? When you understand the priorities two levels up, you can exercise initiative without your boss’s direct guidance. This frees your boss up to focus their energy on creative and strategic initiatives that might garner them greater visibility, increasing their promotion potential—which increases your promotion potential.

2.    Make yourself redundant. 

Huh, won’t that get me fired, rather than promoted? This goes against our own thoughtson self-preservation! For many, the story goes something like this. If I train, coach, and mentor high potential members of my team in everything I know, they will one day take my place and I’ll be without a job. This is backwards thinking. Organizational succession is a dance of resource allocation. You want decision makers to be comfortable with replacing you. When they see the next generation of talent ready to step up, and they feel you are ready to do the same, it becomes a far easier decision to make. Thus, invest in your reports, promote their successes, and create “superstars” that will seamlessly take the reins when you are asked to take on bigger endeavors.

3.    Communicate your desires.

This seems so obvious. Yet, so many people go through their career paths waiting for others to open doors for them. Their default storyline is, as long as I do good work, others will definitely notice, and they will take care of me when promotion opportunities arise. Do you know where you want to be a year from now? How about 5 years from now? Are you communicating those thoughts to others? If not, you are doing yourself a disservice. When you have deliberate and focused career development conversations with powerful decision-makers well in advance, you are planting a seed. People will start looking at you differently, evaluating you against your intentions, and perhaps coaching you as well.

(David understands how effective leadership generates success. A U.S. Army combat veteran with corporate leadership experience, he is the Founder & Principal Consultant of The Leader Growth Group, a firm dedicated to creating self-aware leaders who inspire more engaged and productive workplaces.)

*All Rights Reserved. Reproduction, publication, and all other use of any and all this content is prohibited without the authorized consent of the author.

Connect, Adapt, Collaborate: Applying Army Mission Execution Fundamentals to Business

Army Ops

The U.S. Army has a timeless and sticky saying it uses in order to drive home the fundamentals of mission execution. From the very first days of boot camp, a young Private will hear the Drill Sergeants yelling “you must learn how to shoot, move, and communicate if you want to survive on the battlefield!” They then go on to spend weeks mastering their personal weapon, learning how to low crawl and find cover, and practicing how to speak properly on the radio. Over time, one learns how important these skills really are. Yes, there are many more advanced competencies to learn over the course of your career, but if you can’t do these three basics consistently well… it might all be for nothing.

These ideas are not limited to the military and there is much that corporate leaders can take away from this simple saying as well. Successfully executing any strategy, whether it be on the battlefield or the boardroom, is often a function of doing the fundamentals consistently well. So how might the Army’s fundamentals of shoot, move, and communicate apply to the modern business environment? There are many similarities but I would translate the language to connect, adapt, and collaborate.

TargetConnect – Just like the Private learning how to “put steel on target” at the weapons qualification range, business execution requires one to master their resources and connect them with distant objectives. Specifically, there are three connections to be made that foster better execution. First, master an awareness of your personal strengths and connect these innate talents with the team’s objectives. Ask yourself: what are my exceptional gifts to the world and how can I provide the most value in day-to-day execution? Next, smartly connect to the infinite resources outside of you. Who can do this challenging activity much better than you can? Savvy leaders realize their boundaries and connect with others that compliment limitations. Finally, fully connect with your customer’s needs and expectations. Little is more frustrating than executing well on something that is no longer in the greatest service to your key stakeholders. Like the bullet seeking its target, the energy of connecting with your customer is one of laser-like focus. Don’t wait for feedback; be proactive and purposeful in continuously reaching out to clarify how things are going.

mud soldiersAdapt – Successful execution is becoming less of a formulaic process, and maintaining flexibility and agility is increasingly important. In essence, we must practice our ability to move with our shifting environment and change plans as necessary. In the Army, we might rehearse a complex mission for weeks on end. Yet, we lived by the rules of “the enemy always has a vote” and “no plan ever survives first contact (with that enemy).” A more relevant example might be at Google, where the culture promotes the concept of “design and iterate.” Googlers see strategy and execution as being one – a continuously refined process of trial and error that speeds up results. We might intuitively understand these concepts; however, many find them difficult to implement. We frequently become wed to our brilliant plans or overly comfortable with stale execution processes. The key to overcoming these barriers is to cultivate a “beginner’s mind” and learn to approach potential change from a place of curiosity. When we already “know” how to execute best, we resist things that do not reinforce these beliefs. Yet, when we lose our rigidity and get curious about possibilities, change becomes a way to simply get better.

military-560475_1280Collaborate – Great execution today requires increased communication and collaboration. It seems simple enough, yet why can it be so hard to collaborate during execution? The answer lies in the two very different energies required to do these equally imperative skills. When we are personally executing, our heads are down, our eyes narrow, and we concentrate our energy so that we might overcome obstacles and complete our tasks. When we are collaborating, we pick our heads up, we open our eyes wide, and seek to see the bigger picture around us. Executing and collaborating well is an ebb and flow of contraction and expansion. We collaborate to build intent, execute initial steps, communicate needs, execute some more, check-in on collective progress, drive towards results… it’s a rhythm we all know well. Yet, we all seem to do much better at the personal execution part than we do at the collaboration part. Key to becoming a better collaborator is becoming aware of when you contract. When do you tend to put your head down and get overly focused on your piece of the execution pie? For me, I contract when I have made a personal commitment and am up against a tight deadline. In these moments, I can be a lousy communicator as I focus myself on fulfilling my promises and shut down to others in the process. Stress in general can make us all contract, so recognizing when we are stressed is a tell-tale sign that we need to communicate our needs and collaborate more with others.

Execution is what translates ethereal strategy into tangible results. Yet, disciplined execution is a rarity in today’s turbulent business environment. Learn to embody the three fundamentals of connection, adaptation, and collaboration…and all will marvel at your ability to get the mission accomplished!

(David understands how effective leadership generates success. A U.S. Army combat veteran with corporate leadership experience, he is the Founder & Principal Consultant of The Leader Growth Group, a firm dedicated to creating self-aware leaders who inspire more engaged and productive workplaces.)

*All Rights Reserved. Reproduction, publication, and all other use of any and all this content is prohibited without the authorized consent of the author.