Roll On

It seems fitting that my final posting for 2009 should feature a few words about customer service. After all, customers are an important ingredient for business success. Well, perhaps I should rephrase that to say “satisfied and happy” customers are what matters. This brings me to my story about Creamery Tire, a local family tire business that has prospered because they understand the power of service.

I heard about Creamery Tire from my wife’s work colleagues, many of whom are long-time customers. Our Pacifica needed four new tires and the local dealership’s prices were going to cost me a small fortune so I was looking for an affordable option. Apparently I was the only person in the area who didn’t know about the Shainline family’s tire store just off Route 113 in Creamery. But that was about to change.

The non-descript metal building was surrounded by vehicles when I drove into the lot a week ago. I managed to find a parking spot and soon was standing in line in a crowded waiting area for a chance to speak with Dick Shainline, the semi-retired founder of the business. The scene was chaotic with phones ringing, people seated or standing all around the room, and the noise of compressors and air tools seeping into the room from the four-bay shop next to the lobby. There was no signage to direct you so I followed the lead of the other persons in line and patiently waited my turn.

I had called ahead to verify the price and availability of my tires and now my order was written on a large sheet of paper that served as a master schedule. This low tech system seemed to work just fine as one by one the first names of customers were called out and new tires were purchased or repair work performed. Dick and his two sons, who now manage the business, acted as conductors answering phones, fielding questions, writing invoices, taking payments, and directing customers in and out of the four service bays. A large columned whiteboard behind the counter covered with marker-written numbers appeared to be the inventory control system.

As I waited my turn I couldn’t help but notice how this business treated its customers like extended family members. Many of the tire repairs I witnessed were either free or a nominal $5 or $10 fee. Questions were patiently answered and there was no attempt to sell someone a more expensive brand or style of tire if it wasn’t needed. My ninety minute wait paid off as I left with four new tires and a savings of more than $150 off the lowest installed price I had received from the competition.

I have never seen an ad for Creamery Tire and their company website is very basic. Yet they appear to be thriving because of their simple commitment to honest pricing, quality products, and superior service. Now I understand why current customers are so loyal and how word-of-mouth keeps new customers coming through their doors. By writing about my experience I’m giving them even more visibility. It’s a simple recipe for success that businesses everywhere should heed in the decade ahead.

Memories

Nearly every week I spend an hour with a dear friend named Sam, a member of my church and someone who has become an important mentor since our visits began nearly ten years ago. As time has passed, and Sam has aged, his memories have faded as I expect mine will someday. Nonetheless we enjoy our conversations and frequently laugh at our inability to recall names, meals, or experiences from our past.

Sam’s wife, Alma, died four years ago after a struggle with Alzheimer’s disease, a frightening memory killer. He knows the pain of losing a loved one before they are really gone for good. His own memories of childhood events and the hymns of his faith remain strong and are a constant source of encouragement to him. We enjoy reminiscing about those times and that is why I wanted to offer these brief thoughts about memories.

During this time of year we all tend to get caught up in the bustle of the season – shopping, baking, decorating, and traveling. For some, the memories of past holidays are filled with joy and wonder while for others the season paints a darker portrait of pain and disappointment. Memory makes these times real in our mind’s eye.

Sam and I both recall childhood Christmas’ where the gifts were simple like an orange, some candy, or one special toy. There was plenty of love to go around and that made the need for lots of presents less important. Today we spoil our loved ones with plenty of gifts (in the name of love) and then go back to our workaholic lives to pay the bills we accumulated to buy them. Perhaps our children’s memories would be better served if we offered a simpler celebration and committed more of our time with them throughout the year. Not carting them off to this event or that practice, but really spending quality time with them.

The memories Sam has of family, work, and church are not all wonderful; there is pain found in every life and circumstance. Those moments of loss and grief can also serve us well. Without the ache of disappointment, death, and failure we would all be different persons. Our ability to tackle life’s toughest challenges and endure them would be lost without those painful memories.

On the eve of another Christmas celebration I hope you will enter this season with plenty of wonderful memories to sustain you. Perhaps you will create some new ones to treasure in future years. But if this time of year brings with it the sting of a recent job loss, unexpected illness, or death of a loved one may your memories serve a different purpose, to give you hope and promise. Blessings to all my loyal readers!

Fallen Heroes

It is rare these days to hear the name of Tiger Woods and think first about his prowess as the world’s best golfer. In the span of a couple weeks this successful athlete has suffered a major blow to his once pristine public image. What began as an early morning auto accident has mushroomed into a litany of extramarital affairs, his decision to take a leave of absence from the PGA tour, and a media feeding frenzy that won’t stop until the private life of this man and his family has been thoroughly exposed. If Tiger Woods was once a hero to some, he is now a fallen hero to many. He is not the first fallen hero from our collective sports, political, and business arenas, nor will Tiger be the last.

Hero has a number of dictionary definitions. It can be someone who commits a remarkable act of bravery, like a fireman, policeman, or war hero. It can be the main character in a fictional plot, someone who plays a vital role in story development, like Jimmy Stewart’s character in “It’s a Wonderful life.” But the definition that may fit Tiger Woods, and others like him, is someone whom we admire for outstanding qualities or achievements.

This latter definition fits many of today’s business, entertainment, political, and sports leaders and personalities. You may even include a parent in the group of persons whose behavior and accomplishment stand out from the crowd. It is a title and role bestowed on the person by others and that makes it vulnerable when the hero no longer measures up to our expectations. The fall from grace of our society’s heroes is well-documented and includes plenty of names, most past and present.

The weight of leadership is a heavy burden to some. When the hero title is conferred as well it can simply be too much for some persons to bear. No one knows if that is the case with Tiger Woods. Perhaps our modern heroes also suffer from a sense of invincibility that causes them to make poor decisions or engage in dangerous behavior because they believe they won’t be caught. Either way, the fallen hero loses his or her title because we the public choose to take them off their pedestal.

I have frequently called for greater authenticity in leadership. This means leaders must align their mind, heart, voice, and actions. They must risk being real and vulnerable, removing any masks and telling the truth. Heroes fall because they stray from this basic principle. We are all attracted to genuinely authentic people. When they fail, if they practice authenticity, we are likely to forgive them. But if they hide the facts, or blame others for their misfortunes, it is unlikely we will see them in the same way.

Fallen heroes will always be with us. Some of the leaders who read these weekly musings may wear this title someday. Will your authentic style of leadership be a factor in how quickly you regain credibility and trust? Can any fallen hero ever reclaim the title? While the jury is still out on the Tiger Woods saga, rest assured that a judgment will be rendered.

Mum's the Word

Most of us are good at talking. From an early age we are encouraged by our parents and others to express ourselves and as soon as we have mastered some of the basic phonetics of language we are only too happy to oblige. If you have ever parented a young child you know what I’m talking about.

Now suppose you faced a long-term situation where the only means of communication was sign language and a note pad? Would your ability to share with others be significantly impaired? How would you adjust to a world without the spoken word? The Biblical story of Zechariah chronicles just such an occasion and holds a valuable lesson for leaders in all walks of life.

Zechariah is a priest whose spouse Elizabeth has been unable to bear children. Both are now advanced in years and are expecting to die without an heir. A visit from an angel changes all this when it is announced she will give birth to a special son. Zechariah questions the claim’s veracity and for the duration of the pregnancy is struck mute as punishment for his doubts.

Imagine forced silence for nine long months! His ability to perform priestly duties and be a supportive husband must have been impacted. Yet it appears Zechariah used this time for honest reflection and learning. When their son is born he is adamant about naming him as the angel had commanded. His speech is restored and immediately Zechariah proclaims a prophetic word about his offspring.

So what is the leadership lesson found in a story some readers may dismiss entirely? Am I suggesting leaders should stop talking for an extended period of time? Obviously that’s not the aim of this posting. Instead, I wonder how many of us are simply uncomfortable with silence. Regardless of age or position, leaders are often tempted to speak without really listening first. There is plenty of talk about – from the tough economy to the war in Afghanistan – we probably have an opinion and feel compelled to share it.

Yet the Zechariah saga suggests if we listen carefully and allow time for reflection our perspectives often change. The decisions we thought were clear may now become wiser. The problems we assumed were insurmountable may now seem less ominous. The path we imagined as our only option may now seem less infallible. The people we struggled to understand may now seem less of a threat.

It will be difficult for most leaders to hold their tongues. We have been conditioned to provide answers and direction; to offer opinions and defend positions. Yet our most pressing problems require more than just talk. Perhaps we should all practice being more reflective, scheduling time alone to think, and listening more carefully to those we serve. Then when we do speak, people will have a reason to pay attention.

Blurred Vision

I visited my optometrist this week for a checkup, a ritual occurring about once every two years. It’s generally an uneventful visit with light banter about how things are going, a review of my past history, questions about any current vision problems, and a battery of tests that have grown as I age. When it came time for the doctor to inspect my eye with his scope I was told my pupils were too small and would require dilating. Anyone who has experienced a similar problem knows what is coming. Eye drops are applied (with an immediate burning sensation) followed by other drops to sooth the discomfort. Then it becomes a waiting game for the medicine to artificially enlarge one’s pupils.

The most annoying effect of this simple procedure is the blurred vision that results, a condition that remains for at least four hours. There is also a greater sensitivity to light that accompanies this temporary handicap. I managed to select a new pair of eyeglass frames and drive home safely following the procedure, but the impact of less than perfect eyesight was pronounced.

Leaders of large and small enterprises can be affected by blurred vision. I’m not referring to the momentary sight problems I experienced at the optometrist. These issues are often deeper and can have long-term impacts on an organization’s health. Distorted vision isn’t always a product of outside influences and may not readily appear on the company’s balance sheet or income statement.

So what might cause a leader to lose their focus? Sometimes it’s as simple as allowing one’s ego or arrogance to control direction and decisions. The wishes of employees and other followers are ignored as management blindly pursues a power and control agenda, driven by the need to win. A lack of planning can also cause blurred vision. Too many organizations react to what is happening in the marketplace rather than stepping back and assessing the right course of action. It takes discipline to analyze data, create strategies, and execute them well. Another factor is our need for instant results. When the economy slows, everyone reacts by slashing budgets (sometimes indiscriminately) to produce the bottom line results we have come to expect on a quarterly basis. That may offer short-term rewards but could hamper efforts to respond when the cycle begins to improve.

The cynic in me sometimes feels as though leaders never learn their lessons. I watch politicians use failed policies from the past to launch new initiatives. Business leaders still choose the last quarter of each year to shed workers so their books look better for yearend reports. Managers dump more work on already harried staff without a sense of compassion for their current stress levels. Where is the honest admission that these leaders suffer from blurred vision? What is wrong with confessing one doesn’t always have easy answers to problems? Why can’t new thinking be applied to solve our most pressing problems? My eyesight returned to normal a few hours after my appointment. If only a new pair of glasses could correct the blurred vision of our national and business leaders. I wish it were that easy.

An Attitude of Gratitude

This has been a challenging year! It’s certainly not what many people expected when 2009 kicked off with the inauguration of our nation’s first black president amidst promises of hope and change. The problems we face are enormous – trillions of dollars in government debt, record unemployment, a health care reform package being passed through Congress in spite of opposition by a majority of Americans. Perhaps you, or someone you know, has lost their home to foreclosure or is currently unemployed as we approach the national holiday designated as a time of thanksgiving.

It is natural to feel stress and anxiety when difficulties are real and personal; when the problems are so large and daunting. Few of us think words of gratitude at times like this but perhaps that is just the prescription when hope seems lost. Might this year’s Thanksgiving season offer an opportunity to reorient our view of the world and our own situation?

As someone with a strong faith perspective I am amazed by the many expressions of gratitude found in the Psalms and other Biblical texts. These ancient writers often wrote their words of praise and thanksgiving in the face of adverse and challenging circumstances. There were no “rose colored” lenses obscuring their view of the world. Instead the focus on gratitude, in spite of problems, seems intentional; a kind of therapeutic approach that changed the writer’s attitude about what they were experiencing.

What might happen if we followed their example in the midst of anxiety and began thanking God for the things that are still going well in our life? What would your list include? I’m thankful for a loving family, a supportive spouse, a large group of committed friends. I’m grateful for good health, food and shelter, a steady job. I’m thankful for quiet morning walks and the beauty of dew on the grass. My list could go on and on. Each of us can think of items large and small for which we are appreciative.

If every day was spent acknowledging what we already have to be grateful for might our stresses and burdens grow lighter? If we paid attention to the small acts of kindness that come our way might our relationships grow stronger? If delight, wonder, and awe became part of our daily landscape once again, would it make a difference in how we experience life? Could an attitude of gratitude be the secret to enduring these especially difficult times? Thanksgiving 2009 seems like a good time to test the premise.

Mirror Image

I’m always surprised at how few people seem to like their image as reflected in a mirror or displayed in a photo. Perhaps it’s because these seemingly objective objects are portraying things we would rather hide from view. In my case that would be a receding hairline and a “Peachey nose” (that’s the side of the family where I inherited my generously proportioned proboscis). For you it may be those wrinkles around the eyes, a double chin, or ears that protrude beyond where you would like. It’s hard to accept what we perceive as embarrassing biological features or scars that society deems offense.

To make matters worse our reflection shows up on almost any highly polished surface we encounter—car windows, stainless steel pots, watch crystals, even the eyes of our loved ones. Unfortunately many of these objects offer poor, or distorted, likenesses that make the mole on our chin twice as large or our beautiful smile seem grotesque. If you have ever ventured into a carnival house of mirrors you know how easy it is for our likeness to be manipulated beyond recognition.

It takes courage to accept the imperfect reflections that mirrors and photos represent. After all, they can only attempt to replicate the physical features on display and often fail because of poor lighting or settings (in the case of a photo) and bad workmanship or design (in the case of a mirror). A more experienced photographer or a finer mirrored surface will likely produce a different result. We may still not like the outcome but that is a different matter.

In the workplace, employees often reflect the qualities and values of company leadership. Not unlike the mirror and photo analogy I just described, these behaviors may seem distorted to managers whose view of their leadership abilities is overstated. Could it be that those who follow us really do act based on what they see us doing and saying? Don’t we have company policies and processes to ensure consistent behavior and quality service for our customers? It’s sobering to think that those we manage are simply reflecting our own bad behavior.

When my son was small he often mimicked my actions as I mowed the lawn, threw a baseball, or tied my shoes. At an early age we learn from the example of others and most of the time this practice is a useful tool for personal growth. We also know our children mirror the bad habits we engage in like smoking, drinking, and swearing. The workplace is no different and adults continue to mimic behavior that is viewed as acceptable by those in authority.

While there are no leadership mirrors in the office to remind us of our blemishes and imperfections, the people following us may represent the best reflection of our efforts we could ask for. Pay attention to what you see them doing. Be honest with them when you make a mistake. Show them the places where you still need to grow. Isn’t it time to acknowledge the role we play in how others see themselves? As leaders, your own mirror is a good place to start.

Free from Fear

What are you afraid of? It is a question I have posed on a number of occasions this past week in the work I do with business and community leaders. What am I afraid of? This is a question I would rather avoid. Both questions are important because fear is real and it often rules our lives. From the smallest anxiety to the terror of a phobia, like heights or mice, fear paralyzes and controls. It keeps us from being free.

As a youngster growing up on a farm I must have been oblivious to the dangers around me. I remember climbing in the haylofts of our barn, getting up close with the animals (many of them much larger than I was), and learning to drive farm equipment before I had a valid driver’s license. While my mom would caution me to be careful she never prevented me from venturing beyond the safe confines of our yard to explore the “dangerous” place that a farm can be. I’m not suggesting that climbing to the top of a silo didn’t cause my heart to race a bit faster than normal, but fear didn’t stop me from doing the things I loved or wanted to try.

School and relationships seemed to change my ideas about fear. Suddenly I was faced with the need to be accepted and liked; the need to compete and succeed; the need to not appear to be afraid. And yet I was afraid. I’m sure there is some psychological term for what I experienced, but to me it felt like the pit of my stomach had turned to stone. Why were these things suddenly so important? Why, as I write these words, do I still sense some fear?

Leaders underestimate the power of fear in the workplace. Perhaps I should also say some leaders wield that power like a loaded weapon. Threats of layoffs, retribution, or being criticized prevent many of us from speaking up, trying new things, or even acknowledging our anxiety. There is a terrible emotional price to pay when fear imprisons us in this way. Sometimes it will cause us to snap and the results can be devastating.

Many of my current fears are based on those past experiences from my childhood and teenage years. Even though I am a different person now, I have learned to project those fears onto the situations facing me today. To get beyond this emotional barrier I must separate the energy of fear from the content of my experience (as Deepak Chopra suggests in his book, “Reinventing the Body, Resurrecting the Soul”). I can choose to believe the past still matters, or let it go and see a different outcome.

Leaders would do well to ask themselves, and those they lead, “what are you afraid of?” When we are calm and feel safe we can examine the fears that haunt us. We can learn to change the “self talk” that fans the flames of fear. We can help each other to see that fear isn’t a reflection of weakness. Leaders can model vulnerability by talking openly about their own fears. By creating a calm, safe place and redirecting the energy of our anxieties we may discover freedom from our fears.

Saving Daylight

It’s the first Sunday in November and, if you’re like me, last night you completed what has become an autumn ritual…you turned back your clocks by one hour to save some daylight. Of course in March of 2010 you will turn your clocks ahead by one hour, again to supposedly preserve daylight. I guess by now you know this ritual is all just sleight of hand. No daylight has been spared, just shifted to accommodate our society’s need for more leisure time in the summer months.

The idea of saving daylight has probably been with us for generations. According to Wikipedia there is evidence that ancient civilizations adjusted their daily activities to the sun by dividing daylight into 12 equal parts regardless of how long the day was. Instead of pretending to “save” daylight they actually just chose to use it more practically and wisely. I guess we became too sophisticated to recognize this practical approach and instead time became locked into one hour increments forcing us to look for other ways to accommodate our need for more sunlight.

While serving as an envoy in Paris, Benjamin Franklin is credited with suggesting the concept of Daylight Saving Time (DST). What he actually wrote was a satirical challenge to his fellow Parisians, admonishing them to get up earlier in the morning so they might save money on candles. Franklin, as you know, believed early risers to be more “healthy, wealthy, and wise” than folks who slept late. If DST is a ploy to get the lazy among us out of bed I’m not sure it has served us well.

Wikipedia credits the idea of modern DST to a New Zealand entomologist, George Vernon Hudson, whose shift-work job gave him leisure time to collect insects, and made him aware of the value of after-hours daylight. I’m not going to offer the details of how a bug-lover in 1895 could convince his fellow countrymen that altering how we refer to time would benefit so many other people. Yet, over the years since then, many countries around the world have adopted this practice by jumping clocks ahead in the spring and jumping them back in the fall.

Debating the benefits and drawbacks of DST would require a much longer posting. It is purported to save energy, improve the economy, and impact public safety and health. Naturally the studies find evidence on both sides of these issues…a good thing for those receiving grants to study DST. I’m inclined to think more practically about why DST is practiced and think politics has more influence than these aforementioned advantages. When government can control some aspect of our lives there is little incentive to change the system.

I didn’t choose to write about DST because I wanted to start a revolution. Part of me is glad that my early morning walks will be a bit brighter. Part of me is mad that opportunities to rake leaves and mow grass after work have been taken away. Perhaps I’m conflicted as to why leaders, in general, feel such a need to control. We love the routines of work and play; the rhythms of order and schedule. Maybe that’s why DST will always be with us. It is our chance twice each year to act like we can control time, even though we know that no daylight was really saved.

Investing Emotionally

I’ll admit it. Sometimes I cry…in public! For some leaders that may be considered a sign of weakness, especially in the tough economic times facing many successful enterprises. Regardless of your gender, emotions matter in the workplace and too many leaders ignore the role of emotion in managing others when things aren’t going well. Let me try to explain.

Numerous workplace studies and surveys have documented the lack of recognition experienced by many of today’s employees. For whatever reason, leaders often choose to withhold praise, even if the employee is performing well and deserves the recognition. When an employee is facing a lay off, as part of a broader cost cutting strategy, it is unusual for her boss to acknowledge the years of faithful service she may have given to the firm. This lack of emotional investment by the leader is an invitation for her to feel unappreciated and angry at the company. If she leaves under these circumstances it is more likely her attitude about the firm will be negatively affected and she may resort to legal action or tell her friends about how she was treated. And it all could have been avoided.

When a company is struggling, employees often know what is happening yet may not be told the truth early and often enough. If a leader understands that managing the emotional concerns in a workplace are just as important as other strategies being considered to address the problems, they will gain potential allies. Workers would welcome the opportunity to control their own destiny by looking for solutions to the issues being faced. If the problems persist, management can offer creative alternatives to layoffs by giving employees’ choices to work part time or offering to hire back anyone whose job is cut. Leaders can also soften the emotional blow by assisting with job training or networking.

When a company acknowledges and addresses emotional concerns like valuing an employee’s work, offering them freedom to think and decide on their own, or recognizing the emotional connections they have with co-workers, it is more likely to successfully weather uncertain economic times. This doesn’t mean tough decisions won’t be necessary or employees won’t still experience some disappointment. The goal is not to eliminate bad news. Instead, a commitment to investing emotionally in the well-being of employees could give the enterprise an edge during the best of times and a better chance to survive the worst of times.

I’m not asking you to show your emotions in public, like I sometimes do. But I am inviting the leaders who read this blog regularly to foster positive emotions among employees by showing your appreciation, inviting them to make connections, and offering them more autonomy in decision-making. It won’t make the tough times go away but it could make a bad situation more tolerable.

Fonthill Reflections

This weekend my wife and I toured Fonthill Castle in Doylestown, Pennsylvania, with another couple. Although we have lived near this National Historic Landmark for more than 23 years we had never ventured onto the 60 acre property or inside the thick walls of this 44 room mansion. Construction began in 1908 by Henry Chapman Mercer when he was 52 years of age and concluded four years later. It is made entirely of poured reinforced concrete, including the roof, and presented many challenging construction obstacles for an era that did not have the benefit of CAD drawings or machines to assist with the work. While touring the building I reflected on a few lessons that I will share in the remaining paragraphs.

First, Mercer obsessively supervised construction of the project. While employing a small group of unskilled laborers to assist him, it was Mercer’s vision and knowledge that produced floor plans for each day’s work. He oversaw building forms, inserting steel reinforcements, designing the tiles that decorate vast portions of the interior walls and ceilings, mixing and pouring concrete, and many other activities. As a leader he maintained complete control and thus could take credit for the finished product. His employees became faceless recruits whose job was to do their boss’s bidding. One has to wonder what may have transpired if Mercer had collaborated with others to achieve his dream home. While his genius may be on display in each room of the mansion, so are his obvious eccentricities.

As the tour progressed I came to appreciate Mercer’s willingness to recycle and reuse what others were discarding as trash. Many of his bookcases and furniture are produced from former shipping crates. Some of the interior doors were adapted from other homes. While I disagree with many of the basic tenets of today’s modern environmental movement, I do believe in recycling and practice it in my own home. What is trash to one person looks beautiful and practical to someone else. In spite of his wealthy status, Mercer voluntarily chose to preserve and reclaim.

Not unexpectedly the mansion’s concrete walls often create a cold and dark environment. Mercer does make use of many large windows and outfitted his home with electric lights but the result is still less than inviting. The many tile mosaics covering walls and ceilings offer a plethora of visual stimulation to capture one’s imagination but are also distracting. Workplace environments matter and too often company leaders ignore this fact when designing their office and factory layouts. I can’t imagine living and working in Fonthill, although Mercer and his housekeeper spent many years there.

We often ignore the hometown treasures that dot our nation’s landscape. Sometimes these assets are buildings and open space; other times they are the special talents and culture of the people. Business leaders should do more to create and preserve a unique and distinctive environment so employees can prosper. They should reject Mercer’s need for control and invite collaboration from staff, customers, and vendors. Finally, they should protect and recover resources the business needs to be successful. You may not be building a Fonthill mansion but your efforts do impact the lives of those you encounter. Make that work a treasure too!

Making Monday’s Matter

I believe God must be an entrepreneur. With incredible imagination and a marvelous attention to detail, our created world is a magnificent tribute to order and constancy. Everything is connected in a variety of wonderful and amazing ways. But it is also a place where the owner has delegated responsibility and left others in charge to protect and maintain what was started. In essence, God said, “I trust that man and woman will do what is right, to make wise choices with what I have given them to take care of.”

There are some who doubt the very basis of this story and I’m not writing to convince those who believe in Darwin’s theory of evolution that their way of thinking is flawed. Instead I want to consider how seriously we have accepted the administrative tasks of managing the world that has been given to us. As leaders, perhaps we forget that our calling is to a Higher Power. We may give little thought to the implications of running our business in the context of the greater universe. Faith may be dismissed as a weak and useless tool of a hypocritical and impotent religious community.

As a Christian leader, I see business as an extension of the spiritual truths that matter to me in my personal and corporate faith. This means the qualities of love, forgiveness, community, peace and justice aren’t meant solely for private contemplation or Sunday morning encouragement. They must become part of the weekly business practices that guide my own work. When I am honest with a client or transparent with employees these characteristics move from sacrament to service. The way that I lead and manage becomes a witness to the broader connection we all have with each other, with creation, and with our Creator.

Do I see my work as more than making a profit or providing jobs? Are the goods and services I produce making people’s lives better? Are the opportunities I offer to employees allowing them to flourish and find meaning in their lives? Is what we are doing as a company good for the environment and the global community? Will I be judged as a faithful steward or a dishonest manager?

It’s hard to see much hope in the current economic climate. I confess to being disillusioned by out-of-control government spending, shrill partisan rhetoric and the absence of moral and spiritual ethics in our society. But I also believe the Creator of this world took risks as an entrepreneur and handed the management of this place to us. He (or she) must have imagined that the spiritual nature within each of us would find the courage to live and work wisely within the parameters that were established. It seems obvious that over the centuries we have often failed to fulfill our responsibilities. The consequences of our actions and inactions are real and remain with us.

With this much at stake, it is time for us to make Monday’s matter again. As leaders we must create workplace sanctuaries where, even in stressful times, relationships still matter. As managers we must treat those we lead with dignity, love, and respect. As companies we must act responsibly to protect the environment and produce goods and services that improve the standard of living for everyone. It’s time to make Monday’s matter. If we do, perhaps Sunday’s will take on a new meaning as well.

Losing One’s Voice

This weekend has been a bit unusual for me as I lost my voice on Friday night after several days of allergy related symptoms. Being unable to communicate above a whisper has presented a variety of challenges. Phone calls are not an option since the other person would be unable to hear what I may have to say. Being forced to mute my comments or defer responding to what is happening around me has also been difficult. My dilemma caused me to wonder what might happen if every leader awoke one morning with a bad case of laryngitis.

Being without a voice is forcing me to rely more on others. My wife has been graciously nursing me back to health but is also serving as my personal assistant, fielding phone calls and handling other activities that require verbal communication. Leaders could learn some valuable lessons about the real value of those they serve by allowing their voices to be heard above the din of our own egos. When was the last time you asked your employees for their opinion and actually paid attention to their response? Or had a sincere conversation with a client where their feedback about the relationship was taken seriously?

The only way to restore my voice to its normal function is by resting it completely. I confess that my recent schedule has found me working seven days a week without much time for real restorative rest. Leaders often forget to tend their own bodies and souls. Whether it is physical exercise, healthier eating habits, or simply doing nothing, we need to allow time for respite. It’s too soon to predict how quickly my voice will heal but if I ignore the need to rest my vocal cords the process will take much longer.

An unexpected lesson from my laryngitis is the reminder that there are many persons without a voice around the world and in our own neighborhoods. They aren’t suffering damaged vocal cords but instead have been victims of corrupt political systems, war, famine, disease, and countless other problems. They are powerless because their voices have been silenced intentionally. The people in Iran are just one example of how governments and leaders can oppress the will of their own people. Let’s do what we can to give these persons the voice they deserve.

By this time next week, my current situation should be just a memory. Will I have practiced any of the lessons learned from this experience? Is it possible to actually change the structures that keep people’s voices from being expressed? Perhaps the bigger question I will be asking is how am I improving on the silence since I got my voice back?

The Sting of Disappointment

This weekend produced a lesson I didn’t necessarily want to learn. It started on Saturday afternoon with the routine trimming of some shrubs that grace the front of our house. I was diligently working on a large arborvitae that has become a bigger project each year. All was going well until I heard some angry buzzing and felt the sharp stings of a yellow jacket swarm whose summer nest under the bushes had gone unnoticed until now. My work had invaded their home and they didn’t like it. The hedge clipper was sent flying as I desperately fought to rid myself of the unrelenting attack. Eventually I had killed some of the assailants and restored a semblance of order to the situation. But the damage was done as the welts on my arm and head soon proved.

This is not my first encounter with yellow jackets. Nearly 25 years ago I still have vivid memories of an even more aggressive attack while whacking weeds at my former home in central Pennsylvania. Fortunately I am not allergic to the venom and so I simply endure the pain that ensues without any lasting damage. Of course this isn’t the end of my story.

While bee stings produce immediate pain, eventually the ache and traumatic memories are gone. But what about the sting of disappointments that seem so prevalent in today’s world? Later that same day I, like many other Penn State football fans, watched in disbelief as our team gave up two touchdowns in the fourth quarter and dashed any hopes of an undefeated season. This afternoon (Sunday) “Steelers nation”, of which I am a proud member, saw our team lose in the closing minutes of the game for our first back-to-back losses in some time. I still have friends who have experienced job layoffs and are no closer to a permanent position with a new company. There are patients suffering from illness and disease whose prognosis is less than promising. The disappointments of life produce pain that is deeper and more enduring than any bee sting.

I was told today that we choose to allow discouragement to take over our thought process. The perseverance we need to finish what we have started is easily thwarted by the many distractions that bombard us daily. Some of these diversions result from our lack of focus; others may be caused by anxiety and fear. Regardless of the source we must remain centered on the larger vision and purpose for our lives. Without regular efforts at renewal—physical, mental, emotional, and spiritual—we will find ourselves caught in the clutches of depression instead of doing what we can to finish well.

The bees in my bushes reminded me this weekend of my own need to respond differently to life’s many disappointments. Instead of angry retaliation or smoldering bitterness that leaves me feeling empty and those around me feeling hurt or confused I must focus on renewal and moving on. It isn’t easy to make that choice. By the way, the bees will be getting torched later this week to prevent any further attacks. While they may have provided a poignant element of truth to my reflections about disappointment I’m hoping it will be another 25 years before I meet any of their relatives.

A Question of Faith

Regular readers of this blog site know that in recent weeks my writings have largely focused on a personal journey – one where I have been questioning if my destiny statement (To create a sustainable community of inspirational leaders) is really valid given this year’s struggle to keep a healthy business bottom line. I found that my questions are shared by many of you and that writing about my struggles has offered some encouragement to those suffering in silence. In recent posts I told how persons have offered helpful advice and thoughtful insights about my situation. Today I can report a breakthrough of sorts in my thinking about this dilemma.

The revelation came in unexpected ways this past week. Every day was filled with speaking, teaching, and coaching activities – all things I love to do. Each of these occasions included positive feedback in a way that I haven’t always experienced. Not all of the reactions were public; in fact many of the comments came through private conversations with participants where they shared how I helped them in some way. The quantity and quality of these responses got my attention and seem to confirm the work I am trying to do. One of those conversations included an affirmation of the writing I do each week for this blog and was a tremendous encouragement to me.

Today I received what proved to be the most important insight from an unlikely place…a sermon by a young man nearly 28 years my junior. Using a text from Matthew 14 he reminded me that God has faith in us, that He has called us to be disciples and equipped us for the task. Yet we often lose faith in ourselves and our abilities to do what we have been called to do. In the Gospel story Peter and the other disciples are caught in a late night storm while crossing a lake. Jesus makes an appearance in an unlikely fashion, walking towards them on the water. When Peter is invited to join Jesus on the stormy sea he initially walks confidently toward his Rabbi teacher but then begins to notice the force of the wind and the waves. His poise turns to panic and he is soon slipping into the frigid water. His cry for help is answered and he is rescued only to have Jesus pose the question, “Why did you hesitate?” and then to add, “How little faith you have!”

This story’s message hit me hard. God said quite clearly though this sermon, “Why are you doubting yourself and your mission? I have called you to this work. You are my disciple and I love you. Where is your faith in me and in yourself?” It is hard to argue with this logic. When I decided nearly ten years ago to follow my destiny I felt confident and believed I could do it. While there have been ups and downs since then it is only in recent months that self-doubt has set in. I realized today that my fears (represented by the sea in this story) have diverted my attention from the important calling I have received. The doubts I have been feeling are no different than the angry waves and winds Peter encountered when he stepped outside the boat. “Why am I hesitating? Where is my faith in my God and in myself?”

Is this the happy ending to my journey that I had hoped for? Probably not, since fears and self-doubt will always be a part of my experience. You will likely face these same challenges. Yet somehow today there is a new perspective, a fresh vision of hope. Perhaps this message is what you need to hear as well. Believe in your calling. Trust in your abilities. Have faith in yourself. God does.

Top Line – Bottom Line Part 3

The journey continues as my blog posting was delayed a day by last minute preparations for a major seminar presentation and the Univest Grand Prix, a local world-class bike race that filled much of my Saturday morning and afternoon. There have been some interesting new twists and turns since my last entry. Yes, more people have come forward to comment on the previous posts and some new developments have me pondering yet another vision of Top Line versus Bottom Line.

Perhaps the most interesting of these insights came through a breakfast meeting with an old friend and client. Scheduled several weeks ago (before my recent blogging began) the conversation was both unexpected and invigorating. “How can you come to a meeting without an agenda or plan?” I wondered silently when my friend announced this fact. But there it was…a gift to me for the taking. Someone had actually decided to allow their inner voice to come forth without any ego to cloud their thinking.

Our few minutes passed quickly as ideas for a very different business model were discussed…ideas that hold some interesting hope and promise for guiding me through my current dilemma. While no commitments were made or strategies developed I found myself energized by the conversation and amazed at the courage of a friend who saw a vision for my business that I didn’t or couldn’t see.

The other development worth writing about took place on Friday when I was teaching the opening session for this year’s cycle of our chamber’s Community Leadership Institute. As often happens on this occasion I find myself focused on the deep truths and unshakable principles that guide my work with clients. I always share my destiny statement with the group and allow them to comment and ask questions about it. There are opportunities for me to be “real” and vulnerable with these emerging community leaders. It is always a special time and this year served to remind me of the reason my Top Line Aspirations are so important to me. When they “leaned into the conversation” I felt inspired and fulfilled.

These past few weeks have begun to offer both clarity and hope. While the answers may not yet be clear to me, or to my readers, the questions I am asking seem to be the right ones. Perhaps that is what I need most right now…the right questions. You can help by offering your questions for me to ponder. Perhaps you are on a similar journey and would like to share your story. All are welcome as I move closer to reconciling my Top Line and Bottom Line. There is definitely more to come…stay tuned.

Top Line – Bottom Line Part 2

Last week’s post began a personal journey to discover why my Top Line Dreams seem disconnected with Bottom Line Realities. It generated some helpful comments on my blog site plus additional emails and phone calls offering advice. Here are just a few excerpts:

“Nowhere in your vision/mission statements does it say anything about your "bottom line" expectations...maybe they are not as important as what we make them out to be!”
“I find that I have to follow my vision without being tied to the outcome. We don't always know where the rewards will come from or what they will be. I also find that we get tested; walls get put up like ‘the lack of bottom line results.’ The wall is not to keep us from fulfilling our vision but clarify it for you.”
"Great start, Ken! I wonder how you felt when you completed Part I. It seems to me the challenge now will be remaining opening to connect to One-ness rather than to force the "right" answer by heeding the mind's chatter.”

Thanks to everyone that responded so far. I’m glad to know my story is connecting.

So now what? That has been the question reverberating in my head all week and into the weekend. How do I sort through the many messages from my own ego and the advice of others? What helps you to focus when there are many competing voices? I discovered that some time out of the office offered the break I was looking for.

My wife and I traveled to western Pennsylvania this past Labor Day weekend to visit our son. The trip included some time in Holmes County, Ohio, rural home to the largest settlement of Amish in North America. Known for their simple lifestyle and close-knit families and communities, the Amish have mastered the “Top Line Aspirations” I wrote about last week. They are not influenced by “Bottom Line” thinking when they choose to join the church and adopt a centuries old way of life. Their refusal to allow outside influences to change who they are and what they believe is a lesson for me.

I grew up in rural central Pennsylvania, another area where Amish have settled. This trip reminded me of the many ways that community influenced who I am and what I believe. Memories of an influential pastor, a workplace mentor, and my own family suddenly offered fresh insights for me to ponder. An unexpected problem with our car’s starter motor also showed me how little control I really have over the ebb and flow of life (a story for another time).

Spending some quality time with my family was also a blessing. We laughed about driving right past our hotel in Ohio, explored Lehman’s Hardware store, joked about who could read a road map the best, and enjoyed plenty of good food together. Even our car breakdown didn’t prevent us from enjoying a planned baseball excursion to Pittsburgh. Those memories kept me from fixating on my company’s “Bottom Line” problems. It was a much needed diversion.

As I write this entry I admit my mind is a bit clearer. There are no obvious answers to my quest, at least not yet. But there has been a time of grace for a few days where work was not the focus. It’s a good place to be, a fresh start.

Top Line Dreams and Bottom Line Realities

Regular readers of my postings know that I like to see results. It’s a big part of my DNA…both a blessing and a curse. When I want something to happen I am driven and motivated to work hard, to achieve the goal. If the dream isn’t being fulfilled I tend to work longer and harder often at the expense of family, friends, and my own personal wellbeing. I have been a recovering workaholic for most of my adult life and in the current economic climate find it harder to resist taking another “drink” (translated working evenings and weekends) to see things through to completion.

I also have an inner destiny, purpose, and calling that drives me and I have written about this in previous postings as well. It graces many of my company marketing pieces and is how I measure success, choose clients and projects, and develop program offerings. My destiny is “To create a sustainable community of inspirational leaders.” My purpose is “To work with leaders who want to be inspiring and organizations that embrace them.” My calling is “To serve others and inspire them to grow through teaching, writing, and coaching.” These three components define why I am here on this earth, how I will be, and what I will do. I consider these my “Top Line” aspirations.

For those who know me well, I have been more than willing to share my “Top Line” dreams with them. They are mentioned during my speaking engagements, find their way into coaching conversations, and are included in my writing. By sharing these hopes with others I have been more grounded and focused in my work and in how I try to conduct myself. There has been a sense of clear purpose for me in recent years, something that was missing earlier in my career. I credit my “Top Line” for giving life meaning and for opening my eyes to new possibilities.

When my partners and I founded Higher Ground Consulting Group, LLC in 2002 these “Top Line” aspirations were present and helped define the kind of firm we wanted to become. Early in those formative years the economy was growing and we were successful in recruiting clients and achieving many of our revenue goals. The past 18 months have been a very different story (as many of you are also experiencing). Large and small businesses have been struggling to meet their revenue goals and many have been forced to cut expenses by reducing their workforce and cancelling investments in employee development. These decisions have impacted my company’s bottom line.

Now I face a dilemma that is somewhat unexpected. If I believe in my “Top Line” dreams, and being true to them, then why is my “Bottom Line” suffering? I have always believed the Higher Power in our universe created us for a purpose and that we are called to find and fulfill it during our lifetime. If that is what I am trying to do, then why is my business bottom line suffering? Does this mean I have identified the wrong destiny, purpose, and calling in my life? Doubts and fears have begun to creep into my very soul causing me to revert to old workaholic habits that I know will eventually cause real harm if they continue unchecked. I feel emotionally drained and lack the sense of clarity that has been such a part of my experience in recent years.

A group of dear friends that has been gathering monthly for sharing and support heard my story this past week and encouraged me to write about it. “Perhaps by telling others what you are experiencing you will discover your story is like many others,” they advised. So, that is what I have decided to do. Over the next few weeks, I will share my journey – what I am feeling and thinking, how I am resolving the challenge of a “Bottom Line” and “Top Line” disconnect, and whether anyone else shares this journey with me. You are invited to offer comments and tell your stories as the week’s progress.

I don’t know where the journey will end or exactly how this issue may be resolved for me. Instead I trust that in being vulnerable about my dilemma it will become clear to me that I am on the path God wants me to travel and, perhaps more importantly, I will know if my “Top Line” aspirations are the right ones for me.

Fear Factor

You may remember the NBC television reality show by this same name that had a six-year run beginning in 2001 featuring contestants (usually three men and three women) who competed with each other in a variety of staged events designed to test their physical and mental toughness. Viewers tuned in to see people jump off buildings, eat (and sometimes vomit) gross foods, and flip stunt cars all to win a $50,000 prize. Ah, entertainment at its finest! I’m not recycling this show title to suggest that today’s leaders should schedule this type of competition at the firm’s next employee outing or management retreat. Instead I wish to offer a few thoughts about the powerful role of fear in business and society.

I have written before about the dangers of using fear to control those we are called to lead and serve. Besides the obvious negative effects on morale and productivity, fear triggers biological responses that break down immune systems and may actually contribute to health problems. When we are afraid, our decision-making abilities are often confined to reactionary emotional responses rather than logical and rational analysis. Intense fear can actually paralyze us and prevent any type of timely assessment or action.

Today’s debate about our most important problems and issues is often fueled by fear. Sometimes the fear is introduced deliberately with sweeping generalizations or radical positions designed to polarize and initiate actions or reactions. At other times the fear develops on its own as people begin to gather data and draw their own conclusions about how uncertain their lives or work will be if a policy is implemented. In both cases the fear becomes a fuel that can, and often does, get people engaged.

Leaders can easily fail to recognize the dangers posed by disregarding the latter form of fear. If a course of action is chosen based on the arrogance of being in a leadership position while ignoring the warning signs of genuine fear among followers a leader’s trust and credibility is jeopardized. Fear that is dismissed or ignored to further a personal or corporate agenda won’t go away just because you get what you want. Under these circumstances fear can turn to desperation and the consequences may be far reaching and quite damaging.

The fear that motivates us to take action to protect our families or rescue someone at an accident scene is very different from the fear that represents a sense of helplessness to change what is happening around us. As a leader it is important to know when fear is present in the workplace and which type of fear you are dealing with. The latter fear can only be assuaged by careful listening, sincere and respectful dialogue, and an invitation for followers to be part of the solution. Anything less and the results could be tragic. Like the disclaimer that accompanied every reality show episode, leaders who decide to use fear as a tool for change may wish to concede, “These stunts are extremely dangerous and should not be attempted by anyone, anywhere, anytime.”

Measuring Leadership

Most of the executives and managers in today’s organizations are focused like a laser beam on results. As the economy has spiraled out of control many have responded with sweeping cost-cutting measures to protect profits. Workers have been furloughed or fired. Wages and benefits have been reduced or frozen at current levels. Investments in equipment and training have been eliminated or postponed indefinitely.

There is a price to be paid when results are achieved in this way. Customer service may be compromised as fewer employees must cope with increasing demands. Morale could suffer as remaining staff deal with anxiety and uncertainty about their job security. Productivity might also decline as workloads increase and tired equipment breaks down more frequently.

When we measure leadership is the bottom line truly our best benchmark of success? Does a results-focused mentality ultimately make leaders effective? The need to win or succeed at any price is woven into the fabric of our society. This encourages and perhaps emboldens leaders to push their agendas in spite of clear evidence that not everyone agrees. If leadership is only about majority rule, personal ego, and achieving power no institution will thrive under these conditions.

What’s needed is a new way to measure leadership, one that focuses on authentic behavior, truth telling, and a strong desire to serve others. Imagine leaders who are unafraid to admit mistakes, listen to all points of view, and invite collaboration instead of fueling competition? How would the current economic challenges be addressed if these measures were applied to business, community, and political leaders?

Leadership is not just about impressive resumes and impeccable credentials; it is also about vulnerability and love. Winning your position or achieving a sought after goal won’t guarantee success or accolades from your followers. Sometimes it is better to hold the team together through the difficult times, to unite instead of divide. If your customers and colleagues don’t trust you, even when you have accomplished your desired result, how is that helpful? Perhaps we have just uncovered the true measure of leadership.

The Power of Letting Go

I like to be in control. Just ask my spouse, son, or business colleagues. I’d like to think that my need for control isn’t about wielding power, but perhaps the aforementioned persons would see things differently. Being in control allows me to manage things; to ensure quality, to stay on task, and to meet deadlines. The idea of letting go is both challenging and frightening, yet in recent months that is what I have been trying to do.

Some things in my life are easier to release than others. I’m less obsessive about perfection than I used to be…humbled perhaps by the mistakes that inevitably happen. While I still try hard to perform high quality work I’m more forgiving of myself and others when the outcomes don’t always meet my high standards. I now accept the many interruptions that can wreak havoc with my ordered schedule. When an unexpected visitor appears at my office door the need to control time gives way to conversation and relationship building. It’s a struggle but I’m learning how to let go of these areas in my life, not perfectly, but I think I am making progress.

I wish I could say the same for all the things I try to control. How does one let go of anger and hurt? Can leaders really surrender the future of their businesses to God as an act of faith? When revenue doesn’t meet the budget or clients cancel a signed contract, how do you just let it go? How do you trust a political process that seems bent on destroying free enterprise and the liberties that most of us take for granted?

Leaders are often in unique positions of power and influence. It’s tempting to use this platform to control the very people we are called to serve. Voices of opposition may be silenced or ridiculed. Perceived opponents can be identified and publically vilified. Our need for control can prevent us from listening and learning from others, especially those following us.

As a “recovering control freak” I have much more to learn about letting go. I’m indebted to persons who love me and courageously challenge me to let go. Who is playing this role in your life as a leader? More importantly are you listening to them and willing to experience a new kind of power, the power of letting go?

Lose the Lingo

This past week I was reminded of the challenges leaders face with something as basic as communication. Business and not-for-profit organizations often use buzz-words, jargon, and acronyms in both internal and external messaging that fail to clearly articulate what we intend to say, or in some cases may actually obscure the truth (perhaps on purpose). This practice makes it harder for employees, customers, and vendors to understand what is happening or how to deal with it.

It’s easy to understand why it is tempting for leaders to adopt “corporate speech” instead of engaging in simple truth telling that is clear and compelling. Using phrases like “innovative thinking”, “emotional intelligence”, or “out of the box” may give the leader a sense of power and authority. It separates the leader from his or her followers, implying that only the educated and experienced in an organization understand the complexities of running a business.

Followers know differently. Their water cooler conversation is more honest. “Doesn’t the boss understand we are hurting here? ‘Voluntary cutbacks’ mean my job is in jeopardy or my pay will shrink. Why can’t she just tell us that is what is going to happen?” This common sense dialogue cuts through the uncertainty and helps employees know how to respond.

It’s hard for some leaders to change their approach to communication, especially when the other person’s behavioral style is different than their own. A results oriented leader may blindly charge ahead with a blunt assessment of the problem while the harmony focused worker feels belittled or ignored in the process. Since every conversation includes an emotional component, a speech filled with corporate gobbledygook may leave listeners anxious, confused or simply angry. Leaders pay a price when they ignore the human side of relationships.

We are so addicted to our use of lingo that changing behavior is bound to include some withdrawal symptoms. The Ragan Report, a leading communicator’s magazine, suggests learning to talk at work in the same way you speak with your family. For example, would you tell your wife, “I love how you leverage our budget to buy groceries each week?” Or offer this advice to your children, “Studying hard is one of your core competencies?” While these illustrations seem absurd, consider the reaction you would get if this is how you spoke at the dinner table.

Try an experiment this next week. Reduce or eliminate corporate or industry jargon from your workplace conversations and see what happens. You may be surprised to learn that your employees and customers will tell you things you didn’t know. By modeling truth telling and encouraging common sense conversations the stage will be set for real change to take place. Now that’s some out of the box, off the wall, innovative thinking that will challenge assumptions, redefine priorities, and facilitate transformative inter-departmental behavior don’t you think? Hey, I didn’t say it was going to be easy!

Failing to Succeed

“Good people are good because they have come to wisdom through failure. We get very little wisdom from success, you know.” — William Saroyan

This quote caught my attention in a recent magazine. It seems to fly in the face of what our culture offers as the path to success. Oh, I know we are occasionally reminded in leadership articles about the many times inventor Thomas Edison failed in his attempt to build the light bulb. And there is a current radio campaign citing the failures of Abraham Lincoln prior to his becoming our nation’s president. But these examples seem lost to many of us as we try to figure out how to deal with the current economic malaise.

During an uncertain environment many leaders do whatever they can to reduce risk. This is a natural survival mechanism that may indeed protect our assets and ensure we will survive to live another day. But when our business situation is more volatile there is also opportunity for new ventures or products and services. Imagine what might have happened if companies like Sony threw in the towel after Japan’s defeat in the war? Their initial failures to produce rice cookers did not deter their attempts to become a world-class company producing innovative, high-quality products.

The lessons of failure are often painful and expensive. Yet they are lessons and leaders should consider how to apply them when conventional wisdom urges caution. Without failures there is no real improvement. Unless a product or service fails to deliver as promised the business can’t innovate or improve what it is doing. Failure provides an important context for any success that may be realized.

I know my need to succeed is quite high. My competitive nature and desire for perfection is a lethal combination. On one hand I want and need to take risks and make things happen. This drive is often tempered by the high standards of quality I expect in my work. Failing isn’t an option under these ground rules. But fail I must and fail I do. It is these humbling encounters with disappointment that teach real life lessons and the wisdom needed to grow and learn.

Our current economic ills can’t be overcome if we only plan to succeed. It’s time for our egos and security to be challenged. Failure may be just what is needed to right the ship and get back on track. Of course, we must learn lessons from these life experiences and be willing to share them with those we lead. Our willingness as leaders to admit our personal failures is the first step toward gaining wisdom from these circumstances. I don’t wish failure on anyone, including myself, but when it comes I hope I’m wise enough to learn from it. Maybe you can as well.

All in the Family

I have just returned home from a weekend in Central Pennsylvania where my family gathered for our bi-annual cousin reunion. If you follow my blog on a regular basis you will remember some musings about the previous gathering held in July 2007. I’m returning to the subject of family because it is where many of us received our first leadership lessons.

My grandfather, Tom, was known as a strict disciplinarian who expected obedience and respect from his six sons. My first cousins, who remember him, recall a stern demeanor that sometimes came across as distant and even a bit uncaring. As you would expect in any family system, memories carry different interpretations based on one’s personality and level of intimacy with the person so my reflections are somewhat more positive. An early leadership lesson came on Sunday mornings when I was permitted to sit with him at church. Those memories carry warm feelings as I listened to his deep bass voice during singing and learned respect and reverence for God and his teachings.

Someone reminded me this weekend that Grandpa died the day after my birthday and that memory brought with it deep emotion as I remember crying in public for perhaps the first time at his funeral. That moment was another small leadership lesson about the importance of vulnerability.

I observed countless small acts of leadership throughout the weekend as persons took responsibility for assisting in the kitchen, helping care for the young children among us, mentoring younger cousins as they learned to pitch horseshoes and play Dutch Blitz, or leading some impromptu hymn-singing. We soon had volunteers from each family to plan the next event two years from now.

Family systems can produce both positive and negative leadership lessons. I’m grateful for the Godly heritage that has infused my family with the love and care needed to enjoy being together. We actually look forward to seeing each other and spending time together. The second and third cousins are staying connected and that gives me hope that these reunion events will continue for many years to come.

Whatever lessons you may have learned from your family – either positive or negative – carry meaning and have no doubt shaped who you are as a person. What kind of leadership lessons are you teaching your children and grandchildren? Remember, those lessons won’t remain “all in the family”, they affect the kind of person you are in the workplace as well.

Just Breathe

Most of us take breathing for granted. Those persons with lung disease or allergies likely have a very different perspective. My son carries a pocket inhaler for those moments when his breaths are interrupted by pet dander from cats. Breathing is indeed a gift from God whose Spirit creates life in each of us. Without this sustaining breath our very existence would be in jeopardy.

Stop reading for a moment and focus on your breathing. That’s right; I want you to sense the wonder and power of a healthy breath of air. Imagine how your body is converting the oxygen that has just filled your lungs into the energy your blood needs to pump your heart and fire the synapses in your brain. We don’t think about breathing, even for a few seconds of any given day, we just do it.

Leaders often fail to appreciate the simple daily functions in their organizations that give the enterprise its life. In tough economic times we may discover that what we took for granted is now stressed and gasping for a sense of normalcy. When we reduce workforces without regard for the workload of those remaining we change the breath and rhythm of the firm. If we introduce caustic policies or unrealistic expectations we suppress the natural flow of energy that creates productive, engaged employees.

Hopefully only a few leaders are cynical enough to implement these changes knowing the potential implications, yet without regard for the needs of those persons they are called to serve. Perhaps, in those cases, it is the leaders themselves feeling pressured to act by angry shareholders or greedy investors. Their own ability to breathe can be hampered by such actions.

What seems natural, like breathing, becomes labored and painful if the wrong circumstances exist. Too many companies are experiencing unnecessary difficulty because they have forgotten or abandoned a simple principle. When we treat each other with love, respect, and dignity our spirits can breathe. That breath creates life where there is uncertainty and anxiety. It provides a safe haven for us to share our ideas and work together to weather the current economic storm.

I invite you to reconnect with the spirit in your workplace. Listen more carefully. Observe more diligently. Serve more humbly. Like the breaths you take every few seconds, your influence should never be taken for granted. Just breathe!

Dependence Day

I’m posting these thoughts on Independence Day weekend in the United States. Most media reports indicate that Americans will celebrate this year’s holiday with less fanfare than the past, due to the current economic malaise we find ourselves in. Many fireworks spectaculars have been cancelled, more of our families will stay close to home, and we are all spending less due to uncertainty about the near and long-term future. The Fourth of July holiday recalls the courageous actions of our nation’s leaders who valued their liberty and ability to pursue happiness enough to fight for it. Today those same leaders would be shocked at how far we have fallen from those early ideals.

The initial personal drive and focus on innovative thinking that attracted countless immigrants to our shores is being replaced by a growing majority of citizens who depend on our government to solve nearly every problem they face. Not everyone has succumbed to this thinking but the weight of providing for these unmet needs is shifting dramatically to a smaller and smaller percentage of our population. The current debate on government-funded entitlement programs, like health care, will shift the balance of these issues beyond the breaking point.

The writer of the Psalms saw dependence in a different light. He writes in Psalm 121, “I lift up my eyes to the hills – from where does my help come? My help comes from the LORD, who made heaven and earth.” What a contrast! How many of us daily acknowledge any dependence on a higher power? Do we recognize the role of a Creator in sustaining our lives and providing for our needs? The Psalmist makes no apologies for this dependence on God. In fact, he celebrates the fact that his trust is in someone capable of protecting him and providing for his future.

As someone committed to inspirational leadership I sometimes wonder how dependent I am on God. It’s easy to believe that my own initiative and drive is opening new doors, bringing me clients, and creating my future. But I know that is not the case. Yes, I must act when given the opportunity. Yes, I must do my best and continue to grow and learn. Yet, in reality, I can only succeed when my independent spirit yields in dependence to the one that created me in the first place. Dependence leads to independence.

I suppose some of my blog readers may take issue with the spiritual overtones of my message. There is no intent to disrespect or offend anyone. On this Independence Day weekend I simply want to offer a different perspective. If you believe, like I do, in the spiritual connections of all humanity and acknowledge the creative power of a God that rules our universe, then perhaps we should actually be celebrating Dependence Day with our family and friends. Go fire up that grille!

Keep Still

What do you do when facing a particularly challenging situation or perhaps even great danger? Leadership can certainly include some of both. I thought of this topic earlier today as I prepared a Sunday school lesson from Exodus 14 where the Israelite nation is escaping from bondage in ancient Egypt. As they realize a well-trained army of elite chariot warriors is fast approaching, the people cry out in fear to Moses (and indirectly to Yahweh, their God). The response to their well-founded concern seems absurd. Moses says, “Do not be afraid, stand firm, and see the deliverance that the LORD will accomplish for you today…the LORD will fight for you, and you have only to keep still.”

On my recently completed vacation trip to the Smokey Mountains of eastern Tennessee the men in our group were on a day trip to visit Cherokee, North Carolina. At the rest stop located on top of the mountain marking the state line we encountered a black bear that had decided to visit a trap located about twenty yards from the restrooms. The advice of “keeping still” made perfect sense in this situation as the bear made its way slowly toward the building where we were gathered to watch and take pictures. The photo included in this blog is proof of our encounter. Any sudden moves could have startled the bear to escape into the woods or to charge at us, I suppose.

But imagine the dilemma facing Moses and the 600,000 men plus women, children, and animals facing an impossible choice? To learn that an unseen force will fight for them must have been difficult to hear. Yet they did “stand firm” and “keep still” as God used natural phenomenon to confuse their pursuers and give them time to escape. Eventually the army perished in the sea.
As I pondered the connections between my bear story, the Red Sea rescue, and a possible leadership application I wondered what “keeping still” looks like every day in the workplace. Are you, like me, impatient at times to act when “keeping still” might allow a better solution to emerge? Do you assume the worst when sales slow and competition increases or might “keeping still” give you time to reflect on what is actually producing these trends and develop sensible responses? When was the last time you allowed a direct report or colleague to fight their own battles instead of intervening on their behalf? Might “keeping still” in those situations offer life lessons that could serve the person’s own leadership development?

Moses didn’t abdicate responsibility or suggest that his Hebrew people do the same. Instead he invited them to be prepared for a different approach, to see a new way, to act in faith. Eventually the people needed to walk between walls of water to safely escape the threat posed by the Egyptians. That took courage and required them to act. Leaders have many opportunities to do the same thing. Unfortunately the option of “keeping still”, even for a brief time, is generally abandoned in favor of decisive action. But the question remains, is there still that unseen force standing ready to fight for us? We may never know if we refuse to “stand firm” and wait.

Worth the Wait

Patience isn’t one of my nobler qualities. Just ask my wife how I react to being stuck behind slow traffic on a two lane country road. Or catch me on a busy work day when the computer decides to freeze in the middle of an important project (thanks Microsoft). I’m guessing that waiting is a problem for quite a few of my readers so maybe this is a timely topic.

This weekend we will be leaving for a nine-day vacation trip, something that has been in the planning stages for nearly two years. The anticipation preceding such an event is sometimes more fulfilling than the actual experience itself. Since I love to research and analyze options there have been more than a few evenings spent searching for the perfect lodging, mapping the route, and choosing a variety of venues for dining and entertainment. This trip will include three other couples so that has added special challenges to the process. When we “hit the road” on Saturday all the waiting will be over and it will be time to enjoy the results of my work.

What is worth the wait for you in your leadership role? Do you anticipate growing personally and professionally in the next twelve months? Is there a succession plan requiring your attention in the not too distant future? Where is your next big challenge coming from? Are you expecting to win a large contract, hire a key executive, present a proposal, or celebrate an employment or business milestone? Is the waiting exciting or nerve-wracking?

Sometimes the frenetic pace of our lives obscures the importance of waiting. We forget that farmers have little control over weather conditions and must patiently wait for the rain and sunshine required to nurture the seeds they have planted. We miss the subtle nuances of a spring breeze that turns the outstretched arms of the wind turbine on a distant ridge. We fail to appreciate the light years of travel that bring images to life amidst the mirrors and cameras of the Hubble telescope. Our rush to accomplish more with less doesn’t serve us well. It’s time for us to rediscover the gift of waiting.

Next week you will need to wait for a new blog entry. I’ve already decided a two week hiatus is needed to recharge my creative batteries and prepare me for another year of writing. You can learn some patience as well while you anticipate what I will write about when I post my next piece. Hopefully, like my vacation trip, it will be worth the wait.

Rebuilding Trust

I must confess that I borrowed the title for this week’s excursion into leadership from the most recent issue of Harvard Business Review. Actually they have a series of articles spotlighting the topic under this broad themed moniker. It’s worth the read and I’m not planning to plagiarize their work. You can check it out online at hbr.org if you like.

If you regularly peruse my weekly ruminations you will know that trust has been my most popular topic. At least five articles feature trust as a keyword and there are likely others that include a reference to trust somewhere in the text. So it should come as no surprise that the attention this topic received in a leading business magazine caught my eye. Here are a few brief observations about their coverage.

In the spotlight introduction this sentence is a key one: “A modern economy simply can’t function if people don’t have faith that the institutions around them actually work.” I would extend that reasoning to include other systems and relationships – management and labor, clergy and laypersons, husbands and wives. Trust undergirds nearly everything we do and yet we spend very little time understanding how to maintain and enhance this fundamental ingredient to a healthy organization or marriage.

The magazine articles focus on the need for better communication – a culture of candor – in organizations and also suggest that we aren’t always smart when choosing whom to trust – Bernie Madoff is the prime example. There is even a timeline of highs and lows in the public’s trust of business. These articles suggest that transparency in business is no longer an option and that our willingness to trust often gets us into trouble. If their observations are correct, it will take some time for business and political entities to rebuild trust.

The most penetrating article was a no-holds-barred assessment of the role business schools have played in the systematic failure of leadership that has been so influential in the recent economic meltdown. As I read the critique and proposed solutions to the problem I admit to being more than a little skeptical. After all, inviting an academic dean and former professor to analyze the shortcomings of the nation’s best known MBA programs is a bit like asking Barry Bonds to assess Major League Baseball’s current drug screening process. But to the author’s credit he pulls no punches and makes it clear these institutions are culpable for the “values-less” leaders they have been producing in droves each year. Contrition has been almost non-existent from the schools (no surprise there) as their funding depends on competitive rankings that have little to do with ethics and values. And so it goes.

It seems obvious to me that the effort being made by HBR to address the issue of trust will bear little fruit until the system that produces each new generation of leaders is dismantled and rebuilt. Is there the will and incentive to make these innovative changes? With our short memories and jaded views of the world I’m not optimistic. Greed and selfish behavior have been with us since Cain and Abel. It’s easier to do what we know and that is likely the path we will choose. Rebuilding trust makes for great headlines and likely sells magazines but as a new mantra for business it’s not likely to take root. I wish it didn’t need to be that way. Maybe that’s why I never pursued my MBA.

Digging In the Dirt

It’s Memorial Day weekend and, like many of our neighbors, my wife and I have been planting flowers. It’s an annual ritual, a rite of spring that comes and goes with the rhythms of the season. This year the cooler, wetter weather has postponed the work but, I’m happy to report, the beds are filled with new color, vulnerable seedlings, and the many wooden and metal ornaments that add character to the presentation. This year we have included some new varieties of flowers and gambled on more perennials. The project has ended with tired backs and redder than usual complexions.

Digging in the dirt seems a strange topic for my weekly rumination about leadership but I was struck by the lessons that planting offers. In the next few paragraphs perhaps you will see what I mean.

As someone who grew up on a farm in central Pennsylvania the spring season was an especially hectic time. It seemed we were always negotiating with nature to find just the right blend of warm sunshine and gentle rains so the seeds we sowed would germinate properly. Cultivating leadership is also a matter of timing and requires a proper mix of teaching, mentoring, constructive feedback, and meaningful praise. Many young leaders fail to grow because we neglect to invest in their personal development or do little to encourage them when the opportunity is there.

To plant flowers requires getting your hands dirty – grit underneath the fingernails kind of grubby. Even with a good pair of gloves it is hard to avoid the stains that come from investing this much energy in the moist, brown soil. Developing leaders also involves a deeply personal stake in the outcome. When a mentee or protégé disappoints or fails to deliver as expected sometimes the blame rests squarely with us. Our reputations may be blemished along with theirs, a risk we must take to help others succeed.

Each person we identify for leadership training will be very different. The flowers I planted today aren’t all the same either. Some can thrive in full sun while others must have the protective canopy of shade. The amount of moisture, space needed to grow, and level of pruning differs with each variety. People need this same personalized care. Some leaders need space to be creative; others require privacy to analyze and prepare. Many leaders will do well with minimum coaching or direction; others crave praise or attention so they know how they’re doing. Your job is to pay attention to the nuances and tailor your approach to maximize potential.

As the seasons change again this year, the flowers planted today will take root and be transformed into beautiful palettes of luminosity and fragrance. Any memories of today’s aches and pains will be replaced with pride and amazement as we enjoy God’s bountiful handiwork. Your investment in people also has its rewards. Future managers, senior executives, even potential owners can all be grown from within the organization. By “digging in the dirt” now, you too can enjoy the rewards of a well-placed and well-paced investment in your brightest and best. Happy planting!

Can You Hear Me Now?

Most of you will recognize the title for this week’s journal entry. For a number of years Verizon Wireless effectively built a case for their brand’s cellular network reliability by placing a non-descript actor wearing the company uniform in dozens of unusual and remote locations where his single question “Can you hear me now?” was always met with an affirmative response. Consumers came to trust his claims and Verizon now uses this same character, along with dozens of his colleagues, to tout the strength of their network as well.

In the context of leadership, this question illustrates an important disconnect between what we say and how others hear our message. In fact, too many leaders at every level in business and government offer confusing and sometimes incredulous responses to even the most basic questions. House Speaker Nancy Pelosi spent an entire news conference this past week offering stilted and sometimes outrageous remarks about her knowledge of intelligence briefings. If we practiced her approach to communication, my title question might sound like this: “Are we capable of maintaining a modicum of consistency within our broad range of coverage so you may know and understand the nuances of your voice parameters without fail?”

As ridiculous as my example may seem, an approach to communication that is truthful and transparent often seems out of reach. We are bombarded with corporate lingo that includes overused metaphors and mind-numbing acronyms. Our political leaders use evasive and deliberately ambiguous words and phrases to parse the truth and protect their own self-interests. Where is the leader willing to speak plainly about our problems and challenges?

While I love the English language, and admire those who eloquently use it to weave imaginative stories, challenge us with poignant prose, and ignite us with inspiring visions, I also long for a simpler way. Where is the leader willing to offer direct, yet compassionate advice? Who will be the politician that admits they made a mistake or don’t have an answer to a pressing problem? When will employees have the courage to confront each other’s behaviors in the workplace with dignity and respect?

Might the simple phrase “Can you hear me now?” hold promise for a new way to communicate? Could each of us make a commitment to clarity and common sense in our conversations? Will we banish banality from our speeches and presentations? Can we agree that leaders need to ask fewer questions and listen instead? Did I just hear a resounding “yes?”

Graceful Leadership

This past Friday morning I hosted twenty business, not-for-profit, and community leaders for a half-day workshop where we explored the theme of “Building Inspiring Organizations.” In the keynote address and breakout groups our discussions focused on the role that grace plays in this process. Grace, from the Latin gratus, means praiseworthy but it is further defined as beauty; charm; a sense of what is right and proper; decency; thoughtfulness; and good will. We are inspired by people with grace because their integrity, love, and courage create symmetry in their relationships with others.

During the breakout discussions we challenged each other to share ideas for being more graceful with our employees, customers, and suppliers/vendors. We wrestled with how to be kind instead of right, being a better listener, honoring the priorities of others, winning without creating losers, and how to make it fun to do business with us. The conversations were sprinkled with stories of our own struggles to answer these questions and some examples of success we have achieved along the way.

Leaders who practice grace, and thus inspire others, must demonstrate four qualities. First, they must selectively show their weaknesses. Exposing some of our flaws establishes trust, encourages collaboration, and builds solidarity. Second, they learn to rely on intuition (or instincts) to gauge the timing and course of their actions. Sensing what is wrong in the workplace, our client’s mood, or our vendor’s business situation seems natural to graceful leaders. Third, they are empathetic in a tough sort of way. Balancing what individuals need with the task at hand, graceful leaders care deeply about people and about the work that must be done. Fourth, they dare to be different by embracing their preferred behavioral styles and their strengths. Graceful leaders are vulnerable and real with everyone they serve.

Perhaps the most jarring question posed to the group came during my keynote address when I asked, “Why would anyone want to be led by you?” It seems like such a simple question. How would you respond? Those in attendance listed it often on evaluation forms and mentioned it during our wrap-up time as one of the key takeaways from the event. Imagine the transforming power of this question if it were carefully considered and truthfully answered by our nation’s top political, business, not-for-profit, and religious leaders?

I experienced graceful leadership from those who gathered for this time of reflection and discussion. Perhaps they sensed grace in my words and deeds as well. In a world where competition, fear, deception, and control have created uninspiring workplaces we need graceful leaders with the courage to model a different way. It’s not too late. Who will join this movement to restore grace into our employee, customer, and vendor relationships?

Change Agents

I’m currently reading a powerful and interesting book written by Mark Friedman titled “Trying Hard Is Not Good Enough.” It is based on the premise that much of what we do in the public and private sectors doesn’t produce measurable results or improvements in the lives of our customers or communities. He cites examples of organizations seeking the perfect mission statement, preparing meaningless reports, wasting countless hours in meetings, and relying on outside experts to tell us what is needed. In spite of our well-intentioned efforts, much of what we tout as progress does little to engage people, change their behavior, or improve the quality of our products and services.

Friedman proposes a different approach called Results Accountability. It provides a simple, common sense way of thinking and acting that makes a real difference. I’m not planning to share all of the wisdom in his book – you can read it for yourself – but I do wish to offer some very brief thoughts about the role of leaders as change agents in their organizations.

Business and not-for-profit leaders know that measuring performance is an important way to hold people accountable for results. Friedman points out that our traditional models for performance measurement come out of industrial production, but there is little connection between the inputs and outputs in a factory with those of a service organization. I would add that my own observations and experiences lead me to believe these models don’t always adequately capture the human dynamics of an assembly line environment either, but that is a topic for a future blog entry.

If an enterprise wishes to effect lasting change then its performance measures must be simple – connecting what it does with actual improvements in the lives of those it serves. Leaders in these organizations must adopt a change-agent approach by measuring both the quantity and quality of effort and the quantity and quality of effect. Friedman suggests three questions that provide universal performance measurement categories: How much did we do? How well did we do it? Is anyone better off? By honestly answering these questions we can gauge how well our efforts produce effects. If people or communities are not substantially better off as a result of our work, then we are not really doing our jobs well.

Leaders wishing to adopt a change-agent model have many potential hurdles to overcome. One of these is the need to tell the truth about internal performance. I have addressed truth-telling on other occasions in my writing so you know my position on the important role it plays in revealing the integrity of a leader. Even the simple answer “I don’t know” is a better tact to take than lying to protect one’s ego. It is tempting in every setting and at every level within an organization to tout successes but fail to reveal when established goals or standards are not being achieved. This may be especially true for not-for-profit boards where members prefer to project high expectations on staff while rarely turning the spotlight inward on their own performance.

I long for the day when government, not-for-profit agencies, and the private sector adopt a new model for creating lasting change. While Friedman’s approach is an important tool it will also require a new style of leadership, being a change-agent, to champion this effort. Are you up to the task?

Lessons from Back Pain

As you can tell from my posting title, this has been a challenging week. If you have ever suffered with lower back pain you know what I am talking about. Since Wednesday morning I have been dealing with varying degrees of discomfort in the muscles that occupy the lower left quadrant of my back. No, I don’t know what I may have done to aggravate or injure myself. Yes, I have received plenty of suggestions from family, friends, and colleagues about possible treatments and preventative actions to take. Meanwhile, I have ignored most of them and chosen to work in spite of the pain. Call me stubborn if you like.

So what does a bout with back pain have to do with leadership? Perhaps nothing, but my experience reminds me how leaders can ignore symptoms and fail to treat the sources of pain in their workplace. Let me illustrate.

In my case I don’t know the real cause of my soreness. Without exploring what is contributing to the ache I can’t take any real steps to prevent a future reoccurrence. Leaders sensing troubles in their office, factory, or distribution center too often choose to ignore the issues behind the pain. Like me, they try to work through the discomfort knowing that at some point there will be a reprieve. While this strategy may prove successful in the short-term it does nothing to protect the leader from a repeat of the same scenario at some future date.

When one muscle in my back is strained or injured the other muscles and tissues react to compensate for the weaker area. In effect, they work harder to keep my body in alignment and able to function. While this seems like a helpful strategy it may actually prolong the recovery period by stressing these muscles as well. In workplace stress the person causing the pain isn’t just hurting their productivity but is likely affecting the job satisfaction and productivity of their co-workers. Because they are forced to compensate for the problem employee’s behavior their stress is increased and the impact spreads deeper and further than may be necessary.

Leaders would do well to pay attention to small signs of trouble and workplace discomfort. They should take more preventative steps to replace ineffective managers or provide them with training and coaching. Employees should be offered access to Employee Assistance Programs or other safe avenues for them to alleviate the stress they may be feeling due to layoffs, reduced hours, or problems at home.

Back pain, like workplace stress, doesn’t need to become a chronic issue. Just as there are effective treatments like yoga and exercise to build stronger more resilient back muscles, leaders can employ training programs, counseling, and coaching to create healthier teams and workplaces. Being stubborn and working through the pain is also an option. Ask me in about a week how that is working for me.