This past Monday I noticed an aching pain in my jaw that grew worse throughout the day. As evening approached it was obvious that one of my teeth was in some distress and would require a trip to the dentist. By mid-day on Tuesday the diagnosis was made – a recent crown implant was too high and the stress caused by this small imperfection had inflamed the nerves and perhaps promoted some infection. A prescription for antibiotics was issued and so began a week of living with the discomfort of a toothache.
By now you must be wondering what this personal story has to do with leadership. Or perhaps you’re thinking, “He’s finally run out of material for this blog site.” Let me see if I can address your concern.
Small things often impact effective leadership – a timely compliment, quickly acknowledging a mistake, making something right when a customer complains, or promptly dealing with an underperforming employee. Like my slightly high crown, failing to recognize or acknowledge a problem can have painful and long-term effects. Quick and decisive action is required or the symptoms will exacerbate, perhaps requiring more intense and costly treatment later.
A second leadership lesson emerged during the week as I learned to deal with the persistent discomfort of my toothache. I found myself struggling to focus at times or wishing I could simply go home and rest. Leaders know that economic circumstances or bad business decisions sometimes carry forward painful consequences. Like a toothache, the distress and anxiety can persistently wear down our spirits and affect our judgment.
By Thursday my toothache was simply not improving and the dentist had already advised that no permanent treatment could be attempted until my supply of prescription medication was exhausted. Leadership lesson number three emerged as I shared my dilemma with a group of business leaders attending one of my classes. Someone in the group had suffered through a similar experience and quickly shared their successful approach to easing the pain. Their advice proved invaluable as I implemented a modified schedule of prescription medicine and over-the-counter anti-inflammatory and pain relief drugs. By Friday afternoon the persistent aching had subsided and I knew that listening to their suggestions had been a key ingredient in my recovery.
It may be unusual to draw parallels between leadership and a toothache but I’m always looking for new insights in my everyday experiences. While business and organizational development theories play an important role in shaping leadership practices, the leaders I encounter find themselves struggling with the nagging aches and pains of practical application. Prescriptive models and hypotheses rarely offer relief in these situations. Instead it is the quiet admission that things weren’t done right the first time, the dogged persistence that is necessary to carry on in spite of the pain, and a willingness to embrace advice from employees, peers, or customers who see things differently than we do.
In retrospect this week has been a mini seminar on leadership practice. While I’m not thankful for the toothache that prompted this muse I won’t quickly forget the lessons it taught me about my life as a leader. Now if I could just forgo the root canal, but that’s another lesson for another day!
Sunday, January 27, 2008
Saturday, January 19, 2008
Being Versus Doing
A week ago today our local chamber of commerce honored me with their annual Community Service Award named after the longtime mayor of Souderton, Charles Allebach. You can imagine my surprise since, as a chamber board member, I thought the recognition was going to someone else. After recovering from the initial shock and accepting the award (including a brief speech that I can’t seem to remember) this past week has been an opportunity to reflect and wonder why I was named this year’s beneficiary.
Past recipients have been lifetime members of the community, actively serving on many local not-for-profit boards or as members of civic organizations, and holding influential positions in business or politics. Some have been local organizations that serve a segment of society needing special care or are known for their community impact. I have only lived in the Indian Valley for 21 years and while I have served on many committees and boards since moving here the list seems short compared to other persons I know.
A conversation with one of my co-workers provided the insight I was looking for. His congratulations was accompanied by the observation that, “maybe this award is more about who you are than what you do”. Being versus doing is what those words said to me.
I must confess that for most of my life and professional career I have struggled with separating my self-esteem from the work I do. Each project or assignment brought with it an unspoken expectation that people were judging me by the quantity and quality of my efforts. Stress and unrealistic goal setting have been the obvious results. I know I’m not alone with these emotional battles, as my conversations with other leaders would attest.
In recent years my focus has changed, influenced in large part by recognizing that God loves me, not for what I do, but for who I am. This has not been an easy lesson to learn and old patterns of behavior still lurk in the shadows ready to pounce when a project doesn’t produce the expected outcomes or a proposal is rejected. Yet by centering my attention on being a leader who is more authentic, truthful and loving I have found greater satisfaction and joy in the work I do. This shift has also fostered richer, deeper relationships among those I work with or encounter in a class, workshop or community project.
Perhaps this journal entry sounds self-serving, like I’m looking for some pat on the back for a job well done. I regret if that is the case. By sharing my experience I hope to encourage the leaders who read this blog regularly to take a look in your emotional mirror, like I did a number of years ago. Is the image you see driven by your need to be accepted based on job performance and status achieved? Or, is your heart at peace knowing you are trying to do the right things and be the kind of person God created you to be?
Awards are meaningful gestures of appreciation, and yes accomplishment, but they can’t capture how a life has inspired and influenced others. The highest compliment a leader can receive is when the people they serve respect and love them for being “real”. Being versus doing, I’m hoping that’s what the Community Service Award is really all about.
Past recipients have been lifetime members of the community, actively serving on many local not-for-profit boards or as members of civic organizations, and holding influential positions in business or politics. Some have been local organizations that serve a segment of society needing special care or are known for their community impact. I have only lived in the Indian Valley for 21 years and while I have served on many committees and boards since moving here the list seems short compared to other persons I know.
A conversation with one of my co-workers provided the insight I was looking for. His congratulations was accompanied by the observation that, “maybe this award is more about who you are than what you do”. Being versus doing is what those words said to me.
I must confess that for most of my life and professional career I have struggled with separating my self-esteem from the work I do. Each project or assignment brought with it an unspoken expectation that people were judging me by the quantity and quality of my efforts. Stress and unrealistic goal setting have been the obvious results. I know I’m not alone with these emotional battles, as my conversations with other leaders would attest.
In recent years my focus has changed, influenced in large part by recognizing that God loves me, not for what I do, but for who I am. This has not been an easy lesson to learn and old patterns of behavior still lurk in the shadows ready to pounce when a project doesn’t produce the expected outcomes or a proposal is rejected. Yet by centering my attention on being a leader who is more authentic, truthful and loving I have found greater satisfaction and joy in the work I do. This shift has also fostered richer, deeper relationships among those I work with or encounter in a class, workshop or community project.
Perhaps this journal entry sounds self-serving, like I’m looking for some pat on the back for a job well done. I regret if that is the case. By sharing my experience I hope to encourage the leaders who read this blog regularly to take a look in your emotional mirror, like I did a number of years ago. Is the image you see driven by your need to be accepted based on job performance and status achieved? Or, is your heart at peace knowing you are trying to do the right things and be the kind of person God created you to be?
Awards are meaningful gestures of appreciation, and yes accomplishment, but they can’t capture how a life has inspired and influenced others. The highest compliment a leader can receive is when the people they serve respect and love them for being “real”. Being versus doing, I’m hoping that’s what the Community Service Award is really all about.
Saturday, January 12, 2008
The Power of Persistence
Few parents can resist the incessant whining of a petulant child who seems to know just the right moment to throw a tantrum in their effort to influence our decision to purchase the latest toy or irresistible candy sweet. While some of us may hold our ground and say “no” on a consistent basis, most will eventually succumb to their wishes and give them what they want. It seems that persistence has its rewards.
Leaders know that persistence plays a role in building successful organizations. The challenges of reduced product life cycles, economic volatility, and competitive pressures require a high level of determination, diligence, and perseverance if they are to be met and conquered. A relentless attention to quality, innovation, and process improvement are touted as necessary to build a world-class enterprise. Every company experiences ups and downs in its efforts to maintain profits and make a difference in the world.
The problem with persistence is that it takes time, a luxury many of us claim we don’t have. Maybe that’s a valid argument given our worldwide access to the latest trends, stock prices, and corporate news. It’s hard to stay the course when the pressure to perform is so magnified. But imagine the outcome if a silkworm chose to deviate from its instinctive ritual of eating, chewing, and spinning? The cocoon that results from this persistent pattern of behavior could never be completed. The miracle of transformation that occurs when the cocoon breaks and a magnificent butterfly emerges would also be lost.
Few leaders appreciate the transformational power of persistence. I know from experience this past year that my own desire for results makes it difficult to perform the steady, consistent tasks that build every successful business. Nurturing strong relationships with clients, prospects, and referral sources takes time. Opening new doors, creating new products, and building a brand don’t happen overnight or even over five years. Sowing seeds is just the first step to a bountiful crop. In between there is lots of watering, weeding, fertilizing, and waiting…in other words, persistence.
Perhaps the lesson I need to learn most as a business owner and leader is that God is persistent in His love for me; in fact his mercy never fails. He knows that my personal transformation isn’t over, that I have much to learn about patience, surrender, and obedience. So I’m taking steps to consistently and persistently carry on with my goal to work with leaders who want to be inspiring and organizations that embrace them. In the end I hope my clients will say that about me and our company.
Leaders know that persistence plays a role in building successful organizations. The challenges of reduced product life cycles, economic volatility, and competitive pressures require a high level of determination, diligence, and perseverance if they are to be met and conquered. A relentless attention to quality, innovation, and process improvement are touted as necessary to build a world-class enterprise. Every company experiences ups and downs in its efforts to maintain profits and make a difference in the world.
The problem with persistence is that it takes time, a luxury many of us claim we don’t have. Maybe that’s a valid argument given our worldwide access to the latest trends, stock prices, and corporate news. It’s hard to stay the course when the pressure to perform is so magnified. But imagine the outcome if a silkworm chose to deviate from its instinctive ritual of eating, chewing, and spinning? The cocoon that results from this persistent pattern of behavior could never be completed. The miracle of transformation that occurs when the cocoon breaks and a magnificent butterfly emerges would also be lost.
Few leaders appreciate the transformational power of persistence. I know from experience this past year that my own desire for results makes it difficult to perform the steady, consistent tasks that build every successful business. Nurturing strong relationships with clients, prospects, and referral sources takes time. Opening new doors, creating new products, and building a brand don’t happen overnight or even over five years. Sowing seeds is just the first step to a bountiful crop. In between there is lots of watering, weeding, fertilizing, and waiting…in other words, persistence.
Perhaps the lesson I need to learn most as a business owner and leader is that God is persistent in His love for me; in fact his mercy never fails. He knows that my personal transformation isn’t over, that I have much to learn about patience, surrender, and obedience. So I’m taking steps to consistently and persistently carry on with my goal to work with leaders who want to be inspiring and organizations that embrace them. In the end I hope my clients will say that about me and our company.
Sunday, January 6, 2008
Seeking Epiphanies
I’m posting this entry on January 6, a date observed as a church festival in commemoration of the coming of the Magi to visit the Christ child. But the word epiphany carries another meaning: “a usually sudden manifestation or perception of the essential nature or meaning of something” or stated another way “an intuitive grasp of something (as an event) usually simple and striking.”
Effective leaders need epiphanies. Imagine an organization where the status quo is never questioned, processes are rarely reviewed for potential improvements, and employees are not challenged to continue growing and learning. Will this enterprise survive for very long? Can they expect to attract and retain the brightest and best employees? Won’t the competition soon be stealing the company’s best customers?
Leaders who understand how to engage employees and customers in a never-ending search for new and better ways to build products and deliver services will likely encounter dozens of epiphanies every year. Like the Honda engineers who designed the first cutout trunk for sedans simply by watching people struggle to place items into the trunks of their cars. Or the genius of Southwest Airlines no-hub model for flying that allows them to efficiently move passengers between cities at lower costs while maintaining a profit.
Epiphanies can occur in meetings (although most meetings discourage them), during a conversation, while taking a walk in the park, or in the shower. It requires openness to new ideas, a love for learning, a sense of wonder, and a willingness to listen. Leaders can encourage epiphanies by being more accessible and vulnerable.
The Magi’s epiphany experience included an encounter with the Divine. Our epiphanies are no less magical for isn’t there a sense of the Divine in each of us? Organizations and communities need more epiphanies. The power of fresh ideas, new eyes, and the courage to act…these ingredients will effect lasting social change. Will you join me in search of epiphanies? Or better yet will you join me in creating them?
Effective leaders need epiphanies. Imagine an organization where the status quo is never questioned, processes are rarely reviewed for potential improvements, and employees are not challenged to continue growing and learning. Will this enterprise survive for very long? Can they expect to attract and retain the brightest and best employees? Won’t the competition soon be stealing the company’s best customers?
Leaders who understand how to engage employees and customers in a never-ending search for new and better ways to build products and deliver services will likely encounter dozens of epiphanies every year. Like the Honda engineers who designed the first cutout trunk for sedans simply by watching people struggle to place items into the trunks of their cars. Or the genius of Southwest Airlines no-hub model for flying that allows them to efficiently move passengers between cities at lower costs while maintaining a profit.
Epiphanies can occur in meetings (although most meetings discourage them), during a conversation, while taking a walk in the park, or in the shower. It requires openness to new ideas, a love for learning, a sense of wonder, and a willingness to listen. Leaders can encourage epiphanies by being more accessible and vulnerable.
The Magi’s epiphany experience included an encounter with the Divine. Our epiphanies are no less magical for isn’t there a sense of the Divine in each of us? Organizations and communities need more epiphanies. The power of fresh ideas, new eyes, and the courage to act…these ingredients will effect lasting social change. Will you join me in search of epiphanies? Or better yet will you join me in creating them?
Tuesday, January 1, 2008
Keeping Promises
Many of us will launch this New Year by proclaiming resolutions that will serve as personal goals for the next twelve months. Losing weight and exercising often top these lists. Apparently the tradition of making resolutions has been with us for thousands of years. Ancient Babylonians had a practice of returning borrowed objects from the previous year, the Chinese cleaned their houses, and Romans sought forgiveness from the previous year’s enemies.
Making promises or setting personal priorities seems like good discipline for any modern leader. These goals can serve as a catalyst for meaningful, long-term change, especially if others know about our aspirations. My daily exercise routine (walking through my neighborhood in the early morning hours) has been sustained because I invited others to hold me accountable. Eventually the health benefits and discipline of habit made keeping this pledge a way of life.
Promises are simple declarations that we will do something, or perhaps refrain from doing something. As leaders it is tempting and easy to make promises with little regard for the effort required to see it through to fruition. Sometimes this process has less to do with outcomes and more to do with annual ritual. Organizational leaders routinely gather to establish goals with little or no thought about how the objectives will be achieved.
It’s time for leaders to make promises that they intend to keep. This is no time for ego to take charge. Personal and organizational goals should be rooted in reality with backup plans in place for the inevitable unknown obstacles that will appear. Choosing a course of action or establishing priorities has more to do with integrity than predicting an outcome. It takes courage to admit that we don’t know whether our plans will achieve the expected results. Even greater courage is required to acknowledge defeat when the wrong path is taken.
Leaders need to establish priorities and resolve to keep them. At the same time they must admit when a promise isn’t practical or when a goal is in trouble. Telling the truth and seeking help may be all that is needed to reclaim the objective or find the alternative route to take.
The root meaning of resolution includes the act of analyzing a complex notion into simpler ones. Could it be that the best promises, the most effective goals, the clearest objectives are also the least pretentious? Might keeping our priorities simple be the key to successful implementation? Let’s make 2008 the year when these questions are answered.
Making promises or setting personal priorities seems like good discipline for any modern leader. These goals can serve as a catalyst for meaningful, long-term change, especially if others know about our aspirations. My daily exercise routine (walking through my neighborhood in the early morning hours) has been sustained because I invited others to hold me accountable. Eventually the health benefits and discipline of habit made keeping this pledge a way of life.
Promises are simple declarations that we will do something, or perhaps refrain from doing something. As leaders it is tempting and easy to make promises with little regard for the effort required to see it through to fruition. Sometimes this process has less to do with outcomes and more to do with annual ritual. Organizational leaders routinely gather to establish goals with little or no thought about how the objectives will be achieved.
It’s time for leaders to make promises that they intend to keep. This is no time for ego to take charge. Personal and organizational goals should be rooted in reality with backup plans in place for the inevitable unknown obstacles that will appear. Choosing a course of action or establishing priorities has more to do with integrity than predicting an outcome. It takes courage to admit that we don’t know whether our plans will achieve the expected results. Even greater courage is required to acknowledge defeat when the wrong path is taken.
Leaders need to establish priorities and resolve to keep them. At the same time they must admit when a promise isn’t practical or when a goal is in trouble. Telling the truth and seeking help may be all that is needed to reclaim the objective or find the alternative route to take.
The root meaning of resolution includes the act of analyzing a complex notion into simpler ones. Could it be that the best promises, the most effective goals, the clearest objectives are also the least pretentious? Might keeping our priorities simple be the key to successful implementation? Let’s make 2008 the year when these questions are answered.
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