New Blog Location

Beginning today (August 11, 2013) my current weekly blog posts will be hosted on my new firm website. Please visit (and bookmark) the new address Ken Byler's Blog.

Older post (prior to 2013) will continue to be hosted here.

Number 42

This weekend I enjoyed viewing the film 42, a biographical sports movie about the life of Jackie Robinson. As major league baseball’s first African-American player who debuted with the Brooklyn Dodgers in1947, Robinson endured a seemingly endless string of racial slurs, hostile crowd reactions, intentional knockdown pitches, and even death threats. He managed to overcome these challenges without losing his temper and eventually won the respect of teammates, opposing players, and skeptical fans through his talents as a baseball player.

While the movie includes some historical inaccuracies, it is a mostly authentic depiction of this remarkable athlete and even more impressive person. Leaders can learn a number of valuable lessons from how Robinson conducted his life with dignity, courage, and authenticity.

Many of us have never experienced prejudice or bias like Robinson yet we can emulate his determined spirit and refusal to yield when we face our own obstacles. Robinson benefited from an equally resolute team executive, Branch Rickey, whose decision to elevate the profile of African-American baseball players transformed the future direction of America’s national pastime.

Robinson used his talents and skills on the field to change people’s hearts and minds. He was daring and quick when running the bases, a solid fielder at a position (first base)  that he had to learn how to play, and a gifted hitter. Leaders who take time to identify and hone their own competencies are more likely to earn the respect of those they serve and interact with.

Baseball is a team sport and Robinson faced the reality that many of his new Dodger teammates didn’t want to take the field with him. The tension of a divided clubhouse mirrors many of the situations found in today’s stressful workplace environments. Leaders who model acceptance and trust can disarm these volatile situations.

One person’s exceptional character and disciplined display of remarkable talent changed how a nation viewed segregation and certainly influenced the future for all African-American athletes. Robinson’s legacy was honored in 1997 when he became the first pro athlete in any sport to have his jersey number “42” universally retired by every major league baseball team.

The leadership lessons of Jackie Robinson remind us that personal integrity and determined talent make a formidable pair. We may never know the scope of our influence or how one unkind word or deed can change the course of a life or career. This week, as you face decisions and make choices, consider establishing your own “Number 42” legacy, even if you don’t have a jersey to retire.

Cracking the Case

In 1968 a disheveled homicide detective with the Los Angeles Police Department made his first appearance as a television show character. Columbo, played by actor Peter Falk, quickly became one of my favorite sleuths. Each week viewers observed a perpetrator committing their crime as the show opened. Then we would settle in to watch Columbo go about cracking the case.

He was especially fond of asking questions that seemed irrelevant or annoyed the guilty party, who was doing his or her best to maintain an air of innocence. Columbo was particularly observant and very meticulous with details of the crime. Yet, his unkempt hair, rumpled trench coat, pungent cigar, and frequently malfunctioning 1959 Peugeot 403 convertible gave the appearance of an absent-minded buffoon.

Today’s leaders could learn a few lessons from Columbo, sans the dress, the smoking, and the car. Here was a detective who took the same evidence available to his colleagues and framed it in new ways. He regularly revisited the crime scene to notice details he may have overlooked initially or to test his theories about what had taken place. Columbo always maintained an air of respect and humility as he went about his work, even when the potential suspects were arrogant and dismissive of his approach.

Like a detective, leaders are often faced with daunting problems and challenges. Sometimes it is tempting to simply blame others for what is wrong, to distance oneself from the situation and act as though you want to help but there are just too many obstacles getting in the way. Or you might focus your energy on fixing what is wrong without examining all the evidence, or reframing the situation, to see it with a different set of eyes.

A more effective approach could be to pose better questions by focusing on what is already working and considering how to do more of that. This process may actually create the energy and spark the creativity required to address a problem in a new way. If leaders model humility and respect during these conversations the team, the customer, or the employees may voice concerns and ideas that otherwise would have remained unspoken. These revelations could hold the key to real solutions.

One of Columbo’s favorite ploys was to subject the unsuspecting culprit to a series of mundane questions, turn to leave the room, and then pause to ask “one more thing.” It was often this final pointed question that gleaned substantive information to solve his case. Leaders would do well to design their own vital questions; intentional enquiries of themselves, and their team. Your ability to crack the case depends on it.

A Family Affair

The “Byler Bash” is how my biological family describes our biennial gatherings that take place the third weekend of July at a mountain retreat in central Pennsylvania. Like any reunion, we eat together and spend time catching up on all the many happenings in our busy lives. Since we live in different parts of the state and country it usually isn’t possible for every family member to attend, but we enjoy the company of everyone who does show up.

In recent years the senior members of our clan, the sons of Tom and Ada Byler, have been shrinking in number. This weekend my dad, who passed away last November, was fondly remembered, and his older brother wasn’t well enough to make the trip. That left one remaining brother and two daughters-in-law to represent the second generation (another aunt was unable to attend).

As I reflect on why these reunions have become so important to me I continue to be drawn to one word “heritage.” Every family has traditions—ours is good food and even better singing. We always spend some part of the weekend raising our voices in a-cappella, four-part harmony. The men usually share a few choral numbers especially written for male voices as well. It’s a special part of our heritage.

This weekend we also took some dedicated time to share family stories with each other. It didn’t take long for the room to buzz with conversation featuring memories of grandpa and grandma, uncles and aunts, and time spent with cousins while growing up. One story recalled how generous our grandfather was when selling corn or hay (it was always the best of his inventory) and how his baskets of apples always overflowed. These insights also contribute to the heritage our family enjoys.

Many times throughout the weekend laughter permeated the rooms of our lodge as we recalled humorous moments from the past or enjoyed new ones from the current conversations. I also observed more intimate exchanges that reflect how much we care for each other and long to deepen those relationships. It was an unexpected joy to watch third and fourth generation family members (some of them quite young) being introduced for the first time and soon happily visiting or playing together.

As one of many leaders in this clan, I am committed to keeping this family heritage vibrant and meaningful. That may mean sacrificing some personal time to plan the logistics of a future gathering. It will require booking time on my own busy professional and personal calendar to attend the next reunion. Mostly it will involve sharing this family’s stories and memories with the younger generation. It’s a labor of love that I’m only too happy to fulfill.

If you are reading this post, and enjoy your own family reunions, please share your heritage memories. As I am more aware each time my family gathers, our time is limited to leave a legacy that others will want to carry on.

Waiting Patiently

The topic of waiting has been a subject for several of my blog posts over the years. It emerged again this week because of a conversation with a young father from my church who is battling leukemia and has been in the hospital the past 27 days. In a recent conversation he shared how difficult it has been to wait, especially for test results. That prompted me to revisit some of my previous prose and edit them for this week's reflections.

Patience is probably not one of my virtues. I’m guessing that I share this affliction with many of my clients and colleagues. It seems that “patience as a virtue” doesn’t resonate very well when expectations for results and action are used to measure success for today’s business leaders. Our need for instant gratification is fast becoming part of our society’s DNA as future leaders are fed a steady diet of sound bites, Instant Messages, and access to overwhelming volumes of information in shorter spans of time.

 When leaders are faced with hard times or personal challenges the prospect of waiting takes on new meaning. Confidence begins to wane, decision-making can become reactive, and depression may paralyze our ability to see any signs of hope. These “personal pits” become lonely retreats where desperation and fear reign supreme.

The writers of the Biblical Psalms often echo these sentiments in poetic prose. The depth of despair, pain, and suffering ring with prophetic truth centuries after the words were first given voice. One Psalm offers hope for those persons, including leaders, mired in their personal “waiting game”. Attributed to David, the Hebrew king, its message offers a sharp contrast to our typical approach to waiting. “I waited patiently for the Lord; he inclined to me and heard my cry,” writes David in Psalm 40:1.

Waited patiently? What does patience have to do with anything? I want my situation to change right now, not a year from now. Endurance and persistence aren’t leadership qualities; they’re something that only an athlete can appreciate.

The text also offers another startling revelation, the writer is expecting God to act, to hear and respond to his cry for help. In the depths of a hard time in his life the Psalmist anticipates that God will do something when he is ready. There is a quiet comfort in knowing that the waiting game will be rewarded. In the verses that follow, the poem offers a vivid and joyful account of rescue and restoration. A leader’s confidence is renewed and his future is secure.

Today’s leaders, including myself, have much to learn about this level of trust in the face of adversity. Most of us don’t really know or understand real suffering. We take so much for granted, including the incredible freedom, wealth, and privilege that are ours to enjoy. Our unwillingness to wait is symptomatic of a deeper need, the need to trust someone other than ourselves. Perhaps the lesson we all must learn about waiting begins with crying out for help.

Compelling Communication

This past week marked the 150th anniversary of the Battle of Gettysburg. It has been a busy week in this small borough in the heart of Adams County Pennsylvania where thousands of civil war reenactors and more than 150,000 visitors celebrated the sesquicentennial event. The battle that raged in the farmland around this now peaceful town claimed over 51,000 casualties and is considered the turning point in our nation’s civil war.
The conflict took place over three bloody days in July 1863 but it is a two minute speech delivered by President Abraham Lincoln in November of that same year that is often what we remember best about Gettysburg. The speech was intended to commemorate the event at the dedication of a new national cemetery. Lincoln had less than two weeks to prepare his remarks. According to historians he finished his draft of the speech on the morning he would deliver it.

Lincoln’s address is remarkable for several reasons. First, he was able to summarize his thoughts into a very brief set of remarks. Every word and phase seems measured to deliver maximum clarity and impact. Few leaders today are known for brevity of speech. Perhaps that is why so few orations deliver the intended results. When a leader is forced to filter their instructions, intentions, or aspirations the essence of the message is easier to remember and share with others.

His thoughts acknowledge the grief and loss of a battle weary nation, yet they also call attention to the unfinished work that remained. The war would not end for another two years and Lincoln needed the citizens to move beyond their justifiable mourning so that freedom would prevail. Leaders who use their communication to clearly show the gaps between current reality and future opportunity will be more effective in their efforts to inspire those they lead.

Lincoln’s speech includes the famous line, “resolve that these dead shall not have died in vain.” His words were intended to spur people into action, to continue the war effort until the job was completed. Leaders often fail to deliver this specific “call to action” in their communication, opting instead for fuzzy instructions and ambiguous plans.

I don’t imagine many leaders can craft a speech like Lincoln’s and that’s not really my point. What I do wish for are more leaders who will incorporate Lincoln’s approach to the Gettysburg address, the techniques that made it so effective. They are summarized here. Keep your thoughts short, create a clear gap between where things are and where they could be, and have a compelling reason to change the current direction or continue the fight onward.

Being persuasive is a communication tool every leader needs. What’s keeping you from learning how to do it and use it?

Lessons from Summer Jobs

It’s that time of the year when those high school and college students lucky enough to find work are toiling at a summer job. Hopefully their experience will result in more than just some extra spending money or savings for college. Many of us who remember our first summer job will find it formed habits and opinions that may still be impacting our lives at work today.

Since I spent many of my growing up years living on a farm, my summer jobs included the usual array of chores but there are three particular tasks that remain embedded in my memory as especially challenging. One was picking stone in the fields each spring after the soil had been turned and tilled. It was thankless, monotonous work, often performed in the heat of the day. Another was cutting thistles by hand in the pasture fields where they seemed to sprout as fast as we could remove them.

But the most memorable summer job on the farm involved moving irrigation pipes. It’s hard to describe the scene, but imagine a muddy corn field lined with rows of wet stalks from an overnight or early morning shower provided by the sprinklers. Because the pipes only covered a certain number of rows they were moved across the field each morning so the watering was evenly distributed for maximum effect. Unlike today’s systems that tend to be elevated on frames outfitted with wheels, everything we did involved manual labor.

The pipes were aluminum but, when filled with water, were quite heavy to lift. So each section of 16 foot long pipe was unlatched and emptied of its contents before being lifted overhead and carried through the mud and wet corn rows to the spot where it would reside when the pump was turned on again. As you might imagine by the end of this process I was soaked and muddied from head to toe and exhausted from lugging the pipes across the fields. The only benefit from this job was how cool it all felt on a hot day.

These summer jobs, regardless of how menial they now seem, taught me a number of worthwhile life lessons. I learned perseverance as those stones seemed to reappear every spring planting season, a trait that continues to serve me well when I encounter challenges in my business. I also practiced patience, as these jobs all helped me to tolerate difficult situations knowing the end result would include a level of satisfaction and a paycheck to spend or save. Finally, I experienced the joy that work brings when it is done well and shared with people you enjoy spending time with.

My experiences with summer jobs is probably not unique. Many of our initial encounters in the workplace are spent doing less than desirable tasks. I can only wish that today’s crop of young people are open to learning some life lessons through whatever challenging endeavors they will face. I wonder if they will also view their paycheck as just a bonus?

Being Frank

Most leaders I know aren’t enamored with being criticized. We are quick to defend ourselves against any verbal assault, valid or otherwise. Instead of viewing negative feedback as an opportunity for improvement, we tend to dismiss whatever truth might be lurking in the words and assume the other person is only out to hurt us.

Is it any wonder that so many teams struggle to hold each other accountable when being frank in their conversations with each other is rarely encouraged? In fact, many of the most powerful leaders in the worlds of politics, business, and religion seem to view criticism as an anathema. “How dare you question my motives, effort, intellect, or decisions?” they seem to imply through their words and actions.

Tibetan Master Dilgo Khyentse Rinpoche taught his followers how to use criticism as an chance for self-improvement. He said, “When you are criticized, accept it as an opportunity to acknowledge your hidden faults and increase your humility. Criticism is like a teacher, destroying attachment and pride.”

While I will always prefer a word of praise to negative feedback, I have come to appreciate the courage of clients and friends who point out my faults and offer insights about how to improve the work I am doing. Those who confront me face-to-face about my behavior or who challenge my assumptions about ideas and issues are offering me a gift. Like the challenging process of refining gold, continually being made aware of our faults and then following the advice of mentors and teachers, allows us to grow and improve as leaders.

Leaders who encourage their team to be frank with each other and with them will soon discover a greater level of trust, commitment, and accountability develops among everyone. A cohesive, healthy team knows that negative constructive feedback and criticism is something to be encouraged and practiced regularly. It turns out that being frank has its perks.

Missing My Dad

It has been nearly seven months since my father passed away. Today I’m combining excerpts from a few previous fatherhood posts as a tribute to Dad on this Father’s Day 2013.

My Dad remains a source of love and inspiration. Over 58 years he taught me many valuable and enduring life lessons. Let me name a few that are especially important.

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

Lesson two is being content with what you have. I’m sure that Dad often wished he could have accomplished and accumulated more yet he never seemed discouraged by his circumstances. While our family income was limited, I never felt deprived or in want of anything. Dad didn’t complain about the material things in life. I have long ago exceeded his annual salary, the size of his largest house, and how much money he had in his retirement account. None of that is important if I can simply live with contentment like he did.

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

I sometimes wonder what legacy I am leaving for my son to learn from and pass on. When Rembrandt painted his famous interpretation of the biblical story depicting the return of a 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 this son was, even after he had squandered the father’s inheritance and lived a wild and raucous lifestyle. Others prefer to jealously resent the attention given to a 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. Thanks, Dad, for the memories and legacy lessons you shared with me!

A Life Story

Leaders emerge in every area of life. Some are more imposing, others quite humble. This past week one of my dear friends and mentors passed away at the age of 90 and I have dedicated this week’s post in his memory. This tribute was shared at his memorial service today (June 9, 2013). I hope it will inspire and encourage you.

Each of us is shaped by the DNA we inherited from our parents and by the life experiences we encounter along life’s journey. In Abe Alderfer’s case his strong work ethic seems firmly linked to both these influences. His dad was an early riser and hustled about their dairy farm to get the work done. Abe was usually awake each day around 4:30 AM and, even in his later years, had an insatiable urge to get things done. All this in spite of the fact that his body didn’t always want to cooperate.

I never had the pleasure of seeing Abe in action on the farm or while he worked with the Franconia Township road crew.
But, I do recall his physical toughness during my trips to the lumber yard at Snyder’s in Hatfield or working along side him at a Salford work day. I marveled at how much strength emanated from such a tall, lean frame. Anyone who shook Abe’s hand knows what I am talking about.

Abe and Marian’s home occupies a portion of their former dairy farm. It is graced with some magnificent trees and a spacious lawn that both of them took great pride in keeping mowed and leaf-free. In spite of health limitations these past few years Abe still enjoyed taking his turn riding the mower, trimming, and sweeping those ever-present leaves.

For a number of years Abe and Marian served our church as custodians and Abe would spend hours trimming in the cemetery, regardless of the heat. George Gaugler will likely tell you that no one trims as well as Abe did. They both loved this work and served with dedication and joy.

Even after giving it up, they could be found most Sunday mornings enjoying one of Sandy Wampole’s sweet treats and a cup of coffee with the custodians and sound technicians who gather early. Then it was off to their favorite pew so Abe could enjoy the pre-service music.

I’m not sure how many of us can say with conviction that they “love to go to church” but that was true of Abe. He genuinely looked forward to every service and opportunity to attend Sunday school class. His “amens” could be heard after an especially inspiring message or testimony. One of the things I will miss most as his teacher is the absence of that distinctive Pennsylvania Dutch accent when I solicit volunteers to read the scripture text. Abe always loved to participate in this way and I enjoyed listening. How do you replace that gift?

Abe and I share a love for good coffee, an appreciation for scripture, and a passion for hard work. He has been a constant source of encouragement and modeled love and commitment as a devoted husband for 67 years. Melody and I enjoyed numerous visits in their home and at Grand View Hospital when Abe would have one of his frequent bouts with pneumonia. Our final visit took place this past Sunday evening when his most recent trip there became his last.

For nearly 91 years the rhythms of faith, family, and work combined to govern the life we remember tonight. I am grateful for Abe’s friendship and humbled by the family’s invitation to share in this service. These words from Matthew 25 offer a fitting tribute to Abe: “Well done, thou good and faithful servant... enter into the joy of your master.”

Surprising Service

This past Friday my wife and I paid a visit to the Social Security Administration office in Allentown on a mission to navigate the final phase of a bureaucratic problem with her social security card. We had discovered a day earlier that none of their account records reflected her married name (even though she had a printed card with the correct number and name in her possession). Neither of us were very optimistic as we entered the building clutching a name change application and original marriage certificate from nearly 39 years ago.

It’s ironic that civil service (the term used to describe public employees) is usually anything but what you receive at the hands of government workers. My initial impression as we surveyed the foyer was “this could be a long wait.” An array of official warning signs were posted on the doors and walls. Apparently it’s a federal offense to do almost anything in a public building that we, the taxpayers, have funded. Hardly a welcoming sight for visitors.

There were the expected rows of plastic chairs and a seated security guard asking everyone if they were carrying a weapon. I hoped no one in line was lying because he did nothing to verify anyone was unarmed. We took our place in the queue, hoping the four visible windows were all occupied by staff and that our turn in line would come quickly. Sure enough, we were soon perched at the yellow line on the floor waiting to be called to the check-in window.

Our first encounter was the level of service we were expecting—a perfunctory greeting, an obligatory inquiry about the reason for our visit, and a printed ticket with our “wait number”. There was no friendly invitation to have a seat but we found the plastic chairs and settled in wondering what might be next.

The surprising service happened a few minutes later when our ticket number was called and we found ourselves standing in front of a window framing the person who held the fate of our request in his hands. As my wife explained her situation, the young man frowned in disbelief but immediately set about asking a few confirmation questions and verifying her account. Then he graciously began handling the necessary paperwork and other steps to correct the situation.

In a few minutes a temporary card was in our hands and he assured us a permanent replacement would be mailed within two weeks. Although I don’t remember a formal apology, he did everything he could to reassure my wife that her funds would not be affected by this change and that the records now reflected what her old card said—she is actually married to me. We left relieved and amazed that this unexpected incursion into our weekend travel plans had only taken about ten minutes of our time.

As is often the case with surprising customer service, the employee’s name is soon forgotten. Yet, here I am nearly 36 hours later recounting the story and still feeling good about our encounter. I hope this young man doesn’t lose his ability to please the customer in a workplace culture that didn’t seem to support his approach. It would be nice to return a few years from now knowing that “civil” service is actually what everyone in the office now delivers.

Unaccountable

Watching officials from the Internal Revenue Service carefully parse their answers, or plead the Fifth, during testimony before Congress was a lesson in leadership arrogance and unaccountability. I wondered if they realized it was their “bosses” who were sitting across the room asking those tough questions. If I had behaved in a similar fashion with any of my supervisors over these past 40 years I’m pretty sure I would have been fired, or at the very least, reprimanded.

Regardless of who did what or knew what, as the leader of an organization, accountability begins and ends with you. You can’t simply announce to the world, “I did nothing wrong” and then hide behind the Fifth amendment. Yet, here were top government bureaucrats denying any responsibility for what happened under their watch.

How does an organizational culture become so arrogant that it lacks accountability in the face of overwhelming evidence to the contrary? What happens to the employees who labor daily in such an environment? Where do leaders gain a sense of entitlement and the power to wield fear and control on a daily basis? Can anyone trust a company or government who operates in this way?

Most businesses who choose the route of being unaccountable for their actions with customers and vendors will soon find their store, factory, or restaurant empty and bankrupt. Being accountable, especially when mistakes are made, is the only way to show clients that they matter. 

If the IRS fails to change its culture and refuses to hold employees and leadership accountable for their exploits, then it is unlikely any American will trust their actions in the future. Whether you agree with paying taxes or not, it would be sad to know that the agency entrusted with collecting those revenues and enforcing existing codes can operate with impunity. In this case, being unaccountable has devastating consequences.

Birds of a Feather

A recent Harvard Business Review article revealed some interesting research about the perceived power of influence. While marketers spend millions to tap this power of influence among early adopters of their products or services, there is growing evidence that the money they spend may have little or no impact. It seems as though confounding factors that mimic social influence may account for how many of us behave when a new iPhone or other “must have” item hits the market.

The article’s author recalls a common saying that some of you will recognize, “Birds of a feather flock together” and uses it to illustrate how many of our preferences, like much of human behavior, is clustered among friends and in time. While marketers are interpreting our propensity to watch the same TV show or eat at the same restaurant as influence, it may have little or nothing to do with it.

This revelation got me wondering about the influence leaders seem to hold on others at times and what might drive that perceived power. In recent years political parties have increasingly turned to social media as a means of peer-to-peer influence in support of a particular candidate or public policy. This strategy is often accompanied by an expensive and expansive media ad campaign. Do these approaches actually carry influence or would party loyalists support their candidate in spite of these external factors?

Business leaders often seem to ignore the value of alignment when they propose new initiatives. Without clarity, dialogue, and inspiration their best laid plans will likely come up short. The “birds of a feather” mentality so inherent in workplace cultures often stymies any concerted effort to implement change. In this case, a leader can actually exert meaningful influence by being a better communicator.

The study revealed an interesting result when generous and fair incentives were included in friend-to-friend referrals. If the giver could include a discount for the other person, or share a discount with them, their willingness to refer or recommend increased. Perhaps leaders in business would do well to remember that benefits and generosity may wield more influence than the “big stick” so many seem to prefer.

Candid Conversations

This past week three State Department officials testified under oath before a House committee about what they knew and observed regarding Benghazi, a story that has mostly been used as political grist since the incident took place on September 11 and 12 of last year. Their accounts seemed credible and apolitical. That’s what made them so compelling.

In today’s instant news cycle world, where a Twitter or Facebook post can transform how information is received and perceived, leaders are better off telling the truth before it finds its way into the blogosphere. As the facts about Benghazi emerge the lesson is clear - stonewalling, spinning, and distorting don’t serve leaders well.

Many managers operate on a need-to-know basis, willing to shield direct reports and colleagues from access to timely information. Others try hard to suppress negative news in the interest of employee morale or out of loyalty to the company. None of these practices result in the hoped for outcomes they promote.

By only making Benghazi about politics, those in leadership who had authority to act now seem small and incompetent. Organizational leaders who lack transparency with those they serve do nothing to build trust or command their respect. Even worse, they encourage those same persons to withhold the truth and that can have devastating results.

The old style suggestion boxes that encouraged employees to anonymously submit their feedback and ideas never captured anyone’s imagination, and for good reason. Wouldn’t it be better for everyone if any employee was able to sign their name to a comment form or speak truthfully in a meeting without fear of recrimination? Unleashing information, unless it’s a confidential trade secret, always seems preferable to withholding or distorting the facts.

With all the avenues of communication available in today’s modern workplace the idea that candid conversations can’t occur seems patently absurd. Yet the barriers to honesty remain and until leaders are willing to admit they exist, and model a different approach, there will be more Benghazi stories and less reasons to trust anyone in leadership.

Influential Leadership

Throughout our lives there will always be people trying to exercise some level of authority and influence over us. Parents, for example, begin this process when we are still quite young, and a few never seem to learn when to loosen their grip over the various aspects of our lives they deem as important.

We have probably all encountered the pushy salesperson who ignores our wishes as he or she pressures us to buy a certain model of car or brand of appliance. Too many of us work for leaders whose opinions and perspectives seem to always rule the day. Regardless of how competent these persons are, their ability to engage and inspire us will always be limited.

 Today’s internet and social media driven culture allows anyone who posts a blog or manages a Facebook or Twitter account to instantly use it as a platform to try and influence the rest of us with their arguments. Some never seem to learn that respecting differing viewpoints is one way to actually enhance these efforts.

What might happen if leaders seeking influence were also willing to acknowledge and respect the many disparate ways other persons approach issues? Instead of simply digging in their heels, suppose those same leaders found common ground and praised the salient points presented by their opponents? Imagine if that pushy salesperson mentioned earlier had thoughtfully asked you questions and guided your decision-making by carefully listening to your needs and wants?

In a world where money and power are typically sought as the primary means of influence, it is often the leader who has learned how to respect others' opinions and find ways to work with their opposition that ultimately accomplishes the most. Brute force and arrogant blaming only make leaders look small and selfish.

I have always tried to encourage those who show promise and raw talent, even when their competence is in areas where I am deficient. In the end, I need their engagement and commitment more than holding on to control. Influential leadership isn’t built by assuming those you lead are idiots. It prospers through mutual respect for differing ideas and opinions. I hope you feel free to disagree.

Drawing Outside the Lines

Most of us probably don’t remember our first coloring book but I’ll bet many of us will recall how we interacted with the black and white outlines on the printed pages when armed with a set of colorful crayons. Some of us liked to fill in the spaces by carefully staying within the boundaries suggested by the picture. Others preferred to scribble wildly on the page, creating a plethora of color. Both methods demonstrated our creative spirit.

As we grew older our perceptions of the “rules of coloring” likely changed. Many of us learned to color within the lines as a more acceptable behavior if we expected to receive praise from a parent or teacher. Some of us more easily adapted to this creative style and our coloring book creations became testaments to careful planning and diligent execution.

Workplaces are often structured places with well-defined rules and processes to guide our behavior. In essence we are encouraged to “color within the lines” if we expect to be promoted or recognized for our contributions.

But is that really the best model for creating an ideal workspace? How do leaders balance their need for structure while also encouraging employees to be creative and engaged?

A recent study suggests that many people would design their ideal workplace to be free of arbitrary restrictions. Of course, that doesn’t mean there aren’t any rules. Imagine an accounting firm that ignored GAAP (Generally Accepted Accounting Principles) or an engineering firm that failed to following quality controls or load requirements when designing a bridge. The former business would soon be liable for fraud and the latter sued because their structure collapsed.

Some rules and organizational structure are necessary for success. But processes and best practices don’t need to be punitive or bureaucratic, especially if employees view them as legitimate. The reason many rules are resented and subsequently ignored is because they lack any moral authority. No one enjoys “coloring between the lines” out of duty or coercion. It is only when they can see a larger more compelling vision of their work that employees will embrace the need for some order amid the chaotic marketplace.

A workplace culture that encourages face-to-face communication versus a reliance on emails and texts could transform relationships and avoid many of the other rules that tend to accompany internet and social media use. When a leader demonstrates trust by eliminating paperwork for tracking expenses she is encouraging the team to hold each other accountable for not abusing this privilege. If the company structure supports a mission that is widely understood and affirmed by team members unnecessary rules and regulations won’t be required for the organization to be efficient and productive.

There will probably always be leaders and enterprises that try to force employees to stay within the lines. Sadly they will often fail to engage the very best from their workers and may not attract the brightest and best in the first place. When leaders allow people to be themselves, tell the truth, provide purpose and meaning, and connect work with something worthy, they can expect a different response from their team. Perhaps they will even learn to appreciate when you draw outside the lines.

There’s Nothing Like Your Name

When I was growing up, some of my favorite children’s stories came from a collection called The Bedtime Story Books by Thornton W. Burgess. They featured an eclectic collection of woodland characters whose exploits were witnessed by Old Mother West Wind and her Merry Little Breezes. By the time he retired, Burgess had written more than 170 books and 15,000 stories for a daily newspaper column.

Recently I have been collecting as many of his books as I can locate and one particular title caught my eye this week because it includes an amusing story that fits with what I am looking to write about this week. The story features a mainstay character Peter Rabbit and his ill-advised decision to change his name.

Peter’s discontent with his name is driven by his belief that should he “do some wonderful thing, nobody would think anything of it.” Peter Rabbit is just too common-sounding. So he decides to change his moniker to Peter Cottontail and proceeds to inform his many friends in the Green Meadows that he will no longer answer to his old name. Thinking him quite foolish, his friends hatch a plan to teach Peter a lesson.

They proceed to show up with an important message for Peter Rabbit only to discover that Peter ignores them. This happens a few times, much to the chagrin of Peter who is now too proud to answer to his old name but is so very curious about the message contents. Finally, as he heads home to the Old Briar-patch where he lives, his friend Ol’ Mistah Buzzard tells Peter Cottontail that if he sees Peter Rabbit he should warn him that Brer Fox is hiding in the grass. Moments later, as he races away from his nemesis Brer Fox, it doesn’t take long for Peter Cottontail to realize that his old name Peter Rabbit just might be good enough after all.

Leadership in the 21st century often seems driven more by ego and pride than common sense and vulnerability. When a decision doesn’t go the way they had hoped, many of today’s leaders angrily blame their perceived opponents and never wonder if any of the real issues might be emanating from within. Like Peter Cottontail, they assume that position and privilege matter more than serving in loving and truthful ways. They forget that leaders need followers who can speak the truth and know they will be heard; that the elephants hidden in every meeting room in America are already visible, whether anyone has the courage to name them or not.

If only these leaders could see how foolish they appear; how immature and narcissistic they have become. Like Peter Rabbit they had better hope for a faithful friend, some Ol’ Mistah Buzzard, to honestly point out the fallacy of their arguments before they meet their own version of Brer Fox hiding in the tall grass. Maybe then they will admit that being an humble leader is good enough after all.

Flourishing Leadership

A couple of years ago I wrote a blog post with a Spring theme that I decided might be worthy of another look. As you reflect on your current situation as a leader what is getting in the way of your ability to flourish? Read on to learn more about this theme.

The beginning of another Spring season seems like a good time to consider what causes people, plants, animals, and other organisms to grow. A particularly favorable environment can dramatically influence the success of a species, causing it to develop in a healthy and vigorous way.

For example, my fenced in back yard with a well-maintained lawn has become a favorite habitat for the many rabbits that seem to thrive in our semi-rural neighborhood. Throughout the year I can observe them eating and lounging in the lush green grass. Their ability to flourish in this relatively safe environment has also forced me to be extra vigilant in preventing them from choosing my yard as their perpetual maternity ward.

Unlike rabbits, who require a minimal set of circumstances to prosper, human beings have complex needs and wants that influence their ability to thrive in the workplace. Perhaps that is why some leaders simply choose the easy route and behave the way they are most comfortable, regardless of its impact on other people. This may be acceptable in the short-term but is sure to create challenges if the leader never adapts his or her approach. When leaders flourish or decline the enterprise often reflects this development.

A flourishing leader must possess more than just skills and knowledge about the job. Today’s uncertain and stressful times require competencies in conflict management, work-life balance, how to develop other leaders, emotional intelligence, and teamwork. For many leaders this is foreign territory so it is not surprising when they are ill-equipped to do the work. Organizations need to invest more intentionally in leadership development and coaching or mentoring programs. Even a seasoned leader is not immune from learning more about themselves and how to be more effective in their role.

What areas of your personal and professional life could use some retooling or exposure to new ways of thinking? Where are you guilty of maintaining the status quo instead of advancing toward a new personal improvement goal? Who could assist you in your growth and when are you willing to get started? As the earth is reborn through its annual ritual of seasons, leaders should also ponder how they will ensure their ability to flourish in the days and weeks ahead. Without a plan, and commitment to implementing it, one’s ability to lead will decline and eventually die. Nurturing your personal growth and investing in the development of your team will also create an organization that flourishes. What are you waiting for? Spring has sprung!

Well Done

You will never find me ordering a steak with the instructive phrase I am using in the title of this blog post. I have always been a medium rare kind of guy when it comes to cooking meat. But as a leader I understand the value of doing things well and how nice it is to be recognized for a job well done. Apparently there are plenty of leaders who don’t agree with, or practice, that last statement.

I recently read an article penned by the retired chairman and CEO of Mattel, Robert A. Eckert, who says his habit of saying “thank you” became a powerful part of the successful turnaround the company achieved. Early in his tenure he told employees gathered for a “town hall” that things would turn around and that he would likely receive the credit. But, he already acknowledged it would be their efforts that would make the difference and he wanted them to know how much he appreciated that.

In today’s competitive business environment the words “thank you” are often absent. Employees are likely working longer hours and many are more productive than they have ever been, yet too few leaders seem to notice and appreciate what is being accomplished. Most people I know want to do a good job and many of them are. Why is it so difficult to let them know they are valued?

Over the years I have taught dozens of business leaders about the value of constructive feedback and meaningful praise. Many of them haven’t consistently received either from their supervisor. Is it any wonder they don’t have the understanding or desire to practice these skills with their team?

Showing appreciation can be pretty simple. Eckert mentions a few things he does like set aside time every week to acknowledge people’s good work, using handwritten notes, praising in public in timely and specific ways, informing the person’s boss, and fostering a culture of gratitude. I would add some of my own that work well like personalizing the message, not being threatened by the other person’s stellar performance, and praising often.

Saying “thank you” is magnified when the praise is sincere and comes from someone you respect. I can’t think of a better prescription for today’s harried and stressed workplace than a leader who offers meaningful praise on a regular basis.

By the way, thanks to all the people who regularly read my blog and E-Newsletter. Your feedback and words of encouragement are truly appreciated. It’s my incentive to keep doing things well, even if my celebratory meal might include a piece of undercooked meat.

Leading on the Margins

I doubt if many of today’s Fortune 1000 company leaders are really in touch with the persons they have been called to serve. When someone has reached the pinnacle of business power and position it’s far too easy to forget where they started or to acknowledge that staying in touch with their roots might be a valuable leadership practice.

Instead, there is a kind of arrogance that seems to befall most of these leaders and they spend more time scheming how to hold on to their spot instead of figuring out how to share leadership with those around them. Is it any wonder so many corporate and political leaders are despised?

Perhaps the best thing that any leader could practice is leading on the margins. I learned this lesson well from my earliest business mentor, a self-made successful entrepreneur. This man grew up in a home without a father and did not have a college degree or wealthy pedigree. As he shaped and grew his business those experiences were never far from his memory.

If you followed him around on a typical day he might be found navigating a forklift, interviewing a prospective employee, chatting with customers, or on the phone placing an order. His office wasn’t some glass and wood monument to his achievements but more like a cluttered, cozy space for a candid conversation.

Nothing he said or did was designed to separate him from the employees. Instead, he spent most of his time interacting with and learning from the very persons he was serving. He had discovered that leading requires listening and so he practiced those skills on a daily basis. His employees spent many years in service to the company because they knew their leader wasn’t taking any of them for granted.

When leaders approach their work as some contest to win, or a piece of turf to protect, it won’t take long for employees to notice and feel marginalized. If those same leaders learn to value and respect the persons they serve, the employees will respond with a higher level of engagement.

As a leader, are you drawn to the finer trappings of the office or the opportunity to serve on the margins? When you fail to get that coveted promotion are you motivated to work even harder so you will be in a better position to win the next time? Or will you turn your attention back to your team and continue serving others because that is what you are called to do?

Mad About March

College basketball fans are mad about March. The official NCAA trademarked phrase is March Madness and refers to the excitement of their annual men's and women’s college basketball tournaments. Over the past twenty years it has evolved into one of the most anticipated sporting events of the year.

The appeal of any win-and-go-home tournament is the element of surprise; the lure of some lower seeded team upsetting a college sports powerhouse. It has already happened nine times in this year’s second round of the men’s brackets. There are sure to be additional unexpected upsets before the third round is over.

 It’s fun to watch these games and cheer for the underdog. Sometimes these teams take the court unencumbered with expectations for success. A sixteen seed isn’t supposed to beat a number one seed, that’s why the tournament is structured to match the highest seeds against the lowest. Without the pressure of a higher seeding, these teams often approach the game more relaxed and can play with an abandon usually reserved for the playground. The result is an emotional freedom to be themselves and have fun.

Of course, many of these games predictably are dominated by the higher seed whose talent pool can far outmatch their opponent. In those cases, it is often the coach who makes the difference by preparing his team to play within their system and to not look beyond whatever game or team they are playing that day.

The game of business has its own version of March Madness. Smaller, more nimble competitors can effectively withstand the resources and talent of a much larger company. Innovative thinking can upset the marketplace with new products and services. It’s not hard to imagine an effective leader of a larger enterprise keeping his or her team focused on doing what they do well and not feeling overconfident about their current position in the market.

Whether you appreciate the madness of a basketball tournament, or prefer the maddening challenges of running a business, every leader must...

• Know the strengths of their team,
• Prepare them well for the game or circumstance they will be facing,
• Understand the vulnerabilities of their opponent and how to take advantage of them,
• And finally, how to win with class and lose with dignity.

Success in business and life isn’t always about winning. In most cases it’s more about playing the game well, giving it your very best, and learning from every experience. You may not be mad about March in a basketball sense but you can still learn something from this annual celebration of college sportsmanship.

Another Way to Be and to Lead

This past week the Catholic church elected a new pope. Cardinal Jorge Mario Bergoglio is not what most experts were predicting. He is older (75), the first Jesuit to lead the church, hails from Argentina, and is known to live simply and love the poor. Francis is the name he chose as his papal title and even that decision is sending a message that this new leader will be different.

Many of his early decisions as pope have already signaled how he intends to be and to lead. He appeared on the balcony following his election dressed in a simple white cassock. Before he blessed the raucous crowd, he paused and invited them to pray for him. He picked up his own luggage, paid his hotel bill, road the bus with the other cardinals, and even refused to sit on a throne when greeting his fellow cardinals after the conclave.

Most of today’s public leaders love the flash and dash of their positions and authority. They yearn for the spotlight and often boldly tout their views or denigrate their opponents. It’s unusual to hear them admit they were wrong or to see them serving others.

Not so with Pope Francis. His love for the poor meant something when he was a cardinal in Buenos Aires. He lived in a simple apartment so a poor missionary order could occupy the finer surroundings of the cardinal’s palace. In addition to cooking his own food and riding the bus to and from work, he visited the slums and genuinely interacted with the poorest fellow citizens.

All this makes sense if you are serving as the leader of a religious community but is there really room for humility in business and public sector organizations? My answer is a resounding “yes” and is based on a simple premise about effective leadership. When leaders are truly authentic to themselves and those they serve, humility emerges as the result.

I know my strengths and my faults. It would be tempting to hide the latter or to shift the blame toward others when my shortcomings cause harm. Yet, when I choose to serve others, I can’t simply pretend I’m something that I am not. As a leader, I need those who follow me to trust and respect me. They won’t do that if my words and actions don’t match.

Pope Francis seems destined to signal in a new era of leadership for the church he serves. While it remains to be seen how effective he will be I have no doubts about the value of humble leadership. It is another way to be and to lead that our world is desperately seeking

No Excuses

Since I have been writing weekly blog posts for nearly seven years it is likely that most leadership topics of any substance have been addressed at one time or another. My writing inspiration comes from many different sources. This week it was the depth of confession and repentance exhibited by the biblical character, Daniel, that caught my attention. Daniel was born into a Jewish noble family but spent nearly all his adult life as a captive in the foreign land of Babylon, where he rose to various leadership positions because of his intellect and integrity.

Why should we care about an ancient leader’s vulnerability? What can we learn from someone who confesses the sins of his people even when he wasn’t personally culpable? A number of years ago I wrote about the role of confession for modern leaders and this post is a revised version of those thoughts.

We are in the middle of the Lenten season for Christians, a forty day countdown to Easter Sunday. Lent is a personal invitation to review one’s life and consider where behaviors may have fallen short. Leaders are certainly guilty of behaving badly as evidenced by public examples that now routinely end up on YouTube and television. Unfortunately many of them simply blame their circumstances on someone or something else. It’s those nasty Republicans, that mean boss, or bad parenting. We all know denial or finger pointing won’t help fallen leaders become more effective or respected.

Why do leaders fail to recognize the value of confession as a powerful tool for emotional release and restoration? I know from personal experience that my actions in the workplace aren’t always acceptable. When I deny the problem my moral compass causes me to feel guilty. If I never apologize to the person I have hurt, or make amends to a customer that was treated poorly, the guilt I am feeling may eventually subside or even disappear. But the person I have wronged may never understand or forgive my actions. That relationship could be damaged beyond repair and the consequences could cost me dearly.

It seems simpler and healthier to confess and repair the damage when our actions or inactions cause someone else pain. If the benefits are so obvious why don’t we behave this way? There is certainly cultural pressure to blame others and for some leaders this peer pressure may be difficult to overcome. Unfortunately, truth-telling has become secondary to profits, political correctness, and protecting one’s interests or image. Our nation has also lost much of the religious and moral fabric that once permeated the way we conducted business and behaved personally and professionally.

Perhaps it is time to admit there are consequences to carrying the weight of our transgressions throughout the day. Guilt saps our physical energy, drains us emotionally, and deadens our spirit. Leaders would do well to simply own and name their misdeeds and, like Daniel, acknowledge the times when our nation or organization falls short. That act of confession could become a powerful instrument for healing. Relationships could be restored and new models for organizational behaviors established. We need leaders with the courage to authentically repent, someone like Daniel who offers no excuses.

Staying On Course

I love Google Maps, especially the user friendly app that currently graces a prominent place on my iPhone screen. With a few quick taps of the screen I can identify my destination (the app already knows my current location) and launch turn-by-turn navigation that once was reserved for dashboard GPS products like Tom Tom, Garmin, and Magellan. A friendly computer generated voice reminds me of approaching turns and re-calibrates my route if I stray off course.

If only leaders had such a useful tool as they navigate the often challenging ethical dilemmas and tough decisions confronting them every day. Since the demise of Enron in 2001, the corporate and political world seems beset by all manner of scandal, fraud, and other malfeasance. Whatever moral compass may have guided past ethical practices seems absent, or at least, less influential. Many of our leaders have sold their souls for the power and prestige of climbing to the top of their chosen field.

What causes a young idealistic business graduate or a seasoned executive to compromise their behavior? Why would successful politicians resort to lying and blame so they can gain an advantage over their perceived ideological opponents? While I suppose a few of these people are predisposed to behave badly (perhaps due to mental defect or environmental factors) the rest seem more like good people making bad choices. What’s behind these decisions?

One factor may be our lack of time to reflect on decisions before we feel the pressure to act. When I am faced with a packed schedule, the stress to get everything done at a high level can easily be usurped by the pressure to simply deliver the goods. It’s easier to compromise my beliefs when there isn’t time to consider the consequences.

Another issue is lack of accountability. I continue to be amazed at how leaders in positions of authority are often unchallenged by their peers or direct reports. This contributes to a sense of invincibility that can easily lead someone to abuse their power and behave unethically. Without a group of advisors or trusted friends to speak the truth, these leaders can simply talk their way out of every situation or conveniently blame others when things go wrong.

Finally, it’s hard to deny that leaders regularly measure success by the size of their paycheck, the square footage of their home, and the brand of car they drive. When accumulating wealth and possessions is a dominant driver for leaders there will always be a temptation to shortcut how you get them or a willingness to cheat to keep them. I just read recently in the WSJ how nine private equity executives will take home more than $1 billion in dividends and compensation for 2012. It’s hard to imagine that having so much money won’t impact how these leaders behave, or already did, to reach this milestone.

Unlike my map app, there is no convenient ethical navigator available for download. Yet, the human soul and spirit remain linked to a Higher Power and can still be guided by it. It is only when we become disconnected from those we serve that leaders seem to lose their way. Perhaps a detour is needed for many of those who currently occupy the positions of power in business and politics. If they thought more carefully about their decisions, encouraged others to hold them more accountable, and learned to embrace the act of generosity with their possessions, it’s possible their behaviors could be transformed. This is one time I’m hoping they won’t simply stay on course. Sorry Google Maps!

Entitled to My Opinion

Have you ever tried to reason with someone who disagrees with your version of the truth? It’s tough to have a conversation, even a thoughtful one, when the other person so tenaciously sticks to their point of view, even in the face of evidence that shows they could be wrong. Psychologists might define this behavior as cognitive dissonance, where a person’s view of themselves clashes with their performance in any area. Lance Armstrong’s longstanding denial of using performance enhancing drugs is an example of this type of thinking. He is both a winner and a loser; a hero to some and a villain to others.

Studies suggest that we cling to our views and opinions because they may help to protect us. When I am faced with a new reality it is easier to safeguard myself if I imagine the other guy is the enemy (the dope with that weird opinion or strange idea.)

So how can leaders be effective when they know their opinions aren’t likely to be shared by others? One way to change somebody’s mind is to ask them to recall a time when they felt good about themselves. It seems that people who feel good about themselves are more likely to be open-minded. Leaders should practice this same technique in advance of potential confrontations so their own opinions don’t become barriers to the views of others.

Workplaces are also home to various groups - management and labor, Republicans and Democrats - and the pressure to identify with one’s group and defend its position is quite strong. The more threatened we feel by outside forces, the more likely we will galvanize our opinions to keep the group safe. This leads to inflexibility and less compromise or progress. When the self-affirmation approach described earlier is applied to these situations, a similar result is achieved. The less threatened your group feels, the more flexible and open-mined you will become about other opinions or ideas.

It is inherent in my nature to launch into a statement of the facts when I encounter someone who disagrees with me. That approach is almost always going to end badly. But, if I remain open-minded, and find ways to help the other person do the same, the argument that could have ensued is transformed into a helpful conversation instead. While I am always entitled to my opinion, it’s important to acknowledge my opinion isn’t the only one.