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    Done Right: How Tomorrow's Top Leaders Get Stuff Done
    Done Right: How Tomorrow's Top Leaders Get Stuff Done
    Done Right: How Tomorrow's Top Leaders Get Stuff Done
    Ebook173 pages2 hours

    Done Right: How Tomorrow's Top Leaders Get Stuff Done

    By Alex Shootman

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    About this ebook

    Work is getting whipsawed. Teams are geographically distributed, digital strategies are shattering organizational hierarchies, competition is multi-directional, and digital natives are overturning long-time company norms. Modern work needs new masters to rise up and lead.

    Done Right pulls from over thirty original interviews with experienced leaders across a variety of industries to show how tomorrow's leaders can effectively navigate the modern workforce. It explores how to:

    * Motivate your team to achieve the work you lead
    * Determine the best next step for every situation
    * Learn where to focus your time and attention

    In addition, Done Right provides practical exercises so you can immediately make this knowledge actionable. The most valuable skill in the future is the ability to get stuff done. What are you waiting for? Get it done -- right.

    LanguageEnglish
    PublisherAlex Shootman
    Release dateDec 12, 2018
    ISBN9780463972830
    Done Right: How Tomorrow's Top Leaders Get Stuff Done
    Author

    Alex Shootman

    Alex Shootman, president and CEO at Workfront, is fortunate to have more than twenty-five years of leadership experience at technology companies ranging from IBM, BMC Software, and Vignette, to modern SaaS-based companies like Apptio and Eloqua. Along the way he established a reputation for “Getting it Done” and “Doing it Right” in high-pressure situations. He is married to his college sweetheart, Brettne, who still laughs at his bad jokes after thirty-four years and celebrates when his clothing is back in style every eight years. Together they have four great kids, Will, Sam, Remy, and Tara. In his free time, Alex can be found trying to convince his legs that they really don’t hurt on a road bike, admiring the view from a 14er in Colorado, or breathing bubbles down on a reef in his home state of Hawaii. Follow him on Twitter at @Shootman.

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      Book preview

      Done Right - Alex Shootman

      Introduction

      Master of Modern Work

      Adapt or perish, now as ever, is nature’s inexorable imperative.

      —H.G. Wells

      Alittle after 12 :30 p.m. on Wednesday, May 2, 2018, I was sitting between two customers at the Solario Restaurant inside the Gaylord Opryland Resort in Nashville. We were all there for Workfront’s annual LEAP Customer Conference, and I was enjoying listening to a customer towards the end of his career picking the brain of a young leader, Alison Angilletta, who is more formally introduced later in this book.

      Who is your executive sponsor? the customer asked.

      Why, it’s me, Alison replied. I was responsible for some great results last year, got promoted to director, and now have people on my team doing the job that I was doing before.

      The customer smiled, nodded, and offered his hearty congratulations.

      I’ve been fortunate to be part of three different software companies that created brand new categories. In each situation, young, gifted leaders had the foresight to use these new categories as rocket fuel for their careers. When I’ve met with these leaders and we get past the topic of the technology we are discussing, they always steer the conversation to what they really value: learning how to get things done in modern, geographically distributed, dynamic, and competitive enterprises. They want to be the one in their company to succeed by mastering the change that is occurring.

      Today I am at Workfront and leaders like Alison are using technology to help their companies take advantage of their greatest opportunities. These leaders want to have an impact, they want to pitch in and make a difference, and they’re looking for practical ways to get things done. Essentially, they want to be masters of modern work. Their ambition is the inspiration for this book.

      If you want to be a master of modern work, you’ll find practical advice, tested techniques, and immediately usable exercises in every chapter, all of which reflect the combined, earned knowledge of more than thirty proven leaders from different industries and walks of life. I’ll add to that some scars from my own mistakes and observations from my current vantage point at Workfront, where I see young leaders using our technology to show their companies how to get work done right.

      Let me introduce the cast of leaders interviewed for this book. I’ve taken counsel from adventurers like Debra Searle, who rowed solo across the Atlantic and developed mindset techniques that can cope with any challenge. I’ve spoken with my friend Mark McGinnis, a US Navy SEAL commander with a distinguished record, who has served on operations around the world. I’ve talked to academics like Tony Crabbe and Eddie Obeng, who’ve studied — and advised — some of the world’s biggest businesses and best-known brands. I’ve heard from futurists such as Alan Lepofsky and James Wallman, who see further and faster than most folks and are hired by major corporations to help them see around the corner. And I’ve tapped the insight of leaders in fields as diverse as healthcare, financial services, manufacturing and engineering, and multimedia entertainment. You’ll learn from Sean Pederson how Trek Bicycles made one of their signature products. And you’ll discover what lessons Cynthia Boon learned on her journey from 911 call dispatcher to the senior leadership at General Motors Financial. James Veall of Viacom — the company behind Nickelodeon, Paramount, and MTV — gives his thoughts on how demographics will reshape the future of work. And for advice on communication, you’ll hear from three of the best-known marketers in the business — Jay Baer, Lee Odden, and Brian Carroll — who have told me what works in their own organizations.

      There are many other brilliant commentators, including Dave Randall at Atlas Copco, Claudia Brozda at Dräger, Kathy Haven at FCB, Kevin Ellington at LeapPoint, Scott Shippy at Viasat, Amy Spencer at Blackbaud, Erica Gunn at a major fashion retailer, Eric Lucas at Crowley Maritime Corporation, Tom Amies-Cull at Dentsu Aegis Network, Jen Gilligan, formerly at the Daily Telegraph (currently an adventure-seeker), Vic Alejandro at Denver Water, and Philip Stickland at Adventist Health System. In addition, personal mentors and friends such as Art Wilson, George Biel, and Rob McKenna influenced my thinking over the years.

      The result is a book that walks through the principles and practices that are the foundation of mastering modern work. I am convinced that in the modern enterprise the most important personal and sustainable competitive advantage anyone can have is the ability to get stuff done. So, think of this book like a trail map that shows you everything from the first steps you need to take to measuring your success when the job is done. Let’s embark on our journey. It all starts with how you make work matter.

      Preface

      You are facing a digital crisis . The digital transformation we often reference today has democratized innovation, opening up opportunities for any business to deliver differentiating products and services to the market. However, digitization has obliterated your operating model, leaving your team crippled in the gray area between analog and digital work.

      Sure, this new digital age has created new norms like speed and connectivity, but it has also exposed a new reality. Every day your team wrestles with clashing priorities and disjointed work streams across a disconnected company that is buried in exabytes of digital assets. The byproduct is a workforce of manual digital laborers who are afraid of not doing the right work at the right time. No team can be effective, let alone innovative, when they are working in this type of environment. This is the digital work crisis you face today.

      While executives, shareholders, and customers demand value, your team is starving to contribute to something greater than themselves. The onus falls on every leader to radically rethink how they empower their teams to execute and deliver value in the Digital Era.

      Here at Workfront, we call this new wave of leadership modern work management.

      Modern work management is about empowering your team to execute purpose-driven work at the speed and scale of digital. If you believe, like we do, that great work happens when your people finish strong and win together, then (as their leader), you have to orchestrate and automate what they are being asked to do. If you do, speed and scale will follow. This is the modern formula for delivering differentiated products and services to your market and customer base.

      This book offers a practical guide to leading with purpose. You will learn to orchestrate the way your team and organization works from the experience of a lot of leaders just like yourself. The opportunity to elevate your business and career are here. So, my question to you is simple — what will you do about it?

      1

      Make Work Matter

      No matter what anybody tells you, words and ideas can change the world.

      —Robin Williams, as Mr. Keating in Dead Poet’s Society

      W e choose to go to the moon in this decade and do the other things, not because they are easy, but because they are hard, President John F. Kennedy said in the late summer of 1962. ¹ History remembers the eloquence and high ideals of his moon-shot speech. Yet, what echoes through the decades is just a fragment of what the president told the assembled crowd at Rice University in Texas that day. For sure, he raised the nation’s eyes to the heavens. And he acknowledged that America was trailing in the space race after cosmonaut Yuri Gagarin’s first orbital flight a year before. But less famously, JFK broke down the grandeur of the endeavor in ways everyone could understand. The cost of a moon-shot? Less than we pay for cigarettes and cigars every year, said the president. He also put the cost at no more than fifty cents a week for every man, woman, and child in the United States.

      No one listening doubted the technological ambition of the project. But after the speech they could also see, perhaps for the first time, that the vision was viable. They could get a human on the moon for just fifty cents a week.

      You’re unlikely to hear cosmic ambition in most boardrooms, offices, or on conference calls. But the leaders who are best able to persuade and motivate others turn grand visions into realities, just as JFK did. Great leaders persuade everyone embarking on a journey to believe they can reach the end, however uncomfortable the path ahead. Some develop this skill through experience; a few are born with a gift for visionary thinking and language. I believe everyone can and must learn how to make work matter.

      Unfortunately, as Harvard professor Teresa Amabile shows, too many workers today are quietly disengaged from what they do, and their performance is suffering as a result.² Such workers don’t think they’re making progress. This employee dissatisfaction leads to slower revenue growth and lower profitability compared to businesses where employees feel fully engaged. Amabile puts the cost to the US economy at a staggering $300 billion per year. That’s more than half of the nation’s annual investment in research and development.³ As she says, It doesn’t have to be this way. Work should ennoble, not kill, the human spirit.

      This chapter illustrates how you can do just that — ennoble the human spirit. We’ll show why it’s critical to start with outlook; then we’ll outline how to master motivation and vision. From there we’ll look at why pride matters more than money, and why meaningful work matters more than return on investment. Finally, we’ll look at how mundane tasks can carry a clearer sense of purpose.

      Start with outlook

      There are two worldviews in leadership. Some leaders believe people go to work with the intent to do their best. Other leaders take the view that people’s prevailing instinct is to shirk. The first leadership outlook creates a culture of trust, collaboration, and innovation. The second creates a workplace where everyone looks over their shoulder and refuses to try new things for fear of failing.

      Your leadership outlook will shape the climate and culture of your business. It will also help answer the questions that everyone cares about. As the author Jay Baer said in our interview, "Workers are always going to wonder why they’re there,

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