Friday, October 12, 2018

stopping...not stopping

It has been twelve weeks since I last penned a blog.  Over the past ten years, the longest I believe I ever went without writing a Friday Morning Blog was 4 or 5 weeks (more than likely vacation time).  As I began thinking to myself about why I have not been writing my blog (and why I have not missed writing my blog) I realized that the time has come to put this blog to rest...at least for now.  For ten years I have paused on most Friday mornings and put my thoughts about leadership into words for the world to read; for ten years I have taken the time to organize my random thinking about leadership into a paragraph or two (and hundreds of bullet points) that hopefully make sense to others; and for ten years I have relished in the process of trying to unpack a leadership conundrum that would help others navigate the process of leading.  I have enjoyed every minute of it, and am glad that I had the opportunity to think about leadership in a deeper manner because of this blog.

While I am stopping the process of blogging about leadership, I am not stopping the process of thinking about leadership.  So on this final Friday Morning Blog, here are a few things I am thinking about right now in terms of leadership and leaders:

  • leaders are most vulnerable when they stop worrying about their leadership...and what do they have to do to ensure they remain confident in their leadership while wondering about it at the same time?
  • having a leadership role is different from leading when one has no title...and how does that difference look and feel to both the leader and those who follow them?
  • those in leadership roles have definite blind spots that keep them and their organizations from achieving their full potential...and how are those blind spots discovered and then acted upon over time?
  • leaders need empathy in order to successfully lead people...and how can empathy be developed when potential leaders spend most of their time managing processes and solving problems?
  • as the world changes and becomes more complex, the nature of leadership has to change...and how will future leaders lead differently when their models of leadership are current leaders (who were trained by past leaders)?
  • successful leadership is often determined by what others see being accomplished...and how can leaders best spend time on the internal work that is necessary for enduring leadership to occur?
I leave this blog with the words of John O'Donohue's blessing for a leader:

May you have the grace and wisdom to act kindly, learning to distinguish between what is personal and what is not.
May you be hospitable to criticism.
May you never put yourself at the center of things.
May you act not from arrogance but from service.
May you work on yourself, building up and refining the ways of your mind.
May those who work for you know you see and respect them.
May you learn to cultivate the art of presence in order to engage with those who meet you.
When someone fails or disappoints you, may the graciousness in which you engage be their stairway to renewal and refinement.
May you treasure the gifts of the mind through reading and creative thinking so that you continue as a servant of the frontier where the new will draw its enrichment from the old, and you never become a functionary.
May you know the wisdom of deep listening, the healing of wholesome words, the encouragement of the appreciative gaze, the decorum of held dignity, and the springtime edge of the bleak question.
May you have a mind that loves frontiers so that you can evoke the bright fields that lie beyond the view of the regular eye.
May you have good friends to mirror your blind spots.
May leadership be for you a true adventure of growth.

(taken from To Bless the Space Between Us: A Book of Blessings written by John O'Donohue and published by Doubleday in 2008)

Friday, July 20, 2018

the McClellan factor

As I was reading through the book Lincoln's Lieutenants by Stephen Sears over the past several weeks, I was struck by the complete inadequacy of George B. McClellan, the leader of the Army of the Potomac in the first years of the American Civil War.  McClellan is known for his inability to move against the enemy (Lincoln referred to him as having the "slows") and his fiery antagonism of Lincoln and his Cabinet (for more on McClellan's career, click here).  I kept thinking about who might be my McClellan and maybe more important, to whom might I be a McClellan?  Let me describe a few aspects of the McClellan factor:

  • one who has access to multiple resources, yet fails to produce
  • one who is respected by others, yet fails himself to respect those around him
  • one who, when given the opportunity, fails to act
  • one who believes (and maybe even writes) their own press
  • one who, being afraid to fail, imagines a greater threat than is real
  • one who always believes they know better than others
  • one who cannot be led or managed themselves
As I review the above factors, I am reminded of the danger of hubris that can be found in leaders across organizations and institutions.  This is not about incompetence...McClellan was, after all, a very competent individual.  He was smart, he was strategic, he was well-liked, and he could inspire others when needed.  What he lacked was the humility to listen, to doubt himself, and the courage to make a difficult decision in the face of unknown odds.  Truth be told, I would rather be led by someone with not enough competence than by someone with too much hubris.  Incompetence harms...hubris destroys.

As leaders look across their organizations, they should be identifying those who exhibit any or all of the McClellan factors.  The fact is that most of the time, leaders are often the last ones to know who these individuals might be.  Keeping one's eyes open, asking difficult questions, focusing on execution of goals, and regular reviews can help to discover those who are exhibiting the McClellan factors.

And one final thought...where and when might you, as a leader, be acting in a manner that reflects the McClellan factor?  And how will you know when and if this is occurring?  Taking a regular inventory of oneself, finding someone to serve as a personal coach, and instituting a regular personal review process from the Board or other reporting entity can help keep the leader in check so that, at the end of the day, the leader does not become their own McClellan.

Friday, June 29, 2018

the power of words

I am currently reading Isak Dinesen's Out of Africa, a memoir of her life on a farm in Kenya during the first part of the 20th century.  Having been born in Denmark, Ms. Dinesen (also known as Karen Blixen), lived her life among the natives of the African plains, including Somalians, Kenyans, and those from the Masai tribes.  During my reading of the text, I have noticed that there is very little story, at least one that continues throughout with a plot and main characters.  There is no mystery to solve...there is no romance that is blossoming...there is no destination to be reached...and there is no hero facing life or death.  And yet, I find the book difficult to put down and stop reading for any amount of time.  As I thought about why that might be, I realized I am enthralled by the words that she uses and the phrases that evolve from those words.  Her writing is beautiful and causes me to smile as I picture the people, the animals, and the landscapes of Central Africa.  I am amazed how one can so easily capture the essence of their surroundings with just the right words.

So why does this have me thinking about leadership?  Here are a few thoughts for this Friday morning:
  • words convey meaning: whether one speaks or writes, the words they use can mean different things to different people.  Choosing just the right words helps the leader translate what she is thinking to her audience.
  • words create pictures: leaders live for vision, and helping others grasp that vision often occurs through words (again, spoken or written).  The more descriptive the words or phrases used, the better the leader can create a picture of the future.
  • stories are comprised of words: one of the most powerful tools a leader can use is stories - stories about people, stories about successes and failures, and stories about the future.  Holding people's attention while telling a story is often the result of the right words being used at just the right time.
  • words challenge people: organizations get better when its people grow, and that growth often happens as a result of challenges put before them.  Whether it is presenting a more challenging vocabulary, a new understanding of a familiar concept, or an increased use of more descriptive language, words can help others get better at how they think and what they do.
  • words help leaders dream: one of the roles that the leader plays is to be the visionary for the organization and to help others picture what they might not yet be able to see.  Engaging with beautiful and complex words and language provides new tools for leaders to dream and vision themselves.
So where might leaders find these types of words, phrases, paragraphs and texts that will challenge them and help provide new ways of thinking and seeing the world?  Here are a few suggestions:
  • poetry - if poetry is new to you, find an anthology that makes sense for you and read 1-2 poems a day.  Take your time and just enjoy the words being used.
  • drama - reading Shakespeare and the other great playwrights of the world might be difficult at first, but don't be afraid of the language - it can take one to places they never knew existed.
  • classical texts - reading The Iliad, The Odyssey, Beowulf, The Aeneid, and other classical texts from thousands of years ago will provide rich language and new insights into leadership.  Be sure to choose a good translation!
  • philosophy - there are a handful of standard works that all leaders should read at some time in their lives.  While difficult to understand, the adventure of new language and complex ideas is a journey worth taking.
  • modern and post-modern novels: while these may be the most difficult to understand, they provide a language and way of writing that will stretch the leader to think  in new and exciting ways.  Kafka, Joyce, Marquez, and Calvino are just a few of the writers who, if given their due, will open a whole new world to the reader.

Friday, June 22, 2018

a leader's most important decision

Over the past month my organization has been making decisions around next year's budget (we are on a July 1 - June 30 fiscal year).  What will we do? What won't we do? What positions will be added? What positions will not be filled? What will we predict sales (admissions) to be...and how conservative will we be with those predictions? With what margin are we comfortable? And what type of contingency or cushion should be built in "just in case?"

All of these decisions (many of which are made by others) are merely indicators of what is perhaps the leader's most important decision, a decision which determines not only the day-to-day operations but also the future of the organization: what do we want the culture to be over time? It is this decision that drives most of the other decisions...and it is this decision, if poorly made, can impact the institution and its mission over time.

So how might a leader go about this most important decision?  Here are a few thoughts:
  • come back to the strategic plan: while there are many reasons to make certain decisions, the organization's strategic plan has laid out the important pillars that were carefully thought through and decided on to move forward.  Taking a fresh look at those ideas and plans can help to inform this most important decision
  • listen to multiple people: many people in the organization are invested in the culture and think about it through their specific lens.  Asking them questions and carefully listening to their answers can help to inform this most important decision
  • take the time that is needed: because the culture of the organization is so critical to its health and future, time should be built into the process for contemplation and reflection.  Using this time can help clarify and solidify the ideas that can help to inform this most important decision
  • understand the risk factor: these decisions (because they are so important) always come with a certain amount of risk.  Considering all the risks involved and weighing those risks among other aspects of the company can help to inform this most important decision
  • quiet the inner (and outside) voices: in the constant weighing of ideas and scenarios, leaders sometimes need to step away and quiet their minds.  The admonition of "be still and know that I am God" is good for leaders to remember at times like this.  Being still (and really quieting the mind) might lead to the clarity and calmness that can help to inform this most important decision
  • make the decision: the "right answer" is often never clear and, in many instances, there are multiple "right answers" to be considered and decided on.  One of the leader's responsibilities (being both a burden and and a joy) is that the decision must be made...and most often made singly by him or her.  Understanding that the answers are mostly never dichotomous can help to inform this most important decision
One of the paradoxes of leadership that I keep seeing over and over is that the decisions made early in one's calling and vocation are seldom the types of decisions to be made later on as one assumes new and different roles.  Questions of culture and sustainability are important (and difficult) and are most often saved for those times in life after one has practiced "easier" decisions beforehand.  Preparing oneself for these most important decisions happens through practice and, as is often the case, failures.  A leader's most important decisions will not get easier; however, my hope is that the answers become more certain and have a greater clarity over time.

Wednesday, June 13, 2018

stewarding power

Last evening, I ran into two friends who are quickly becoming known as a "power couple," an indication that the work they do together is making an impact across the region.  While they were a little embarrassed by the designation, we discussed the good that can be done when one's power is used for the common good.  Similar to the word "politics," the term "power" often carries negative connotations.  I believe that is true because many people experience power (and politics) as a tool to abuse others, to achieve one's own agenda, and to build one's personal kingdom.  A common definition of the term "power" is as follows:
 the capacity or ability to direct or influence the behavior of others or the course of events.  
As I read that, I am reminded that leadership is often defined as having influence...and it is difficult to have influence without power.  My personal definition of leadership is "stewarding the power given to help others achieve goals for the common good."

So what does it mean to steward power?  Here are a few thoughts:

  • understanding the paradox that one's power is given to them by others...and that power is given because that person has previously exhibited their own use of power
  • realizing that power is something that is given over time...and taken away very quickly
  • ensuring that one's power is being used for the good of others, and not letting it slip into one's personal agenda
  • recognizing the difference between positional power and referent power...and the paradox that because one has referent power (charisma to be liked enough to be given power) can lead to positional power, and that the two are very different
  • checking to ensure that power is never used in a coercive manner...the means does not always justify the end
  • reminding oneself that power is a gift given by God to be used in one's vocation...and that stewarding that gift in service to others is how we honor the Creator
I am delighted that my friends have been given the label of power couple, because  I know that they will steward that gift well...and I know that, because of their leadership, others will be served in a manner that enhances the common good.  May God bless their use of power for many years to come.


Friday, June 8, 2018

staying the course

Whenever I visit Chicago (my location this morning as I write this blog) my thoughts go to my life-long obsession with the Chicago Cubs and the agony and ecstasy they have provided me over the past 59 years.  As I watched the game yesterday with my mother (93 years young and still rooting for the home team) I was reminded of the age-old admonition to stay the course.  For years the Cubs kept changing managers, making long-shot trades, and introducing all kinds of gimmicks that, for the most part, resulted in late season (and often early season) collapses.  Over the past four years, starting in 2015, they have been winning consistently and ending the seasons with a winning record (and for those of you who might not yet know, won it all in 2016).  The difference is The Cubs Way, a formula the team devised for winning and have been following ever since.

Following The Cubs Way was incredibly difficult prior to 2015 while the club was developing their players and philosophy across the organization AND the major league team kept losing.  "Stay the course" was the mantra that the leadership of the organization kept in front of themselves, even when others (and especially their fans) wanted changes made.  "Stay the course" was what had previously worked for the leadership  in different organizations and different places across time.  "Stay the course" had to be reiterated over and over and over until leadership tired of saying it...and then kept saying to anyone who would listen.  And eventually, after five years of frustration (actually 117 years of frustration), my Cubs won it all...because they had chosen to stay the course.

What makes staying the course so hard for those in leadership roles?  Here are a few thoughts:

  • the pressure to win: whether it is stock prices, revenue share, increasing margins, community recognition, or winning a championship, when people feel the need to win now and to win at all costs, shortcuts will be taken.  Sometimes these risks pay off, and sometimes they lead to disaster.  Managing the pressure to win with the need to stay the course is something all leaders must balance over time.
  • the bright, shiny star: everyday I receive emails with new and improved ways to increase revenue for my organization.  While I cannot ignore such pitches, I have to keep in mind that not everything that is new will result in positive changes (even if it has worked for other organizations).  Managing the search for innovative techniques with the need to stay the course is something all leaders must balance over time.
  • the hero syndrome: winning (or however one translates that for their organization) feels good and puts the spotlight on the leader.  If doing something different allows the organization to be successful, then the leader will receive the recognition (which is often deserved).  Managing one's ego with the need to stay the course is something all leaders must balance over time.
  • distractions: when all else is failing, and the outcome is consistently less than desired, something new and different might just feel good while distracting the leader and the organization from doing the necessary work that had been previously determined.  Managing people's need for enjoyment and stress relief with the need to stay the course is something all leaders must balance over time.
Here's what I know...staying the course is hard work.  It demands a lot of those who work to stay the course day after day; it demands a lot of those who benefit from staying the course day after day; and it demands a lot of those who must make decisions to ensure that the organization stays on course day after day.  Remember this...once the Chicago Cubs determined to stay the course, it was a mere five years until they were crowned World Series champions.  How long are you willing to stay the course for your organization's mission and vision?

Friday, June 1, 2018

when the going gets tough

When the going gets tough, the tough get going...and when the going gets tough, the weak just go away.  At least that has been my experience as I watch people leave roles and positions because the going got tough, almost always believing that the grass will be greener on the other side.  When budgets are tight...when board relations are strained...when new ventures fail...when permission is not quickly given...when relationships are stretched thin...when supervisors won't budge...and when ideas are not accepted, the tough get going and the weak go away.  Leadership requires one to get through the tough times, to persevere through the tough times, to innovate through the tough times, to negotiate through the tough times, to look inward through the tough times, to stay in place through the tough times, to reach out to others through the tough times, and to fight for what is needed through the tough times.  While I understand that there are times for leaders to move on when the tough times require a change, I also believe that when the going gets tough, leaders should do all they can to work through the situation and come out on the other side better for the decision to stay.

So what causes someone to go away when the going gets tough? Here are a few possible reasons:

  • a belief they are on their own...those who feel that they are the only one who cares or that they are the only one who understands the situation will begin to feel helpless and see no solution.  These individuals are too often focused only on themselves and have not sought the advice and help of others
  • inexperience...when those in leadership roles face tough situations for the first time, they might find it difficult to believe that there can be a solution on the other side of the issue.  If the current situation cannot get better, then why stay and fight the impossible?
  • the lure (and myth) of something better...when times are tough, the grass is ALWAYS greener on the other side (to keep using an oft used metaphor).  The "if only" syndrome is common among those in leadership roles, especially if they are young and chasing after titles and recognition
  • anger...when situations seem out of control, it is easy to blame others and create a story of self-righteousness.  Eventually one becomes angry enough to leave, because the work to resolve the situation would force them to let go of their anger (which is currently fueling their energy)
  • fear...when one faces a dark time, they will probably seek out light wherever it can be found.  Being afraid of the dark can cause someone to act irrationally and make decisions which they might not do otherwise; and similar to the above issues, there is always dark - and there is always light.
Before leaving this blog, I do know and understand that there are times that leaving a tough situation is absolutely the best decision to be made.  In a place where people are abused and the culture allows that to happen, one should leave; in a place and time where staying would harm the institution, one should leave; and when the current situation is harming one's health or the well being of others, one should leave.  It is my prayer that those who lead will find the inner strength, when possible, to stay and work through the tough times, making the their own lives and the lives of those around them better.

Friday, May 25, 2018

doing the hard things

I would like to believe that the idea of this blog is a no-brainer and that leaders know that they have to do the hard things and are willing to execute on doing the hard things. I have come to the realization that my assumption is wrong and that many leaders may realize they are supposed to do the hard things but fail to execute on those things when the need arises.  A phrase we like to use at Concordia is that we are developing courageous leaders, with part of that courage knowing when hard things need to be done and acting on those decisions in a timely manner.  Why might someone, when placed into a leadership role, choose not to do the hard things?  Here are a few thoughts:

  • the need to be popular: many leaders come into their roles because they were popular with their colleagues and supervisors.  Leadership requires making decisions that might cause one to be unpopular with those around them
  • fear of the unknown: while it is a paradoxical concept, the enemy one knows is often easier to face than the one that is unknown.  The status quo, no matter how bad it might be, is sometimes easier to face than what might occur on the other side of a hard decision
  • lack of skills in difficult conversations: there is skill to having the conversation that leads to doing the hard things (and a large industry built around developing this skill).  Similar to other fears, not knowing how to have this type of conversation can freeze someone from acting in a proper manner
  • lack of support:  when doing the hard things, leaders benefit from having a team who will support them and help manage the issues surrounding the difficult decision.  Doing hard things all alone is much more daunting than facing them as a team
  • little or no self-awareness: sometimes leaders are unable to recognize the difficult situations around them and are unaware of the hard things that need to be done.  Being able to stop, look, and assess any given situation is not an automatic just because someone has been placed into a leadership role
Doing the hard things is a hard thing to do...and it is the right thing to do.  Leaders are called to lead, and leading means having to do the hard things when they arise.  Organizations and communities are better off when leaders consistently choose to do the hard things; people in organizations and communities are better off when leaders consistently choose to do the hard things; and leaders themselves are better off when they consistently choose to do the hard things (and by the way, the consistency of doing the hard things is a hard thing in and of itself).  What hard things are you facing right now that need to be done...and can be done only be you?

Friday, May 18, 2018

asking the right questions

I posted this blog ten years ago and still find it relevant for today's leaders.  I continue to be a big fan of asking questions...and learn more every day when I ask the right ones.

Leaders know how to ask the right questions. One's picture of a leader is often the person standing up front, making a speech or telling people what to do, and acting all "charismatic." But the leader who wants real followers will be the one asking questions, often from the back of the room, and listening deeply to the answers.

So what's the key to asking the RIGHT questions? A few thoughts:
  1. know what you want as a result of the answers - what is the outcome you (or others) want to have achieved as a result of the time together.
  2. believe deeply that others have good answers to give - if you are only asking questions to make people FEEL as if they have a part, the questions will be formed and asked half-halfheartedly...and the answers will reflect the same.
  3. know your audience - prepare ahead of time by learning about and understanding the person/people with whom you will be talking.
  4. think through the questions - be sure the questions are actually questions and not statements...formulate the questions so they have the ability to elicit great responses...make the questions understandable the first time they are asked
  5. be ready to go with the flow - if the right questions are asked, you never know what the answers will be, so you need to be able to go where the answers lead...and ask follow up questions based on what you hear
  6. LISTEN CAREFULLY - if you ask good questions, develop the ability to listen deeply and carefully, because good questions elicit good responses, which should cause you as a leader to think and develop new ideas...if you listen carefully
  7. trust that the person will be honest in their answers - this is really about being empathetic with the other person/people. If they know you trust them, you become more trustworthy and thus they will be more honest in their answers, leading to a deeper dialogue
  8. engage in the dialogue - be willing to be a full participant in the question and answer session.  Even though you are the one asking the questions, your full participation can more fully ensure their complete participation
  9. have the heart of a learner - questions arise when one is willing to be a learner. You can learn something from anyone, if you are able to ask questions thats elicit good responses
I once told my students that if they learned to ask the right questions they would be considered "gods and goddesses" in their worlds. I believe that the world belongs to those who know how to ask the right questions, and that it is a skill that can be learned. Go ahead and spend the rest of the day being a question asker - and watch people invest more of their lives in you and your leadership.

Friday, May 11, 2018

quieting one's leadership

How many times did you stop thinking today?  That may seem like an odd question to ask anyone, let alone someone who is in a leadership role.  Thinking is how leaders do their work by considering future strategy, determining how scarce resources will be used, and planning how the company's culture will continue to improve.  To not think would be anathema to one's leadership...or would it?

This past week Concordia University's Leadership Team spent some time with Patty Speier of The Seton Cove, a spiritual learning center here in Austin.  In my interview with her, she encouraged us to take time each day to stop, be still, be quiet, and engage in some type of contemplative practice.  She reminded us that this is healthy for the individual, for their personal relationships, and for the organization in which they lead.  Contemplative practice does the following for leaders:

  • it allows them to be still and let ideas come to them rather than seeking out ideas
  • it allows them to STOP and let their minds rest
  • it helps to connect the ego with the inner self
  • it provides a mechanism so that one may "respond" rather than "react" in a tense situation
  • it reconnects people with their true sense of being
  • it helps to create a more full and productive life
Many people in leadership roles are handed their positions through the activity they do, and continued to be rewarded for "doing" rather than "being."  To stop and take time to breathe seems out of character for many who lead...and yet, research continues to show that one's best leadership results from time for quiet and contemplation.  So how might leaders find time in their busy schedules to stop and be quiet?  Here are a few ideas:
  • wake up ten minutes early and spend some of that time in meditation or other contemplative practices
  • build a period of solitude into the day.  Calendar that time into the schedule and hold it as sacred
  • take a walk and, rather than finding the most direct route, wander around before getting to that next meeting (and find a path where you might be alone)
  • for help with this practice, download a free add such as Mindfulness and use the guided meditations on a regular basis
  • give permission to fail...there will be days (and stretches of days) in which these quiet times are forgotten or put aside.  Just be sure to start again the next day
A final note about quieting one's leadership through meditation and contemplative practice - this is not a time to read and catch up on the latest strategy and visioning techniques.  This is a time to be still...to focus on one's breathing and the sounds around them...to empty the mind...and to come to a place of void, even if it is for only a few minutes.  This will not be easy work AND it may just prove to some of the most important work leaders can undertake.

Friday, May 4, 2018

the sine qua non of leadership

Sine Qua Non - a phrase often used to describe the essential condition, that which is most important,  a thing that is absolutely necessary.  It's literal translation is "without which, not"...and so, today's blog has me thinking about that one aspect of leadership that, if it is missing, leadership fails to exist.  For me (and this has changed in my thinking over the past several years) the sine qua non of leadership is EXECUTION.  There are multiple books about vision...there are multiple books about team work...there are multiple books about excellence...and there are multiple books about integrity; but without EXECUTION, all of these items are only "nice" things to see and recognize in a leader.  Don't be fooled - vision, team work, excellence, and integrity are all important and necessary if one is to lead well.  And if execution fails, so does one's leadership.

So what's needed for execution?  In order for leaders to execute well and execute regularly, they should commit to these five items:

  • Goals: having an end game in mind is critical in execution. Most goals should have a starting point and an end point (from "x" to y") and they should have a time frame for completion.  Some goals will be very quantitative...others may be more qualitative...all goals should have some form of measurement.
  • Collaboration: there are very few goals that can fully be reached by one's self.  Using the resources of others, bringing the right people together, and knowing how to work the collaborative process almost always helps in the ability to execute well.
  • Tracking Tools: keeping track of progress and sharing that progress is an important part of achieving excellence in execution.  This can be as simple as a piece of paper that is always handy for reference or as complex as a software system that can be accessed throughout the entire organization.
  • Regular Review: Whether by one's self or with a whole team, leaders need to be reviewing the execution process to hold themselves and others accountable toward completion.  Tracking tools help to make this easier, and calendaring the reviews help to ensure their regularity.
  • Celebration: Execution is hard work and, when the goals are reached, it is time to sit back and party!  Bringing together the people who worked together to make execution a reality and letting them see the big picture result assists in the process of ongoing execution over time.
I would not be as adamant about execution if I had not had the chance to experience it myself over the past several years.  Having the right people in place (and often times the right individual leading the effort) helps to make execution possible.  There are also many great books and ideas on execution that have helped me along the way, most notably Chris McChesney's The 4 Disciplines of Execution.  This has become my bible of execution and has a permanent place on or near my desk.


Friday, April 20, 2018

life in the arena

Yesterday I had the opportunity to talk about leadership with one of my colleagues and, as we delved deeper into the discussion, he mentioned a metaphor for leadership he had been contemplating - that of the leader in the arena.  While much could be made of this metaphor, we focused on those to whom the leader is watching and listening - those in the box seats or those in the cheap seats?  We followed with the assumption that those in the box seats are the leader's biggest fans and are cheering that person on...and that those in the cheap seats are constantly criticizing or questioning the leader and providing negative feedback as often as they can.  Based on that discussion, here are a few ideas for leaders when they find themselves in the arena:

  • Keep focused on those in the box seats...have a list of who they are, be sure to regularly touch base with them, keep their encouraging words in mind, and move closer to them when the going gets tough
  • Diminish the sounds of those in the cheap seats...remember that there will never be a way to please these people, they will never have the leader's best interests at heart (and sometimes not even the organization's best interests), and despite their intensity of comments they are often wrong or, at the very least, misguided
  • Remember who is in the box seats...these are the people who have been the leader's biggest cheerleaders all along; they are often mentors and models of success; and they have nothing to lose (and everything to gain) by the success of the person in the arena
  • Remember who is in the cheap seats...these people seldom have any relationship with the leader, they have often failed themselves in leadership roles, and believe that the leader's (or organization's) gain is their loss
  • Don't become too enamored with those in the box seats...one's biggest fans provide love and support but can also become blinded to any failures of the leader.  Be sure to keep in check all of the positive comments that come from those in the box seats (see next bullet point)
  • Don't completely tune out those in the cheap seats...every now and then a comment from one of the critics will point out a fault the leader (or their fans) may not have seen, or provide an idea that the leader (or their fans) may not have yet thought about
  • Those in the box seats will be forgiving...the leader can feel safe around those who have been his or her supporters over time, so think about them when taking the next risk
  • Those in the cheap seats will always find fault...decisions around leadership cannot be based on what this group of people will think or do; there is no way that the leader can disappoint or let this group down, because they just do not care
As you contemplate this idea, consider who the people are sitting in the box seats while you are in the arena...have you reached out to them recently to grab a cup of coffee and receive some encouragement? have you written a note of thanks for all they have done for you over the course of your leadership? and have you tuned your ear to their collective support, especially when the going gets tough.  

Friday, April 13, 2018

when leaders fail to act

Everyone has experienced times when people in leadership roles fail to act.  It may be something such as the unwillingness to let someone from the organization go; or it may be they do not hold certain individuals accountable; or they do not demand that certain metrics are being met; or they fail to follow through on their promises; or they fail to perform a function required of the role.  All leaders fail to act at certain times and, if they are willing, will learn from those failures and improve their performance over time.

Here is the paradox of what I am thinking about...leaders who fail to act on certain issues over time have either isolated themselves from feedback or are unwilling to make the changes that are necessary in order to act in a different manner.  I am a big believer in Maya Angelou's quote "Do the best you can until you know better; then, when you know better, do better."  The paradox is that, for the most part, leaders who fail to act will never know better because if they were people who would learn and know better, they would do better.  And those leaders who are not failing to act have, on their own, learned better and are already doing better.  It is quite a conundrum.

So let's think about those who realize that the leaders of their organizations are failing to act...and are not learning and knowing better...and are consistently not fulfilling the requirements of their roles.  What are these people to do?  How does one behave, for the good of the organization, when they observe their leader failing to act?  Here are a few thoughts:

  • go to the leader and ask questions, genuinely (and humbly) inquiring into why they are not doing what is needed.  There may be good reasons as to why a leader fails to act in certain ways and at certain times.  A humble attitude towards this type of questioning serves both the leader and the one asking the question.
  • consider the reasons behind the leader's inability to act and find ways to act in a way that might mitigate the leader's inability to act.  Again, doing this in a humble and graceful manner actually serves the leader and the organization.
  • work the issue up the chain of command.  This is never easy to do and would often be a last resort in most organizations...and it is often necessary when the leader's inability to act is threatening the stability or existence of the organization.
  • sometimes it is necessary to leave an organization and find employment elsewhere, especially if one believes that the leader's inability to act is putting the organization and its employees at risk. 
As I finish this blog, there are three requests (or pleas) that I have:

First, to all leaders...ACT! There are few legitimate excuses to not act in a manner that is required of those in leadership roles.  Yes, it is hard work...yes, it is often out of one's comfort zone...and yes, one may not have all the training and skills necessary.  There are still no excuses for a leader to fail to act.

Second, to those who hire leaders...CLARITY!  Please be sure that when a leader is placed into their role, they have great clarity as to what is required of them.  Many boards or individuals, upon hiring one to lead their organization, believe they will know what to do, or at the very least learn what to do.  Clarity of expectations up front is crucial, as is follow up and review of those expectations.

And third, to those in the organization...SPEAK UP! Leaders are human and will, at times, fail to act.  Give them the chance to learn to do better and, if they are not able to do that, then speak louder and to different people.  While a leader's inability to act may lead to the downfall of an organization, it is most often the employees unwillingness to speak up that really leads to that downfall.


Friday, April 6, 2018

the leadership moment

Several times over the past week, I have had the opportunity to look around and realize that things are better than they were a year ago and that, just maybe, I had a hand in helping them become that way.  People who build and work with their hands have the chance to see that on a regular basis - they start with "materials" and, after they enact their craft, something is there that can be seen, used and admired.  That feeling of completion and satisfaction is harder in the craft of leadership because leaders work more with ideas and people, with the hope that, sometime in the future, things will be better.

As I looked around and realized that certain things were better, I was able to take a moment and realize that I had a small part in making them that way.  It was, in my words, a leadership moment.  That moment consisted of satisfaction, pride, and gratitude.  The moment also consisted of a smile and a few tears.  While leaders are prone to give the thanks and praise to others, sometimes they should stop and give those same kudos to themselves (all be it in a quiet and private manner).  To have a leadership moment is (and should be) a rare thing...and something that makes every one in a leadership role full of joy.

Now here is the paradox.  While the leadership moment consists of being joyful over what has occurred up to that point, it is also a time and place to consider what might be next.  For some, the leadership moment is the start of something new; for some, the leadership moment consists of realizing that there will be more effort to sustain what has become reality; and for others, the leadership moment is a realization that the next step or project might be beyond their own capability.  In other words, the leadership moment will consist of fear and wonder; the leadership moment will consist of worry and hope; the leadership moment can (and should) produce just a bit of panic.

Look around for the leadership moments in your life, whether you lead an organization, a club, a classroom, or a family.  Leadership moments are there, and one should take the time to rejoice in them...and then to realize that the leader's role is beginning to shift and become even harder.  In other words, embrace the paradox of the leadership moment.

Friday, March 30, 2018

a leader's prayer


John O'Donahue was an Irish priest who died way too early (and suddenly) at the age of 52.  His writings have influenced those who lead both in the church and in the corporate sector.  Toward the end of his life he engaged deeply with business leaders, helping them to bring a sense of "soul and beauty into their leadership and their imagination about the people with whom they work" (O'Donahue, in an interview with Krista Tippet).  On this Good Friday his prayer "For A Leader" is copied below.  May this prayer guide and inspire those who lead with a sense of wonder, awe, mystery, and, having been called to leadership, that they may lead in a manner that gives glory to God and serves the neighbor.
May you have the grace and wisdom
To act kindly, learning
To distinguish between what is
Personal and what is not.
May you be hospitable to criticism.
May you never put yourself at the center of things.
May you act not from arrogance but out of service.
May you work on yourself,
Building up and refining the ways of your mind.
May those who work for you know
You see and respect them.
May you learn to cultivate the art of presence
In order to engage with those who meet you.
When someone fails or disappoints you,
May the graciousness with which you engage
Be their stairway to renewal and refinement.
May you treasure the gifts of the mind
Through reading and creative thinking
So that you continue as a servant of the frontier
Where the new will draw its enrichment from the old,
And may you never become a functionary.
May you know the wisdom of deep listening,
The healing of wholesome words,
The encouragement of the appreciative gaze,
The decorum of held dignity,
The springtime edge of the bleak question.
May you have a mind that loves frontiers
So that you can evoke the bright fields
That lie beyond the view of the regular eye.
May you have good friends
To mirror your blind spots.
May leadership be for you
A true adventure of growth.

Friday, March 23, 2018

perception is not always reality

Leaders spend a lot of time in front of people, often having to lead meetings or deliver speeches of one sort or another.  Whenever I am in front of a group, I am able to observe many reactions of the listeners, some of which energize me and others which can quickly sap my energy.  The nods of agreement, the smiles, and the looks of engagement spur me on as a speaker; the frowns, the roll of eyes, the sighs, or watching people sleep can quickly distract and discourage me.  In a recent event I observed behavior which, at the time, seemed to be very dismissive of what I was trying to say.  Needless to say I was taken aback and, at that moment, faced two decisions - how would I react in the moment and how would I confront later on?

First, the moment: knowing I had to continue, I paused to gather my thoughts and kept going (though it was not easy).  As I look back at that decision, I realized that the pause was more of a breath, something I have learned through regular quiet and meditation.  The breath gave me a chance to step away from what would be my immediate reaction and remember that it was not about me...it was about the people in front of me.  As I finished my talk, I was then able to sit down and gather my thoughts about what I would do next.

Second, for later on: As I walked away from the immediate situation, I began to remember that perception is not always reality.  While I wanted to confront the behavior I had observed, I realized that it was my perception and may or may not have been the reality I believed it to be.  I began to consider the many things that might have occurred to cause this particular behavior and, upon reflection, realized there was no need to confront the behavior or even dwell on it.  It was my perception...it was someone's reality...but it may not have been the reality I believed it to be.

So why it is important for leaders to recognize the difference between perception and reality?  Here are a few thoughts:
  • while leaders have a certain agenda, not everyone with whom they speak will have the same agenda.  Reaction to the leader's agenda is manifested in many ways...and it is often about the agenda, not the leader herself.
  • leaders can often have fragile egos (it's probably what got them into their positions in the first place).  Managing these egos, especially in a public setting, can be hard work...and they have to be managed so as not to derail the speaker and his message.
  • leaders can be very focused and, when distracted from their goal, can get irritable.  Perception (real or not) has a way of distracting people from what they are attempting to accomplish.
  • taking the time to consider what things might be (rather than what one believes they are) can keep people from acting in ways or saying things that could be hurtful.  Consider the alternatives before confronting the situation.
  • learning to breathe in the moment can turn a tense situation into a moment of clarity and continued dialogue.  There is much to be learned from the practice of meditation that can serve one's needs throughout the day.
Understanding and believing that perception is not always reality is something I believe that leaders should practice and improve at over time.  Thinking through one's day and considering alternative realities; bouncing possible realities off of a colleague; and reminding oneself over and over that perception is not always reality can provide a framework in which leaders react less quickly and keep themselves focused and on track for what matters.

Friday, March 16, 2018

a leader's prayer

I often refer to my daily prayer book, written by John Baillie and entitled A Diary of Private Prayer.  This book, given to me by my friend and colleague Rev. Walt Waiser in May of 2012, has become part of my habit and routine most mornings of the week.  Each prayer (one for each day of the month) speaks to me in a  different manner each time I read it, depending on what is happening in my life and in the world around me.  So the final line of this morning's prayer stood out in a new way:

And whatever I myself can do, give me grace to begin.

One of the things leaders must consistently remind themselves of is to do the work that only they can do.  This is not so much about delegation as it is the needs of the institution they serve.  Whether it is by means of title and position or by means of giftedness and talent, leaders need to focus on the tasks that only they can - and should - do.  As I look over my desk at this moment, I am amazed at (afraid of?) the number of tasks that lay before me, each calling my attention and time.  When this feeling emerges within me, I need to step back and ask the question, "what is it that only I can do, and how might I delegate, distribute, or dismiss any of these other items?"  Not always an easy task, as I (and many others in leadership roles) feel a responsibility to take on new projects and look for the kudos that come upon completion of those projects.  And so I must consistently remind myself and pray the words and whatever I myself can do, give me grace to begin.

Amid the piles of tasks that lay in front of me,  there are those items which loudly call out for my attention, those that lay dormant for weeks or months, and those that I would rather not see or act upon.  Human nature tends to focus on those items that bring most pleasure, and so my tendency is to reach for that item which I enjoy doing.  That item which perhaps needs the most attention is put to the bottom of the pile for "another day."  And of course, as "another day" passes by, it soon becomes "another week," and the process of feeling guilt and remorse begins.  It is at these moments in which I need to remind myself and pray the words and whatever I myself can do, give me grace to begin.  It is when I finally begin that I find the energy to focus and complete the task before me...the task that only I can do.

The leader's prayer is many and varied, depending on the time, day, and circumstance that presents itself to the leader and the organization.  Perhaps this is the prayer when deadlines loom (or better when those deadlines are farther out), when the piles get too high (or before they begin to grow), and when the amount or type of work to be done seems overwhelming (or when the work is still manageable).  It is at these times that leaders can pray and whatever I myself can do, give me grace to begin, knowing that they have been called to this role to do the work that only they themselves can do...and that God's grace invites them to jump into the mess and begin the work that lay ahead.

Friday, March 9, 2018

a leader's ROI

As the leader of an organization, I am expected to move my organization forward, making it a better place tomorrow than it is today.  The institution has invested in me and, all things being equal, they expect to see a return on that investment.  At the end of each day, I must look in the mirror and ask myself whether or not my multiple activities have actually produced a return on investment for the university.  Did the meetings I attended move the institution forward? Did the visits I made provide something for the institution either now or in the future? Did the time spent answering emails make us a better place?  Did the time invested in writing a report help to ensure the organization's future?

Leaders of organizations or groups should be doing a regular assessment of their time and activities to make sure that the people who entrusted leadership to them are being well served.  As individuals are in their leadership roles over time, the demands on their schedule get more and more frequent...and many of those demands can be quite enticing including being asked to serve on boards, meetings with people who are seeking advice, and trips to locations far and wide.  So how might a leader take inventory of their time to ensure that the activities in which they are engaged are actually adding value?  Here are a few thoughts:

  • do more people (and especially the right people) know and understand the organization and its mission?
  • did the decisions made actually make the institution better?
  • are employees and/or customers more satisfied?
  • will the day's activities produce more revenue (either now or in the future)?
  • am I better equipped to make decisions moving forward?
  • are more people empowered to lead and make decisions themselves?
  • have I served the greater good, even beyond one's own organization (and is the organization okay with that)?
  • did the day's activities help to ensure the long run for the institution?
  • will the organization not have to be dealing with the same issue a year from now?
  • have I caused no harm to people, both internal and external to the organization?
  • do others feel more pride in the organization because of the day's work?
This list could go on and on yet, at the end of the day, the same question remains: what was the return to the organization for its investment in me?  Leaders who can answer this question will keep moving themselves and their organization forward; leaders who do not consider this question will find themselves and their organizations remaining stagnant.  What type of leader do you want to be?

Friday, March 2, 2018

fiercely loyal or blindly loyal

Leaders need to be loyal...loyal to their organizations, loyal to their team members, loyal to their customers, loyal to their missions, and loyal to their investors or board members.  A leader's loyalty is seen and felt by the other members of the organization and sets a tone of trust across the institution.  Or does it?

Being fiercely loyal is something each member of a team wants from their leader - to know that they are trusted; to know that they are important; to know that the leader has their back; and to know that they are a part of something bigger than themselves. Loyalty from one's leader feels good and can lead to a higher level of production from other team members.  But when does loyalty move from fierce to blind?  When are leaders blindly loyal to someone or something for which there should be no loyalty?  Or when does the leader recognize that their fierce loyalty has become blind loyalty and a change needs to be made for the good of the team and the organization as a whole?  Here are a few thoughts:

  • when complaints about a team member become common and regular and the leader finds themselves defending that person's behavior, the leader should begin wondering if they are practicing blind loyalty
  • when team members begin blaming others rather than looking at themselves, the leader should begin wondering if they are practicing blind loyalty
  • when a team member begins to become more and more marginalized, either of their own accord or the engagement by others, the leader should begin wondering if they are practicing blind loyalty
  • when a leader finds themselves becoming angry when others suggest better ways of doing things, the leader should begin wondering if they are practicing blind loyalty
  • when people are hurt by the actions of others and the leader fails to address the hurt, the leader should begin wondering if they are practicing blind loyalty
  • when decisions begin to be made in isolation and are defended on accord of the person's position, the leader should begin to wonder if they are practicing blind loyalty
As leaders ask themselves whether they are fiercely loyal of blindly loyal, and as they take stock of how the organization is behaving in the points noted above, they will have the chance to act on that loyalty.  Making hard decisions about personnel, policies, and practices will provide to the organization the answer to whether the leader is fiercely loyal or blindly loyal...and that can make all the difference in the world.

Thursday, February 22, 2018

when a leader leaves suddenly

Today's thinking about when a leader leaves suddenly comes from two different situations: the first is when a leader leaves under duress or from being suddenly dismissed...and the other comes from when a leader has a sudden death.  The first occurs on a regular basis and is something I frequently read about in the higher education news outlets.  The second has been brought home to me over the past several days during a visit to Bellarmine University in Louisville, KY where on March 1, 2016 President Joseph McGowen died suddenly after serving there for 26 years as president.  Both are tragic...both are unexpected...and both have consequences for the organization.

When a leader suddenly departs, there is much that needs to be done to allow the organization and its members to mourn AND to keep the organization moving forward in its mission.  First a few thoughts on moving forward:

  • someone needs to take charge, and that person needs to be named by the Board (assuming there is a Board in place).  There should be no hesitation in this action - it should be swift and direct.
  • give people time to grieve and process the sudden loss.  This includes time together and time separately.
  • understand that everyone will grieve in a different way.  Allowing space and time for individuals will go a long way in the healing process.
  • realize that productivity may go down for a time as people spend more time talking with each other than on their assigned tasks.
  • get back to normality (or at least the new normality) as soon as possible.  Routine can often be a great healer of pain and sorrow.
  • be clear and direct about what needs to happen moving forward.  The person who is now leading the organization is its leader...and should act in an appropriate manner.
  • do not forget the one who is gone.  It is okay (and even encouraged) to talk about the leader who is now gone.
Here are a few thoughts on how to prepare ahead of time for a sudden departure:
  • have in place a written emergency succession plan that identifies what needs to be done and who should be doing it.  Make sure that everyone knows who that named person is and then train that person in the tasks of emergency leadership.
  • leaders should take care of themselves.  While there are some things one can never prepare for, leaders can work to stay healthy and keep themselves away compromising decisions and actions.
  • talk about it with the team and the Board.  Organizations must face the fact and think about the "what if" situation and how they would best respond.
  • ensure that leadership of the organization does not rest in the hands of one person.  Including others in regular operations and leadership prepares them to take charge when needed.
It is my prayer that organizations do not have to face this type of leadership transition.  It is hard..it is disruptive...and it can take a toll on people.  One of the great paradoxes of leadership is that those chosen for such a role must lead in a manner that reflects they will be there a very long time while at the same time understanding that they might not be there tomorrow.  Such is the way of leadership.

Friday, February 9, 2018

a leader's routine

This past Monday I was invited up to the Concordia University Texas baseball field to listen to Jake Arietta speak to our team's pitchers.  Jake, who is currently a free agent, played for the Chicago Cubs from 2014-2018 and was a key piece to their World Championship in 2017 (I am still holding out hope he will re-sign with them before the year begins).  Much of Jake's talk with our pitching squad was on preparation and getting ready to take the mound and pitch one's very best.  Some of it had to do with watching film, both of himself and the players he would face...some of it had to do with the regular physical exercise he does from day to day...some of it had to do with the mental exercises he does from day to day...some of it had to do with the routine of what happens on game day...and some of it had to do with the routine he goes through right before taking the mound.  All of this talk of routine and preparation got me thinking about the routine and preparation a leader goes through so that he or she is on the top of their game each and every day.  What is is that a leader should routinely do so that each day they can make good decisions, be a relationship master, clearly articulate the vision, and provide sufficient resources for their organization?  Here are a few examples of what I would consider good practices for a leader's daily routine:

  • quiet time: whether at the beginning of the day or at the end of the day, being quiet and just relaxing helps one to gather their thoughts and start fresh.
  • meditation: beyond just quiet time, this is prolonged time in which one works to empty the mind and just be still.  Many people find it valuable to meditate several times a day.
  • prayer: talking to one's God and considering the needs of others helps to bring focus and create a reliance on something greater than oneself.  While many people pray throughout the day, a certain time set aside each day to engage in this practice can make it more valuable and rich.
  • walking: whether it is the walk from one's car to their office, a brisk morning walk in the neighborhood, or a walk around the building during lunch, the act of exercise and quiet can help to prepare the leader for their work
  • reading: for some it is the routine of reading the daily newspaper...for some it is reading a poem each morning...for some it is the reading of a scriptural text.  Taking the time to read and think about what one has read can help to create clarity for the day.
  • emptying the inbox: the routine of either cleaning the inbox before one leaves the office or immediately in the morning helps to clear the clutter and begin the day fresh.
  • writing: the act of journaling is a powerful tool to help one think about their life and their work in new ways.  Whether it is free writing, reflecting on something that has read, or crafting a poem every day, writing has been proven to be one of those routines that can can have great impact.
There are many other types of actions one can routinely take to impact their day-to-day leadership.  Choosing what that routine is; being thoughtful about how that routine is impacting one's leadership; sticking to that routine over time; and then reflecting regularly on the routine are all a part of what makes a leader able to perform at their highest level each and every day,  What's your routine? And what have you done lately to connect that routine to your leadership performance?

Friday, February 2, 2018

a note on the leader's spouse

Last week I attended a conference for pastors of large churches, a conference that was equally designed for their spouses.  As I listened to several of the speakers, I realized that there is a role and calling for the spouse of the leader...and began thinking about what that actually means, for both the leader and their spouse or significant other.  For me, I have had the good fortune and opportunity to have been married for almost 36 years and can write from experience about the importance of the relationship between the leader and their spouse.  So what are the characteristics the spouse of a leader should consider?  Here are a few thoughts:

  • be kind: the days of a leader can be long and hard...and sometimes the nights can be equally long and hard.  A little kindness goes a long way at the end (or beginning) of the day.
  • be demanding: the long days (and nights) are never a license for bad behavior.  Leaders are often in charge all day long - they do not need to be the boss at home.
  • be honest: it is easy for leaders to begin to believe their own press after a time.  Holding a mirror up to your spouse from time to time keeps them humble and realistic.
  • be their biggest fan: leaders are often the target of second guesses and on the receiving end of complaints and skeptical comments.  Knowing they will always have someone on their side does much to keep their fires lit and their enthusiasm going.
  • be present: when spouses have time together, it is important that they both be present.  Demand (see above) that your significant other is ready to fully engage and bring their full self to the discussion.
  • be interested: while some leaders may want to leave their work behind at the end of the day, they still want to know that someone cares about their work and wants to know what happened during the day.
  • be your own person: leaders of organizations (especially large organizations) often have personalities that match that organization's size.  Spouses must have their own voice and their own sense of who they are beyond their significant other's role.
  • be hopeful: there are times in a leader's life when hope begins to wane and they need support to keep going.  The same can be true of spouses...remaining hopeful in the midst of the dark times is important to both the leader and their spouse.
One other thought to consider...many leaders become mentors to other leaders.  In that mentoring process, remember to consider the leader's spouse and remind them of the importance of that other person in their life.  Keeping this relationship strong should be a priority for all leaders...and for those who mentor them.




Friday, January 19, 2018

servant or self-serving?

In a discussion with a colleague earlier this week, the idea came up of the difference between servant leadership and self-serving leadership...and what may be a supposed fine line between the two.  Of course, very few people would admit to engaging in self-serving leadership and would claim that they were all about servant leadership; very few people would want to be known as self-serving leaders and would rather be lauded as servant leaders; very few people would be able to recognize self-serving leadership in themselves and would be quick to point out how they are actually practicing servant leadership; and very few people understand the difference between the two, especially in themselves.  Even as I write this blog and think about this topic, I am putting myself at risk of being seen as someone who might be more self-serving than a servant in my own leadership.

So what might the difference look like?  And is it possible to be both a servant leadership and self-serving at the same time?  What follows are a few ideas about the differences between the two:

  • Pride: leaders should take pride in their work and the execution of strategy for their organization.  Where that pride is placed is one indicator of whether one is a servant or self-serving leader
  • Recognition of Others: when leaders recognize the accomplishments of others, is the end result a stronger and more constructive organization or is it only that more people appreciate the leader mentioning their names?
  • Execution: as strategy is rolled out and executed upon, do others thank the leader for their vision and determination or do they look around and thank each other?
  • Communication: who is at the center of the story the majority of the time? and who determines what gets said, when it is said, and how it is said?
  • Decision Making: how does the leader react when decisions are made outside of her or his purview? are decisions mostly centralized or pushed out to others?
  • Vision: Is the vision about something bigger and more aggrandizing? or is the hero of the story the client or the one being served?
While none of these ideas are exact and readily seen or known, they begin to give an indication of whether or not one is a servant leader or a self-serving leader.  The paradox of this concept is that in order to serve others, leaders may have to act at times in a manner that is perceived as self-serving.  One of the things I tell up-and-coming leaders is that they must be able to embrace the paradox that it is all about them AND not at all about them.  This is not an exact science...there are no 21 rules or 7 habits of determining whether one is being a servant or self-serving...and it would not be fair to determine for someone else, based on these concepts, whether they are a servant or self-serving leader.  My hope is that as I have thought about this concept, so will you.  And, when looking in the mirror, you will be able to tell the difference and begin to shape yourself more toward being a servant for those you lead.

Friday, January 12, 2018

when disagreements arise

Leaders will have disagreements with others...and others will have disagreements with leaders.  That is the nature of leadership, as decisions are made with which others will disagree.  It may be the actual decision; it may be how the decision was executed; or it may be that they were not included in the decision making process.  The only way to avoid disagreement with others is to not make decisions, and that could even lead to disagreement by those who want decisions made.

Given that disagreement will occur, how might leaders best handle those situations?  Here are a few thoughts:

  • Consider what is behind the primary motive of the disagreement: what is causing one to disagree with the decision made? Is the disagreement coming from a place of hurt, being left out, differences of opinion, or just plain stubbornness?  Understanding the motive helps in directing and shaping the conversation
  • Is the disagreement around values or operations? if there is a misunderstanding or clash around the values of the organization (or the individuals) the conversation takes a much different tone than if it is merely around how a decision was carried out.  A conversation between two people who agree on the ends but not necessarily the means is very different than a conversation between two people who fundamentally see the world through opposite lenses
  • Consider the intensity of the disagreement (for both you and the other person): if the intensity of the disagreement is low, it may be possible to let it go and allow time to bring about equilibrium.  If the intensity is high, then it is imperative to seek understanding and work to restore equilibrium to the relationship
  • Seek to know what one does not know: when disagreements arise, there is more than likely an unmet expectation on the part of one of the parties involved.  Work to uncover the information that might be missing from your thinking and help others understand what might be missing from their thinking
  • Learn something from the disagreement: when leaders seek first to understand before being understood (thank you Stephen Covey) there is almost always something that can be learned which allows them to change their thinking and adjust their behavior. Enter the learning process with the understanding that "I might be wrong" and move into a learning mode rather than a defensive mode
As I typed the above five thoughts, it struck me that many leaders might be adverse to disagreement with others and, over time, back away from making the difficult decisions.  Making difficult (and sometimes not so difficult) decisions will cause disagreements to arise.  How leaders handle those disagreements can be the hallmark of their leadership and impact their relationships with others.

Friday, January 5, 2018

5 books that impacted my leadership in 2017

I had originally intended to write about the five books I read this past year that impacted my leadership and, as I looked thought my list of books read, realized that is was the books that I had (for the most part) read in the past (and dipped into this year) that had most affected my leadership in 2017.  So here is the list of five books that most impacted my leadership in 2017 (with no particular order of importance or impact):

  • Henry V  by William Shakespeare: One of my go-to leadership texts, Henry V is the story of a man who is thrust into leadership and reflects on the role in a meaningful and realistic manner.  Henry's soliloquy on the loneliness and responsibility of leadership (act 4, scene 1) is a sober reminder of what it takes to lead and the steadiness one needs in the face of others' comments and thoughts.  Prior to the battle of Agincourt (act 4, scene 3), Henry inspires his army by reminding them that they and their actions will be remembered because of the hard work they will have done.  This particular speech was a go-to of mine as decisions were made and executed throughout the year.
  • The Book of Job: this book in the Old Testament is a reflection on trusting in God, moving through the hard times, and doing the work with and among friends. Not necessarily an easy text to read, this book is full of paradoxical thinking and requires a re-thinking of how God works in our lives to bring about the Kingdom.  Job has no reason for continuing to believe and trust in God, much less a reason for living; despite urging from his friends and family to abandon God and move on with his life, Job remains faithful (though in a curious sort of way) and in the end has a greater understanding of God, himself, and others.  My favorite translation is the one by Stephen Mitchell, published by Harper-Collins and written in 1987.
  • The Four Disciplines of Execution by Chris McChesney: my team knows that this is my bible of execution and shows up regularly at our strategy reviews and executive team meetings.  A simple (and not so simple) approach to executing strategy throughout the organization, this text provides both a philosophy of execution and specific approaches and tools the organization can use to take in make things happen.  Whenever I feel myself (or others) slipping into a mode of complacency and not being able to execute, I return to this book to see where we are failing to stay on track and address the necessary steps to start executing again.
  • Art and Fear by David Bayles and Ted Orland: I love finding books that take a topic seemingly unrelated to leadership and finding new and hidden gems on how it speaks to the role of leaders in a new and unique way.  Art and Fear is one of those texts for me as the authors consistently remind me why leaders are unable to make and execute on hard decisions.  The tension that exists for artists between the ideal and the actual also exists for leaders...and the ability to manage that tension is one of the hallmarks of good leadership.  Simply substituting the words "making decisions" for "creating art" makes this a text on leadership and provides the reasons why leaders often fail in their roles.
  • Tao Te Ching by Lao Tzu: this text, written in the 3-4 centuries BC, keeps drawing me back year after year to more deeply understand the complexities and the paradoxes of leadership.  The 80-some short poems each have something to say to leaders who take seriously their roles of courageous execution of strategy and compassionate caring for people.  Similar to the Book of Job, this is not easy reading and should be done in short bit and pieces, taking the time to contemplate and meditate on what the author is really saying.  One of my favorite sections is #11, where the author unpacks the idea that what is not present is what actually causes the action to happen (yes, you will need to read it to better understand what I am trying to say).  My favorite translation is by Jonathan Starr as a part of the Tarcher Cornerstone editions.
That's my list!  If you have read any of these before, I challenge you to read them again through leadership lenses.  If they are new to you, find time this year to read them, many of which can be read over time.  And finally, I challenge you to come up with your own list of five books that are your go-to leadership texts.  Which ones, over time, have influenced you the most and that you keep going back to, especially at those times that might be the most challenging?  A blessed New Year to all!