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There's been quite a bit of talk this week about "Undercover Boss", a television show in which the CEO of a large company disguises himself as a common worker in order to find out what's really going on out on the front lines. Not surprisingly, opinions about the show are mixed. Some loving the idea, some view it as yet another contrived reality show, and some believe that the idea of a CEO going undercover in such a manner runs counter to the basic principles of effective leadership.

As I reflected on the show, I couldn't help but reflect back on a "CEO" that I once worked for and the method he used to keep track of what was really going on out on the front lines. And in my case that's an accurate description, since the CEO in question was Major General (MG) Russel Honoré, Commander of the 2nd Infantry Division from 2000 to 2002(You may remember him more as the commander of Task Force Katrina, thanks to his famous "stuck on stupid" comment).

MG Honoré was a hard man doing a hard job, but he never lost focus on the soldiers who were responsible for carrying out his orders. And, while he expected much from them he went out of his way to ensure that they were properly trained, equipped and cared for. One of his most effective techniques for doing so was a weekly call-in show on the Armed Forces Radio Network in South Korea.

On a regularly scheduled basis, MG Honoré would "appear" on radio to update the Division on various items of interest and emphasis. He would also take phone calls from anyone in the Division who felt they had a concern that he needed to address or at least be aware of. He would listen carefully and then take one of 3 actions

1. If the issue was one that a lower level commander should handle, he would direct the caller to take the issue to that commander. He or someone on his staff would follow-up to ensure that the caller did so and that the lower-level commander took appropriate action.
2. If the caller raised a question he could not immediately answer he would get the answer as soon as possible and either he or someone on his staff would follow-up with the caller.
3. If the issue was one that only he could resolve he would do so. This was especially true when it came to quality of life issues; an important point in the austere environment that existed on the 2nd Infantry Division's widespread bases along the Korean Demilitarized Zone.

As you can well imagine, the soldiers of the 2nd Infantry Division responded positively to MG Honoré's demonstrated concern for their well-being, even as he led them through a grueling schedule of training and operations. And, by engaging directly with his soldiers, MG Honoré was able to more accurately determine what was really going on out on the front lines, free from the filter of the many layers of management between the soldier in the field and his office in the headquarters building.

And he didn't have to go undercover to do it.

I admit it: I was among the millions of Americans who spent last night watching the Super Bowl pitting the New Orleans Saints against the Indianapolis Colts. The underdog Saints and the favorite Colts shared a goal - to win the National Football League Championship. It wouldn't be easy for either team.

Late in the 1st half, the Saints were behind and had a 4th down on the 2 yard line. They could kick a field goal for a sure 3 points, or they could try to make the final 2 yards for 6 points. The Saints opted for the riskier option and tried for 6. It was a choice that failed, for despite giving it all they had the Colts stopped them for no gain.

The 2nd half started with the Saints kicking to the Colts. And, to the surprise of everyone, they once again opted for a risky option. Rather than kicking deep, they shocked the Colts by kicking the ball only 10 yards. It hit a Colts player and, when the dust had settled, the Saints had recovered the ball. They then went on to score a touchdown and take the lead.

The Saints ultimately achieved their goal, defeating the Colts 31-17. But that fact is unimportant to the lesson I hope you take from the two plays I've highlighted:

1. Even if you give it your best effort, occasional failure is inevitable.
2. The payoff for successfully making risky but calculated decisions is worth it.

Keep that in mind the next time you're faced with having to decide between 2 or more possible courses of action. Yes, you may fail.

But what if you don't?

In the Army, soldiers who have given up on doing anything more than the minimum required to get by are said to be on the Road Program.

That's Road, as in Retired on Active Duty.

Take a look at what you've been doing over the last 6 months or so. Would an outside observer believe that you too are on the Road Program? Or are you doing whatever it takes to add value to your organization?

We all go through periods in which we're not as motivated to perform as we should be. That's to be expected. But periods of malaise that seem to last longer and longer each time they occur are a sure sign that you're a candidate for the Road Program.

The key point to all of this is that it's your responsibility to do something about it. Whether it's recharging your passion for what you're doing, or accepting that it's time to move on, you owe it to yourself and those around you to get off the ROAD.

When someone asks you for help, do you ask "why?" or "why not?"

When asked to do it a different way do you ask "why?" or why not?"

When you face a challenge, do you ask "why? or "why not?"

When things don't go your way, do you ask "why?" or "why not?"

It's a subtle shift of perspective that can make a world of difference. Don't ask "why?", ask "why not?"

It's no secret that the ability to effectively communicate is an essential skill for High Performance Success. It's also no secret that entirely too many of us struggle with that skill. So what are you to do if you're one of the many?

One of the most effective methods for improving your presentations - whether they be sales presentations, formal briefings or any other prepared material - is to record both the rehearsals and the actual presentation. While audio recordings are good, the best method is to make a video recording. And, with the flood of small, inexpensive video recorders now on the market (not to mention the number of cell phones that have video recording capabilities) recording yourself is easier than ever.

Record your rehearsal once you're fairly comfortable with your material. In order to get the greatest possible benefit, give your presentation in as close to the same environment as is possible, using whatever visual aids you will be using in the actual presentation.

Of course, once you've recorded yourself you have to do something with what you have. Here are the 4 steps that I recommend for using a video recording for improving your presentations:

• Watch it w/out sound. First, turn off the audio and watch yourself in silence. As you watch yourself without the distraction of sound, pay attention to your body language. Do you fidget? Do you appear confident? Are your gestures and movement natural or forced?
• Listen to it w/out video. Next, turn up the volume but turn away from the screen. As you listen to the audio of your presentation pay attention to excessive use of verbal crutches ("Um" Ahh" etc), awkward words and phrases, and the general "flow" of what you're saying.
• Watch and listen. Now, put it all together. Watch, listen and consider the following points. Do your actions match your words? Is the overall impression one of someone who is confident in them self and their material?
• Repeat. Make whatever changes you feel are necessary based on your initial viewing and repeat the process until you are comfortable. It may take more time than you would normally dedicate to preparing for a presentation but it will pay immeasurable dividends in your ability to deliver a professional, engaging and informative presentation.

As I mentioned previously, it's also a great idea to make a video recording of the actual presentation if possible. You can apply the 4 steps from above in watching that recording to prepare yourself for the next time you have the opportunity to present.