Friday, April 25, 2008
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.
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.
Saturday, April 19, 2008
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!
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!
Sunday, April 13, 2008
The Power of Stories
This weekend I was privileged to co-facilitate a Community Summit planning event for the North Penn United Way with a gifted colleague and friend, Dr. Ray Wells. The gathering was the culmination of 15 months of planning using an approach called Appreciative Inquiry (Ai). Ai uses the power of collective stories to engage and embolden organizations to embrace the best of their past and draw on those experiences to create a new and better future.
At the heart of the Ai process are personal interviews conducted before and during the event where key stakeholders are invited to share their stories with each other. Themes are identified from these collected experiences and used to create powerful Aspiration Statements that shape what the organization’s future might look like. Time and again, it is the stories that provide rich context and serve as a catalyst for thinking differently about how to move the organization forward.
What makes these stories come alive is how the questions focus only on the positive memories and events. Participants are encouraged to be curious in their interviews and to learn as much as possible about what was behind the success or accomplishment. If a problem or weakness is identified, the interviewer is instructed to ask the interviewee to imagine what it would be like if this perceived problem didn’t exist.
Business leaders rarely embrace the power of stories to shape perceptions, to inspire employees, or to address pressing issues and concerns. Perhaps it is because we assume everyone already knows the best our enterprise has to offer. I’m sure the pressing issues of time may prevent leaders from telling success stories. We may also be jaded and cynical about sharing anything personal with those we lead.
Regardless of motivation, leaders who fail to capture the imagination of those they serve through powerful images and positive success stories from the organization’s past are missing an opportunity to reshape its future. Former leaders, those who took risks, overcame obstacles, challenged conventional wisdom, and demonstrated courage and persistence, deserve a voice. Sharing stories is one way to, not only keep their memory alive, but also inspire others to do the same.
In a world where sound bytes, thirty-second commercials, and text messages dominate the communication landscape, taking time for storytelling may seem unrealistic and archaic. It could also be a powerful resource for real change and more effective planning. What positive collective memories lie dormant in your enterprise? Who needs to hear about when your company was at its best? What might happen if you invited customers to share stories about their experiences with your business?
Ancient cultures maintained strong oral histories about family, culture, and faith. Those stories shaped who they were and who they would become. It’s time to revisit this earlier tradition and reintroduce it in the modern workplace. Gather around, everyone; it’s story time. I’ll get the milk and cookies!
At the heart of the Ai process are personal interviews conducted before and during the event where key stakeholders are invited to share their stories with each other. Themes are identified from these collected experiences and used to create powerful Aspiration Statements that shape what the organization’s future might look like. Time and again, it is the stories that provide rich context and serve as a catalyst for thinking differently about how to move the organization forward.
What makes these stories come alive is how the questions focus only on the positive memories and events. Participants are encouraged to be curious in their interviews and to learn as much as possible about what was behind the success or accomplishment. If a problem or weakness is identified, the interviewer is instructed to ask the interviewee to imagine what it would be like if this perceived problem didn’t exist.
Business leaders rarely embrace the power of stories to shape perceptions, to inspire employees, or to address pressing issues and concerns. Perhaps it is because we assume everyone already knows the best our enterprise has to offer. I’m sure the pressing issues of time may prevent leaders from telling success stories. We may also be jaded and cynical about sharing anything personal with those we lead.
Regardless of motivation, leaders who fail to capture the imagination of those they serve through powerful images and positive success stories from the organization’s past are missing an opportunity to reshape its future. Former leaders, those who took risks, overcame obstacles, challenged conventional wisdom, and demonstrated courage and persistence, deserve a voice. Sharing stories is one way to, not only keep their memory alive, but also inspire others to do the same.
In a world where sound bytes, thirty-second commercials, and text messages dominate the communication landscape, taking time for storytelling may seem unrealistic and archaic. It could also be a powerful resource for real change and more effective planning. What positive collective memories lie dormant in your enterprise? Who needs to hear about when your company was at its best? What might happen if you invited customers to share stories about their experiences with your business?
Ancient cultures maintained strong oral histories about family, culture, and faith. Those stories shaped who they were and who they would become. It’s time to revisit this earlier tradition and reintroduce it in the modern workplace. Gather around, everyone; it’s story time. I’ll get the milk and cookies!
Sunday, April 6, 2008
Being a Leadership Presence
Have you ever known a leader whose mere physical presence in a room drew people to her? Perhaps that person’s physical stature or celebrity reputation caught your attention. Like a magnet you found yourself moving toward them to catch a better look, to shake their hand, or to hear them speak.
Leadership is sometimes equated with this type of magnetism, a kind of overpowering presence that makes followers swoon. Few of us who find ourselves in leadership positions know how to relate to this image. While we may secretly wish for more public recognition our personalities and behavioral styles seem polar opposites to these “bigger than life” leaders.
Don’t despair because that is not the type of presence I am referring to in the title for this week’s blog entry. Instead, I invite you to consider how your daily interactions with colleagues, employees, clients, and vendors offer many unique opportunities for your presence to have a real impact.
Today’s stressful workplace rarely provides respite from the pressure to perform and achieve bigger and better results. The satisfaction of a job well done offers little joy if there is no recognition for your contribution. Managers spend too little time with employees and may not appreciate the sacrifices made or engagement required to achieve these goals. Therein lies the problem.
As last week’s entry suggested we need leaders willing to live their values and serve those around them. If we treat others with love, care, and respect then our leadership role would be as a calming influence and a non-anxious presence. Instead of adding to the stress we could become the outlet to relieve it.
The world is ready for a new kind of leadership. We are tired of the old model that relies on fear and control to motivate behavior. We long for leaders that will stand with us, really listen, and tell us the truth. Each of us can be this type of leader, this new presence in the workplace.
Leadership is sometimes equated with this type of magnetism, a kind of overpowering presence that makes followers swoon. Few of us who find ourselves in leadership positions know how to relate to this image. While we may secretly wish for more public recognition our personalities and behavioral styles seem polar opposites to these “bigger than life” leaders.
Don’t despair because that is not the type of presence I am referring to in the title for this week’s blog entry. Instead, I invite you to consider how your daily interactions with colleagues, employees, clients, and vendors offer many unique opportunities for your presence to have a real impact.
Today’s stressful workplace rarely provides respite from the pressure to perform and achieve bigger and better results. The satisfaction of a job well done offers little joy if there is no recognition for your contribution. Managers spend too little time with employees and may not appreciate the sacrifices made or engagement required to achieve these goals. Therein lies the problem.
As last week’s entry suggested we need leaders willing to live their values and serve those around them. If we treat others with love, care, and respect then our leadership role would be as a calming influence and a non-anxious presence. Instead of adding to the stress we could become the outlet to relieve it.
The world is ready for a new kind of leadership. We are tired of the old model that relies on fear and control to motivate behavior. We long for leaders that will stand with us, really listen, and tell us the truth. Each of us can be this type of leader, this new presence in the workplace.
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