Q&A with Holly Green, author, More Than a Minute

Q: How has the role and responsibility for leaders and managers in businesses changed over the last 20 years?

A: The workplace has changed dramatically over the last 20 years – from small changes, like casual Fridays, to the incredibly complex global, linked networks we have now. Technology has obviously shifted the dynamic of how and when we conduct business; we’re on cell phones, Skype, emails, social networking tools. There are even entirely virtual worlds that have been created, like Second Life. These new tools have eliminated, for the most part, the boundaries of distance and mobility – giving us new and (in many cases) inventive ways of conducting business and doing our work.

The changes in access to information, speed and size (faster and smaller), technology, competition, customers and differences between the generations of employees at work as well as the diversity highlight pretty clearly that “we are not in Kansas anymore, Toto.”

Two other things that have a massive impact on managing and leading today are increasing expectations and a lack of certainty. No one thinks that ‘good enough’ is enough anymore, and given our enormous number of choices, lessening tolerance, more self-interest, and a dramatically different definition of customer satisfaction and loyalty, it’s no surprise. Certainty has almost disappeared.

Q: What makes More Than a Minute different from other leadership and manager books? What makes it different from Ken Blanchard’s book?

A: Having worked with companies in a variety of industries for so long, I understand the need for action and results and have based More Than a Minute on time-proven practices and actual business application from companies around the globe. I have filled the book with guidelines, tools, tips, checklists and other helpful devices so that readers can begin applying the lessons to begin seeing real results.

Of course, Ken Blanchard’s book was a great resource for managers, but so much has changed. The last twenty five years brought about change on a scale none of us dreamed of previously. I felt there needed to be a comprehensive, action-focused, results-oriented book that could offer up-to-date methods and practices that prompt the thinking that’s required to address today’s workplace challenges.

More Than a Minute is different because it’s not another book about the theory of leading and managing; it is about doing and getting things done.

Q: From your years of experience as a manager and leader, what are some of the key characteristics and personality traits that you’ve seen in the most successful industries?

A: Certain aspects and behaviors of leaders and managers that were important twenty-five years ago are still critical today and will likely still be important 100 years from now, such as acting with integrity, leading by example, developing talent and ensuring customer satisfaction/loyalty.

However, there are vast differences between the outdated model of administrating and directing and the newer guiding and inspiring model. Today’s managers and leaders are faced with a whole new set of expectations in the way they motivate the people who work with or follow them, setting the tone for most other aspects of what they do. People today not only don’t want to be managed, in most cases, they simply won’t be managed. Instead, they want to be led, and to participate and engage in every aspect of their job. Creating a two-way relationship is critical, especially considering that many professionals know more about their job than their boss.

Another significant shift for managers and leaders today is the necessity of thinking globally. The impact of globalization has affected all aspects of business. Appreciating and leveraging diversity is an additional shift that correlates to our world becoming smaller and smaller. The broad expansion of businesses spans seas, cultures, and religions. Leaders and managers today must be more innovative and more proactive, anticipating problems and opportunities.

Finally, only those who can anticipate emerging trends and deal with constant change are able to succeed. Today’s leaders and managers can not afford to neglect any stakeholder group, and must keep in mind all players – from customers to employees to corporate citizens to suppliers.

Q: Can the lessons from More Than a Minute translate to employees at any level in the company? What can an entry-level or mid-level employee learn from this book?

A: Several of the lessons in More Than a Minute are critical for professionals at any level in their career. The basics of getting clear on where you are going and what excellence looks like, communicating constantly, building a high performing context, providing ongoing feedback and constantly learning and unlearning apply to each and every one of us.

Q: Having worked with a variety of companies in different industries, can you highlight some of the ‘measurable results’ that you have seen as managers and leaders adapt to the “changing workplace”?

A: Success and results vary from company to company and from industry to industry. For some of the companies I’ve worked with, you will see measurable business success in higher product margins, faster market delivery times, accelerated product development lifecycles, and more cost effective project delivery as a result of understanding and using the principles I set forth in my presentations and in More Than a Minute. Employees are clear on expectations and exceed them consistently.

Although more difficult to measure, many managers have also noticed a dramatic change in a company’s environment and work climate – companies have seen employees refocus their energies on the right work getting more done, faster. The renewed energy and excitement levels have resulted in greater employee pride and satisfaction, as evidenced by improved retention statistics and a rise in recruiting referrals. Greater employee engagement and teaming has led to more innovative approaches to work that save money and time.

For more information or to schedule an interview with the author, please contact The Human Factor, Inc. at 858.401.9380