Entitled to My Opinion

Have you ever tried to reason with someone who disagrees with your version of the truth? It’s tough to have a conversation, even a thoughtful one, when the other person so tenaciously sticks to their point of view, even in the face of evidence that shows they could be wrong. Psychologists might define this behavior as cognitive dissonance, where a person’s view of themselves clashes with their performance in any area. Lance Armstrong’s longstanding denial of using performance enhancing drugs is an example of this type of thinking. He is both a winner and a loser; a hero to some and a villain to others.

Studies suggest that we cling to our views and opinions because they may help to protect us. When I am faced with a new reality it is easier to safeguard myself if I imagine the other guy is the enemy (the dope with that weird opinion or strange idea.)

So how can leaders be effective when they know their opinions aren’t likely to be shared by others? One way to change somebody’s mind is to ask them to recall a time when they felt good about themselves. It seems that people who feel good about themselves are more likely to be open-minded. Leaders should practice this same technique in advance of potential confrontations so their own opinions don’t become barriers to the views of others.

Workplaces are also home to various groups - management and labor, Republicans and Democrats - and the pressure to identify with one’s group and defend its position is quite strong. The more threatened we feel by outside forces, the more likely we will galvanize our opinions to keep the group safe. This leads to inflexibility and less compromise or progress. When the self-affirmation approach described earlier is applied to these situations, a similar result is achieved. The less threatened your group feels, the more flexible and open-mined you will become about other opinions or ideas.

It is inherent in my nature to launch into a statement of the facts when I encounter someone who disagrees with me. That approach is almost always going to end badly. But, if I remain open-minded, and find ways to help the other person do the same, the argument that could have ensued is transformed into a helpful conversation instead. While I am always entitled to my opinion, it’s important to acknowledge my opinion isn’t the only one.

Moving On With Grace

This past Monday, Pope Benedict XVI announced his resignation as leader of the Catholic church effective on February 28, 2013. He did so in a quiet and unassuming way before a small meeting of cardinals telling them that his health and advanced age were impeding his ability to fulfill the papal duties. He is only the second pope in the church’s history to resign his office.

As expected, billions of Catholics worldwide reacted with shock, disbelief, and a certain level of anxiety. Some expressed disappointment with the pontiff’s leadership since he assumed his role nearly eight years ago. Others were saddened by the news and empathized with his decision. Regardless of one’s opinion about the Pope’s leadership or the judiciousness of his resignation, there is much leaders can learn about succession from his example.

Leadership transitions happen for a wide variety of reasons and under disparate circumstances. Some leaders are dismissed for a lack of performance or for exercising poor judgement. Others carefully plan their succession, including handpicking a replacement. Occasionally a transition happens because of acute health concerns or a sudden death. There are even cases where a leader stays beyond his or her capacity to adequately fulfill their duties.

Pope Benedict humbly acknowledged that he no longer possesses the strength to meet the rigorous demands of his job. He understood the seriousness of his decision and voluntarily chose to step aside so the seamless election of another pontiff could occur. By modeling self-effacing behavior the pope sent a powerful message to those who will choose his successor. The conclave will know their choice must be someone who understands as much about leaving as they do about leading.

The world is filled with persons who aspire to positions of leadership. Many of them crave the power and control that often accompanies these assignments. Few are thinking about when and how they might step aside when their performance no longer measures up or the job requires more than they can offer.

Pope Benedict acknowledged that he is not really the head of the Church and, as a servant of Christ, he can step aside without fear that the institution he loves will crumble. The business and political leaders who serve only themselves and their interests might reconsider who is really in charge. Perhaps then, if they are honest, it will also be easier to move on with grace when the time comes.

Leadership Transformation

Change is an overused buzzword in most organizations these days. It often permeates our conversations in politics as well. Yet, few leaders seem to have the courage necessary to actually model the change they so passionately encourage in those around them. Too often the pithy tag lines used to announce the next change initiative bounce harmlessly off the eardrums of employees and customers alike. Perhaps leaders should engage in personal acts of transformation before they orchestrate a system-wide process for change. So what might that look like?

The dictionary describes transformation as “an act, process, or instance of being transformed.” Transform is defined as “to change in composition or structure; to change in character or condition.” In other words, transformation involves real and sustained change. In my leadership consulting practice I have found that personal and organizational transformation isn’t rooted solely in the promise of some future hope or dream. The ultimate destiny we seek begins with our willingness as leaders to live that future right now.

This work begins when leaders acknowledge the sacred connections we have with each other and the universe. Treating employees, vendors, and customers as sacred beings unleashes the power to transform an organization. This means leading without coercion or fear. It involves practicing servant leadership and loving those you work with. A transformational leader empowers others by inviting them to imagine a compelling vision of what the enterprise could become.

Organizations that initiate change agendas would do well to consider how their culture and leadership styles either serve or impede the vision they aspire to achieve. How employees are treated, how customers are served, how decisions are made, how processes are implemented all contribute to the ultimate future any organization hopes to create. If leaders aren’t willing to model the new reality they seek, then all who are called to follow will naturally be skeptical and suspicious.

What might happen if leaders transformed their own behaviors before inviting those they serve to do the same? Could empty pledges to fix pressing problems be replaced with practical, common sense solutions? Might clever ad campaigns give way to promises kept? Would leaders be revered more for their integrity than perceived intelligence? Real transformation begins in our hearts and minds. How will you, as a leader, become the change you want others to see?

Super Lessons from the Super Bowl

The countdown is on for the biggest sporting event of the year - Super Bowl XLVII (that’s 47 for those of us who didn’t study Latin in high school). I’ll admit to enjoying the game and its many distractions, including those expensive commercials. According to the ratings experts I won’t be the only one watching as billions of people around the world will be glued to the set, or using the occasion as an excuse to party.

If the game lives up to all the hype, each team will come prepared to play their best and the contest will be close and exciting. Leaders on and off the field will likely influence what takes place and there are a few key lessons any leader can learn from watching each game plan unfold.

Most teams script their first offensive series and it will be interesting to see how each team’s coach attempts to exploit the perceived weaknesses of their opponent. Have they accurately assessed the other team’s defensive tendencies from watching hours of film? Will their own players execute effectively enough to achieve success? How prepared will they be when that unexpected mistake is made or key injury is suffered?

Regardless of the halftime score, adjustments will be necessary if a lead is to be maintained or a deficit overcome. Here is where team leaders are often critical, especially if your team is trailing at the game’s midpoint. While a coach can influence players during these conversations it is often a teammate, recognized as a leader on and off the field, whose voice matters most. It is these leaders who have been on the field, experiencing the successes or failures, so they can place their advice or passion in context. Their credibility is enhanced because they have been part of the action.

When the game is over one set of leaders will be celebrating a victory while the others must assess what went wrong. It will be easy for the winners to lose perspective and fail to acknowledge the role that everyone played on and off the field. The losers may also be unwilling to admit their own shortcomings and accept responsibility for how their actions may have influenced the outcome.

Every day in your organization, a similar scenario takes place. No, it isn’t a contest on the scale of the Super Bowl but it will have many similar leadership lessons. How well have you assessed the capabilities of your team and coached them to do their best? Are the projects now underway in need of a halftime adjustment and will you allow team members to offer their input? When proposals are accepted or rejected how do you behave and what do you learn from these experiences? When the team wins or fails what is your response?

It seems fitting that an event dubbed the Super Bowl should teach some super lessons about leadership. What insights, beyond the ones I just described, did you learn? Sorry, details about the commercials or what Beyoncé was wearing during the halftime show don’t count.