Thursday, I spoke to clients and guests of Russell Montgomery Associates, a Tennessee-based talent management and leadership services firm. Based largely on our new book, Contented Cows MOOve Faster, my remarks centered on the effects of discretionary effort in the workplace, and the leadership practices that inspire people to offer it up.

The business case for pursuing an engaged workforce that’s bringing its “A game” to work every day is well made in the Towers Perrin Global Workforce Study that was released on Monday. Comparing business results for those organizations with the most and least “engaged” workforces over a three year span, the study suggests that those places with the higher levels of Oomph generate 57% higher operating income, 39% greater EPS, and about 5.7% greater operating margin growth. Consistent with our firm’s research, the study finds that less than 25% of the workforce is, by its own admission, going all out. In other words, there is a lot of improvement to be had here.

One of the absolute drivers of an individual’s decision about whether or not to commit, really commit their effort to an organization is the degree to which they find the leadership of that organization to be worthy. To be sure, leaders are measured by a number of yardsticks, but one of the main ones has to do with authenticity. Is this person really who he says he is? Is she the real deal? Are they comfortable in their own skin, or is there a petty tyrant trying to get out? Are they as concerned with being real as they are being right? How often (if ever) do the words, “I don’t know” or “my fault” cross their lips? Do they spend more time building up those around them, or buffing their own image? Are they as considerate to the coffee shop waitress or shoeshine guy as their golf partner? Do they know what they stand for? Are you sure? The answers to these questions matter a lot if you’re hoping to earn the benefit (and that’s really what it is) of a person’s discretionary effort.

In a US News and World Report piece about a year ago, former Medtronic Chairman and CEO, Bill George wrote an excellent piece entitled, Truly Authentic Leadership.  I would strongly suggest you read it before you hire another manager, or, for that matter, before you vote and hire another President or other elected official.

Comments welcome.

Yesterday afternoon I had a private lesson with one of the “geniuses” (a legitimate, self-proclaimed moniker) at our nearby Apple Store. I’m working on a new speech to be delivered next week, together with a fresh set of PowerPoint slides that will no longer be delivered via PowerPoint, but instead, Apple’s Keynote software. That’s a lot of new stuff at one time, so I wanted to get a little extra help. True to form, I got it – those kids are great! (BTW, Apples’ ProCare program is the deal of the century for anyone who uses Mac stuff. It provides free private lessons and walk-up tech support for $100/year. )

Anyhow, Justin, my genius, offered to hook up an auxiliary monitor and show me how the presentation would look to my audience. Without giving his suggestion much (no, any) thought, I dismissed the idea and moved on to the next item on my “need to know” list. Bad move. When I got back to the office and decided to do a dress rehearsal, I discovered that the connection wasn’t as automatic as I thought, and that maybe, just maybe, Justin might have had a better idea. So, I’ll be heading back to the Apple Store today, hat in hand, to get the help I was offered yesterday.

This is but a single, simple example of something I’ve become more and more convinced of over the years – that the unwillingness to listen, really listen is perhaps THE single greatest impediment to man’s exercise of effective leadership. Many of us, from the moment we are appointed to our first management position, act as though we are the only ones on planet Earth with any brains, ability, or good ideas. It pains me to say this, but I’m virtually certain that men are more deeply afflicted with this than women. Yikes!

Sadly, the point was further driven home by an article in Tuesday’s Washington Post . Written by no fewer than twelve (12) former U.S. Army captains, the article details how we have plowed ahead with our misadventures in Iraq despite early and ongoing admonishments from officers on the scene that this dog simply won’t hunt. I only wish the consequences of this listening lapse were less tragic.

Clinical Psychologist, Larry Nadig, PH.D. offers good guidance on things to watch out for in order to avoid listening lapses:

• Being preoccupied and not listening
• Being so interested in what YOU have to say that you listen mainly to find an opening to get the floor (waiting to talk)
• Formulating and listening to your own rebuttal to what the speaker is saying
• Listening to your own personal beliefs about what is being said
• Evaluating and making judgments about the speaker or the message
• Not asking for clarification when you know that you do not understand.

Fulfilling a promise made to my son-in-law before he went to Iraq three years ago, the two of us headed west last week for a three-day fishing trip on Utah’s fabulous Green River. As we were winging our way back home at 39,000 feet, I realized that while the trip ostensibly was for his benefit, I likely got the best of this experience. In addition to some quality time with someone who has become an important part of my life, I got three days of perfect fall weather, a chance to recharge, and the memory of a 20-inch brown trout that gave me a thrill just as the sun was going down Thursday evening. Just as important, though, I was reminded of the “power of nice.”

We stayed at Flaming Gorge Lodge (FGL), owned and operated by the Collett family. I say the “power of nice” because that’s exactly what these people have going for them. Without an ounce of pretense, whether your name is Tiger Woods or Bill Catlette, they welcome you, make you feel at home throughout your stay, and see to it that you have what you need, whether you’re there to fish, hunt, write a book, chill out, or make a movie. Though by no means fancy, FGL has million dollar views, and more importantly, winning attitudes.

In the mold of his father, Carl, who owned FGL for years, current owner, Craig Collett shows up for work at 0′dark thirty each day wearing the same brown uniform shirt, name tag, and smile that he expects from each staff member. And the guy shows up to work, in whatever dimension is necessary, whether it’s seating guests at breakfast, helping out in the kitchen, or filling ice buckets for guests who have BTOB (this IS Utah). Whether it’s the folks in housekeeping, reservations, front desk (Annie, we’ll miss you), or the fishing guides, the staff has clearly gotten the message that nice isn’t nice, it’s necessary. Lyle Waldron, dean of the FGL guide service is a case in point, Even when it is 39 degrees, the wind is howling at 30 mph and his anglers are spending more time tangling lines than fishing, he’s pleasant and unflappable… nice.

Over the years, like many others, we have lauded places like Ritz Carlton for what really amounts to good training and institutionalized manners. At FGL, Craig and his family have found a way to institutionalize “nice.” To be sure, Ritz Carlton does a great job, but for my money, whereas deference and good manners may make me feel important, “nice” makes me want to come back.

Come to think of it, that’s a feeling and an expectation that I want our clients to have, in addition to things like professionalism, fresh ideas, and sound advice. In the future, I hope they will hold us to a high standard of “nice.”

Your comments as always are welcome.

Bill Catlette

P.S. For the benefit of any cynics who might think we’re shilling here, I paid full price for the trip.

What’s next after casual Fridays? E-mail-free Fridays, or “Zero-E-mail Fridays”, as they call it at chipmaker Intel. There’s a great article in today’s issue of USA Today, describing this growing trend (“Fridays go from casual to e-mail-free“). Intel does it. US Cellular does it. PBD Worldwide Fullfilment Services does it, too.

The concept is simple as dirt. Take one workday a week – Friday (why not?) and lay off the e-mail. OK, e-mail isn’t exactly forbidden on e-mail-free Fridays, but people who practice it are strongly encouraged, on Fridays, to:

1. Meet face-to-face and discuss things, if at all possible, rather than send an e-mail.

2. Refuse to let the tyranny of e-mail control you that day, restoring this handy technology to its originally intended purpose, rather than to what it’s become today.

I’m gonna try it. Next Friday. My prediction is that come noontime, I’ll probably be Jonesin’ for my inbox. But I’ll probably have had a better day.

E-mail us your comments. Monday through Thursday.

Have a great weekend!