Being Visionary

Vision and leadership seem inexorably linked. There are plenty of business books that address both of these topics and more than a few authors who make the case that without vision there is no leadership. I’m not going to argue the merits of this linkage or further the hypothesis by offering my own experiences and observations on the topic. Instead, with the pending New Year now just days away, I’ll offer a few thoughts on what it means to be visionary in the year 2009.

Vision is a verb in my vocabulary. While I agree that leaders need a strong sense of where they wish to move the organization, there is more to vision that just knowing the direction you are headed. What are the opportunities and threats that could affect your enterprise? Being visionary includes knowing how to assess both current and future circumstances. One opportunity that awaits many firms in the New Year is the chance to prepare leaders for the economic turnaround. It’s easy to cut training and coaching budgets when times are tough but is that really being a visionary leader? Now is the perfect time to invest in your organization’s future and hone the skills of existing and promising leaders. By offering these key persons a chance to grow you are assuring they will be ready to weather the storm and emerge stronger and better prepared than your competition.

Being visionary also means making decisions while never losing sight of the bigger picture. One of my talents is an ability to think strategically. When faced with a thorny problem or several possible solutions my brain is wired to see options and sense those that have a greater chance of success. If I follow those impulses without a 10,000-foot view of the future it is likely I will fail. Even the best and most logical conclusions won’t serve my clients or me when they don’t have context. That is why vision must be a shared process that invites others to offer their insights and pays attention to their needs.

Finally, if a leader is being visionary he or she will not just share the process with others but also inspire them to see beyond their personal and corporate limitations. In challenging times this can seem a daunting task, but clinging to the status quo won’t affect much real change. Leaders must also willingly examine how their own fears keep them from reaching beyond personal boundaries. Your stakeholders will be inspired to soar when you are willing to shake the dust from your wings and step off the cliff first.

The dawn of a New Year seems like a good time for reflections about vision. Instead of writing resolutions I invite the leaders who read this blog regularly to focus on being visionary. Consider the opportunities and threats you face, set a strong direction with shared insights from employees, clients, and vendors, then inspire those who follow you to affect real change. Visionary leaders aren’t born that way; they learn and practice disciplines that enable them to be more effective in their roles. So don’t articulate a vision, be a leader that lives it in 2009!

Hope and Optimism

As I write this week’s posting Christmas is just four days away. For weeks now the media has been inundating us with messages suggesting our economy and country are in the worst shape since the Great Depression and government leaders, including our president-elect, are likewise painting a picture of gloom and doom. Various taxpayer-funded bailouts have been implemented and more are being proposed to lift us from our malaise. During a season that is associated with hope and joy many of us are simply depressed or angry.

The dictionary defines hope as a belief in a positive outcome related to events and circumstances in one's life. Hope is the feeling that what is wanted can be had or that events will turn out for the best. To hope is to wish for something with the expectation of the wish being fulfilled. Sadly the voices of hope have been conspicuously silent during these challenging times. Leaders in every arena have failed to encourage and invite us to believe in ourselves and actually address the problems facing companies, communities, and the nation.

What would a message of hope sound like? First, I would suggest that being hopeful doesn’t mean we ignore reality. Telling people the truth and recognizing the pain of our current situation seems like a necessary ingredient for anyone who is seeking hope. A cancer patient facing treatment, families grieving the death of a loved one, or a parent reeling from the loss of their job share a common bond of anxiety and fear. Emotionally they must acknowledge their state of affairs while clinging to a belief that things will get better. Seeing a brighter future begins with the darkness that fills today.

Second, a message of hope depends on the support of others. Facing any obstacle alone is a recipe for despair and misery. Knowing that others care, hearing their kind words of encouragement, and experiencing their presence during our times of struggle can sustain us and provide a foundation for hope. When a business, government, or civic leader not only challenges us to believe in ourselves but also invites us to be part of the solution then the seeds of hope can sprout and grow. This thinking requires an optimistic outlook.

Optimism is a conclusion reached through a deliberate thought pattern that leads to a positive attitude. It differs from hope in that it is based less on emotion and more on putting actions and events in a favorable light anticipating a constructive outcome. Optimism and hope seem related in my way of thinking because we need both an emotional context and a practical approach to solve life’s toughest problems. While hope might be dismissed as blindly imagining a better future, being optimistic encourages us to actually see the obstacles as opportunities and work to create that same future.

I’m not suggesting that hope or optimism is easy or that either approach will quickly solve the incessant challenges we face as a nation. Many of us will first need to drink the bitter medicine of our own avarice and indifference. We must confess that spending what we do not have on things we do not need is at the root of our problems. There will be weeks, months, and maybe even a few years of real pain.

It will be the messages of hope and an optimistic spirit that carry us through and make us stronger. More than 2,000 years ago a message of hope was offered to a small group of society’s lowest class, peasants and shepherds. None of them understood the full measure of the words or what they witnessed. But they did act on the hope they were promised. Their willingness to share the message and optimistically embrace the possibilities that a new era was dawning has impacted our world in immeasurable ways. Are you, as a business and community leader, also committed to sharing a word of hope and living with an optimistic outlook? Your decision could also shape the depth and breadth of our current environment. Status quo or change the world, it’s up to you.

It’s All About Perspective

This weekend my wife and I watched the movie “Vantage Point” a fast-paced action flick based on a plot to assassinate the President of the United States while he is attending a conference on combating global terrorism in Spain. As the scheme unfolds the story is rewound to the same 12:00 P.M. time and the scene is viewed again through the eyes of a different character. Only after all of the vantage points are revealed does the complete narrative take shape and the movie culminates with a spectacular finish.

Most leaders see only a portion of what is happening in their organizations. Some seem to purposely ignore the obvious signs of distress and make decisions that cause even greater damage. Others seek advice from only those most likely to tell them what they want to hear. A few leaders are wise enough to take time and ask those closest to the production lines, the call centers, and the customers what they would like to see happen.

Decisions made in a vacuum, or with only partial information, can be deadly in today’s volatile business environment. If customers have no voice, or we ignore their concerns often enough, they will take their business elsewhere. When employees are feeling anxious or angry, and management offers no opportunities for dialogue or feedback, productivity will suffer. Even top management will experience isolation and loneliness when the choice is made to view reality from only their perspective.

Problem solving requires that different behavioral styles, personalities, interests, talents, skills, and experiences are in the room together. If any voice is purposely or inadvertently silenced the results may prove disastrous. NASA learned this awful lesson when they dismissed the evidence that foam from the solid rocket boosters was hitting the Challenger spacecraft’s fragile ceramic tile covered wings. While they knew it was happening they ignored their own safety standards and believed the damage was minimal at best. That lack of perspective (ignoring a culture of safety to meet other mission objectives) cost the lives of the entire crew.

Depending on whom you speak with, our economy is in shambles and only the federal government can rescue it. Yet every day millions of Americans keep the country working and our businesses producing goods and services. Where is the perspective that innovative ideas and thinking could rescue us from our malaise? Whose voice is inviting us to see the possibilities and opportunities that always accompany challenges?

Perspectives matter and it is your vantage point that shapes the story. Leaders need to see every angle and imagine all of the options before a decision is made. The failures and mistakes of the past offer valuable insights as well. So if you are a leader facing challenging times perhaps the best thing you can do is leave your corner office and gain a new perspective of your reality. You just might turn your new vantage point into an advantage for your business.

Giving More with Less

This weekend was spent decorating the outside of our house for the holidays and shopping for Christmas presents, a ritual we tend to each year like millions of other families. The worsening economic situation in our nation has dampened the spirits of many merchants whose end of year profits are dependent on heavy consumer spending. Many families will be celebrating this Christmas season with fewer gifts and a more subdued outlook for the New Year.

Perhaps each of us would benefit from a different view about gift giving. Instead of finding the best deal on a flat screen TV, the latest video game, or that “must have” toy wouldn’t it be wonderful to give even more while spending less? Yes, there are important gifts that won’t break your bank account or add debt to your balance sheet. Let’s call them the “hidden gifts” but they are far from invisible.

These gifts begin with how we treat each other. In the workplace, the marketplace, or at home everyone deserves the gifts of respect and love. We can all be more truthful, more patient, and more caring. Everyone needs someone to listen to them, empathize with them, and forgive them. If we removed prejudice from our communities and celebrated diversity with joy that would be a hidden gift.

In a world gone mad with violence the gift of peace doesn’t have to be a dream. We can reach out in a spirit of harmony to the broken homes and families we know, offering love and support where it seems in short supply. In the uncertainties of job loss and home foreclosures we can plant seeds of hope and optimism. Perhaps we can remember our own times of need and anxiety and how good it felt to know that others cared.

Hidden gifts like our smiles, kind words, and acts of gratitude are inexpensive reminders of the true reason for this season. Many of us will quickly tire of the trendy gadgets received on Christmas day. Few of us can forget the memories of time spent with a friend dying of cancer or a day serving soup at the local shelter. We remember because these are the important things that connect us to each other.

I don’t expect everyone to abandon family traditions of gift exchanges and festive celebrations around food and drink. What I’m wishing for during this holiday season is more attention to the invisible (the “hidden gifts” of love, joy, peace, and goodwill) knowing they will produce visible results in the years to come. Let’s all give more of these gifts to our colleagues, customers, families, and friends!

The Freedom to Receive

The Christmas holiday season began in earnest this weekend. It seems ironic that the week we celebrate Thanksgiving as a nation is also the time we are urged to “shop until we drop” with an unseemly ritual called Black Friday. Advertisements proclaim the joy of finding just the right gift for every member of your family while stores are filled with predawn bargain hunters seemingly ignorant of any civility or common sense. The overwhelming message of this cultural phenomenon is summed up in one word, “give.”

The human condition has always cried out for connection. My blog postings frequently remind readers that our souls long for intimacy and leaders should be attentive to this basic need. The joy of altruistic giving is an essential ingredient that fosters the oneness we all seek with each other, our environment, and our Creator. But what about being the recipient, the one who benefits from the selfless act? Are we as ready and willing to graciously receive?

Much of our spiritual and cultural heritage places emphasis on being a generous giver. The messages we learn at a very early age are replete with direct and indirect admonitions to learn how to give. Science has verified the biological connections that cause us to “feel good” when we give something away. Being in a position to give also indirectly implies power and control, a fact that is not lost on the recipient of our benevolence. The pressures to reciprocate can be daunting even with the simplest act of kindness.

In a capitalist society the unspoken connection that we work for what we earn influences our views of how to receive. In a tight economy, like the one we are currently experiencing, there will be some persons who are ashamed to accept the safety net of unemployment benefits or food stamps because of the image associated with receiving a handout. A sense of fairness can also affect how we feel about being a recipient – after all, my plight can’t be as severe as other persons.

Receiving implies giving up control over the situation, something most of us are loath to do. Our fixed patterns of thinking have prevented many of us from seeing gifts as anything more than another attempt to manipulate by the giver. This unwillingness to vulnerably accept the gift, without conditions or expectations, is too often driven by our selfish need to remain in control. Is it really a sign of weakness to allow another person the opportunity to help or to share with us? Should fear prevent us from experiencing the joy of receiving at the hand of another?

In a world where work-life balance is a term coined to describe our over-stimulated lifestyles it should come as no surprise that we try to give without learning how to receive. If we are to gain insights about the value of graciously receiving it will likely come only when we are willing to slow our pace and open our spirits to something different. A quiet evening with our spouse or family spent resting and listening to each other would be one place to start. The workplace could also benefit from less pressure to produce (translated giving) and more emphasis on fostering relationships and hearing the silent cries of our spirits (receiving).

So during this holiday season when a loved one or colleague offers an unexpected gift – be it a sweater or a thoughtful word of praise – surprise the giver by being a grateful recipient. Set aside your sense of neediness, weakness, or reciprocity and celebrate the joy of connectedness. Your thoughtful response of freely receiving is one of the most important gifts you can offer and it won’t cost you anything.

The Gift of Mentoring

Most of us can vividly recall persons in our lives, especially influential leaders, whose advice and counsel deeply influenced our decisions or affected how we approach our current leadership roles. Imagine life without these important role models. Mentoring others is a special gift that leaders should treasure, model, and pass on. It doesn’t matter if your leadership involves being a parent, a business executive, or a community advocate. Mentors are important at every stage and station of life.

I have been fortunate to benefit from many effective role models and mentors over the years. Wise and patient mentors made my first managerial role easier. They challenged me to grow, offered constructive feedback (both positive and negative) about my performance, modeled behaviors that I could emulate, and fueled my passion for learning. While I still made mistakes I also learned how to handle these setbacks and apply the lessons learned to future situations.

Mentoring is less about possessing infinite wisdom or thoughtful advice and more about authenticity and integrity. The most powerful role models aren’t known for their lofty rhetoric but by their consistent behavior and values. It’s easy to say the “right things” but much harder to “live the right way”. Imagine Gandhi or Mother Theresa seeking front-page headlines for their advice about leadership. These role models left a legacy of “lived behaviors” that carry far more weight and influence than a book full of pithy sayings or sound bytes.

Your employees and colleagues are hungry for role models and mentors they can look up to and emulate. In fact, many of them simply want more of your time. Leaders don’t need to implement formal coaching and mentoring programs, although these can be effective when properly planned and executed. Instead, you would do well to get out of your office more and spend time in the warehouse, on the production floor, and in the employee lunchroom. Your caring and empathetic ear is needed more than ever, especially in these uncertain economic times. Intimacy is a basic human need and mentoring provides an opportunity to nurture relationships that will benefit both parties.

I find deep joy in offering mentoring relationships to clients, colleagues, and friends. Whether the relationship is a formal coaching engagement or an informal conversation over lunch, the results are gratifying. My spirit is nurtured and I learn more about them and also about myself. Holding each other accountable spurs real personal and professional growth.

As we approach another holiday season our culture will once again inundate us with messages of gift giving and goodwill. I would offer a simple suggestion that will last a lifetime. Give the gift of mentoring or coaching to someone this year and feel the joy that comes from sharing your knowledge, wisdom, and experience. You won’t even need to add a ribbon or bow.

Overworked and Overwhelmed

This week’s blog title is the same as a seminar I presented this past week to a group of female leaders in our local chamber of commerce. The topic must have resonated as every seat was filled for the breakfast meeting. Probably every leader has felt like they are being asked to do too much with too few resources. Our current economic downturn will only exacerbate the situation. So what does one do when the pressures and expectations of work and family combine to threaten our sanity?

It helps to understand how our brains work. Much of our day is spent being distracted by the hundreds of “rabbit trails” our brain is so skillful at finding. Some of you can’t remember the line you just read because your brain popped a memory or new thought into your head without any warning. Our brain is also wired to use its more primitive parts in response to external stimuli instead of choosing a rational, logical approach. We also find ourselves chained to old ideas and ways of doing things because of deeply held patterns of thinking. If our brain is creating these obstacles imagine how complicated it gets when we add to the confusion by trying to do too much?

In the past ten years of so multitasking has been touted as a potential solution to the pressures we face. If we can skillfully manage to accomplish multiple tasks at the same time our stress will be reduced and productivity will increase. Or so we thought. In reality our brain simply can’t be trained or tricked into doing more than one thing at a time. Instead we force our brain to simply switch quickly from one task to another resulting in a net decrease in our capacity to focus and accurately do our work. When our brain is in this hyperkinetic state we are also more susceptible to health issues, including short-term memory loss.

The real secret to addressing the topics in my title is found in a simple piece of advice. Leaders need to change how we think about their situation. If we believe we have no control, then we will do little to try and gain control. But if we think we can control our lives, then we will do more to try to control our lives, and ultimately we will actually control more as well. Most of us know what we have to do to slow down and be more effective; we simply choose not to do it. It requires an enormous amount of self-discipline to do what needs to be done. Many of us lack the courage and persistence to see it through because the work is hard and we may be misunderstood.

Our lack of self-discipline affects how we lead. If our hectic pace and need for speed runs unabated then we will likely be unsympathetic to the employee who seeks a more balanced approach to life. If we must consider layoffs to reduce costs it should come as no surprise that we will expect those who remain to pick up the extra workload. These decisions fail to account for the most basic of human needs, the need for intimacy. When we treat people like robotic machines capable of doing more and more we will eventually crush their spirits and destroy their ability to master their craft.

When I hear leaders lamenting a lack of innovation I wonder if they have the patience for it. The world’s most brilliant people have always understood the value of focus and attention to one thing at a time. They are willing to sacrifice efficiency and speed for the joy of using their God-given talents to create masterpieces and breakthrough ideas. Being overworked and overwhelmed is a result of conscious choices. So the next time you are lamenting your full schedule or stressed lifestyle, look in a mirror and ask yourself, “Do I really want to change?” It really is up to you.

Bluegrass Rules

Last night I attended a live performance by bluegrass music’s premier band, Ricky Skaggs and Kentucky Thunder at a local theater. It was a much-anticipated event even though I have seen the group perform several other times. If you are not a fan of this music genre I hope you will still enjoy some of my observations about leadership and teamwork gleaned from the show.

Bluegrass instruments are among the most difficult to master, at least it appears that way to this non-musician. The acoustic guitar, mandolin, banjo, fiddle, and stand-up bass are all stringed instruments that require nimble fingers and precise rhythms to play them well. The music itself is often performed at frenetic speeds and the artists must somehow stay focused on their part while blending with the other players to produce the harmonies that make bluegrass sound so special. Members of this band are exceptional musicians and they mastered their instruments effortlessly.

The lessons I learned at the concert begin with this mastery of their craft. Most of us are unwilling to work hard enough at our God-given talents to fully develop them so we fail to perform at a consistently high level. Each time I am fortunate enough to see Kentucky Thunder perform it seems like their ability to play is even better than any previous show. Do you know what your talents are? Can you perform them at optimal levels every day? Do those you serve notice that your mastery is improving?

Ricky Skaggs is a musical prodigy having begun his career at age five. He is also an exceptional leader as evidenced by his on-stage behavior. While he is obviously the star of the band his demeanor models servant leadership. He is generous with his praise for the band, frequently ending a particularly well-played song with a sincere “great job, fellas.” He smiles and nods in affirmation when a band member contributes their solo part to an instrumental piece. Throughout the show he jokes and laughs with them creating a relaxed atmosphere that maximizes their efforts. Leaders would do well to follow his lead in treating their employees and colleagues with similar respect and praise.

Musicians must anticipate the unexpected and adjust quickly so the audience doesn’t notice any change in the music. To my untrained ears the performance last night was nearly perfect and I didn’t see anyone missing an assignment or encountering an obstacle, like a broken string. Beyond the occasional pause so they could tune their instruments it all seemed to go exceptionally well. Isn’t that how every customer and client should feel about our performance? The occasional glitches, if anticipated and overcome quickly, may also go unnoticed. Even when we “break a string” it might still be possible to deliver service that is “music to our customers’ ears.”

I secretly envy anyone who can play music because I love the feeling that accompanies a stellar performance. There is something special about beautiful harmonies, tender lyrics, and mastery of a difficult instrument combining to lift one’s spirit. Perhaps effective leaders can also perform well enough to inspire the souls of those we serve. Even though I can’t pick a mandolin I hope my efforts at leadership mastery touch the hearts of my clients and friends. Perhaps I might even warrant a curtain call.

Lessons from a “Motorhead”

This past weekend I attended my first drag racing event at Maple Grove Speedway near Reading, Pennsylvania with a friend of mine. He is a “motorhead”, a term used affectionately to describe a passion and interest in automobiles and what makes them work. With his expertise and insights I soon received an education in the finer points of drag racing as a sport. Along the way I also discovered some practices that could serve leaders well in their work.

Drag racing is a highly technical endeavor. The races I watched featured semi-pro drivers, yet the level of technology required to field a competitive car was beyond anything I was expecting. Winning was dependent on knowing the capabilities of your vehicle, weather and track conditions, plus the competency and confidence of the driver. The margin for error was measured in thousandths of seconds. Effective leaders understand that being competitive in today’s marketplace requires a thorough understanding of one’s team, the market conditions, and your personal talents and skills. Knowing how to bring these elements together so they function efficiently can be the difference between success and failure for your enterprise.

The level of concentration required to win a drag heat is another lesson I learned. Drivers must not only set up their car properly but also execute their start flawlessly if they expect to finish first. The timing lights on a drag strip tree are unforgiving. When the yellow staging lights are set for both cars, and the tree begins the countdown to green, drivers must be able to focus and anticipate with near-perfect precision. Time and again I watched seasoned racers “red light” at the start and run their heat knowing that all was lost even as they were just beginning. With engines whining and adrenalin pumping it’s not hard to imagine losing focus for just a moment. In racing, that fraction of a second loss of concentration ended the driver’s day and sent them packing for home.

Business leaders would do well to stay focused and help their employees do the same. The very technology we depend on to increase productivity and enhance communication has a sinister side. Emails frequently interrupt our thought processes and force us to begin even routine tasks all over again. Our ability to concentrate has been declining steadily as we face a never-ending barrage of information. Just like the drag racer that loses focus we can find ourselves falling behind the competition.

My race day experience included many more examples I could share. Perhaps they will find their way into a future blog entry. Meanwhile pay attention to the many lessons you can learn by simply observing life around you. From the Phillies World Championship to presidential politics leaders can learn about overcoming adversity, being authentic, and never giving up. Thanks, Skip, for teaching me about the sport you love. While I will never be a “motorhead” I have gained a new appreciation for the talents and skills required to compete behind the wheel. I think my E.T. just got a little better.

Thinking Differently

Like many of you I am a creature of habit. The patterns that permeate my thinking and influence my actions run silently in the background like the operating system controlling the keystrokes on my laptop computer while I prepare this blog for posting. My life is well served by these deeply engrained thought habits in most cases because they help me to sort through the clutter and chaos of my world and provide efficient ways to get things done.

For example, how I get dressed in the morning is the result of a thought pattern that has been tested and refined over the years. Whether my socks go on before my pants may not seem like a big deal but all of us have found resourceful ways to master the mundane tasks associated with getting dressed – patterns that work for us and that we do without much thought. These patterns are present in dozens of our activities at home and work. Without a pre-determined approach to the routine tasks of life we would lose precious time and likely face frustration as we go about our work.

Leaders sometimes fail to understand the impact that thought patterns have on their organizations, especially when faced with the need to change a process or deal with a pressing issue. It is difficult for most of us to embrace new ways of looking at old problems or to challenge the assumptions that drive our behaviors. Rather than dig deeply to find innovative ideas we often gravitate toward the solutions that seem familiar or require less risk. How many truly breakthrough concepts have never made it to market because we stopped searching when our thinking was pushed beyond our comfort zone?

Innovative thinking requires more than just a creative approach to problem solving. Many times the changes we seek never happen because our assessment of the problem is limited or focused on a symptom of a bigger issue. In our rush to relieve anxiety the real concern remains buried in the shadows of quick fixes and familiar patterns of thinking. It is hard to admit that the ridiculous, the silly, or the outrageous may harbor the next great idea. Vetting these takes more time and energy than most of us want to expend.

So we settle. Settle for less than stellar performance, productivity, ingenuity, and creativity. We embrace our familiar patterns of thought and behavior because it is easier, cheaper, and comfortable. Our organizations, processes, products, and services remain good but not excellent. The people we serve are forced to lower their expectations or find another vendor willing to offer something that is truly different.

On a trip to Atlanta this week, I watched a familiar pattern of thinking control the process for loading an airplane. Dozens of passengers, many with carry-on bags so they don’t need to pay extra fees, were boarded based on first-class versus coach, preferred mileage versus the rest, and by zones versus from back to front of the plane. Each time I experience this same stale and inefficient method for handling people I wonder why only Southwest Airlines has been willing to transform the boarding experience. Pattern thinking is the likely answer.

If you are looking for competitive advantages in a down economy you can resort to pattern thinking by laying off workers, closing production facilities, and trimming budgets. Or you can break those patterns by thinking differently through engaging in a search for innovative ideas and transformative processes. Leadership is more than managing efficiently; it is also about leading effectively. Being willing to think in new and different ways is one opportunity to do this. Maybe it’s time to put your socks on last, or not wear any at all.

The Case for Not-for-Profit Leadership

Some of my clients and many of my business colleagues are part of the world we refer to as not-for-profit. There is no doubt our communities and nation are stronger because of the work these organizations perform on behalf of those persons in our society who lack a voice. Countless volunteers also benefit from their relationship with the not-for-profit community, which serves as an outlet for the deep passion many of them feel for the issues and problems facing our world.

In recent months I have also been confronted with the lack of leadership that permeates many of these enterprises – from executive directors that have violated the trust of their stakeholders to boards whose apathy toward the work they are charged to do is astounding. While many not-for-profits have strong and vibrant leadership there is growing evidence that some of our best advocates in the community are facing a real dearth of leadership. If this trend continues there will be a backlash from the donor community and some of the challenges facing the vulnerable in our towns and cities will go unmet.

One way not-for-profits can proactively address the looming leadership vacuum is to spend more time in recruiting, training, and evaluating board members. This might seem like stating the obvious but my observations indicate many institutions are woefully deficient in crafting and implementing board development programs. Few boards evaluate their own performance annually and many make no attempt to address poor behavior by individual members. Orientation processes for new or prospective members don’t exist or are poorly executed. Training programs to build board member skills are available in many areas but often attended only be the persons who already take their board role seriously.

In recent years many chambers of commerce have initiated community leadership programs to specifically prepare participants for potential participation on a not-for-profit board or local government committee. While these offerings have addressed the need for board volunteers, the programs don’t always equip these leaders with the skills needed to effectively serve in their new roles. Without strong proficiencies in collaboration, interpersonal communication, conflict resolution, creative thinking, problem solving, ethics, diversity, fundraising, and behavioral styles the impact of a new crop of committed and energetic leaders will be largely muted.

Not-for-profits exist to impact their community – to serve as advocates for public policy, to address the unmet needs of society’s most vulnerable populations, and to change perceptions about how things get done. Government at every level has proven its inability to tackle many of our most persistent social issues so we need strong not-for-profits even more. Its time for every grassroots and national organization dedicated to making our world a better place to look in the mirror. Are you being transparent with your stakeholders? Is your board well trained and highly engaged? Do your executive director and staff have a reputation beyond reproach?

Working or volunteering in a not-for-profit is more than a calling; it is a sacred trust and responsibility. There is no room for arrogance and ego. If your organization isn’t monitoring itself and cultivating a strong culture of accountability with its staff and board maybe its time to admit you have a problem. Failing to plan is planning to fail. I rest my case.

Crisis Leadership

I missed last week’s posting because my wife and I were celebrating our 34th wedding anniversary. The two weeks since I last shared my thoughts about leadership have seen a tremendous upheaval in global financial markets, including a precipitous decline in the U.S. stock market that has many Americans living in fear about their retirement futures. Coupled with the current housing slump, a slowdown in our economy, and the presidential election cycle there is more uncertainty in our country than many of us have ever experienced.

A crisis begs for strong leadership but what does that really mean or look like? It might be easier to identify what crisis leadership is not. Leading in a crisis is not about affixing blame. While it is always easier to abdicate responsibility by pointing fingers at others, a crisis needs leaders to simply speak the truth, as they currently know it. Even if an answer isn’t apparent, or the pain is difficult to bear, a leader can acknowledge these facts in an empathetic way to begin calming fears. Blaming others only diverts emotional energy and does little to change behaviors.

Leading in a crisis is not about fixing things. Certainly we want our leaders to have answers to the problems we face but no leader has enough intelligence, creativity, or skills to make complex problems disappear. Instead, leaders need to elicit our trust by not over-promising and then under-delivering. When leaders approach a crisis as though they are the only ones who can rescue us from the challenges, then a wealth of ingenuity, innovation, and shared responsibility lodged in the minds and hearts of the people is lost. Employees and citizens must be part of the solution, not viewed as sideline observers.

Crisis leadership has nothing to do with taking credit for a proposed solution, especially if it is successful. Most problems are far too complex to solve by oneself. A leader who collaborates by bringing together experts that know more than he or she does stands a better chance of achieving a sustainable resolution to the issue being addressed. If you must always be recognized for finding the right answer those around you will stop offering their opinions.

What has been missing in this most recent crisis in our nation’s economy is real leadership. The partisan politics, lack of accountability, unwillingness to tell the truth, and inability to gain the trust of our citizens should be a wake up call. Where are the leaders who will sacrifice personal gain for the public good? Who has enough will and moral character to admit they don’t know all the answers? Which of our current presidential candidates has the emotional capital to rally our nation to solve these pressing problems? Is there any leadership at a national, state, or local level who is offering us hope?

I don’t pretend to know the best way to deal with every crisis, especially the financial one we are facing as a nation. Yet I also know that the sky is not falling and the world is not ending. If only our leaders would be braver and smarter than “Chicken Little.” Maybe they should read the story of the “Little Red Hen.”

It's Okay to be Different

This week several of my client training and coaching sessions focused on the behavioral styles that each of us prefers and how others perceive those behaviors. Using group activities and individual reflection we discovered that it’s not always easy to relate to another person’s style, especially when it is very different from our own. In the end I stressed the importance of acknowledging that no one style is right or wrong, the styles are simply different. And being different is okay.

The premise that different behavior styles exist is usually acceptable to leaders. Intellectually the theory that we are different makes sense. It’s typically harder to acknowledge that others who don’t share our style may view those behaviors in a negative way. In fact, we generally see the different styles of others from a negative point of view. Someone who has a dominant style is seen as bossy or controlling. A person who prefers a steady pace and stable environment can be labeled as too rigid or inflexible. Those with an influencing style may seem flaky or unrealistic while a person who values accuracy and quality is branded a perfectionist.

Instead of celebrating diversity and inviting each behavioral style to contribute their strengths to the team it is often easier to simply dismiss the other person’s attributes and impose our own. If you are the team or company leader this is a dangerous path to choose. Failing to appreciate the different styles of others, or refusing to flex your own behavior when the situation requires it, will rarely build trust and respect in one’s leadership ability. Increased conflict, decreased communication, and a caustic work environment will eventually result.

When a leader demonstrates the courage and vulnerability to reveal their behavioral styles, and makes an effort to accept and work with the styles of those who are different, a transformation can take place. Instead of being intimidated or annoyed by how different your colleagues are, you can learn to see how their behaviors complement your own, including making valuable contributions in areas where you are weak. By changing your perspective the door is opened for greater acceptance and cooperation.

If colleagues, clients, or vendors seem hard to understand and difficult to work with it may be time to look in the mirror. Your own lack of self-awareness could be the reason you are so uncomfortable. By discovering your dominant style or styles and learning to read the styles of others those unusual behaviors you notice don’t have to be wrong. But they will always be different and that is okay.

Joy Happens

Many of my weekly musings are inspired by the events of my week and this one is no different. On Friday night our church hosted a fundraiser event to help reduce the remaining debt from a recent facility expansion. We titled the event “Joy Happens” mostly to promote the speaker we had engaged as entertainment after the banquet dinner. Jep Hostetler is a well-known speaker, magician, and author whose effective use of humor helps his audiences connect health and faith to living with joy. My more subtle reason for choosing this phrase invited participants to experience the joy of generosity – when we willingly share our wealth and resources for a common purpose.

It seems that both of my wishes were granted that evening. As expected, Jep gently guided the audience to consider the six attitudes that make living a celebration (and I quote from his book, The Joy Factor, available from Herald Press): 1) Life is a gift; 2) Life is sacred; 3) Life is difficult; 4) Life is short; 5) Life is funny; and 6) Life is a spiritual journey. Using jokes, inspirational stories, and magic tricks he entertained and taught these principles well. For those of us who spent more time with him and his wife Joyce during dinner we also experienced this joy firsthand. The message is always more inspiring when the messenger lives the principles and Jep certainly modeled that for us.

The joy of generosity came alive for me when one of our church members contacted me less than two weeks prior to the event offering an unexpected contribution toward the program expenses and matching fund. Their voice cracked with emotion as they explained how grateful they felt for the church’s support and encouragement in recent months. Knowing they could give something back had obviously captured their heart. As the recipient of this unexpected act of love I could only say “thank you” and bathe in the joy of the moment.

Leaders can model joy for others but they must also create an environment where joy can happen spontaneously. By recognizing the sacred connections we all share, by showing empathy during difficult circumstances, and by using humor to celebrate life’s inimitable situations you will become a catalyst for creating joy. When joy is present in the workplace stress is reduced, satisfaction soars, and fun elevates the mundane.

Laughter is more than just good medicine. It is a sign that joy is present. What will you do this week to make joy happen in your workplace?

Days of Caring

On several occasions my postings have referenced the importance of service, but this past Saturday I experienced serving firsthand as a volunteer for our local United Way’s Days of Caring event. I was joined by dozens of my fellow citizens as we tackled numerous projects for many of our community’s not-for-profit agencies. It was a memorable experience.

Our project team spent the day at an apartment house installing a fence, building a flower bed, assembling a storage shed and bookcase, and installing a countertop desk. The weather was warm, the ground was wet and muddy from a previous day of heavy rain, and I was feeling “under the weather” due to a bad allergy attack. In spite of these obstacles I was soon lost in the fun and joy of serving others.

Anyone who has spent time helping others with no expectations for anything in return knows what I am talking about. Everyone associated with the project had a positive attitude and a commitment to get things done. We collaborated to unload all the project materials from a trailer, carrying everything at least twice to get it to the work area behind the house. Our team had an experienced contractor giving leadership to the more complex tasks but the rest of us assumed responsibility as needed to complete many of the projects without his supervision.

We ended the day knowing our efforts would be appreciated by those who live in the apartments. In fact, one of the residents kept tabs on our work throughout the day and told us how nice everything looked. Even without that acknowledgment I would have felt a deep satisfaction about our efforts, knowing the community will benefit for years to come. Serving doesn’t require a formal “pat on the back”; the rewards are intangible but very real just the same.

I wish more of my colleagues and community leaders had volunteered to help. By giving back we all learn valuable lessons about selflessness, respect, empathy, and love. We develop new friendships, increase awareness of the needs in our community, and gain valuable insights about ourselves. I believe effective and inspirational leadership begins and ends with serving others. Days of Caring simply reminded me how true that statement is.

Fostering Creativity

This past weekend my family visited Fallingwater, the world-famous retreat home designed by Frank Lloyd Wright for the Kaufmann family, located in southwestern Pennsylvania’s Laurel Highlands. Known for its unusual cantilever design that sits atop a 30 foot waterfall, the house is a classic example of creativity both in design and use of materials. The one hour guided tour simply whet my appetite for more as I recalled some of my early childhood dreams of being an architect and designing homes like the one I was visiting.

So what does creativity have to do with leadership? In the September 2008 issue of Harvard Business Review there is an interesting article about creativity written by Ed Catmull, cofounder of Pixar and the president of Pixar and Disney Animation Studios. In it he suggests that creativity isn’t simply a solo act but the collaborative efforts of large numbers of people from many different disciplines. In that context, creativity requires a leadership approach that may fly in the face of conventional wisdom and practice. The full article is available online at Harvard Business Review Online.

My own experiences with leadership have taught me that having the right people on your team and throughout your organization is critical. Catmull argues that hiring smart people is more important than hiring people with great ideas. We all know how difficult it is to find and keep great talent. The best and brightest leaders have all of their options open to them. That’s why retaining top talent is one way to maintain a creative environment.

But of course there is more to it than simply finding and keeping great people. Creativity can’t flourish if you aren’t willing to accept risks, make mistakes, challenge the status quo, tell each other the truth, and accept the premise that everyone in your organization has ideas to contribute. Frank Lloyd Wright was willing to challenge conventional wisdom about what a vacation house should be. That’s why he chose to put his design over the stream rather than alongside it. The doorways, hallways, and living spaces (especially the bedrooms) are small with low ceilings so that when you are in them you want to move to the large open decks that sit invitingly outside the windows and glass doors.

Most of us are so afraid of failure that we miss even small opportunities to create something that is truly new or innovative. It may be one reason why so many products and services look and feel the same. Having a stable of talented people won’t necessarily transform your enterprise into a creative environment. As a leader you will need to get these people to work well together, to trust each other and respect one another. If you can nurture these values, and model them yourself, then loyalty and love can flourish—the ingredients needed to unleash creativity.

No one expects you to build another Fallingwater or launch the next Pixar Studio. Instead focus on finding and keeping talented people by making your workplace a sanctuary for truth, trust, respect, service, and love. Then watch the creativity flow even though you’re miles from the nearest waterfall.

Questions

My personal behavioral and leadership style is often driven by questions. I’m a refiner; someone who needs to analyze the details, challenge assumptions, and search for multiple meanings and options. My desire to fine tune and improve processes and projects is the engine that drives many of the questions I pose in my work settings. I’m sure that I share this pattern of behavior with others. Even Garrison Keillor’s imaginary private eye, Guy Noir, is always trying to “find the answers to life’s persistent questions”.

Persons in leadership roles know the power of questions. They can reveal meaning behind behaviors, uncover secrets, unmask emotions and feelings, or challenge the status quo. Perhaps the most daunting challenge a leader faces is trying to figure out if they are asking the right questions. Let me explain.

Many organizational leaders ask: “How can we reduce staff turnover?” The answers to this question generally offer little that will dramatically change the statistics. It’s not surprising that employees become cynical and resign themselves to believing that little can be done to fix the problem.

What would happen if those same leaders attempted to pose a better question (perhaps even the right question)? Imagine asking: “How could we create a work environment that recognizes the souls of our employees, nurtures their creativity, empowers them to act, and offers them dignity and respect?” Would the answers to this question result in more of the same stale programs and behaviors? I doubt it. Might staff turnover be dramatically reduced if this question was fully vetted and the answers addressed by senior management?

If leaders are going to be successful at transforming their organizations the place to begin is by asking better questions. Rather then focus on what’s wrong or needs fixed, leaders need to ask about what is going well, what is possible, what is the right thing to do? Asking these questions will require courage since the answers may surprise and challenge you. Employees are waiting for leaders to ask them about the things that matter and to offer a forum where their answers will be received with respect and acted on with integrity.

The right questions have the power to change our frame of reference, to refocus our energy, to imagine new possibilities. What might those questions be in your organization? Will you be courageous enough to ask them?

Fun and Flying

Eight days ago I experienced what many airline passengers have come to expect when “flying the friendly skies” – a not so pleasant experience. Well, actually there was some fun on the trip so let me briefly explain.

Having spent the weekend in western Pennsylvania visiting my son I was due to fly home on Sunday afternoon. Unfortunately a series of major thunderstorms rolling through southeastern Pennsylvania created havoc with my flight schedule (and those of many other travelers). Our plane pushed off the gate early but we quickly discovered that it would be a long wait for clearance to take-off for Philadelphia. Three hours later we were back at the gate dealing with the aftermath of a cancelled flight. My customer service story was the only bright spot in this otherwise forgettable day.

It began when one of the male flight attendants spotted my Penn State cap and shirt. He flashed his Ohio State ring in my face and began to harass me (in a friendly way of course) about the recent football successes that his team has held over the Nittany Lions. Of course I defended my team’s efforts and reminded him about his own team’s failure to win a national championship.

A few minutes later I was startled to hear the Penn State fight song playing in my ear. The attendant was back, his cell phone playing a ringtone version of this famous sports anthem. As he explained how the song came to be on his phone, he proudly played the Ohio State fight song as well. The friendly batter about our football loyalties continued each time he made his way up and down the aisle.

I finally protested that all this Ohio State football chatter deserved a reward, like free water. He grinned and made his way to the front of the plane. A few minutes later he was back concealing a bottle that he stuffed under my arm. Needless to say, in spite of the flight delay, I had fun watching how he interacted with other passengers and the crew. With each new announcement from the cockpit that our take-off was delayed the cabin groaned with disappointment. Remaining upbeat, he and the crew handed out free beverages and snacks and did their best to make everyone comfortable.

In the end, I needed to spend an extra night in Pittsburgh. As I traveled home the next morning I thought about my experience with this special airline employee. His enthusiasm and attention to finding common ground with the passengers he served is an example of customer service at its best. While the disappointments of flight delays and cancellations made for a long day I was blessed to be served by someone who did his best to brighten my world, even if he is an Ohio State fan.

More about Root Canals

A few weeks ago I posted an entry about a trip to the dentist for my first root canal and detailed some of the leadership lessons I observed during my visit. The circle wouldn’t be complete without the final chapter in this tooth repair saga so here is a brief update and another important principal to becoming an effective leader.

The molar that required my initial surgery had recently been crowned, an expensive procedure involving a couple of visits to the dentist. Naturally I was dismayed when I learned that the newly placed crown would be drilled through during the root canal procedure. The dentist assured me that repairs to the crown would restore it completely and so last week I returned to the office for the final steps in this process.

I admit to a pretty high threshold for pain but dislike the dentist drill, even when my jaw is numb and my tongue feels like leather. The dentist announced that the temporary filling would be removed without the usual Novocain and then must have caught a look at my face. Yes, my mind was telling me, there is no live root in this tooth so it won’t hurt but I couldn’t help wondering if this wasn’t too good to be true. He was quick to reassure me that, while there would be the usual noise and water spatter, the procedure would be painless. I would need to trust him.

Trust is a funny thing because it can mean different things to different people. I generally view trust through my own experience with others and their behavior towards me. If they have been consistent in their actions and words then I can “trust” them to respond in the same way if a similar circumstance arises. My dentist would probably fit this definition of trust since I have known him and his colleagues for some time now and have observed this predictable behavior.

However, my position in the dentist chair was unlike any other occasion I had experienced and the advice he was offering couldn’t be validated by any of my previous trips to their office. I was at a distinct disadvantage. How was I to trust him? Would there really be no pain? That is where my definition of trust needed to take a different turn. Leaders must be vulnerable at times – admitting weaknesses, asking for help, and revealing fears. If I was to have a “pain-free” experience in the dentist chair it would require this type of trust. And so I settled back and allowed the persons who knew my misgivings to do their jobs.

The results were just as he had promised; grinding noises, water spraying, and NO PAIN. I’m glad I had the courage to trust my dentist and can only hope that someday he will experience the same level of trust when I am the one holding the drill. Just kidding!

Transitions - Part Two

Last week’s entry was devoted to the theme of transitions but it only contained part of the story. While the organizational changes I wrote about are real and very challenging, leaders also face many personal transitions – life passages that may be more difficult to navigate than any found in a workplace. A dear friend has been teaching me many valuable lessons about the future stages of life I am likely to face and I wish to share a few of them.

My friend is nearly 35 years older than me and I have been paying him a weekly visit for more than ten years. When we first began these hour-long connections he was already living in a retirement community apartment with his wife. She had recently been diagnosed with the early stages of dementia and the news had hit him hard, including a trip to the hospital. Our conversations took place over a light lunch that he prepared and I soon found myself immersed in the emotional, physical, and spiritual toll that illness brings. As her disease progressed my friend faced giving up his apartment for a smaller personal care room that he shared with her. Eventually her health required fulltime care in the facility’s Alzheimer wing and he moved to a private personal care room. While his health began to suffer, he was still able to care for himself. When she passed away his vigor continued to abate and after a recent hospital stay the decision was made to move him to a skilled care facility where he remains.

My brief summary of his story can never capture the pain, disappointment, anger, and fear that these life transitions force on us. How is one to cope when everything that is important to you, including the love of your life, is slowly slipping away? Are there any lessons to be learned that might prepare or comfort others who will face similar challenges? I have two observations that may offer clues about what is needed when personal changes are thrust upon us.

The first is faith. Life’s difficulties seldom come with instruction manuals or easy solutions. While faith is an unseen power, it can be a source of strength when facing the unknowns of illness, job loss, or divorce. Faith requires trusting in something bigger than you, a higher power that can deliver peace through stormy weather, protection when troubles surround you, and perseverance when facing hardship. My friend has been sustained by a strong, unshakable belief in a God who cares about him. He has experienced that care though his family, church, and friends. Without faith his story would likely be very different.

The second observation I would offer is the willingness to be content. Most of us have more than enough to live comfortably, yet the messages bombarding our consciousness every day suggest we need even more. As we age it becomes apparent that the stuff we have accumulated does little to assuage the pain and disappointment of failing health or the death of a loved one. When we learn to be content with our surroundings, embrace the small miracles and beauty of each day, eschew worry for an attitude of contentment, then we are better able to cope with life’s changes.

I’m sure my ideas don’t offer any profound new wisdom, in fact you may think they are simplistic and naïve. Yet, this is what I have witnessed as my friend and I have journeyed together through the many changes he has encountered. I’ve been privileged to share his joys and sorrows, to sense the depth of his faith and the balm of his contentment. Someday I hope others will write how these lessons came alive when I faced transitions in my life.

Transitions

The dictionary defines transition as “a passage from one state, stage, or place to another; a movement, development, or evolution from one form, stage, or style to another.” Leaders know this definition by a much simpler moniker – change. Every process improvement project, company acquisition and merger, or resignation by a seasoned manager places leaders squarely in the emotional crosshairs of transition. It is a place of limitless opportunities and challenges.

When leaders introduce change there is often a predicable response from the workplace – a principle called the 30-50-20 Rule of Change. In most enterprises 30 percent of the employees and managers will embrace the new initiative, welcoming the opportunity to stretch their talents and skills. They will be less concerned about all of the details and more interested in the potential outcomes of the planned project. Tapping into this positive attitude will be critical if the transition is to garner any momentum toward a successful outcome.

As the rule suggests there is another important group that will impact any attempt to launch a new initiative – the 50 percent of employees and managers that will choose to “sit on the fence”. By deferring their support these individuals are taking a “wait and see” attitude. Based on the outcome of previous company projects, this group has learned that many of the changes sought by management will quickly lose steam and likely fizzle altogether, if only they stand on the sidelines. Their experiences are indicative of a common problem that often plagues efforts at transition. Early enthusiasm for the next “big idea” is quickly tempered by the hard work and discipline needed to carry the project forward. Efforts to communicate early successes are often absent and little thought is given to how team members will balance the new tasks with their existing ones. When the initiative fails, it is easy for cynicism to take root and respect for future projects is soon lost.

The 20 percent in the Rule of Change principle are found in every enterprise. These persons resist change at every corner and sometimes fiercely defend the status quo to the detriment of the organization. It is hard to imagine any transition being welcomed for any reason by this group.

Leaders who are contemplating change would do well to target their efforts toward the 50 percent in this 30-50-20 formula. By engaging these skeptics through a combination of well publicized early successes, mentoring and coaching from the 30 percent group, and a deep commitment to achieving lasting change, a momentum shift will be realized. When the 50 percent agree to join the 30 percent already embracing the transitions, the 20 percent will no longer be a significant factor. Faced with the inevitable, they will either join the rest of the group or choose to move on in search of another work environment.

Today’s organizations face transitions that are driven by technology, innovation, competition, and economic/political forces. Leaders are expected to navigate these turbulent waters with ever decreasing resources. While understanding the 30-50-20 Rule of Change won’t automatically ensure success, it does remind us that those we serve will ultimately decide the fate of our change initiatives. Getting many of them “off the fence” is a good place to start.

Regarding Root Canals

This past week I experienced my first encounter with a root canal; a trip to the dentist that I knew would be necessary sooner or later (See my blog posting on January 27, 2008). Three weeks of intermittent pain had finally motivated me to act and X-rays confirmed the need for action. During the next 75 minutes I had plenty of time to reflect on a few leadership lessons I observed during my procedure.

Lesson number one is the importance of effective communication. Oddly enough I’m not thinking about how the dentist or his assistant communicated with me, rather I was struck my how critical it was for them to be “on the same page.” They acted as a team to efficiently drill the hole, extract the nerves, and fill the cavity. Several times I noticed the assistant anticipating what the dentist needed, even though he had not issued a request. I’m sure this is a result of the many times they have collaborated on similar procedures and the level of training and discipline they bring to their work. Effective leaders must state what they want as well as anticipate the needs of those they serve.

Access to the right equipment was the second lesson I observed. A root canal involves intricate and delicate surgery using a microscope and some unusual tools. I was even outfitted with a special mask and goggles to provide added protection. Throughout the process every step was dependent on having the right instrument in hand and the knowledge to use it. Drilling and filling require very different tools. Effective leaders provide the equipment that is best suited for the work being done. This attention to detail ensures that a quality product can be produced and employees aren’t frustrated.

The final lesson was learned as my root canal process drew to a close. While firmly packing the vacant nerve cavity with filling my dentist noticed that I was wincing in pain. It was a small and subtle signal that the Novocain local anesthetic was beginning to wear off. His first response was a quick and sincere apology followed by a reassuring word to allay any concerns I might have had about additional discomfort. An effective leader recognizes when their actions have impacted others and they take steps to repair the relationship or offer reassurance to calm fears and anxiety.

My trip to the dentist began as a mission to relieve a toothache. It ended with some timely reminders that effective communication, providing the right tools, and being sensitive to those we serve will relieve a different kind of ache – the pain caused by poor management. My root canal wasn’t cheap but the rewards for effective leadership are priceless.

Choices

In a consumer driven culture like ours choices are everywhere. Would you like your fast food meal regular or super sized? Do you take your coffee black or with cream and sugar? How about the size – short, venti, grande, or tall? Do you prefer PC or Mac, text message or email? Every day we are faced with hundreds of choices about what to watch, read, wear, eat, or drink. The options can be overwhelming.

Leaders face choices too, most with implications that are far more significant than the flavor or size of their favorite hot beverage. The road we travel includes forks in our path. Many times these two directions represent significantly different options and outcomes. One may seem easier; where choices made result in quick fixes, nearly instant financial gains, and immediate recognition. The other promises only long-term gains, few accolades, and plenty of obstacles along the way. How do you choose?

The latter option is often the path leading to significant work. It is a choice that represents doing what is right, telling the truth, treating others fairly, challenging the status quo, and initiating change. Often this course means a lonely journey without the support of colleagues and friends. It may result in lost business, animosity from those who benefit from the systems being challenged, or suffering the slings and arrows of public opinion.

Why would a leader choose to follow this challenging road? Perhaps it is because of a personal stake in the outcome. Emotions, like anger or compassion, may fuel a desire to do the right thing. Maybe leaders who eschew the easier choices are simply following their destiny, living a call they have embraced and promised to follow. It’s hard to imagine that living out one’s purpose in life is always going to be easy and simple.

I suppose that following a comfortable path is a temptation for leaders because there is less at stake, at least on the surface. Who doesn’t enjoy recognition or financial rewards? Yet the legacy of leaders who take the hard and high road is more fulfilling. Their strength of character and integrity attract others to share in the journey. They model courage, service, and effectiveness that remain as gifts to their organizations and communities long after they are gone.

So the next time you face a crossroad in this journey we call life, think carefully about who is there with you (employees, customers, vendors, the voiceless in society). Your choice will likely impact them as much as it will affect you. Hard path or easy one – it’s still up to you. Choose wisely.

Who’s Really in Charge?

This weekend our nation celebrated another birthday with parades, community gatherings, speeches, and lots of fireworks. Have you ever wondered what the “founding fathers” were thinking 232 years ago when they made the momentous decision to launch this improbable experiment we now call The United States of America? How did they know that our particular blend of freedom and liberty would last?

Perhaps the jury is still out regarding my latter question. One thing is clear, these leaders chose to do something that has played a role in the success of our nation – they decided to put the people in charge. Instead of consolidating power and control in a central entity these leaders saw the wisdom of giving ordinary citizens a voice in their own futures. They decided to trust the basic human instincts of love, goodness, kindness, justice, and fairness that they saw and experienced with each other.

Today’s business, government, community, and religious leaders would do well to adopt this same model of shared leadership. When a leader decides that position, title, or experience can be used to wield power and control, those who are following never benefit. But when a leader adopts a servant attitude, and readily shares power and authority with those who are following, the atmosphere changes. By trusting those they are leading, these leaders invite a shared approach to achieving success.

Followers are attracted to servant leaders. They sense their authenticity, feel their love, and know they are being trusted to do the right things. This freedom can be abused, but typically is not because the followers understand that to do so violates the covenant of trust that is offered when leaders share their power. Instead, the entire organization benefits from a sense of personal responsibility that results in better productivity, higher quality, and greater satisfaction.

The founding leaders of our nation knew that if the people were actually in charge, then no one person or entity could gain too much power. If the people’s voice was protected and their rights preserved the principles of freedom and liberty would last. While our nation has experienced highs and lows, the ideals that attract so many to our shores remain strong.

Could it be that the lesson of Independence Day is as much about leadership as it is about governance, freedom, and history? If your idea of leadership is being in charge it’s time to look in a mirror. The face staring back at you was not created to rule, but to serve. Just as our nation’s “founding fathers” trusted others to realize their dream, you are invited to do the same. Two hundred years from now what will they be writing about you?

Recognizing Our Discomfort Zone

Each of us possesses natural strengths that allow us to excel at certain activities and enhance the contributions we make to the teams within our organization. These talents set us apart and make us unique. We are at our best when we can use our strengths on a regular basis during the workday.

Conversely we also encounter activities and tasks that don’t feel natural and may cause a great deal of stress. Our discomfort zone, as this area is known, may be small or large depending on how strong our preferences are in the areas where we have natural strengths. Some of us can flex more easily from one activity to another and understand the differing priorities of people whose strengths are dissimilar from ours.

Leaders need to know when they can expect to be challenged by an activity or task that doesn’t match their strengths. For some, this list is relatively narrow while others may experience a broad variety of circumstances that cause stress. My list is heavily influenced by the need to interact. Let me briefly explain.

I generally struggle when asked to make decisions solely based on intuition or feelings. Networking and taking risks are also more stressful activities. I prefer to downplay the role of emotion in favor of a logical approach to problem solving. My feedback is often more task-focused so this may give the impression that I lack empathy for the recipient. These challenges, when they appear in my daily work, can quickly tax my energy and stretch my effectiveness.

Your list will likely be quite different than mine. For this reason it is important that each of us understands the strengths of our teammates so we can collaborate with them to reduce the other’s stress level. If I love organizing and analyzing while my associate enjoys socializing and networking I could plan for the sales call while my colleague makes the cold calls to schedule the appointments. This means I must be willing to ask for help and admit my own shortcomings.

Leaders in engaged, highly effective teams understand each other’s strengths and preferences. They know how to leverage the talents in their group and they also willingly share their areas of discomfort by asking for help with those activities. By collaborating they can enjoy their work while reducing stress and appreciating the contributions of their colleagues. Acknowledging your personal discomfort zone could be the catalyst needed to propel your team to greater success.

Sensitivity Training

Earlier this month I attended a local chamber luncheon and was invited by the staff (without prior warning) to offer the invocation. I’m not sure what qualifications are required to serve in this capacity but I was willing to oblige. (Perhaps my prior experiences with performing this duty were taken into account.) When the appointed time came I was invited to the podium and delivered a prayer that seemed unremarkable at best and is long since forgotten by those in attendance. As the event ended, my choice of words that day became a leadership lesson I will not soon forget.

Within moments of the invitation to adjourn I was asked by a Jewish friend if they could have a word with me. I have chosen to disguise the gender of this person because it is not relevant to the story and may relieve speculation by those local leaders who regularly read my online musings. They proceeded to gently inform me that they had been offended when I closed by invocation by invoking the name of Jesus. Initially their concern caught me off guard because I was simply practicing my personal faith perspective as I have done for most of my adult life. But as they explained their position I began to appreciate how much I have to learn about practicing sensitivity as a leader.

Today’s workplaces and the communities where we live have become more diverse in the past twenty years. It is easy to overlook the richness of culture, ethnicity, religion, and values accompanying these changes. Judeo-Christian values remain an integral part of the Indian Valley and North Penn communities where my event took place. For this reason, many of us who share these values have become complacent about the need to recognize and embrace the diversity that now surrounds us. From traditions like luncheon invocations to scheduling community and business events, there is much more we can do to be more inclusive.

The thoughtful admonition of my colleague prompted a formal apology from me later that same day. A phone call ensued that allowed us both to talk more about the incident and to share ideas that have deepened my understanding and appreciation for a different faith tradition and its practices. None of this would have been possible if my friend had remained silent.

Perhaps that is the real leadership lesson for us to ponder. How courageous are you in the face of insensitive behavior or decisions that exclude the voice of minority groups in your organization or communities? Do you consider how word choices and scheduling events on religious holidays impacts those who don’t share your religious tradition? Whether you are the majority or minority voice, inspirational leaders will be authentic to their values while respecting those whose views are different.

I learned a valuable lesson and deepened a relationship because I made a mistake. Yet that error in judgment could just as easily have been a teachable moment lost without the intervention of someone who cared. I’m glad it wasn’t. Sensitivity is synonymous with compassion, understanding, sympathy, kindliness, and warmth. I owe my friend a debt of gratitude for bringing this word to life.

Lessons From My Father

In America the Mother’s Day holiday seems to have more traction. The marketing machines on Madison Avenue have successfully created a juggernaut that fills restaurants, ships tons of flowers, and sells millions of greeting cards. Tomorrow is Father’s Day and, while I may be biased in my opinions, it won’t receive quite the same level of attention. I will be the beneficiary of a Sunday brunch date with my wife. Our son, who lives nearly six hours away, already sent a thoughtful card with a funny insert. Tomorrow he will make his weekly phone call to check in as well. I really have no complaints about how I am treated on this annual holiday.

My Dad remains a source of love and inspiration. Over these past 53 years he has taught me many valuable and enduring life lessons. Space doesn’t permit me to recount all of them but let me name a few that are especially important.

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

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

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

Leaders are shaped by a lifetime of experiences, education, and mentoring. My father, and his influence, adds richness to whatever I have gained from these other sources. Thanks, Dad, for the lessons you have shared and continue to teach. I hope Father’s Day isn’t the only occasion I will take to express my appreciation, admiration, and love.

Who Is Standing With You?

Leaders, especially in the past twenty years, have done little to gain our trust or make us proud. Too often those in the political arena have betrayed promises made or behaved badly in their personal lives. The business sector hasn’t done any better as stories abound of leaders convicted of fraud or operating unethically. Even our sports heroes disappoint us with their on-field temper tantrums and off-field excesses.

If we are to rebuild the public’s confidence in civic and corporate leadership a new type of leader must emerge. A number of recent books and articles have begun exploring what this new breed of leadership will require. The current political race for the White House is shining a spotlight on leadership in some positive and negative ways. I want to comment briefly on a quieter revolution that will be needed before our country’s current leadership vacuum can be filled.

In communities all across this nation the need for effective leadership is now being recognized as a key ingredient for solving many of our most pressing problems. Our local, state, and federal governments do little to inspire trust or demonstrate competency. It seems that many of the brightest and best leaders are choosing other professions to practice their talents and skills. But it doesn’t have to be this way.

As our local United Way demonstrated recently during a fifteen-month strategic planning process, there are dozens of passionate, capable, and willing leaders in our communities. They are diverse in age, gender, ethnicity, and background. Their experiences and stories are rich and energizing. The power of this leadership contingent can, and likely will, have a noticeable impact on our area in the months ahead. But there is a key ingredient that none of these leaders can provide.

It is inevitable that their work, whether volunteer or paid, will be scrutinized and in many cases criticized. Those who don’t share their political or religious views will likely attack them at some point along the way. In many cases these leaders will take unpopular stands and courageously act to change systems and processes that have been entrenched for many years.

Who will stand with them when these challenges and adversities appear? Do leaders need effective followers in order to do their best work? I have been a leader during difficult times and know the power of an encouraging word, an unexpected gift of flowers, or an offer of prayer by someone who cared. Those small acts of kindness and support, that willingness to stand with me when the going was tough, made all the difference.

I’m optimistic we can create a new generation of inspiring leaders. It is what my business is all about and why I do what I do every day. But I am also convinced we must simultaneously develop a new movement of committed followers. These persons must be willing to stand with their leaders, not in blind devotion but with a sense of purpose and hope in our collective futures. Without the support of followers, even the most dedicated and gifted leaders will eventually give up. It’s time for all of us to stand with each other and change our world.

Finding Your Sweet Spot

Golfers know that to maximize direction and distance when driving the ball requires hitting a particular area of the clubface, sometimes referred to as the “sweet spot.” By combining strength and coordination, the world’s best players learn to consistently make contact at or near this target area. The resulting monstrous drives, accurate iron shots, and putts made under pressure are evidence of the “sweet spot’s” role in determining success on the golf course.

Do leaders also have a “sweet spot” that determines their ability to be successful? What separates the very best leaders from the rest of the pack? Is it luck, hard work, superior intellect, management theories, or a combination? Answering these questions is more than a definition of leadership success; it will likely change your life forever.

I found my “sweet spot” by first focusing on my passions. It took a while to sort out the difference between what I like to do and what I love to do but eventually “learning” found its way to the top of my list. This revelation was validated when I discovered that “learner” is one of the five signature themes in my life; themes that I am developing into strengths. When I am engaged in any process that involves learning that is when I experience the greatest level of satisfaction and success.

The next step in finding my “sweet spot” came by intentionally seeking opportunities to use my love for learning. This included choosing a career path that has led me into training and consulting work where each day I actively sharpen my “learner” strength and use my passion for learning to engage others.

Finally, my personal “sweet spot” is shaping the way I hope to make a small difference in the world (or at least my immediate sphere of influence). I have always believed that God puts us on this earth for a reason. Mine is to discover, nurture, and affirm a lifelong love for learning in myself and others. I call this my personal mission statement but it is really much more. It is my purpose in life, why I am here, and what I hope to be remembered for.

These three elements combine to create my personal “sweet spot”; the best of who I am as a leader. Like golfers and other athletes I don’t always perfectly execute these fundamentals or have the courage to acknowledge their importance in my life. Yet in many ways discovering my “sweet spot” has changed everything for me. I am more focused, more satisfied, and certainly more effective in the work I do. Hopefully my clients and colleagues sense this difference through my approach to relationships, how I do my work, and who I am as a person.

Leaders have many unique opportunities to impact those we serve. Discovering and living in your “sweet spot” may be the most important. By modeling and teaching others to find their own “sweet spots” we can do more than talk about changing the world; we can actually do it.

When Leaders Worry

There is plenty of bad news to report. Gas is nearly $4.00 per gallon (already there in some places). Food prices have soared in recent months. The housing market remains sluggish and uncertain. This year’s political campaign has been too long, too expensive and we still have months remaining before the elections. It’s getting harder to find qualified and motivated workers. You could add your own concerns to this short list.

What happens when leaders focus their energy on worrying about the competition or their company’s bottom line? For some this focus on the “what ifs” of life becomes a self-fulfilling prophecy. By concentrating on the potential for negative results we actually limit our ability to generate creative and innovative thinking about the issues and problems we face. Employees, clients, and vendors become adversaries instead of partners in a potential solution. We waste valuable time and resources while failing to see the bigger picture.

Worry puts us into survival mode where we often react in ways that hurt relationships and limit possibilities. Some of us withdraw in this mode seeking refuge in an emotional cocoon instead of reaching out for help. When our situation doesn’t improve we may lash out at others with blame and anger. If coping is our only mechanism then we do little to learn and apply more healthy approaches to the challenges we all face.

Leaders who trust only in their personal coping skills, intellect, experience, and talents will eventually succumb to worry. We need to recognize the importance of trusting in a higher power and having faith that what we need will be provided for us. Regardless of the obstacle or circumstance we are not alone in our journey. Most leaders would benefit from being more vulnerable about their struggles with worry. Simply asking for help is a good place to start.

Playing the Role of Refiner

This past week I led a client management team through a learning experience that focused on team talents. Effective teams know that a balance of key roles must be present if they expect to be at their best. The five roles we introduced during the event were Creator, Advancer, Refiner, Executor, and Flexer. I won’t have time to explain each role in detail but instead will focus my journal entry on some thoughts about my personal team role of Refiner.

Refiners live in the “Land of Analysis” where we use our talents to examine solutions for flaws or revise projects in a systematic way. Keeping the focus on objective facts and theories, we use logic to make sure that ideas are sound before we give them our stamp of approval. We tend to be skeptical of new ideas and aren’t easily swayed by concern for feelings or relationships.

Because all of us are a combination of behavioral styles and talents my refiner style tends toward execution. This means I prefer more structured environments and projects where I can perform detail-oriented work and produce concrete results. This allows me to catch errors, anticipate surprises and complications, develop detailed implementation plans, and work alone for long periods of time.

When I am outside my comfort zone stress is more likely to appear. I sometimes face challenges with taking risks, improvising, making decisions based on intuition, selling a plan, or networking. Over the years I have worked hard to flex my behavior in these areas so I can be more effective as a leader. This has included collaborating with others who have strengths that compliment my areas of deficiency.

All of us would benefit from a better understanding of our own talents and the role we play on our team. I have discovered that when I can focus on my strengths, the work I do is of higher quality and the satisfaction I experience is deeper and more meaningful. You can probably relate, even if you don’t have a name for your team role or can’t quickly identify your talents. That is because most of us know what it feels like to be doing what we love.

If your team is underperforming or struggling to build strong relationships you would benefit from the Team Talents™ training that I offer. Knowing that I am a Refiner has given me clarity about the projects I should undertake and the value I can bring to specific client situations. Now it’s time to proof this blog entry before I post it. That’s what we refiners do!

Dreaming About Disney

Regular readers of this blog know that I took a writing hiatus while enjoying a vacation with my spouse that lasted nearly ten days. We spent six of those days visiting Disney World in Orlando, Florida where the weather proved nearly perfect and our experience was exceptional. As with many Disney visitors we were repeat customers, a fact that remains the envy of many of their competitors. Here are a few quick observations that may be useful in your work as a business, non-profit, or community leader.

It has been at least six years since our last visit so we knew that Disney had added new attractions and updated some others. What I found amazing is the desire we had to experience many of the same attractions that have become favorites for millions of other visitors. Yes, we rode “It’s a Small World” and “Peter Pan’s Flight”. We attended the “It’s Tough to be a Bug” and “Indiana Jones Stunt Show”. We stood in line for “Spaceship Earth” and “Universe of Energy”. It didn’t matter that we had experienced these same shows and attractions in previous visits; somehow they still were able to thrill us and make us laugh, or scream, or clap. How many of our organizations can say we delight our customers enough that they come back regularly just to experience it all over again?

Of course there were new shows and rides to visit. We were amazed by the creative puppetry and staging of “Finding Nemo”. The “Soarin” ride gave us unbelievable thrills as we flew above the varied landscapes of California. And we laughed out loud at the “Monsters, Inc. Laugh Floor” where audience members became an integral part of the show. There are few companies that can match Disney’s ability to find new ways to connect with audiences, both young and old, through imagination, incredible attention to detail, and just plain fun. Where else would you go to stand in line for 30 minutes to take an eight minute ride and then want to do it all over again?

We stayed in a Disney hotel on site so we could use their transportation systems and other amenities. Public transportation companies should take lessons from Disney’s ability to move thousands of people, quickly and efficiently. Buses, monorails, trains, trams, and boats were always appearing to whisk us off to the next adventure. Yes, when the park closed and everyone headed for the exits there were some slight delays but generally the system ran effectively and added to the enjoyment of our stay.

I left Disney knowing why I enjoy visiting them so much. They understand why people come to their parks – to make their dreams come true. I watched families from every nationality and culture experiencing the awe and wonder that Disney delivers. Bigger than life fireworks displays, on-time parades featuring incredible costumes, lights, and music, plus brilliant colors, intense smells, and luscious textures to delight your senses. Everything done with a focus and a purpose that most of us will never achieve in our own organizations.

It’s sad that more companies don’t aspire to do what Disney does. Not build a theme park, but rather connect with their customers. If they did we would have many more “wow” experiences as consumers and instead of “dreaming about Disney” I could be dreaming and writing about your company.

Time Off

My next blog posting will likely be May 11 as I enjoy a vacation with my spouse next week. Like everyone else I need a break too.

The Second Mile

Competition is a fact of life. In our capitalist, free-market society and culture it is often expressed with adversarial overtones and introduced at an early age. Well-meaning parents battle it out with each other to give their “brilliant” Tommy or Susie a head start on their preschool classmates by enrolling him or her in the best school or buying the latest educational game to give them an edge. Sports at every age is no longer “fun”, instead it is filled with aggressive participants, angry parents, and coaches willing to berate the performance of even the best players.

During tough economic times competition becomes more intense in business as well. Prices are often slashed, contracts bid at below-market value, and employees are laid off in large numbers to boost sagging stock prices. The leadership models that often emerge as heroes are those willing to demonstrate a ruthless will to win at all costs. In many respects we are addicted to this style of competitive management and willingly engage in these practices at work and in our personal lives.

Perhaps that is why the advice of Jesus in Matthew 5:40-41 is so compelling. Spoken in the larger context of what we know as “The Beatitudes” he says, “And if someone wants to sue you and take your tunic, let him have your cloak as well. If someone forces you to go one mile, go with him two miles.” Not exactly a prescription for creating a competitive advantage, or is it?

The business model most of us use is competing for customers and clients by creating the most transactions through a variety of marketing and advertising techniques – doing what we can to meet expectations in an efficient way. But the leadership advice of Jesus suggests that building a relationship by exceeding the expectations of our customers is a far better solution. Instead of cutting corners and looking for ways to compete with others for the business, the “second mile” suggests putting others ahead of ourselves – employees, customers, and vendors.

The Biblical text offers no evidence of the outcomes we can expect by shifting from competing to serving others. Maybe that is because few people have the courage to live and do business with this principle in mind. One company that comes to mind for me is Chick-Fil-A, a privately-held family business managed with Christian values in the tough, competitive fast food market. They are always looking for ways to exceed customer expectations and practice the “second mile” principle in all of their business relationships. Their success has come from a willingness to do the right things and to create innovative products and exceptional interactions with their loyal customer base.

Can we as leaders imagine a world where “second mile” thinking permeates the workplace? How would it transform the way we treat colleagues and direct reports? What changes would take place in our customer relationships and how we serve them? Would we find ourselves collaborating with other businesses (perhaps even our competition) to better serve the community?

In a world that has been bloodied by the tyranny of competition, where sports have lost the pure joy of play, and where battlefield language is a metaphor for business, we need a different approach. Going the second mile recognizes the intricate connections we all share and invites us to look for solutions that help everyone to win. It may also become your opportunity to stand out from the crowd.

Recharging Your Batteries

If you are like me it is often difficult to find time for personal reflection and growth. The demands of schedule and multiple priorities often get in the way of learning new things or simply relaxing from the pressures of work. This past Friday was an exception to my usually packed calendar as I attended a full-day leadership conference called Maximum Impact presented by Dr. John Maxwell’s organization. Our firm was Lead Sponsor for the Simulcast event held in Gilbertsville, Pennsylvania so that made the day even more special.

Nearly 150 business, professional, and faith leaders attended to hear eight exceptional leaders and speakers share their insights and challenge the audience to practice principles and habits that will advance our lives – personally and professionally. The attendees were not disappointed as each presenter offered wisdom, experience, and practical advice about how to recharge our lives.

Where have you settled for less than the best in your life and career? What is keeping you from achieving the future you had hoped to create? Have you given up on your dreams and stopped growing? These are questions that can only be answered when we take time to recharge our leadership batteries.

The electronic world we live in would grind to a halt if we neglected to recharge the batteries that keep those devices up and running. This past week I found that out when I realized my PDA was dangerously close to losing data due to a bad connection when it was being recharged the previous night. Imagine my disappointment if a key piece of data or an important email had been lost because of my failure to check the power source.

You and I can’t be effective as leaders if we never take time to recharge – to pause for refreshment of our minds and souls through reading, praying, and attending educational conferences. The stamina required to function at a high level can’t be sustained without “down time”. Next week I will be spending about ten days on vacation, something that is a necessary routine so I can remain fresh and inspiring in my own leadership role.

Our ability to work hard, to achieve our goals, and to persevere in today’s challenging business environment requires that we maintain balance in our lives. Failure to take time for oneself will eventually catch up with any leader. Spending time with family, pursuing a favorite hobby, or sitting under the teaching of inspirational leaders are key ingredients to keeping our batteries charged.

So play a round of golf on a sunny Friday afternoon or catch up on some reading in your office. Refresh your mind, body, and spirit without feeling guilty. Your effectiveness as a leader depends on your willingness to recharge!