New Year’s Reconciliations

As 2012 draws to a close many of us, leaders included, pause to reflect on the past year and consider what lies ahead in the new one Some will choose to assemble a list of resolutions they hope will make them healthier, happier, or more successful. Most, if not all, of these New Year’s promises will be discarded within a few weeks. It’s a ritual that has been repeated many times.

This past year has been especially challenging for many of us. The nation has been struggling to regain its economic footing, all while facing an impending fiscal cliff on January 1, 2013. An acrimonious political campaign for president pitted social classes against one another and created legislative gridlock in Washington, D.C. Weather-related disasters destroyed property and dreams for hundreds of persons. Mass shootings have dominated the 24-hour news cycle.

In the midst of all this turmoil it seems we need more reconciliation and less resolutions for 2013. The dictionary defines reconciliation as the reestablishment of friendly relations and includes a theological reference to the end of estrangement between a human and God. On a practical level, reconciliation offers a chance at a new relationship whether it is between two persons or God and humankind.

Perhaps one reason we resist reconciliation is because it involves confession and forgiveness, a willingness to be vulnerable and open about our shortcomings. Reconciliation also implies congruence between our inner lives and our outward selves. We cannot simply promise to behave differently, we must actually live that way. Reconciliation pushes the concept of resolutions to a new level.

My wish for 2013 is that leaders, and their followers, would make a new commitment to reconciliation - between themselves and their teams, between their business and its customers, and between the co-workers who show up to serve every day. I wish for political leaders who would focus less on winning and more on telling the truth and doing the right thing for the country.

Let’s make the New Year our stage for modeling reconciliation instead of offering more empty resolutions. That would be worth celebrating. Firecrackers anyone?

A Christmas Wish

It’s nearly Christmas and our consumer-driven culture is once again pressuring everyone to check their shopping list, not once but twice, this holiday season. The implication inherent in this annual exercise is that, unless you are longing to give or receive the latest gadget, fashion, or toy, your wish list is somehow incomplete. So we will acquire more stuff and worry about how to pay for all of it next year.

Several thousand years ago, a minor prophet named Micah delivered a very different wish when he wrote, “He has told you, O mortal, what is good; and what does the Lord require of you but to do justice, and to love kindness, and to walk humbly with your God?”

Imagine if leaders, and each of us, made this simple message our 2012 Christmas wish? What would happen in our workplaces if justice, kindness, and humility were practiced regularly? How might our families and communities be transformed if these principles and characteristics permeated our behavior with each other?

In a world where violence, fear, economic uncertainty, famine, and so much more seems destined to control our futures, these words offer hope and a prescription for redemption. Acts of justice, kindness, and humility are proof that faith is alive; that, in spite of evil, humankind can live differently when God is allowed to influence us.

Micah’s prophetic message is needed now more than ever. I wonder how many of us will listen and act?

Facing Our Fears

This past Friday our nation was faced with another tragic mass murder, this time including 20 children and six adults at an elementary school in Newtown, Connecticut. We can only image the fear they faced as a lone gunman methodically killed them. Fear is a powerful emotion that can seize control, causing us to react in ways that may protect us from harm or paralyze us into inaction.

Leaders in business and politics can use fear as a tactic to influence how others respond to their need for power and control. The threat of retribution, or simply being criticized, may silence opposition or coerce compliance. Too few leaders will admit to their own fears and anxieties, something that doesn’t serve others well.

For those trying to make sense of last week’s events, fear may cloud judgment as they seek to place blame or prevent future acts of mass violence. It’s too easy to project our own fears onto others or allow our fears to energize us in other unhelpful ways.

Facing our fears requires a gentleness of spirit. We need to act in love and deep concern for the other person, regardless of how they may have treated us. When we disconnect the energy of fear from our experiences we can choose a different response.

There is plenty for all of us to worry about. Fiscal cliffs, threats of job loss, random acts of violence, and so much more are predicted or occurring every day. We need gentle leaders who model vulnerability and share their own fears with us. By creating safe places to identify our fears we can face them with confidence and generate better outcomes.

As we hold up in our prayers all those affected by the tragedy in Newtown, let us also pray that our own fears will remind us to lead with love and gentleness.

A Tribute to My Dad

A few of my regular blog visitors may have noticed I haven’t posted anything new since November 18. The past three weeks have been anything but normal for me and my family. On the Saturday after Thanksgiving, my father suffered a large scale stroke and passed away the following Wednesday. There will be additional opportunities to share some of what I experienced and learned through Dad’s sudden illness and death. Today I will honor his memory by sharing excerpts from a number of past blog entries where I reflected about the influence Dad had on my life and the lessons fathers can teach to their children. I hope you enjoy these redux posts.

My Dad has taught me many invaluable life lessons. Some were obvious to me as I was growing up, like the importance of working hard and the value of telling the truth. Others have become more apparent with age, like how to endure the pain of loss and disappointment or the challenge of forgiveness.

In my own role as father I am acutely aware of the need to be more generous with my time, to fight the urge to fix things, and to wait patiently when I would rather be taking action. Every parent probably expects too much from their children and fails to appreciate what is already there just waiting to be noticed.

A father’s love is less about doing something for your children and more about being someone they can emulate and learn from. A listening ear, a shoulder to cry on, a place to return to - these are the gifts every parent has to offer regardless of age or station in life.

Dad taught me how to be vulnerable; or rather he modeled it for me. Early in my life I learned that it’s okay for a man to show emotion in private and in public. Tears shed in an unassuming way are a wonderful gift. I learned that being strong isn’t measured by how stoic and brave one can be but rather by the depth of one’s love and capacity to empathize with others.

I’m sure that Dad often wished he could have accomplished and accumulated more yet he never seemed discouraged by his circumstances. While our family income was limited, I never felt deprived or in want of anything. Dad didn’t complain about the material things in life. Oh, he may have wished the price of gasoline was lower but it didn’t fill his days with worry or change his approach to living. I have long ago exceeded my Dad’s annual salary, the size of his largest house, and how much money is in my retirement account. None of that is important if I can simply live with contentment like he did.

Then there is the faith factor, Dad’s most important life lesson to me. Knowing that your father is praying for you, watching him lead our family devotional time, and sitting next to him in church while he sang hymns of the faith has left a deep and lasting impression. My own faith commitment and interest in serving at my church is driven by those images and experiences. Knowing that I am loved and accepted by a Heavenly Father is Dad’s legacy to me and to our family.

Leaders are shaped by a lifetime of experiences, education, and mentoring. My father, and his influence, adds richness to whatever I have gained from these other sources. Thanks, Dad, for the lessons you have shared and for the way your memory will continue to teach.

Leaders as Architects

A handful of family and friends may remember my early aspirations to study architecture. Throughout my junior and senior high school years I passionately pursued my interest in designing buildings, even participating with a group of classmates to create and build a scale model house as a class project. Penn State University was the destination of choice to prepare for my lifetime career.

There are many reasons why this dream remains unrealized but that’s not the reason I'm sharing this story. Instead I want to consider the architect role leaders need to play within organizations. In many ways my unfulfilled dream of designing buildings has been replaced with an equally important role of designing the systems that will allow employees to flourish. Let me explain.

Success in any enterprise often rests on the pillars of organization, management, process, and culture. Yet few managers and leaders acknowledge and develop these four areas simultaneously. In fact, the importance of culture is widely ignored when mergers or acquisitions are considered. The new company that emerges may have streamlined expenses but often at a human cost outweighing any perceived benefits.

A variety of books and articles have touted the value of engaging employees yet very few leaders seem to know how this works in the real world. Instead of truly listening to employees and incorporating their ideas into process improvement, leaders often create bureaucracies that stifle the very insights they hope to hear.

That’s where the concept of leaders as architects makes sense. Architects are the chief builders during a construction project. They must question their client extensively to understand the needs and requirements for the project. Architects coordinate the various roles within their design team as the project takes shape. Later they advise the general contractor while the building is being constructed. In each of these roles the architect enables others to operate at a high level while they ensure that the overall project vision is fully realized.

If leaders behaved like architects they would spend more time assessing the needs of employees and clients. They would know how to assign project team roles to the persons best suited to carry them out. As leaders they would spend less time actually constructing their personal empires and more time designing systems that would allow everyone in the organization to contribute their very best effort each day. The architect leader would leave a legacy of simplicity, where processes and standards are followed. It would be a place where everyone felt like they belonged, a place where the mission was clear and easy to understand.

Perhaps my early interest in architecture has found a new home in my current role as a leadership development trainer and coach. I may not be designing innovative homes and towering skyscrapers but that doesn’t mean my work is any less important. Plus, I can do it all without a slide rule or calculator.

Choices

I doubt if anyone reading this blog (with perhaps the exception of a few political junkies) is sorry the recent national election cycle is over. Well, if I owned a television or radio network I might be lamenting the absence of all that commercial advertising revenue! Regardless of which side you supported it’s obvious that the tone of this campaign was more nasty than many in recent memory. So how do leaders respond after a slug fest that resulted in a nation divided by ideology, with nearly half of the voters choosing to “stay the course” and the other half wishing for immediate change?

The leadership I have observed in politics and business over the past numbers of years all have one thing in common - they fail to inspire. Don’t misunderstand, I’m not suggesting that our leaders are not well-educated or experienced. Many of them work hard and seem to care about the people they lead. But an inspiring leader does more than that.

Author Lance Secretan outlines the secret to inspirational leadership in his book, “ONE: The Art and Practice of Conscious Leadership.” He shares these five ingredients: courage, authenticity, service, truthfulness, love, and effectiveness. If you pause to think of leaders you know who inspire, they all possess these characteristics.

Where was authenticity, truthfulness, and love demonstrated during the recent political campaigns? It seemed both sides spent most of their resources on slinging mud, character assassination, and lying about each other. Every word seemed calculated, every appearance orchestrated, every gesture prescribed. What was missing? How about real, authentic behavior.

Voters left without a clear vision of inspirational leadership choose to blindly follow a cult of personality or to protect a given ideology. The result is a hollow victory where being right only means our side won and nothing more. To change an organization or rally a nation to greatness takes more than this “win at all costs” mentality.

The elections are behind us but the most pressing problems of our nation and the world remain in the hands of politicians and business leaders who seem content with the status quo. Who will have the courage to make principled decisions? Which of these leaders will model authenticity in the midst of difficult conversations? Who will adopt a servant attitude toward those they disagree with and those they serve? When will these leaders practice truth-telling and behave in loving ways? At what point will we notice these leaders being effective in the jobs we have asked them to perform?

The voters have decided, but now it is the elected leaders who face the biggest choices. I pray they will choose wisely.

Sandy’s Leadership Lessons

Like most large weather events these days, the hype for Hurricane Sandy had been building for days. When she actually made her now notorious left turn and headed for New Jersey and New York City you could sense excitement in the newscasters’ voices.  Sandy didn’t deliver on the predicted rainfall but successfully pounded the area with record storm surge and persistent wind. The aftermath of Sandy’s wrath will likely be felt for years to come.

Leaders are expected to step up during a crisis. Many times they fail to understand the importance of their roles and the results can be deadly. Without decisive action, communicated with clarity, the best plans will be poorly executed. So what leadership lessons might a crisis like Sandy’s arrival and aftermath have to teach us?

First, disaster planning is mostly about logistics and few leaders have the vision or proclivity to actually translate warnings into workable action plans. How can a wealthy and sophisticated city ignore the threat of flood-triggered electrical and transportation nightmares when the vast majority of such infrastructure is underground? In spite of adequate lead time, how can a federal agency still fail to pre-stage water, food, and blankets to meet the most basic human needs of storm victims?

Second, leaders are too often focused on rebuilding what was destroyed instead of asking what might we do differently to minimize future destruction. In some cases that may mean no longer allowing residential and commercial construction in flood-prone areas or along the most vulnerable coastlines. In other situations it could involve more creative public-private partnerships. A business that can open its doors soon after a disaster strikes (because it had a plan) won’t benefit if employees can’t get to work or customers are living in communities that have been disrupted.

Finally, leaders must resist the temptation to offer quick-fix assessments or to minimize the hard work and difficult challenges a crisis usually brings. It’s nice to show up and offer hugs and encouraging words, but these same leaders must have plans in place to follow-through or this goodwill gesture will actually harm their long-term credibility. Hope must be tempered by realism.

Sandy’s most potent leadership lesson should be that we are not as prepared for disaster and crisis as we might imagine. It’s not enough for leaders to focus only on what is wrong and how to fix it. Dealing effectively with any crisis requires thinking differently about the future and how to reduce the risks. It will mean courageously prioritizing resources and educating the public. If we fail to learn from Sandy’s leadership lessons the next disaster will only bring more of the same death, destruction, and misery.

Being Bold

“The saddest summary of a life contains three descriptions: Could have, might have, and should have.” This quote by Louis E. Boone is indicative of a common leadership dilemma, a lack of boldness to pursue an organization or team vision. Instead of announcing our intentions and boldly pursuing them, leaders tend to procrastinate or offer an array of excuses for our poor performance. Perhaps this is because we have experienced disappointment when some previous initiative fell short of expectations. Or we may have a problem holding ourselves and others accountable.

Boldness is a key contributor when crafting a vision. It engages others by inviting them to imagine a yet unfulfilled future where their actions have made a difference. Sometimes the vision seems so audacious that we wonder if it is even possible. When a leader boldly proclaims where the organization or team needs to go, he or she must trust their own capabilities and have faith in the ability of others.

Boldness includes a sense of adventure and excitement, a willingness to take risks, and to be quite comfortable with the unknown. Bold leaders also aren’t afraid to speak out and to put their own credibility on the line. While they may recognize inherent risks, bold leaders don’t waste time over-analyzing. They get excited about the possibility of moving beyond what is known or proven.

The obstacles to boldness are many. Some leaders have a fear of being embarrassed or looking crazy to their peers or shareholders. Others prefer the stability and comfort of their current situation. If you need to gauge how much support you might have, or you like to thoroughly process every decision, it is likely you will struggle to be bold.

Leaders can’t assign boldness to a committee or task force. They must demonstrate by their words and deeds a level of commitment to the vision. By stretching the boundaries and challenging others to rise to the occasion, bold leaders can create an environment where vision is embraced as a possibility. Bold ideas are needed for great accomplishments to be realized.

Who are the bold leaders in our political, business, and religious arenas today? Who is putting their credibility on the line for some future bold initiative? Where do you fall on the boldness continua? Are you cautious or adventurous? Do you hold back or speak out?

What are the “could have, might have, or should have” goals and initiatives languishing in your organization? How many of them have never been realized because your leadership lacks boldness? There is no need to settle for regrets when boldness can help you achieve success.

Running Away

This past Friday evening my wife and I made our first ever trip to Sight & Sound Millennium Theater in Lancaster County, Pennsylvania, to see their production of Jonah. While the presentation was spectacularly staged and choreographed (including special effects, massive sets, and colorful costumes) the life lessons presented through the story are what makes this event so special.

Based on the biblical story, Jonah offers a more in-depth view of the prophet of Israel who decided to run from his appointed assignment. Many of Jonah’s decisions were based on his own selfish wishes and desires. Because his father had died at the hands of the people of Nineveh, he struggled to imagine himself delivering any news to the city, even bad news. Throughout the story Jonah persistently acts in a selfish and sometimes petulant manner, especially when his motives and aspirations differ from what God and others expect.

It isn’t difficult to draw some leadership comparisons between Jonah and many of today’s political and business leaders. Few persons in leadership positions seem ready to deliver bad news or to act with integrity when the path of a nation or corporation is at risk. Even when they do sometimes venture down the path of truth it is often with less than stellar results because, like Jonah, they may wish to disassociate from the actual consequences of their actions.

Jonah’s leadership approach involved lots of running. He tried to distance himself from his assignment by boarding a ship headed in the opposite direction from Nineveh. He runs from his responsibility to deal with personal pain and feelings of revenge. Later in the story he selfishly runs from his own lack of compassion and forgiveness by blaming his circumstances on a lowly worm.

What might you and I be running from as leaders? Are there past experiences we haven’t fully embraced because we didn’t like the outcome? Is our self-image too painful to fully reveal to others? Have we become so good at deflecting blame we no longer understand how to accept personal responsibility? Do we use lies and half-truths to justify our actions or inactions?

Jonah spent three solitary days in the belly of a giant fish to learn some of his most poignant life lessons, and even this experience didn’t transform everything in his life. Whatever we, as leaders, are called to do it never makes sense to run away from the difficult or uncertain decisions and outcomes we face. By confronting our fears, and courageously accepting responsibility, our leadership will earn the respect and trust of those we serve. Running away will only prolong our assignment, it won’t replace it with something less difficult.

The next time you face a challenging leadership task perhaps the best strategy is to run toward it instead of looking for excuses to head in the opposite direction.

A Failure to Perform

When was the last time you admitted a mistake as a leader? A lack of accountability is perhaps the most devious of leadership obstacles these days. When leaders fail to perform without any consequences it corrupts the entire organization. Subordinates may be deprived of their own opportunities for advancement or proper recognition. Worst of all, the leader who probably already knows his or her inadequacies, is never really confronted about their behavior and encouraged to make changes.

There are literally dozens of ideas about what makes an effective leader. None of them will really make much difference if the leader fails to apply these principles to their own situation. That’s where accountability plays an important role. Being self-aware is useful when a leader recognizes how their behaviors and tendencies affect their relationships with others, particularly their subordinates. Yet far too many leaders simply don’t make that connection on a daily basis.

The easiest way to spot a lack of leadership accountability is to notice how the leader frames issues and problems. Leaders who regularly blame others often have an accountability problem. So do those leaders who surround themselves with subordinates who fail to confront their poor behavior and bad judgments. One only needs to look at our current political climate to see evidence of this lack of accountability.

In my work with leaders, accountability is a frequent topic of discussion. I encourage my clients to speak the truth in loving and helpful ways. I implore them to accept responsibility for their actions, especially when they make a mistake. They are also encouraged to share the spotlight when success is achieved by members of their team.

Too many of today’s leaders are enamored with self-image and driven by ego. They have no problem pointing the finger at others when things are going badly and are quick to cover up their own mistakes. None of these actions contributes to solving the real problems we face in our country, businesses, and communities.

Aspiring to perfection, or failing to confront underperforming subordinates, won’t serve me well as a leader. I expect to make mistakes and know that my direct reports and colleagues will surely do the same. What I hope to realize in these situations is how important being accountable really is. My failure to perform can be a transformative moment if I focus on telling the truth and expect others to do the same. If each of us modeled similar behavior perhaps we could break the cycle of mediocre leadership that has prevented us from confronting the biggest issues of our time.

Why Good Is Good Enough

As a recovering workaholic there is one problem that has consistently plagued me on the journey...I like things to be right. Well, actually that isn’t quite true. I like things to be perfect. Now you know why I tend to work longer and harder than necessary on projects. My need for perfection can border on an obsession, and I must continually remind myself that what I am doing is probably just fine.

I suppose the core of this problem can be traced back to fear - fear of losing control, fear of not being appreciated, fear of failure. It’s amazing how compelling the emotion of fear can be! What I consider excellent, when skewed by fear’s unrealistic expectations, often far exceeds the necessary standards set by others. Somehow that doesn’t seem to matter, as my way of thinking is so entwined with self-image it is difficult to remain objective.

Ironically, in my executive coaching role, I often encounter others who share my workaholic tendencies. Somehow it seems easier to dispense wisdom about how to deal with these problems when you aren’t the one being held accountable to change. Advising someone else to accept that “good is good enough” has a different ring when the words don’t apply to me.

My brain doesn’t seem to struggle with the notion that tying self-worth to my work is a losing proposition. The logic is solid and the facts are supported by evidence. It’s the “heart connection” that gets me in trouble. Allowing myself to feel loved and accepted by others, without a connection to what I may have done to deserve all this, is where I face the biggest challenge. I’m pretty sure this isn’t just my problem.

Being competitive and detail-oriented also contribute to my workaholic tendencies. Doing it bigger or better is always a real temptation. I’m constantly reminding myself that spending more time on something won’t necessarily improve the outcome. Finishing first, or receiving recognition for the accomplishment, isn’t a lasting legacy either.

When the lure of perfection has its way, the outcome is usually disappointment. That’s because the standards we set for ourselves always tend to be higher than how the world is ultimately judging us. Learning to live with “good enough” isn’t an excuse for poor performance, it may be the only reminder you will receive that prevents you from complete burnout.

Not by Might or Size

Growing up on a central Pennsylvania farm afforded many opportunities to learn life lessons that might otherwise have been missed. The birth of animals was such an occasion. Sometimes these miracles were uneventful and other times they required human intervention. For example, a brood sow generally gives birth to a litter of piglets and it wasn’t unusual for one to be smaller and more vulnerable than its siblings. These runts required special care in order to survive.

Left on their own a runt piglet will likely die from malnourishment, hypothermia, or accidental trampling. To improve these odds, we moved these runts from the uncertain confines of their pens into the solitary, warm environment of a makeshift nursery in our house. A cardboard box and heat lamp provided the shelter. Feeding them from a baby bottle offered needed sustenance. Without this personalized attention a runt’s chance of survival was quite small. Our nurture allowed each runt to grow into a healthy pig.

In our corporate and social settings there is clearly a bias toward those who are strong and smart. We honor athletic and intellectual achievements at every level. Those persons who appear smaller or weaker tend to be marginalized or ignored. Without nurturing relationships or personalized care how are they to succeed? Like the runt piglet on our farm these vulnerable employees and members of society need our attention and advocacy.

Leaders who evaluate others purely on the basis of appearance or first impressions seems much like singling out the runt of a litter. We judge by size or might instead of inward character and talent. The runts we raised on the farm were often feisty fighters whose will to survive was strong. Those piglets simply needed an early helping hand. How many of your employees long for less of your judgment as a leader and more of your attention and care?

It’s quite easy to laud the success of a highly competent teammate and overlook the steady performance of a less visible colleague. What right do we have as leaders to pick and choose based on might or size? Maybe we should celebrate the runts instead of wishing everyone was the best of the litter.

Believe and See

Dewitt Jones is one of America’s top professional photographers. He spent twenty years with National Geographic, photographing stories around the globe and earning a reputation as a world-class photojournalist. Jones has also produced a wonderful video titled “Celebrate What’s Right with the World.” In it he makes this profound assertion, “When we believe it, we’ll see it.” On his many photo assignments, Jones practiced this simple mantra and was able to capture amazing images wherever his travels took him.

Our world seems obsessed with what is wrong and many of our political, business, and religious leaders focus all their energy on fixing problems. This approach is concerned with making a diagnosis and then prescribing a treatment that will hopefully make everything better. What would happen if those same leaders chose a different path? What if they attempted to discover what is already working; to believe that the human spirit is capable of rising beyond any current challenges? Could believing in each other, and our own abilities to solve problems, allow us to see a new future?

I am a member of a Christian business organization called Mennonite Economic Development Associates (MEDA) that for many years has practiced what Jones espouses. They have invested millions of dollars in micro-loans to thousands of poor business entrepreneurs in some of the most difficult economic and political climates around the world. They believed these people were trustworthy and would repay their obligations with a fair interest rate. The success of their model has spawned many similar efforts. Instead of lamenting what was wrong, MEDA celebrated what was right.

Believing enough to see the possibilities won’t work if we practice a scarcity mentality; if our need to win or concern for protecting market share is foremost in our thinking or actions. We must imagine that the world holds abundance beyond our imagination; that nature is more beautiful than we see on the surface; that people have more potential than we give them credit for. Only under these circumstances will we begin to uncover the best of ourselves and our world.

Leaders make choices every day. Some of them would say that’s what they are being paid to do. Yet many of these choices are not inspiring and do little to make the world or their workplace better. So why not try a grand experiment and come to work each day expecting to find the best in your people, in your customers, and in your vendors? Might this simple shift in thinking encourage you to see them differently; to imagine a different future?

By celebrating what is right with your world; by expecting the best from yourself and others; the vision you are seeking will appear right before your eyes. No camera required.

Tongue-Tied

As a facilitator and trainer I have worked hard over the years to hone my skills as a speaker. I pay attention to the words I use, how they are delivered, and even my body language. Audiences notice when a speaker stammers, includes lots of “and uhs”, or fidgets with the change in their pocket. I sometimes feel like we judge teachers and speakers more harshly than we should.

If it sounds like I’m whining maybe I should just get to my point. There is nothing quite as challenging as keeping our tongues in check. I know the tongue is just a muscle in my mouth yet it has the power to offer both praise and criticism; to spout words of love or hate; to calm a situation or ignite emotional fires. Every reader of this blog has experienced first-hand the power of their tongue.

Leaders have many opportunities to model discipline with their tongues yet many never seem to grasp the full impact of their words. I have observed managers calling out a colleague in a meeting without realizing how hurtful their message was. Our political climate is filled with rhetoric that stokes passions on both the left and the right. Sports figures and celebrities are often caught on camera making comments that cheapen their image. The challenge of taming our tongues touches every level of our society and often begins with the environment we witness in our homes and local communities.

While I don’t have a quick prescription for this systemic problem I would offer one piece of advice. Perhaps leaders could learn something from the nervous public speaker who walks on stage and simply can’t say what they had planned. I have been tongue-tied on a few occasions myself and have felt the sting of embarrassment that accompanies these situations. Yet wouldn’t it be better if leaders practiced more self-discipline with their tongues in order to model restraint or practice humility?

By forcing themselves to be tongue-tied, leaders would have more time to think about the context of their words and how they could be interpreted by others. They might learn more about the situation because they are listening intently instead of speaking. Their responses could be more insightful because they have decided to speak the truth instead of offering empty platitudes or excuses.

A tongue-tied leader might be the best thing that could happen in our age of 24-hour news and entertainment cycles. There is already enough noise in the marketplace. What we need is some thoughtful dialogue and adult conversation about the pressing issues of our day. That can’t happen if we snarl at our opponents, search for the pithiest sound bite, or boast confidently about what we would do differently. A humble leader would most likely be tongue-tied (at least for the moment) and that could give everyone a chance to stop and think before they speak. Maybe then they would say something actually worth listening to.

Abundance

Since the dawn of time humans have been in competition - for food, water, shelter, natural resources, even mates. Many of us have grown up with the understanding that if we are not the hunter we will be the hunted. Today’s helicopter parents look for every edge in raising their children, assuming that entry into the best universities is a contest between only the strongest and fittest intellects. Leaders regularly think and act as though their business must be the aggressor or it will lose valuable market share. Personally, many of them are only too happy trashing the reputation of opponents in their effort to win at all costs. Our current political scene is making my argument seem quite compelling.

But what if our paradigm was misguided, or even dead wrong? Suppose instead of basing our plans and actions on a scarcity mentality we learned to recognize abundance in our world? Before I make my case, don’t assume that those persons living in the poorest neighborhoods or nations are there because of the wrong mindset. The lack of basic needs is a real problem and in many places resources, like water and food, are scarce. We can’t fix poverty just by imagining it doesn’t exist.

Yet we regularly underestimate the persistence and will of the poorest people to overcome obstacles. A micro loan that includes a fair interest rate is a proven method for changing the lives of millions of poor people. If we practice only a scarcity mentality that believes such loans are too risky then we will never invest. However, when we adopt an abundance mindset we work with what is before us and see the poor as ready, willing, and able to help themselves when they have access to capital and markets for their goods and services.

Nature is one of the best examples of abundance versus scarcity. A walk through any woods or meadow is like a never ending feast for the senses. Everywhere one looks there is an abundance of beauty. Each flower or tree invites us to pause and enjoy. A closer look will often result in even greater beauty. The tiniest seed can be breathtaking.

If leaders would acknowledge the abundance they already have then it would become more difficult to complain and offer excuses for what is missing. When I believe the world has lots to offer me why should I feel like others are luckier or smarter and that is why they are successful? If winning is so important perhaps your definition needs to be revisited. A lost promotion doesn’t have to end a career, it could start another one.

The real reason we may have such a struggle with scarcity and abundance is because we are too driven by our wants and not our actual needs. My inventory of wants is pretty long but I probably don’t really need most of what is on that list. My wants won’t make me happier or grant me greater satisfaction. How different would your life be if you stopped viewing the world as a zero sum game to be won or lost? Perhaps a walk in the woods could help you answer that question.

Imagining the Future

About six months ago my wife and I visited Montpelier, the lifelong home of James Madison, Father of the Constitution and fourth President of the United States. This weekend we made a return trip with our adult son, who had never been to the site. On both occasions we toured the home, ironically with the same entertaining and well-informed guide. While there is much I could write about the history and significance of this landmark estate, one room in the home is where I will focus my reflections.

The second floor of Montpelier is home to Madison’s personal library. Today the well-lit room is empty, except for rows of benches and a modern LCD flat screen monitor on the south wall. Visitors are treated to a three minute audio-visual presentation about the writing of the U.S. Constitution. In Madison’s time the library was crammed with hundreds of books in multiple languages that Madison researched in his quest to create a new form of government that would guide a young nation into an uncertain future. What struck me as I heard the story for a second time was Madison’s ability to analyze two thousand years of political thought as recorded in these volumes and use them to imagine a future for his country.

By the time Madison wrote the basic framework for a constitution he was already well-educated and had some experience as a Virginia legislator. The nation was being governed under the original Articles of Confederation but it was obvious they were too weak and ineffective to stand the test of time. Madison envisioned something more innovative that could harness the country’s independent spirit without trampling the liberties its citizens had fought so hard to secure. He spent five months researching political thought, philosophy, and theology to discern the best and worst of recorded history.

We know his final model featured a limited central government with three branches designed to provide checks and balances of power. The Republic he imagined would delegate nearly all powers to the independent states. Later Madison would help draft a Bill of Rights, the first amendments to the new constitution, to further explain the citizen’s liberties under this new form of representative government.

Imagining a new future begins with existing ideas and experiences. Madison context included his childhood upbringing, his education and mentoring at the hands of enlightenment thinkers, the writings of hundreds of thought leaders, his moral and religious beliefs, and his connection to the farming environment where he made his home.

Although diminutive in stature and somewhat reserved in public, Madison was undeterred in sharing his imagined future at the first Continental Congress. His research and detailed notes made it easier to argue compellingly for his position and to mediate differences with political foes. Madison never shied away from opposing points of view. Instead, he used these conversations to further sharpen the vision of our nation that he was imagining. Eventually his innovative model was embraced by the delegate body and ratified as a new governing framework.

Many of our business and political leaders regularly offer their visions for the future of their company or our country. Unfortunately many of these imagined futures lack the substance required for them to actually be implemented. Madison took the necessary time to carefully research his ideas. He formulated a strategy for sharing his vision that could be understood by his fellow convention delegates. As an astute listener and skilled negotiator, Madison didn’t rush the process but patiently shepherded his imagined future through the many iterations required so it could be unanimously accepted.

Perhaps there are only a handful of leaders with the intellect and tenacity of Madison who can imagine a new future for an enterprise or a nation. Or might it be that too many of us lack the discipline, patience, and moral beliefs to begin the process in the first place? Are we simply content to accept the status quo rather than reinvent or imagine something new? Madison would surely be disappointed.

Can I Coach?

This past week I was privileged to host an online chat through iShade.com that focused on ways to develop a leadership team. There was a particular emphasis on how coaching contributes to this process. During the two-hour conversation I learned that some of the persons on the chat felt like they didn’t have the skills to be an effective coach. How would you have answered this question or addressed their concern? Here are a few of the insights I shared.

First, coaching is all about the other person. If you are focused more on your own needs than helping the other person to grow then you won’t be a very good coach. You must be an exceptional listener, both to what is being said and the many unspoken issues that are conveyed through body language. A good coach also observes the actions of the person being coached. Has their behavior changed? Is that old habit still present? Is something new emerging that might impact success?

Too many coaches try to solve problems instead of helping the other person to recognize what is happening and consider their own course of action. My clients often remark after a coaching session that they knew what was needed but our conversation helped them to discern more clearly and commit to a decision. That’s why coaching doesn’t happen in a vacuum. The person being coached needs to test what they are learning and report back on both successes and failures.

Coaches must focus on strengths, helping the other person to identify and leverage their natural talents. Don’t ignore weaknesses, just look for ways to minimize them. Sometimes this is challenging for the other person. Perhaps they have been trying to meet other people’s expectations for years and never learned to follow their own heart. A coach can be that purposeful voice helping them to ignore those messages and do what they love.

Finally, a coach holds the other person accountable without being a nag. Remember that change takes time. It may be weeks before a new habit is firmly established. While patience is required, so is a willingness to remind the other person what they are hoping to accomplish and why it is their responsibility to make it happen. Coaches don’t contribute on the field or court. They only prepare the player, offer insight during the game, and help them learn from their successes or failure when the competition ends. It is still the player that must give the effort required to win.

I would be disingenuous if I said that coaching doesn’t offer its own rewards. Of course there is personal satisfaction in seeing another person growing personally or professionally! What makes a coach effective isn’t just a set of skills or attributes, but a willingness to learn and grow too. I hope that is enough incentive to encourage you to answer “yes” when the next coaching opportunity presents itself. No whistle required!

Seeing CC’s

A few years ago I purchased a 2010 Volkswagen CC, a beautifully designed and fun to drive automobile. Back then the CC was still relatively new to the VW lineup and there weren’t many of them on the road. In fact, one of the reasons I could afford the car was because dealer incentives had made financing for the CC more attractive than the less expensive Jetta, one of Volkswagen’s most popular cars. In the days following my purchase I reveled in the knowledge that my new car was unique. Then something strange happened.

Over the next weeks I began to notice more and more CC’s as I traveled around the region. I discovered that someone in my neighborhood was even driving a model that seemed like an exact match to mine, including the color. Was this some strange coincidence? Had more CC’s suddenly been sold in my market area? What could explain this phenomenon?

I have concluded that nothing magical happened to make more CC’s appear. What did change was my own powers of observation—I was looking for the car because I now owned one. The leadership lesson I learned from this experience has been quite helpful. I tend to see more of what I am looking for, regardless of the topic or issue.

For example, my very recent experience with Lyme disease has made me more aware of the many persons I know who have battled the bacteria personally, or know someone who has. Because I am focused on the topic, it is easier to notice and hear the stories of others who share what I am going through. There are not more people with the disease but I am more in tune with those who are suffering.

Leaders need to understand that what they choose to focus on in their work does matter. If one only sees scarcity and deficits it is likely you will see more and more of the same malaise. When one chooses to see opportunity and promise it is possible to find more of each in the present and future. What leaders notice makes a difference in their outlook and outcomes.

By seeing more CC’s I gained some valuable insights about myself as a leader. Not only do I love my car but I now have a new appreciation for others who share my passion. If I want to be more effective as a leader I must recognize how influential my powers of observation can be. They help me to notice changes in my work environment. I can become more aware of a co-worker who is feeling pain or a client who is stressed.

In a world that seems so chaotic and lost I wonder how many leaders might benefit from seeing CC’s. Even if you’re not a car aficionado.

Lessons from Lyme Disease

If you regularly read my blog you already know that I rarely miss a weekly installment, even when on vacation or traveling for business. Last weekend was an exception and the culprit is a microscopic deer tick. It’s untimely presence on my body, likely during our Maine vacation in mid-July, brought with it Borrelia burgdorferi, the spirochete bacterium that causes Lyme disease. My symptoms included fever, headaches, and achiness, as well as the famous expanding rash (erythema migrans) confirming for my doctor that I was infected. With a twice daily dose of Doxycycline, a powerful antibiotic, for the next several weeks I am expected to make a full recovery.

Reports of Lyme disease have been steadily increasing (more than 150,000 cases reported to the CDC since 1982) but it remains difficult to diagnose and can cause severe health problems if allowed to reach its latter stages before treatment begins. So, in spite of feeling nasty for much of last week and the weekend I am grateful for being properly diagnosed and treated in the early stages. My experience prompted me to consider some parallels between Lyme disease (LD) and leadership.

First, LD is caused by the bite of a minuscule insect (actually they must be feeding on the host for about 36-48 hours before they transmit the spirochete). At the time of my initial contact with the deer tick I was unaware of its presence. In retrospect I do recall feeling some slight discomfort in the area where I was likely infected but, because I couldn’t see anything, dismissed it as a non-issue. How many times are leaders likewise infected with the smallest of temptations to give in to ego, a lust for power, or the need to be in control? It requires vigilance on a daily basis to maintain integrity so your choices don’t result in a decision that may cause real harm at some later time.

Without the symptoms how would the disease have been diagnosed? Leaders would do well to learn the warning signs of their own poor behavior and those of other leaders on their team. The workplace is filled with daily reminders that not everything is healthy. Absenteeism, poor productivity, and silence during meetings often mean that leadership is lacking or performing well below expectations. An accurate diagnosis and treatment plan is needed to prevent these behaviors from becoming systemic and cultural.

Treatment is often not as painful as imagined and generally can work quickly to change the direction of the disease. Within 24 hours of diagnosis and first treatment my symptoms had abated and I was feeling much better. Leaders who act quickly to deal with workplace dysfunction will also often realize how soon the atmosphere and attitude of workers can change. Some treatment plans may be more painful, like reassigning a manager or relieving them of their duties entirely, but without taking action the disease will ultimately win and the damage may become permanent.

Hopefully, my future vacation trips and other excursions into the deer tick habitat will prompt me to be more attentive. If I had carefully inspected myself for the presence of ticks every day while on vacation the entire infection, diagnosis, and treatment process could have been avoided. That may be the most important LD lesson. Leaders who regularly assess their own behaviors and who notice the health and well-being of their teams will likely never contract the typical behavioral “diseases” that infect so many organizations. How proactive are you in assessing your leadership practices? Are there symptoms of poor leadership emanating from your workplace? Take a lesson from my Lyme disease experience and don’t wait for the first bite.

Olympic Proportions

It’s here! London 2012, the Summer Games of the XXX Olympiad, opened this past Friday night to the familiar strains of composer, John Williams’ “Olympic Fanfare and Theme” and a worldwide audience of billions. The nearly four hour extravaganza that followed cost millions of dollars to produce and involved thousands of performers. Everything in recent Olympic history has been done on a scale and proportion that seems out of sync with the original intent and spirit of the ancient games.

The modern Olympic games are often marketed as a place where amateur athletes gather for the thrill of competition, the opportunity to push themselves both physically and mentally, and to celebrate the effort rather than the outcome. While this may be true, it is hard not to notice the emphasis on winning and the commercialization that surrounds these events every four years. The staggering 15 billion (estimated) that Britain has invested in the Summer Games is an example of how skewed the proportions of hosting this event have become.

I confess to being competitive myself, although I never played organized sports. It is certainly fun to win and who doesn’t enjoy the accolades that accompany being first in any endeavor? With more than 10,000 athletes competing in the Summer Games only a handful will earn any medals. In every event someone will finish last, or perhaps not at all. Where is the sense of proportion for these competitors? Will they be remembered for their effort and welcomed home regardless of where they placed?

Maybe the reason we have allowed an international event like the Olympic Games to grow so out of proportion is because we have lost our perspective as peoples and nations on so many other things. Consider how much we spend on military armaments each year or how little we invest in the conditions that breed fear and violence. If you live in a developed country reflect on your personal effort to sustain a certain lifestyle while billions of people live in abject poverty every day.

Will the billions spent to host London 2012 be a good investment? Four years from now in Rio de Janeiro don’t be surprised to discover that our sense of proportion hasn’t changed very much. The price tag will be higher, the glitz and glitter of the opening ceremony even more opulent. Somewhere in the storyline will be the same group of athletes who show up to play the game with no expectation of winning. Let’s all learn from them.

Vacation Reflections

If you read last week’s post you already know that today marks the end of my vacation. Bar Harbor, Maine, and the surrounding area proved to be a perfect place for a relaxing getaway. The lifetime memories promised by the chamber of commerce website lived up to even my cynical expectations. Being immersed in a place of such natural beauty was simply an amazing experience and one that I hope to repeat someday.

My experiment with no social media and limited email access proved largely successful, although one client email did require a response. The attempt to disconnect from work was easier than I had imagined. Now my weekly ritual of blog writing marks the first time I have reflected much about business since I left home more than a week ago. Let me share a few observations from the trip.

The pristine beauty of Maine’s coastline remains etched in my memory. The shore waters were clear and cold, the air was crisp and clean. For the hundreds of Maine residents who call Mount Desert Island home, the images I experienced may easily be taken for granted. The many entrepreneurs whose small businesses serve the 4 million annual visitors to the area surely aren’t among them. They understand the value of customer service and worked hard to make us feel welcome on our trip.

There was Tim Adelmann, the owner of Adelmann’s Deli and Grill, who not only cooked the food for a very late lunch but regaled us with stories about the area, his colorful career, and his family. Besides enjoying sandwiches, some unbelievably tasty onion rings, and ice cream, we left feeling like we had made a new friend. Our cottage owner and hostess, Kathy Combs, took time to acclimate us to the area when we first checked in and was always available to answer questions or assist us during our stay.

Although we didn’t meet other proprietors in the same way, their influence was felt through well-trained staff. There was the attentive waitress at The Chart Room, the engaging driver and guide for our carriage ride to Day Mountain Summit, and the naturalist who entertained us on our sunset nature cruise. It was easy to observe that these employees really enjoyed their work. Somewhere in the background was a leader who made this happen by hiring well and providing excellent training.

As someone who admires the entrepreneurial spirit that is the engine of our economy, I couldn’t help but notice how these Bar Harbor businesses contributed to my memorable vacation. Their attention to customer needs, focus on quality, and commitment to employee training have made them successful in spite of the considerable obstacles they all face. I’m hoping many of them will find time during the off-season to relax themselves.

Time Off

The website promises romance, adventure, a rock-bound coast, and soaring granite cliffs. There will be stonewall-lined and tree-covered roads leading to the village, sweeping vistas from atop Cadillac Mountain, and a special mystique associated with the area. Since I have never been to Bar Harbor, Maine, I can only hope the experience will match these enticing descriptions. Perhaps my cynicism shows in that previous sentence, but I know how hard it usually is to actually enjoy time off from work.

My wife and I will already be settled into our cottage for rest and relaxation when this blog is posted on July 15. My struggles with time off stem largely from lifelong workaholic tendencies. I’m surely not the only leader whose self-esteem is tied closely to work. It’s a battle I constantly wage with mixed results. So what will I do on this trip to break away from the daily routines of business?

I will begin by abandoning my social media apps for the entire trip. No LinkedIn, Facebook, or Twitter. This isn’t the first time I have tried this tactic and my previous success during last year’s vacation has convinced me it can be done. Any photos or comments about the trip will need to wait. This might actually be harder on my friends and colleagues.

I’m also limiting email access to twice a day (provided I have service at all). You might wonder why I don’t give this up as well but I have learned it makes sense to check messages every day. That doesn’t mean I will be responding to requests; my clients already know I won’t be doing that. Instead, for a few minutes each day I will be managing my workload in anticipation of that first day back on the job.

Finally, I hope to plan activities that serve as genuine distractions from my typical business day. Things like reading for fun, hiking, shopping, and day trips so my mind can disconnect from its usual routines. Perhaps this will be the most difficult feat to accomplish because I’m sure I will see reminders of work experiences every day and those email reviews will likely trigger work-related thoughts. I’m counting heavily on the change of scenery to help with this.

The need for time off is obvious. We are all working more hours and doing more things. If you are a leader who can’t seem to disconnect perhaps my ideas will help. I’m reasonably confident this vacation trip will serve its purpose as an opportunity to refresh and reflect. The Bar Harbor website promises fond lifetime memories. My successful implementation of these three strategies while I’m vacationing there will hopefully be one of them.