Sunday, January 31, 2010

Are You Inspiring?

This week I participated in a conference call with nearly 100 other persons from around the globe. Hosted by Dr. Lance Secretan, a Canadian author and consultant, the topic focused on a new book he has written that will be published later this spring. Titled “The Spark, The Flame and The Torch” its message is presented as an integrated theory of how to be inspiring at all times and at every level. It is a theme that resonates with me.

A number of years ago I developed a Destiny Statement that has guided my life and work. It draws heavily on the theme of inspiration and says, “My destiny is to create a sustainable community of inspirational leaders.” To be sure, this is a challenging task, as I have discovered, but it also sustains me as I facilitate leadership classes, mentor and coach leaders, and write this weekly blog. It’s a legacy I hope to leave behind after my death.

Secretan used the call to remind us how dark this current era of leadership has been and how far we have strayed from the vision of inspiring others in the workplace, or any other venue. One doesn’t have to look very far (perhaps only the mirror) to see leaders who use control and fear to manage their employees and interact with vendors or clients. Every day the news reports remind us of companies who lose the confidence of customers by failing to tell the truth or do the right things. Toyota is learning a valuable lesson as it struggles to manage a massive recall involving many of its most popular vehicles. Silence by company leadership is not inspiring to millions of loyal customers.

Those participating in the conference call were invited to assist Secretan in creating a movement toward inspiration. This may involve small steps like sharing the news about the book with others or inviting them to join the movement. Some of us are already trying hard to live and work in a way that inspires others so this movement will become an extension of who we already are. Others suggested simple meditation exercises we can each practice inviting God’s Spirit to permeate our being and connect us with the spirits of those we meet. Many of us plan to buy copies of the book to share with clients and friends.

One way I plan to be more intentional about this new movement is to ask myself a simple question each morning, “How can I be inspiring today?” I’m hoping this exercise will encourage me to be more inspiring with my spouse and family, with my work colleagues, with my loyal clients and new prospects, and even with the drivers who irritate me on my way to work. Inspiration begins with the energy within each of us. I’m driven by my Destiny Statement and work hard to model inspirational leadership in the work I do. As loyal readers of my blog posting I invite you to join this movement and add your inspirational voice to the chorus. Together we can teach the world how to be inspiring!

Saturday, January 23, 2010

Leadership Colors

I try to avoid discussing politics in my weekly posts because invariably someone will be upset. Our national political scene is defined by blue and red states where ideological perspectives polarize communities and impose gridlock on the most pressing challenges we face. This past week Scott Brown won an improbable seat as United States Senator from the very “blue” state of Massachusetts. The political pundits and party leaders on both sides of the spectrum immediately tried to explain the outcome and its impact. I’m writing about it for a different reason.

As my title subtly suggests, I’m wondering if Scott Brown will redefine what has been a dismal excuse for representative government. He promised the voters of his state not to forget this is “the people’s seat” when he gets to Washington. His victory was due to growing alarm among average Americans about spending, unimaginable deficits, and too much government control of the private sector. He won by campaigning well and staying on message. His coalition of Republican, Independent, and Democrat voters suggests his views resonated across political lines.

But now comes the hard part for Senator Brown. Will he remain “Brown”, turn “red”, or morph into something else as he works on behalf of the people he represents? It’s a common dilemma facing every leader. Authenticity is rarely seen in today’s leadership circles. When it does appear, it always attracts a following. If we know that a leader is not just saying things to be liked or to get elected; when we sense they are listening and understanding our concerns; if their words and deeds align on a regular basis; we are drawn to their message and their cause. This is the blessing and curse of Scott Brown.

Living and governing with authenticity will put this new senator in the crosshairs of every politician, special interest group, and opposing point of view. Even those from his own party will attempt to change who he is and what he stands for. That’s what happens when leaders lead. It will take courage to stand his ground or sometimes stand alone. His voice will be drowned out on some issues but he can’t give up. He must be willing to lose for doing what is right instead of winning at any cost.

Being “Brown” is what put this new leader in Washington. His common sense ideas and passion to represent the people’s interest will be tested as never before. Will he become the prototype of a new political leader for his party? Can his example give others the courage to be authentic and principled? Will the public demand more leadership like his in the days ahead? No one can predict for certain what will happen but, if you are already a leader or aspiring to be one, the message seems clear. Brown isn’t just another “red” or “blue” in a dull political landscape. It may become the new color of leadership.

Sunday, January 17, 2010

Disconnected

“Nothing in all the world is more dangerous than sincere ignorance and conscientious stupidity.” Martin Luther King Jr., Strength to Love, 1963

When civil rights leader, Martin Luther King, Jr., penned these words I’m sure he was not aware of how timeless his advice would be some 47 years later. Leaders at every level in organizations and society test the merit of Dr. King’s advice on a daily basis. When faced with tough choices and important decisions leaders need an awareness of how those whom they serve are viewing the same situation. Without the compass of employee and customer feedback to guide them, leaders will fall blindly down the “rabbit holes” of ignorance and stupidity. The results are almost always disastrous.

Why is it so easy for leaders to become disconnected from the very people whose insights and loyalty are needed? Is it arrogance and ego or something else? I don’t pretend to have the right answers to these questions but here are some brief thoughts about the matter. First, leaders rarely make it easy for those around them to tell the truth. Even the positive effects of 360-degree feedback can be muted if a leader is dismissive of the results. Over time the absence of truth has a devastating impact. The Shuttle Challenger disaster had its roots in a NASA culture that discouraged employees from speaking up about problems with the O-rings that eventually failed and caused the fatal accident.

Second, leaders may consciously choose to ignore the will of those who follow them. This approach may be driven by pure arrogance and evil or by the assumption that leadership simply knows what is best. I suppose parents might justify this strategy since their children often can’t make their own choices because of age, maturity, or level of experience. But adults are sure to resent leaders who force their will on the people. Our current health care debate seems poised to move in this direction. It remains to be seen how the American people who oppose the current plan will react if it is forced into law.

Perhaps a different way to understand Dr. King’s words is in the context of another quote attributed to him. “All men are caught in an inescapable network of mutuality.” To prevent becoming disconnected as a leader we must recognize and value the importance of how we all are connected at the deepest levels of our human spirit. It is adhering to this latter advice that will prevent leaders from acting with sincere ignorance and conscientious stupidity. In other words, being disconnected is no way to lead.

Sunday, January 10, 2010

It's in Our Face

I don’t understand the physiology of my face but there’s one thing I do know – it’s hard to disguise how I’m feeling – regardless of how hard I try to control the muscles, nerves, and tissue. If I’m worried, it shows on my face. When I’m sad, it’s usually pretty obvious. Yes, anger makes its appearance as well. My face often mirrors what is happening inside me and it can affect my ability to lead.

Duke basketball coach, Mike Krzyzewski, is quoted in his bestselling book “Leading With the Heart” as saying, “A leader has to show the face his team needs to see.” He’s describing the challenges facing leaders when they are in a crisis situation. The way we are feeling is obvious to the team regardless of what we say, and even how we may say it. Our eyes can reveal the fear and suffering. Our gait speaks volumes about our level of confidence. Our smile can change the atmosphere in a room.

When things are tough in business, as many of us are experiencing right now, it’s hard to feel confident and strong. Yet that is often exactly what our teams and clients need from us. When we believe in ourselves we actually become stronger. If we succumb to fear our opponents will quickly gain the upper hand and our employees may doubt themselves and the company’s ability to handle the crisis.

I’m not suggesting that we deny our fear but rather attack it head on. Learn how to give your team what they need to succeed and get through the toughest of times. Do they know that you believe in them and in yourself? Does your face show confidence and optimism? Is your expression and body language in sync with what you are saying? In other words, are you showing your team the face they need to see to believe they can actually win the game?

Sunday, January 3, 2010

Try Optimism

For more than two years now our nation has been struggling with a persistent and deepening recession. The pain it has caused seems incalculable. Retirement savings have been decimated or completely wiped out, unemployment remains in double digits, homes have been lost to foreclosure, access to credit has been difficult, and Washington politicians continue to pursue unpopular legislation and drive the country deeper into debt. It’s hard not to be pessimistic about what lies ahead…we are a nation and a people in trouble.

Leaders of every stripe have been struggling to find answers to the relentless problems we are facing. Partisanship seems to govern the decision-making at a political level…federal, state, and local. Business leaders have resorted to cost-cutting in their response to the crisis. Those with the power and position to guide our country through these troubled times have mostly served up gloom and doom predictions, labeled every situation as a crisis, and spent money we don’t have to fix the problems. Even I have succumbed at times to making excuses and feeling overwhelmed by it all.

On Christmas Day 1776 General George Washington must have felt like his situation was nearing hopelessness. His army had collapsed from 30,000 soldiers just a few months earlier to less than 2,500. One third of his army did not have boots and the winter weather was cold and snowy. Somehow Washington saw optimism in his situation. He rallied his troops to cross the icy Delaware River at night, march the nine miles to Trenton, and defeat 800 professional German soldiers stationed there. The decision became a turning point in the Revolutionary War and eventually our young nation won its freedom.

Optimism is defined as a conclusion reached through a deliberate thought pattern that leads to a positive attitude. It differs from hope because it relies less on emotion and more on putting actions and events in a favorable light anticipating a constructive outcome. Had Washington and his soldiers sat around the campfire lamenting their terrible situation or offering doomsday scenarios it is unlikely they would have acted with purpose to change their situation. If the bootless volunteers in this rag tag army had refused to wrap burlap around their frostbitten feet and march those final bloody miles there would have been no victory. Optimism invites us to solve life’s toughest problems by viewing obstacles as opportunities and working to create a new future.

Today’s leaders, at every level in our society, should take a lesson from Washington’s optimistic and opportunistic approach. Let’s embrace the challenges we face and imagine new approaches. Let’s commit to making sacrifices (whatever going bootless means to you) and go boldly across whatever icy river (defined as your problem) stands in your way. Let’s never forget that the issues we call grave or foreboding, pale in comparison to the obstacles that threatened our nation’s fight for freedom. Let’s be grateful that lessons like these can still teach us as we enter a new decade.

Here’s wishing all my readers (and leaders everywhere) an optimistic and prosperous New Year!