I recently saw a hilarious video clip from the third season of Saturday Night Live (SNL). Producer Lorne Michaels asks the Beatles (all still living at the time) to reunite and perform on the show…
…for $3,200, a laughably small sum, even in 1977 dollars.
It made me wonder how SNL and Michaels did it. How are they still going strong 42 years later?
At SNL, the cast and writers room is comprised of ambitious individualists, all with different agendas, all competing for the spotlight. Some of them are temperamental and hard to manage. That seems like a recipe for disaster.
It reminds me of city councils and boards after an election. Politicians are independent of their Board and its leader, rely on their own supporters and constituencies to maintain their position, and recognize themselves as leaders in their own right. Like entertainers, they consider themselves (or at least strive to be) the lead attraction.
I’ve seen conflict and ambition create dysfunction in city government. Often though, I’ve seen it work.
As I pondered SNL’s success, I discovered that SNL succeeds for the same reasons that functional boards work.
How? By fostering a “safe” environment for all to participate productively and constructively.
Business author Charles Duhigg (“The Power of Habit” and “Smarter Faster Better: The Secrets of Being Productive in Life and Business”) has studied SNL’s success and credits Michaels:
“Lorne Michaels has this very unique way of running meetings. He sits down and the meeting starts. And what he’ll do is he’ll make everyone go around the table and say something. And if someone hasn’t spoken up in a little while Loren Michaels will actually stop the meeting and he’ll say Susie, I notice that you haven’t chimed in. Like what are you thinking about right now? And if somebody looks upset, if an actor looks like he’s having a bad day or a writer sort of sees like they’re pissed off Lorne Michaels will again stop the meeting and he’ll actually take that person out of the room and he’ll say look, it looks like something’s going on that’s bugging you. Like let’s talk about it. What’s happening in your life?”
This is not just touchy-feely Kumbaya stuff for whacky comedians. This reflects best business practices.
Duhigg’s quote comes from a video called “What Makes a Winning Team? SNL and Google Have the Formula.”
Duhigg tells us that Google began a massive research project in 2011 to understand how to build high-functioning teams.
They began with the premise that teams function best when you put the right people together.
But after years of study, “(Google) couldn’t find any correlation between who was on a team and whether that team was effective or not,” according to Duhigg.
So Google began to explore how teams interact. Google’s study revealed that, “Teams in which people all speak up and where there’s high social sensitivity where people pick up on each other’s nonverbal cues, those according to the data are the most effective teams.”
Google spent millions of dollars and collected reams of data to figure this out. By the time Google completed its study, Lorne Michaels had been running teams at SNL this way for decades.
I’ve served as a Mayor who runs a city council and as a consultant working with councils.
I, too, learned over the years that “psychological safety” is the single greatest contributor to a group’s success. A safe environment fosters a sense of togetherness that encourages members to speak up. Everyone participates about the same amount and fellow team members actively listen. By welcoming new ideas, the team becomes more innovative and collaborative.
When a group of individuals learn to interact in a more effective way, they develop a collective intelligence and achieve more than a team of individual superstars.
But this doesn’t happen accidentally. This happens when a strong leader, like Lorne Michaels, controls how team members interact.
A leader sets the stage, acts as the example, provides resources and breaks down obstacles. Then we get out of the way and let the team succeed.
In addition to “psychological safety,” Google’s study, cited four other keys to success to help your team become as cohesive, collaborative, and high performing as Saturday Night Live.
How Stakeholder Input Can Keep You and Your Team on Track
If it hadn’t been for accurate data, I wouldn’t have realized I was barking up the wrong tree.
Most people are motivated to run for political office because they want to make a positive difference. I was no exception. So when I was approached by a group of citizens shortly after I took office, they easily convinced me that “everyone” wanted a certain vacant lot to become a dog park.
What a great opportunity, I thought. I would become the dog park champion and make my mark early in my public service career!
But suddenly that underused parcel of land on the border of a commercial and residential area sparked intense public interest. I had heard from the citizens who were lobbying for a dog park, but I soon learned that there were other citizens who wanted a community garden and that the local retailers wanted the green space paved and turned into a parking lot.
Clearly, some sort of improvement was long overdue, but what was the “right” choice?
I relied on data to make important decisions in my business, so I asked the city to conduct a survey of the residents and businesses located within a half-mile of the property.
Surprise: the dog park was ranked 18 out of the 20 possible uses for the land.
The statistically valid survey indicated that the stakeholders wanted a landscaped park with picnic tables, public art, and open play space for children. That’s what we did, and it’s the pride of the neighborhood to this day.
In order to make good decisions you need to have accurate data and understand what that data is telling you.
Why is data-driven decision making so important?
- Decisions are based on objective information. I had heard from a handful of stakeholders, but unbiased survey data gave me the information I needed to address the real preferences of the majority of stakeholders. The survey results allowed me to focus on what was truly important to stakeholders rather than waste time and resources on options of no interest.
- Asking for input shows stakeholders you care. Taking multiple perspectives into consideration results in the best decisions. I demonstrated my motivation to do what was best for the community by delivering the outcome desired by the majority of stakeholders.
- A strategic, organized outreach plan can be developed. Because stakeholders were engaged early in the process through the survey, I was able to encourage their continued involvement throughout the entire project. The end result was a win for the entire neighborhood.
They say that a dog is man’s best friend, but in this case it was data that came to my rescue. In fact, I guess you could say it was a citizen survey that kept my political future from going to the dogs.
During my years in the commercial flooring business, my company acquired one of our competitors with a very different culture than ours. My organization was predominately women and we marketed to the architectural and design community; the company we acquired was a typical construction firm…all male.
There was such a huge difference in cultures that we jokingly referred to the acquisition as “the wine and cheese ladies meet the beer and pretzel guys”.
Big differences, no question about it! But we decided to forge ahead anyway, firmly believing that we could blend the two cultures and be more successful together than we could be separately.
Some of the “culture wars” were humorous. The first time we had a joint company meeting, we supplied our usual fresh fruit and granola breakfast. By popular demand, subsequent meetings also featured an enormous box of donuts and pastries (delicious, I have to admit!).
Other differences, however, were more significant. For example, our definition of a business contract was a signed, legal document; their definition was a scribbled note on a cocktail napkin and a handshake over a beer.
The company had been a success despite some of their unorthodox operating practices, so we kept what worked but also instituted some important changes.
Working with managers, individuals, and cross-departmental focus groups, we moved slowly to blend cultures, share our respective company’s best practices, and create a collective vision for the future of our new business.
By integrating our two vastly different cultures, we actually did become stronger together and our new company moved forward successfully.
In other words, we learned that wine and pretzels was indeed a very good combination.
Whether you want to create a positive culture between diverse individuals on your board or team, break down silos between departments in your organization, or orchestrate a successful merger here are three keys critical to success:
1. Focus on people and understand that they are the most crucial factor to your success. Have strategic conversations with individuals and seek to understand them.
2. Communicate early and often and instead of lecturing, ask questions. Involve and invite contributions from individuals and the group, and make sure everyone gets an opportunity to participate.
3. Develop a shared vision of the future and strategies to achieve that vision. Don’t impose a new vision from the top…a shared vision is more important than your vision. Create energy, focus efforts, and connect people to the vision and goals by giving them a voice in the process.
As a business owner I used these principles to blend two very different cultures and move my company forward. As mayor, I used the same approach to create a cohesive Board and to move our community forward.
Today, I work as a consultant who applies lessons learned to help municipalities, nonprofits and for-profit businesses build stronger teams that accomplish more with less conflict and discord.
Recently I was invited to meet with an elected Board because, as one member said, they “needed a little team-building.”
After some preliminary discussions, I arrived at City Hall ready for the first session, which was scheduled for two hours. I expected this would be a multi-session team-building process.
My contact greeted me and said, in an apologetic tone, “We’ve had an emergency and you have 45 minutes.”
That’s how much time the Board had allotted for team-building.
The session was a flop for several reasons — the same reasons many team-building processes fail.
If you want stronger teams, if you want to disaster-proof your team-building process, here are three principles to embrace:
Local Governments & Energy Efficiency
How can you save money, invest more resources in your community, fight climate change, and offset rising energy prices?
Sounds like a trick question, but it’s not! Energy efficiency is the answer to achieving all those goals.
According to the U.S. Environmental Protection Agency, government agencies spend more than $10 billion a year on energy to provide public services and meet constituent needs. While local governments struggle with tightening budgets, 30% of the energy used to run a typical building – including government buildings – is wasted by inefficiency.
A number of cities across the country, including St. Louis and Kansas City, have participated in the City Energy Project, taking advantage of EPA’s ENERGY STAR program to save energy, lower utility bills, free up additional funds for public services, and demonstrate their environmental leadership.
Five Key Issues That Can Make or Break Your Plans
“It is not the strongest or the most intelligent who will survive but those who can best manage change.”
For those of us in the change management business, 2017 provided us many opportunities and challenges. As we look forward into 2018, here are five important topics that need to be on your leadership planning “radar screen”.
- The importance of grassroots efforts
Grassroots organizing isn’t just for issues in the political sphere. While public organizations will always have an opportunity to flourish and grow from the efforts of engaged citizens, these same strategies can be leveraged to great effect in both the corporate and non-profit arenas.
- Generational inclusion
It’s an inevitable fact – as sure as the tides change, so does the generational makeup of any organization. As Baby Boomers continue to age out, retire, and slow down in order to enjoy their golden years, Gen X’ers and Millennials rise to take their place. Each generation has its own unique needs and desires, and this means that change management is all about being cognizant of these differences. Recruitment, retention, and interpersonal relationships all need to be adjusted and viewed through this generational lens.
Why Your Board, Team, or Business Needs a Vision Statement and Action Plan
Nothing is going to be handed to you — you have to make things happen.”
~Florence Griffith Joyner “Flo-Jo”
Have you ever felt that regardless of how hard you and your team work, you just go in circles? The problem may be that you haven’t decided where you want to go and have not created a roadmap showing how to get there. Whether it’s a board, team or business, organizations that thrive have a clear vision and a plan to achieve their goals.
Inspirational Quotes & Lessons from Legendary Leaders
Great leaders never stop growing, and what better way is there to learn than through the insight and advice of others?
Here are five of my favorite leadership quotes. These “bite-size nuggets of wisdom” stand on their own merit and don’t need much commentary from me.
LESSON #1: Planning is essential to achieving your goals
“If you don’t know where you’re going, you’ll probably end up somewhere else”
~ Yogi Berra
LESSON #2: Build a strong and loyal team; every leader needs one
“My model for business is The Beatles. They balanced each other and the total was greater than the sum of the parts. That’s how I see business: great things in business are never done by one person, they’re done by a team of people.”
~ Steve Jobs
LESSON #3: Focus relentlessly on achieving your goals
“If I stop (for) every barking dog, I’m not going to get to the places I need to go.”
~ Florence Griffith-Joyner
“Not all readers are leaders, but all leaders are readers”
Staying informed, inspired, and up to date on best practices is essential for effective leadership. There are so many inspirational and educational leadership books out there but, if you’re like me, you have some books that you read over and over again.
Here are the top five most-read books in my leadership library:
“Life’s a Campaign: What Politics Has Taught Me About Friendship, Rivalry, Reputation, and Success” by Chris Matthews
Political commentator Chris Matthews does a great job of identifying the “tactics, tricks, and truths that help people get ahead” in politics and life. He draws on his years of interviewing the people who lead our country and shares their stories to teach us about leadership, teamwork, and the importance of understanding human nature. Truly an interesting, entertaining, and enlightening book…and definitely one of my very favorites.
If your actions inspire others to dream more, learn more, do more and become more, you are a leader. — John Quincy Adams
Let me start out by saying that I’m a very big fan of local government.
Serving as an alderman and then as my community’s first woman mayor, I came to appreciate how local government touches our lives every single day. Local government is about our quality of life, our safety, and the education and future of our children. And, whether you’re a politician, government employee or grassroots organizer, local government is where you can actually get things done.
Although I valued my role as an elected official, I wasn’t a career politician. I juggled public service with running a multi-million dollar business in the commercial construction industry. My schedule was crazy as I tried to balance work, politics, and my personal life, but I loved every minute of it!
I’m grateful for my experience in both the government and corporate sectors because it made me a better leader in each of those worlds.
Here are the top five leadership lessons I learned from the intersection of business and politics…