Higher Ground Leaders Forum

Rebuilding Trust

2012-01-22T13:33:00.000-05:00

In the biblical story of Joseph his brothers, in a jealous rage, sell him into a presumed life of slavery in Egypt. Years later, through a series of divine interventions, Joseph emerges as a vice-regent, a leader second in command to Pharaoh himself. When his starving brothers appear before him as accused spies Joseph decides to tell the truth and begin the process of rebuilding trust within his family system. In spite of the pain he had endured at the hands of his siblings, Joseph confronts the hurt and is reconciled to his biological family.

It is fairly common for me to encounter distrust as I work with leaders, teams, and organizations. In some cases the lack of trust is a response to some perceived past injustice, not unlike what Joseph may have felt. At other times leaders have failed to be truthful or authentic and so their colleagues and direct reports have a limited framework on which to build trust. The emotional and psychological stress of working under these circumstances usually exacts a heavy toll.

One simple way for leaders to begin building trust is to invite everyone to name their assumptions before a decision is made or a serious discussion gets underway. It is often quite amazing how tainted our personal preferences or ideas can be. Left unidentified they can cause a team or group to embark down the wrong path or choose an option that has little chance for success. Sometimes I invite team members to state their assumptions, presume they are valid, and identify the “what if” consequences for each. Then to challenge those outcomes, everyone is invited to presume their assumptions are not valid and again list the “what if” consequences. The resulting discussion will often include some breakthrough understandings that encourage greater trust.

Another tool for building trust is telling others the truth, not in a hurtful or mean-spirited way, but as an act of humility and love. Today’s political and business environments often resort to “gotcha moments” where persons are confronted with salacious events from their past (whether accurate or not). Joseph had plenty of evidence against his brothers but chose instead to forgive them and restore their trust. His act saved the entire family from experiencing almost certain death at the hands of widespread famine.

Rebuilding trust takes courage and may require the passage of time. But it will never succeed if leaders refuse to acknowledge their often flawed assumptions and fail to model genuine truth-telling. What relationship in your life would benefit from renewed trust? How trustworthy is your own leadership? The answers to these questions may not hold life and death consequences like Joseph’s did, but they are vital nonetheless. Perhaps this article can serve as a reminder to act wisely.

Positively Productive

2012-01-15T18:12:00.000-05:00

I wonder how many leaders embrace the theory that if they become successful they will be happy? The upstart executive longing for a six-figure salary and a corner office will likely discover that achieving their goal may also redefine what success looks and feels like. The happiness they associate with being successful will elude them because now the corner office looks small compared to the penthouse...and on it goes. When leaders connect happiness with success it will always seem short-lived.

A better approach is suggested by author, Shawn Anchor, in a recent Harvard Business Review article where he postulates that “people who cultivate a positive mind-set perform better in the face of challenge,” what he calls the “happiness advantage.” While one’s genetics and environment also influence how happy we are, it turns out we can manage our happiness and thus our chance for success.

I have experienced this in an unscientific way during the past year by consciously choosing to approach my work and the current challenging business environment with a positive and upbeat attitude. The results have been remarkable as the quality of my business leads, the number of new contracts, and my overall business results have been steadily increasing. I find myself worrying less about an uncertain future and focusing more on controlling how I am viewing today’s opportunities. This past week I reconnected with a past client at a business event and discovered he had adopted my same approach with similar results.

It isn’t easy to rewire a brain that has been trained to equate happiness with success, but it can be done. Exercising regularly, making lists of things we are grateful for, and sharing positive feedback with others can all affect our personal sense of well-being. So can helping others, a daily practice I try to embed into my workplace activities. Sometimes this is as simple as taking a client to lunch or assisting a colleague with a project. I have even observed how behavior changes when you make eye contact, smile, or say hello.

Anchor’s research strongly suggests that increasing one’s happiness improves one’s chances of success. If leaders would begin to practice and teach others some of the simple positive approaches I just shared it’s possible that workplaces could become more productive. Yoda, Grand Master of the Jedi Order, was fond of saying, “Try not. Do or do not, there is no try.” Sound advice for leaders looking to develop a positive outlook for 2012. Now, where’s that light saber?

The Case for Service

2012-01-08T14:28:00.000-05:00

While I love technology I am not really a technology geek. One area that regularly causes anxiety is when I am required to load new software onto my Windows-based computer hard drive or update a current version. Unlike Apple products, Windows-based applications are often messy to work with and I find the options confusing. So, last week when I discovered that a newly purchased product would not work with the current version of publishing software installed on my laptop, I knew my day was in trouble. The experience prompted me to share my story.

I won’t reveal the company whose product and customer call center was involved. The name isn’t really important because too many organizations produce similar results. The actual online purchase and download process were fairly smooth, no major snags. Then the product install began and I hit my first snag. The serial number I had been sent was valid but the new product wasn’t recognizing my current version so I couldn’t complete the installation. I had no choice but to call customer support.

The automated phone system should have been my first clue that this wouldn’t be a great experience either. After carefully listening to all the prompts and picking my way through several levels of options I found myself in the hold cue waiting to speak with a live person. This system featured an option where I could leave a message and receive a call back within a prescribed timeframe. I figured this had to be better than waiting on the line so 20 minutes later I was the recipient of their automated callback.

Eventually a call center employee with a distinct accent was on the line and proceeded to ask me some questions about my situation. As I struggled to understand what he was saying we finally began troubleshooting my problem only to discover that the system he needed to “unlock” my new product wasn’t currently available. My call had now reached Case Number status. I was given a ten-digit number and told that I could call back within a few days and they should be able to resolve my issue. Meanwhile I could use the software in trial mode for the next few weeks. Today an email arrived inviting me to follow-up or submit an update about my case. Tomorrow I will try to find time during my busy day to wait on the phone until my case is finally solved.

I’m sure many of you have experienced similar results when trying to access customer service in some of our most successful companies. Why can’t they learn to handle customer issues with more respect and dignity? Why is my issue still unresolved some four days later? When I noticed a duplicate charge from Apple’s iTunes store over the holidays my email was responded to within a few minutes and a resolution was offered on the spot. After I had accepted their proposed solution a nice thank you email followed and a couple of days later I was invited to complete a customer service online survey about my experience. Do you think my assessment was anything less than the best?

Instead of case numbers and automated call centers why don’t companies simply make the case for better service in the first place? I have a feeling that idea has been put on hold. I just hope there is a case number to go with it.

Stub Your Toe

2012-01-01T20:48:00.000-05:00

As another year dawns bright with promise and opportunity many leaders will be setting personal and company goals, including the numerous inane resolutions we annually promise to keep. Losing weight, exercising more, and lowering stress often top these lists. I confess to sometimes succumbing to this ritual, often with mixed results, although exercising daily has been one of my few success stories.

I’m not sure why some persons manage to conquer their fears and overcome obstacles to achieve their objectives while others never get beyond the task of creating a list. Perhaps one secret is the simple act of doing something instead of just talking about it. I know a colleague who this past year wanted to become more proficient as a public speaker and so he joined a local Toastmasters group. His willingness to take action, in spite of any fears, resulted in new friendships, fresh skills, and greater self-confidence.

Procrastination is a death knell for many of our fondest dreams and wishes. If we wait until we are older, better prepared, or more organized it is unlikely we will ever begin the process. Too many leaders think the future will somehow materialize without the need to get their hands dirty. If one has an aversion to failure, or desires a high degree of certainty in the outcome, then you may as well never make a New Year’s resolution or set a significant goal.

Within each of us are hopes and dreams that require more than good intentions if they are ever to be attained. Inventor, Charles F. Kettering, held more than 300 patents in his lifetime, including the electric self-starter for automobiles. He is quoted as saying, “You will never stub your toe standing still. The faster you go, the more chance there is of stubbing your toe, but the more chance you have of getting somewhere.” Like all inventors he was a man of action who overcame any fears of failure. Along the way I’m sure his toes were bruised and bloodied.

The new year could be the chance you’ve been waiting for as a leader. Instead of crafting a list of lofty goals why don’t you simply choose one item and then do it, regardless of the fears or risks it might represent. If you stub your toe in the process consider it a reminder that, unlike so many others, you are actually going somewhere in 2012. Bandaids anyone?

Sleepless Nights

2011-12-25T14:19:00.000-05:00

I confess to sometimes having trouble falling asleep. Perhaps it is because I often engage in the very activities experts will argue one should avoid for at least an hour before retiring, like watching television. More often it is because my mind is preoccupied with trying to deconstruct another busy day or reviewing what is anticipated for tomorrow’s schedule. Occasionally my thoughts are actually focused on the worries of life and how I will cope.

Many families around the world have probably experienced a certain level of sleep deprivation these past 24 hours as children, anticipating the arrival of Christmas, held vigil during the night or awoke before the sun peeked above the horizon to see what presents may have appeared beneath the tree. I remember those times as a child and marvel at how patient my parents were when we roused them from their sleep at 4 AM to open our gifts.

More than 2,000 years ago a carpenter named Joseph had a sleepless night for a very different reason. His bedtime routine was interrupted by a far more important reason than anticipation of a new Xbox 360 game or cash flow worries related to his small business. He was anticipating the birth of a child and desperately hoping to find a place to accommodate his wife, Mary, as she delivered their firstborn son. The small town of Bethlehem offered nothing better than a stable and so this young couple settled in, wondering what the morning might bring.

Most of us know the outcome of this special story and celebrate the birth of the Christ child each year on December 25. Yet I doubt if any of us have experienced a sleepless night like Mary and Joseph. In addition to giving birth among the animals, their humble accommodations were visited by shepherds, recently serenaded by angelic hosts. The baby was heralded as a king by these persons living on the margins of society. Imagine trying to sleep after such an encounter, regardless of how exhausted they might have been!

As we celebrate another Christmas, perhaps the anxiety of job loss, health issues, or the death of a loved one has affected your own ability to rest. Whatever is causing your sleepless nights, may your spirit find peace and rest as you remember how much we are all loved by a God who sent his only Son on another night so long ago. Silent night, holy night...I’m sleeping better already!

More Joy, Please

2011-12-18T19:15:00.000-05:00

It’s the time of year when many of us experience joy, an emotion that seems synonymous with the holiday season. The dictionary describes joy as “the emotion evoked by well-being, success, or good fortune by the prospect of possessing what one desires.” Our consumer driven society has certainly done its part to convince us that the latest toy, electronic gadget, or clothing style will bring the joy we long for, while organizational leaders may wish for a coveted promotion, a hefty bonus, or the corner office instead. Yet I doubt if acquiring more stuff will really add joy to our lives.

Joy grows out of faith, hope, and love. It is let loose when we experience grace, when we are fully aware and delight in being alive. Joy is nurtured when we serve others and are glad for their good fortune. Many of us have experienced the paradox of joy and sadness. We know that a truly special relationship, one that fills our hearts with happiness, will also result in feeling a deeper loss and pain when that relationship comes to an end. The intensity of sorrow is a small price to pay for knowing real joy.

Today’s workplace may best be characterized as a joyless wasteland. Few leaders take the time to cultivate an environment where joy can thrive. Perhaps they believe that joy will distract from the important tasks of analyzing, processing, and producing that have come to define so many organizations. The result is a workforce that struggles with doubt, anger, and loneliness.

It wouldn’t take much for leaders to release more joy. Simply expressing genuine gratitude would be an easy place to start. Leaders could also engage employees more deeply in the decisions being made and celebrate successes, no matter the size or scope. As suggested in last week’s post, leaders could become better listeners and act more quickly to address concerns when they hear them. They could create a more compelling vision and invite employees along on the quest. Finally, leaders could nurture stronger relationships by actually spending time in the field or on the production floor instead of relying on emails to share what is happening within the organization.

Joy is embedded in our DNA as though God wanted to remind us of his presence. We have managed to ignore or dismiss joy’s impact for too long. This Christmas season as you observe the wonder in a child’s eyes or silently suffer through the memories of a relationship lost, remember there is joy to be found both places. Embrace that joy with enthusiasm as a new year approaches. The workplace and our world both need more joy. What will you do to unleash and share it?

Can You Hear Me Now?

2011-12-11T16:36:00.000-05:00

For quite a few years an actor playing a nondescript employee used those five words to pitch the coverage capacity of Verizon Wireless. It’s too bad the marketing message focused only on the strength of the phone signal and not the quality of the conversations. Have you ever noticed how good it feels when someone really listens to you? Our feelings and needs are taken into account, we tend to be more relaxed and open, and we feel like our objectives in the conversation have been met. According to the International Listening Association (yes, there is an organization devoted to listening skills) 85% of what we know we learn from listening and 45% of our time is spent listening. Yet listening is the most underdeveloped skill of most people, and far too many leaders.

Mistakes in listening can be quite costly, not only in terms of relationships, but in real dollars. A 15-minute mistake caused by poor listening and made by a $20 per hour employee costs the company only $5. But imagine that same employee making an average of three such mistakes each week. By the end of the year those mistakes, in terms of time, have cost the company $780. If the organization has 600 employees doing the same thing the annual loss is $468,000. It’s obvious that leaders should consider the bottom line expenses of poor listening habits.

One reason we listen poorly is because of internal filters we use to manage the many messages our brain receives. One of these is selective attention where our brain makes choices about what we listen to based on information we need or preferences we have. Imagine sitting in an outdoor cafe on a busy street corner while you carry on a conversation with a best friend. Without some selective attention you would soon be overwhelmed by the sounds around you and might not hear or remember some of the key elements of the conversation. Yet many leaders are easily distracted while customers and employees alike are trying to communicate important information.

We also frequently employ selective interpretation which uses past experiences and knowledge to assign meaning, especially to messages that seem incomplete. Unfortunately, leaders who assume too quickly what someone is saying may miss the true intentions of the speaker, often with disastrous results. Without periodically clarifying what you are hearing, leaders run the risk of appearing insensitive and uncaring.

Finally, leaders also use selective retention, a filter that makes decisions about what information is relevant and necessary to retain. While we can’t remember everything, by assuming we know what is meaningful or important, we run the risk of overlooking details and assigning inappropriate interpretations to the facts being shared.

Each of these filters has a worthwhile purpose. Selective attention helps us focus, selective interpretation helps us understand the meaning behind the words, and selective retention helps us decide what is important. But each also has a dark side that hampers leaders who fail to recognize how these filters create problems and obstacles with their communication.

I’m always surprised by how little time and money is invested in teaching leaders and employees to become better listeners. With everything that is at stake it would seem like an easy decision to make. Perhaps it is because our listening filters have already tricked us into believing we are better listeners than we actually are. I’m blaming it on the fact that only 20% of what we hear is remembered for the long-term. I guess this blog will need to be repeated a few more times before the message sticks. With apologies to Verizon, “Can you hear me now?”

Patience With a Purpose

2011-12-04T17:08:00.000-05:00

It might seem unusual to look for leadership lessons amidst the season we celebrate as Advent. After all, Advent is the traditional time of anticipatory waiting celebrated each year on the Christian calendar as the four Sundays preceding Christmas Day. For many persons the weeks leading up to Christmas are filled with shopping, decorating, and baking as we prepare for family and office gatherings. If you have endured camping out for that prized toy, stood in long lines at the checkout, or traveled hundreds of miles to spend the holiday with loved ones you also know the importance of patience during this time of year. Leaders would benefit from a purposeful approach to patience as well.

I admit to generally being impatient when it comes to traffic and shopping. Following a slow driver down a winding country road or visiting multiple stores to find a particular bargain has never been easy for me. Just ask my wife about our recent weekend shopping trip to Lancaster County, Pennsylvania. I prefer to get where I’m going in a timely manner and buy the first item that catches my eye. This lack of patience also impacts my leadership approach as I have a generally low tolerance for less than stellar performance from colleagues and vendors.

Over the years I have learned that my impatience generally doesn’t serve me well. Creating unrealistic expectations for myself and others is sure to disappoint us both. When might being willing to wait or accept a less than ideal solution actually be in everyone’s best interest? Suppose I restrained my need to offer feedback and allowed the other person to explore options and make a few mistakes along the way? Would my leadership image really be shattered if my patience had a purpose?

Most leaders have a short-term view of events and circumstances. Perhaps that is driven by an economic model that relies on speed and rewards immediate success. Yet there is plenty of evidence suggesting that real change can only happen when our plans are guided by a purposeful style of patience. An addict knows that each day is the only real battle they can win to stay clean and sober for a lifetime. Business leaders need strategic plans rewarding behaviors that will achieve long-term success for the company, not just a temporary uptick in a stock price.

I confess that lowering my work standards, tolerating the occasional distracted driver, and enjoying a shopping trip that doesn’t involve buying anything may never be easy for me. Where might you benefit from a healthy dose of purposeful patience? This Advent season of waiting seems a perfect place to get some much needed practice.

Gratefulness

2011-11-27T12:35:00.000-05:00

On Thanksgiving eve at my church, I was one of nine persons invited to share what I was thankful for from this past year. As I pondered the assignment in the days leading up to the program I found myself thinking that if I were fully aware of all God’s daily gifts I might find myself overwhelmed by gratefulness. It’s easy to go through life without fully appreciating the many blessings we have—that is until they aren’t there.

In February I spent a few days in the hospital recovering from pancreatitis and gall bladder surgery. I’m more grateful now for my good health and have a new appreciation for the many medical professionals at my church who serve others so well. When we lost power at our house during the recent October snowstorm, I became more aware of what an amazing gift electricity is. This past year several more members of my Wise and Wonderful Sunday school class (80 and 90 year olds) went home to be with the Lord. I’m grateful for their legacy and influence in my life.

It’s ironic that our gratefulness often emerges only after we have been deprived of something. What are the everyday things I take for granted that deserve my gratitude and praise to God? Here’s a short list—some serious and some not so much.

I’m grateful for a loving wife who supports me in my business and a son who inspires me with his personal discipline and courage. I’m grateful for parents and in-laws who remain an active part of my life. I’m grateful for my faith community at Salford Mennonite Church and the opportunities I have to share my gifts there. Thanks Wise and Wonderful Sunday school class members for bringing me joy. Thanks to the many members who have opened their homes and their hearts to my wife and I as we paid them a pastoral care or deacon visit this past year. We received more than we offered in those situations. I’m also grateful for Wawa coffee, Flyers hockey, bluegrass music, and all products made by Apple.

Thomas Merton writes, “To be grateful is to recognize the love of God in everything He has given us—and He has given us everything. Every breath we draw is a gift of His love, every moment of existence is a grace, for it brings with it immense graces from Him. Gratitude therefore takes nothing for granted, is never unresponsive, is constantly awakening to new wonder and to praise of the goodness of God. For the grateful person knows that God is good, not by hearsay but by experience. And that is what makes all the difference.”

Roots and Wings

2011-11-20T17:28:00.000-05:00

Anyone who has worked in a garden or on a farm knows the importance of developing a strong root system if vegetables and crops are to yield any harvest. It is not uncommon for gardeners and farmers alike to thin the rows by removing some plants, thus allowing the remaining ones to gain more nutrients and grow deeper roots. On the farm where I grew up this process was sometimes performed by groundhogs and other vermin, whose motives were far less altruistic.

Many of our prominent leaders seem oblivious to the character flaws that prevent them from realizing their full potential. Like the garden metaphor they would benefit from some judicious pruning, not to make them perfect but to simply allow their strengths to emerge and grow deeper. Every person in a leadership role would do well to offer negative constructive feedback, when needed, as a kind of “thinning of the row” so employees can learn and prosper from their mistakes. Our roots as leaders need to run deeply if we are to endure challenges and emerge strong and healthy.

Likewise leaders need to lift the spirits of those they serve, allowing them the freedom to soar on their own wings to heights they can only imagine. A central theme of leadership is captured in how one inspires others. Far too many leaders continue a reliance on fear and control as the primary method of supervision. This approach does little to instill confidence or invite risk-taking by those we serve. A bird’s first flight may require a gentle nudge out of the nest but is mostly the result of growing strong enough to make the attempt and having a role model to illustrate how it is done.

If our workplaces fail to support the growth of young leaders by providing regular feedback, meaningful praise, or strong mentors we can expect the moral roots of these persons to be shallow and ill prepared for the difficulties of today’s business environment. Without the opportunity to test their talents and skills through meaningful projects and challenging assignments, those same budding leaders will never learn to soar on their own strong wings.

The paradox of roots and wings offers worthy guidance for leaders as they invest in the development of others. And there’s good news! No degrees in horticulture or aeronautics are required.

Integrity on Trial

2011-11-13T16:42:00.000-05:00

This past week our nation’s 24-hour news cycle has been filled with stories about the sexual abuse scandal rocking Penn State University. Each day some new more salacious detail was thoroughly dissected by reporters and pundits alike. Riots rocked normally quiet State College the night Joe Paterno was fired. The team, including this years seniors, played a less than inspired game against Nebraska on Saturday afternoon, although they did make a valiant comeback attempt late in the game. It was an almost surreal fall from grace for a highly regarded football program and a proud university.

I will not be offering any commentary about the alleged events or the persons who have been charged, are under investigation, or have lost their jobs. My heart goes out to the innocent victims and their families whose lives have been forever scarred. We should all be in prayer for their healing. Instead I want to offer just a few brief thoughts about the importance of integrity in our personal and professional lives. As the events of this past week unfolded it seemed like integrity was on trial.

Ronald Reagan is quoted as saying, “The character that takes command in moments of crucial choices has already been determined by...little choices of years past — by all those times when the voice of conscience was at war with the voice of temptation, whispering the lie that “it really doesn’t matter”. Living with integrity is a 24-hour assignment. Many of our daily choices seem almost benign in nature compared to the horrific accounts emerging from the Penn State story. Yet integrity matters in the smallest of choices — the willingness to admit a mistake (even when no one has noticed), the effort to ask forgiveness (even when the other person seemed unaffected by our actions), or the costly acknowledgement that our actions or inactions have affected the outcome of a game, a business decision, or a child’s life.

One’s title or position is not how integrity is earned or measured but rather by the character and behavior of the person who holds it. We are a culture and nation obsessed with self. Yet, healthy self-esteem doesn’t guarantee we will behave with integrity. Perhaps the reason we are so jealous and suspicious of each other is because we lack integrity in our relationships and business dealings. As Will Rogers so aptly stated, “I would rather be the man who bought the Brooklyn Bridge than the man who sold it.”

Living with integrity has its own rewards but it is a challenging and often lonely path to choose. When competitors are cutting corners, classmates are cheating, or co-workers are lying it seems easier to imitate than to oppose. Swimming against the current can break ones spirit and will. The reward for integrity is not success in the eyes of others but peace with oneself and with God.

Whatever finally emerges from the sad and heartbreaking circumstances surrounding the Penn State story, I hope it will serve as a poignant reminder that integrity is always on trial. What will be the final verdict for them and for each of us?

The Power of One

2011-11-06T15:38:00.000-05:00

Friday and Saturday of this past week I spent most of my time attending Business as a Calling 2011, the annual membership convention of Mennonite Economic Development Associates (MEDA pronounced me-da), held in beautiful Lancaster, PA. Business as Calling Video It was an opportunity for education, inspiration, and networking. For nearly 60 years MEDA has been on the forefront of meeting the capital needs and sharing the risk with the world’s poor by investing in the private sector. This past year MEDA helped a record 20.2 million families realize healthier, more economically sustainable lives by working with 150 partners in 60 countries. While these numbers sound impressive the real secret to MEDA’s success is their attention to helping one family or small business at a time.

One such story involves an Ethiopian woman who was taught how to grow rice more effectively on a small plot of rented land. Her determination, along with MEDA’s technical assistance, transformed her self-image and provided an opportunity to lift her family out of poverty. Another story highlighted the success of a market-boosting voucher system that has brought life-saving mosquito bed net protection to 80 percent of the population in Tanzania (impacting 25 million people). The power of one is a common theme in MEDA’s micro-enterprise work.

During a local business tour I was reminded that owners and managers who daily model the values and service standards of their organizations will create an engaging and inspirational workplace. The Hurst brothers at Oregon Dairy Supermarket, use their energizing personalities to charm customers and teach their mostly young part-time employees how to create loyal fans. On more than one occasion during our visit I was impressed as teenage workers served my needs with a smile and helpful demeanor. The power of one extends beyond a helping hand or technical assistance to include mentoring and coaching employees.

Perhaps the most surprising reminder of the power of one was a conversation with a business entrepreneur I had met with only once in a coaching setting. Her business has been steadily growing and I sensed her renewed excitement for the work she is doing and her leadership role in it. She recalled our discussion and credits her recent success to some of the advice I offered then. This impromptu affirmation is validation that none of us knows how our words and work may impact someone else. While I never offer my services or volunteer because I expect some future recognition or appreciation it is gratifying to realize how one person can make a difference in someone else’s life.

Mathematics was never my favorite academic subject so perhaps that is why Mr. Hartman and others who attempted to hone those skills in high school might want to ignore my next statement. When it comes to transforming lives, a one plus one relationship yields so much more than two. The real power of one is our ability to leverage personal relationships into dynamic, committed, and self-confident change-agents in the marketplace. We need more ideas for breaking the cycle of poverty, more positive leadership role models in the workplace, and more coaches to mentor the next generation of business leaders.

Who has been the “power of one” in your life? How will you leverage your professional, business, and personal relationships for the common good? Perhaps some day there will be an addendum to the mathematics textbooks for capturing the lasting impact of practicing enduring values. I hope it reads 1+1=8. Sorry Mr. Hartman!

What’s Weighing You Down?

2011-10-31T07:12:00.000-04:00

Yesterday our region was hit hard with an unusual late October winter storm. The heavy wet snow accumulated quickly, made driving treacherous, and brought down hundreds of trees. The resulting accidents and power outages have disrupted life for thousands of persons. As I write this blog (using the battery power of a laptop) my neighborhood in Bucks County is currently without electricity. Although tomorrow is officially Halloween, one has to note the irony of this situation as today is traditionally celebrated as mischief night. Seems the trouble has begun a bit early!

Because most of the trees in our area have yet to completely shed their leaves the storm’s wet and sticky precipitation placed additional stress on branches and limbs. The expansive tree in our front yard suffered significant damage when a major bough cracked and crashed to the ground at the height of the storm. It is likely we won’t be able to salvage what is left. The photo accompanying this blog is evidence of the aftermath.

As I thought about how quickly the weather system brought havoc and destruction it reminded me of the significant challenges facing many of today’s leaders. Like the storm’s weighty snow, leaders are carrying increasingly heavy burdens in their work and personal lives. Much of this pressure is a result of working with less people and resources, some a consequence of the nation’s financial meltdown, and perhaps some is the impact of an increasingly challenging and changing marketplace.

How does a leader hold up under the weight of these ongoing pressures? What will prevent you from cracking as the pressure to do more with less is magnified? Some of my clients have sought out coaching to guide them through these dark and lonely times. They recognize the value of a non-biased opinion and the importance of an accountability partner as they try to change their behavior. In my practice I often invite clients to reframe their thinking about the uncertainties they are facing. The simple act of changing how we think about a situation invites us to consider new approaches and possibilities.

It is difficult to ask for help when the storms of life are dumping heavy burdens on our already weary shoulders. Many of us have been taught and mentored to “suck it up” when under pressure and just work harder. Yet we all know that without a support network eventually every leader will succumb to the weight of his or her anxieties and fears. The lesson of a freak October snowstorm seems clear; seek help or like the snow-covered tree branch in my front yard you too will crack and fall.

Follow the Leader

2011-10-23T17:03:00.000-04:00

This past week I shared a luncheon presentation with a small group of young business professionals on the topic of leading versus following. As a child I remember playing a “follow the leader” game where each participant was expected to duplicate all actions of the leader during the course of each round or lose your spot until the next stage began. This autocratic approach to management and leadership is far too common in today’s organizations. It’s a methodology that crushes the human spirit and does little to create motivated followers at any level.

Each of us longs for inspirational leadership—someone who trusts the human spirit, connects with employees and customers at a soul level, and who exudes hope and optimism. When I consider leaders who fit this description there is often no title or role to validate their actions. They are mothers, students, truck drivers, and coaches who inspire others to follow them, even while they assume the role of follower on just as many occasions.

Inspiring leaders are focused on serving others. They seek to be kind instead of just being right. They learn how to be empathetic listeners with a willingness to act in a constructive way to what they are hearing and learning. Inspiring leaders practice courage, live authentically, and love unconditionally.

A paradox of leading and following emerges when one considers that a quality leader is only as good as the quality of his or her followers. Effective followers support the cause of their inspiring leader. They tell the truth and keep their promises; are open and willing to learn and change; are capable of leading when required; and provide emotional and spiritual support to their leader.

I have experienced both sides of this paradox although others will judge how inspiring a leader I am or have been. Where might you emerge? Do your followers see you as an inspiring leader? Do you contribute effectively as a follower who supports the cause, keeps your promises, and contributes to the energy of your team?

Regardless of your role as leader or follower, one thing seems clear. Organizations would benefit from inspirational leadership and inspiring followers. By unlocking the potential of both groups a virtuoso performance is possible, even in difficult economic times.

Thinking Big

2011-10-16T15:11:00.000-04:00

When Steve Jobs died less than two weeks ago, the world lost a brilliant American inventor and entrepreneur. His vision impacted so many aspects of our personal and professional lives. It’s hard for some of us to imagine not having a smart phone or a tablet computer. His versions of this technology, the iPhone and iPad, remain the best in class.

Jobs, who began his inventing in a garage, had an uncanny ability to foresee or set the next trend in technology. In that regard he was similar to National Hockey League hall-of-fame player, Wayne Gretzky, whose success was forged by skating to locations on the ice where he anticipated the puck would be. Like Jobs, he thrived by anticipating the future with astonishing accuracy.

Many of today’s leaders seem to lack any notion of the bigger picture. Political leaders are mostly preoccupied with protecting the familiar or status quo so their power isn’t diminished. Business leaders regularly respond like sheep by mimicking the products and services of competitors. Few demonstrate true innovation and vision about how to make a product or deliver a service that is unique or remarkable.

The unimaginative Occupy Wall Street protestors portend a dismal future for our nation. They have chosen to pit one class of society against another mostly to fuel their own selfish purposes. No one is thinking big about the future, embracing an economic system that rewards innovation and hard work. Instead they simply complain about those who have more than they do and openly proclaim their rights to free stuff provided at the coercive behest of a government that already has too much power.

When a problem is enormous, leaders would do well to dream about big solutions. This often involves dismantling processes, thinking, and systems that don’t serve us any longer. We all know how hard it is to break an old habit. That is the dilemma we face in our organizations and in our nation. Without a cohesive, committed effort toward thinking bigger we will succumb to the smallness of our selfish interests and nothing much will change.

I hope the death of Steve Jobs won’t signal an end to big thinking. Our current economic circumstances require more than pointing fingers. Who will step up to point the way?

Envy or Aspiration

2011-10-09T20:26:00.000-04:00

In recent weeks a “grassroots” protest effort on Wall Street has been loudly and angrily denouncing the evils of capitalism. It isn’t always entirely clear what those gathered there are demanding but as a casual observer it seems that much of what they are complaining about is driven by envy. By definition, envy is a resentful emotion that "occurs when a person lacks another's (perceived) superior quality, achievement, or possession and either desires it or wishes that the other lacked it." It’s easy to see why envy often causes unhappiness. How can one be happy if his neighbor or some unnamed Wall Street banker has more money or possessions?

The capitalist system is unique in that it offers those who aspire to wealth or status the opportunity to achieve it by assuming risk and working exceptionally hard. Just ask the millions of entrepreneurs who pursue their dreams every day and are the primary engines that drive our economy. While some of them may have been envious of their competition, instead of complaining about their fate they aspired to accomplish even more.

When leaders harbor envy there is often a victim mentality that accompanies such thinking. The focus becomes “How can I tear that other person down?” not “What must I aspire to so I can achieve similar or greater success?” Envy blinds leaders of the blessings, qualities, talents, and opportunities already present. Perhaps that is why so many of those protesting seem oblivious to how they can change their plight. By blaming others they don’t need to take personal responsibility for improving their lot in life.

Over the years I have been motivated by personal aspirations, not by envying what others have achieved. Many of my mentors and colleagues would echo this sentiment. Each of us has God-given talents that we are responsible to nourish and cultivate. No amount of complaining about how hard it is or how unfair the system can be should keep us from pressing forward.

Aspirations encourage positive thinking while envy breeds more negative thoughts. I hope the Wall Street protestors understand how dangerous the place they are wishing for will be. Without aspirations to feed ones soul the banality they seek will cripple the human spirit. Envy will have succeeded in its quest to “wish that others lacked what we also lack” but in its wake will be a far less productive and innovative society. I trust we can aspire to something greater than that.

Second Season

2011-10-02T16:31:00.000-04:00

If you are a baseball fan this is the time of year when everything changes, unless your favorite team is the Pittsburgh Pirates who packed their bags earlier in the week after a record 19th consecutive losing season. The latter would be my plight...but I digress. The postseason is an exciting time as division champions and wild-card qualifiers battle to reach the World Series. Since I live near Philadelphia I’m wishing our home team, the Phillies, much success as they enjoy another appearance in baseball’s second season.

A player’s reputation can rise and fall based on his playoff performance. Just last year the Phillies star first baseman, Ryan Howard, was abysmal after a very productive regular season. Yesterday he quickly erased those memories with a towering home run that sparked a decisive win in Game One of this year’s division series. That’s the beauty of baseball’s second season, from goat to glory with one swing!

The goal of getting into baseball’s postseason is simple...make it to the World Series and win a championship. Along the way each team is challenged to find a combination of pitching, hitting, and defense that gives them a competitive edge. Sometimes it is one player whose on field performance ensures a victory—like a dominating pitcher. Other times it is the entire team’s commitment to superb execution, like timely hits, stolen bases, or outstanding defense that wins the game.

I doubt if leaders view their work in terms of regular or second seasons. With today’s challenging environment I’m thinking many leaders are simply in a survival mode. What might happen if leaders took seriously the challenge to turn their teams from consistent losers into a winning, productive group? Suppose everyone imagined their company as competing for a championship crown? What would your customers say if they experienced world-class service on a routine basis?

I don’t particularly like to quantify leadership and teamwork only in terms of winning or losing. We have enough over-the-top competition in the marketplace. But I do like the concept that second season implies—a chance to create a superb reputation for integrity, execution, and service. Play ball!

Apprentice Leadership

2011-09-25T14:35:00.002-04:00

The past eight days I have enjoyed a brief, but needed, respite from my daily routines of work and social media activities. The occasion was a vacation trip to Williamsburg, Virginia where we spent the week relaxing, dining, shopping, and visiting the many historic sites located there. I’m fascinated with history so the fact we had visited Colonial Williamsburg in the past didn’t dampen my interest in seeing everything again. One observation during our time there seems worth noting in this week’s post.

The persons who demonstrate trades found in the 18th century share one thing in common. All were elevated to their positions only after completing a rigorous apprenticeship under the guidance of a master craftsman. Most worked for at least seven years in this role before they could hold the position as a recognized expert in their craft. In colonial times these apprentices toiled for food and lodging while they learned about carpentry, blacksmithing, wig making, printing, or whatever their chosen vocation. The results of their labor didn’t always produce success, perhaps destining the failed apprentice to a life at the bottom of that era’s social and economic ranking.

Today’s youth have been shunning trade vocations at an alarming rate. While the number of manufacturing jobs in our country has been declining, not all can be blamed on technology and cheap overseas labor. The willingness to pursue a trade has been usurped by our society’s relentless appetite for instant success. Few, if any, high school or college graduates would relish the prospect of spending seven years mastering their craft. Perhaps this is even more pronounced when the topic of leadership is introduced.

While becoming a leader isn’t actually a trade, the process of developing leadership skills does share some parallels. I believe inspiring leadership is something that can be taught. Just like apprentices of old, successful leaders must be willing to learn and possess the discipline to persevere, often without recognition, in order to gain insights about themselves and those they aspire to serve.

A competent mentor is also essential, and perhaps one reason so few inspiring leaders actually emerge from our universities and organizational systems. My earliest mentors were persons of principle, who also possessed an optimistic outlook, a willingness to speak the truth, and plenty of common sense. They freely shared their knowledge, offered helpful positive or negative feedback about my performance, and challenged me to hone my talents into transferable skills. Like the master craftsmen I met this past week, they loved to teach others what they had gleaned from their vocation and about life.

During challenging times, the need for principled and skilled leadership is vital. Yet the persons charged with this role in our political and business systems seem largely bereft of the qualities and talents that master craftsmen possess. Influenced by public opinion, money, or power these leaders are often guided more by ego than a commitment to their craft. Where are today’s apprentice leaders expected to serve and learn when a model for inspirational leadership is mostly absent or dismissed as too simplistic?

I deeply respect the knowledge and skills of the craft masters I met this past week. Their pursuit of excellence, attention to detail, commitment to learn, and willingness to pass on their art preserves history for future generations. Perhaps in some small way my work can introduce apprenticeship concepts that will change how the aspiring leaders I teach and mentor view their roles. If others do the same we may still be able to turn the curve on much of the failed leadership that has permeated our social, economic, political, and religious systems. A review of 18th century leaders might be a great place to start. Field trip anyone?

Words of Wisdom

2011-09-11T16:36:00.001-04:00

How does one become a wise leader without being just a wise guy (or gal)? We typically define wisdom as how one makes use of the knowledge one already has. That makes wisdom seem morally neutral but we all know how leaders apply their knowledge in both good and bad ways. The Hebrew word for wisdom is Hokmah which also means skills and what is learned from experience. So how might a leader use knowledge, skills, and experiences to actually dispense wisdom?

Curtis Moyer is a local business leader in my community whose family founded a beef packing plant and grew it into a multi-million dollar enterprise that is now in the hands of a South American conglomerate. When Curt was getting started in the family business founded by his father he was sent to buy a cow from a recently widowed resident. His empathetic nature got the best of him and he paid more for the cow than his father had hoped. This lesson became a formative piece of wisdom that guided Curt in many of his future personnel decisions. As he aptly put it, “Not everyone can buy a cow.”

Unfortunately too many of today’s leaders ignore the wisdom of experience in favor of applying only their book knowledge to the various challenges faced in the business world. Leaders who ignore life lessons and basic behavioral skills may think they are wise but colleagues and direct reports probably have another “wise phrase” to describe their leadership.

In Robert Frost’s well-known poem, “The Road Not Taken”, the speaker finds himself in a woods, confronted with a fork in the road. Both paths are equally worn and leaf-covered. The speaker chooses a path, all the while telling himself the other path will be available to take another day. But Frost is clever enough to acknowledge how unlikely this will be. And in an ironic twist, the speaker admits that later in life, he may retell this story claiming to have taken a different path.

The choices leaders face shouldn’t be viewed as simply making a right or wrong decision. Regrets don’t qualify as wisdom. If Curt had simply felt bad about his poor business decision in overpaying for a cow the wisdom gained from this life lesson would have been lost. Instead, he understood that leaders should hire people to do jobs and hold responsibilities that aren’t inherently their strengths. This wise insight helped Curt’s business to prosper far beyond the capabilities he possessed.

Do the persons who know and work with you see a leader with wisdom or simply another wise guy that doesn’t get it? Yogi Berra once quipped, “When you come to a fork in the road, take it.” While a definite call to action, this hardly qualifies as useful advice. Yet, many of our decisions seem just as hollow to the persons we are called to serve. Perhaps that is why wisdom is such a difficult quality to achieve as a leader. It requires vulnerability and humility to know what you don’t know. Yet that very admission might be the wisest thing you have ever said to those who call you their leader.

Celebrating Work (Revisited)

2011-09-02T13:56:00.000-04:00

In my early years of blogging I posted some reflections about work and thought it might be worthwhile to revisit this theme since many of you may never have seen it.

The annual Labor Day weekend seems like a good time to reflect on the value of work. That’s right, I believe work is worth celebrating especially if you are following God’s call in your life. For many leaders this calling never becomes obvious or is ignored to pursue the dreams that others have created for them.

So what does it mean to have a calling? One way I defined this in my own life was to create a Personal Mission Statement about ten years ago. It was an intentional process that included lots of reflection, prayer, and the use of a tool created by best selling author Laurie Beth Jones. The resulting mission statement has been guiding my work ever since. While I don’t habitually share my personal mission with others I’m offering it here to help you understand the concept better.

My personal mission is to discover, nurture, and affirm a lifelong love for learning in myself and others. This simple statement has many underlying meanings for me and is invaluable in guiding the choices I make about my career and work. For example, the creation of Higher Ground Consulting Group, LLC was a tangible way to incorporate my calling with my vocation. Imagine the excitement I feel when my love for learning is “caught” by my clients? It’s hard to express how gratifying it has been to come to the office every day knowing I’m doing what I love.

Does this brief personal example resonate with you? Are you doing what you love? Is your vocation also your calling? If you are like millions of leaders, and followers alike, the answer to these questions is likely a resounding “no”. In our endless pursuit of happiness and personal satisfaction many of us believe that money, status, and position is all that matters. While having a personal mission or calling doesn’t preclude living comfortably it should never be the primary focus of our attention. When you are following God’s call in your life these other areas become less important.

The world is waiting for leaders to answer this call and to serve others first. It won’t be easy and the journey may take you places that you never imagined. But consider the alternative, a life filled with regret or the nagging feeling there has to more. If you have a personal mission statement please share it with other readers by posting a comment. You may offer your thoughts about mine as well.

Perhaps this Labor Day holiday could be the start of a new chapter in your work and career. Next year this time you may actually be celebrating something more than the end of summer.

Waiting for Irene

2011-08-27T18:20:00.000-04:00

It has been an interesting weather week. On Tuesday I experienced my first earthquake, a 5.8 magnitude centered in Virginia but felt up and down the eastern seaboard. Hey, the bottom of my chair vibrated, but at least I didn’t lose my balance! Now we are bracing for Hurricane Irene, a category one storm expected to slam our area with lots of rain and damaging winds. The weather forecasters and media have been on a feeding frenzy, like a school of pirañas chasing a pound of beef. The earthquake dominated the news cycle with images of streets filled with confused masses gazing skyward or talking on their cell phones. Now it’s live coverage of waves crashing onto some deserted pier or an unlucky weatherman being pelted by wind and rain so we can tell the storm is on its way.

If I sound cynical it’s only because our 24-hour news environment has created a need for drama that once was reserved for a 30 minute nightly news broadcast. Tuning in to watch Walter Cronkite share the only images we would likely see that day of the latest flood, snowstorm, or other natural disaster made a date with our television actually seem worthwhile. Now I can’t escape the impending catastrophe. It’s dominating Facebook wall posts and hash tags on Twitter, even preempting the Little League World Series game on my local network affiliate. Is the danger real or some virtual reality fueled by our need to be informed?

Perhaps we are simply addicted to the notion that media reporting is no longer just a spectator sport. Everyone with a smart phone, digital recorder, or internet access can post their version of the disaster as it unfolds. You can regale your friends with commentary about the amount of rain, post photos of the tree limb now resting on your neighbor’s fancy sports car, or lament the lack of snacks in your pantry. Amateur video leads the evening news as breathless anchors describe the magnitude of the event. It’s all so surreal!

Even I don’t wish for a return to the 60’s version of news and information. Yet, a part of me longs for the time when waiting for Irene will mean lighting a few candles (just in case the power goes out), grabbing a good book, settling in on the couch with my wife at my side, and letting Mother Nature do the rest. Care to join me? Oops, wait a minute. My iPad just chimed with an update on the latest track of the storm. Can I get back to you on that idea?

Think Like a Buyer

2011-08-21T15:05:00.000-04:00

Every business these days is faced with the challenge of finding and retaining good customers. Many of us rely on marketing and sales approaches that, in previous environments, have served us well. It would be overstating the obvious to say that these are anything but ordinary circumstances. Today’s consumer has access to more information about your business than ever before, much of it from informal sources that you have little or no control over (think social media). So how can business leaders, especially those selling professional services like me, gain an edge in this challenging and changing marketplace?

Being technically proficient isn’t the answer. My prospects and clients have a plethora of training and consulting experts to choose from, many with advanced degrees and years of corporate experience. Some of these professionals do offer unique talents or specialized skill sets but those generally don’t factor into a buyer’s final decision. What matters most is often intangible, the way a buyer feels about you and the relationship. That’s why learning to think like a buyer is so important.

It is unlikely that leaders selling professional services have imagined how their prospective customer is feeling about the sales process. Seasoned sales people may be adept at asking good questions and tailoring their solutions to the specific needs being revealed in the answers. But how many of us consider the full range of emotions buyers often experience during those same conversations? Do we appreciate the sense of vulnerability that buyers must endure as they consider what it will be like to place personal or confidential issues into the hands of someone else? Are we aware of their doubts and suspicions as they try to imagine whether our claims are sincere or just platitudes? Can we identify with their fear of failure as they contemplate the consequences of their decision?

My personal experiences with buyers attest to the enormity of these challenges. To overcome the unspoken emotions of buyers I have found that personal preparation is one of the most effective ways to build trust. I try to learn what I can about the buyer and his or her business. Sometimes I will research an industry or a competitor looking for clues or trends. If I have provided a similar service for another organization their case story might be shared to show the prospective buyer what they can expect. Perhaps most importantly, I try to provide something of real value during the meeting so the buyer can see what it might be like to have me work with them as a trusted advisor or vendor.

There are many other factors that influence a buyer’s thinking and decision making process. Effective listening is one way to uncover their hidden emotions and agendas. Honestly addressing objections or concerns is equally important. In the end a buyer must believe you are committed to really helping them instead of simply trying to sell them something. That may sound trite but remember, when I’m buying a professional service, I’m really hiring you.

Winterthur

2011-08-14T17:52:00.000-04:00

I love history so yesterday’s day trip to Winterthur (pronounced winter-tour), an American country estate located just outside Wilmington, Delaware was a treat. This former home of Henry Francis du Pont is located on 1,000 acres of pristine meadows, woodlands, waterways, and gardens. The 175-room mansion holds one of the richest collections of decorative arts made or used in America between 1640 and 1860 (nearly 90,000 items in all). The estate, which opened to the public almost 60 years ago is also an important research center for the study of American art and culture. But a tram operator named Duncan is the real story and timely leadership lesson from my visit.

The trams are used at Winterthur to provide a narrated tour of the 60 acre garden. Duncan made a grand entrance by announcing he was depressed about the Phillies loss the previous night to the Washington Nationals and we knew this would be no ordinary trip. We soon learned about his experience at the baseball game, his retirement from the automobile industry, and his love of Winterthur. He playfully heckled his riders, expertly called our attention to the flora and fauna along the roadway, and even surprised a fellow colleague with a “group hello” from his tram riders. His sense of humor, impeccable timing, and unabashed enthusiasm for the estate and his work was infectious.

As the tour came to a close at the main entrance to the mansion, my cousin asked Duncan about the dairy barn mentioned during the tour but off limits to guests. Without hesitation, and with a mischievous gleam in his eye, Duncan offered to take our group of four to see the barn. We piled back into the tram and a few minutes later were, not just driving by the remnants of this once thriving diary operation but, inside the barn for a behind the scenes view of the magnificent building. Duncan was like a kid in a candy store, excitedly pointing out unique aspects of the design, recounting statistics about the prize-winning herd of cows, and offering his unique perspectives about the estate and its patriarch Henry du Pont.

Needless to say we all wondered what repercussions Duncan might face as his tram arrived quite late at the visitors center with guests still on board. “Tell them we had a major breakdown,” he advised with a wide grin on his face. We all knew this wasn’t the first time Duncan had strayed from the prescribed tour route, nor would it be his last.

I trust Duncan’s boss realizes just what a gem her employee really is. It’s rare to find anyone fully engaged in their work and loving every minute of it. The American business landscape is littered with far too many examples of surly employees, automated attendants, and underwhelming customer service. It was refreshing to meet someone so dedicated to one simple task, giving the customer more than he or she expected. That is exactly what Duncan did for our small party of four. We left Winterthur impressed by the stunning surroundings, the magnificent decor, the fabulous furnishings, and the unusual collections of decorative art. Yet it was Duncan, and his exemplary customer service that will bring us back for future visits and encourage us to become ambassadors for this special country estate.

Leaders who regularly read this blog can learn a lesson or two from Duncan’s example. Giving employees some latitude to make customers happy is a risk worth taking. Empowering your staff to exceed the needs of those they serve will create a loyal tribe of followers for your brand. Thanks, Duncan, for making our trip to Winterthur more than just another history lesson! We left having made a new friend.

Quiet Confidence

2011-08-07T14:01:00.000-04:00

This weekend I spent Friday evening and all day Saturday facilitating a planning retreat for my church’s leadership staff and board, the culmination of a month-long series of conversations with members about their hopes and dreams for our congregation. Perhaps the greatest anxiety felt by participants was the pressure to accurately represent the varied needs and wishes of those persons who had contributed so much to these rich discussions. Leaders tasked with articulating a picture of the future for their organization probably often feel this tension.

Early in the process I reminded the team that they were bringing with them into every conversation and planned activity the images, stories, and ideas they had already heard from those previously held gatherings. I encouraged them to confidently approach the planning process knowing their thinking would be influenced by what they had encountered and learned. When careful listening is accompanied by a thoughtful planning process the results can generally be counted on to represent the deepest passions and dreams of everyone.

As the event unfolded, participants began to connect their insights with the collective voices of the broader congregation. Stories merged to offer new clarity, creative energy was sparked from existing strengths or deeply held values, and dreams were shared about a hoped for future. My reminder to plan with confidence had clearly paid off.

Then a moment of apprehension emerged at the most critical component of the process, where stated dreams were now being converted to possible next steps. Leaders naturally feel uneasy as they try to accurately represent the wishes of other stakeholders. Retreat participants addressed this concern by “looping back” to the gathered data and collective stories from the earlier conversations with members. By comparing those themes with the emerging dreams, as stated by the leadership team, congruence was found and the process could continue.

As leaders seek to guide their organizations into a uncertain future, a quiet confidence is essential. There is no room for ego or power in this process. Leaders don’t hold all the knowledge or possess special clairvoyance about the future. Their confidence in setting direction comes from gathering the stories and hopes of key stakeholders, culling the themes that emerge from those conversations, and “looping back” during the planning process to compare nascent initiatives with previously collected data.

Clear dreams are necessary to engage church members or company employees in any effort to share a new future or direction. Confidence in those same dreams, and the process used to create them, is one way leaders can ensure success.

Crisis Leadership

2011-07-31T18:46:00.000-04:00

I try hard to keep my weekly leadership musings apolitical and for good reason. In today’s supercharged and overheated discourse even a hint at staking out a position offers one’s opponent (however defined) a chance to slice and dice with the fervor of a culinary expert on Iron Chef America. Thus my abstention from wading into the political muck. However, I’m not adverse to a comment or two about leading in a crisis, especially since our nation’s current debt ceiling negotiations seem largely absent of this vital skill set.

What do you admire most in a leader when the “chips are down” and the organization is on the brink or already sliding over the precipice? I posed this question to my Twitter followers and have incorporated some of their responses in what follows. Modesty and humility are at the top of my list. A leader who acknowledges reality—however painful and uncertain—without making the situation about himself, invites others to become engaged. Instead of assessing blame or arrogantly dismissing any responsibility, an humble leader, through words and actions, shows how much she genuinely cares.

Another key crisis leadership quality is resolute seriousness. No one appreciates a leader whose only response is rhetoric; whose best plan for moving forward is based on scaring employees or intimidating vendors and customers. Some leaders view a crisis as their opportunity to criticize opponents and belittle any ideas emerging from the frontline employees. This behavior comes across as childish at best with no chance for building any lasting respect. Instead leaders should gather information from all sources, make quick decisions based on what is learned, and communicate clearly (even over-communicate) with all stakeholders, including the media.

Leading in a crisis also requires more than a willingness to compromise. While finding middle ground may offer short-term solutions it rarely results in lasting innovation or true change. That’s because compromise assumes that each party leaves some of what they desire off the table. Collaboration is a better approach because it is based on everyone seeking the best solution, not the only one you are willing to accept at the moment. A collaborative process means leaders, employees, customers, and vendors might all have a say in how the crisis is addressed and what is needed to prevent a future one. Sadly, this tactic is rarely employed because it requires moving beyond one’s stated position and finding creative alternatives that enable real transformation. A crisis is often precipitated by not wanting to change the status quo.

However you view the current political posturing one thing seems obvious, some of our nation’s leaders lack these essential qualities and attributes. Lest you eagerly point a finger at their inadequacies, consider how you might handle some future crisis in your organization or reflect on your performance in a previous crisis situation. I doubt if any of us can say with certainty that we have behaved admirably under similar circumstances.

A crisis calls for more than speeches and platitudes from its leaders. It should summon better behavior than cleverly diverting attention or scornfully lecturing an opponent. The modest, humble, resolute, and collaborative leaders don’t need public accolades or media spotlights to inspire action. In fact they are probably working quietly behind the scenes to solve the problems. But they are leaders nonetheless and in a crisis all the rest seem losers at best.

The Bare Necessities

2011-07-24T15:34:00.000-04:00

Have you ever been confronted with a challenging task or project and felt woefully unprepared or inadequate? I’m known for my thorough preparation, as anyone who has attended one of my seminars or classes will attest. Each handout and planned group activity is carefully researched and designed. The meeting space is set up in advance and any audio visuals or equipment are tested and ready. This approach is intended to give me a sense of competence and confidence that my efforts will be successful. Of course, even my best plans don’t always achieve the results I’m expecting.

This week I was reminded in several ways how the daily grind of unexpected interruptions and heavy workloads can sap our creative energy and dull our emotional intelligence. Those same moments can leave us feeling empty, vulnerable, and incompetent. It’s hard to face the world when the talents and skills we have come to rely on seem distant or unproductive.

Fear can paralyze our effectiveness as leaders. Sometimes it is well-founded, many times it is not. When I fail to delegate tasks, it’s time to admit how my need for control may be stunting another person’s growth. If a publishing deadline is missed because I’m afraid the article isn’t perfect my clients may be prevented from receiving timely advice.

I have encountered more than one person recently who was feeling overwhelmed, unable to make clear judgments, or act on decisions because they had lost their perspective. Today’s downsized workforce and demand for greater productivity is causing many of us to focus on the wrong priorities. Instead of imagining possibilities we only see problems. Unless we learn how to reframe the situation we will surrender to a hopeless malaise, too paralyzed to act. Without making time for purposeful planning we will find ourselves procrastinating instead of prioritizing the most important aspects of our work.

Sometimes the best strategy for coping under these circumstances is to realize we aren’t alone. I have learned how to ask for help or to turn to God when the situation seems bleak. Our greatest resources aren’t always found in the prestige of an MBA degree, years of experience, or even past accomplishments. Baring our souls, being available in the moment, and trusting others may determine the ultimate outcome and level of success.

In the Disney movie, The Jungle Book, lyricist Terry Gilkyson, penned these memorable words for Baloo the bear to sing.
          Look for the bare necessities
          The simple bare necessities
          Forget about your worries and your strife
          I mean the bare necessities
          Old Mother Nature's recipes
          With just the bare necessities of life

Might these lyrics offer prescriptive relief for leaders facing unrelenting challenges in their personal and professional lives? What bare necessities have you been ignoring in your workplace and circle of friends? How has worry contributed to your incessant need for control? When was the last time you reframed your thinking about a problem? Perhaps it’s time to rediscover the bare necessities of life and leadership.

A Walk Down Memory Lane

2011-07-17T20:05:00.000-04:00

Occasionally a recent event and the theme of a previous blog converge. The result is an opportunity to revisit that original inspiration and share it again. I hope you will enjoy a slightly edited version of a posting first shared in 2007.

This past weekend was spent attending a bi-annual family reunion in central Pennsylvania. Organized by first cousins of the Byler clan I belong to, it included representatives from every family, plenty of good food (roast pork, homemade ice cream, and a fried mush and eggs breakfast topped the list) and inspiring four-part a cappella singing, something our family is known for. There was laughter, plenty of family stories (some likely embellished a bit), and good conversation. It’s funny how these events have become more important to me as I grow older.

The leaders of this clan, my grandfather, Thomas, and grandmother, Ada, are no longer with us. Only three of the six sons survive, including my dad. Yet this gathering reminded me of the important role that leaders play in family dynamics. Their legacy affects future generations in ways they would probably find hard to imagine.

While my family shares common biological roots we also share a deeper spiritual and emotional connection. The values, beliefs, and traditions of our family bind us together and create a special atmosphere when we gather for these occasions. Conversations soon move beyond the cursory “How are you?” and “What are you doing these days?” to a substantive dialogue about family, church, work, or even politics. I found myself quickly engaged at many different levels.

What is the leadership lesson in my “walk down memory lane?” I know that not everyone who reads my blog has good memories or relationships with their families. Yet we all belong to a family and, in a larger sense, share a connection with everyone on this planet. What will be your legacy to the world when you have passed from the earth? Will you be remembered for your sense of humor, gentle spirit, deeply held values, and love for others? Will you be known for giving people a second chance, a helping hand, or a kind word?

Every day you can affect the lives of those closest to you – your family. At some distant reunion what will those who gather remember about your life and influence? Will they talk about your strict rules and controlling personality or will they recall your passion for life and how generous you were with your time, talents, and money. The choice is yours and, as a family leader, it is an awesome and humbling responsibility.

What's On Your Mind?

2011-07-10T15:38:00.001-04:00

As I grow older I’m increasingly aware of my memory limitations and the toll it can take on my work, interaction with people, and self-esteem. It’s embarrassing not to remember a person’s name, misplace an important file, or overlook an appointment. This week I interacted with a number of seniors who are currently experiencing memory loss caused by various health issues. In spite of how hard we “Baby Boomers” might try, there is no guarantee that memory impairment won’t impact our future retirement years. I could continue to recount the experiences of family and friends who have lost key elements of their memory but that isn’t the focus of my thoughts this week. Instead I want to offer some observations and insights about the way we think.

Leaders frequently face challenges that can seem insurmountable. There are so many things in our world and work environment that we can’t control or change. But there is a way to alter how we think about those obstacles and problems. We can lament how much we hate to make cold calls or imagine the new people we might meet and learn more about when we pick up the phone. Our focus can be on how tight our budget is or the opportunity to unleash new creative ways of doing business. In each of these cases, what’s on our mind—the way we are thinking about the situation—is the most important thing.

Psychologists call this process reframing and it is a useful tool for any leader to learn. We tend to move in the direction of our thinking, so if we are worried and anxious our mind is more likely to see the problems and obstacles ahead. When we reframe to see the possibilities and opportunities instead, our mind is more open to new ways of thinking and acting. In this case the familiar phrase “mind over matter” becomes a mantra for seeing the world around us differently.

If you are feeling “stuck” right now try reframing the issue before you. Turn the negative into a positive, the problem into a possibility, the obstacle into an opportunity. We can’t turn back the clock on memory loss but we can choose to express the future in different terms; to see our world with a new perspective. What is on our mind as leaders does matter, but perhaps what matters more is how we choose to think about and shape our response.

Seeing, Wanting and Taking

2011-07-03T18:31:00.000-04:00

It’s human nature to covet, a verb translated as “yearn to possess or have (something).” In many cases this desire can be positive. Leaders of all stripes would covet more time with family or to pursue a favorite hobby, like golf or fishing. Some of us covet the awards we have received over the years for achievements in athletics, academics, or community service. But there is a more sinister side to this sometimes admirable quality.

Leaders are not immune to the temptation of craving more power or control, even at the expense of others. Some of us secretly yearn for more autonomy, greater income, or a chance at the corner office. A few of us may even maneuver overtly and covertly to secure these accoutrements of business success. But is seeing, wanting, and taking really a sign of effective leadership? Does having an MBA give leaders a license to feed their greed?

I was reminded this week that our individual actions, both positive and negative, have consequences. The decisions leaders make may seem confined to fulfilling their own wants or needs, but this is rarely the case. Organizational culture, values, and trust rely on the integrity of leadership actions. When leaders behave in selfish or misleading ways the employees and other stakeholders will suffer the repercussions. One doesn’t have to look very far to find examples of this conduct in political, business, and other settings.

In earlier times, the moral fabric that knitted our society together served to reduce a leader’s temptation to act in wantonly selfish ways. Today the absence of morality in our economic and political systems has led to an increased willingness for leaders to see, want and take whatever they desire. A new generation of leadership is needed to courageously offer another way. Our temptation to covet in unhealthy ways doesn’t always have to gain the upper hand. Perhaps we can all learn to see the needs and share instead.

What's Next?

2011-06-26T14:56:00.001-04:00

This past week I attended graduation celebrations for two community leadership classes recognizing the accomplishments of 17 persons who successfully completed the program requirements. One of these classes held a special place in my heart as it represents the culmination of a dream I had to collaborate with a local chamber of commerce and create a truly unique learning experience for emerging community and business leaders. At a breakfast reception honoring the inaugural Leadership Upper Bucks participants, several of the class members shared their perspectives about the program and how it has prepared them for more effective leadership. Later that morning, as we held our final class, they realized their journey was only beginning.

We often associate graduation with the end of a particular era in our life. While it is true that a high school or college commencement marks an educational milestone, it also means launching into a new phase of one’s life. Leadership education and personal growth includes answering the question, “Now that I have these new skills and this additional knowledge, what’s next?” For the class I facilitated this past week that question was framed in a very specific way, “What will be your leadership legacy?”

A legacy is more than the physical and financial assets we generally associate with personal and professional success. Effective leaders recognize that their primary task is to train and produce future leaders. This important task is accomplished through modeling and mentoring those who follow us to become truly inspirational leaders. The graduating class was challenged to consider how they will be more courageous, authentic, serving, truthful, loving, and effective in the years ahead as they apply what they learned and experienced.

During a planned group activity, everyone was invited to share in a small group setting a story of a time when they were particularly courageous in their life. Then that same level of courage was applied to a current situation they were facing. Finally, each participant made a commitment to act courageously so they would implement the changes necessary to achieve a different outcome. This powerful exercise served to highlight why leaders should always be considering the “what’s next” question for themselves, their teams, and their organizations.

Resting on our laurels or basking in the warm glow of accomplishment is never the purpose of educational endeavors or coaching sessions. Effective leaders don’t stop learning, achieving, or doing. They see destinations as launch sites for their next big adventure and courageously apply what they know from previous experiences to the current and future challenges they are sure to face. If complacency is your current leadership modus operandi, ponder the “what’s next” question in your life. You may just find yourself renewed and rejuvenated for the task at hand. In fact, your leadership legacy depends on it.

New Beginnings

2011-06-19T19:57:00.000-04:00

One often hears about the theme of beginnings at the launch of a new year but I was reminded this past week about the importance of living each day, perhaps every minute as an opportunity to embrace something new. For someone who has lived for more than 57 years my past is now likely longer than any future I may have left. You may share my perspective with even greater intensity. But that shouldn’t prevent any of us from seeing each day or week as a new beginning filled with opportunity and promise.

Three personal experiences highlighted this reality for me in recent days. Early in the week someone I know lost their job (a trend that continues throughout our communities). I wonder if they will mourn this experience as a loss or embrace the chance to begin anew. Personally I have experienced several major job transitions in my career and always found new energy and purpose during those times. Leaders should pay closer attention to the needs of employees during these often stressful moments.

Later in the week I was assisting a client with interviews for a new position in their organization and found myself intrigued by the candidates responses to some of our questions about transitions in their lives. Obviously everyone views change in different ways and we each tend to highlight those aspects of new beginnings that are important to us. For some it is the challenge of the role or responsibilities. For others it is the excitement of meeting new people and working in a new community. Some struggle to articulate just what it is that stands out for them when an opportunity emerges. Leaders would do well to ask better questions during the screening of job candidates and to listen more carefully to learn how those persons view new beginnings.

Finally, this weekend my wife and I helped our only son move from rural western Pennsylvania to the Shenandoah Valley in Virginia. It was a time filled with beginnings as we had our first look at his new apartment, met some of his new co-workers, and sampled the cuisine at one of the restaurants in Harrisonburg, where he will be living and working. There is obviously less stress and anxiety for us than for him, but it was affirming to see his positive attitude and approach to the many new beginnings that await his discovery in the days and weeks ahead. Leaders (and parents) can play a supportive and encouraging role during times like this.

These separate but related incidents reminded me that life is filled with daily choices about how we will embrace life when it meets us head on every morning. We can imagine that we are victims of circumstance, subject to the whims and wills of others, or destined to yet another boring week. On the other had, we can open our hearts to the still small voice of a Creator who says, “I have a new beginning in mind for you today; a new purpose for being and living just waiting for you to discover.” It is time we all listened to that voice, regardless of age or station in life. Each day there is a promise unfulfilled, an opportunity unrealized, a moment waiting to be lived. Are you ready to fully experience that new beginning?

When Leaders Disappoint

2011-06-12T16:35:00.000-04:00

While I have previously written on this theme, the stories of leaders in public positions and in private enterprises who behave badly continue to emerge. Whether it is a recalcitrant Congressman Weiner or a boss who fails to keep a promise, leaders too often betray our trust or disappoint. Every sector of public life, business or industry, and professional or amateur sports has numerous examples of leaders abusing power, engaging in fraud, operating unethically, succumbing to on-field temper tantrums, and yielding to off-field indiscretions.

If we are to rebuild the public’s confidence in civic and corporate leadership a new type of leader must emerge. It is not enough to reintroduce ethics teaching into university classrooms or establish harsher penalties for those who step over the line. We need a fundamental shift in personal morality and a recognition that meaning and fulfillment in life aren’t derived from intellectual brilliance or the endless pursuit of power and wealth. What most leaders are missing is an internal compass that is firmly pointed in the direction of their destiny on this earth.

Canadian author and consultant, Dr. Lance Secretan, describes this destiny as “our North Star,” the passion within us that others will find inspiring. If you have ever encountered a truly passionate individual you can sense their excitement in everything they do. They tend to view the world in broad terms with a sense for how their work is making a difference around a specific issue that is near and dear to their hearts. They draw joy from their vocation and don’t measure success solely in terms of money, possessions, or positions of power.

Yet these same leaders inspire us in ways we may find difficult to explain. We are often drawn to their clear vision of a better world, their optimism in the face of adversity, their ability to create loving relationships, and their clarity about themselves and their strengths. We are surprised by how humble they often are, by their servant attitude, and their dedication and persistence. Many times these leaders don’t have an executive title or a corner office. Instead they walk the factory floors or quietly infiltrate the office cubicles.

My personal destiny as a leader and person is well-known to my colleagues and clients—to create a sustainable community of inspirational leaders. To achieve this destiny requires that I aspire to live a certain way, to acknowledge that the quality of my character will influence how inspiring I am to others. So I am committed to discovering, nurturing, and affirming a life-long love for learning in myself and others. Finally I must turn my passion into a calling, a vocation that uses my talents and gifts in an inspiring way. For me that emerges as I serve and inspire others through my teaching, writing, and coaching.

I’m optimistic that we can create a generation of inspiring leaders to replace the tired models that regularly disappoint us. It is what my business is all about and why I do what I do every day. Instead of lamenting the recent reminders of leaders who have fallen from grace, let’s commit ourselves to discovering the destiny within us, cultivating greater quality in our character, and choosing a livelihood that embodies our calling. Will you join me in this movement? I would love to hear your own stories of Destiny, Character, and Calling.

Practicing Silence - Revisited

2011-06-05T20:35:00.000-04:00

This weekend was spent with my wife's family at a cabin in scenic central Pennsylvania. There was no cellphone service, television, or even a radio to disturb the natural beauty around us. Instead I found myself enjoying early morning walks on a quiet country road, catching up on some reading, playing Scrabble with family, and cradling the tiny frame of Harper (our 4 month old great-niece) when I could wrest her away from my wife's arms. With no time to write my blog I decided to revisit one of my earliest posts from March 2007. The topic seems an appropriate reflection for my personal experience the past few days and speaks to every leader's need for quiet time. I hope you will enjoy it.

I doubt if anyone would argue with me that we are inundated daily with more information than we can handle. Most of us struggle to deal with the multiple demands on our time - voice mail, email, meetings, cell phone calls, text messages - enough already! Does knowing more and getting it faster make us better leaders? Who among us has the capacity or stamina to keep up? Does one have to be Superman or Superwoman to be truly effective?

Leaders have a special responsibility to inspire those we serve and it is difficult to be inspiring when our heads are exploding. How many of us have a daily routine that includes pausing to listen and reflect? One of my favorite Bible verses is Psalm 46:10, "Be still and know that I am God." Regardless of your faith perspective this is prescriptive advice for today's "do everything" mentality of leadership. It is in the silence that we can listen - to our hearts, to our family, to our employees, and to our customers. Taking a deep breath, clearing our minds, and waiting for a word from God is the only way we can recharge our mental and emotional batteries. Meditating and reflecting heightens our awareness of what really matters, allows us to sort through the clutter, and rebuilds our capacity to serve. Silence heals, renews, and cleanses us so we can absorb new ideas, connect more closely with what and whom we love, and experience the presence of God in a personal way.

I confess that practicing silence isn't easy for me. My brain tends to race in a dozen directions at first but, if I am disciplined to wait and listen, eventually my spirit succumbs to the sweet music of the Soul - to the sound of silence. It is at these moments that God can speak (even shout at times) and I am finally ready to hear the message. There is energy in this place of quiet reflection. Silence is the place where faith flows freely, where wisdom has a voice, where dreams are birthed, and possibilities are imagined. Revisiting this special sanctuary every day can transform how we as leaders perform. More importantly it can change who we are.

Robert Greenleaf offered this key question for us to ponder: "In saying what we have in mind, will I really improve on the silence?" How would the persons you love and serve assess your leadership if they were asked this question? What would my own clients, colleagues, family, and friends say about me? Perhaps we all need to turn off our cell phones and abdicate our email in-boxes. Let's reconnect with the human spirit by meeting with and listening to each other. Could practicing silence actually improve the silence when our message is finally delivered?

Lessons in Unlearning

2011-05-29T17:40:00.000-04:00

This past week included some experiences that seemed designed to test my effectiveness as a leader. On more than one occasion my approach to situations was questioned by others and I found myself suppressing a need to defend my actions and protect my turf. My leadership style in the workplace is quite deliberate and I am known as someone who likes to have a plan, who communicates in a straightforward manner, and who tends to be more reserved. Those behaviors generally make me an effective leader but proved less helpful as I reflect on the circumstances I mentioned earlier.

It’s easy for leaders to stick with what we know, to admit some practice, belief, or attitude works for us. While that may be true, there is value in unlearning those same old ways of doing things; especially if the evidence is clear that these behaviors are no longer leading to the desired outcomes. My reluctance to show emotion is too often viewed as insensitive by others and so I must unlearn this practice if I am to be effective with persons who need greater empathy.

Since I love to learn, the idea of exploring new approaches in my dealings with others has already motivated me to learn from this week’s shortcomings. I am reading more about my leadership style and the styles of others in the hopes of adapting my behavior the next time a similar situation appears. While I admit that intellectually these new approaches make sense, it will still be very difficult to switch from my preferred way of doing things, or in some cases, terminating the behavior entirely. Every leader can probably identify with this dilemma.

The process of unlearning shouldn’t be a one-sided affair. There are lessons other leaders I work with can also learn from my deliberative approach. For example, many leaders could benefit from a more structured approach to communication. Some of us require more clarity, a main point of reference, and a pace that allows us to follow along and understand where you are going. Another lesson might be doing your homework and not coming to meetings unprepared. My guess is that these approaches will require some unlearning for those who don’t share these leadership qualities that come more naturally to me.

Leadership effectiveness is not confined to only one approach or style. I have met many different leaders over the years in my work and each offers strengths that contribute to the issues and challenges of their organizations. Yet, every approach has its own inherent weaknesses as well. A willingness to unlearn the old practices, beliefs, and attitudes of your leadership style may also be necessary if you are to be viewed as effective by the other styles you encounter. Learning how to unlearn—it just might be the toughest leadership lesson yet.

Wounded in the Workplace

2011-05-22T17:13:00.000-04:00

One doesn’t need a great deal of insight or experience to know that suffering is among us. At an early age we learn that much of the agony we will experience as a human being will come at the hands of those we love and who, in turn, love us. News stories of powerful people wounding their families through illicit affairs or outrageous behavior are all too common. Even caregivers and institutions trusted to provide custody and protection for the most vulnerable among us are sometimes guilty of wounding their patients or clients, both emotionally and physically.

Workplaces are not immune to wounding others as anyone who has been the recipient of a boss’s public tirade or a team’s lack of inclusion will attest. Leaders have a special obligation to provide safe environments where employees can flourish. Sometimes this is as simple as ensuring that non-discriminatory policies and practices are congruent. Other times the effort is more challenging as competing behavioral styles, personalities, and diverse opinions clash in the boardroom and on the production floor.

It has been nearly 40 years since I left home and the passing of time has not always healed every wound. Like you, it is easy to carry resentment over past decisions or to be angry about some perceived injustice. Sometimes our pain becomes fear or anxiety that paralyzes us from moving beyond the wounding to seek reconciliation and forgiveness. A few of us may be known to complain about the unfair circumstances that life has brought our way.

Leaders can model a healing approach to the wounds that frequent our enterprises. We can acknowledge our own pain, admit our mistakes, forgive others for behaving badly, and move beyond our need for acceptance. Leaders can become empathetic listeners, offer nurturing feedback, and regularly praise the work of others. A modern-day workplace doesn’t need to become a therapist’s office but it should be a sanctuary offering healing and hope for the wounded who work, live, and play there every day.

Leadership as Metaphor

2011-05-15T16:09:00.002-04:00

As a literary device, metaphor is a concept of understanding one thing in terms of another. Take ideas as an example. We might describe them metaphorically as “food for thought”. In the context of the workplace we might “stew on those ideas” or “regurgitate them to others.” Some might appear “half-baked to us” while others require “time to digest.” Metaphors help us to make sense of the abstract and are far more prevalent in our daily lives than we might care to admit.

The metaphors for leadership abound. We are explorers, pioneers, teammates, elders, innovators, commanders, troubleshooters, gurus, micro-managers, coaches, shepherds, servants, teachers, and much more. Many of the most popular leadership metaphors come from the worlds of war and sports. These domains offer rich and powerful imagery that appeal to our human need for power and control. We can “shoot down an opponent’s argument”, “defend our turf”, “target our competition”, “play to win”, and “break the rules.” This emphasis on managing through fear and control, combined with a need to win, has elevated this perspective about leadership to a position of prominence.

An alternative to these more aggressive leadership metaphors might be the shepherd or gardner. Here the focus is on “nurturing growth”, “developing people”, and “guiding and caring for others.” The difference in approach and perspective between these two descriptions of leadership is palpable. One has to wonder which metaphor is more appealing to the followers who serve under each domain?

Metaphors carry weight and tend to infiltrate our conversation in ways we don’t even realize. If a leader chooses the metaphors of war or sports, those words carry implicit and explicit meaning. Sometimes these messages suggest unethical behaviors or may not translate well across cultural norms. The metaphors of shepherding and gardening may be perceived as weakness rather than understood as creating an environment where grace and love can flourish. Yes, these attributes belong in today’s stressful workplace!

What leaders say and do is regularly expressed in the form of metaphors. Our attitudes, goals, and actions often reveal our own deeper understandings of leadership. When we choose a metaphor, consciously or unconsciously we are communicating what we believe about ourselves and our roles. Perhaps it is time to revisit the leadership metaphors that permeate our conversations. Lao Tzu’s words ring true from centuries ago, “The best leaders value their words, and use them sparingly. When they have accomplished their task, the people say, ‘Amazing!’ We did it, all by ourselves!’”

Wearing the “C”

2011-05-08T16:27:00.000-04:00

My favorite professional ice hockey team, the Philadelphia Flyers, were unceremoniously bounced from the second round of the National Hockey League’s Eastern Division playoffs on Friday night by the team they came from behind to beat in last year’s division finals, the Boston Bruins. We were swept in four games and outscored 20 to 7 in the series. As a preseason pick to play for the Stanley Cup the outcome was a major disappointment. The next few weeks will feature plenty of analysis about what went wrong; those with more hockey expertise than I are already weighing in. My attention is focused on the guy wearing a “C” on his jersey.

A sports team captain is frequently an honorary designation, but can have responsibility for strategy and teamwork during the game. It is a position generally equated with respect and leadership, as recognized by one’s peers. In the NHL, a captain is the only player allowed to speak with referees about rule interpretations, is considered a dressing room leader, may represent the player’s concerns to management, and is the primary team representative to the public. Frequently the captain is expected to motivate his teammates during a game.

Which brings me to Flyers’ captain, Mike Richards. He has been the team captain since the start of the 2008-09 season and is known for his physical style of play on the ice. While Richards has been a star since his NHL debut in 2005, his stint as captain has been less successful. Last season Richards and the Philadelphia media feuded for most of the year before the team embarked on its remarkable run to the Stanley Cup finals, a performance that drew comparisons to former team captain Bobby Clarke.

Serving in a leadership role, even in sports, is a challenging and often thankless job. A leader is constantly in the spotlight and often under scrutiny if performance wanes. They are expected to model behavior that sets a positive example for employees and teammates. Leadership requires courage to overcome adversity and admit failure. Leaders must know what motivates others and when to extend grace or empathy.

As Flyers captain, Richards has appeared to evade many of these leadership attributes. In the weeks preceding the playoffs his team’s performance was alarmingly inconsistent yet he showed no leadership in addressing the situation. A rally during the playoff’s first round could have sparked better play against Boston but in one week’s time the season was over.

Wearing the “C” can feel like a burden, a fact that Richards sometimes implies during his post-game interviews. A team or company committed to long-term success must have leadership willing to play a decisive role. That doesn’t always happen on the ice or in a company meeting. Effective leaders quietly change hearts and minds through their influential relationships. They are willing to be a public voice even when they don’t relish the spotlight. This off-season Richards and the Flyers may need to revisit his role as captain. What might your team have to say about your leadership? Are you deserving of that “C” you’re wearing?

Beyond Regret

2011-05-01T16:37:00.000-04:00

Since 2007 a website blog titled Secret Regrets™ (found at www.secretregrets.com) has been offering a digital space for persons to post the biggest regret of their life; a place to share the one thing they would change if they had a second chance. The site has generated plenty of discussion since then and some of the posts and subsequent comments were published in 2010 as a book titled “Secret Regrets - What if you had a Second Chance?” written by Kevin Hansen, who also launched the original blog.

As you might expect, the site contains many confessions from persons who simply made poor choices or hurt a loved one. The blog’s disclaimer makes it clear they are not offering professional advice to anyone who shares their story, yet many of the site’s visitors do offer comments about the daily secret regret (the site urges posting only supportive and helpful ones). Given the volume of postings and responses it is obvious many of us have regrets about our lives and long for emotional and spiritual healing.

The workplace and marketplace provide many occasions to make decisions or engage in behaviors and conversations that leaders may regret. Since no one is perfect the scale is tipped toward acting badly at some point each day. While I find the idea of anonymously sharing one’s regret with complete strangers somewhat intriguing (and perhaps even cathartic), what happens after this virtual confession? How does anyone, including leaders, move beyond the regret to create a new reality?

In recent weeks I have encountered professional and personal experiences where regret has played a significant role. The conversations have often focused around the need to move on but the process isn’t always easy. Guilt and shame can sap one’s energy and divert one’s thinking from what could be to what could have been. There is little to be gained by living in the past or allowing those memories to distort one’s view of the future. Forgiveness certainly plays a role in this recovery process but so does a willingness to acknowledge some positives and lessons learned from the very situations that are causing the feelings of regret.

Leaders who model healthy perspectives about past regrets will encourage their colleagues and direct reports to do the same. Keep your situation in perspective by sharing your stories, seeking forgiveness or making amends when necessary, and learning how to be an empathic listener to the regrets others may need to express. The second chances we all desire shouldn’t be relegated to a blog website or confined to a therapist’s couch. Imagine a workplace where past mistakes can be redeemed, where stories of regret can become teaching tools, and where judgment is replaced with love and acceptance? Leaders who believe in the power of second chances will help their employees to accept what cannot be changed and learn to love life as it happens, not as you would wish it to be.

What’s Working

2011-04-24T20:12:00.000-04:00

Our world is full of deficit thinking. We are obsessed with problems large and small and how to fix them. Countless meetings and projects are dedicated to problem-solving, often with little to show for our efforts except frustration. Leaders are not immune to this phenomenon and we regularly champion this way of thinking in our organizations. But what if there was another approach to addressing the challenging issues we face? Suppose we began the process, not with an analysis of what is wrong, but with a focus on what is right?

Employee morale is a real problem for many organizations these days, even ones with a history of past success. The typical approach to such an issue is to study all the possible causes of low morale—a process that is sure to unleash plenty of negative energy and a resulting sense of hopelessness. But what if those same conversations focused on what a positive workplace might look like and how your employees could collaborate to create just such an environment? Would the energy be different and the outcomes more uplifting?

Studies have shown that in every human situation, every institution, something is working. These positive core elements may be dormant because of neglect or complacency. Perhaps the constant barrage of negative thinking and news has simply driven these values and competencies underground. But with some careful planning and purposeful processes a new way of thinking can be taught and learned. The positive core can reemerge as a force for change.

Leaders would do well to harness the untapped potential of this positive core and to empower employees and other stakeholders to rediscover what is already working within their team and the broader organization. Instead of problems, consider the possibilities. When faced with obstacles, imagine opportunities. You can lead your team beyond deficit thinking to a powerful way of reframing the future. By focusing on what you wish to become you can, in fact, create your new reality.

Last week’s post invited leaders “to become the change you want to see.” Now it’s time to engage your stakeholders in this same process by focusing on what’s working within the organization. Albert Einstein expressed this concept well when he said, “No problem can be solved from the same level of consciousness that created it. We must learn to see the world anew.” Now here’s the good news...no special eyewear is required.

Be the Change

2011-04-17T17:00:00.000-04:00

Leaders are fond of change imagery. In politics, change is packaged as a clever, easy to remember slogan. Business leaders frequently tout change as a necessary element of today’s volatile and competitive marketplace. The faith community stakes its credibility on changes that occur as persons submit their lives to God and his will. Yet many leaders struggle to deliver the changes promised so enthusiastically just weeks or months earlier.

In my leadership consulting and training practice I have discovered that personal and organizational transformation isn’t rooted only in the promise of some future hope or dream. The ultimate destiny we seek begins with our willingness to live that future right now. Indian leader Mahatma Gandhi expressed this idea well when he said, “Be the change you want to see.” Gandhi’s vision of a non-violent world wasn’t some distant concept or theory. He lived his life in a non-violent way to give voice and meaning to his dream.

Dr. Martin Luther King, Jr. is another example of a leader who lived his dream of greater justice, equality, and respect for all. His willingness to “be the change” inspired millions to think and act differently but also ultimately cost him his life. When leaders commit themselves to authentically enacting the deeply held principles they cherish it is understandably difficult, and perhaps even dangerous.

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 the organization hopes to reach. 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.

When I am facilitating a client event my behavior must model the outcomes I hope to attain. While teaching or coaching my words and actions must be congruent with the concepts I am introducing or the advice I am offering. As a leader who espouses the virtues of being inspirational, I must be inspiring!

What might happen if leaders took seriously the challenge of Gandhi’s simple, yet challenging idea? Might empty pledges to fix pressing problems be replaced with practical, common sense solutions? Could slick ad campaigns give way to promises kept? Shouldn’t leaders be known for their integrity rather than their perceived intelligence? Transformation doesn’t begin with some grand plan or budget, it starts in our hearts and minds. Leaders would do well to simply “be the change they want us to see.” Now, who is willing to start?

Unintended Consequences

2011-04-10T16:15:00.002-04:00

In their 2009 New York Times bestselling book “Super Freakonomics”, authors Steven D. Levitt and Stephen J. Dubner introduce data that verifies the potency of what they call the “law of unintended consequences.” Many of their examples involve government intrusion into the socio-economic system.

They cite the Americans with Disabilities Act (ADA) which was intended to protect disabled Americans from discrimination but instead resulted in fewer jobs because employers worried they wouldn’t be able to discipline or fire bad workers with a disability so they avoided hiring them at all. Or the garbage tax that was expected to deter people from producing so much waste but instead prompted consumers to dump trash in the woods or down their toilets creating even more environmental issues. You could probably offer numerous other examples of well-intentioned policies run amok in the public and private sectors.

These days I am more intrigued by the possibility that “low-cost or no-cost” solutions might hold the key to addressing some of our society’s most pressing problems. Much of this thinking is also detailed in the book, like the impact of cheap but effective ammonium nitrate as a crop fertilizer or the inexpensive seat belt as a lifesaving device in automobiles. But there is more to be done.

Recently I have been learning about a unique method of addressing vexing community issues called Results-Based Accountability™. Developed by Mark Friedman this approach offers a simple, common sense process that effectively delivers better outcomes when applied to problems. It relies heavily on the notion that many of the solutions we seek can be inexpensive.

As I immerse myself in this new way of thinking, I am also wondering why businesses and organizations are so reluctant to pursue non-traditional models in their efforts to improve productivity or provide better customer service. Are leaders threatened by the level of collaboration that might be necessary for some of these initiatives to bear fruit? Do we still favor logic-driven research that often ignores the intuitive nature of breakthrough thinking?

Regardless of the rationale, leaders must be willing to consider new approaches to traditional problems. We can’t afford to throw more money at community issues like poverty, homelessness, and hunger. Now more than ever, we need to harness the collaborative energy of government, nonprofit agencies, business leaders, educators, healthcare workers, and the faith community. Wouldn’t it be amazing if the unintended consequence of this approach was lasting change?

Microscope or Telescope

2011-04-03T15:57:00.000-04:00

Last week’s post offered a leadership lesson about the importance of perspective—seeing the world from 10,000 feet or at ground-level. Today’s musing will put a slightly different spin on the same general theme of perspective. It is inspired by some of the work I did this week with a nonprofit board.

Over the years I have encountered many different leaders and worked with a variety of clients. I have found that the nonprofit community and the boards that lead these institutions rarely assess their own performance. Perhaps the need to maintain funding streams and retain competent staff simply distract these organizational leaders from the important work of board development. Complacency could be another factor as many nonprofits expect little of their board members except to show up for meetings and write checks.

As competition for money intensifies and the number of persons needing services grows there will be more pressure on nonprofits to produce measurable outcomes. In other words, how is the community or your clients better off as a result of your work? That question can’t be answered effectively unless the board knows how to view its own work and the needs of the broader population it serves. Thus my reference to microscopes and telescopes.

A microscope is used to identify what can’t be seen with the naked eye. In a board context this metaphor applies to the important work of assessing performance at an agency and board level. Programs can’t be effective without regularly reviewing who is being served, how efficiently the services are being delivered, and how well those receiving the services are able to improve their lives as a result of your intervention. Boards can’t be effective if they ignore the poor performance of individual members, if they don’t hold each other accountable, or if they spend all their time trying to fix problems.

A telescope serves a much different purpose. It uses focused light to find remote objects that may be millions of miles away. A nonprofit also needs to regularly examine the larger world in which it functions. Unknown competitors, unseen funding streams, and hidden opportunities for collaboration are everywhere in the universe but may go unnoticed without a telescopic perspective. Likewise, boards should spend more time making sense of the trends, issues, and challenges facing their organization. If they never pause to look outside the boardroom their view of reality will be short-sided at best.

No capital investment is required to apply these concepts in your nonprofit or in the work of for-profit business leaders. Without self-assessment and sense-making every organization and leader risks losing sight of new realities as they develop. What you see when these techniques are employed is only the beginning. How you respond will determine if the view has really be understood.

It’s a Matter of Perspective

2011-03-27T16:12:00.000-04:00

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!

Helping Leaders to Flourish

2011-03-19T14:14:00.000-04:00

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!

I Confess

2011-03-12T18:24:00.002-05:00

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.

Time to Make the Donuts

2011-03-06T17:00:00.000-05:00

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)!

When the Wind Blows

2011-02-27T18:50:00.000-05:00

This weekend my wife and I celebrated her birthday at the beautiful Gaylord National Resort and Convention Center in National Harbor, MD (just south of Washington, DC). Our Friday morning travels included driving in the rain but the afternoon provided an even more challenging weather phenomenon...wind and lots of it. In fact, the local forecasters mentioned gusts clocked at nearly 60 mph and we can attest to the wind’s incredible power.

An afternoon walk through the commercial district next to our resort became an exercise in personal determination and stamina. There were times when the wind blew so hard it was difficult to maintain ones balance and on at least one occasion we were both stopped in our tracks by a mighty blast that roared off the Potomac River and through the street. I must confess to being somewhat stunned by the experience and can now understand the challenges faced by reporters who cover hurricanes when the winds are gusting even harder. We finally conceded defeat and returned to our hotel room until the winds relented later in the evening.

Leaders face similar personal and professional challenges that make it hard to proceed with plans and goals. The winds of change are just as persistent and powerful, creating constant challenges for us to overcome. Opponents of our ideas may be implacable and tenacious as they push for their own agenda. Employees can seem incessant in their complaints as they defend their turf or protect valuable company resources.

How does a leader stand firm in ones convictions and unswerving in ones chosen path? What happens if you are stopped in your tracks by that unexpected obstacle or blown off course by unforeseen circumstances? My wife and I chose to capitulate because there wasn’t anything major at stake. Our weekend trip would not be lost because an afternoon walk wasn’t fully completed. But the choices leaders make often carry enormous consequences. Pushing ahead against the wind may be a necessary course of action. It will require discipline, persistence, and stamina.

Too many of our prominent leaders (including many politicians) lack the resolve to stay the course when the winds of opposition appear. They either duck for cover or formally accede to popular opinion. This approach doesn’t serve anyone very well. In the face of unrelenting obstacles leaders must demonstrate an ability to lean in, fight the urge to give up, and find the courage to invite others to join them. When the wind blows (and we know it will) stand firm, guard your principles, and let everyone know this too shall pass.

Overcoming Disappointment

2011-02-20T17:52:00.001-05:00

Stuff happens! People get fired or laid off. Marriages end in divorce. Loved ones die. We get sick. Teams lose the big game. Learning to overcome the pain of disappointment is an important life lesson and something leaders need to understand and model. Yet we all know it is easier to lick our wounds, feel sorry for ourselves, blame others for our plight, or succumb to fear and anxiety. The emotions of anger, confusion, resentment, and self-doubt can easily dominate the recovery process.

So how does one move beyond these stages to a sense of hopefulness and optimism? Terri Needels, Ph.D., a clinical psychologist, offers these words of advice, “Don’t focus on what you lost or what didn’t work.” This concept of reframing the situation is an important first step when any disappointment is encountered. If you have lost your job, imagine yourself successfully engaged in a new one. When a relationship ends, picture yourself with a new person.

Obviously this is easier to say than to actually do. Frustration and blame can be debilitating as they sap energy and may even pull us toward depression. By practicing how to move on, leaders can learn to cope more effectively with the inevitable setbacks that happen to all of us. A big loss or disappointment offers equally big opportunities to make changes. If we are open to seeing the possibilities then we are more likely to overcome each obstacle and learn how to be more resilient in the future.

Here are a few tips for overcoming disappointment. Accept setbacks without needing to understand why something happened. Face your fears head on knowing that insecurity is normal. Be patient and avoid a rush to resolve the issue or change your circumstances. Take risks and move beyond your comfort zone. Have goals and know what you want to achieve. Don’t be a victim but instead learn how to proactively become a problem-solver. Take one step at a time, one day at a time, rather than becoming overwhelmed by the magnitude of the problem or task. Seek out trusted friends, family, or professional counseling for their support. Remember to take care of yourself by eating well, exercising, and getting enough rest.

Over the years I have faced my share of disappointments. In fact, they continue to occur nearly every day. My recent unexpected illness and hospital stay is an example. The most important lessons I have learned are how to reframe my circumstances and the need to reach out to others. My recovery has been accelerated when these two elements are included in the process. It hasn’t always been easy to admit my fears and look for new ways to frame the problem. Courage is required to tell someone else that you need their help. But experience has taught me that these steps make a difference in the immediate situation and as a long-term tool for healthy living.

If you are currently feeling down and out, these words are meant to encourage you to try a different approach. Your disappointment represents a potential turning point. Don’t miss the opportunity to learn and grow!

Control or No?

2011-02-13T18:48:00.000-05:00

My previous blog post recounted some of the events experienced and lessons learned from a recent hospital stay. Perhaps the most difficult challenge these past two weeks has been my struggle to cede control. Anyone who knows me well is familiar with my version of this theme. Perhaps it is my birth order (the oldest sibling) or my behavioral style (high CD meaning conscientiousness and dominance) that drives this need. Whatever the root cause, I like to know that everything in my life and work environment is structured and designed for optimum productivity and efficiency.

Health issues have a way of thwarting these plans in ways that are hard to accept. When I missed a day of work for my unexpected illness everything seemed so manageable, so controllable. A day later I was being admitted to the hospital for an undetermined length of time and suddenly the anxiety of having limited or no influence over my circumstances became my new reality. It was a tough pill to swallow.

What did I do to cope with my plight? How did I placate my need to direct and influence? Did I learn anything about myself during this two week trip into uncharted waters? I must admit that some of these lessons are easier to share than others. Perhaps some of my readers can relate to the challenges I faced and the courage it will take to alter my personal and professional life.

First, I discovered that ego plays a role in my need for control. My self-image is largely shaped by the work I do and how it is perceived by others. While this is not a new revelation, it affected my willingness to cancel appointments and give myself adequate time to recover from my illness and surgery. Those initial emails and phone calls felt like I was making excuses for failing to execute as promised. Of course my clients and colleagues were more than willing to reschedule appointments or class sessions without any hint of disappointment or recrimination. Everyone simply expressed their concern for my well-being and encouraged me to call them back when I was well again. Can I learn from this simple act of kindness that control of my schedule is largely driven by my own desires and not the needs of others?

Second, I was reminded by my physical limitations that control isn’t always within my bounds. Even a part-time work schedule last week proved more punishing that I had expected and taught me the importance of listening to my body and the sound advice of health professionals. As my strength returns, and I once again attempt to exert control, will I still pay attention to those obvious and illusive signs of stress that accompany such behavior? Will I willingly acknowledge limitations and accept advice from friends and colleagues?

The past two weeks have shown me what life is like when circumstances dictate a course that thwarts my need for control. Yes, it was frustrating at times. Yes, I grew impatient and restless as I knew I would. No, my business and personal life did not end or even suffer too badly. Obviously, a longer time period would have changed all that but, even if that had occurred, I could have learned to cope and adjust. I’m grateful for a chance to develop some new habits and practices as a result of this experience. Mostly I’m wondering why leaders cling so tightly to their need for control and praying that more of us will learn how to loosen our grip.

Stoned

2011-02-07T16:44:00.000-05:00

I am posting this blog a day later than usual because of an unexpected hospital stay that began last Tuesday and ended yesterday afternoon. My gall bladder decided to “stone” my system and did a pretty good job of incapacitating me for most of last week. By the time I was admitted and diagnosed, I had developed a severe case of pancreatitis that prevented immediate surgery. After several days of forced fasting, antibiotics to “cool things down”, and some pain medication to keep me sane, the gall bladder was removed on Friday afternoon and three gall stones retrieved from my bile duct the next day. There were enough experiences during that time to fill several blog posts so I’m choosing to highlight just a few lessons learned.

Diagnosis is never easy. Leaders (and doctors) understand the difficulties associated with definitively identifying the source of a problem and choosing a solution that will address it effectively. When I first experienced nearly identical symptoms in late November there were several items mentioned as possible culprits. I was treated initially for acid reflux and when my pain subsided it appeared to be the right diagnosis. Two months later the verdict was quite different and thankfully the real problem was uncovered. What makes the difference between a diagnosis that correctly assesses the situation and one that merely delays having to deal with the problem again?

From my health experience this past week I have drawn several conclusions that might prove prescriptive for leaders. First, I (as the patient) refused to wait for an additional test (an ultrasound) during that initial November hospital visit. Since my pain had subsided and I was traveling for the holiday weekend it seemed unnecessary to spend any extra time in the ER. That decision may have prevented physicians from accurately diagnosing the problem and treating me more effectively. Instead of taking time to really assess what was going on (finding the gall stones) I chose a fast, easy solution that only delayed the bigger problem from being treated properly. Leaders may be tempted to do the same when facing business and personnel issues. Relieving the pain quickly and moving on could reduce our anxiety but the “stones” remain.

Second, I now realize that I’m not as adept at listening to my own body as I once thought. It is hard to admit that aches and pains exist and that I’m susceptible to disease and illness like everyone else. Warning signs are easily dismissed with this type of attitude making one more vulnerable to a serious problem later. Leaders are often not as proficient as they should be at noticing the warning signs of client unrest, market shifts, and competitor incursions. They may dismiss the symptoms or employ short-term fixes that hide the real damage yet to come. Empathy is needed to be a better listener and few of us excel in this important skill.

Now that I am recovering it will be tempting to forget any lessons learned and return to my previous habits and attitudes. By writing about and publishing my experience I’m hoping to be held accountable by readers and others who know my story. Perhaps you have your own example of a missed diagnosis, refusal to dig deep enough when identifying the problem, or failure to listen and accept the truth. If so, please post your comments for publication. Meanwhile, I challenge leaders everywhere to recognize the “stones” that may occur in the work you do and be ready to remove them if needed to maintain health and wellness within your enterprise.

Silence Is Golden

2011-01-29T15:49:00.000-05:00

This past week on more than one occasion I was reminded about the important role silence plays in my teaching and coaching work. That realization prompted me to recall a blog posting I had written in March of 2007 (see blog archives for the original version). I decided to update my thinking on this important topic.

In recent years I have focused on doing inspiring work and being an inspirational leader. I have tried to learn and practice good listening skills while challenging the intellectual, emotional, and spiritual well-being of the clients I am serving. Silence, however awkward and uncomfortable, is a necessary element of these interactions. Our addiction to noise and brain stimulation is a frightening phenomenon, turning human interaction into digital posts and tweets. Cultivating silence in the midst of mind-numbing chatter is an enormous challenge.

How many of us have a daily routine that includes time to listen and reflect? One of my favorite scripture verses is Psalm 46:10, "Be still and know that I am God." Regardless of your faith perspective this is prescriptive advice for today's "do everything" leadership mentality. It is in the silence that we can listen—to our hearts, our families, our employees, and our customers. Taking a deep breath, clearing our minds, and waiting for a word from God is the only way we can recharge our mental and emotional batteries. Meditating and reflecting heightens our awareness of what really matters, allows us to sort through the clutter, and rebuilds our capacity to serve. Silence heals, renews, and cleanses us so we can absorb new ideas, connect more closely with what and whom we love, and experience the presence of God in a personal way.

I confess that practicing silence isn't easy for me. My brain races in a dozen directions at first but, if I am disciplined to wait and listen, eventually my spirit surrenders to the sweet music of the Soul—to the sound of silence. It is at these moments that God can speak (even shout at times) and I am finally ready to hear the message. There is energy in this place of quiet reflection. Silence is the setting where faith flows freely, where wisdom finds a voice, where dreams are birthed, and possibilities are imagined. Revisiting this special sanctuary every day can transform how we as leaders perform. More importantly it can change who we are.

Robert Greenleaf offered this thoughtful question for us to ponder: "In saying what I have in mind, will I really improve on the silence?" How would the persons you love and serve assess your leadership if they were asked that question? What would my own clients, colleagues, family, and friends say about me?

Perhaps we all need to silence our cell phones, abandon our in-boxes, and disconnect from the frenzy of Facebook and Twitter on a daily basis. Let's reconnect to the human spirit by gathering with and really listening to each other. By thoughtfully and intentionally practicing silence, might our message carry more worth and meaning when it is finally delivered? Will you have the courage to give it a try?

Honoring Rita

2011-01-23T16:18:00.001-05:00

As I write this week’s post, fresh memories of last night’s chamber of commerce banquet are lingering in my mind. My last official act as board president was to serve as emcee for this annual event where we highlight the work of our organization and honor the people and businesses that makes our region, what we call the Indian Valley, a special place to live and work. Since 1987 one award has assumed center stage as we celebrate an organization or individual whose volunteer spirit and commitment to service stands out from the crowd. I was humbled to receive this honor in 2007 and will never forget the shock and surprise I felt. Knowing my peers had collaborated to choose me above many other worthy candidates is something I will never forget.

Last night I was privileged to introduce this year’s winner of the Charles H. Allebach, Jr. Community Service Award, my dear friend, Rita Woodward. Like me, she was overwhelmed with emotion as her name was announced. A standing ovation served to validate our choice. Rita’s example of giving back is worth sharing and that is what my brief tribute will attempt to convey.

Imagine a dynamic personality combined with master networking skills. Add a generous mix of love, kindness, generosity, and creativity. Stir in some passion and boundless energy. Share these abilities and attributes with others in both work and volunteer settings and you have just described Rita. Well, actually it’s difficult to capture the special way Rita lights up a room, changes a conversation, or takes charge of a situation. Anyone who knows and serves with her could add dozens of descriptions to my abridged version.

In the years I have known Rita, she has been a constant encourager, a faithful friend, a patient listener, and a passionate advocate. Even when she lost her job a couple of years ago, her positive attitude and persistent determination kept her focused on opportunities for personal and professional growth. She networked, volunteered, accepted short-term assignments, and never succumbed to the temptation of defeat, even if she may have felt like it at times.

Rita does inspiring work because she is an inspiring person. That is why I am so pleased she was honored by our chamber board. They recognize that leadership and inspiration aren’t one and the same. Someone who inspires doesn’t always hold a title or office but they are true leaders. Someone who leads, even with a position or status, is often not very inspiring. Rita is the former, a leader because she inspires others to serve and give.

Margaret Mead is quoted as saying, “Never doubt that a small group of thoughtful committed citizens can change the world; indeed, it’s the only thing that ever has.” That’s who Rita is and why we need others like her to make a difference in our world. Perhaps Rita’s story may inspire you to act, and if you do, I hope you will return to this blog and post your story. Thanks, Rita, for inspiring so many others to “pay it forward!”

If Only

2011-01-16T16:17:00.000-05:00

Regret is a powerful emotion. It is woven into the fabric of many of our life stories. We wonder, sometimes years later, what might have happened if we had chosen a different career path, listened to the advice of a parent or mentor, married someone else, or selected our words more carefully. The guilt that may accompany these choices can foster depression, anxiety, and indecision years after the event has passed.

If you are a leader, the list of “if only” statements might be pretty extensive. Anyone in a position of power or influence makes daily decisions that may not satisfy those they serve or reflect the highest standards of conduct. Words carry meaning, values can be compromised, and personal ego may cloud discernment. We can’t ignore the consequences of our poor judgment or lack of discipline.

However, those same choices or mistakes don’t need to prevent us from pursuing current dreams and opportunities. I used to second guess myself for choosing not to earn a four-year college degree. A full explanation of this story won’t be forthcoming here. However, since making that decision I have held executive positions in several different organizations, served in countless volunteer leadership roles, and successfully launched my own business. I have honed my talents and skills through the able advice of mentors, extensive reading, practical on-the-job experience, and self-discipline. Hopefully the results speak for themselves.

In spite of these outcomes, the thought that “if only I had my MBA things might be different” still hides in the shadowy recesses of my mind. Perhaps it is just human nature for us to question, wonder, and worry. My decision did not have life-and-death consequences so feeling regret seems trivial at best. At age 56 I could go back to school if it was really important to do so.

I share this example to encourage others who perhaps also carry lingering regrets from their past. Wouldn’t our emotional energies be better spent on celebrating how God restores and provides even when we may ignore his call or abandon our dreams? All leaders should pay closer attention to the impact of our choices on others, not just on ourselves. We should confess and learn from our mistakes and invite those we serve to hold us accountable.

I’m personally grateful for the amazing opportunities I have been given to learn and grow as a leader. Many persons have taken risks over the years by placing their confidence in my abilities and offering helpful advice or encouragement. I have tried to do the same for others.

Is there anything on your “if only” list of regrets that needs healing? Can you forgive yourself for that mistake you may have made or the wrong path you chose? It’s time to move beyond regret and guilt; to become more attuned with what is most important now and what matters to those you serve today. That decision could be the key to avoiding any future “if only” memories.

Dealers in Hope

2011-01-09T14:41:00.000-05:00

What are some of your hopes for 2011? Is it to make more money? To hire some new employees? To bring your life into greater balance? To beat your competition? Perhaps more importantly, why do you hope for these things? Why are they important to you?

The concept of hope has been both celebrated and ridiculed by many of the world’s poets, philosophers, and leaders. “Everything that is done in the world is done by hope,” writes Dr. Martin Luther King. “Hope is the worst of evils, for it prolongs the torments of man,” counters Friedrich Nietzsch. A quick Google search for hope reveals hundreds of quotes and poems written about this subject.

I want to offer a few observations about hope from the perspective of leadership. Napoleon Bonaparte is quoted as saying, “A leader is a dealer in hope.” At first glance I was tempted to cynically equate this quote with the “smoke and mirrors” speeches that often accompany our political campaigns and national agenda. We can all remember a time when our emotions were swayed by the empty rhetoric of a speech or sound byte. That’s not the context for hope I want to connect with Bonaparte’s take on leaders.

While it is tempting to use hope as some magical motivational tool, leaders must also be willing to ground their words of possibility with the practical, common sense realities of the situation. How can a leader credibly encourage employees to not lose hope in the future of the company when they know about planned furloughs or facility shutdowns? People deserve to hear the hard truths about what is happening while still being invited to have courage in the face of adversity.

Hope is rooted in the realization that nothing is permanent. Today’s euphoria will eventually give way to tomorrow’s depression. Tomorrow’s victory will be tainted by the losses of next week. Winter’s formidable chill and darkness will surrender to the warmth and light of Spring. Leaders who deal in hope know these truths and invite those around them to share their stories of pain and success, of joy and sorrow.

Today’s stressed workplaces generally feel hopeless. Employees are worried about job security. Managers are struggling with tighter budgets and limited resources. In this volatile environment a leader who effectively deals in hope would be a much needed catalyst for change.

So become a dealer in hope. Invite people to believe in themselves and each other. Encourage storytelling about the company’s history, especially it’s positive past. Focus less on fears and failures. Dream together about what is possible. Keep hope alive.

Endings or Beginnings?

2011-01-02T19:53:00.001-05:00

The calendar year we have known as 2010 is now history. For many of us it couldn’t end soon enough. These past twelve months have seen their share of economic and political turmoil including persistent high unemployment, a mid-term election cycle, and several high-stakes legislative initiatives. It has been a challenging time for business leaders.

The new year promises fresh beginnings, at least that is one optimistic view of the future. In 2011 some of us we will resolve to change a habit or launch a new idea. This practice can invigorate our hearts and minds with energy and purpose. By focusing on where we are going the path may seem more clear and the journey more inviting.

For others, saying goodbye to the past year may carry it’s own weight and meaning. I lost some of my closest friends to death in 2010 so the memory of our relationships still stings with the pain of permanent separation. The dark, cold winter months do little to encourage my spirit and I find it difficult sometimes to remain optimistic in the face of these endings in my life.

Transitions always bring with them this tension between the old and the new; between the past and the future; between endings and beginnings. Our church is experiencing this right now as our current pastoral team moves on. Many organizations have been hit hard by permanent layoffs and plant closings during this past year. The anxiety about what is known and unknown remains a difficult lesson for leaders to grasp.

One way I hope to conquer the uncertainties of ending one year and beginning another is to be more thankful. I am blessed to have a loving family, good health, a job that I enjoy, and dozens of clients and friends who support and encourage me. I’m thankful for my faith that sustains me in times of uncertainty and for a church family that offers me a place to use my talents for God’s glory. Every leader should adopt an attitude of gratitude in 2011.

We cannot stop the march of time. A new calendar year is simply another reminder that endings and beginnings are an integral part of life. Leaders whose memories of 2010 are filled with pain and disappointment can wipe the slate clean and start over in 2011. Every failure can be a lesson learned, an opportunity for personal growth. It’s important to reflect on what has ended and imagine what is just beginning. You might even find something to celebrate about both! Happy New Year everyone!

When Bad News Is Good

2010-12-26T16:30:00.000-05:00

As I write this blog entry a major snowstorm is barreling up the eastern seaboard expecting to bring with it more than a foot of snow and high winds to the southeastern region of Pennsylvania where I live. Much of the Jersey shore will likely have even more snow and blizzard conditions. The ominous forecast has even postponed the Philadelphia Eagles home football game until Tuesday night.

Weather is a potent newsmaker, especially when the prediction is bad. Major snow storms, hurricanes, tornadoes, earthquakes, or extended heat waves all attract plenty of media attention since the bad news tends to drive ratings higher. We modern humans have an insatiable appetite for information and are often most attracted to the tragic stories that accompany weather phenomenon. Let’s face it, bad news sells!

Business and community leaders frequently find themselves facing decisions that involve sharing bad news. It may be lower than expected revenue or profits, an unexpected lawsuit, a workplace accident, or employee layoffs. Sometimes in our haste to get beyond the pain of sharing the current reality we overlook the opportunity to make sense of what is happening. This generative thinking process could be a perfect response to a new challenge or a recurring problem. By reflecting on what is happening in the context of the organization’s mission we could discover new strategies and solutions that weren’t previously considered.

Denying reality in the face of bad news isn’t good for business or personal health. We can only bury our heads in the sand for a while. Eventually we must consider what has taken place, understand the story behind the problem or issue, and get busy doing something in response to our discoveries. While leaders can’t change the weather, they can alter their responses to better inform the public on what to expect and how to cope with the aftermath. They can proactively move to protect citizens by postponing major sporting events or restricting travel on major highways. Lessons can be learned, even from past mistakes, like the government’s response to the BP oil spill or Hurricane Katrina.

One of the best ways to turn bad news into a force for good is by simply asking, “What if this same event happens again?” Business and civic leaders should never let a disaster or failure go to waste. Use the bad news to foster generative thinking and become better at solving problems. Tell more stories about the positive endings that frequently accompany tragedy. Then when the next major winter storm approaches our response can be, “Let it snow, let it snow, let it snow!”

Gut Check

2010-12-19T15:22:00.000-05:00

We’ve probably all had the feeling. In the midst of a conversation, a major decision, or meeting someone for the first time we get this unsettling hunch that something isn’t quite right. Sometimes we refer to this phenomenon as instinct or perhaps intuition. It’s a visceral response to our surroundings that may be intended to protect us or serve as an early warning system. To ignore this instinctual feedback is an invitation for potential disappointment or perhaps something more threatening.

I know quite a few leaders who view the world through an empathetic lens. They are often very adept at sensing the underlying feelings of others, knowing when stress is present, or simply connecting emotionally with another person. Sometimes these same leaders fail to trust their more intuitive nature because they believe that facts and logic should rule the day in the business world. After all, science requires proof and evidence while intuition offers little more than premonition or suspicion as guidance.

Before you analyze this argument for yourself, consider the times in your life when you sensed that something was wrong, even in the absence of any confirmation. I’m sure you have experienced moments like that. Our gut is often a very accurate barometer; able to predict with uncanny accuracy what is really going on behind the scenes or just below the surface. Yet few leaders cultivate this skill or trust it when making judgments and decisions.

I’m not advocating that we abandon the use of quantitative measures to assess our situations, however, without the additional perspective of intuition to guide us we will surely overlook key elements or issues. By applying empathetic listening with an intuitive grasp of the truth we could find transformative solutions to workplace and marketplace challenges.

So the next time you are facing a painful decision, a challenging obstacle, or a difficult conversation, pause and pay attention to your sixth sense - the instincts that could prove invaluable as you choose a course of action. We humans seem to know from birth what is right and wrong, just and unjust, truth and lie. Our Creator gave us a moral compass that should guide our thinking and actions. When we stray from its True North our gut tells us so. If only we would stop ignoring its signals.

Where’s the Evidence?

2010-12-12T17:28:00.000-05:00

I’m a big fan of the hit television show, CSI (Crime Scene Investigation). One of the compelling aspects of each week’s episode is the team’s efforts to link evidence gathered at the scene of the crime to a suspect. Sometimes the connection is a microscopic detail that would be missed by anyone with an untrained eye. Usually a successful case rests on a body of evidence that implicates the perpetrator; corroborating pieces of information that ties an outcome to the person or persons responsible.

If leaders were judged by these same demanding standards how many might fail the test? In other words, if your leadership status was based on hard evidence would there be enough proof to convict? It might seem like an unfair question since the qualities of leadership are generally more subjective. Yet, we all know the leaders we admire and respect do portray certain characteristics that capture our attention and admiration. It is why we see them as a leader; why we try to emulate their behavior and honor their legacy.

It would be arrogant of me to assert that I have created a definitive list of those qualities that define leadership. There are plenty of smarter, more talented, and better educated persons who have already researched and written about this subject. Our bookstores and the Internet are filled with dozens of bestsellers and websites devoted to becoming an effective leader. One product I use in my consulting and teaching is the Everything DiSC® 363™ for Leaders profile created by Inscape Publishing. It rates effective leadership using a spectrum of eight approaches: Pioneering, Energizing, Affirming, Inclusive, Humble, Deliberate, Resolute, and Commanding. Each approach has three underlying practices that define how this approach is visible to a manager or executive’s co-workers.

Leaders who are willing to allow others to rate their performance can use profiles like this one to make the case that they are, in fact, effective in their role. Few leaders who participate in a self-assessment and review process find themselves on the same page as their direct reports, their manager, or their colleagues. Unlike science, the evidence gleaned through personal and interpersonal reflection is often filtered or tainted by opinion, bias, and memory. If our motives were always pure we wouldn’t need evaluations or assessments to validate performance.

Too many leaders refuse to participate in critical reviews of their effectiveness. As a result, organizations suffer from poor or underperforming supervision. Wouldn’t it make sense to demand some evidence that a person deserves to be a leader? Is it too much to ask for current, and would be, leaders to demonstrate some of the basic qualities that define highly competent leadership? Perhaps we need a new team in our organizations, LES (Leadership Effectiveness Squad), to hold leaders accountable for their performance. After all, the success of any enterprise depends on leaders who, when faced with evidence of their leadership ability, have been found guilty as charged. Case closed.

Life Stories; Life Lessons

2010-12-05T17:12:00.000-05:00

Some of you may recall the American television documentary series “This Is Your Life” hosted and produced by Ralph Edwards. In the show that aired from 1952 to 1961, the host surprised a guest and proceeded to take them through their life in front of a live studio audience that included friends and family. This biography was an occasion to celebrate the life’s work of the guest and reunite him or her with old acquaintances from their past.

A few of my senior citizen friends have recorded stories about their lives to share with family and friends. I have been privileged to read these accounts of early childhood, careers, family memories, and the many changes and challenges they have faced. There is something holy about these firsthand tales as they reveal hidden insights about the person’s life, preserve a family heritage, and bestow wisdom through the written word. I hope that someday my own son (and perhaps his family) will view this blog site as a testament to the important ideals I believe in and life lessons I have learned.

In ancient times storytelling was the primary means of recording and transferring family history and memories. Each generation honed its skills in the art of telling stories so the legacy and traditions would remain unbroken. Today we Americans send an estimated 2.5 billion text messages every day. In addition, we also post millions of Facebook status updates, Twitter tweets, and YouTube videos during this same time period. Alas, this endless chatter doesn’t make for a compelling life story. In fact, one could argue that much of our social media communication doesn’t even engage at a storytelling level. It’s more and louder volume with less of what matters most.

Last year at my church our youth paster approached me with an idea to have the youth meet during our Christian education hour with the senior adults who comprise the class I teach each week. The four week format was simple—we chose a topic, like family or church, and asked the older persons to share their memories and stories with the youth. An open mic time encouraged the young people to ask questions about what they had heard. The response was amazing as these two very different generations came to appreciate each other’s stories and perspectives.

Few business leaders do a good job of telling stories. As a result, most employees know little about the values and principles that grounded the organization when it was founded. Many have no appreciation for the sacrifices of the founder or the stories behind the customer loyalty that keeps the company growing. Without written and verbal accounts of the history—both good and bad—there is no context for framing today’s decisions and future planning. Positive stories from the past can be an important ingredient for any organization that is seeking a new direction or trying to make sense of a muddled present.

We need the collective wisdom of our elders if we are to achieve success in our fractured and chaotic world. The guiding principles and values that shaped their lives are just as important for today’s problems. Business and family leaders have an obligation to share their narratives however imperfect and insignificant they might seem. If communication is the new currency of our age then it’s time to pay up by investing more in the power of personal story.

Leading in the ER

2010-11-28T16:53:00.001-05:00

The past Thanksgiving weekend will always be a memorable one but not because of traditional turkey dinners with family, the final Penn State football game of the regular season, or the absence of a Black Friday shopping trip. No, I will remember this holiday because of an unexpected early Saturday morning trip to the ER (Emergency Room).

Friday night was spent dining with friends before enjoying ice cream on the way home. All seemed normal until 1:00 AM Saturday morning when I woke with severe abdomen pain. My initial diagnosis was heartburn normally treated with a couple antacid tablets. Usually twenty minutes later I am fine but this pain persisted. Another tablet failed to reduce the symptoms which were forcing me into numerous contorted positions to alleviate the constant discomfort. By 3:30 AM the battle was lost and I was on my way to the local medical center.

A holiday shift at any business can’t be fun, but in a hospital ER it is surely a thankless job. While I moved quickly from registration into triage, and finally a treatment room, my emergency was not a first priority. The lone female doctor on duty was managing multiple cases from an infant to several elderly patients. She patiently prioritized her work and coordinated a small cadre of nurses who attended to everyone’s needs. When she did appear, her questions were focused to determine an accurate diagnosis and treatment plan. Within minutes I was receiving an EKG from one nurse, an IV from another, then off to X-ray before the doctor reappeared to offer her observations and discuss options. My brief ER stay ended by 6:30 AM with a promise to seek follow-up testing and treatment with my family doctor.

As I revisit my experience, several leadership qualities emerge that make ER doctors and other professionals proficient in their roles. First, is an ability to remain calm under pressure. I suppose the life and death environment of an emergency room requires those working there to learn this trait, perhaps as a survival mechanism. For the rest of us, this level-headed response may seem out of reach. We are easily influenced or distracted by the multiple issues that regularly compete for our attention. Unwavering focus and a steady demeanor can soothe customers and employees alike when stress is building.

Second, my doctor worked mostly in the shadows, quietly moving from patient to patient, then disappearing to handle paperwork or dictation. Nurses and other professionals became the frontline agents offering care based on her diagnosis. Leaders in every industry would be more effective if they engaged their employees in doing meaningful work. Remaining mostly in the background allows staff to execute plans without constant supervision or critique.

Finally I appreciate being included in my treatment options. By not insisting that I remain for additional tests, travel plans to spend time with family were unaffected. To be sure, if my condition had not improved I would have understood any doctor’s decision to keep me a while longer. Instead I will continue diagnosis and treatment under the care of my family physician. Too often customer needs are dismissed or ignored in favor of company policy. When leaders practice careful listening or encourage client interaction, solutions are often more palatable for everyone.

While I don’t recommend an ER visit to observe leadership in action, it provided an unexpected place for a blog idea to emerge. Perhaps a future posting will share “the rest of the story.”

Gratitude

2010-11-21T16:22:00.000-05:00

Thanksgiving Day will be celebrated later this week in the United States. This holiday has become synonymous with family gatherings, feasts, football, and shopping. Somewhere in the midst of this busyness I hope there will be time to express gratitude for the blessings we continue to enjoy. Even in the throes of a recession and persistently high unemployment our nation remains a rich land of opportunity.

A grateful heart stems from within, expressing thanksgiving for a God who knows us intimately. Science continues to discover the secrets of our human anatomy. Billions of nerve centers in our brain, the reliability of our heart muscle pumping blood throughout a network of blood vessels about 100,000 times each day, or lungs stretched flat to cover a volleyball court. As someone who has not experienced any significant health problems in more than 55 years these are amazing statistics—a reason for gratitude.

On my daily early morning walks through our neighborhood I have grown to appreciate the little things that I encounter. I’m grateful for the chorus of bird songs greeting me on those days when the sun is beginning to peek above the horizon. In the darkness of this time of year, I am thankful for the gentle rustle of leaves beneath my feet and the cool breezes that signal a change in seasons. I appreciate the opportunity to focus my thoughts and breathe my daily prayers to the rhythm of brisk strides around the block.

In this uncertain economy I am especially grateful for loyal clients that have supported my consulting and training business during this past year. I have been blessed by continuing friendships, words of encouragement, and new relationships. My gratitude extends to generous colleagues who have offered advice, collaborated on projects, and served as a listening ear when one was needed. I am inspired daily by encounters with friends and strangers in my social media network.

Most importantly I am grateful for a God who “knit me together in my mother’s womb”, who is both omniscient and omnipresent. It is comforting to know that my thoughts have been discerned and my path searched out, that I am never alone in this troubled world and my one crazy life. While I confess to personal doubts and fears, I am also encouraged by a strong sense of hope driven by the knowledge that I am loved by God.

However you plan to celebrate the Thanksgiving holiday this week, take time to pause in a spirit of gratitude for the small and large gifts in your life. Know that even in your darkest moments of this past year God was there claiming you as his child. May this knowledge inspire you and I to act differently in a world where leaders with grateful hearts are needed more than ever.

Turning the Curve

2010-11-14T15:20:00.000-05:00

Most executive leaders I know are focused on results. While many are also adept at big picture thinking they measure success by what gets done—how much, how many or how well. These same leaders typically frame their ideas, analyze problems, and develop solutions based on the facts as presented. They prefer to quickly fix things or seize new opportunities without wasting time and energy.

Solving problems and making decisions doesn’t require a complex methodology. Sometimes turning the curve on an issue is really a function of process or a new way of thinking. At a community summit this past week business and community leaders gathered to think about the broad issues of education, income, and health in our region. The group included not-for-profit agencies, educators, government officials, faith community leaders, advocates, business leaders, and others who were tasked with shaping the agenda for these key issues in the next year.

Each small group began by identifying a community indicator (like the proficiency level of high school graduates in math and reading) and developing a plan to turn the curve on this issue. In other words, how could our community dramatically impact this problem in a positive way? The groups spent time explaining the story behind the baseline measure—the root causes (positive and negative, internal or external) that are strongly influencing the current baseline curve. Then they identified partners who have a role in turning this curve in a positive direction. This discussion included partners that might previously have been excluded from the conversations.

Each group then brainstormed what might work to turn the curve on their problem. Off-the-wall ideas were encouraged as were low-cost/no-cost solutions. The exercise ended by choosing two strategies that could have the greatest impact on this problem in a positive way. The entire activity was limited to one hour.

Amazingly the teams were able to quickly choose an “end” and use the process to determine the “means.” Immediate connections were made to no-cost/low-cost solutions that could be acted on without much effort. Conversations about the community’s needs took on a tone of possibilities rather than impossibilities. Key leaders were introduced to each other throughout the day’s activities. The opportunity to affect real and lasting change permeated the discussions.

Sometimes the reason company and community problems persist is because we continue to address them in the same way. Often the story behind the curve of the baseline is missing or ignored. When we are getting paid to treat a symptom why would we want the root problem to actually go away? For Type A leaders, this approach to decision-making offers a framework for achieving real results. To the organizations and communities suffering from systemic issues the process brings new hope. Everyone benefits when we turn the curve on a problem. Getting it done may be easier than you think.

Leadership Apps

2010-11-07T16:45:00.001-05:00

If you own an Apple iPhone you probably have at least one of their popular Apps (short for Applications) downloaded on your phone. Since July 2008 the company’s popular iTunes online store has been a never-ending source of creative, interesting, practical, funny, and inane Apps for a wide variety of purposes. As of October 20, 2010 there were more than 300,000 Apps available and more than 7 billion downloads-to-date (according to Wikipedia.com). Many of these Apps are free while others are available for online purchase.

There are App categories covering games, entertainment, social networking, music, sports, reference, news, and a host of others. I can read the Wall Street Journal, check the latest sports scores on ESPN, listen to Sirius XM radio, update my Facebook status, look at images from NASA, monitor the weather, change the channel on my TV, and even find my way in the dark (yes, there’s an App for that too). These Apps keep me informed, save me time, and instantly connect me with friends.

This week I wondered what I would find if I searched the App store for leadership advice. I shouldn’t have been surprised to find a host of products, including one titled appropriately, “The Leadership App.” Of course, it’s already downloaded on my phone. The depth and breadth of items reminds me of the dozens of books devoted to this same topic in any local library or national bookstore chain. Everyone seems to have an opinion, sage advice, or expertise on some aspect of leadership. This blog is one of hundreds that crowd cyberspace each week looking for an audience with time to read and comment on the chosen topic.

If only it was possible to be an inspiring and effective leader by viewing a downloaded App, reading a book, or following a blog. Leaders and followers alike might wish the real world worked that way. But we know differently. Effective leadership requires a courageous commitment to live authentically, serve humbly, speak truthfully, and love unequivocally. It favors human interaction over sterile emails. It practices empathetic listening over scripted responses. It models confession and forgiveness over ego and retribution.

If I could figure out a way to package these inspiring leadership qualities into a slick digital presentation that, when downloaded, transformed the recipient into a highly effective manager or leader I might be both rich and famous. But Apps don’t have that kind of power to transform — they only serve to entertain, educate, inform, and amuse. The human heart and spirit is touched and influenced by people who generously share of themselves with others, without any expectation of something in return. Good news! There’s already an App for that and it’s called love. Smart phones aren’t required.

A Breath of Fresh Air

2010-10-31T17:40:00.001-04:00

When I was in my late teens growing up on a farm in central Pennsylvania I spent a few occasions cleaning chicken houses as a part-time job. For those uninitiated readers, when a flock of birds has been caught, caged, and shipped to a processing plant the houses must be prepared for the new batch of baby chicks. Feed and water equipment is removed or elevated and the layers of bedding and accumulated manure is scraped off the floors and onto trucks for disposal. It’s a dusty, smelly job often done in the heat of summer. Goggles and masks are needed to protect ones eyes and respiratory system. Stepping from the stifling stench of a recently cleaned chicken house into the fresh air was a welcome relief.

I probably wouldn’t have to work very hard to make some metaphorical connections between shoveling manure and the state of our business and political environment. Let’s just admit that employees and voters can handle more of the truth than leaders give them credit for. Yes, we are facing tough issues. Yes, the decisions will be difficult and may take time to implement. The real problem is a view from the top that says employees and voters are too stupid to help find the answers and craft the solutions.

The anger being expressed in our current election cycle is fueled in part by voters who are tired of being told their voices don’t matter or their ideas are too extreme. When one segment of a society (no matter how small) tries to dictate what is best for everyone else no wonder people get mad. If a business leader imagines their solution to company problems is superior to everyone else no wonder the employees disengage or become cynical.

It’s time for a breath of fresh air. We need elected leaders who are willing to listen to the people and invite them to be part of the solution. We need business leaders who expect honest feedback from employees and who invite new ideas from every corner of the enterprise. Now is not the time for us to silence the good people who want to work together and take back our country by calling them names or sizing them up like enemies. Now is not the time to withhold bad news from employees and shareholders to keep them from abandoning the ship.

Open the windows and doors! Toss your ego aside! Count on the ingenuity and creativity of those you serve to see you through this mess. They probably already know how to shovel the manure.

Seeking Simple Solutions

2010-10-24T18:16:00.000-04:00

Businesses, not-for-profits, and governments frequently tout the importance of finding solutions to our modern world’s most pressing problems. Billions of dollars are spent each year to eradicate disease, reduce hunger, clean up the environment, stimulate job growth, and a host of other worthwhile and important endeavors. In the bestselling book Super Freakonomics by Steven D. Levitt and Stephen J. Dubner, the authors include a fascinating chapter devoted to solving big problems in surprisingly simple ways.

They chronicle how maternity ward deaths were dramatically reduced in the mid-1800‘s when doctors and students began disinfecting their hands properly; how inexpensive fertilizer revolutionized agricultural production and feeds billions of people economically; how discovering oil in Titusville, Pennsylvania saved the whale from certain extinction; how vaccines have nearly eliminated frightening diseases like polio; and how seat belts have prevented thousands of automobile deaths since they were first introduced. If lifesaving, life-altering solutions can be developed from taking a common sense and simple approach, why aren’t we nurturing this way of thinking in the public and private sectors?

The simple answer, from my perspective, is too often about money and power. Low-cost or no-cost solutions don’t benefit shareholders, offer recognition to donors, or garner votes in an election. If a societal problem persists, there will always be a market for not-for-profit and government services. Special interest groups will have a platform to raise money, politicians will have a topic for their sound bytes, and charities will have a reason to exist. Perhaps I’m being a bit too simplistic in my assessment but think about the impact on global warming alarmists if science offered low cost solutions to what has been marketed as a doomsday scenario? You might want to read the book to learn just how close some of these discoveries might be.

Simple solutions lack sex-appeal. They turn the curve on an issue without the usual combination of money spent and recognition gained. Perhaps that is why they are so appealing to my way of thinking. If a community problem like homelessness can only be solved through building shelters, opening food banks, and creating a bureaucracy to support the effort it will always remain an issue at arms length. Unless the people living in the community become engaged in changing the systems that contribute to homelessness the best ideas may never surface. Wouldn’t it be best of we didn’t need shelters and food banks in the first place? But what incentive for creative low-cost solutions exists when other people have created jobs and revenue streams that depend on the problem not being solved?

Next month our local community leaders will convene to learn about a process that can help create low-cost, no-cost solutions to social issues. I’m anxious to participate in this event and to observe what emerges from the discussions. Will we leave our need for control and power at the door? Can we start from scratch in addressing our community’s most pressing needs? Will our complacency prevent us from imagining a better and cheaper solution? Changing other people’s behavior is hard, changing our own mindset and behavior is probably even harder. I wonder if there is a simple solution for that?

Pessimistically Optimistic

2010-10-16T12:20:00.000-04:00

“A pessimist sees the difficulty in every opportunity; an optimist sees the opportunity in every difficulty.” Winston Churchill

I’m a believer in the power of positive thinking. In my consulting and coaching practice I encourage clients to focus on what they are doing well, either as an organization or individual. Emphasizing what is already working, or finding more opportunities to use one’s strengths, can be a self-fulfilling prophecy—enterprises recapture lost energy and persons are more productive and successful. Having a positive approach or attitude isn’t the same as blind optimism. We may also have experience with unfettered hopes and dreams that lead to disaster if they are never tempered with a dose of reality.

When I am faced with a new idea or opportunity my natural tendency is to be more skeptical. I prefer to analyze and refine before offering my commitment. My more optimistic colleagues or clients may think all I’m doing is “throwing cold water” on their plan, when in fact I am simply identifying obstacles and assessing the best path to take if the idea is to become reality. If no one acknowledges potential challenges to a new project launch, there is a greater likelihood that mistakes will be made along the way or the entire plan could fail.

If you are a regular reader of this blog and my E-Newsletter you know that I have been pretty stressed these past couple of months. I have written about the struggles in my business and how I am personally dealing with the challenges. My approach has been characterized by accepting the current economic difficulties facing my clients and carefully assessing where I should change my strategies. A more optimistic person might have ignored the realities and simply expected things to get better. I’m trying to acknowledge the uncertainties while developing products and services that could thrive in this new environment.

Without some degree of pessimism it is hard to think critically about what is happening. However you also can’t identify new opportunities if you lack any degree of optimism about the future. By recognizing how hard it might be to pursue business as usual I am finding the courage to consider other possibilities. If I simply glossed over the harsh realities there would be no incentive to change course.

I discovered this week that my pessimistic optimism has a name—psychologists call it “defensive pessimism.” According to their research this approach prompts me to take action to avoid potential problems and work harder to reach my goals. In spite of my recent efforts I know there is more to be done. The clouds ahead of me don’t look silver lined at the moment and perhaps that is a good thing. But I also don’t want to forget about the bright sun waiting to shine again even though it is currently hidden from view.

Character Counts

2010-10-09T18:57:00.000-04:00

“Character is like a tree and reputation like a shadow. The shadow is what we think of it; the tree is the real thing.” Abraham Lincoln

I grew up in a family and faith community that emphasized character over reputation. You could trust family and friends to do the right thing and tell the truth. It wasn’t always a perfect model but it laid a foundation for my approach to life and business. Today I work hard to match my actions with my beliefs—to be authentic and consistent in my work and life. I confess that I don’t always get it right so I’m hoping my family, friends, and clients will forgive me for that. But I do take seriously the role that character plays in being an effective leader.

Perhaps that is why it is so troubling to observe how many business and political leaders seem to dismiss the need to be a person of character. It’s hard to find leaders who will tell people the truth or make difficult decisions; who admit their mistakes or exhibit courage under fire. When it happens we all notice because it seems so rare. After the Amish community in Nickel Mines, Pennsylvania forgave the shooter who killed and maimed their daughters a few years ago the story made international headlines. The character of these families and church leaders caught our attention and served as a powerful example of forgiveness.

Ego may be one reason we are so willing to protect our reputation, in other words how we wish others would see us. We fudge the truth or lie out of habit to keep this false image intact. It takes lots of energy to live a lie. Wouldn’t it be easier to focus on being people of character so our word can be trusted the first time? How could political and business opponents effectively challenge us if the content of our character was known by everyone? Their lies and motives would become apparent.

The current political climate in Washington is exacerbated by the fact that many voters simply don’t trust our leaders. This situation didn’t happen by accident. Politicians on both sides of the aisle have over promised and under delivered for many years. Perhaps that is one reason tea party candidates are attracting attention because voters see them as persons of character—not perfect, but people with real lives and problems who aren’t trying to hide them.

It seems like now would be a great time for leaders in all of our institutions to make a commitment to become people of character—less concerned with protecting a reputation (what others think you are) and more concerned with who you really are. In this time of uncertainty we need more trees and less shadows.

Thoughts About Thinking

2010-10-02T19:26:00.000-04:00

A few weeks ago I was introduced to a wonderful poem by Robert Bly called “Things to Think.” It’s message invites the reader to “think in ways you’ve never thought before” and it has been ringing in my ears ever since. Most of us struggle to think differently; perhaps a symptom of a larger societal problem that protects the status quo. Those persons who offer new ideas are often dismissed out of hand or ridiculed and attacked for their different perspectives. At a time when we are facing enormous challenges as a business community and a nation doesn’t it make sense to encourage truly innovative thinking, to generate as many new ideas as possible, that can address our many ills?

One thing I have learned through my interaction with many different leaders and their teams is the importance of speaking the other person’s language. I’m not referring to a foreign tongue or regional dialect; the key is knowing their behavioral language—what resonates with them. This can be done by reading their behavior and offering your ideas in a context that makes sense to them. For example, if the manager or employee likes challenges and results it won’t do any good to present your new idea from a people or feelings perspective. Your argument that team morale will improve or customers will have more fun won’t connect. Only by presenting logical facts, with a focus on how the new idea improves revenue or reduces expenses, will they seriously consider your suggestion.

Of course the use of behavioral language won’t make every new idea attractive or successful. Organizations are filled with naysayers who pride themselves on destroying any new thought process before an idea takes root. They will accuse you of forcing your idea on them or wonder why a competitor hasn’t tried this already. Sometimes they will argue that now is a bad time or we don’t have the resources to pull it off. Compelling arguments to be sure but no reason to abandon a great new idea.

Common sense seems best suited to throw these naysayers off their game. Learn how to tailor your response in a way that reduces their anxiety. Use realistic comparisons, tout the uniqueness of the opportunity, or why it is essential to act now. If you take the high road and calmly respond to each salvo you are more likely to gain the respect of the attacker and anyone else that may be present. Never underestimate the power of a simple story to illustrate your point. Great communicators know how to integrate the past successes and present opportunities of their organization without data charts and PowerPoint slides.

What new ideas might be lurking in your organizations? Are there a few innovations locked in the recesses of your own mind? How will you create an environment that encourages the best and brightest to emerge? Now seems like an opportune time to “think in ways you’ve never thought before.” By the way, it’s been determined that should your new idea fail, the world as we know it won’t end.

High Touch Versus High Tech

2010-09-26T16:24:00.002-04:00

If you are like me you’re never far from a high tech device that keeps you connected with family, friends, customers, and the wider world. My favorite tech toy is the iPhone 4G and it seamlessly delivers my mobile phone service, e-mail applications, text messages, internet access, and a host of other games and services. Except for those dead spots in my AT&T network (too many I’m afraid) I remain tethered to my office no matter the day of the week or time of day.

Yes, I said “tethered” to my work. Just a few short years ago I could leave my office and my calendar, messages, customer list, and many other details remained behind. Now those names, phone numbers, and files travel with me digitally compressed into a tiny package of gleaming metal and glass secured on my belt. Initially this unfettered access gave me a sense of power and purpose. I was in control of my work and personal worlds in a whole new way. Or was I?

Studies indicate that many corporate-level leaders and office workers can receive as many as 200 e-mails per day and are interrupted by these messages 11 times every hour. Add to this mix the use of social media sites like LinkedIn, Facebook, and Twitter (with their mobile applications) and these statistics would likely be even higher. How does anyone under these circumstances get quality work done?

I confess that in recent months my own use of social media has been sharply curtailed as I try to find some balance between high tech and high touch. Is having thousands of virtual friends all clamoring for my attention really worth it? Why is it so hard for a colleague to walk down the hall and ask me their question instead of sending the inevitable vague message that requires me to nuance its meaning? Is it really a good idea to manage your first line of customer service with an automated voice mail attendant instead of a live person?

It takes discipline to move toward high touch. I struggle to only read and respond to e-mails about three times per day. Sometimes I lack the energy or courage to pick up the phone or schedule a face-to-face meeting. Yet I also know when I hear a client’s voice or look in their eyes during our conversation I can understand more clearly what is really happening in their lives. Our human spirits long for quality interactions and today’s emphasis on efficiency over effectiveness is taking a toll. It’s a trend that, left uninterrupted, could leave us lazy, lonely, and illiterate.

This weekend I attended a conference where the emphasis was on creating friendships with persons who have disabilities. I was struck by the many stories of how human interaction makes a tangible difference in the lives of both caregivers and their disabled clients. I discovered the importance of welcoming, accepting, and encouraging every member of God’s creation—to see myself and that disabled person as equal in God’s sight.

Our willingness as leaders to model effective listening skills, and practice empathy will go much further in building quality relationships than simply being accessible in a 24-hour digital world. It’s time to make a commitment toward high touch and reduce our addiction to high tech. We need greater engagement in the lives of those we serve—employees and customers—especially in these challenging times. Are you willing to mute your mouse with me? We might even save money on cheese.

Angels in My Path

2010-09-19T20:31:00.000-04:00

This past week I was reminded of the selfless service of “angels in my path”, friends who took time out of their busy schedules to spend an evening brainstorming and meditating with me about my future. They came without expectation, open to whatever the Spirit might bring. Our time together was bathed in love and care. A variety of poems invited us to gaze deeply into our souls calling us to consider opportunities instead of obstacles, to ponder possibilities in the midst of pain.

As we wrote our thoughts in response to the poetry some of the messages were offered as gifts for me to consider while others became personal reflections. Prior to the evening I had chosen a poem titled, “The Invitation” by Oriah Mountain Dreamer as one we would use in these meditation exercises. You can read the poem by following this link: http://skdesigns.com/internet/articles/prose/oriah_mountain_dreamer/invitation/

Four questions came to me after reading and reflecting on the poet’s message.

Why am I so focused on trying to hide, fade, or fix my pain?
Who needs me to stand with them in the center of the fire? (Like my friends did for me.)
Why can’t I express joy without being careful? Is it because I don’t know joy or because I’m just too careful?
Can I shout “yes” to all this past year’s failures?

The challenge of these questions is still ringing in my ears. I don’t have answers to any of them right now but I know they are worth asking. Without the “angels in my path” I may never have mustered the courage to pose these questions or to wonder what God has in store for me in the days and weeks ahead.

Later that week I received a handwritten letter from a friend I have been coaching through a time of transition. Her note shared the good news that a new opportunity has emerged and she has accepted the challenge. Before I could fully absorb the impact of her decision, she shared that I was one of the “angels in her path” who gave her the courage to follow her heart. All the emotion of a stressful week was released as I realized how special this message was in the context of my own journey. Thanks to the “angels in my path” this week and throughout my life. I hope you notice and appreciate the “angels in your path” as well.

“When I dare to be powerful—to use my strength in the service of my vision, then it becomes less and less important whether I am afraid.” Audre Lorde

Finding Focus

2010-09-12T18:27:00.000-04:00

If you read my blog with any regularity then you already know about my recent stressful personal and business journey. The reaction to my postings have been very supportive and I have been somewhat surprised by the number of readers that have resonated with my plight and offered personal words of encouragement and hope. While I’m still in the throes of a painful, and sometimes lonely, struggle my experience has been reminding me of an important step toward healing - the power of finding one’s focus.

I’m not a musician but have often wondered what might happen if members of an orchestra failed to focus their attention and musical energies toward the conductor. It can’t be easy leading a group of gifted persons to express the sheet music in front of them with one voice and vision. There must be lots of distractions for each individual musician as they hear the cacophony of sounds around them, from instruments large and small. Keeping one’s eyes on the conductor is the difference between average musical results and an unforgettable performance.

When I am struggling with stressful situations it is hard to stay focused. Competing projects and deadlines all seem to require immediate attention. There is little room for personal rest and relaxation. Simple items like routine emails or rote tasks become major distractions. Sometimes it’s hard to even get started or motivated in the morning.

This past week in one of my class settings I shared my destiny, character, and calling statements with the group to illustrate how inspirational leadership grows out of this clear sense of purpose. I realized anew how important these three expressions are in my life - they are my focus point, my North Star. Perhaps one reason I have felt stressed and lost is because I have allowed distractions to take my eye off my Conductor, God. As His creation, I am deeply loved and celebrated. My destiny statement which reads “to create a sustainable community of inspirational leaders” is no accident, it is the purpose God has for my life. It is up to me to stay focused on this purpose and then get out of the way as God does His work in my life.

As I prepare for what will be a very busy week, I am grateful for the reminder I received to regain my focus. It’s obvious during the past couple of months I have allowed the challenges of business to take my eyes off the Conductor. Impatience with myself and the results I have been achieving have tempted me to “play my own tune and follow my own beat” when I should have been paying attention to the sure, steady rhythm of God’s baton. Perhaps you can relate to this same loss of focus. If your story mirrors mine I invite to you find your focus and dramatically alter the quality of the music you will make this coming week. I think I hear a “bravo” in our future.

Renaissance Reflections

2010-09-06T20:01:00.000-04:00

On this Labor Day weekend our family took a trip back in time when we visited the realm of King George and Queen Catherine at the Pittsburgh Renaissance Festival near the town of West Newton, Pennsylvania. These annual excursions into the cultural periods of the 14th to 17th centuries are now commonplace in many metropolitan areas of our country. Costumed characters roam the grounds. Entertainers of all types from musicians to acrobats provide unlimited merriment for the 21st century visitors. An array of festival foods like fried turkey drumsticks, bratwurst, and beer delight the palate. Conversations typically include a smattering of Shakespearian English.

This particular festival was held on a glorious sunny September Saturday and the crowd soon swelled to a number that left the “portable privies” hopelessly outnumbered. The chivalrous knights and their steeds played to a packed house as they sought to outwit each other with equestrian skills and more verbal than combat jousting. The washing well wenches succeeded in their quest of drenching the audience while embarrassing a few brave fellows along the way. A brother-sister act provided funny feats of acrobatics and a vaudeville-style juggler delighted the crowd with his skills while Daisy and Rocket (his two dogs) stole the show.

A Renaissance Faire is certainly affordable and fun family entertainment (well there are those wenches that might be rated as PN - Pretty Naughty). That’s not why I chose to offer a few reflections about our experience. The baffling aspect of these events is found in the numbers of visitors who show up dressed in period costumes totally committed to the life and times of the late Middle Ages. They seem excited to place themselves in a different era, where monarchies ruled and feudalism drew distinct boundaries between a privileged few and the rest of serfdom. The sight of so many adults and children regaled in medieval attire can be a bit disconcerting. Within minutes of our entry into the “kingdom” we were surprised to hear our name called by someone dressed as a nobleman, sporting a dapper black eye patch. It turned out to be my son’s comic book dealer. And so it goes.

Perhaps those who visit the faire in medieval garb are simply trying to make the most of their themed surroundings. Some may secretly wish for a life that seems more carefree and fun. Others might aspire to greater deeds of courage and bravery, like the knights who joust for queen and country in the arena. A few are probably secretly wishing this imaginary world still existed. I’m not going to judge anyone’s motives or question their right to have a good time.

However, it does seem a bit ironic that we remain so fascinated with a period of history when enlightened thought produced mostly cruel tyranny. I doubt if any of us would have enjoyed living under the oppressive monarchies or feudal system that governed society in those days. If there is a lesson to be learned from our trip to the renaissance faire it is that playing king and queen for a day is harmless. Immersing oneself in an entertaining depiction of some past era is a feast for our senses and a brief respite from the stress of modern society. It is also a reminder that our way of life and system of governance is unique and to be cherished. Fair thee well, then!

Reaching Out

2010-08-29T16:36:00.000-04:00

I am a recovering workaholic...although most days I don’t seem to recognize the recovery part. The current economic environment has negatively affected my business and pushed me into unhealthy work habits. Left unchecked, I know what the results could look like. Even a ten-day vacation has failed to alter the landscape very much. When I am feeling stressed it is hard to admit what is happening and to ask for help but that is what I decided must be done.

A couple of weeks ago I shared my situation by reaching out to trusted friends and associates. While not revealing every detail, I admitted that I was struggling when they would ask me how things were going. This simple decision to tell the truth opened the door for further conversation. Some of them spoke of similar challenges, others offered words of encouragement. None condemned or judged me for my behavior.

This past week I told my business partners what has been happening, a step that left me feeling quite vulnerable. They heard me say I won’t be achieving all the goals set for the business this year. It felt like I was admitting failure. Yet my reaching out allowed them to offer fresh perspectives and the chance to share some of my personal pain. The conversation helped us formulate a plan for what might be a sensible next step.

By talking more freely about my struggles I am finding courage to take action. I have begun limiting some of my volunteer activities and trying to reduce my work time outside the office (this blog is one exception to that practice). Activities I enjoy, like walking and reading, are receiving greater attention. Reaching out has prompted me to slowly change the habits that contribute most to increasing my stress levels.

I’m fully aware that stress is a problem for millions of people during these difficult days. Some will turn to alcohol or drugs as a means of escape. Others may require professional therapy or even prescription medications to regain balance in their lives. I hope many will do what I have done and reach out. Including others in your journey means greater accountability and support for any changes that might be needed.

I’m grateful for the many positive ways my circle of family, friends, and business associates has responded to my cry for help. If I had reached out and found no one willing to listen or care I can’t imagine what might have happened. Instead, while the journey continues and the ending is yet uncertain, I am no longer walking alone. It’s a great feeling and perhaps someday I can return the favor.

Buried Beneath

2010-08-22T19:12:00.000-04:00

A few weeks ago we hired a landscaper to remove some aging and overgrown shrubs around our home. Prior to his visit a patchwork of red and orange lines appeared at various locations on the front lawn, courtesy of the Pennsylvania Public Utility Commission, indicating the presence of utility lines buried beneath the surface. We were grateful for the protection these warning markers provided so our electricity, telephone, and cable service wouldn’t be unexpectedly interrupted while the shrubs were being removed. Our contractor was happy his workers would be safe during the project.

Around noon on the day our shrubs were being removed I received an unexpected phone call. It was our landscaper informing me that his crew had struck an unmarked conduit buried only a few inches below the lawn surface. Their equipment had severed the plastic but had not cut the electrical cable that delivers power to the outdoor lamp at the end of our driveway. Fortunately I had disengaged the electrical breaker that morning so no real damage was done. I was able to repair the conduit and now realize where this previously unknown cable snakes beneath our yard.

My experience prompted me to think about the many real and imagined things that are buried beneath my normally confident exterior. A few of them are like the bright painted lines in my yard, clear and visible to all who know me. They are those truths and experiences I have chosen to reveal and share with others—a favorite author, a fond memory, a significant loss. All of us have likely found the courage to reveal parts of ourselves to others, parts that could otherwise remain hidden from view.

But what about the unexpected cable that has not yet been discovered? Might those around us see hidden potential, dangerous behaviors, or unresolved issues in our lives that we are too blind to notice? Would we accept this candid feedback if it was offered in love to warn or protect us? Should this be a role that friends and family play in the emotional and physical health of others?

Over the years I have been the recipient of candid feedback from trusted friends and colleagues. Their insights helped me to see what I have buried beneath the surface—untapped potential, underused gifts, potentially bad habits. By accepted their wise counsel I now see and appreciate what would have been concealed from my view. It has been an opportunity to grow and learn.

I’m not suggesting we grab an aerosol paint can and target our friends and co-workers with the intention of digging up dirt and marking it for all to see. What I hope leaders will accept is their role in thoughtfully and lovingly providing constructive feedback to those they serve. By helping them discover what is buried beneath—perhaps some secret potential or abandoned dream—leaders can unleash new energy and ideas. Few of us are fully self-aware. I’m happy to invite those who know me well to find what I haven’t be able to see for myself—to identify and name what is buried beneath—sans the fluorescent orange paint!