I’m a fan of Google Earth, the satellite view of our world, that allows users to zoom in for a birds-eye view of everything from one’s home or business to famous tourist destinations. The wonder of seeing everything from a 10,000 foot view is akin to taking an airplane ride around the neighborhood. For those with a penchant for keeping one’s feet on terra firma the software offers a street view as well. As you can imagine the perspectives change dramatically as you fly from overhead to curbside.
Leaders tend to bring their own perspectives to everyday activities and management decision. Some leaders I know relish the big picture, framing their world view around the general patterns or concepts that shape their understanding of what is happening. These persons rarely pay attention to details, preferring instead to focus on their vision for the future. A leader with this viewpoint will often dismiss the need for specific plans and timeframes, settling instead for adopting general operational procedures that are easy to implement.
The opposite of this birds-eye view of managing is the leader who sweats the details. These persons may overanalyze situations, preferring to examine every angle before making a decision. Sometimes these leaders will rely solely on their business instincts or personal relationships to get things done. They prefer to protect their turf at the expense of collaborating for the greater good. A leader who always seeks to minimize risk may also stifle creativity and innovation.
My personal perspectives as a leader tend to begin with a street view of the situation. I like to analyze the available data and consider various options before acting. However, I also possess a need for the 10,000 foot view. Without a larger context I struggle to know how my piece of the truth fits with the truth held by others. I also like to consider how the idea or plan will affect customers and colleagues. This isn’t always an integral part of the change process.
In reality a leader needs both of the Google Earth views to make effective decisions. During a time of crisis, knowing how to respond at “ground-level” is vital but so is the ability to fly above the situation to determine if the issue may be more widespread and dangerous. For organizations with well-established markets and processes the danger of complacency lurks unless the leader invites introspection and encourages initiatives that will spark innovation. By never allowing our view of the world to travel below the rooftops we are sure to miss the signs of customer and employee unrest.
If only leaders could click a button and seamlessly travel between the clouds and the weeds, but of course it’s not that simple. Visionary leaders must learn how to examine the details for clues and cues. Analytical leaders must learn how to leave the comfort of their office to gain a broader context of the numbers and their meaning. Leaders who place value on self-image or workplace harmony must learn how to appreciate the processes that often drive bottom-line results. Knowing one’s preferred perspective is essential; accepting the need to alter that view when necessary is critical. Too bad there’s not an app for that!
Sunday, March 27, 2011
Saturday, March 19, 2011
Helping Leaders to Flourish
The beginning of another Spring season seems like a good time to consider what causes people, plants, animals, and other organisms to grow. A particularly favorable environment can dramatically influence the success of a species, causing it to develop in a healthy and vigorous way. For example, my fenced in back yard with a well-maintained lawn has become a favorite habitat for the many rabbits that seem to thrive in our semi-rural neighborhood. Throughout the year I can observe them eating and lounging in the lush green grass. Their ability to flourish in this relatively safe environment has also forced to me to be extra vigilant in preventing them from choosing my yard as their perpetual maternity ward.
Unlike rabbits, who require a minimal set of circumstances to prosper, human beings have complex needs and wants that influence their ability to thrive in the workplace. Perhaps that is why some leaders simply choose the easy route and behave the way they are most comfortable, regardless of its impact on other people. This may be acceptable in the short-term but is sure to create challenges if the leader never adapts his or her approach. When leaders flourish or decline the enterprise often reflects this development.
A flourishing leader must possess more than just skills and knowledge about the job. Today’s uncertain and stressful times require competencies in conflict management, work-life balance, how to develop other leaders, emotional intelligence, and teamwork. For many leaders this is foreign territory so it is not surprising when they are ill-equipped to do the work. Organizations need to invest more intentionally in leadership development and coaching or mentoring programs. Even a seasoned leader is not immune from learning more about themselves and how to be more effective in their role.
What areas of your personal and professional life could use some retooling or exposure to new ways of thinking? Where are you guilty of maintaining the status quo instead of advancing toward a new personal improvement goal? Who could assist you in your growth and when are you willing to get started? As the earth is reborn through its annual ritual of seasons, leaders should also ponder how they will ensure their ability to flourish in the days and weeks ahead. Without a plan, and commitment to implementing it, one’s ability to lead will decline and eventually die. Nurturing your personal growth and investing in the development of your team will also create an organization that flourishes. What are you waiting for? Spring has sprung!
Unlike rabbits, who require a minimal set of circumstances to prosper, human beings have complex needs and wants that influence their ability to thrive in the workplace. Perhaps that is why some leaders simply choose the easy route and behave the way they are most comfortable, regardless of its impact on other people. This may be acceptable in the short-term but is sure to create challenges if the leader never adapts his or her approach. When leaders flourish or decline the enterprise often reflects this development.
A flourishing leader must possess more than just skills and knowledge about the job. Today’s uncertain and stressful times require competencies in conflict management, work-life balance, how to develop other leaders, emotional intelligence, and teamwork. For many leaders this is foreign territory so it is not surprising when they are ill-equipped to do the work. Organizations need to invest more intentionally in leadership development and coaching or mentoring programs. Even a seasoned leader is not immune from learning more about themselves and how to be more effective in their role.
What areas of your personal and professional life could use some retooling or exposure to new ways of thinking? Where are you guilty of maintaining the status quo instead of advancing toward a new personal improvement goal? Who could assist you in your growth and when are you willing to get started? As the earth is reborn through its annual ritual of seasons, leaders should also ponder how they will ensure their ability to flourish in the days and weeks ahead. Without a plan, and commitment to implementing it, one’s ability to lead will decline and eventually die. Nurturing your personal growth and investing in the development of your team will also create an organization that flourishes. What are you waiting for? Spring has sprung!
Saturday, March 12, 2011
I Confess
This past Wednesday marked the beginning of the Lenten season for Christians, the forty days that count down the calendar to Easter Sunday. Lent is a time to confess and repent, a personal invitation to review one’s life and consider where behavior may have fallen short. Leaders are certainly guilty of behaving badly as evidenced by public examples that now routinely end up on YouTube and television. Unfortunately many of them simply blame their circumstances on someone or something else instead of acknowledging personal culpability. We all know denial or finger pointing won’t help fallen leaders become more effective or respected.
Why do leaders fail to recognize the value of confession as a powerful tool for emotional release and restoration? I know from personal experience that my actions in the workplace aren’t always acceptable. When I deny the problem my moral compass causes me to feel guilty. If I never apologize to the person I have hurt, or make amends to a customer that was treated poorly, the guilt I am feeling may eventually subside or even disappear. But the person I have wronged may never understand or forgive my actions. That relationship could be damaged beyond repair and the consequences could cost me dearly.
It seems simpler and healthier to confess and repair the damage when our actions or inactions cause someone else pain. If the benefits are so obvious why don’t we behave this way? There is certainly cultural pressure to blame others and for some leaders this peer pressure may be difficult to overcome. Unfortunately, truth-telling has become secondary to profits, political correctness, and protecting one’s interests or image. Our nation has also lost much of the religious and moral fabric that once pervaded the way we conducted business and behaved personally and professionally.
Perhaps it is time to admit there are consequences to carrying the weight of our transgressions throughout the day. Guilt saps our physical energy, drains us emotionally, and deadens our spirit. Leaders would do well to simply own and name their misdeeds. That act of confession could become a powerful instrument for healing. Relationships could be restored and new models for organizational behaviors established. We need leaders with the courage to authentically repent. The next forty days is a good place to start.
Why do leaders fail to recognize the value of confession as a powerful tool for emotional release and restoration? I know from personal experience that my actions in the workplace aren’t always acceptable. When I deny the problem my moral compass causes me to feel guilty. If I never apologize to the person I have hurt, or make amends to a customer that was treated poorly, the guilt I am feeling may eventually subside or even disappear. But the person I have wronged may never understand or forgive my actions. That relationship could be damaged beyond repair and the consequences could cost me dearly.
It seems simpler and healthier to confess and repair the damage when our actions or inactions cause someone else pain. If the benefits are so obvious why don’t we behave this way? There is certainly cultural pressure to blame others and for some leaders this peer pressure may be difficult to overcome. Unfortunately, truth-telling has become secondary to profits, political correctness, and protecting one’s interests or image. Our nation has also lost much of the religious and moral fabric that once pervaded the way we conducted business and behaved personally and professionally.
Perhaps it is time to admit there are consequences to carrying the weight of our transgressions throughout the day. Guilt saps our physical energy, drains us emotionally, and deadens our spirit. Leaders would do well to simply own and name their misdeeds. That act of confession could become a powerful instrument for healing. Relationships could be restored and new models for organizational behaviors established. We need leaders with the courage to authentically repent. The next forty days is a good place to start.
Sunday, March 6, 2011
Time to Make the Donuts
Fred the Baker was a popular advertising character portrayed by actor Michael Vale who starred in commercials for Dunkin’ Donuts from 1982 to 1997 (source Wikipedia). I remember Fred because he was willing to roll out of bed well before dawn to begin making the dozens of donuts he would serve fresh to his many customers later that morning. His character became so popular as a spokesperson that the company created an official “retirement” celebration that featured a parade in the city of Boston and a “free donut” day that served over 6 million customers on September 22, 1997.
In some respects, Fred the Baker seemed to resent his early morning ritual as he would lethargically plod through the house and methodically produce his sweet treats all while muttering his trademark phrase, “time to make the donuts.” However, Fred’s expression and demeanor was transformed when he greeted his loyal customers as they lined up at the counter for his tasty creations. Fred found the energy to do his job from the positive feedback and repeat business of his clientele.
Today it is easy to spot the difference between a dedicated employee who loves his or her work and the disengaged one who sees only a job that demands more than he or she is willing to give. Leaders would probably agree that we need more people like Fred the Baker in our enterprises yet few companies seem committed to understanding how employee engagement works and what can be done to encourage it to flourish.
Perhaps that is because most leaders make the workplace about themselves and their needs or interests. Little thought is given to what motivates their team or how they, as leader, create the environment for team member success. Fred the Baker loved his customers and took pride in providing them with a fresh, high-quality product. He used only the best ingredients, state-of-the-art equipment, great processes, and relished the opportunity to interact with his loyal fans. What seemed like a tired complaint “time to make the donuts” was actually Fred’s inspiration to do a great job because he knew the customers would appreciate his efforts.
I don’t make donuts (although I enjoy eating them on occasion) but I’m like Fred in looking forward to arriving at work every day. My motivation comes from the destiny I sense in my work—to create a sustainable community of inspirational leaders. Whether I am writing, teaching, or coaching this destiny is like Fred’s daily mantra, it keeps me focused and energized. I may not mutter it out loud as I get ready for work each morning but I am aware of it’s presence in how I prepare for classes, facilitate discussions, interact with clients, treat my vendors, and share my thoughts in this blog every week.
What is your motivation to climb out of bed every day? Do you have a guiding mantra that inspires the work you do. Can your customers or clients sense how much you love what you do? Do you have a professional career or a true sense of call? Fred the Baker may have been a fictional character but he models the servant attitude that is mostly missing in our corporate, nonprofit, and public sectors. It’s “time to make the donuts” not because we have to but because we love doing it. Happy Fasnacht Day (March 8)!
In some respects, Fred the Baker seemed to resent his early morning ritual as he would lethargically plod through the house and methodically produce his sweet treats all while muttering his trademark phrase, “time to make the donuts.” However, Fred’s expression and demeanor was transformed when he greeted his loyal customers as they lined up at the counter for his tasty creations. Fred found the energy to do his job from the positive feedback and repeat business of his clientele.
Today it is easy to spot the difference between a dedicated employee who loves his or her work and the disengaged one who sees only a job that demands more than he or she is willing to give. Leaders would probably agree that we need more people like Fred the Baker in our enterprises yet few companies seem committed to understanding how employee engagement works and what can be done to encourage it to flourish.
Perhaps that is because most leaders make the workplace about themselves and their needs or interests. Little thought is given to what motivates their team or how they, as leader, create the environment for team member success. Fred the Baker loved his customers and took pride in providing them with a fresh, high-quality product. He used only the best ingredients, state-of-the-art equipment, great processes, and relished the opportunity to interact with his loyal fans. What seemed like a tired complaint “time to make the donuts” was actually Fred’s inspiration to do a great job because he knew the customers would appreciate his efforts.
I don’t make donuts (although I enjoy eating them on occasion) but I’m like Fred in looking forward to arriving at work every day. My motivation comes from the destiny I sense in my work—to create a sustainable community of inspirational leaders. Whether I am writing, teaching, or coaching this destiny is like Fred’s daily mantra, it keeps me focused and energized. I may not mutter it out loud as I get ready for work each morning but I am aware of it’s presence in how I prepare for classes, facilitate discussions, interact with clients, treat my vendors, and share my thoughts in this blog every week.
What is your motivation to climb out of bed every day? Do you have a guiding mantra that inspires the work you do. Can your customers or clients sense how much you love what you do? Do you have a professional career or a true sense of call? Fred the Baker may have been a fictional character but he models the servant attitude that is mostly missing in our corporate, nonprofit, and public sectors. It’s “time to make the donuts” not because we have to but because we love doing it. Happy Fasnacht Day (March 8)!
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