Sunday, April 28, 2013

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.

Sunday, April 21, 2013

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.

Sunday, April 14, 2013

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!

Sunday, April 7, 2013

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.