Sunday, August 30, 2009

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.

Sunday, August 23, 2009

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.”

Sunday, August 16, 2009

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.

Sunday, August 9, 2009

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?

Saturday, August 1, 2009

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!