As I write this blog entry a major snowstorm is barreling up the eastern seaboard expecting to bring with it more than a foot of snow and high winds to the southeastern region of Pennsylvania where I live. Much of the Jersey shore will likely have even more snow and blizzard conditions. The ominous forecast has even postponed the Philadelphia Eagles home football game until Tuesday night.
Weather is a potent newsmaker, especially when the prediction is bad. Major snow storms, hurricanes, tornadoes, earthquakes, or extended heat waves all attract plenty of media attention since the bad news tends to drive ratings higher. We modern humans have an insatiable appetite for information and are often most attracted to the tragic stories that accompany weather phenomenon. Let’s face it, bad news sells!
Business and community leaders frequently find themselves facing decisions that involve sharing bad news. It may be lower than expected revenue or profits, an unexpected lawsuit, a workplace accident, or employee layoffs. Sometimes in our haste to get beyond the pain of sharing the current reality we overlook the opportunity to make sense of what is happening. This generative thinking process could be a perfect response to a new challenge or a recurring problem. By reflecting on what is happening in the context of the organization’s mission we could discover new strategies and solutions that weren’t previously considered.
Denying reality in the face of bad news isn’t good for business or personal health. We can only bury our heads in the sand for a while. Eventually we must consider what has taken place, understand the story behind the problem or issue, and get busy doing something in response to our discoveries. While leaders can’t change the weather, they can alter their responses to better inform the public on what to expect and how to cope with the aftermath. They can proactively move to protect citizens by postponing major sporting events or restricting travel on major highways. Lessons can be learned, even from past mistakes, like the government’s response to the BP oil spill or Hurricane Katrina.
One of the best ways to turn bad news into a force for good is by simply asking, “What if this same event happens again?” Business and civic leaders should never let a disaster or failure go to waste. Use the bad news to foster generative thinking and become better at solving problems. Tell more stories about the positive endings that frequently accompany tragedy. Then when the next major winter storm approaches our response can be, “Let it snow, let it snow, let it snow!”
Sunday, December 26, 2010
Sunday, December 19, 2010
Gut Check
We’ve probably all had the feeling. In the midst of a conversation, a major decision, or meeting someone for the first time we get this unsettling hunch that something isn’t quite right. Sometimes we refer to this phenomenon as instinct or perhaps intuition. It’s a visceral response to our surroundings that may be intended to protect us or serve as an early warning system. To ignore this instinctual feedback is an invitation for potential disappointment or perhaps something more threatening.
I know quite a few leaders who view the world through an empathetic lens. They are often very adept at sensing the underlying feelings of others, knowing when stress is present, or simply connecting emotionally with another person. Sometimes these same leaders fail to trust their more intuitive nature because they believe that facts and logic should rule the day in the business world. After all, science requires proof and evidence while intuition offers little more than premonition or suspicion as guidance.
Before you analyze this argument for yourself, consider the times in your life when you sensed that something was wrong, even in the absence of any confirmation. I’m sure you have experienced moments like that. Our gut is often a very accurate barometer; able to predict with uncanny accuracy what is really going on behind the scenes or just below the surface. Yet few leaders cultivate this skill or trust it when making judgments and decisions.
I’m not advocating that we abandon the use of quantitative measures to assess our situations, however, without the additional perspective of intuition to guide us we will surely overlook key elements or issues. By applying empathetic listening with an intuitive grasp of the truth we could find transformative solutions to workplace and marketplace challenges.
So the next time you are facing a painful decision, a challenging obstacle, or a difficult conversation, pause and pay attention to your sixth sense - the instincts that could prove invaluable as you choose a course of action. We humans seem to know from birth what is right and wrong, just and unjust, truth and lie. Our Creator gave us a moral compass that should guide our thinking and actions. When we stray from its True North our gut tells us so. If only we would stop ignoring its signals.
I know quite a few leaders who view the world through an empathetic lens. They are often very adept at sensing the underlying feelings of others, knowing when stress is present, or simply connecting emotionally with another person. Sometimes these same leaders fail to trust their more intuitive nature because they believe that facts and logic should rule the day in the business world. After all, science requires proof and evidence while intuition offers little more than premonition or suspicion as guidance.
Before you analyze this argument for yourself, consider the times in your life when you sensed that something was wrong, even in the absence of any confirmation. I’m sure you have experienced moments like that. Our gut is often a very accurate barometer; able to predict with uncanny accuracy what is really going on behind the scenes or just below the surface. Yet few leaders cultivate this skill or trust it when making judgments and decisions.
I’m not advocating that we abandon the use of quantitative measures to assess our situations, however, without the additional perspective of intuition to guide us we will surely overlook key elements or issues. By applying empathetic listening with an intuitive grasp of the truth we could find transformative solutions to workplace and marketplace challenges.
So the next time you are facing a painful decision, a challenging obstacle, or a difficult conversation, pause and pay attention to your sixth sense - the instincts that could prove invaluable as you choose a course of action. We humans seem to know from birth what is right and wrong, just and unjust, truth and lie. Our Creator gave us a moral compass that should guide our thinking and actions. When we stray from its True North our gut tells us so. If only we would stop ignoring its signals.
Sunday, December 12, 2010
Where’s the Evidence?
I’m a big fan of the hit television show, CSI (Crime Scene Investigation). One of the compelling aspects of each week’s episode is the team’s efforts to link evidence gathered at the scene of the crime to a suspect. Sometimes the connection is a microscopic detail that would be missed by anyone with an untrained eye. Usually a successful case rests on a body of evidence that implicates the perpetrator; corroborating pieces of information that ties an outcome to the person or persons responsible.
If leaders were judged by these same demanding standards how many might fail the test? In other words, if your leadership status was based on hard evidence would there be enough proof to convict? It might seem like an unfair question since the qualities of leadership are generally more subjective. Yet, we all know the leaders we admire and respect do portray certain characteristics that capture our attention and admiration. It is why we see them as a leader; why we try to emulate their behavior and honor their legacy.
It would be arrogant of me to assert that I have created a definitive list of those qualities that define leadership. There are plenty of smarter, more talented, and better educated persons who have already researched and written about this subject. Our bookstores and the Internet are filled with dozens of bestsellers and websites devoted to becoming an effective leader. One product I use in my consulting and teaching is the Everything DiSC® 363™ for Leaders profile created by Inscape Publishing. It rates effective leadership using a spectrum of eight approaches: Pioneering, Energizing, Affirming, Inclusive, Humble, Deliberate, Resolute, and Commanding. Each approach has three underlying practices that define how this approach is visible to a manager or executive’s co-workers.
Leaders who are willing to allow others to rate their performance can use profiles like this one to make the case that they are, in fact, effective in their role. Few leaders who participate in a self-assessment and review process find themselves on the same page as their direct reports, their manager, or their colleagues. Unlike science, the evidence gleaned through personal and interpersonal reflection is often filtered or tainted by opinion, bias, and memory. If our motives were always pure we wouldn’t need evaluations or assessments to validate performance.
Too many leaders refuse to participate in critical reviews of their effectiveness. As a result, organizations suffer from poor or underperforming supervision. Wouldn’t it make sense to demand some evidence that a person deserves to be a leader? Is it too much to ask for current, and would be, leaders to demonstrate some of the basic qualities that define highly competent leadership? Perhaps we need a new team in our organizations, LES (Leadership Effectiveness Squad), to hold leaders accountable for their performance. After all, the success of any enterprise depends on leaders who, when faced with evidence of their leadership ability, have been found guilty as charged. Case closed.
If leaders were judged by these same demanding standards how many might fail the test? In other words, if your leadership status was based on hard evidence would there be enough proof to convict? It might seem like an unfair question since the qualities of leadership are generally more subjective. Yet, we all know the leaders we admire and respect do portray certain characteristics that capture our attention and admiration. It is why we see them as a leader; why we try to emulate their behavior and honor their legacy.
It would be arrogant of me to assert that I have created a definitive list of those qualities that define leadership. There are plenty of smarter, more talented, and better educated persons who have already researched and written about this subject. Our bookstores and the Internet are filled with dozens of bestsellers and websites devoted to becoming an effective leader. One product I use in my consulting and teaching is the Everything DiSC® 363™ for Leaders profile created by Inscape Publishing. It rates effective leadership using a spectrum of eight approaches: Pioneering, Energizing, Affirming, Inclusive, Humble, Deliberate, Resolute, and Commanding. Each approach has three underlying practices that define how this approach is visible to a manager or executive’s co-workers.
Leaders who are willing to allow others to rate their performance can use profiles like this one to make the case that they are, in fact, effective in their role. Few leaders who participate in a self-assessment and review process find themselves on the same page as their direct reports, their manager, or their colleagues. Unlike science, the evidence gleaned through personal and interpersonal reflection is often filtered or tainted by opinion, bias, and memory. If our motives were always pure we wouldn’t need evaluations or assessments to validate performance.
Too many leaders refuse to participate in critical reviews of their effectiveness. As a result, organizations suffer from poor or underperforming supervision. Wouldn’t it make sense to demand some evidence that a person deserves to be a leader? Is it too much to ask for current, and would be, leaders to demonstrate some of the basic qualities that define highly competent leadership? Perhaps we need a new team in our organizations, LES (Leadership Effectiveness Squad), to hold leaders accountable for their performance. After all, the success of any enterprise depends on leaders who, when faced with evidence of their leadership ability, have been found guilty as charged. Case closed.
Sunday, December 5, 2010
Life Stories; Life Lessons
Some of you may recall the American television documentary series “This Is Your Life” hosted and produced by Ralph Edwards. In the show that aired from 1952 to 1961, the host surprised a guest and proceeded to take them through their life in front of a live studio audience that included friends and family. This biography was an occasion to celebrate the life’s work of the guest and reunite him or her with old acquaintances from their past.
A few of my senior citizen friends have recorded stories about their lives to share with family and friends. I have been privileged to read these accounts of early childhood, careers, family memories, and the many changes and challenges they have faced. There is something holy about these firsthand tales as they reveal hidden insights about the person’s life, preserve a family heritage, and bestow wisdom through the written word. I hope that someday my own son (and perhaps his family) will view this blog site as a testament to the important ideals I believe in and life lessons I have learned.
In ancient times storytelling was the primary means of recording and transferring family history and memories. Each generation honed its skills in the art of telling stories so the legacy and traditions would remain unbroken. Today we Americans send an estimated 2.5 billion text messages every day. In addition, we also post millions of Facebook status updates, Twitter tweets, and YouTube videos during this same time period. Alas, this endless chatter doesn’t make for a compelling life story. In fact, one could argue that much of our social media communication doesn’t even engage at a storytelling level. It’s more and louder volume with less of what matters most.
Last year at my church our youth paster approached me with an idea to have the youth meet during our Christian education hour with the senior adults who comprise the class I teach each week. The four week format was simple—we chose a topic, like family or church, and asked the older persons to share their memories and stories with the youth. An open mic time encouraged the young people to ask questions about what they had heard. The response was amazing as these two very different generations came to appreciate each other’s stories and perspectives.
Few business leaders do a good job of telling stories. As a result, most employees know little about the values and principles that grounded the organization when it was founded. Many have no appreciation for the sacrifices of the founder or the stories behind the customer loyalty that keeps the company growing. Without written and verbal accounts of the history—both good and bad—there is no context for framing today’s decisions and future planning. Positive stories from the past can be an important ingredient for any organization that is seeking a new direction or trying to make sense of a muddled present.
We need the collective wisdom of our elders if we are to achieve success in our fractured and chaotic world. The guiding principles and values that shaped their lives are just as important for today’s problems. Business and family leaders have an obligation to share their narratives however imperfect and insignificant they might seem. If communication is the new currency of our age then it’s time to pay up by investing more in the power of personal story.
A few of my senior citizen friends have recorded stories about their lives to share with family and friends. I have been privileged to read these accounts of early childhood, careers, family memories, and the many changes and challenges they have faced. There is something holy about these firsthand tales as they reveal hidden insights about the person’s life, preserve a family heritage, and bestow wisdom through the written word. I hope that someday my own son (and perhaps his family) will view this blog site as a testament to the important ideals I believe in and life lessons I have learned.
In ancient times storytelling was the primary means of recording and transferring family history and memories. Each generation honed its skills in the art of telling stories so the legacy and traditions would remain unbroken. Today we Americans send an estimated 2.5 billion text messages every day. In addition, we also post millions of Facebook status updates, Twitter tweets, and YouTube videos during this same time period. Alas, this endless chatter doesn’t make for a compelling life story. In fact, one could argue that much of our social media communication doesn’t even engage at a storytelling level. It’s more and louder volume with less of what matters most.
Last year at my church our youth paster approached me with an idea to have the youth meet during our Christian education hour with the senior adults who comprise the class I teach each week. The four week format was simple—we chose a topic, like family or church, and asked the older persons to share their memories and stories with the youth. An open mic time encouraged the young people to ask questions about what they had heard. The response was amazing as these two very different generations came to appreciate each other’s stories and perspectives.
Few business leaders do a good job of telling stories. As a result, most employees know little about the values and principles that grounded the organization when it was founded. Many have no appreciation for the sacrifices of the founder or the stories behind the customer loyalty that keeps the company growing. Without written and verbal accounts of the history—both good and bad—there is no context for framing today’s decisions and future planning. Positive stories from the past can be an important ingredient for any organization that is seeking a new direction or trying to make sense of a muddled present.
We need the collective wisdom of our elders if we are to achieve success in our fractured and chaotic world. The guiding principles and values that shaped their lives are just as important for today’s problems. Business and family leaders have an obligation to share their narratives however imperfect and insignificant they might seem. If communication is the new currency of our age then it’s time to pay up by investing more in the power of personal story.
Sunday, November 28, 2010
Leading in the ER
The past Thanksgiving weekend will always be a memorable one but not because of traditional turkey dinners with family, the final Penn State football game of the regular season, or the absence of a Black Friday shopping trip. No, I will remember this holiday because of an unexpected early Saturday morning trip to the ER (Emergency Room).
Friday night was spent dining with friends before enjoying ice cream on the way home. All seemed normal until 1:00 AM Saturday morning when I woke with severe abdomen pain. My initial diagnosis was heartburn normally treated with a couple antacid tablets. Usually twenty minutes later I am fine but this pain persisted. Another tablet failed to reduce the symptoms which were forcing me into numerous contorted positions to alleviate the constant discomfort. By 3:30 AM the battle was lost and I was on my way to the local medical center.
A holiday shift at any business can’t be fun, but in a hospital ER it is surely a thankless job. While I moved quickly from registration into triage, and finally a treatment room, my emergency was not a first priority. The lone female doctor on duty was managing multiple cases from an infant to several elderly patients. She patiently prioritized her work and coordinated a small cadre of nurses who attended to everyone’s needs. When she did appear, her questions were focused to determine an accurate diagnosis and treatment plan. Within minutes I was receiving an EKG from one nurse, an IV from another, then off to X-ray before the doctor reappeared to offer her observations and discuss options. My brief ER stay ended by 6:30 AM with a promise to seek follow-up testing and treatment with my family doctor.
As I revisit my experience, several leadership qualities emerge that make ER doctors and other professionals proficient in their roles. First, is an ability to remain calm under pressure. I suppose the life and death environment of an emergency room requires those working there to learn this trait, perhaps as a survival mechanism. For the rest of us, this level-headed response may seem out of reach. We are easily influenced or distracted by the multiple issues that regularly compete for our attention. Unwavering focus and a steady demeanor can soothe customers and employees alike when stress is building.
Second, my doctor worked mostly in the shadows, quietly moving from patient to patient, then disappearing to handle paperwork or dictation. Nurses and other professionals became the frontline agents offering care based on her diagnosis. Leaders in every industry would be more effective if they engaged their employees in doing meaningful work. Remaining mostly in the background allows staff to execute plans without constant supervision or critique.
Finally I appreciate being included in my treatment options. By not insisting that I remain for additional tests, travel plans to spend time with family were unaffected. To be sure, if my condition had not improved I would have understood any doctor’s decision to keep me a while longer. Instead I will continue diagnosis and treatment under the care of my family physician. Too often customer needs are dismissed or ignored in favor of company policy. When leaders practice careful listening or encourage client interaction, solutions are often more palatable for everyone.
While I don’t recommend an ER visit to observe leadership in action, it provided an unexpected place for a blog idea to emerge. Perhaps a future posting will share “the rest of the story.”
Friday night was spent dining with friends before enjoying ice cream on the way home. All seemed normal until 1:00 AM Saturday morning when I woke with severe abdomen pain. My initial diagnosis was heartburn normally treated with a couple antacid tablets. Usually twenty minutes later I am fine but this pain persisted. Another tablet failed to reduce the symptoms which were forcing me into numerous contorted positions to alleviate the constant discomfort. By 3:30 AM the battle was lost and I was on my way to the local medical center.
A holiday shift at any business can’t be fun, but in a hospital ER it is surely a thankless job. While I moved quickly from registration into triage, and finally a treatment room, my emergency was not a first priority. The lone female doctor on duty was managing multiple cases from an infant to several elderly patients. She patiently prioritized her work and coordinated a small cadre of nurses who attended to everyone’s needs. When she did appear, her questions were focused to determine an accurate diagnosis and treatment plan. Within minutes I was receiving an EKG from one nurse, an IV from another, then off to X-ray before the doctor reappeared to offer her observations and discuss options. My brief ER stay ended by 6:30 AM with a promise to seek follow-up testing and treatment with my family doctor.
As I revisit my experience, several leadership qualities emerge that make ER doctors and other professionals proficient in their roles. First, is an ability to remain calm under pressure. I suppose the life and death environment of an emergency room requires those working there to learn this trait, perhaps as a survival mechanism. For the rest of us, this level-headed response may seem out of reach. We are easily influenced or distracted by the multiple issues that regularly compete for our attention. Unwavering focus and a steady demeanor can soothe customers and employees alike when stress is building.
Second, my doctor worked mostly in the shadows, quietly moving from patient to patient, then disappearing to handle paperwork or dictation. Nurses and other professionals became the frontline agents offering care based on her diagnosis. Leaders in every industry would be more effective if they engaged their employees in doing meaningful work. Remaining mostly in the background allows staff to execute plans without constant supervision or critique.
Finally I appreciate being included in my treatment options. By not insisting that I remain for additional tests, travel plans to spend time with family were unaffected. To be sure, if my condition had not improved I would have understood any doctor’s decision to keep me a while longer. Instead I will continue diagnosis and treatment under the care of my family physician. Too often customer needs are dismissed or ignored in favor of company policy. When leaders practice careful listening or encourage client interaction, solutions are often more palatable for everyone.
While I don’t recommend an ER visit to observe leadership in action, it provided an unexpected place for a blog idea to emerge. Perhaps a future posting will share “the rest of the story.”
Sunday, November 21, 2010
Gratitude
Thanksgiving Day will be celebrated later this week in the United States. This holiday has become synonymous with family gatherings, feasts, football, and shopping. Somewhere in the midst of this busyness I hope there will be time to express gratitude for the blessings we continue to enjoy. Even in the throes of a recession and persistently high unemployment our nation remains a rich land of opportunity.
A grateful heart stems from within, expressing thanksgiving for a God who knows us intimately. Science continues to discover the secrets of our human anatomy. Billions of nerve centers in our brain, the reliability of our heart muscle pumping blood throughout a network of blood vessels about 100,000 times each day, or lungs stretched flat to cover a volleyball court. As someone who has not experienced any significant health problems in more than 55 years these are amazing statistics—a reason for gratitude.
On my daily early morning walks through our neighborhood I have grown to appreciate the little things that I encounter. I’m grateful for the chorus of bird songs greeting me on those days when the sun is beginning to peek above the horizon. In the darkness of this time of year, I am thankful for the gentle rustle of leaves beneath my feet and the cool breezes that signal a change in seasons. I appreciate the opportunity to focus my thoughts and breathe my daily prayers to the rhythm of brisk strides around the block.
In this uncertain economy I am especially grateful for loyal clients that have supported my consulting and training business during this past year. I have been blessed by continuing friendships, words of encouragement, and new relationships. My gratitude extends to generous colleagues who have offered advice, collaborated on projects, and served as a listening ear when one was needed. I am inspired daily by encounters with friends and strangers in my social media network.
Most importantly I am grateful for a God who “knit me together in my mother’s womb”, who is both omniscient and omnipresent. It is comforting to know that my thoughts have been discerned and my path searched out, that I am never alone in this troubled world and my one crazy life. While I confess to personal doubts and fears, I am also encouraged by a strong sense of hope driven by the knowledge that I am loved by God.
However you plan to celebrate the Thanksgiving holiday this week, take time to pause in a spirit of gratitude for the small and large gifts in your life. Know that even in your darkest moments of this past year God was there claiming you as his child. May this knowledge inspire you and I to act differently in a world where leaders with grateful hearts are needed more than ever.
A grateful heart stems from within, expressing thanksgiving for a God who knows us intimately. Science continues to discover the secrets of our human anatomy. Billions of nerve centers in our brain, the reliability of our heart muscle pumping blood throughout a network of blood vessels about 100,000 times each day, or lungs stretched flat to cover a volleyball court. As someone who has not experienced any significant health problems in more than 55 years these are amazing statistics—a reason for gratitude.
On my daily early morning walks through our neighborhood I have grown to appreciate the little things that I encounter. I’m grateful for the chorus of bird songs greeting me on those days when the sun is beginning to peek above the horizon. In the darkness of this time of year, I am thankful for the gentle rustle of leaves beneath my feet and the cool breezes that signal a change in seasons. I appreciate the opportunity to focus my thoughts and breathe my daily prayers to the rhythm of brisk strides around the block.
In this uncertain economy I am especially grateful for loyal clients that have supported my consulting and training business during this past year. I have been blessed by continuing friendships, words of encouragement, and new relationships. My gratitude extends to generous colleagues who have offered advice, collaborated on projects, and served as a listening ear when one was needed. I am inspired daily by encounters with friends and strangers in my social media network.
Most importantly I am grateful for a God who “knit me together in my mother’s womb”, who is both omniscient and omnipresent. It is comforting to know that my thoughts have been discerned and my path searched out, that I am never alone in this troubled world and my one crazy life. While I confess to personal doubts and fears, I am also encouraged by a strong sense of hope driven by the knowledge that I am loved by God.
However you plan to celebrate the Thanksgiving holiday this week, take time to pause in a spirit of gratitude for the small and large gifts in your life. Know that even in your darkest moments of this past year God was there claiming you as his child. May this knowledge inspire you and I to act differently in a world where leaders with grateful hearts are needed more than ever.
Sunday, November 14, 2010
Turning the Curve
Most executive leaders I know are focused on results. While many are also adept at big picture thinking they measure success by what gets done—how much, how many or how well. These same leaders typically frame their ideas, analyze problems, and develop solutions based on the facts as presented. They prefer to quickly fix things or seize new opportunities without wasting time and energy.
Solving problems and making decisions doesn’t require a complex methodology. Sometimes turning the curve on an issue is really a function of process or a new way of thinking. At a community summit this past week business and community leaders gathered to think about the broad issues of education, income, and health in our region. The group included not-for-profit agencies, educators, government officials, faith community leaders, advocates, business leaders, and others who were tasked with shaping the agenda for these key issues in the next year.
Each small group began by identifying a community indicator (like the proficiency level of high school graduates in math and reading) and developing a plan to turn the curve on this issue. In other words, how could our community dramatically impact this problem in a positive way? The groups spent time explaining the story behind the baseline measure—the root causes (positive and negative, internal or external) that are strongly influencing the current baseline curve. Then they identified partners who have a role in turning this curve in a positive direction. This discussion included partners that might previously have been excluded from the conversations.
Each group then brainstormed what might work to turn the curve on their problem. Off-the-wall ideas were encouraged as were low-cost/no-cost solutions. The exercise ended by choosing two strategies that could have the greatest impact on this problem in a positive way. The entire activity was limited to one hour.
Amazingly the teams were able to quickly choose an “end” and use the process to determine the “means.” Immediate connections were made to no-cost/low-cost solutions that could be acted on without much effort. Conversations about the community’s needs took on a tone of possibilities rather than impossibilities. Key leaders were introduced to each other throughout the day’s activities. The opportunity to affect real and lasting change permeated the discussions.
Sometimes the reason company and community problems persist is because we continue to address them in the same way. Often the story behind the curve of the baseline is missing or ignored. When we are getting paid to treat a symptom why would we want the root problem to actually go away? For Type A leaders, this approach to decision-making offers a framework for achieving real results. To the organizations and communities suffering from systemic issues the process brings new hope. Everyone benefits when we turn the curve on a problem. Getting it done may be easier than you think.
Solving problems and making decisions doesn’t require a complex methodology. Sometimes turning the curve on an issue is really a function of process or a new way of thinking. At a community summit this past week business and community leaders gathered to think about the broad issues of education, income, and health in our region. The group included not-for-profit agencies, educators, government officials, faith community leaders, advocates, business leaders, and others who were tasked with shaping the agenda for these key issues in the next year.
Each small group began by identifying a community indicator (like the proficiency level of high school graduates in math and reading) and developing a plan to turn the curve on this issue. In other words, how could our community dramatically impact this problem in a positive way? The groups spent time explaining the story behind the baseline measure—the root causes (positive and negative, internal or external) that are strongly influencing the current baseline curve. Then they identified partners who have a role in turning this curve in a positive direction. This discussion included partners that might previously have been excluded from the conversations.
Each group then brainstormed what might work to turn the curve on their problem. Off-the-wall ideas were encouraged as were low-cost/no-cost solutions. The exercise ended by choosing two strategies that could have the greatest impact on this problem in a positive way. The entire activity was limited to one hour.
Amazingly the teams were able to quickly choose an “end” and use the process to determine the “means.” Immediate connections were made to no-cost/low-cost solutions that could be acted on without much effort. Conversations about the community’s needs took on a tone of possibilities rather than impossibilities. Key leaders were introduced to each other throughout the day’s activities. The opportunity to affect real and lasting change permeated the discussions.
Sometimes the reason company and community problems persist is because we continue to address them in the same way. Often the story behind the curve of the baseline is missing or ignored. When we are getting paid to treat a symptom why would we want the root problem to actually go away? For Type A leaders, this approach to decision-making offers a framework for achieving real results. To the organizations and communities suffering from systemic issues the process brings new hope. Everyone benefits when we turn the curve on a problem. Getting it done may be easier than you think.
Sunday, November 7, 2010
Leadership Apps
If you own an Apple iPhone you probably have at least one of their popular Apps (short for Applications) downloaded on your phone. Since July 2008 the company’s popular iTunes online store has been a never-ending source of creative, interesting, practical, funny, and inane Apps for a wide variety of purposes. As of October 20, 2010 there were more than 300,000 Apps available and more than 7 billion downloads-to-date (according to Wikipedia.com). Many of these Apps are free while others are available for online purchase.
There are App categories covering games, entertainment, social networking, music, sports, reference, news, and a host of others. I can read the Wall Street Journal, check the latest sports scores on ESPN, listen to Sirius XM radio, update my Facebook status, look at images from NASA, monitor the weather, change the channel on my TV, and even find my way in the dark (yes, there’s an App for that too). These Apps keep me informed, save me time, and instantly connect me with friends.
This week I wondered what I would find if I searched the App store for leadership advice. I shouldn’t have been surprised to find a host of products, including one titled appropriately, “The Leadership App.” Of course, it’s already downloaded on my phone. The depth and breadth of items reminds me of the dozens of books devoted to this same topic in any local library or national bookstore chain. Everyone seems to have an opinion, sage advice, or expertise on some aspect of leadership. This blog is one of hundreds that crowd cyberspace each week looking for an audience with time to read and comment on the chosen topic.
If only it was possible to be an inspiring and effective leader by viewing a downloaded App, reading a book, or following a blog. Leaders and followers alike might wish the real world worked that way. But we know differently. Effective leadership requires a courageous commitment to live authentically, serve humbly, speak truthfully, and love unequivocally. It favors human interaction over sterile emails. It practices empathetic listening over scripted responses. It models confession and forgiveness over ego and retribution.
If I could figure out a way to package these inspiring leadership qualities into a slick digital presentation that, when downloaded, transformed the recipient into a highly effective manager or leader I might be both rich and famous. But Apps don’t have that kind of power to transform — they only serve to entertain, educate, inform, and amuse. The human heart and spirit is touched and influenced by people who generously share of themselves with others, without any expectation of something in return. Good news! There’s already an App for that and it’s called love. Smart phones aren’t required.
There are App categories covering games, entertainment, social networking, music, sports, reference, news, and a host of others. I can read the Wall Street Journal, check the latest sports scores on ESPN, listen to Sirius XM radio, update my Facebook status, look at images from NASA, monitor the weather, change the channel on my TV, and even find my way in the dark (yes, there’s an App for that too). These Apps keep me informed, save me time, and instantly connect me with friends.
This week I wondered what I would find if I searched the App store for leadership advice. I shouldn’t have been surprised to find a host of products, including one titled appropriately, “The Leadership App.” Of course, it’s already downloaded on my phone. The depth and breadth of items reminds me of the dozens of books devoted to this same topic in any local library or national bookstore chain. Everyone seems to have an opinion, sage advice, or expertise on some aspect of leadership. This blog is one of hundreds that crowd cyberspace each week looking for an audience with time to read and comment on the chosen topic.
If only it was possible to be an inspiring and effective leader by viewing a downloaded App, reading a book, or following a blog. Leaders and followers alike might wish the real world worked that way. But we know differently. Effective leadership requires a courageous commitment to live authentically, serve humbly, speak truthfully, and love unequivocally. It favors human interaction over sterile emails. It practices empathetic listening over scripted responses. It models confession and forgiveness over ego and retribution.
If I could figure out a way to package these inspiring leadership qualities into a slick digital presentation that, when downloaded, transformed the recipient into a highly effective manager or leader I might be both rich and famous. But Apps don’t have that kind of power to transform — they only serve to entertain, educate, inform, and amuse. The human heart and spirit is touched and influenced by people who generously share of themselves with others, without any expectation of something in return. Good news! There’s already an App for that and it’s called love. Smart phones aren’t required.
Sunday, October 31, 2010
A Breath of Fresh Air
When I was in my late teens growing up on a farm in central Pennsylvania I spent a few occasions cleaning chicken houses as a part-time job. For those uninitiated readers, when a flock of birds has been caught, caged, and shipped to a processing plant the houses must be prepared for the new batch of baby chicks. Feed and water equipment is removed or elevated and the layers of bedding and accumulated manure is scraped off the floors and onto trucks for disposal. It’s a dusty, smelly job often done in the heat of summer. Goggles and masks are needed to protect ones eyes and respiratory system. Stepping from the stifling stench of a recently cleaned chicken house into the fresh air was a welcome relief.
I probably wouldn’t have to work very hard to make some metaphorical connections between shoveling manure and the state of our business and political environment. Let’s just admit that employees and voters can handle more of the truth than leaders give them credit for. Yes, we are facing tough issues. Yes, the decisions will be difficult and may take time to implement. The real problem is a view from the top that says employees and voters are too stupid to help find the answers and craft the solutions.
The anger being expressed in our current election cycle is fueled in part by voters who are tired of being told their voices don’t matter or their ideas are too extreme. When one segment of a society (no matter how small) tries to dictate what is best for everyone else no wonder people get mad. If a business leader imagines their solution to company problems is superior to everyone else no wonder the employees disengage or become cynical.
It’s time for a breath of fresh air. We need elected leaders who are willing to listen to the people and invite them to be part of the solution. We need business leaders who expect honest feedback from employees and who invite new ideas from every corner of the enterprise. Now is not the time for us to silence the good people who want to work together and take back our country by calling them names or sizing them up like enemies. Now is not the time to withhold bad news from employees and shareholders to keep them from abandoning the ship.
Open the windows and doors! Toss your ego aside! Count on the ingenuity and creativity of those you serve to see you through this mess. They probably already know how to shovel the manure.
I probably wouldn’t have to work very hard to make some metaphorical connections between shoveling manure and the state of our business and political environment. Let’s just admit that employees and voters can handle more of the truth than leaders give them credit for. Yes, we are facing tough issues. Yes, the decisions will be difficult and may take time to implement. The real problem is a view from the top that says employees and voters are too stupid to help find the answers and craft the solutions.
The anger being expressed in our current election cycle is fueled in part by voters who are tired of being told their voices don’t matter or their ideas are too extreme. When one segment of a society (no matter how small) tries to dictate what is best for everyone else no wonder people get mad. If a business leader imagines their solution to company problems is superior to everyone else no wonder the employees disengage or become cynical.
It’s time for a breath of fresh air. We need elected leaders who are willing to listen to the people and invite them to be part of the solution. We need business leaders who expect honest feedback from employees and who invite new ideas from every corner of the enterprise. Now is not the time for us to silence the good people who want to work together and take back our country by calling them names or sizing them up like enemies. Now is not the time to withhold bad news from employees and shareholders to keep them from abandoning the ship.
Open the windows and doors! Toss your ego aside! Count on the ingenuity and creativity of those you serve to see you through this mess. They probably already know how to shovel the manure.
Sunday, October 24, 2010
Seeking Simple Solutions
Businesses, not-for-profits, and governments frequently tout the importance of finding solutions to our modern world’s most pressing problems. Billions of dollars are spent each year to eradicate disease, reduce hunger, clean up the environment, stimulate job growth, and a host of other worthwhile and important endeavors. In the bestselling book Super Freakonomics by Steven D. Levitt and Stephen J. Dubner, the authors include a fascinating chapter devoted to solving big problems in surprisingly simple ways.
They chronicle how maternity ward deaths were dramatically reduced in the mid-1800‘s when doctors and students began disinfecting their hands properly; how inexpensive fertilizer revolutionized agricultural production and feeds billions of people economically; how discovering oil in Titusville, Pennsylvania saved the whale from certain extinction; how vaccines have nearly eliminated frightening diseases like polio; and how seat belts have prevented thousands of automobile deaths since they were first introduced. If lifesaving, life-altering solutions can be developed from taking a common sense and simple approach, why aren’t we nurturing this way of thinking in the public and private sectors?
The simple answer, from my perspective, is too often about money and power. Low-cost or no-cost solutions don’t benefit shareholders, offer recognition to donors, or garner votes in an election. If a societal problem persists, there will always be a market for not-for-profit and government services. Special interest groups will have a platform to raise money, politicians will have a topic for their sound bytes, and charities will have a reason to exist. Perhaps I’m being a bit too simplistic in my assessment but think about the impact on global warming alarmists if science offered low cost solutions to what has been marketed as a doomsday scenario? You might want to read the book to learn just how close some of these discoveries might be.
Simple solutions lack sex-appeal. They turn the curve on an issue without the usual combination of money spent and recognition gained. Perhaps that is why they are so appealing to my way of thinking. If a community problem like homelessness can only be solved through building shelters, opening food banks, and creating a bureaucracy to support the effort it will always remain an issue at arms length. Unless the people living in the community become engaged in changing the systems that contribute to homelessness the best ideas may never surface. Wouldn’t it be best of we didn’t need shelters and food banks in the first place? But what incentive for creative low-cost solutions exists when other people have created jobs and revenue streams that depend on the problem not being solved?
Next month our local community leaders will convene to learn about a process that can help create low-cost, no-cost solutions to social issues. I’m anxious to participate in this event and to observe what emerges from the discussions. Will we leave our need for control and power at the door? Can we start from scratch in addressing our community’s most pressing needs? Will our complacency prevent us from imagining a better and cheaper solution? Changing other people’s behavior is hard, changing our own mindset and behavior is probably even harder. I wonder if there is a simple solution for that?
They chronicle how maternity ward deaths were dramatically reduced in the mid-1800‘s when doctors and students began disinfecting their hands properly; how inexpensive fertilizer revolutionized agricultural production and feeds billions of people economically; how discovering oil in Titusville, Pennsylvania saved the whale from certain extinction; how vaccines have nearly eliminated frightening diseases like polio; and how seat belts have prevented thousands of automobile deaths since they were first introduced. If lifesaving, life-altering solutions can be developed from taking a common sense and simple approach, why aren’t we nurturing this way of thinking in the public and private sectors?
The simple answer, from my perspective, is too often about money and power. Low-cost or no-cost solutions don’t benefit shareholders, offer recognition to donors, or garner votes in an election. If a societal problem persists, there will always be a market for not-for-profit and government services. Special interest groups will have a platform to raise money, politicians will have a topic for their sound bytes, and charities will have a reason to exist. Perhaps I’m being a bit too simplistic in my assessment but think about the impact on global warming alarmists if science offered low cost solutions to what has been marketed as a doomsday scenario? You might want to read the book to learn just how close some of these discoveries might be.
Simple solutions lack sex-appeal. They turn the curve on an issue without the usual combination of money spent and recognition gained. Perhaps that is why they are so appealing to my way of thinking. If a community problem like homelessness can only be solved through building shelters, opening food banks, and creating a bureaucracy to support the effort it will always remain an issue at arms length. Unless the people living in the community become engaged in changing the systems that contribute to homelessness the best ideas may never surface. Wouldn’t it be best of we didn’t need shelters and food banks in the first place? But what incentive for creative low-cost solutions exists when other people have created jobs and revenue streams that depend on the problem not being solved?
Next month our local community leaders will convene to learn about a process that can help create low-cost, no-cost solutions to social issues. I’m anxious to participate in this event and to observe what emerges from the discussions. Will we leave our need for control and power at the door? Can we start from scratch in addressing our community’s most pressing needs? Will our complacency prevent us from imagining a better and cheaper solution? Changing other people’s behavior is hard, changing our own mindset and behavior is probably even harder. I wonder if there is a simple solution for that?
Saturday, October 16, 2010
Pessimistically Optimistic
“A pessimist sees the difficulty in every opportunity; an optimist sees the opportunity in every difficulty.” Winston Churchill
I’m a believer in the power of positive thinking. In my consulting and coaching practice I encourage clients to focus on what they are doing well, either as an organization or individual. Emphasizing what is already working, or finding more opportunities to use one’s strengths, can be a self-fulfilling prophecy—enterprises recapture lost energy and persons are more productive and successful. Having a positive approach or attitude isn’t the same as blind optimism. We may also have experience with unfettered hopes and dreams that lead to disaster if they are never tempered with a dose of reality.
When I am faced with a new idea or opportunity my natural tendency is to be more skeptical. I prefer to analyze and refine before offering my commitment. My more optimistic colleagues or clients may think all I’m doing is “throwing cold water” on their plan, when in fact I am simply identifying obstacles and assessing the best path to take if the idea is to become reality. If no one acknowledges potential challenges to a new project launch, there is a greater likelihood that mistakes will be made along the way or the entire plan could fail.
If you are a regular reader of this blog and my E-Newsletter you know that I have been pretty stressed these past couple of months. I have written about the struggles in my business and how I am personally dealing with the challenges. My approach has been characterized by accepting the current economic difficulties facing my clients and carefully assessing where I should change my strategies. A more optimistic person might have ignored the realities and simply expected things to get better. I’m trying to acknowledge the uncertainties while developing products and services that could thrive in this new environment.
Without some degree of pessimism it is hard to think critically about what is happening. However you also can’t identify new opportunities if you lack any degree of optimism about the future. By recognizing how hard it might be to pursue business as usual I am finding the courage to consider other possibilities. If I simply glossed over the harsh realities there would be no incentive to change course.
I discovered this week that my pessimistic optimism has a name—psychologists call it “defensive pessimism.” According to their research this approach prompts me to take action to avoid potential problems and work harder to reach my goals. In spite of my recent efforts I know there is more to be done. The clouds ahead of me don’t look silver lined at the moment and perhaps that is a good thing. But I also don’t want to forget about the bright sun waiting to shine again even though it is currently hidden from view.
I’m a believer in the power of positive thinking. In my consulting and coaching practice I encourage clients to focus on what they are doing well, either as an organization or individual. Emphasizing what is already working, or finding more opportunities to use one’s strengths, can be a self-fulfilling prophecy—enterprises recapture lost energy and persons are more productive and successful. Having a positive approach or attitude isn’t the same as blind optimism. We may also have experience with unfettered hopes and dreams that lead to disaster if they are never tempered with a dose of reality.
When I am faced with a new idea or opportunity my natural tendency is to be more skeptical. I prefer to analyze and refine before offering my commitment. My more optimistic colleagues or clients may think all I’m doing is “throwing cold water” on their plan, when in fact I am simply identifying obstacles and assessing the best path to take if the idea is to become reality. If no one acknowledges potential challenges to a new project launch, there is a greater likelihood that mistakes will be made along the way or the entire plan could fail.
If you are a regular reader of this blog and my E-Newsletter you know that I have been pretty stressed these past couple of months. I have written about the struggles in my business and how I am personally dealing with the challenges. My approach has been characterized by accepting the current economic difficulties facing my clients and carefully assessing where I should change my strategies. A more optimistic person might have ignored the realities and simply expected things to get better. I’m trying to acknowledge the uncertainties while developing products and services that could thrive in this new environment.
Without some degree of pessimism it is hard to think critically about what is happening. However you also can’t identify new opportunities if you lack any degree of optimism about the future. By recognizing how hard it might be to pursue business as usual I am finding the courage to consider other possibilities. If I simply glossed over the harsh realities there would be no incentive to change course.
I discovered this week that my pessimistic optimism has a name—psychologists call it “defensive pessimism.” According to their research this approach prompts me to take action to avoid potential problems and work harder to reach my goals. In spite of my recent efforts I know there is more to be done. The clouds ahead of me don’t look silver lined at the moment and perhaps that is a good thing. But I also don’t want to forget about the bright sun waiting to shine again even though it is currently hidden from view.
Saturday, October 9, 2010
Character Counts
“Character is like a tree and reputation like a shadow. The shadow is what we think of it; the tree is the real thing.” Abraham Lincoln
I grew up in a family and faith community that emphasized character over reputation. You could trust family and friends to do the right thing and tell the truth. It wasn’t always a perfect model but it laid a foundation for my approach to life and business. Today I work hard to match my actions with my beliefs—to be authentic and consistent in my work and life. I confess that I don’t always get it right so I’m hoping my family, friends, and clients will forgive me for that. But I do take seriously the role that character plays in being an effective leader.
Perhaps that is why it is so troubling to observe how many business and political leaders seem to dismiss the need to be a person of character. It’s hard to find leaders who will tell people the truth or make difficult decisions; who admit their mistakes or exhibit courage under fire. When it happens we all notice because it seems so rare. After the Amish community in Nickel Mines, Pennsylvania forgave the shooter who killed and maimed their daughters a few years ago the story made international headlines. The character of these families and church leaders caught our attention and served as a powerful example of forgiveness.
Ego may be one reason we are so willing to protect our reputation, in other words how we wish others would see us. We fudge the truth or lie out of habit to keep this false image intact. It takes lots of energy to live a lie. Wouldn’t it be easier to focus on being people of character so our word can be trusted the first time? How could political and business opponents effectively challenge us if the content of our character was known by everyone? Their lies and motives would become apparent.
The current political climate in Washington is exacerbated by the fact that many voters simply don’t trust our leaders. This situation didn’t happen by accident. Politicians on both sides of the aisle have over promised and under delivered for many years. Perhaps that is one reason tea party candidates are attracting attention because voters see them as persons of character—not perfect, but people with real lives and problems who aren’t trying to hide them.
It seems like now would be a great time for leaders in all of our institutions to make a commitment to become people of character—less concerned with protecting a reputation (what others think you are) and more concerned with who you really are. In this time of uncertainty we need more trees and less shadows.
I grew up in a family and faith community that emphasized character over reputation. You could trust family and friends to do the right thing and tell the truth. It wasn’t always a perfect model but it laid a foundation for my approach to life and business. Today I work hard to match my actions with my beliefs—to be authentic and consistent in my work and life. I confess that I don’t always get it right so I’m hoping my family, friends, and clients will forgive me for that. But I do take seriously the role that character plays in being an effective leader.
Perhaps that is why it is so troubling to observe how many business and political leaders seem to dismiss the need to be a person of character. It’s hard to find leaders who will tell people the truth or make difficult decisions; who admit their mistakes or exhibit courage under fire. When it happens we all notice because it seems so rare. After the Amish community in Nickel Mines, Pennsylvania forgave the shooter who killed and maimed their daughters a few years ago the story made international headlines. The character of these families and church leaders caught our attention and served as a powerful example of forgiveness.
Ego may be one reason we are so willing to protect our reputation, in other words how we wish others would see us. We fudge the truth or lie out of habit to keep this false image intact. It takes lots of energy to live a lie. Wouldn’t it be easier to focus on being people of character so our word can be trusted the first time? How could political and business opponents effectively challenge us if the content of our character was known by everyone? Their lies and motives would become apparent.
The current political climate in Washington is exacerbated by the fact that many voters simply don’t trust our leaders. This situation didn’t happen by accident. Politicians on both sides of the aisle have over promised and under delivered for many years. Perhaps that is one reason tea party candidates are attracting attention because voters see them as persons of character—not perfect, but people with real lives and problems who aren’t trying to hide them.
It seems like now would be a great time for leaders in all of our institutions to make a commitment to become people of character—less concerned with protecting a reputation (what others think you are) and more concerned with who you really are. In this time of uncertainty we need more trees and less shadows.
Saturday, October 2, 2010
Thoughts About Thinking
A few weeks ago I was introduced to a wonderful poem by Robert Bly called “Things to Think.” It’s message invites the reader to “think in ways you’ve never thought before” and it has been ringing in my ears ever since. Most of us struggle to think differently; perhaps a symptom of a larger societal problem that protects the status quo. Those persons who offer new ideas are often dismissed out of hand or ridiculed and attacked for their different perspectives. At a time when we are facing enormous challenges as a business community and a nation doesn’t it make sense to encourage truly innovative thinking, to generate as many new ideas as possible, that can address our many ills?
One thing I have learned through my interaction with many different leaders and their teams is the importance of speaking the other person’s language. I’m not referring to a foreign tongue or regional dialect; the key is knowing their behavioral language—what resonates with them. This can be done by reading their behavior and offering your ideas in a context that makes sense to them. For example, if the manager or employee likes challenges and results it won’t do any good to present your new idea from a people or feelings perspective. Your argument that team morale will improve or customers will have more fun won’t connect. Only by presenting logical facts, with a focus on how the new idea improves revenue or reduces expenses, will they seriously consider your suggestion.
Of course the use of behavioral language won’t make every new idea attractive or successful. Organizations are filled with naysayers who pride themselves on destroying any new thought process before an idea takes root. They will accuse you of forcing your idea on them or wonder why a competitor hasn’t tried this already. Sometimes they will argue that now is a bad time or we don’t have the resources to pull it off. Compelling arguments to be sure but no reason to abandon a great new idea.
Common sense seems best suited to throw these naysayers off their game. Learn how to tailor your response in a way that reduces their anxiety. Use realistic comparisons, tout the uniqueness of the opportunity, or why it is essential to act now. If you take the high road and calmly respond to each salvo you are more likely to gain the respect of the attacker and anyone else that may be present. Never underestimate the power of a simple story to illustrate your point. Great communicators know how to integrate the past successes and present opportunities of their organization without data charts and PowerPoint slides.
What new ideas might be lurking in your organizations? Are there a few innovations locked in the recesses of your own mind? How will you create an environment that encourages the best and brightest to emerge? Now seems like an opportune time to “think in ways you’ve never thought before.” By the way, it’s been determined that should your new idea fail, the world as we know it won’t end.
One thing I have learned through my interaction with many different leaders and their teams is the importance of speaking the other person’s language. I’m not referring to a foreign tongue or regional dialect; the key is knowing their behavioral language—what resonates with them. This can be done by reading their behavior and offering your ideas in a context that makes sense to them. For example, if the manager or employee likes challenges and results it won’t do any good to present your new idea from a people or feelings perspective. Your argument that team morale will improve or customers will have more fun won’t connect. Only by presenting logical facts, with a focus on how the new idea improves revenue or reduces expenses, will they seriously consider your suggestion.
Of course the use of behavioral language won’t make every new idea attractive or successful. Organizations are filled with naysayers who pride themselves on destroying any new thought process before an idea takes root. They will accuse you of forcing your idea on them or wonder why a competitor hasn’t tried this already. Sometimes they will argue that now is a bad time or we don’t have the resources to pull it off. Compelling arguments to be sure but no reason to abandon a great new idea.
Common sense seems best suited to throw these naysayers off their game. Learn how to tailor your response in a way that reduces their anxiety. Use realistic comparisons, tout the uniqueness of the opportunity, or why it is essential to act now. If you take the high road and calmly respond to each salvo you are more likely to gain the respect of the attacker and anyone else that may be present. Never underestimate the power of a simple story to illustrate your point. Great communicators know how to integrate the past successes and present opportunities of their organization without data charts and PowerPoint slides.
What new ideas might be lurking in your organizations? Are there a few innovations locked in the recesses of your own mind? How will you create an environment that encourages the best and brightest to emerge? Now seems like an opportune time to “think in ways you’ve never thought before.” By the way, it’s been determined that should your new idea fail, the world as we know it won’t end.
Sunday, September 26, 2010
High Touch Versus High Tech
If you are like me you’re never far from a high tech device that keeps you connected with family, friends, customers, and the wider world. My favorite tech toy is the iPhone 4G and it seamlessly delivers my mobile phone service, e-mail applications, text messages, internet access, and a host of other games and services. Except for those dead spots in my AT&T network (too many I’m afraid) I remain tethered to my office no matter the day of the week or time of day.
Yes, I said “tethered” to my work. Just a few short years ago I could leave my office and my calendar, messages, customer list, and many other details remained behind. Now those names, phone numbers, and files travel with me digitally compressed into a tiny package of gleaming metal and glass secured on my belt. Initially this unfettered access gave me a sense of power and purpose. I was in control of my work and personal worlds in a whole new way. Or was I?
Studies indicate that many corporate-level leaders and office workers can receive as many as 200 e-mails per day and are interrupted by these messages 11 times every hour. Add to this mix the use of social media sites like LinkedIn, Facebook, and Twitter (with their mobile applications) and these statistics would likely be even higher. How does anyone under these circumstances get quality work done?
I confess that in recent months my own use of social media has been sharply curtailed as I try to find some balance between high tech and high touch. Is having thousands of virtual friends all clamoring for my attention really worth it? Why is it so hard for a colleague to walk down the hall and ask me their question instead of sending the inevitable vague message that requires me to nuance its meaning? Is it really a good idea to manage your first line of customer service with an automated voice mail attendant instead of a live person?
It takes discipline to move toward high touch. I struggle to only read and respond to e-mails about three times per day. Sometimes I lack the energy or courage to pick up the phone or schedule a face-to-face meeting. Yet I also know when I hear a client’s voice or look in their eyes during our conversation I can understand more clearly what is really happening in their lives. Our human spirits long for quality interactions and today’s emphasis on efficiency over effectiveness is taking a toll. It’s a trend that, left uninterrupted, could leave us lazy, lonely, and illiterate.
This weekend I attended a conference where the emphasis was on creating friendships with persons who have disabilities. I was struck by the many stories of how human interaction makes a tangible difference in the lives of both caregivers and their disabled clients. I discovered the importance of welcoming, accepting, and encouraging every member of God’s creation—to see myself and that disabled person as equal in God’s sight.
Our willingness as leaders to model effective listening skills, and practice empathy will go much further in building quality relationships than simply being accessible in a 24-hour digital world. It’s time to make a commitment toward high touch and reduce our addiction to high tech. We need greater engagement in the lives of those we serve—employees and customers—especially in these challenging times. Are you willing to mute your mouse with me? We might even save money on cheese.
Yes, I said “tethered” to my work. Just a few short years ago I could leave my office and my calendar, messages, customer list, and many other details remained behind. Now those names, phone numbers, and files travel with me digitally compressed into a tiny package of gleaming metal and glass secured on my belt. Initially this unfettered access gave me a sense of power and purpose. I was in control of my work and personal worlds in a whole new way. Or was I?
Studies indicate that many corporate-level leaders and office workers can receive as many as 200 e-mails per day and are interrupted by these messages 11 times every hour. Add to this mix the use of social media sites like LinkedIn, Facebook, and Twitter (with their mobile applications) and these statistics would likely be even higher. How does anyone under these circumstances get quality work done?
I confess that in recent months my own use of social media has been sharply curtailed as I try to find some balance between high tech and high touch. Is having thousands of virtual friends all clamoring for my attention really worth it? Why is it so hard for a colleague to walk down the hall and ask me their question instead of sending the inevitable vague message that requires me to nuance its meaning? Is it really a good idea to manage your first line of customer service with an automated voice mail attendant instead of a live person?
It takes discipline to move toward high touch. I struggle to only read and respond to e-mails about three times per day. Sometimes I lack the energy or courage to pick up the phone or schedule a face-to-face meeting. Yet I also know when I hear a client’s voice or look in their eyes during our conversation I can understand more clearly what is really happening in their lives. Our human spirits long for quality interactions and today’s emphasis on efficiency over effectiveness is taking a toll. It’s a trend that, left uninterrupted, could leave us lazy, lonely, and illiterate.
This weekend I attended a conference where the emphasis was on creating friendships with persons who have disabilities. I was struck by the many stories of how human interaction makes a tangible difference in the lives of both caregivers and their disabled clients. I discovered the importance of welcoming, accepting, and encouraging every member of God’s creation—to see myself and that disabled person as equal in God’s sight.
Our willingness as leaders to model effective listening skills, and practice empathy will go much further in building quality relationships than simply being accessible in a 24-hour digital world. It’s time to make a commitment toward high touch and reduce our addiction to high tech. We need greater engagement in the lives of those we serve—employees and customers—especially in these challenging times. Are you willing to mute your mouse with me? We might even save money on cheese.
Sunday, September 19, 2010
Angels in My Path
This past week I was reminded of the selfless service of “angels in my path”, friends who took time out of their busy schedules to spend an evening brainstorming and meditating with me about my future. They came without expectation, open to whatever the Spirit might bring. Our time together was bathed in love and care. A variety of poems invited us to gaze deeply into our souls calling us to consider opportunities instead of obstacles, to ponder possibilities in the midst of pain.
As we wrote our thoughts in response to the poetry some of the messages were offered as gifts for me to consider while others became personal reflections. Prior to the evening I had chosen a poem titled, “The Invitation” by Oriah Mountain Dreamer as one we would use in these meditation exercises. You can read the poem by following this link: http://skdesigns.com/internet/articles/prose/oriah_mountain_dreamer/invitation/
Four questions came to me after reading and reflecting on the poet’s message.
Later that week I received a handwritten letter from a friend I have been coaching through a time of transition. Her note shared the good news that a new opportunity has emerged and she has accepted the challenge. Before I could fully absorb the impact of her decision, she shared that I was one of the “angels in her path” who gave her the courage to follow her heart. All the emotion of a stressful week was released as I realized how special this message was in the context of my own journey. Thanks to the “angels in my path” this week and throughout my life. I hope you notice and appreciate the “angels in your path” as well.
“When I dare to be powerful—to use my strength in the service of my vision, then it becomes less and less important whether I am afraid.” Audre Lorde
As we wrote our thoughts in response to the poetry some of the messages were offered as gifts for me to consider while others became personal reflections. Prior to the evening I had chosen a poem titled, “The Invitation” by Oriah Mountain Dreamer as one we would use in these meditation exercises. You can read the poem by following this link: http://skdesigns.com/internet/articles/prose/oriah_mountain_dreamer/invitation/
Four questions came to me after reading and reflecting on the poet’s message.
- Why am I so focused on trying to hide, fade, or fix my pain?
- Who needs me to stand with them in the center of the fire? (Like my friends did for me.)
- Why can’t I express joy without being careful? Is it because I don’t know joy or because I’m just too careful?
- Can I shout “yes” to all this past year’s failures?
Later that week I received a handwritten letter from a friend I have been coaching through a time of transition. Her note shared the good news that a new opportunity has emerged and she has accepted the challenge. Before I could fully absorb the impact of her decision, she shared that I was one of the “angels in her path” who gave her the courage to follow her heart. All the emotion of a stressful week was released as I realized how special this message was in the context of my own journey. Thanks to the “angels in my path” this week and throughout my life. I hope you notice and appreciate the “angels in your path” as well.
“When I dare to be powerful—to use my strength in the service of my vision, then it becomes less and less important whether I am afraid.” Audre Lorde
Sunday, September 12, 2010
Finding Focus
If you read my blog with any regularity then you already know about my recent stressful personal and business journey. The reaction to my postings have been very supportive and I have been somewhat surprised by the number of readers that have resonated with my plight and offered personal words of encouragement and hope. While I’m still in the throes of a painful, and sometimes lonely, struggle my experience has been reminding me of an important step toward healing - the power of finding one’s focus.
I’m not a musician but have often wondered what might happen if members of an orchestra failed to focus their attention and musical energies toward the conductor. It can’t be easy leading a group of gifted persons to express the sheet music in front of them with one voice and vision. There must be lots of distractions for each individual musician as they hear the cacophony of sounds around them, from instruments large and small. Keeping one’s eyes on the conductor is the difference between average musical results and an unforgettable performance.
When I am struggling with stressful situations it is hard to stay focused. Competing projects and deadlines all seem to require immediate attention. There is little room for personal rest and relaxation. Simple items like routine emails or rote tasks become major distractions. Sometimes it’s hard to even get started or motivated in the morning.
This past week in one of my class settings I shared my destiny, character, and calling statements with the group to illustrate how inspirational leadership grows out of this clear sense of purpose. I realized anew how important these three expressions are in my life - they are my focus point, my North Star. Perhaps one reason I have felt stressed and lost is because I have allowed distractions to take my eye off my Conductor, God. As His creation, I am deeply loved and celebrated. My destiny statement which reads “to create a sustainable community of inspirational leaders” is no accident, it is the purpose God has for my life. It is up to me to stay focused on this purpose and then get out of the way as God does His work in my life.
As I prepare for what will be a very busy week, I am grateful for the reminder I received to regain my focus. It’s obvious during the past couple of months I have allowed the challenges of business to take my eyes off the Conductor. Impatience with myself and the results I have been achieving have tempted me to “play my own tune and follow my own beat” when I should have been paying attention to the sure, steady rhythm of God’s baton. Perhaps you can relate to this same loss of focus. If your story mirrors mine I invite to you find your focus and dramatically alter the quality of the music you will make this coming week. I think I hear a “bravo” in our future.
I’m not a musician but have often wondered what might happen if members of an orchestra failed to focus their attention and musical energies toward the conductor. It can’t be easy leading a group of gifted persons to express the sheet music in front of them with one voice and vision. There must be lots of distractions for each individual musician as they hear the cacophony of sounds around them, from instruments large and small. Keeping one’s eyes on the conductor is the difference between average musical results and an unforgettable performance.
When I am struggling with stressful situations it is hard to stay focused. Competing projects and deadlines all seem to require immediate attention. There is little room for personal rest and relaxation. Simple items like routine emails or rote tasks become major distractions. Sometimes it’s hard to even get started or motivated in the morning.
This past week in one of my class settings I shared my destiny, character, and calling statements with the group to illustrate how inspirational leadership grows out of this clear sense of purpose. I realized anew how important these three expressions are in my life - they are my focus point, my North Star. Perhaps one reason I have felt stressed and lost is because I have allowed distractions to take my eye off my Conductor, God. As His creation, I am deeply loved and celebrated. My destiny statement which reads “to create a sustainable community of inspirational leaders” is no accident, it is the purpose God has for my life. It is up to me to stay focused on this purpose and then get out of the way as God does His work in my life.
As I prepare for what will be a very busy week, I am grateful for the reminder I received to regain my focus. It’s obvious during the past couple of months I have allowed the challenges of business to take my eyes off the Conductor. Impatience with myself and the results I have been achieving have tempted me to “play my own tune and follow my own beat” when I should have been paying attention to the sure, steady rhythm of God’s baton. Perhaps you can relate to this same loss of focus. If your story mirrors mine I invite to you find your focus and dramatically alter the quality of the music you will make this coming week. I think I hear a “bravo” in our future.
Monday, September 6, 2010
Renaissance Reflections
On this Labor Day weekend our family took a trip back in time when we visited the realm of King George and Queen Catherine at the Pittsburgh Renaissance Festival near the town of West Newton, Pennsylvania. These annual excursions into the cultural periods of the 14th to 17th centuries are now commonplace in many metropolitan areas of our country. Costumed characters roam the grounds. Entertainers of all types from musicians to acrobats provide unlimited merriment for the 21st century visitors. An array of festival foods like fried turkey drumsticks, bratwurst, and beer delight the palate. Conversations typically include a smattering of Shakespearian English.
This particular festival was held on a glorious sunny September Saturday and the crowd soon swelled to a number that left the “portable privies” hopelessly outnumbered. The chivalrous knights and their steeds played to a packed house as they sought to outwit each other with equestrian skills and more verbal than combat jousting. The washing well wenches succeeded in their quest of drenching the audience while embarrassing a few brave fellows along the way. A brother-sister act provided funny feats of acrobatics and a vaudeville-style juggler delighted the crowd with his skills while Daisy and Rocket (his two dogs) stole the show.
A Renaissance Faire is certainly affordable and fun family entertainment (well there are those wenches that might be rated as PN - Pretty Naughty). That’s not why I chose to offer a few reflections about our experience. The baffling aspect of these events is found in the numbers of visitors who show up dressed in period costumes totally committed to the life and times of the late Middle Ages. They seem excited to place themselves in a different era, where monarchies ruled and feudalism drew distinct boundaries between a privileged few and the rest of serfdom. The sight of so many adults and children regaled in medieval attire can be a bit disconcerting. Within minutes of our entry into the “kingdom” we were surprised to hear our name called by someone dressed as a nobleman, sporting a dapper black eye patch. It turned out to be my son’s comic book dealer. And so it goes.
Perhaps those who visit the faire in medieval garb are simply trying to make the most of their themed surroundings. Some may secretly wish for a life that seems more carefree and fun. Others might aspire to greater deeds of courage and bravery, like the knights who joust for queen and country in the arena. A few are probably secretly wishing this imaginary world still existed. I’m not going to judge anyone’s motives or question their right to have a good time.
However, it does seem a bit ironic that we remain so fascinated with a period of history when enlightened thought produced mostly cruel tyranny. I doubt if any of us would have enjoyed living under the oppressive monarchies or feudal system that governed society in those days. If there is a lesson to be learned from our trip to the renaissance faire it is that playing king and queen for a day is harmless. Immersing oneself in an entertaining depiction of some past era is a feast for our senses and a brief respite from the stress of modern society. It is also a reminder that our way of life and system of governance is unique and to be cherished. Fair thee well, then!
This particular festival was held on a glorious sunny September Saturday and the crowd soon swelled to a number that left the “portable privies” hopelessly outnumbered. The chivalrous knights and their steeds played to a packed house as they sought to outwit each other with equestrian skills and more verbal than combat jousting. The washing well wenches succeeded in their quest of drenching the audience while embarrassing a few brave fellows along the way. A brother-sister act provided funny feats of acrobatics and a vaudeville-style juggler delighted the crowd with his skills while Daisy and Rocket (his two dogs) stole the show.
A Renaissance Faire is certainly affordable and fun family entertainment (well there are those wenches that might be rated as PN - Pretty Naughty). That’s not why I chose to offer a few reflections about our experience. The baffling aspect of these events is found in the numbers of visitors who show up dressed in period costumes totally committed to the life and times of the late Middle Ages. They seem excited to place themselves in a different era, where monarchies ruled and feudalism drew distinct boundaries between a privileged few and the rest of serfdom. The sight of so many adults and children regaled in medieval attire can be a bit disconcerting. Within minutes of our entry into the “kingdom” we were surprised to hear our name called by someone dressed as a nobleman, sporting a dapper black eye patch. It turned out to be my son’s comic book dealer. And so it goes.
Perhaps those who visit the faire in medieval garb are simply trying to make the most of their themed surroundings. Some may secretly wish for a life that seems more carefree and fun. Others might aspire to greater deeds of courage and bravery, like the knights who joust for queen and country in the arena. A few are probably secretly wishing this imaginary world still existed. I’m not going to judge anyone’s motives or question their right to have a good time.
However, it does seem a bit ironic that we remain so fascinated with a period of history when enlightened thought produced mostly cruel tyranny. I doubt if any of us would have enjoyed living under the oppressive monarchies or feudal system that governed society in those days. If there is a lesson to be learned from our trip to the renaissance faire it is that playing king and queen for a day is harmless. Immersing oneself in an entertaining depiction of some past era is a feast for our senses and a brief respite from the stress of modern society. It is also a reminder that our way of life and system of governance is unique and to be cherished. Fair thee well, then!
Sunday, August 29, 2010
Reaching Out
I am a recovering workaholic...although most days I don’t seem to recognize the recovery part. The current economic environment has negatively affected my business and pushed me into unhealthy work habits. Left unchecked, I know what the results could look like. Even a ten-day vacation has failed to alter the landscape very much. When I am feeling stressed it is hard to admit what is happening and to ask for help but that is what I decided must be done.
A couple of weeks ago I shared my situation by reaching out to trusted friends and associates. While not revealing every detail, I admitted that I was struggling when they would ask me how things were going. This simple decision to tell the truth opened the door for further conversation. Some of them spoke of similar challenges, others offered words of encouragement. None condemned or judged me for my behavior.
This past week I told my business partners what has been happening, a step that left me feeling quite vulnerable. They heard me say I won’t be achieving all the goals set for the business this year. It felt like I was admitting failure. Yet my reaching out allowed them to offer fresh perspectives and the chance to share some of my personal pain. The conversation helped us formulate a plan for what might be a sensible next step.
By talking more freely about my struggles I am finding courage to take action. I have begun limiting some of my volunteer activities and trying to reduce my work time outside the office (this blog is one exception to that practice). Activities I enjoy, like walking and reading, are receiving greater attention. Reaching out has prompted me to slowly change the habits that contribute most to increasing my stress levels.
I’m fully aware that stress is a problem for millions of people during these difficult days. Some will turn to alcohol or drugs as a means of escape. Others may require professional therapy or even prescription medications to regain balance in their lives. I hope many will do what I have done and reach out. Including others in your journey means greater accountability and support for any changes that might be needed.
I’m grateful for the many positive ways my circle of family, friends, and business associates has responded to my cry for help. If I had reached out and found no one willing to listen or care I can’t imagine what might have happened. Instead, while the journey continues and the ending is yet uncertain, I am no longer walking alone. It’s a great feeling and perhaps someday I can return the favor.
A couple of weeks ago I shared my situation by reaching out to trusted friends and associates. While not revealing every detail, I admitted that I was struggling when they would ask me how things were going. This simple decision to tell the truth opened the door for further conversation. Some of them spoke of similar challenges, others offered words of encouragement. None condemned or judged me for my behavior.
This past week I told my business partners what has been happening, a step that left me feeling quite vulnerable. They heard me say I won’t be achieving all the goals set for the business this year. It felt like I was admitting failure. Yet my reaching out allowed them to offer fresh perspectives and the chance to share some of my personal pain. The conversation helped us formulate a plan for what might be a sensible next step.
By talking more freely about my struggles I am finding courage to take action. I have begun limiting some of my volunteer activities and trying to reduce my work time outside the office (this blog is one exception to that practice). Activities I enjoy, like walking and reading, are receiving greater attention. Reaching out has prompted me to slowly change the habits that contribute most to increasing my stress levels.
I’m fully aware that stress is a problem for millions of people during these difficult days. Some will turn to alcohol or drugs as a means of escape. Others may require professional therapy or even prescription medications to regain balance in their lives. I hope many will do what I have done and reach out. Including others in your journey means greater accountability and support for any changes that might be needed.
I’m grateful for the many positive ways my circle of family, friends, and business associates has responded to my cry for help. If I had reached out and found no one willing to listen or care I can’t imagine what might have happened. Instead, while the journey continues and the ending is yet uncertain, I am no longer walking alone. It’s a great feeling and perhaps someday I can return the favor.
Sunday, August 22, 2010
Buried Beneath
A few weeks ago we hired a landscaper to remove some aging and overgrown shrubs around our home. Prior to his visit a patchwork of red and orange lines appeared at various locations on the front lawn, courtesy of the Pennsylvania Public Utility Commission, indicating the presence of utility lines buried beneath the surface. We were grateful for the protection these warning markers provided so our electricity, telephone, and cable service wouldn’t be unexpectedly interrupted while the shrubs were being removed. Our contractor was happy his workers would be safe during the project.
Around noon on the day our shrubs were being removed I received an unexpected phone call. It was our landscaper informing me that his crew had struck an unmarked conduit buried only a few inches below the lawn surface. Their equipment had severed the plastic but had not cut the electrical cable that delivers power to the outdoor lamp at the end of our driveway. Fortunately I had disengaged the electrical breaker that morning so no real damage was done. I was able to repair the conduit and now realize where this previously unknown cable snakes beneath our yard.
My experience prompted me to think about the many real and imagined things that are buried beneath my normally confident exterior. A few of them are like the bright painted lines in my yard, clear and visible to all who know me. They are those truths and experiences I have chosen to reveal and share with others—a favorite author, a fond memory, a significant loss. All of us have likely found the courage to reveal parts of ourselves to others, parts that could otherwise remain hidden from view.
But what about the unexpected cable that has not yet been discovered? Might those around us see hidden potential, dangerous behaviors, or unresolved issues in our lives that we are too blind to notice? Would we accept this candid feedback if it was offered in love to warn or protect us? Should this be a role that friends and family play in the emotional and physical health of others?
Over the years I have been the recipient of candid feedback from trusted friends and colleagues. Their insights helped me to see what I have buried beneath the surface—untapped potential, underused gifts, potentially bad habits. By accepted their wise counsel I now see and appreciate what would have been concealed from my view. It has been an opportunity to grow and learn.
I’m not suggesting we grab an aerosol paint can and target our friends and co-workers with the intention of digging up dirt and marking it for all to see. What I hope leaders will accept is their role in thoughtfully and lovingly providing constructive feedback to those they serve. By helping them discover what is buried beneath—perhaps some secret potential or abandoned dream—leaders can unleash new energy and ideas. Few of us are fully self-aware. I’m happy to invite those who know me well to find what I haven’t be able to see for myself—to identify and name what is buried beneath—sans the fluorescent orange paint!
Around noon on the day our shrubs were being removed I received an unexpected phone call. It was our landscaper informing me that his crew had struck an unmarked conduit buried only a few inches below the lawn surface. Their equipment had severed the plastic but had not cut the electrical cable that delivers power to the outdoor lamp at the end of our driveway. Fortunately I had disengaged the electrical breaker that morning so no real damage was done. I was able to repair the conduit and now realize where this previously unknown cable snakes beneath our yard.
My experience prompted me to think about the many real and imagined things that are buried beneath my normally confident exterior. A few of them are like the bright painted lines in my yard, clear and visible to all who know me. They are those truths and experiences I have chosen to reveal and share with others—a favorite author, a fond memory, a significant loss. All of us have likely found the courage to reveal parts of ourselves to others, parts that could otherwise remain hidden from view.
But what about the unexpected cable that has not yet been discovered? Might those around us see hidden potential, dangerous behaviors, or unresolved issues in our lives that we are too blind to notice? Would we accept this candid feedback if it was offered in love to warn or protect us? Should this be a role that friends and family play in the emotional and physical health of others?
Over the years I have been the recipient of candid feedback from trusted friends and colleagues. Their insights helped me to see what I have buried beneath the surface—untapped potential, underused gifts, potentially bad habits. By accepted their wise counsel I now see and appreciate what would have been concealed from my view. It has been an opportunity to grow and learn.
I’m not suggesting we grab an aerosol paint can and target our friends and co-workers with the intention of digging up dirt and marking it for all to see. What I hope leaders will accept is their role in thoughtfully and lovingly providing constructive feedback to those they serve. By helping them discover what is buried beneath—perhaps some secret potential or abandoned dream—leaders can unleash new energy and ideas. Few of us are fully self-aware. I’m happy to invite those who know me well to find what I haven’t be able to see for myself—to identify and name what is buried beneath—sans the fluorescent orange paint!
Sunday, August 15, 2010
Reflections Regarding Rules
Rules are everywhere. Few of us would wish to live in a world without them but we also know they can be both a blessing and a curse. Those early rules we learned as children—share, say you’re sorry or please and thank you, play fair—were offered to teach us important life lessons. In school we were taught to respect differences and take care of the environment. At work we need rules to conduct commerce, work with teams, and serve customers. On the highway rules help us navigate safely from one place to another. Without rules our lives and society in general would be quite chaotic.
On a recent vacation trip to Massachusetts we encountered two traffic rules that aren’t regularly part of our daily lives. One was the use of roundabouts instead of traffic lights. Designed to keep traffic moving, the rules of a roundabout require each car entering the circle to yield to those already there. If everyone acts with respect the system can keep traffic flowing very efficiently. The other rule involved yielding to pedestrians in crosswalks. I will admit to some measure of fear when I stepped off the curb in the face of oncoming traffic. Fortunately those drivers obeyed the rules and I arrived unscathed on the other side of the street.
Of course, we know rules are also frequently broken. Our laws don’t prevent criminal behavior. Generally accepted business practices haven’t eliminated fraud. Social norms are regularly abandoned to serve one’s own selfish purposes. Everyone, young and old, has broken the very rules we know make us safe or keep us healthy. Breaking rules generally have consequences and that helps keep some of us from straying too far. For others it only serves to spoil their fun.
As organizations prosper, their list of rules tends to grow as well, sometimes becoming an impediment to creativity and innovation. Think about a recent unpleasant customer service experience. Chances are some company policy or internal rule prevented the employee from actually addressing your concern and making you happy. When rules get in the way of common sense everyone suffers.
It’s tempting to create rules so our internal processes work better. But if these rules are never challenged, and perhaps eliminated, those very processes may impede us from serving others well. How many times have you complained about a government rule or regulation? If every bureaucrat was required to get rid of at least one existing rule each time they created a new one I wonder what might happen? Or suppose those same officials were expected to live and work under the rules they were creating? Would they still enact mindless legislation so they have work to do enforcing their new rules?
If you could change the rules in your workplace what would fail to make the cut? How many of those rules are preventing your organization from responding to the dynamic and difficult business environment we are facing? If you asked your customers what rules they despise would you be surprised by their answer?
It’s time to review the rules we take for granted or enforce without any thought of their impact. While some rules must always remain for a society to survive, many of us long for less regulation in our lives. Perhaps it’s time for a candid common sense conversation about the rules in your business. Are you willing to get it started or do you have a rule against that?
On a recent vacation trip to Massachusetts we encountered two traffic rules that aren’t regularly part of our daily lives. One was the use of roundabouts instead of traffic lights. Designed to keep traffic moving, the rules of a roundabout require each car entering the circle to yield to those already there. If everyone acts with respect the system can keep traffic flowing very efficiently. The other rule involved yielding to pedestrians in crosswalks. I will admit to some measure of fear when I stepped off the curb in the face of oncoming traffic. Fortunately those drivers obeyed the rules and I arrived unscathed on the other side of the street.
Of course, we know rules are also frequently broken. Our laws don’t prevent criminal behavior. Generally accepted business practices haven’t eliminated fraud. Social norms are regularly abandoned to serve one’s own selfish purposes. Everyone, young and old, has broken the very rules we know make us safe or keep us healthy. Breaking rules generally have consequences and that helps keep some of us from straying too far. For others it only serves to spoil their fun.
As organizations prosper, their list of rules tends to grow as well, sometimes becoming an impediment to creativity and innovation. Think about a recent unpleasant customer service experience. Chances are some company policy or internal rule prevented the employee from actually addressing your concern and making you happy. When rules get in the way of common sense everyone suffers.
It’s tempting to create rules so our internal processes work better. But if these rules are never challenged, and perhaps eliminated, those very processes may impede us from serving others well. How many times have you complained about a government rule or regulation? If every bureaucrat was required to get rid of at least one existing rule each time they created a new one I wonder what might happen? Or suppose those same officials were expected to live and work under the rules they were creating? Would they still enact mindless legislation so they have work to do enforcing their new rules?
If you could change the rules in your workplace what would fail to make the cut? How many of those rules are preventing your organization from responding to the dynamic and difficult business environment we are facing? If you asked your customers what rules they despise would you be surprised by their answer?
It’s time to review the rules we take for granted or enforce without any thought of their impact. While some rules must always remain for a society to survive, many of us long for less regulation in our lives. Perhaps it’s time for a candid common sense conversation about the rules in your business. Are you willing to get it started or do you have a rule against that?
Sunday, August 8, 2010
Different Views
A week ago I was traveling home with my wife from a fabulous nine day vacation to Connecticut and Massachusetts. I reveled in our memories of the beautiful river town of Mystic and the places we had visited on the narrow strip of land that is Cape Cod. I marveled at the history being preserved in Plymouth and Sturbridge and the time we spent exploring it. In spite of my fond memories I wondered what the folks who live in these places year round notice about their hometowns? Do they appreciate the meaning behind the historical events that took place there? Are they in awe of the natural beauty surrounding them?
It’s amazing how easy it is to view a place or an event with very different perspectives. Whether the setting is a work environment, a vacation spot, or a national political debate there is always a potential for divergent opinions. Healthy debates and contrasting outlooks keep things interesting and often create a more complete picture than if only one point of view is available. A boss who tries to solve a business problem without worker input may overlook the best or cheapest approach. Residents living in a tourist destination may complain about traffic while ignoring the financial benefits that visitors provide. A politician in Washington DC can become disengaged from the sentiments of their constituency back home.
One place where views seem to differ dramatically right now is in the political arena. I’m not just thinking about the constant debate between red and blue (conservatives versus liberals) although that constitutes much of our national policy discourse. It’s one thing to argue about how to govern, it’s quite a different thing to be out of touch with those you are elected to serve. Many national politicians (from both ideologies) have been demonstrating for some time that they no longer know (or care about) what the voters who put them in office want them to do. Polls show a vast majority of voters opposed health-care reform and are deeply concerned about jobs creation, reducing the deficit, and securing our borders. Our federal government appears deaf to these views as it enacts unpopular legislation, raises taxes, initiates huge spending bills, and sues states that act to defend their citizens.
If my wife and I disagree about an issue (yes that sometimes happens) we have a choice to make. We can each hold that our view is correct and defend it or we can listen to each other and find common ground. The former tactic, if employed often enough, will eventually destroy the marriage relationship. The latter ensures a healthy debate and potentially a better solution.
The danger from ignoring the insights of employees in a business setting or the will of citizens in a political context seems so much more volatile. If a CEO is too far out of touch eventually the labor force will revolt. Politicians who act as though they know better than the voters are simply adding gasoline to an already dangerously overheated fire. It’s fine to view things differently. We need a diversity of ideas and opinions to have a healthy debate. It’s unwise to create an atmosphere where people feel powerless, where their views are simply ignored on a regular basis.
I hope the people of Connecticut and Massachusetts view their hometowns with the same degree of appreciation we felt after our visit to their communities. I’m not so sure the folks in Washington DC even care what the rest of us think. It remains to be seen what those different views will mean for the country.
It’s amazing how easy it is to view a place or an event with very different perspectives. Whether the setting is a work environment, a vacation spot, or a national political debate there is always a potential for divergent opinions. Healthy debates and contrasting outlooks keep things interesting and often create a more complete picture than if only one point of view is available. A boss who tries to solve a business problem without worker input may overlook the best or cheapest approach. Residents living in a tourist destination may complain about traffic while ignoring the financial benefits that visitors provide. A politician in Washington DC can become disengaged from the sentiments of their constituency back home.
One place where views seem to differ dramatically right now is in the political arena. I’m not just thinking about the constant debate between red and blue (conservatives versus liberals) although that constitutes much of our national policy discourse. It’s one thing to argue about how to govern, it’s quite a different thing to be out of touch with those you are elected to serve. Many national politicians (from both ideologies) have been demonstrating for some time that they no longer know (or care about) what the voters who put them in office want them to do. Polls show a vast majority of voters opposed health-care reform and are deeply concerned about jobs creation, reducing the deficit, and securing our borders. Our federal government appears deaf to these views as it enacts unpopular legislation, raises taxes, initiates huge spending bills, and sues states that act to defend their citizens.
If my wife and I disagree about an issue (yes that sometimes happens) we have a choice to make. We can each hold that our view is correct and defend it or we can listen to each other and find common ground. The former tactic, if employed often enough, will eventually destroy the marriage relationship. The latter ensures a healthy debate and potentially a better solution.
The danger from ignoring the insights of employees in a business setting or the will of citizens in a political context seems so much more volatile. If a CEO is too far out of touch eventually the labor force will revolt. Politicians who act as though they know better than the voters are simply adding gasoline to an already dangerously overheated fire. It’s fine to view things differently. We need a diversity of ideas and opinions to have a healthy debate. It’s unwise to create an atmosphere where people feel powerless, where their views are simply ignored on a regular basis.
I hope the people of Connecticut and Massachusetts view their hometowns with the same degree of appreciation we felt after our visit to their communities. I’m not so sure the folks in Washington DC even care what the rest of us think. It remains to be seen what those different views will mean for the country.
Tuesday, August 3, 2010
Breaking Free
If you read my last blog posting you know that for a nine day period in late July I experimented with being completely off the social media grid. For me that meant not checking my LinkedIn, Facebook, or Twitter accounts (even though my iPhone is equipped with apps to handle this). I must confess that I did read email messages a couple of times each day to handle a few client issues that I knew would require some attention while I was out of the office. Fortunately I only needed to actually respond to five messages while on my vacation.
So what did this grand experiment teach me? Did I suffer horrible withdrawal symptoms and crave interaction with my various networks? Will it alter my social media habits now that I have returned to the office? Can you learn anything from my experience?
I began my vacation committed to making this plan work. Perhaps that is why I discovered how easy it can be to break free of the technology grip that so entangles many of our lives. My routine during a typical work day includes checking social media sites each morning. It’s a discipline I take seriously so I try not to spend more than 15-20 minutes per day with the three primary networks I regularly use. Altering that type of schedule was easier simply because it didn’t take much to reallocate the time to other things. On vacation I enjoyed reading the paper, catching some early morning sports or news updates, and having breakfast with my wife.
Yesterday I began my first work day back in the office by staying away from the social media sites until later in the afternoon. That gave me a chance to catch up on other projects and I found it less stressful than facing a deluge of Twitter and Facebook updates. When I finally opened the applications I focused on updating my Friend requests and Followers rather than reading what I had missed or posting something immediately.
My personal social media strategies are probably far different than many of my readers. For example, I don’t use Facebook for lots of personal postings and I don’t have a goal of acquiring 5,000 Tweeps. Instead I’m trying to maintain and build meaningful relationships, share helpful articles, and learn from others. This makes it easier to resist the addictive nature that social media sites seem to encourage.
Breaking free these past days may permanently change how I use social media in the future. I’m considering maintaining a lower profile with less urgency for daily postings or regularly reading updates. My vacation really was a breath of fresh air that reminded me how valuable work-life balance can be. Based on initial observations I’m not sure I was missed too badly by my social media networks. Perhaps that is the real lesson to be learned.
So what did this grand experiment teach me? Did I suffer horrible withdrawal symptoms and crave interaction with my various networks? Will it alter my social media habits now that I have returned to the office? Can you learn anything from my experience?
I began my vacation committed to making this plan work. Perhaps that is why I discovered how easy it can be to break free of the technology grip that so entangles many of our lives. My routine during a typical work day includes checking social media sites each morning. It’s a discipline I take seriously so I try not to spend more than 15-20 minutes per day with the three primary networks I regularly use. Altering that type of schedule was easier simply because it didn’t take much to reallocate the time to other things. On vacation I enjoyed reading the paper, catching some early morning sports or news updates, and having breakfast with my wife.
Yesterday I began my first work day back in the office by staying away from the social media sites until later in the afternoon. That gave me a chance to catch up on other projects and I found it less stressful than facing a deluge of Twitter and Facebook updates. When I finally opened the applications I focused on updating my Friend requests and Followers rather than reading what I had missed or posting something immediately.
My personal social media strategies are probably far different than many of my readers. For example, I don’t use Facebook for lots of personal postings and I don’t have a goal of acquiring 5,000 Tweeps. Instead I’m trying to maintain and build meaningful relationships, share helpful articles, and learn from others. This makes it easier to resist the addictive nature that social media sites seem to encourage.
Breaking free these past days may permanently change how I use social media in the future. I’m considering maintaining a lower profile with less urgency for daily postings or regularly reading updates. My vacation really was a breath of fresh air that reminded me how valuable work-life balance can be. Based on initial observations I’m not sure I was missed too badly by my social media networks. Perhaps that is the real lesson to be learned.
Friday, July 23, 2010
Off the Grid
Vacations seem like both a blessing and a curse. While most of us look forward to getting away from our work for a few days, we often experience stress to juggle schedules and workloads before and after the time off. More and more people are staying connected to the office while on vacation through their smart phones and laptops. How does one regain perspective, recharge emotionally and physically, or enjoy time with family if the work doesn't really stop? It's a nagging question as I prepare for my own nine day excursion that begins tomorrow.
I announced to my Facebook friends and Twitter followers today that I will be on hiatus from all social media connections during my vacation. Most comments were encouraging but a few seemed to suggest that I would probably succumb to the temptations of my iPhone mobile applications and check my status or post a tweet. It's a challenge I plan to embrace and hopefully conquer.
To inspire me I found a quote (see below) that will encourage me when I feel the urge to "check in." If the author was living in this century I hope he would still concur with his advice about work-life balance. For me, I hope to rediscover life without technology these next days. My subsequent posting will be at least a couple of weeks away. Wish me well on my quest! Join me if you like.
"Life is best enjoyed when time periods are evenly divided between labor, sleep, and recreation...all people should spend one-third of their time in recreation which is rebuilding, voluntary activity, never idleness." Brigham Young
I announced to my Facebook friends and Twitter followers today that I will be on hiatus from all social media connections during my vacation. Most comments were encouraging but a few seemed to suggest that I would probably succumb to the temptations of my iPhone mobile applications and check my status or post a tweet. It's a challenge I plan to embrace and hopefully conquer.
To inspire me I found a quote (see below) that will encourage me when I feel the urge to "check in." If the author was living in this century I hope he would still concur with his advice about work-life balance. For me, I hope to rediscover life without technology these next days. My subsequent posting will be at least a couple of weeks away. Wish me well on my quest! Join me if you like.
"Life is best enjoyed when time periods are evenly divided between labor, sleep, and recreation...all people should spend one-third of their time in recreation which is rebuilding, voluntary activity, never idleness." Brigham Young
Sunday, July 18, 2010
Following Your Dream
On Tuesday night during baseball’s AAA All-Star game in Allentown, Pennsylvania, a former Telford, PA resident achieved his lifelong dream, to play in the big leagues. Erik Kratz who toiled in the minor leagues for nine seasons received the call every player hopes will come and then faced a live national television audience for an interview with the MLB Network. You can view it by clicking on this link: http://mlb.mlb.com/video/play.jsp?content_id=9918449
Kratz, who is now on the Pittsburgh Pirates roster, wasn’t known as a baseball standout in high school or college. He was a solid player but not the super star that often makes headlines. This made the road to the top of his chosen profession especially long and difficult. How does one explain a young man’s persistence in following his dream through camps, tryouts, minor league towns, and more than one baseball organization? Where does any leader find the courage and persistence to never give up, even in the face of overwhelming odds? Is dreaming even realistic in today’s uncertain and turbulent business environment?
More than one of my coaching conversations have centered on what gives the client passion and energy to come to work each day. Sometimes the answer is obvious and other times the dream has been buried for so long it is hard to rediscover. Yet having a dream (a purpose in life) really does matter. It is like a destination point on the map guiding a person toward what they truly hope to achieve or become. Without a dream, leaders struggle to make sense of their lives and find meaning in their work.
Martin Luther King’s “I Have a Dream” speech called a nation to “...live out the true meaning of its creed: ‘We hold these truths to be self-evident: that all men are created equal...’" President John F. Kennedy cast a dream before the American people to put a man on the moon within a decade. In 1974 Ronald Reagan (before he ran for president) was already articulating his dream for the nation when he included these words in a speech to the first Conservative Political Action Conference, “We are indeed, and we are today, the last best hope of man on earth.” Jesus challenged his followers to “Go therefore, and make disciples of all nations...”
These dreams galvanized those who heard them to take action. Personal dreams invite the same level of commitment. Like Kratz, who dreamed of playing baseball in the major leagues, you need a personal dream that awakens your soul, stimulates your thinking, and motivates you to follow it through to fruition. It may take thirty years or a lifetime but the journey and the waiting will be worth it all. Dream on (and best wishes, Erik)!
P.S. Kratz debuted with the Pirates on Saturday, July 17 and went 2-5 with two singles, an RBI, and a run scored.
Kratz, who is now on the Pittsburgh Pirates roster, wasn’t known as a baseball standout in high school or college. He was a solid player but not the super star that often makes headlines. This made the road to the top of his chosen profession especially long and difficult. How does one explain a young man’s persistence in following his dream through camps, tryouts, minor league towns, and more than one baseball organization? Where does any leader find the courage and persistence to never give up, even in the face of overwhelming odds? Is dreaming even realistic in today’s uncertain and turbulent business environment?
More than one of my coaching conversations have centered on what gives the client passion and energy to come to work each day. Sometimes the answer is obvious and other times the dream has been buried for so long it is hard to rediscover. Yet having a dream (a purpose in life) really does matter. It is like a destination point on the map guiding a person toward what they truly hope to achieve or become. Without a dream, leaders struggle to make sense of their lives and find meaning in their work.
Martin Luther King’s “I Have a Dream” speech called a nation to “...live out the true meaning of its creed: ‘We hold these truths to be self-evident: that all men are created equal...’" President John F. Kennedy cast a dream before the American people to put a man on the moon within a decade. In 1974 Ronald Reagan (before he ran for president) was already articulating his dream for the nation when he included these words in a speech to the first Conservative Political Action Conference, “We are indeed, and we are today, the last best hope of man on earth.” Jesus challenged his followers to “Go therefore, and make disciples of all nations...”
These dreams galvanized those who heard them to take action. Personal dreams invite the same level of commitment. Like Kratz, who dreamed of playing baseball in the major leagues, you need a personal dream that awakens your soul, stimulates your thinking, and motivates you to follow it through to fruition. It may take thirty years or a lifetime but the journey and the waiting will be worth it all. Dream on (and best wishes, Erik)!
P.S. Kratz debuted with the Pirates on Saturday, July 17 and went 2-5 with two singles, an RBI, and a run scored.
Saturday, July 10, 2010
Ode to the King
This past week the sports world was preoccupied with the free agency of NBA star, LeBron James. Actually, it seemed like nearly everyone was watching this story. A primetime, one-hour “live” ESPN special on Thursday night broadcast LeBron’s decision to leave Cleveland for Miami . The next day an open letter to fans from an angry Cavaliers owner made its way virally around the Internet. In a word, it was all a bit “surreal”. Which prompted me to wonder about the leadership implications of this media and fan frenzy. Thus my brief “Ode to the King”, King James that is.
He towers tall on courts of paint and wood
To shoot an air-pumped ball through hoop and net.
His skills no one would dare dispute nor should
While champions rings elude his hands as yet.
From high school to the pros, a leap of faith
He took; smooth did he make the passage look.
Some thought he would be sure to fail the test
While others cheered and hoped for his success.
And so his loyal jesters crew did grow
Fans, media, each with one request...
To win it all.
Alas, poor Cleveland did not wear the crown
In spite of King James and his royal court.
They lost each playoff battle large and small
And a chance to be the best in their appointed sport.
So with his future now in doubt, we watched
As King James entertained his suitors all.
Each came with gifts of fame and fortune sweet
To lure him off to better lands away.
New York, Chicago, Cleveland made their play
But in the end he chose Miami’s Heat.
Methinks King James may never wear a crown
For ego doth seem more and more his need.
The best at sport or business leaders all
Defer of self so team can full succeed.
Inspiring leadership is rare indeed,
So scarce that few if any know the way.
A spark, its flame, the torch for all to see,
These are not common sights.
I grieve that King James does not know
How weak his legacy will someday be.
My ode ends without answers to my quest,
King James as leader, still must pass the test.
He towers tall on courts of paint and wood
To shoot an air-pumped ball through hoop and net.
His skills no one would dare dispute nor should
While champions rings elude his hands as yet.
From high school to the pros, a leap of faith
He took; smooth did he make the passage look.
Some thought he would be sure to fail the test
While others cheered and hoped for his success.
And so his loyal jesters crew did grow
Fans, media, each with one request...
To win it all.
Alas, poor Cleveland did not wear the crown
In spite of King James and his royal court.
They lost each playoff battle large and small
And a chance to be the best in their appointed sport.
So with his future now in doubt, we watched
As King James entertained his suitors all.
Each came with gifts of fame and fortune sweet
To lure him off to better lands away.
New York, Chicago, Cleveland made their play
But in the end he chose Miami’s Heat.
Methinks King James may never wear a crown
For ego doth seem more and more his need.
The best at sport or business leaders all
Defer of self so team can full succeed.
Inspiring leadership is rare indeed,
So scarce that few if any know the way.
A spark, its flame, the torch for all to see,
These are not common sights.
I grieve that King James does not know
How weak his legacy will someday be.
My ode ends without answers to my quest,
King James as leader, still must pass the test.
Sunday, July 4, 2010
Finding Your Voice
I was reminded this week about how important a voice can be in shaping public opinion or calling us to take action. On more than one occasion I had opportunity to encourage other persons to think differently about a problem they were facing or be more accountable to themselves and others. In my role as an executive and personal coach I frequently face the challenge of finding just the right words that will prompt a client or friend to alter his or her behavior. Sometimes my voice is firm and resolute, other times I struggle to tell the truth as I see it.
There is an interesting Bible story found in the Old Testament (2 Kings 5) about Naaman, an Aram army commander who suffered from leprosy, an infectious skin disease. An Israelite servant girl (captured in one of the many Aramean insurgencies into Israel) somehow had the courage to tell her master about a prophet in Samaria who could cure him of the disease. Remarkably, Naaman took this girl’s advice and later was indeed healed of his leprosy.
We can all think of persons who “found their voice” and changed the world. Rosa Parks simply said “no” to the discriminatory practice of moving people of color to the back of the bus. Her actions helped galvanize a movement that eventually led to anti-discrimination legislation. On this date 234 years ago, a group of colonial patriots declared their independence from King George and a new nation was birthed. The ideals espoused by those early revolutionaries led to a war for freedom and the adoption of a new Constitution that remains the standard among all the world’s nations. Mother Teresa founded her Missionaries of Charity organization in 1950 and for 45 years ministered to the poor, sick, orphaned, and dying in 123 countries. Her unconditional love has inspired many others to give of their lives in service.
These examples illustrate the liberating power of finding a voice, of discovering one’s passion, of following your heart. If the young slave girl had remained silent her master would never have experienced baby fresh skin and the restoration of his social status. Had Rosa Parks quietly shuffled to her usual back seat it may have been years before the civil rights movement gained public support. If our founding fathers had succumbed to their personal fears or Loyalist opinions we might still be serving the Queen of England.
I’m not always confident that my own voice matters. Sometimes I silently wait for other voices to engage in the conversation or offer the dissenting opinion. It's often easier to quell the urge, to quiet the stirrings of our convictions, to remain disengaged. But sadly this is not what the world needs right now. Where political rancor and discord abound we need voices of reason and common sense. In the face of economic challenge we need voices of innovation and confidence. As business friends and neighbors struggle with personal loss and grief we need voices of comfort and grace.
Regardless of status or station in life, the power of one voice still matters. On this day when our nation celebrates a birthday it is even more important that the voices of our citizens are heard by those who represent us in Washington and in our state and local governments. It will take more than a vote to change the direction of our country. At the heart of our representative form of government are the voices of its people - your voice and mine. It’s time we find those voices again.
There is an interesting Bible story found in the Old Testament (2 Kings 5) about Naaman, an Aram army commander who suffered from leprosy, an infectious skin disease. An Israelite servant girl (captured in one of the many Aramean insurgencies into Israel) somehow had the courage to tell her master about a prophet in Samaria who could cure him of the disease. Remarkably, Naaman took this girl’s advice and later was indeed healed of his leprosy.
We can all think of persons who “found their voice” and changed the world. Rosa Parks simply said “no” to the discriminatory practice of moving people of color to the back of the bus. Her actions helped galvanize a movement that eventually led to anti-discrimination legislation. On this date 234 years ago, a group of colonial patriots declared their independence from King George and a new nation was birthed. The ideals espoused by those early revolutionaries led to a war for freedom and the adoption of a new Constitution that remains the standard among all the world’s nations. Mother Teresa founded her Missionaries of Charity organization in 1950 and for 45 years ministered to the poor, sick, orphaned, and dying in 123 countries. Her unconditional love has inspired many others to give of their lives in service.
These examples illustrate the liberating power of finding a voice, of discovering one’s passion, of following your heart. If the young slave girl had remained silent her master would never have experienced baby fresh skin and the restoration of his social status. Had Rosa Parks quietly shuffled to her usual back seat it may have been years before the civil rights movement gained public support. If our founding fathers had succumbed to their personal fears or Loyalist opinions we might still be serving the Queen of England.
I’m not always confident that my own voice matters. Sometimes I silently wait for other voices to engage in the conversation or offer the dissenting opinion. It's often easier to quell the urge, to quiet the stirrings of our convictions, to remain disengaged. But sadly this is not what the world needs right now. Where political rancor and discord abound we need voices of reason and common sense. In the face of economic challenge we need voices of innovation and confidence. As business friends and neighbors struggle with personal loss and grief we need voices of comfort and grace.
Regardless of status or station in life, the power of one voice still matters. On this day when our nation celebrates a birthday it is even more important that the voices of our citizens are heard by those who represent us in Washington and in our state and local governments. It will take more than a vote to change the direction of our country. At the heart of our representative form of government are the voices of its people - your voice and mine. It’s time we find those voices again.
Sunday, June 27, 2010
Being Dad
Regular readers of my blog hopefully noticed I missed a posting last week to spend the weekend with our adult son in Pittsburgh celebrating Father’s Day. It was a special time for both of us as we enjoyed attending three baseball games at PNC Park, eating some great food, watching a movie, and sharing conversations on a variety of subjects. I am so proud of the way our son has grown into a responsible and mature adult.
Today there are many families where dads are conspicuously absent and our society and culture is paying a severe price for this lapse in family leadership. Where does a boy learn how to be a man when his father may have abandoned him as a child? How can that same boy learn respect, love, and responsibility if there isn’t a male role model in his home? Of course there are plenty of examples where dad is present and treats his wife and children with disrespect or even abuse. Nether of these scenarios is the ideal image of fatherhood as designed by God.
As I enjoyed spending time with my son I also wondered what legacy I am leaving for him to learn from and pass on. When Rembrandt painted his famous interpretation of the biblical story of the return of the prodigal son he placed the father in the physical center of the painting. It was his attempt to focus attention on the important role of the father in this story of greed, selfishness, and rebellion by a younger son. Many of us who know this story long to be loved and forgiven the way the younger son was, even after he had squandered his father’s inheritance and lived a wild and raucous lifestyle. Others prefer to jealously resent the attention given to a younger sibling and angrily denounce our father for not appreciating our loyalty.
But who wants to be the father, or should I say, like this father? Here is a man who grieved the pain his wayward son caused him, who shed tears in his absence, who never lost hope that he might someday return home. Our legacy as fathers is to model compassion, to prepare our hearts to receive our children wherever their journeys may take them, and forgive them from the heart. The forgiveness modeled by this father was unconditional - no apologies were needed, no excuses offered. The father isn’t looking for some indication that his son now realizes his mistake and is admitting to his dad “You were right after all.” Instead the father is generous - generous by giving his departing son what he asks for, generous in offering a welcome home celebration upon his return, and even generous with his resentful eldest son.
It’s humbling to consider offering a similar legacy to my son. There is a certain level of emptiness when our children, regardless of age, disappoint us. It is hard to be at home waiting for them to find their way. Yet fathers (and mothers) must model compassion in our grief, forgiveness in our disappointment, and generosity that is extended without strings attached. When we behave in this way our sons and daughters will have a legacy of love to sustain them and to pass on.
It may be a week since we celebrated Father’s Day but I’m still grateful for the memories shared with my son. More than that, I am reminded how much I still have to learn about being a “prodigal dad”!
As I enjoyed spending time with my son I also wondered what legacy I am leaving for him to learn from and pass on. When Rembrandt painted his famous interpretation of the biblical story of the return of the prodigal son he placed the father in the physical center of the painting. It was his attempt to focus attention on the important role of the father in this story of greed, selfishness, and rebellion by a younger son. Many of us who know this story long to be loved and forgiven the way the younger son was, even after he had squandered his father’s inheritance and lived a wild and raucous lifestyle. Others prefer to jealously resent the attention given to a younger sibling and angrily denounce our father for not appreciating our loyalty.
But who wants to be the father, or should I say, like this father? Here is a man who grieved the pain his wayward son caused him, who shed tears in his absence, who never lost hope that he might someday return home. Our legacy as fathers is to model compassion, to prepare our hearts to receive our children wherever their journeys may take them, and forgive them from the heart. The forgiveness modeled by this father was unconditional - no apologies were needed, no excuses offered. The father isn’t looking for some indication that his son now realizes his mistake and is admitting to his dad “You were right after all.” Instead the father is generous - generous by giving his departing son what he asks for, generous in offering a welcome home celebration upon his return, and even generous with his resentful eldest son.
It’s humbling to consider offering a similar legacy to my son. There is a certain level of emptiness when our children, regardless of age, disappoint us. It is hard to be at home waiting for them to find their way. Yet fathers (and mothers) must model compassion in our grief, forgiveness in our disappointment, and generosity that is extended without strings attached. When we behave in this way our sons and daughters will have a legacy of love to sustain them and to pass on.
It may be a week since we celebrated Father’s Day but I’m still grateful for the memories shared with my son. More than that, I am reminded how much I still have to learn about being a “prodigal dad”!
Sunday, June 13, 2010
Stand Back
In my younger days I shared responsibility at my church in central Pennsylvania for leading our youth group, along with my wife and another couple. We developed an annual tradition of taking the group backpacking for a weekend on the many trails that dot the mountainous regions in that part of the state. These trips were wonderful learning experiences as we battled the elements, insects, snakes, animals, and our own physical limitations to accomplish the goal of hiking up to thirty miles over a three-day period.
One of the more interesting leadership phenomenon’s that occurred with regularity on these excursions was what happened as we decided who would lead the crowd of hikers (sometimes numbering up to thirty people) through the woods. As one might expect, the initial stages of any trip were led by the young men in our group, anxious to prove their physical prowess. They often established a brisk pace with limited pauses for rest. The adult leaders would sometimes need to intervene and slow the tempo so our group didn’t get too dispersed along the trail. But that’s not the experience I observed as remarkable. Anyone with initiative and a willingness to take risks can lead under these circumstances.
What I found valuable as a leadership lesson was our decision that required everyone to take a turn in the lead position. Regardless of gender, hiking experience, or level of fatigue, when anyone assumed the top spot blazing a trail for everyone else something amazing happened. These newly appointed leaders often seemed to gain new energy, confidence, and courage. I watched young women who were afraid of snakes lead the group across rocky portions of the trail, known homes to rattlesnake dens. Tired individuals who had been lagging behind in previous sections of the hike seemed to gain a second wind as they pushed forward up the mountain. Confident and competitive leaders learned to contentedly follow their peers, often with words of encouragement and support.
This unscientific study in leadership behavior came to mind this week as I found myself stressed with an overloaded schedule and several tight project deadlines. In times like these it is hard for most of us to stand back and lets others take their turn as leaders. We can muster an impressive list of excuses and smugly decide we know best how to navigate the trail. This behavior does little to inspire those who follow us. If all they see is the back of our hiking boots slogging along the path they will miss a breathtaking view of the wilderness or be the first to spot wildlife ahead. In a business environment those same perspectives could mean a limited outlook or a missed opportunity.
By standing back we send a message that “I trust your judgment and intuition”; “I have confidence in your ability and appreciate your gifts.” It’s a subtle message that leaders need to give whether on a hiking trail or navigating the uncertainties of today’s business environment. It’s a lesson I wish our federal government could learn in its response to the Gulf oil spill. The local governments, experienced businesspersons, and concerned citizens along the gulf coast know their beaches, marshes, wetlands, and industries better than any Beltway bureaucrat. Hamstrung by red tape, limited or no communication, and competing interests, the very people who should be at the front of the trail find themselves staring sadly at the back of someone else's boots; likely someone with no familiarity about the path or where it’s headed.
So, the next time you are tempted to hit the trail ahead of your team, pause and allow yourself the pleasure of standing back so others have a turn up front. Remember, there will soon be opportunities for you to take the lead again. By letting go, as hard as this can be, you may learn the most about yourself and others. So stand back!
One of the more interesting leadership phenomenon’s that occurred with regularity on these excursions was what happened as we decided who would lead the crowd of hikers (sometimes numbering up to thirty people) through the woods. As one might expect, the initial stages of any trip were led by the young men in our group, anxious to prove their physical prowess. They often established a brisk pace with limited pauses for rest. The adult leaders would sometimes need to intervene and slow the tempo so our group didn’t get too dispersed along the trail. But that’s not the experience I observed as remarkable. Anyone with initiative and a willingness to take risks can lead under these circumstances.
What I found valuable as a leadership lesson was our decision that required everyone to take a turn in the lead position. Regardless of gender, hiking experience, or level of fatigue, when anyone assumed the top spot blazing a trail for everyone else something amazing happened. These newly appointed leaders often seemed to gain new energy, confidence, and courage. I watched young women who were afraid of snakes lead the group across rocky portions of the trail, known homes to rattlesnake dens. Tired individuals who had been lagging behind in previous sections of the hike seemed to gain a second wind as they pushed forward up the mountain. Confident and competitive leaders learned to contentedly follow their peers, often with words of encouragement and support.
This unscientific study in leadership behavior came to mind this week as I found myself stressed with an overloaded schedule and several tight project deadlines. In times like these it is hard for most of us to stand back and lets others take their turn as leaders. We can muster an impressive list of excuses and smugly decide we know best how to navigate the trail. This behavior does little to inspire those who follow us. If all they see is the back of our hiking boots slogging along the path they will miss a breathtaking view of the wilderness or be the first to spot wildlife ahead. In a business environment those same perspectives could mean a limited outlook or a missed opportunity.
By standing back we send a message that “I trust your judgment and intuition”; “I have confidence in your ability and appreciate your gifts.” It’s a subtle message that leaders need to give whether on a hiking trail or navigating the uncertainties of today’s business environment. It’s a lesson I wish our federal government could learn in its response to the Gulf oil spill. The local governments, experienced businesspersons, and concerned citizens along the gulf coast know their beaches, marshes, wetlands, and industries better than any Beltway bureaucrat. Hamstrung by red tape, limited or no communication, and competing interests, the very people who should be at the front of the trail find themselves staring sadly at the back of someone else's boots; likely someone with no familiarity about the path or where it’s headed.
So, the next time you are tempted to hit the trail ahead of your team, pause and allow yourself the pleasure of standing back so others have a turn up front. Remember, there will soon be opportunities for you to take the lead again. By letting go, as hard as this can be, you may learn the most about yourself and others. So stand back!
Sunday, June 6, 2010
The Lies Have It
I’m a fan of the Fox Network show “Lie to me” now entering its second season. It’s a drama series based on the scientific discoveries of a real-life psychologist who reads embedded clues from the human faces, bodies, and voices of those accused of a crime or otherwise attempting to shade or hide some truth. The main character, Dr. Cal Lightman, uses his abilities to read these invisible clues and spot the lie. It may be as simple as a shoulder shrug or a pursed lip that reveals the secret. While Dr. Lightman is highly regarded by his professional peers for possessing this extraordinary ability, his family and friends aren’t always as accepting of his power to uncover deception.
I confess that what seems obvious to a trained professional is often oblivious to me, whether at work or in my personal life. Sometimes I wonder what my own face reveals when I shade the truth. While lying is something we all struggle with, I was recently disturbed to discover a connection between powerful people and a propensity to make better liars. In the May 2010 issue of Harvard Business Review, Dana Carney, associate professor at the Columbia University Graduate School of Business, presents the results of a study that found a connection between powerful people and lying. It seems that when a research subject is put into a position of power he or she become more adept at telling lies. Even professionals trained to spot the telltale signs of lying found it harder to tell when these persons were being untruthful.
If this study is accurate then the business, political, sports, religious, and entertainment arenas may already be populated with powerful figures using their roles and positions to promulgate lies. We already know some of these persons who have been caught in their lies – Presidents Nixon and Clinton, baseball star Alex Rodriquez, cyclist Floyd Landis, and businessman Bernard Madoff come to mind. Are we encouraging people to lie in order to become more powerful or does the lying happen because someone attains a position or role that offers unfettered power? The research wasn’t designed to detect whether lying improves when power is acquired or if adept lying skills lead to more powerful positions. Either scenario makes me uncomfortable.
Since most of us aren’t trained professionals who know how to detect the signs of lying then it makes sense to defuse this threat by creating environments where truth-telling is encouraged and rewarded. Leaders would do well to recognize and resist the temptation to lie as they move up the corporate, political, or social ladder. Otherwise, our worst nightmares may become everyday occurrences as bosses, civil servants, and even church leaders take advantage of their power to distort the truth. I pray we aren’t already there.
I confess that what seems obvious to a trained professional is often oblivious to me, whether at work or in my personal life. Sometimes I wonder what my own face reveals when I shade the truth. While lying is something we all struggle with, I was recently disturbed to discover a connection between powerful people and a propensity to make better liars. In the May 2010 issue of Harvard Business Review, Dana Carney, associate professor at the Columbia University Graduate School of Business, presents the results of a study that found a connection between powerful people and lying. It seems that when a research subject is put into a position of power he or she become more adept at telling lies. Even professionals trained to spot the telltale signs of lying found it harder to tell when these persons were being untruthful.
If this study is accurate then the business, political, sports, religious, and entertainment arenas may already be populated with powerful figures using their roles and positions to promulgate lies. We already know some of these persons who have been caught in their lies – Presidents Nixon and Clinton, baseball star Alex Rodriquez, cyclist Floyd Landis, and businessman Bernard Madoff come to mind. Are we encouraging people to lie in order to become more powerful or does the lying happen because someone attains a position or role that offers unfettered power? The research wasn’t designed to detect whether lying improves when power is acquired or if adept lying skills lead to more powerful positions. Either scenario makes me uncomfortable.
Since most of us aren’t trained professionals who know how to detect the signs of lying then it makes sense to defuse this threat by creating environments where truth-telling is encouraged and rewarded. Leaders would do well to recognize and resist the temptation to lie as they move up the corporate, political, or social ladder. Otherwise, our worst nightmares may become everyday occurrences as bosses, civil servants, and even church leaders take advantage of their power to distort the truth. I pray we aren’t already there.
Sunday, May 30, 2010
May I Have Your Attention?
Today I found myself in an awkward situation during a three-way conversation with my wife and our adult son. His weekly phone calls are a Sunday afternoon ritual, a time to catch up on the work week, sports action, and upcoming plans. I confess that many weeks I am too quiet and too easily distracted. Today it was the Indy 500 race muted in the background and an urge to take a nap that caused the problem. I found myself startled to realize at one point in the exchange that everyone was waiting for my response and my brain was nowhere to be found.
Multitasking has been touted by many as the ultimate tool for improving efficiency in the workplace. Yet recent studies have shown that the very idea our brains can effectively manage multiple tasks at once is a myth. Even if we did somehow become proficient at chatting on the phone while answering email would you want to be the person on the other end of that conversation? As my personal story illustrates, a simple lack of focus during the conversation resulted in a moment of dissatisfaction for everyone involved.
Imagine if each of us viewed our capacity to offer full and undivided attention as energy – energy that could transform everyone and everything around us? We have all experienced this gift at some point in our lives. As a child I remember the joy our family dog felt when any of us provided her with the love and undivided attention she craved. Later I was mesmerized just to be noticed by the young woman who would someday be my wife. Nothing else matters in these special moments because of the focus we experience at the hands of another.
In my executive coaching I find it isn’t always easy to remain focused on the needs of the other person. This is especially true when the conversation drifts or the person takes longer than I might like to share their story. But I also know the joy of being so focused during the session that my client leaves feeling empowered or emboldened by our time together. The latter only happens when I am willing to harness the energy of my attention so those moments can transform.
There are so many distractions clamoring for our attention; from commercials to emails and tweets to text messages. Our minds seem to crave the excitement of being “occupied” with activities. Yet the very thing we all crave deeply – relationships – can only be fully realized if we focus and commit our attention to their development. If we start small, by simply doing one thing at a time, perhaps we can learn this valuable skill. Our next weekend phone call will be the place where it starts for me.
Multitasking has been touted by many as the ultimate tool for improving efficiency in the workplace. Yet recent studies have shown that the very idea our brains can effectively manage multiple tasks at once is a myth. Even if we did somehow become proficient at chatting on the phone while answering email would you want to be the person on the other end of that conversation? As my personal story illustrates, a simple lack of focus during the conversation resulted in a moment of dissatisfaction for everyone involved.
Imagine if each of us viewed our capacity to offer full and undivided attention as energy – energy that could transform everyone and everything around us? We have all experienced this gift at some point in our lives. As a child I remember the joy our family dog felt when any of us provided her with the love and undivided attention she craved. Later I was mesmerized just to be noticed by the young woman who would someday be my wife. Nothing else matters in these special moments because of the focus we experience at the hands of another.
In my executive coaching I find it isn’t always easy to remain focused on the needs of the other person. This is especially true when the conversation drifts or the person takes longer than I might like to share their story. But I also know the joy of being so focused during the session that my client leaves feeling empowered or emboldened by our time together. The latter only happens when I am willing to harness the energy of my attention so those moments can transform.
There are so many distractions clamoring for our attention; from commercials to emails and tweets to text messages. Our minds seem to crave the excitement of being “occupied” with activities. Yet the very thing we all crave deeply – relationships – can only be fully realized if we focus and commit our attention to their development. If we start small, by simply doing one thing at a time, perhaps we can learn this valuable skill. Our next weekend phone call will be the place where it starts for me.
Sunday, May 23, 2010
Hypocrisy in the Workplace
Hypocrisy is defined as the act of persistently professing beliefs, opinions, virtues, feelings, qualities, or standards that are inconsistent with one's actions. In our modern-day society and the competitive environments often found in business and political arenas hypocrisy has become deeply entrenched as an acceptable way to live and work. Leaders frequently find themselves promoting a public position or persona that is incongruent with their private practices. Even when caught in this deception, they may still espouse the virtue of their own character while quickly deflecting blame or attention toward others.
Cyclist Floyd Landis has been touting his innocence for nearly four years since he was stripped of the Tour de France crown in 2006 for failing a doping test. This past week he came clean by admitting he had cheated yet immediately pointed the finger of accusation at seven-time Tour winner, Lance Armstrong. Does Landis’ admission of guilt now give him credibility to point out perceived deceptions by others? In simple terms, his actions these past four years were built on a lie and now his condemnation of others for behavior that he engaged in is hypocritical.
The temptation to maintain a façade seems overwhelming at times. Perhaps that is why so many leaders in sports, politics, religion, and business are hypocrites. Al Gore condemns global warming but lives in an oversized mansion and flies around the world on private jets. Mark McGuire stoically declares he never took steroids before a congressional committee only to admit in recent months that he did use banned substances. Congressional leaders lay blame at the feet of Wall Street bankers while failing to acknowledge their own version of financial collapse known as Fannie Mae and Freddy Mac. The list of hypocritical behaviors and those who perpetrate them could fill this blog for the next few months.
Am I being hypocritical by mentioning public figures without calling attention to my own prejudices? It’s an appropriate question and one reason I chose to write about this subject. In the work I do to prepare and coach others it would be easy to pretend that I have figured out how to be an effective and inspirational leader. I could tout success stories and point to the results I have achieved in my personal and professional life. But I have chosen a different path.
Most of my classes include examples of recent and past failures, current personal struggles, and a willingness to admit when I don’t know the answer to a tough question. In my coaching I try to model vulnerability by sharing fears and doubts with those who share their struggles with me. I’m sure there are places in my life where prejudice and hypocrisy still wait to be revealed. You probably harbor similar beliefs and opinions. The challenge leaders’ face isn’t how to keep these secrets hidden from view but rather to muster the courage to admit they exist and publically acknowledge how difficult it is to be transparent and vulnerable. We may even need to repent and choose a different way.
Hypocrisy has been called "the tribute that vice pays to virtue” (François de La Rochefoucauld, Maxims). That seemly innocent connection invites us to accept hypocrisy as a necessary part of the social exchange that takes place in the workplace. But in so doing we may corrode the well-being of those who continually make, or are forced to make, use of hypocrisy in order to maintain power or position. It’s time for leaders at all levels to “come clean” without pointing fingers at the other person. I wonder how that will turn out.
Cyclist Floyd Landis has been touting his innocence for nearly four years since he was stripped of the Tour de France crown in 2006 for failing a doping test. This past week he came clean by admitting he had cheated yet immediately pointed the finger of accusation at seven-time Tour winner, Lance Armstrong. Does Landis’ admission of guilt now give him credibility to point out perceived deceptions by others? In simple terms, his actions these past four years were built on a lie and now his condemnation of others for behavior that he engaged in is hypocritical.
The temptation to maintain a façade seems overwhelming at times. Perhaps that is why so many leaders in sports, politics, religion, and business are hypocrites. Al Gore condemns global warming but lives in an oversized mansion and flies around the world on private jets. Mark McGuire stoically declares he never took steroids before a congressional committee only to admit in recent months that he did use banned substances. Congressional leaders lay blame at the feet of Wall Street bankers while failing to acknowledge their own version of financial collapse known as Fannie Mae and Freddy Mac. The list of hypocritical behaviors and those who perpetrate them could fill this blog for the next few months.
Am I being hypocritical by mentioning public figures without calling attention to my own prejudices? It’s an appropriate question and one reason I chose to write about this subject. In the work I do to prepare and coach others it would be easy to pretend that I have figured out how to be an effective and inspirational leader. I could tout success stories and point to the results I have achieved in my personal and professional life. But I have chosen a different path.
Most of my classes include examples of recent and past failures, current personal struggles, and a willingness to admit when I don’t know the answer to a tough question. In my coaching I try to model vulnerability by sharing fears and doubts with those who share their struggles with me. I’m sure there are places in my life where prejudice and hypocrisy still wait to be revealed. You probably harbor similar beliefs and opinions. The challenge leaders’ face isn’t how to keep these secrets hidden from view but rather to muster the courage to admit they exist and publically acknowledge how difficult it is to be transparent and vulnerable. We may even need to repent and choose a different way.
Hypocrisy has been called "the tribute that vice pays to virtue” (François de La Rochefoucauld, Maxims). That seemly innocent connection invites us to accept hypocrisy as a necessary part of the social exchange that takes place in the workplace. But in so doing we may corrode the well-being of those who continually make, or are forced to make, use of hypocrisy in order to maintain power or position. It’s time for leaders at all levels to “come clean” without pointing fingers at the other person. I wonder how that will turn out.
Sunday, May 16, 2010
Down but Not Out
On Friday night the Philadelphia Flyers made some history with their 4-3 victory over the Boston Bruins in Game Seven of the Stanley Cup Eastern Conference semi-finals. By winning four games in a row the team completed an improbable series win after trailing 3-0, a feat accomplished by only two other teams in NHL history. For now, the Flyers can stake their claim to the biggest comeback in the history of any Philadelphia sports franchise. Oh, by the way, can you tell I’m a fan?
I promise this posting won’t be a recap of the game or the series. Since my thoughts typically focus on leadership issues I want to offer a few brief observations about the lessons I noted as the Flyers battled back from the brink of elimination. What did they do that ensured success? How do we respond as leaders and organizations when we face similar circumstances? Can a sports metaphor translate into the workplace or the boardroom?
The first thing I noticed as the team fell behind early in the series was their attitude. Hockey is a sport where a bad bounce, a surprise deflection, too many penalties, or a simple defensive breakdown leads to a scoring chance or a goal for the other team. The Flyers experienced their fair share of these circumstances in the first three games and yet their attitude didn’t change. They felt like they were playing well enough to win and knew that sooner or later their system would produce some goals and victories. As injuries mounted they didn’t complain but simply recognized the need to dig deeper or step up their play to overcome each new obstacle. Leaders must understand the important role their attitude plays in setting the tone and pressing ahead, even when challenges seem insurmountable.
Hockey is perhaps the best example of a team sport. Because of the speed, physical nature of the game, and variety of skills required, no one player can deliver a victory for his team. Believing in one’s teammates becomes paramount when facing adversity. It might have been easier to blame the goalie or a line-mate for the level of their play but the Flyers never did that. They acknowledged their failures and celebrated their successes as a team. Throughout the series, post-game interviews often reflected this confidence and trust in each other. Business leaders and their teams will struggle during hard times if they make the situation about themselves when things are going well or blame others when things are falling apart. Trusting team members and believing in each other could be the difference between losing and finding ways to come back.
A final thought about the Flyers and leadership. Their captain, Mike Richards, isn’t known for his fiery rhetoric or in-your-face discipline. He tends to model leadership by his level of play on the ice. As organizational leaders become further removed from the people they lead it is harder for those followers to observe how they conduct themselves every day. This situation is often magnified when the company is on the precipice of failure. Leaders in these circumstances sometimes try to insulate themselves from the very troubles and anxiety being felt by employees and others. A better strategy would be to model the winning attitude and never quit spirit you hope to instill in the team. That’s what Flyers leaders did throughout the Boston series.
Tonight the team will face a new set of challenges as they try to win one more series before the Stanley Cup finals. I’m optimistic because they have shown fans they know how to handle adversity. I believe they can do it because they believe in each other and their coaching system. Regardless of the outcome, my respect for the team has never been higher because they have reminded me that being down is not an excuse for being out. It’s a lesson worth remembering for years to come. Raising the Stanley Cup will just be a bonus.
I promise this posting won’t be a recap of the game or the series. Since my thoughts typically focus on leadership issues I want to offer a few brief observations about the lessons I noted as the Flyers battled back from the brink of elimination. What did they do that ensured success? How do we respond as leaders and organizations when we face similar circumstances? Can a sports metaphor translate into the workplace or the boardroom?
The first thing I noticed as the team fell behind early in the series was their attitude. Hockey is a sport where a bad bounce, a surprise deflection, too many penalties, or a simple defensive breakdown leads to a scoring chance or a goal for the other team. The Flyers experienced their fair share of these circumstances in the first three games and yet their attitude didn’t change. They felt like they were playing well enough to win and knew that sooner or later their system would produce some goals and victories. As injuries mounted they didn’t complain but simply recognized the need to dig deeper or step up their play to overcome each new obstacle. Leaders must understand the important role their attitude plays in setting the tone and pressing ahead, even when challenges seem insurmountable.
Hockey is perhaps the best example of a team sport. Because of the speed, physical nature of the game, and variety of skills required, no one player can deliver a victory for his team. Believing in one’s teammates becomes paramount when facing adversity. It might have been easier to blame the goalie or a line-mate for the level of their play but the Flyers never did that. They acknowledged their failures and celebrated their successes as a team. Throughout the series, post-game interviews often reflected this confidence and trust in each other. Business leaders and their teams will struggle during hard times if they make the situation about themselves when things are going well or blame others when things are falling apart. Trusting team members and believing in each other could be the difference between losing and finding ways to come back.
A final thought about the Flyers and leadership. Their captain, Mike Richards, isn’t known for his fiery rhetoric or in-your-face discipline. He tends to model leadership by his level of play on the ice. As organizational leaders become further removed from the people they lead it is harder for those followers to observe how they conduct themselves every day. This situation is often magnified when the company is on the precipice of failure. Leaders in these circumstances sometimes try to insulate themselves from the very troubles and anxiety being felt by employees and others. A better strategy would be to model the winning attitude and never quit spirit you hope to instill in the team. That’s what Flyers leaders did throughout the Boston series.
Tonight the team will face a new set of challenges as they try to win one more series before the Stanley Cup finals. I’m optimistic because they have shown fans they know how to handle adversity. I believe they can do it because they believe in each other and their coaching system. Regardless of the outcome, my respect for the team has never been higher because they have reminded me that being down is not an excuse for being out. It’s a lesson worth remembering for years to come. Raising the Stanley Cup will just be a bonus.
Sunday, May 9, 2010
Leadership and Culture
This week I was reminded on a couple of different occasions about the impact of culture in the workplace. My definition of culture is “an informal combination of behaviors, values, and attitudes that define ‘how we do things’ at work.” Although we may not talk about culture as a group or work team, most of us feel some pressure to act in a certain way with each other. Group culture has an impact on our behavior, attitudes, and satisfaction with our job. Some of us may “feel at home in our culture” while others may feel like a “stranger”. Culture affects how fast work gets processed, how we treat those outside the team, how detail-oriented we are, and how willing we are as a team to take risks.
Group culture comes from a variety of places. It can be strongly influenced by the behavioral or personality styles of the group leader or leaders. Sometime it is the most pronounced behavioral styles within a group that determine its culture, such as a strong need for results or a preference for harmony. The type of work a group does or its goals and mission can also shape its culture. Many not-for-profits will have a culture that stresses caring or empathy over logic and analysis. Even cohesion or tension within the group can create a culture.
What a work team values, deems important, rewards, or criticizes are often by-products of the team’s culture. In a culture where independence, directness, and results are rewarded those persons who prefer a more thoughtful pace or practice a concern for people may be under-appreciated or misunderstood. A culture that rewards enthusiasm, creativity, and passion might be critical of those who prefer caution, introversion, or rules. While none of these cultural influences are wrong they can serve as barriers to anyone whose behavior or preferences differ from the majority.
Leaders can use these cultural understandings to be more effective in managing and leading. If your group culture values high quality output, dependability, and punctuality then be aware that you run the risk of also being less innovative and more inflexible. Customers who value your attention to details may become frustrated by your slow turnaround time or unwillingness to consider new ideas. Without teaching your team to adjust their behavior you run the risk of losing valued clients.
Sometimes leaders need the help of outside resources to uncover the cultures that are often second-nature to us. We could benefit from inviting different behavioral styles to join the team and paying attention to their perspectives on problems and issues. Being open to ideas that aren’t part of our team culture can yield positive results for everyone involved.
Try to imagine your workplace team looking into a mirror. What reflections of themselves and their own behaviors will they be willing to see and acknowledge? How can you, as their leader, model openness to behavioral styles that may not fit the cultural norms? Is your workplace culture preventing the organization from adapting quickly to marketplace changes or creating anxiety because you aren’t focused enough? It’s time to recognize the important role culture plays in our work environments and adapt as needed to ensure long-term success.
Group culture comes from a variety of places. It can be strongly influenced by the behavioral or personality styles of the group leader or leaders. Sometime it is the most pronounced behavioral styles within a group that determine its culture, such as a strong need for results or a preference for harmony. The type of work a group does or its goals and mission can also shape its culture. Many not-for-profits will have a culture that stresses caring or empathy over logic and analysis. Even cohesion or tension within the group can create a culture.
What a work team values, deems important, rewards, or criticizes are often by-products of the team’s culture. In a culture where independence, directness, and results are rewarded those persons who prefer a more thoughtful pace or practice a concern for people may be under-appreciated or misunderstood. A culture that rewards enthusiasm, creativity, and passion might be critical of those who prefer caution, introversion, or rules. While none of these cultural influences are wrong they can serve as barriers to anyone whose behavior or preferences differ from the majority.
Leaders can use these cultural understandings to be more effective in managing and leading. If your group culture values high quality output, dependability, and punctuality then be aware that you run the risk of also being less innovative and more inflexible. Customers who value your attention to details may become frustrated by your slow turnaround time or unwillingness to consider new ideas. Without teaching your team to adjust their behavior you run the risk of losing valued clients.
Sometimes leaders need the help of outside resources to uncover the cultures that are often second-nature to us. We could benefit from inviting different behavioral styles to join the team and paying attention to their perspectives on problems and issues. Being open to ideas that aren’t part of our team culture can yield positive results for everyone involved.
Try to imagine your workplace team looking into a mirror. What reflections of themselves and their own behaviors will they be willing to see and acknowledge? How can you, as their leader, model openness to behavioral styles that may not fit the cultural norms? Is your workplace culture preventing the organization from adapting quickly to marketplace changes or creating anxiety because you aren’t focused enough? It’s time to recognize the important role culture plays in our work environments and adapt as needed to ensure long-term success.
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