Thinking About Leadership

my bad

2012-02-16T06:37:00.003-06:00

Hard to believe I last posted a blog back in November. Not sure if it has been an issue of time or not quite knowing what to say. I always have an opinion on leadership, so not quite sure what is keeping me from posting here on a more regular basis.

I so appreciate people's comments on what I have written in the past...part of leadership (at least for me) is getting feedback on what I do and say. While I always appreciated uninvited feedback (at least ost of the time), sometimes I find myself having to seek feedback. Here are a few ways I go about that process:

I have found that if I only ask "what did you think?" I get the standard "that was good" or some other cursory response. I need to be specific, or ask one more time, "No, really...what did you think?"

When people mention something about my leadership, or compliment me on an action I have taken, I ask them to elaborate some more and tell me WHY it was good for them. This helps me to more fully understand what they saw and experienced.

Because people normally have a hard time devlivering bad news, I have to begin by giving them permission to tell me the bad and the ugly. It might sound something like, "I'm not sure that meeting went very well...can you tell me where I might have done something that did not work?"

With trusted friends and advisors, I may tell them ahead of time to watch closely and give me feedback following a meeting or event. Then I make sure to follow up with them.

When people bring up a topic with which I find myself wondering if my actions in that arena are less than admirable, I let them know that they have permission to call me out if I ever act in that manner. Yesterday I was conversing with a colleague and she brought up the issue of giving introverted people space in which they may network differently than extroverted people. I realized that my actions will often promote those who are extroverted and inhibit those who are introverted. I told her she can call me out - even in public - if she ever sees me acting in such a manner.

So how are you getting feedback on your leadership? Without some type of feedback, there are few ways to really improve. And the best feedback is real time feedback...how are you getting that on a regular basis?

my new favorite word

2011-11-18T06:24:00.003-06:00

One of the readings for The Concordia MBA's Leadership: Self course that I taught this past week discussed the concept of spiritually inspired leadership, and how that affects an organization. One of the characteristics of "the good company" is that it embraces subsidiarity. Now I have to admit that I had not come across that word before (or if I had, I failed to recognize its significance). The idea behind subsidiarity, taken from social justice literature, captures "the involvement of and opennes to others, the norm that decision making should include individuals affected by the decision, and belief that authority should involve the levels of the organization that have hands-on knowledge and responsibility" (Delbeq, 2008). This concept, when applied to leadership, can change the way an organization looks, feels, and is actually run.
To be an organization (or a leader) who embraces subsidiarity, several things need to occur:

leaders need to believe that this process is best for decision making

leaders need to be comfortable with the fact that they do not have all the answers

leaders need to put in place a structure that not only encourages this process but actually forces it through governance and policy

leaders need to be willing to accept other people's ideas and decisions, and then put them into practice

leaders need to share information - lots of information - and provide a vehicle for others to learn and grow form that information

followers need to accept the responsibility of their decision making process

followers need to learn all they can about the organization and the process of decision making

followers need to be willing to lead when called upon

followers need to be willing to challenge the process and ask for decision making responsibility

leaders and followers need to learn to listen to each other

leaders and followers need to learn to trust each other

leaders and followers need to learn to forgive each other

leaders and followers need to learn to give up their locus of control to each other

Consider where you might be able to put into practice the concept of subsidiarity today. Perhaps it is with a colleague...perhaps it is with a student...perhaps it is with a boss...perhaps it is with a child...perhaps it is with an elected officials...perhaps it is with the auto mechanic. Look around and see where you can give the decision making power to someone at a a "subsidiary" level OR where you can challenge the process and offer to make the decision at YOUR level. Who knows where life might take someone when they practice the art of subsidiarity.

present reality..future vision

2011-11-11T06:22:00.003-06:00

This past week I attended the Council on Independent Colleges Conference for Chief Academic Officers and Chief Advancement Officers, having the chance to hear and learn from some very smart people who run what I call "top-notch" colleges and universities. Many of the people who presented came from schools who have a longe tradition (many over 100-150 years) of graduating students in a variety of liberal arts majors. Their alumni have seen success in a variety of vocations including business, medicine, engineering, government and the arts. In return, they have realized an amazing return in gifts from their alumni, often measuring the hundreds of millions of dollars during their campaigns. I listened with envy as they described what they are able to do as a result of these gifts and legacies...and I began to wonder why my institution is not able to do the same.

My first reaction was to be angry. What's wrong with us? Why can't we realize those same types of gifts? If we we had better people...if we had a better plan...if we weren't so insular...if we focused more...if we got outside our box...and the list continued. It became easy to blame and grouse and be incredibly frustrated. And then I had a mindshift...

I was relaying my experiences to a colleague and he looked at me, smiled, and said, "What you have just described is a picture of our future." I at first had a quizzical look on my face and then smiled with him as I realized that we were not stuck in our present reality - and that the future vision was already being realized. The reality is the my institution has been one who has graduated people in the past who went on to become pastors and teachers...we are a young institiution in graduating people who are going on to make the type of money who can endow professorships and build buildings...we are creating programs today that will see fruition tomorrow...we have a strong President who has laid a foundation for future success in this area...and we are graduating students who are making a name for Concordia throughout the greater Central Texas Region. We are a geat university that is beginning to realize its future today!

So for those of us who always wish things would be better (which is a part of a leader's DNA), here is my list of ways to keep from being frustrated with the present reality:

know that as a leader you will be frustrated and should be frustrated...just don't dwell there for too long.

keep hanging out with those institutions whom you whom you aspire to be like...they will provide fuel for your fire.

put in place now the programs and people that will help you get to that future vision...and give them time to mature.

find others who share in your future vision...and give them the space and the resources to create that vision in their unique way.

enroll those outside the institution in your future vision...and get them to start supporting that vision today.

understand that the present reality is never as bad as you think it to be...it just looks that way because you have a different (better?) picture in your mind of what can be.

get rid of that which is keeping the future vision from becoming a reality sooner rather than later...most of the time its people you may need to remove.

never give up,,,never, never, never, never give up! (with regards to Winston Churchill)

three questions

2011-11-04T06:36:00.003-05:00

On a recent blog I wrote regarding the one big question, a comment came back that asked this: What are three things that you would do differently on your path of leadership and why would you change them?

Great question, Carrie. I thought about that question in my own life and here would be my personal answer...I hope it helps others:

1. I would have stayed at my first position longer. After three years of leading a band at Minneapolis Lutheran High School I was off to graduate school. It was as if I needed to get on with my life and it seemed as if this first job was getting in my way. What I realize now is that I needed to give myself more time to mature in that position and build a successful program that would have lasted. Leadership is more than coming in to an organization and "wowing" everyone with one's skills and talents. Building a program that would have lasted - and learning how to do that early on - woujld have served me better in the long run. That being said, I had a phenomenal experience at the school and made amazing friends and learned so much about what it takes to build a program.

2. I would have built strong succession plans early on in my career. It took me until last year to build a succesion plan that willl enable the organization to continue at the present level were I to leave tomorrow. Much of what I did throughout my career has been very successful - but most of it did not continue at the same level beyond my tenure. I have come to understand that my style does not easily lend itself well to a continuation of what was begun...it is part of my personality and part of how I get things done. That being said, I now know that is unacceptable and have built a strong interim succession plan for my current position. I know without a doubt that if I were not able to serve in this position tomorrow, most aspects of the College would continue at the same level they are now.

3. I would hire more slowly and fire more quickly. I let people stay on way too long too many times, and it hurt the organization in the long run. I often wanted to give people a second (and third, fourth, and fifth) chance, but I came to realize too late in my career that for most adults, once they are set in the way they do things, they will continue to act in that manner. When people become toxic to a culture, they need to be removed quickly - and everyone needs to know that the individual was removed because they were toxic. None of us like to let people go...but our first responsibility as leaders is to care for the organization and its future. Keeping bad people around hurts the organization - and we are not living up to our vocation of leadership if we allow those type of people to continue.

I hope these three things help others as they are on their own leadership journeys. By the way, regarding #2 above, you do not need to be in a "leadership position" to build a succession plan. Everyone with any type of responsibility should have one of these in place. Succession plans should be written down (remember that these are for interim positions should you not be able to function in that role), 2-3 people identified as to who would take over for you, what the roles and responsibilities are of the interim person (and what they are not), and the plan should be shared publically. More to say on that later...

One more thing...it is good to be back among the "living." I can use two hands to type and move around without being in pain or having to be careful. I hope to keep up with this blog on a more regular basis, continuing the journey of learning about leadership.

organizational roadblocks

2011-09-09T17:36:00.002-05:00

After wrist surgery this past week, this may qualify as my shortest blog ever...

What is an organizational roadblock? It is anything that keeps the institution from more fully living out its mission and vision. Such items could include:

structures

budgets

silos

unaddressed critical issues

unaddressed non-critical issues

weak personnel policies

a focus on managing rather than leading fron those in leadership roles

having the wrong people at the table

lack of support and encouragement for the organization's best people

This list could go on and on, and will change depending on what is happening in one's life and/or organization at any given moment. The biggest question to ask is this:

AM I A ROADBLOCK WITHIN MY ORGANIZATION...

and if so, what am I going to do about it starting right now?

the one question

2011-09-02T16:00:00.002-05:00

Excuse the shortness of this blog, but I still only have one hand with which to type...

Yesterday,I had the opportunity to interview Gerard Arpey, CEO of American Airlines as a part of our speaker series on campus. It was an amazing event - packed auditorium, great discussion (his pastor joined him for a dialogue on faith & work), and a overall feeling that we were doing something good and right. Prior to the event, I challenged some students and faculty to consider what question they would ask Mr. Arpey if they had several minutes alone with him. This is actually a harder exercise than one may think - so...

If you came face-to-face with a leader whom you admire; or someone who leads a large organization; or a person of great influence in your community; or?????? what would you ask them? Remember, you only get one question and only a few minutes with this person.

So think about your ONE question...write it down...memorize it...and be ready to use it. You may even want to practice it with a friend (their answer might lead to an interesting dialogue).

a new year

2011-08-26T06:33:00.002-05:00

A new school year began this week, and I started it with a broken left wrist(thus the short nature of this blog) and a broken left. You see, there was this car accident on Monday morning...

A new year brings several leadership challenges within an organization, especially at an institution of higher education. These challenges include:

1/4-1/3 of your population is new...how will we welcome them into and help them understand our culture?

those who are returning expect to see something new...what have we done to make the place better?

we have taken a break (at least mentally)...how much energy will it take to get the wheels in motion again?

it's been a long summer...what needs to be done to remind people of the mission and vision?

new students are now enrolled...are we really ready to start the recruiting cycle again with renewed enthusiasm?

next year is right around the corner...what needs to be done NOW for cetain initiatives to be in place for the new year that begins in 12 months?

The paradox of the new school year is that as soon as it has begun, our role shifts to the NEXT school year. I wonder if my administrators really get this? I wonder if my faculty really get this? I wonder if I really get this? (then again, what choice do I have?).

the four R's

2011-07-07T05:00:00.003-05:00

Rest...Relaxation...Renewal...Re-Creation. After finishing four weeks at our cottage in Maine, I am more committed than ever to these four R's. I have very few friends or colleagues who REALLY believe in the maxim of Sabbath and take it seriously. There is a reason that God instituted the concept of Sabbath, and I believe that those who are in leadership positions need to take this concept seriously and practice it regularly. Brian Tracy, in one of his newsletters over the past year, stated that leaders need one day a week with no work...3 straight days each month (long weekend) with no work, and at least 2 or more straight weeks each year with no work in order to rest, relax, renew, and re-create. Here is what these terms have meant to me over the past four weeks:

REST: my mind has rested from the day-to-day issues that regularly arise in my work. I have not heard an alarm clock go off for four weeks (though I still get up early - but on MY time). I have not had to make decisions (except for which movie to watch each night). My body and mind both are rested and I am ready to "get back at it" next week.
RELAXATION: To be able to just sit with my wife and relax together is something that does not happen on a regular basis. I am not talking about a few minutes on a Saturday morning, but full days of relaxing together. This is the "kick back and enjoy life" relaxing, done for a concentrated period of time (four weeks for us). I literally did not look at eamil for the first three weeks I was gone...but even catching up with it this past week has been relaxing as I went through it at my leisure time. Making relaxing a habit during these four weeks carries over to the rest of the year as I remember how important this is.
RENEWAL: My vacation is spent mostly reading - I probably read about 7-8 hours a day. I put together my reading list all year long, as well as remain serendipitous to see what might come my way during the time here (we have a great library and bookstore in town). I get to read long novels that I have been putting off, as well as some of the "hard" stuff (philosophy, etc) that needs my concentrated effort and time. As I read, I come up with new ideas and ways of thinking, always considering what I am learning in the process. To be able to read this quantity and quality of texts with little or no interruption is a real gift to myself.
RE-CREATION: The song "Morning Has Broken" talks about God's re-creation of the new day, and I beleive that this might be the best part of Sabbath, to be made NEW again and again throughout the process. I see the world differently today than I did one month ago...my relationship with my wife is more full than it was one month ago...my spiritual life is more complete than it was one month ago...I will be a better teacher than I was one month ago...I am more fit than I was one moth ago...I will lead differently than I did one month ago...I have different experiences to talk about than I did one month ago...I have a wider vocabulary than I did one month ago...I am a better person than I was one month ago. I am a NEW creation.

So I urge each of you reading this to take Sabbath seriously. I know it might not be possible to do four weeks every year, but remember these items as you prepare for an extended time away:

there will always be work left to do

no one is irreplaceable

you can always delegate more

the less you are around, the less people will rely on you

being away is a great way to develop other leaders

we got along without email and cell phones in the past

you have a lifetime of work ahead of you

Thanks for letting me share my Sabbath thoughts with you. How can you plan NOW for an extended Sabbath sometime in the future? And while you are at it, take that three day sabbath(no work) very soon!

leadership ala proust

2011-07-03T09:41:00.002-05:00

This past week I finished volume three of Marcel Proust's epic novel Remembrances of Things Past. The third volume (The Guermantes Way) is pretty droll...it spends over 100 pages describing a reception at one of the homes and another 130 pages describing a dinner party. The writing is phenomenal...the story progresses slowly yet keeps the reader interested...and since it is considered one of THE novels of western literature, I will keep reading over the next several summers until I finish all seven volumes.
Since most of my reading is done with what I call "leadership lenses," here are two leadership lessons learned from reading Proust:

The narrator (the novel is semi-autobiographical) seems to idolize (and idealize) many of the characters prior to actually meeting them - he holds them in such a high esteem that he misses many opportunities to engage them and get to know them (i.e. the Duchesse Guermantes). Once he gets to really know them, he realizes that they are people just like him, with all the flaws that accompany humankind. We often put certain leaders on pedestals and become immobilized in approaching them or learning from them. Once we realize that all leaders put their pants on one leg at a time, it can become much easier to call them, approach them, email them, or invite them out for lunch. We should not be afraid of approaching people and getting to know them, just because they have a certain title or position. Much of the narrative of the novel is Marcel listening to these people talk amongst each other and getting to know them in that manner. Listening is key to building these relationships - and people love to talk about themselves. So be sure to show up at the right occasions, and just listen in.

During the dinner party, after listening to some very "silly" conversations, the narrator makes this note to himself: "so there is no conversation, any more than there are personal relationships, from which we can be certain that we shall not one day derive some benefit." How true this is for each of us in our own lives. Every conversation - every talk - every person we meet - every relationship might have something to offer that will be of benefit to us in the future. Every book we read - every movie we watch - every speech we listen to - every opportunity to engage in a conversation might offer to us something that we can use in our own leadership in the future. Taking advantage of these opportunities and then making the most of them might be the mosts important part of our leadership development. As noted above, LISTENING is a key element in learning, so take advantage of all opportuniites presented to you to listen and learn.

By the way, in a recent Wall Street Journal article on summer reading of the 2012 presidential candidates, it was noted that Governor Rick Perry reads (and re-reads in the original French language) Proust's Remembrances of Things Past. While I am no Rick Perry, it was nice to see that others in leadership positions read this novel. Hope he also takes away leadership lessons from reading great literature.

what?

2011-06-25T14:17:00.005-05:00

I was at The Blue Hill Book Store the other day and picked up a curious little book entitled What? written by Mark Kurlansky (whose 1968 and Cod I just loved). In previous blogs, I have extolled the importance of asking good questions, and how the role of the leader is to be one who consistently asks good questions of both themself and others. If that is the case, then this book might just be the bible on leadership, for it is a short book that is written in nothing but questions (even the table of contents and the index are written as questions).

The art of asking questions is critical to the learning process...and leadership is about learning. Whether it is learning about one's self...learning about the organization...learning about other people...or learning about leadership - learning begins with questions. In one of the textbooks used in our Introduction to Business course at Concordia University Texas, the statement is made that the more one learns, the more questions they ask, and the more questions they ask, the more they learn. I often challenge my students and others with whom I work to figure out their question to comment ratio in any given day. This book takes it to the extreme: 100% questions to zero comments. Here are a few of the questions asked by the author:

In a world that seems devoid of absolute certainties, how can we make declarative statements?

If it is amportant to ask questions, is it equally important to answer them? Doesn't questioning have its own value?

What is at the heart of intellectual pursuit? Is it "what?" If so , shouldn't the previous sentence be read as a statement?

Is a question always a search for an answer?

Shouldn't we distrust an answer that comes without a question?

Of course, the book is much more than these few questions noted here, as the "chapters" flow from one idea (or series of question) into the other. Perhaps what struck me most about the book is it's ability to do nothing than ask questions, and still engage me in a learning process. Of course, that is how I am wired. Are you wired in a similar way? Have you considered your question to statement ratio lately? Why might questions be so important to thsi author? And should they be that important to you? How do others react when you do nothing other than ask questions? Will they be satisfied that they are not getting "answers" from you? Can one be considered a leader if they only ask questions? And what are the important questions that leaders should be asking?

Is this the end of this blog? Or will you continue it by raising even more questions about how leaders lead by asking questions?

who decides the common good?

2011-06-17T15:44:00.002-05:00

This past week I read Rick Perlstein's 2008 book Nixonland, a look at how the 1960's shaped America's political landscape as we know it today. For some reason I have always been fascinated by the 1960's (I was born in 1959, so I missed the essence of the 60's in a personal way). Having read much about this era (and much about Richard Nixon), I found this book interesting and point-on in its thesis of how the years 1964-1972 created the political landscape we know and recognize today as liberal-conservative ideology.

The question I kept asking myself throughout the book was "who gets to determine what the common good should be?" In the 1960's there were the "radicals" who believed that the US should have pulled out of Vietnam and that civil rights, women's rights. and other "rights" needed to not only be law but needed to be accepted as "the American way of life." On the other side of the spectrum were the "conservatives" who wanted to keep things the way they were and believed that "rocking the boat" was not only anti-American but bordered on the cusp of sin. I remember (vaguely) my parents having discussion on these points and hearing about these debates in my school (though little did I know what was REALLY going on). So who was right - and who (if I had been of age) would I have been supporting during this time?

The "common good" has often been described as what is beneficial for the most people at a given time within a given community, with special regard given to those who have little or no voice in the matter. Each of the "sides" in the 1960's could easily have argued that their position was what was needed for the common good - and that any deviation from that position would hurt the common good. In my own little world, it becomes very easy for me to believe that what I believe is good, right, and salutary at any given time is what should be accepted as the common good. And yet, there are many people who will believe different from me. I then need to decide whether I am right in my thinking...or could someone else be "right" in this debate?

Leaders are those people who influence others towards a shared goal that benefits the common good (DC's personal definition of leadership). Understanding that the "common good" might mean different things to different people makes the leadership role difficult at times...mostly because it means that some people will disagree with the leader (and maybe not even like them). The conundrum for leaders is in wrestling with the paradox of defending what they believe to be the truth (their defintion of common good) and listening to, understanding, and considering the "rightness" of what the other side declares to be the common good. Perhaps it is in this paradoxical struggle that the understanding of the leader is sharpened and that a way toward a more communal understanding of "common good" can be achieved.

I have still to understand my fascination with the 1960's - perhaps it is because I 'just missed it" in my coming of age; perhaps it is because the times resonate with my personal world view; perhaps it is because I am still trying to reconcile some of my own beliefs at that time (coming from a conservative mid-western family and town) that I now know to have been wrong; or perhaps it is because I did come of age right after that time, and I want to know what it is that shaped my own coming of age. But this consideration is for another blog...stay tuned!

What period of history most fascinates you? And how does your understanding of it shape your personal leadership?

leadership style - elinor or marianne?

2011-06-16T08:52:00.002-05:00

It's vacation time, and I am spending most of my time reading - and, of course, thinking about leadership. These next few blogs will be shorter in nature, reflecting on what I am reading or doing at the time, and attempting to connect that which I read, see or do to leadership.

I decided that after 50+ years of reading, it was time to pick up a Jane Austen novel, so I read (on my Kindle) Austen's Sense and Sensibility this past week. For 19th century chick-lit, it was not too bad - the interplay between the two sisters Elinor and Marianne kept me engaged and made for some good humor throughout.

As I finished the book, it struck me that the two sisters made for a good comparison in leadership styles - the eldest (Elinor) seemed more cool-headed and rational in her decision making process; whereas the middle sister (Marianne) was often less rational and made decisions from what her heart was feeling at the moment. I found myself often siding with Elinor in her decision making process, but came to realize that Marianne often would make the decision that most reflected what REALLY needed to be done. As I consider my personal leadership style, I think it is a combination of the two, with a slight leaning toward a Marianne-style of leadership. I often "feel it" in my gut and speak my mind quickly (maybe more quickly than I should at times). The need to ACT in a manner that reflects what I am thinking and feeling at the time seems to take precedence over my thinking the matter through and waiting to act (or not).

There are positives and negatives to both styles - leaders at times need to act from their gut-feelings, moving quickly and making decisions that may or my not seem rational at the time. In other ocassions, leaders need to take some time to think through the situation at hand and wait for the right time to act. Seldom are there set rules on which manner or style of leadership to use at any one time...nor are the consequences tied to acting in one way or the other. Part of the decision making process comes through time and experience - part of the decision making process comes through the type of decisons being made - part of the decision making process happens as a result of the seriousness of the consequences from the decision - and part of the decision making process is a result of one's demeanor and personality. Learning to live with that - and finding ways to balance out one's initial reactions when needed - are all part of learning how to lead.

I'm wondering what Austen novel to read next (that would probably be next year) - any suggestions would help...especially if you can relate your suggestion to something I can learn about leadership.

the problem with optimism

2011-06-03T07:06:00.003-05:00

Never in my wildest dreams did I ever think I would entitle a blog post (or anything else for that matter) "the PROBLEM" with optimism. I have been described as "pollyanaish" more than once and am a self-proclaimed rose-colored lense type of guy. I thrive on optimism...and yet this past week I think I encountered its "dark side."

Now I may be wrong (and I will be the first to rejoice if I am wrong) but I think we as an organization made a decision this week based more on optimism than fact. The "we can do this" mantra I kept hearing made me a little nervous as I looked at what I knew to be true at this point and thought to myself "it can't be done." I wondered to myself what led to this type of optimisim (and alternately why I was not as optimistic as the others). Here are a few of the thoughts that came to my mind:

this is the first time they are going through this experience - it is easier to be optimistic when you have not encountered the ups and downs of a particular project

it's a brand new shiny toy...and they want to play with it - the thrill of something new brings about an optimism that may or may not be founded on fact

they feel their reputation/job is on the line - if they are not optimistic, they would be admitting failure and that does not seem like an option

they want it so badly - when the only thing left is optimism, you pour it on heavy. As I remarked to a colleague of mine, "How can you argue with so much positivity?"

it's always worked before - type A personalities who have seldom failed in their lives cannot see failure as an option and see everything they touch as golden, so of course it will work!

give me a little more time - optimistic people beleive that given enough time...enough people...enough resources...enough ???? they can make anything happen. Again, I applaud these efforts (heck, I invented these efforts) but what are the facts telling us?

So how does an organization and its leadership mitigate against blind optimism while encouraging an optimistic spirit in its people? Again, here are a few random thoughts off the cuff on this beautiful Friday morning in Dallas):

demand facts

put together timelines (and stick to them)

listen to the opposing voices (and make them state their facts as well)

ask lots of questions

ask how past experiences (of the individual and the organization) support the efforts - or not

celebrate and reward optimistic behavior (and from time to time celebrate and reward pessimistic behavior)

begin to know what blind optimism looks and sounds like (as opposed to having an optimistic attitude and outlook)

make sure that people know its okay to fail (both in the front end and back end of any project)

be aggresive with the facts

do a lot of "what if..." scenarios

listen to the gut...and listen to the head

Given the alternative (pessimism) I still vote for optimism within individuals and oprganizations. Having a postive outlook will create so many more opportunities than having the alternative outlook. I would much rather hang out and work with optimistic people than pessimistic people. My goal as a leader is to help optimistic people live out their goals and dreams - but to do so with some good grounding. I know that is what my coaches, bosses, and mentors have done for me over the years...I hope I can keep doing it for others.

one thing I love...

2011-05-27T07:02:00.004-05:00

Last week's rant on one thing I hate was good therapy for me. The incident that led to my blog produced several good results and I have to admit that I probably do my job a little better today than I was doing last week...mostly becasue I have had to think about what it means to manage in my area. So today, I think I will change course and write about one thing I love...

This past week I was able to spend time in Eagle Pass and San Antonio, making visits on friends of the University, renewing relationships and making new relationships. While I consider this an important part of my job (and something I need to be able to "manage"), I also consider it an opportunity and privilege to get to meet and hang out with "really cool people." Whenever I am asked about what I do, I always mention the "really cool people" I get to meet and hang out with. The "really cool people" I got to hang out with this week included a CFO of a Fortune 100 company, a State Farm insurance agent, a University of Texas Business School faculty member, and one of the top commercial real estate developers in Austin. The range of conversation was all over the place - yet they all had several things in common:

they each had a great story to tell

they each are passionate about what they do

they each are some of the best in their fields

they each are"people" people

they each have a passion for developing leaders

they each have a passion for leaders who see the world with a Christian worldview

they each believe in the mission of Concordia University Texas

they each see the world as a great place to engage (three cheers for rose-colored glasses!)

they each love to give back to others

they each can add value to me and to my institution

they each are people of faith

I love meeting and connecting with people. For some reason, I think I do this pretty well and it is a blessing for me to know that this is a part of my role and job responsibilities - and that I really love to do it. At the end of the day, if I have connected with one or two different people, I feel it has been a good day and I am energized to continue on in my calling and vocation. As I think about what makes me good at connecting with others, several thoughts come to my mind:

I'm genuinely interested in other people

I like to ask questions

I like to ask really rich questions

I know that there is much to learn from others

I like to hear other's stories, especially where they are inspirational

I think I have an empathetic nature

I know that I will take something from the conversation to apply to my work and organization

I know that people like to talk about themselves, and it gives me joy to see others have fun telling theri own stories

I adhere to the 70-30 rule: I listen 70% of the time and talk 30% of the time

I work hard to be totally present when i am with someone else

Now here's the rub - how do I balance my love for meeting with "really cool people" and my dispassionate nature around doing "really dull things"? A few thoughts:

delegate, delegate, delegate the "really dull things" (because I know those same items are "really cool things" to others)

set aside hours (days?) on my calendar to do the "really dull things" that only I can do

take the "really dull things" and make them into projects that I consider to be awesome and fun and WOW!

let my boss know of this dilemma and allow him to help me manage these two competing interests

accept the fact that these two will be in competition for my time and learn to live with that tension

decide now that when push comes to shoe, I will ALWAYS choose to meet with "really cool people" over doing "really dull things."

So what is one thing you hate...and one thing you love...and how are you balancing the two in your life?

one thing I hate...

2011-05-20T06:32:00.002-05:00

The other day someone referred to me as a manager and reminded me that I needed to do a better job of managing a paticular process within my College. When I heard myself referred to as a manager, I realized that is something I hate. Leader...boss...facilitator...co-worker...even king works better for me. Here are a few reasons why I think I hate being referred to in that manner:

Managing is about planning, directing, controlling and organizing - do I REALLY want those words on my tombstone to describe the impact I had on the world?

Managing is about getting the job done right and on time - all very important functions, but again, do I really want those words on my tombstone? Don Christian: 1959 - ????: He got all of his paperwork done on time.

I have yet to find a book entitled "Managers who Changed the World" or "Great Managers of the Civil War."

When people say that they are managing, they are referring to getting by - I want to do more with my vocation (and my life) than just get by.

Managing the processs means getting the work done - while I always want to get the work done, what I want more is to get the next work started.

Managers who get promoted to leadership positions often fail due to The Peter Principle - the world does not need more people who lead by managing.

Managers get promoted because they do things right - I would rather be known for doing the right things.

Managers get promoted because they don't make mistakes - I would rather be failing more often because I have gone out on a limb to try something new.

Managers take great pride in a well designed process - I get more excited with a well-thought out project.

Perhaps in this discussion of my lack of "good management" my pride was more wounded than I thought it might be. As I reflected on this discussion, I realized that this ability to not manage well had little to do with my ability to manage - and more to do with outside factors that affected my ability to manage. So when managers (and leaders) begin to get frustrated at how others manage, consider the following factors:

is the lack of proper management an issue with the person or an issue with the process?

is the lack of proper management due to changes in other personnel or processes?

is the lack of proper management a time issue or a capacity issue?

have I fully explored with this person why they believe they are not managing the processs well?

if the lack of proper management is an issue with multiple people (i.e. many people making the same mistakes), look to the process before anything else

if the lack of proper management is a new issue in the organization, what has happened to cause this that might not have been happening in the past?

is the lack of proper management a training issue?

is the lack of proper management an attitude issue?

My advice is go and talk with the person who is not properly managing, explain the situation, explore ideas as to why this might be occuring, offer guidance to help solve the problem, and then give them time to fix it. And if this is a slight blip in their performance, realize that there are other ways to handle management issues. Burdening your best performers with management issues they do poorly and that take away their energy to lead (and manage other areas of their portfolio) wastes their time and yours. Sometimes the best way to manage those who fail to perform strongly in a certain area is to minimize their management of that issue. Not everyone does everything well - just becasue it is in the job description does not mean that a certain manager will be able to perform that particular task at a high level. What do you value - great management or great people? I know where I land on this topic...and I know what I hate about it also.

of two minds

2011-04-15T06:29:00.005-05:00

Call them leaders and followers...call them teachers and administrators...call them employees and bosses...call them whatever you want, but within any given organization there are two disctinct groups of people - those who do the essential work of the organization and those who organize, direct, control, and plan (classic management functions) for the organization. While I am all for flat organizations - and for roles rather than titles - and for sharing the workload...I also know that these two groups of people are mostly in those roles because that is how they think. Today's blog comes from a conversation I had yesterday afternoon with one of Concordia's faculty - and the discussion came down to how faculty anbd administrators think - and ultimately how they see the world and act in that world. I have found that the hardest thing we have to do in organizations is to put ourselves in other people's shoes. In my organization, administrators want faculty to think like administrators...and faculty want administrators to think like faculty. Personally, I am glad that they don't think like each other, becasue then one of them would be unnecessary (I know of many faculty who beleive that administrators are unnecessary - and vice versa). Each group of people are charged with different roles within the institution, and they need to live out those roles with that unique set of eyes. One of the potential problems we see in institutions is that those who do their main calling well (i.e. teaching) get promoted to an administrative level (i.e. dean). While there is nothing wrong with that in and of itself, one of the hard shifts that never takes place is that the person receiving the promotion needs to remove their former "hat" and put on a new one. A dean within the University setting is no longer a faculty member and needs to stop thinking like a faculty member in their dean role. A faculty member who wants to act like a dean will often find themself frustrated and make comments or accusations from a place they have never been or understood. That being said, I believe there are people who do think like an administrator and should be given the opportunity to use that thinking - and then be trained for an administrative role in the future. I recently put together an interim sucession plan for my college, and as I went around to the faculty asking whom they thought I should name as an interim sucessor, it was 100% unanimous. The person they all believed should take on the role was the same one I also had thought would be best at it. This person is a tremendous teacher and faculty member - but also shows administrative abilities...and when asked about future goals named an administrative position. Here's what's interesting...this particular faculty member never complains about administrative decisions (not the norm for most faculty). On the flip side, I have colleagues in adminsitrative positions who should be back in faculty positions. They think like faculty, they talk like faculty and they act like faculty. They are - by very nature faculty - and were moved into an administrative position by default most times. I often see them frustrated at the administration (even though they ARE the administration) and see their world through faculty eyes. One of the problems in most organizations is that it is almost impossible to "go back" to previous positions because the pay will be less. I do not know what the solution for this can be - but it sure would help to put people where they can best use their talents and gifts for the good of the organization. A book I read a long time ago, based on the Myers-Briggs personality types, was entitled Please Understand Me. My pleas is that leaders and followers...teachers and administrators...employees and bosses begin to better understand one another. Please understand that each group thinks differently from the other...please understand that much of this different type of thinking has to do with gifts and talents...please understand that when one complains about the other it is through their own unique view of the world and not about the actions of the other person...please understand that each group is doing their best work as they know how and sometimes needs to be told that how they see the world may be in conflict with how the other group sees the world...please understand that those who are REALLY good at what they do can often get myopic and need to reminded of the other group's mindset...please understand that TRUST of the other group can go a long way in building relationships...please understand that each group has a unique calling and vocation that needs to be honored...and please understand that each group needs the other. In my world, a college without faculty would cease to exist as there would be no one doing the work of the institution - and a college without administrators would cease to exist as there would be no buildings, no paychecks, and no plans from which to continue operating. As one who sees the world through an adminsitrative lens, I am thankful for my colleagues who see the world through a faculty lens - I hope and pray they feel the same way about me.

an end...and a beginning

2011-04-08T06:26:00.003-05:00

All stories have a beginning and an end. The beginning is often at the - well - beginning; and the end is at the end (nothing gets by me, does it). However, today's story will begin with an end and end with a beginning... The past month's blogs have been mostly about my journey in a quest for the presidency at Concordia University, St. Paul. From being patient...to falling in love...to trusting the process - I have discovered a lot about myself and my hopes and dreams regarding my vocation and calling. If you have not yet heard, Tom Ries received the call to be the 9th president of Concordia University, St. Paul this past Monday. I received the phone call informing me of the Board's decision at 3:53 PM. A bit dissapointing...a bit disheartening..and a bit of sadness - these feelings have all come and gone during this past week. It has been an END to a really great part of my life. Over the past 5 months (my inital letter of intent went to the Board on October 30, 2010) I have done the following:

read the Minneapolis Star-Tribune on a daily basis off of my Kindle

talked with numerous people in the Twin Cities area to better understand the school

read multiple books and articles on what it means to be a college president

pictured myself in the role and how I would react to different situations

prayed with friends and colleagues about the position

learned all kinds of things about myself through the lens of a college president

learned about all aspects of the University by asking questions of my colleagues

explored the housing market in St. Paul and Minneapolis

made new friends at Concordia, St. Paul and elsewhere

and much, much more...

But that now comes to an END...but rather than close this book and place it on the shelf, I have chosen to let it lead to a new BEGINNING. One of my strengths is that of LEARNER, so I have now begun to ask the question of what I have learned from this experience and how I can put that learning into practice for this new beginning. While my title continues to remain Dean of the College of Business, I am no longer the same Dean I was before October 30, 2010. I have been given a set of tools to use in this position that I did not have before, and my goal is to use those tools in this new beginning. Here's are the questions I will ask to guide me in this journey...

Understanding more deeply the big picture of a university, how can I position my College to expand and grow at an even quicker rate?

Having put in place an interim succession plan, how will I use that to develop people in their leadership skills and capacity?

Having had to consider a vision for an entire University, can a vision for the College of Business now be even more robust and energizing?

Having pictured myself in the role of President, what can I take from that to leverage my role as a Dean of this College?

With many friends and colleagues having told me they are glad I am staying at CTX, how can I now better serve them in reaching their goals and dreams?

How will what I learned about myself through this process prepare me for what comes next in my current role?

Having made many new connections, especially at CSP, how will I not only keep those alive but partner with these new friends to serve God's Kingdom?

Knowing that a part of my "falling in love" with CSP was its urban/diverse setting, where and how will I use that passion to further the Kingdom of God?

Having tasted the role of being a college president, what are the next steps in my growth toward having that opportunity in the future?

What questions are important for me to ask - especially over the next month - to fully realize the learning I can receive from this process?

I am excited about this beginning - it is almost as if this is the first day of the rest of my life. And though the ending was not what I might have wanted at this time, I know that this beginning is just that - a BEGINNING that will have yet another ending of which I am not aware. And so, I end this story with a beginning, and share these words which I came across the first morning of my new beginning...

I leave all things to God's direction, He loves me both in joy and woe.

His will is good, sure his affection; His tender love is true, I know.

My fortress and my rock is He: What pleases God, that pleases me.

trusting the process

2011-04-01T06:34:00.002-05:00

People often end up in leadership positions because they make things happen - they are often the first to spot a new idea or trend, the first to put new ideas into action, and the one in front often leading the chrage. These aspects are often noted in future leaders, and the promotion to a leadership position will happen in a swift manner. And there in lies the conundrum...people who have made things happen quickly are now in a position where they must wait patiently for things to happen because they have lost the control to make things happen themselves. Over thsi past week, I have been in a position of having to wait and trust the process. Knowing that the decision of choosing the next president of Concordia University, St. Paul lies in the hands of a group of people out of my control, there has been little I can do except pray and wait. There have been times when I thought to myself what I might do to influence the decision...or help the decisions makers in their deliberation...or just wanting to say one more thing that they might consider. And yet, the process does not call for that type of intervention. There is literally NOTHING I can do at this point to influence the outcome. That is not a comfortable position for me to be in - I want to DO seomthing, and yet... So here are some thoughts on how leaders can best LEAD while trusting the process:

believe that the process is good, right and proper. Trusting the process means that you BELIVE in the process and that the process will yield the best results for the organization or the individuals involved

understand it is out of your control. The instinctive action for leaders is to take control - it is in their DNA. And yet, it is that control that can often interupt and flaw the process. Just as helping the butterfly out of its cocoon will destroy the butterfly, attempting to speed a well designed process along can destroy the outcome

trust the people involved in the process. Yes, all human beings are flawed - and literally all thinking is flawed as there are no crystal balls in the room. And yet, almost all people want to make the best decision available at any given time. Believe that people will act in the best interest of the organization and bring all their decision making ability to the table

know that there are multiple right decisions that can be made. There is very seldom ONE right decision in any decision making process. In my case, there are three competent people who have interviewed for this position - all three can lead this institution into the future. Thus whatever decision is made will be the best one for this time and place

Know that people sometimes make mistakes. This may be in paradox with the above idea, but sometimes groups of people (or individuals) make mistakes and the decision turns out wrong for the organization. For the most part, organizations are resilent and will outlast the poor decision

understand the dynamics of groups making decisions. I know that as the Board of Regents for Concordia University, St. Paul gathers on Monday to make this decision, they will be bringing multiple views, values, and assumptions to the table. They will hear and interpret the information in different ways, and they will then decide on a decision making process that best reflects them as a group. Another group might make a different decision - and they might both be right

Believe that there is a bigger plan that goes beyond this one decision. As I consider the vastness of God's creation and the idea that there is a big wide world out there, this one decision (or any one decision) is often insignificant in the big (I mean REALLY big) scheme of things. While I consider this a HUGE decision, there are billions of people who could actually care less (that's a humbling thought)

Trust that God is always in control. My faith in a God that is much bigger than I can even imagine allows me to believe He is in control of not only this one decision, but of the future of the institution and of my future. This is not only conforting for me, but also for my hopes and dreams for Concordia University, St. Paul.

And so, let me close this "chapter" of my blog (and of my life) with this prayer:

Heavenly Father, as you have promised to be with us always...and as you have promised to even "count the hairs on our head," I trust that this decision is now in your hands. As you have chosen 17 people to serve Concordia University St. Paul in the capacity of Regent, so now use their gifts, talents, and wisdom in choosing that person who will lead your University into the future. Give peace to those who anxiously wait for this decision - and allow the three candidates to see how you will use our gifts, talents and wisdom to best bring about your Kingdom in the days, weeks, months, and years ahead. Help us (and others) trust the process as we place our lives into your hands. Amen.

falling in love

2011-03-27T10:02:00.003-05:00

The past week has been a blur - from St. Paul to Austin to Cincinnati and back to Austin...from interviewing for a College President's position to presenting on the topic of teaching leadership to catching up on my blog...from rainy weather to snow and ice to 80 degrees to 30 degrees and back to 80 degrees...from making new friends and colleagues to catching up with past friends and colleagues...from fear to joy to nervousness to confidence to anxiousness...let's suffice it to say that my emotions pretty much ruled the week and I'm ready for an uneventful and fairly boring week. Having invested myself in the presidential search process over the past several months, I finally came face to face with that entity which had consumed me - Concordia University, St. Paul. We spent 48 hours together, dancing together, wooing one another, and I slowly but surely fell in love with the place and its people. The questions I had going in were quickly answered and what I discovered was a gem - a jewel - a beautiful representation of what a Lutheran urban institution of higher learning should be. Concordia University, St. Paul (or as it is more affectionately known, CSP) resonates with who I am and what I most believe about Lutheran higher education. It represent for me what I love and care about:

a commitment to the broad spectrum of student engagement - music, drama, athletics, fine arts, student-faculty engagement, service learning, travel, student leadership, and more.

a commitment to serving students in the margins - not only does CSP find funds for these students to attend an institution of higher learning, they provide positions and people to support these students, many of whom are first generation college students.

a commitment to the community - CSP is located right among homes, apartments, businesses, high income households, low income households, and in-between income households. The community (which has a strong international flavor) sees CSP as its college, using it for plays, exercise, classes, gatherings, and support. CSP is not in institution FOR the community, but an institution OF the community.

a commitment to diversity - diversity is not just a marketing slogan for CSP - it is an integral part of who they are and how they function as a community, supporting the learning process and enriching the lives of its students, faculty and staff.

a commitment to the best aspects of Lutheran higher education - there is a consistent dialogue going on that wants to understand and figure out what it means to be distinctly Lutheran and how that "ethos" supports the learning environment.

a commitment to excellence - whether it is in the classroom, in the theatre, in the music building, on the athletic courts and fields (4 consecutive national volleyball chamionships), as well as in the support services and the administration of the institution, everyone wants to do an outstanding job in their calling and vocation.

a commitment to the church - CSP is affiliated with the Lutheran Church-Missouri Synod and considers itself to be a university of the Church. That understanding shapes its culture, its way of being, its programs, and its mission. As they wrestle with what that means in the 21st century, they are willing to question how that looks and how best to serve the church at large as a partner in its broader mission.

And so I fell in love (I have to admit that I felt as if I was "cheating" on my current institution, Concordia University Texas). With falling in love can also come several things that caught me by surprise:

every institution has its warts (some may even see them as gross disfigurations). However, it is the warts and all that makes that insititution the place it is today

some people have not fallen in love with the institution - in fact, they may not even like it at all. I suppose if everyone liked any given entity, it would be very dull and not have its own unique personality

falling in love is an emotional venture - I found myself feeling "verklempt" during much of my time there (and still do) as I got to know more and more people and emotionally invested myself in them and the institution

the preparation and anticipation made falling in love much easier than I thought it would be. My time on campus was meant to confirm whether I would "fall in love" or not...and I did (head over heels)

falling in love may not always guarantee a reciprocal feeling. There was a point during my visit in which I saw myself as having fallen in love with CSP and realizing that they might not chose to call me for this position - an interesting moment in time that affected me deeply

falling in love changes one's view of the rest of the world - I fear I might start begin comparing everything else to what I felt and saw at Concordia University, St. Paul. The last thing my colleagues will want to hear for the next month or so is "at CSP they do it another way..."

one person can have two loves at the same time - I love Concordia University Texas and know that should my calling and vocation remain there, I will embrace it 110% and serve its mission with a renewed sense of engagement and vigor. At the same time, I have a new view of the world (and one which has changed me for the better) because of what I saw and experienced at CSP.

And so I spend one more week waiting patiently to see how I and my wife will spend the next years of our lives. God's plan for His Kingdom is always beyond what I can know at any given time. And maybe that is where I most need to place my love - to commit myself (talents, time, and treaures) to the growth of God's Kingdom, so that I can most fully live out my personal mission statement of "living life abundantly and helping others do the same." We'll see what happens - and what the future brings.

patience

2011-03-20T08:16:00.003-05:00

I once heard the quote that a sign of maturity is being able to delay gratification. I think that means that a sign of maturity is having patience. If that is so, then it is official - I am NOT mature. It was way back in October that I found out I had been nominated for the list of potential candidates for President of Concordia University, St. Paul. That list was whittled down to 13, then 6, then 5 and then 3. Now here I am waiting for my final set of interviews tomorrow, and I wish it was here already. Over the past few weeks I have mentioned to many people that I am ready for this to be over. The anxiousness, the stress, the waiting, and the anticipation (did I mention the fear?) of what might happen has consumed my life. But I am comfortable with all this - here's why...

this is a big deal - my wife told me the other night this is perhaps the biggest thing in my life up to this point (other than my marriage to her). It is natural to have these feelings. If I didn't something would be wrong.
I decided several months ago that Iw as going to give this 125% of my energy. If I gave less, not only would I be cheating myself, but I would be cheating Concordia St. Paul. That extra energy has created a little more stress.
I see this process as a time of growth - a time for me to stretch and build my own leadership capacity. That stretching is starting to hurt - but that is what good exercise does.
someone asked me if I was ready to be a college president. I don't think anyone is ever ready for such a position unless they have done it before. The unknown of what this job might entail really does scare me.
it's the unknown that creates stress - I KNOW Concordia University Texas - I am comfortable there and know my role and place. Concordia St. Paul is an unknown that is still unfamiliar. As I walked the campus yesterday, I could see myself there, but also felt like a stranger.

All that being said, I also know that this is a process that is directed by God - he knows the plans he has for me...he knows the future for Concordia University St. Paul...my life is in his hands...he promises ot walk through the fires and waters with me...and he is my God. I trust in that - I trust the calling process - I trust that whatever happens is best for me and my wife - and best for the Kingdom of God. That in itself can give me patience. So I pray the prayer I learned a long time ago...God give me patience, and I want it right now!

speaking about leadership

2011-03-11T06:04:00.004-06:00

This morning I am headed to the Northwest Rotary Club to speak on the topic of Moral Leadership. I was asked about several months ago by Dr. David Zersen to be their speaker for this meeting, and I gladly accepted for several reasons: 1) I get a chance to speak about my favorite topic: leadership; 2) I get an opportunity to talk about Concordia University Texas and especially about The Concordia MBA; and 3) I get a chance to hone my speaking skills. I have to make sure I finish this blog in time to get to the meeting by 7:00...

Whenever I get the chance to present to an outside group, there are several things that go through my mind:

how can I best market my school and program through this opportunity?
what is it that I want my audience to think, feel and act as a result of my talk?
what specific topic will best resonate with the group?
what can I address that might stretch me a little bit and help me learn?

One of the most difficult issues for me in public speaking is to be sure that I am doing this for the audience and not for myself. Last weekend I had the opportunity to work with the Board of Trustees from the Lutheran Foundation of the Southwest, assisting them with their strategic planning retreat at the Clifton Sunset Home (a great place where people are cared for at the ened of their lives). As I accepted the opportunity and spent time getting ready and then with the group, I had to remind myself that what I was doing was for them - to be there completely for them and not consider what this was doing for me. Personally, I get a lot out of speaking for groups or working with boards. Some of my personal takeaways include:

personal learning - I always learn more about the topic researched and the group I am with at the time
personal esteem - I always feel good after presenting to a group, especially if they tell me I did a good job
personal satisfaction - I really do like helping people learn and get better, so when my words or work can do that, I get great satisfaction
personal gain - sometimes I get paid to do these gigs; other times it is merely my reputation and the University's reputation that is enhanced
personal growth - each time I present I get a little better at the process of standing in front of a group and talking.

So what do I really want to see as a result of talking with others about leadership? Here are a few thoughts:

people thinking more deeply about leadership - when others consider the multidimensional sides of leadership, they walk away being more appreciative of the role that leaders have
people considering how they might lead - my talks are most centered on how to make people better leaders themselves and to consider their role as leader in multiple areas of their lives
people wonder how they might better serve their leaders - understanding the complexity of leadership might help others see what they can do to make life a little easier for the different leaders in their lives
people's leadership capacity is strengthened - nothing is more exciting than when someone approaches me after a talk and says "that's something I can use today in my own leadership."
the world is a little better off - I always hope that my talks will leave everyone more thoughtful, more considerate, more energized, and more willing to go and make the world a better place.

I am thankful for the opportunities I have to speak to groups. Over the past year, those opportunities have become more and more frequent, and I am realizing that perhaps God is beginning to use me in a new and exciting way. Speaking on leadership might just be that place where my passion and the world's great needs meet, something the Frederick Buechner says will bring great joy. I completely agree!

wondering about the future

2011-03-04T06:24:00.003-06:00

It's official...I am now one of three people being considered for the position of President at Concordia University St. Paul, one of the ten Concordia University System colleges and universities. CSP (as it is affectionately known) is one of our sister schools and their retiring president has been in place for 20 years. It is in an urban setting (right next to I-94 just west and south of the city center) situated in a very diverse community. It is exciting to consider the possibilities of this next step of leadership for me and to imagine what an urban Lutheran university can become as it serves its region and the church at large.

I thought I would take this platform today to share a few of my thoughts over the past several weeks. I do this to help leaders understand the "land of in between" that we often go through. I find myself living in the future and the present at the same time, and wonder where exactly I need to be. So here are a few Friday morning random thoughts to help guide myself - and others - through the "land of in between."

I wonder if I should be thinking that I will be getting the position (seems presumptuous) or that I will not be getting the position (seems too unassuming). I've decided to picture myself in the position...at least until they tell me otherwise.
About a week ago I went from "this is fun and a great learning process" to " I could actually be president of a university!" It was a VERY scary moment and one which brought the reality of this process home to me.
Each day seems to be a rollercoaster. One moment I feel as if I can do the job and have the skills and tools to do it well...the next I am wondering why I ever made the list in the first place and feel embarassed to be going for an interview. I guess it is the later thought that keeps me humble and spurs me on to learn more in getting ready for the interview.
The more I read and learn, the less I really know (that's called getting an education). Someone said the other day that no one is ever really ready to be a president...perhaps that applies also to leadership - is anybody ever really READY to lead?
I keep getting asked (and asking myself) WHY I want to take on this role. It has been a tremendous gift for me to answer this question as it goes to the motives of leadership. The answer is beginning to come out more and more as "I've been given the gifts to be able to do this, so if God sees fit to call me to this position, I need to be able to accept that responsibility."
I am learning a lot about myself...when people are being nice to me and saying things like, "We would hate to lose you," or "You'd make a good president," I always ask them why they believe that. Two things happen - it forces them to articulate what they believe a good leader should be and it tells me about myself and to what I need to pay more attention.
I have set up a series of mock interviews with different groups of people, and after finishing the second one the other day, I felt whipped. Here's what I'm learning: 1) interviewing is harder than I thought it would be (special thanks to those who are helping me with this); 2) I have to do away with some of my nervous habits (and still remain myself); and 3) there is a lot to learn to be ready for this type of interview.
It's a God thing - people keep reminding me (and I myself) that God is in control and that He is walking with me (and the other candidates) through this process. This is the time when faith and trust can really kick in and be evident in my life.
This process includes more people than myself - and it especially includes my wife. She is as anxious as I am about what this whole thing means for her and me. As we sit and talk, we get excited and anxious at the same time. The future is a scary thing - and yet is full of new adventures.

So that is my "land of in between" - a place where much learning can take place and we can change as individuals. I suppose this change can be good or bad - depends on our attitudes and who and what we invite in to join us on the journey. I'll keep you updated as to what happens next...

working with the "slows"

2011-02-19T11:52:00.002-06:00

I recently read a section of a book on Civil War Leaders that dealt with the relationship between President Lincoln and General George McClellan. The relationship was never very good (though President Lincoln tried his hardest) with General McClellan consistently demanding more than he needed and waiting too long to attack General Lee's forces.There is a point in the conflict in which President Lincoln referred to General McClellan as having the "slows." As much as Lincoln urged him on...as much as he demanded him to move forward...as much as he asked others to push McClellan, nothing much ever happened and the Army of the Potomac lost multiple opportunities to win decisive battles that might have shortened the war.

Who do you know - or who do you work with (or for) that seems to have the "slows?" What seems to characterize this person? How does this person's behavior and actions keep the institution form moving forward? And what happens when you as a leader tend to get the "slows?"

The behavior is often characterized by someone not being able to act in a timely manner. When leaders get the "slows" the whole organization begins to grind to a halt. Other people wonder what is happening...other people begin to get blamed for opportunities not taken...other people are scrambling to gather data the leader wants in order to make his or her decision...other people get blamed for budget issues...other people are asked to perform above their call of duty...other people (well, you get the idea).

McClellan was a master "blamer" - it was never his fault, but always someone else's problem when he was not able to take the initiative. He blamed it on his generals...he blamed it on the weather...he blamed it on his superiors...he blamed it on his numbers (or lack thereof)...he blamed it on lack of information. What he never did was blame it on himself. His "slowness" brought the Army of the Potomac to a grinding halt - and eventually led to his own demise. Following the battle at Antietam, Lincoln found the right time and place to remove General McClellan and replace him with General Burnside (who ended up in a similar situation within a few months).

How can we make sure the "slows" do not happen to us? Here are a few thoughts:

determine what it is that needs to be done - and then set a timeline in which to make it happen
find a group of people who will hold you accountable to your decision making process
don't be a data freak...though this might be a strength of yours, do not let it become your weakness
know your data - gather what you need, be sure it is as accurate as it can be, and then move forward
understand what the organization needs to move ahead - and empower others to make those decisions
be willing to say "I might be wrong" and then move forward
always have your list of what's next - be thinking about and working toward the next big thing
don't be afraid - the fear of failure can keep you from acting
don't become arrogant - your pride can easily create a fear of failure
surround yourself with great people - and work with them to make timely decisions
do regular inventories of what you have accomplished in the past 90, 180, 360 days

If you have the "slows," determine to do something about them...if those around you have the "slows," discuss with them their inability to act and help them correct the issue...if those to whom you report have the "slows," find ways to encourage them to give you (or others) permission to act...if your organization has the "slows," set up a way for yourself and your division to make things happen. Don't be accused of having the "slows"...it's a terrible disease that can hurt you, your career, and your organization.

decision making 101: who should a leader listen to?

2011-02-11T06:38:00.003-06:00

While leaders are not making decisions regularly (and if they are, they have moved into the management mode), the decisions they do make often have a significant effect on their institution. These decisions will come with a lot of input, data gathering, and often some serious hand wringing. These are not what we would call easy decisions. While there has been a lot of science that has gone into understanding how one makes decisions, I would like to comment on the process of who leaders listen to as they go about their decision making process.

Listening to people's input as leaders go about making decisions is an important part not only of the decision making process, but also in building the culture that one wants to have within their organization. Who leaders listen to...how they listen...when they listen...and how that advice is used all affects how others perceive the leader and the organization. Here are several groups of people that I believe leaders should listen to - and the process in which they should listen to them:

The Executive Team - more often than not, this is a group of people who surround the leader because of their title and position. They are also often tied to a particular section (aka SILO) of the organization. This group of people bring data to the issue from their unique perspective and often have a stake in the game as decisions are being made. The decisions made by the leader will often affect them and their people very directly. While they have to be a part of the decision making process, I often wonder if they bring the best advice. And we all know what can happen if the leader actually asks them to VOTE on the decision...

The Masses - our culture tells us that democracy always works best, and yet decisions made by the masses are often made with little or no real data. What "feels" good at the moment often guide this group in decision making. Whether it is by vote...or by survey...or by informal input, the masses are mostly asking "what's in it for me?" They often only see what is on the outside of the decision to be made, and know little about the real issues. They are not fully informed (nor should we expect them to be) and yet are quickly willing to lend thier opinions.

Those Who Have Gone Before Us - while it is good and wise to to have counsel from mentors and coaches and those who have been in the decision making role in the past, it is difficult for this group of people to be completely objective in their thoughts and opinions. The picture of what worked in the past might not necessarily work today or into the future. This group of people may want their own personal legacy to live on, and relying on them for help in the decision making process can skew a leader's understanding of what the organization REALLY needs to move forward.

The Best People in the Organization - for me, this is the group I would put the most stock into when listening for advice in decision making. They may or may not have a title...they may or may not be sitting on the executive team...they may or may not have been with the organization for a long time...BUT they should be the people whom the leader trusts the most. They bring the most value to the organization...they are the ones whom the leader believes can best move the organization forward...they are the ones coming up with ways to make the organization better...they are the ones who show up early and stay late...they are the ones with whom others associate the organization...they are the ones who see their job as their calling and vocation...they are the ones who exemplify what the organization is all about. Listening to them makes the most sense, because they will give advice that is best for the organization (not themselves)...they will give advice that is forward looking (not the easy way out)...they will give advice that comes from the heart (becasue that's the only way they know how to think about the organization)...and they will give advice that challenges the "normal" way of thinking (because they are always challenging themselves and their personal way of thinking).

Leaders should be listening to others in their decision making process, and who they listen to says a lot about them as a leader - and a lot about the culture of the organization. Ultimately, the leader HAS to make the decision, and it becomes THEIR responsibility to do so. There is no place for blame afterwards, and the leader lives with the consequences of that decision. However, good listening (or what others refer to as deep listening) can assist the leader in the decision making process - and can serve them and their organization well in the long run.

thinking about leadership

2011-02-04T07:03:00.002-06:00

The title of this blog is "thinking about leadership" - so just how often do you think about leadership and what is it you are thinking about? I was recently asked the question about how my various academic degrees have prepared me for a position of leadership, so I actually had to do some thinking about leadership. I was talking with a colleague about a cermaics class he is teaching, and as he described how his best students work with their clay, it brought to mind a picture of good leadership and I began once again to think about leadership. Sitting around and catching up on journals this past Sunday evening had me reading about higher education, and most articles I read had me thinking about leadership. Having coffee with a friend and mentor had me thinking about leadership. At my most recent College of Business Advisory Board meeting, I began thinking about leadership. So why is this important?

I have met way too many people that just lead - and believe they have all the answers because they have experienced leadership. One of my colleagues keeps referring to a book (yes "a" book which I assume means one) that they read on leadership and nows acts as if they have all the answers. Others think that leadership is something one is born with and therefore that person will naturally have all the answers and know how to lead. Still others who were elevated into a leadership position many years ago now pontificate as if they are the experts on leadership. I wonder if these people ever really THINK about leadership.

It amazes me how many times in a given day or week I pause to consider the concept of leadership. As I drive in the car, my mind wanders to how one led that day, or the decisions I made in a leadership role, or what might be done better to lead my institution. As I read various books (mostly NOT on leadership), I begin to contemplate what that particular tome is telling me about leadership, though often indirectly. As I interact with people, ideas of leadership pop in my head that I can bounce off of them. Watching people lead gives me the ability to critically reflect on why they did what they did, and what I might have done differently in that given situation.

So how does one become the type of person who thinks about leadership on a regualr basis?

develop leadership lenses - whatever you read or observe, ask the question about how that might inform your own leadership ideas
ask quetions - when talking with others, ask them why they made the decisions they did, trying to understand how they lead
wonder outloud - in conversation (or in your own head) ask the "what if?" question that gets at the heart of the matter of different viewpoints or ideas
read widely - don't just read leadership books (though it is important ot read many of those). I especially encourage good fiction to broaden one's mind in terms of thinking about leadership. I also encourage browsing the magazine shelves at bookstoes and picking up issues you have never read to discover new ways of thinking about leadership
interview really cool people - I have often said the best part of my job is that I get to meet really cool people. Find someone who interests you, set a time to meet them for a cup of coffee, and just pick their brain, especially on leadership topics
watch moves - and ask the question of yourself what it might be saying about leadership
observe - watch leaders and the decisions they make, and then think about why they made those decisions. Consider alternatives, going back to the "what if?" questions
journal - while this is not a strong suit of mine, I know that putting one's thoughts down on paper on a regular basis (some call it blogging) can help in making lucid the multiple ideas running through one's head
develop a spirit of humility - I teach my students to be able to use the phrase "I might be wrong..." because if they can embrace that attitude, they can become lifelong learners. Realize now that you actully know very little about leadership (even if you have forgotten more about leadership than most people will ever know) and become a lifelong student of the topic

I love thinking about leadership - I probably do it even when I am not thinking I am thinking about leadership - it becomes natural for me - and it is always somethining I am pursuing to a deeper level. I invite you to join me in thinking about leadership - and take your leadership to a new level.

working with your boss

2011-01-21T04:48:00.003-06:00

Last night I had the pleasure of having dinner and drinks with my boss - we had been at a conference in Philadelphia all day and decided to have a nice dinner and end the evening with a cocktail. I learned a lot about my boss - and also learned alot about what he expects from me (and my colleagues) in our position. It made me think about what I do...how I do what I do...and whether or not my boss really knows what I do and how I do it. Here's what I am committing to do in the near future (this will be a short blog becasue it is snowing outside and I need to drive from my hotel to downtown Philly):

make a list of everything I am involved in at this point beyond the day-to-day running of my College. I want to show that list to my boss and dialogue with him about what he considers important and what I consider important. Where there is agreement, I can move forward with the assuredness that he is behind that 110%. Where there is disagreement, we will talk and I will re-evaluate my time spent on those issues.
start asking why he wants done the items he asks me to do. Rather than fuss about another project or update he is asking for, I will spend a few moments considering why he is asking, what the outcome he expects, and if I cannot figure it out myself, I'll ask. The "why" behind the tasks that do not come freely or easily to me can help me complete them not only in a more timely manner and with greater attention to the detail.
push him to consider other ways of getting goals accomplished. I figured out last night that he approaches how he wants his Deans to function based on what comes naturally and easily to him (duh!). However, I believe he is completely open to new ideas of how to get the work done. Rather than say, "there's another thing my boss wants," I can commit to going to him and saying, "have you considered another way of doing this."
set aside time for listening. My boss (as well as myself) likes to think and dream outloud. We do it in different ways, but we both need time to talk. I need to have some weekly time with him to let him talk with me about some of his new ideas. If I can then help him accomplish those ideas, everyone wins.
take his hints as duties to be done. He has admitted to me (and the rest of his reports) thast he does not like to dictate items, but would rather suggest things to be done. When I (and others) do not respond to those suggestions, he feels as if we are not doing what he asks us to do. Rather than make him change, I will need to listen more closely and when there is a suggestion of an action item, I will either act - or ask if that is something he wants done...and when he would like it done by.

Just a few thoughts about working with the boss...at least as of today. It was good for me to listen and hear how my boss thinks and what my boss needs from me. When was the last time you had a chance to really listen to yours?

new year...new leader

2011-01-07T06:30:00.003-06:00

As this New Year began, I made several resolutions - first, to lose some of the extra weight I have gained over the past year; second, to spend more time reading in the mornings; and third, to spend time talking with people who do "cool" jobs that I could consider during the next 25 years of my life.

As a leader of others, I have also made some resolutions having to do with that aspect of my calling and vocation - let's call these my New Year's Leadership Improvements:

to listen more...more specifically to not begin answering a question (or respond to a comment) before the other person has finished talking and I am completely clear on what they are asking or saying.
to ask more (and better) questions...as much as I want to tell my story and give my opinions, I know it is better for the other person to discover what is inside of them if I want them to reach their full potential. Asking better questions means that I will follow Peter Block's advice and ask questions that are 1) ambiguous; 2) personal; and 3) evoke some anxiety (see Peter Block's book Community: The Structure of Belonging).
to achieve more goals...I like vision and strategy, but it is difficult for me to sometimes get things done. I will designate on my calendar specific "red" days (referring to the Birkman Assessment Colors) to get after tasks and accomplish that which is necessary to move the organization forward.
to coach others...as my role expands, I need to delegate much of what I do to others in the organization, so I will spend more time with those individuals who have the responsibility to carry out some of those goals and activites, helping them grow as leaders and managers.
to build a succession plan...I am a big beleiver that the work of the organization must continue when and if I (or others) move on. Planning for this includes selecting the right people, letting the organization know about that, then training them to take over. Not only does this help the organization, but it also builds leadership capacity in others.
to serve the region...having recently been elected to the ECHO (Ending Community Homelessness) Board, I want to expand my capacity to serve that need, and see where else I may be able to lend some time and/or expertise to make this region a better place. I have been blessed by so many people in the greater Austin region who give tirelessly of their time to this place I now call home, so it is now time for me to give back also.

That's my New Year's leadership resolutions. What are yours? Have you written them down? Is the focus of them on yourself, on others, or on your organization Have you asked yourself why they might be important to you? What type of accountability do you have in place to accomplish them? Remember that you still have 348 days still left to make them happen. Enjoy the journey - and make a difference!

a christmas thank you

2010-12-17T06:44:00.003-06:00

Christmas is a time of year when we get a chance to say THANK YOU to people who have touched our lives over the past year. I would like to take this space to extend a THANK YOU to several people who have been LEADERS to me over the past year. Consider this my Christmas Leadership Thank You List...

Tom Cedel - Tom serves as the President of Concordia University Texas, and I consider him to be the one who gives me practical leadership advice. When situations arise at the Uniuversity that I do not understand or want more information about, he is able to explain to me how he makes his decisions and why he makes those decisions. This is a wonderful learning tool for me as I get a "sneak peek" into the process of decision making at the executive level. I am thankful for the time he gives me and for his great leadership of our institution.
Alan Runge - Alan is my direct boss who serves as the Provost at CTX. Alan is the one who pushes me to consider the next great thing I can accomplish. He helps me set stretch goals and never lets me settle for small or insignificant goals. He has a grand vision of what we can and should be doing, and will not let me "coast." His drive to make things happen pushes me when I think it might be okay to coast for awhile. In addition, he is always willing to listen to me and settle me down when I get too excited about something. I am thankful for his mentoring and his willingness to let me shape the job to my strengths abilities.
Linda Ford - Linda came onto my radar screen a little over a year ago, and since January has been serving as the Director of The Concordia MBA. She is my emotional leader, who dreams with me about what CAN be and gets excited with me when those dreams become a reality. Her ability to think big picture, imagine the possibilities, push people to do their best and then MAKE THINGS HAPPEN inspires me on a regular basis. At most meetings between the two of us, at least one of us becomes "verklempt." I am thankful for her willingness to dream with me and to join me on an amazing journey this past year.
Ralph Wagoner - Ralph is the retired president of Augustana College in Souix Falls, South Dakota who served as my leadership coach for about 6 months over a year ago. Since that time he has stayed in touch and helped me think through situations that frustrate or confuse me. He is the ultimate "question asker" and always has an encouraging word for me. Ralph has a way of helping me think through the big issues of life in a clarifying manner - and then encourages me to go after my dreams. His wisdom is absolutely invaluable. I thank him for his words of encouragement and for his belief in my ability to lead.
Billy Moyer - Billy is president of SOS Leadership....and is a mere 25 years old. While he is half my age, he is an inspiration to me in the way he talks about leadership and makes things happen among young leaders. It has always been a dream of mine to find a way for young leaders to mentor young leaders - Billy does that! As I hear him talk about his ideas and the way he is out mentoring young leaders, I get excited and want to join him in that pursuit. I an thankful to Billy for helping me launch our Emerging Leaders Advisory Board - and for inspiring me to be a mentor to others.
Ron Kessler - Ron is a coach and consultant here in Austin and serves as the chair of the College of Business Advisory Board. For me, he is the ultimate ENCOURAGER. When I need advice, or encouragement, or just want to talk, I give Ron a call amd we meet for coffee or lunch. By the end of the conversation, I am feeling like a million dollars and am ready to go out and set the world on fire (to use just a few leadership cliches). I have yet to meet someone who does not like (love) Ron - and I feel the same. I am thankful for Ron's consistent encouragement - and his willingness to serve as a mentor for me in my present (and future) leadership capacities.

That's my list - I hope you have a list of people who serve as leaders in your life. Be sure to take a moment and say THANK YOU to them for what they do for you - and for their influence in your life.

A Blessed Christmas to all of you...and God bless us, everyone!

leadership wisdom from the hymnal

2010-12-10T06:49:00.005-06:00

In my faith tradition (Lutheran), our worship structure is more formal and traditional, and we use many older hymns in our worship services. We also follow a church year calendar, which began anew several weeks ago with the season of Advent (4 weeks prior to Christmas Day). Two Sundays ago, we sang a hymn with which I grew up entitled Prepare the Royal Highway, a reference to the writings of Isaiah the prophet who foretold the birth of Jesus Christ. As we came to the final stanza of the hymn, I came across this particular line:

His (Christ's) rule is peace and freedom and justice, truth and love.

I was immediately struck that this is what leaders should be doing in their organizations and for the people whom they lead. It is a reflection of servant leadership as defined by Robert Greenleaf. Each of the words defines a place - or state of being - in which one can become completely whom they are meant to be and work at their highest level of effectiveness. Rather than being beaten down, cajoled, or manipulated, people might be able to become something more than they even imagine they could be.

A quick look at each of the words:

PEACE: to be at peace means that I am in harmony with myself and others. It creates a sense of well-being in which I can approach my life - and my work - with a sense of wholeness and being in a relaxed state. This allows for one to think and dream at a higher level. It may not completely serve all professions well, but for those who have to think in their jobs, it provides a place where a higher level of creative thinking can occur.

FREEDOM: I believe there is no higher calling that to help others be "free" - free from having to worry about basic needs as well as free to engage in higher level needs. Greenleaf uses this term extensively in his writings on servant leadership - those who would serve so that others might be more free. A place where people are free to be whom they were meant to be and use the gifts with which they have been endowed by their Creator is a place where amazing work can be done.

JUSTICE: I see this word as describing a place that is fair - and that holds people accountable for acting in a way that is fair to all. Too many times in organizations certain people are allowed to do things that seem to go against the norms and values that have been established (either written or unwritten). The leader who brings about justice brings about a place where people know that they are to treat others well...care for the environment...uphold all that is good and right...and do things that bring about the best for the organization.

TRUTH: It would be difficult to work in an environment where one is constnatly wondering what is the truth. Having to look over one's shoulder...having to wonder if what I am being told is the truth...having to second guess decisions...these all harm the organization and its ability to deliver on its mission and goals. I think this begins with the leader being a "truth teller," being transparent and calling things what they are. This is a value that is often missing within organizations.

LOVE; I use this word often to describe the ideal leader and organization. Many people wonder if I am being too soft, and if work will actully get done where love prevails. For me, this is nothing short of being one of the hardest things to do, and when done well creates an outstanding organization. The leader must love their people - their organziation - their customers - their clients - their mission - and what they do on a day to day basis. That translates very quickly to the organization as a whole and can quite literally TRANSFORM the organization.

In the Christian church, there is often talk about "the kingdom of God." In the Gospels, Jesus often uses the phrase, "the kingdom of God is like..." It is my belief that leaders can bring about the kingdom of God in their organziations when they create an environment in which peace, freedom, justice, truth and love are prevalent and pervasive. It is my hope and prayer that more and more leaders will find ways to do this for their organizations and the people who work with them...be that a for-profit company, a not-for-profit, a school, a goverment organization, a community, a church, or a home.

A Christmas Wish List

2010-12-03T06:33:00.005-06:00

Dear Santa, this year for Christmas I do not want any toys (well, maybe one or two). What I really want is:

leaders who listen more and talk less
leaders who know how to ask good questions (see above)
leaders who think and act strategically
leaders who walk around and get to know people
leaders who engage their multiple constituencies at a high level
leaders who are not afraid to confront people who go against the organization's values
leaders who reward people who live out the organization's value at a high level
leaders who have a sucession plan in place - and make it publicly known
leaders who do what leaders are supposed to do and not act like managers (or janitors)
leaders who know how to follow
leaders who share information easily and make it understandable
leaders who think organically rather than linearly
leaders who "get" community
leaders who have a deep self-awareness
leaders who are willing to ask hard questions of themselves and others
leaders who know how to lead good meetings
leaders who craft their message to their audiences
leaders who speak passionately and professionally (see above)
leaders who "believe the best" rather than "assume the worst"
leaders who are always learning
leaders who understand the concept of Level 5 leadership (humility AND determinate will)
leaders who really understand servant leadership
leaders who can say NO and provide a good reason
leaders who say YES to good ideas that are fiscally responsible
leaders who find ways to exploit others' strengths for the good of the organization
leaders who practice the art of forgiveness
leaders who bring about peace, freedom, justice, truth and love in their organizations
leaders who truly love people
leaders who truly love their organizations
leaders who know how to relax and have a good time
leaders who demand excellence in all they do - and what others do
leaders who seek out other leaders for learning and growing
leaders who know the importance of a clean desk
leaders who know how to dress like a leader in representing their organization
leaders who learn how to say "I'm sorry" or "I made a mistake"
leaders who take every opportunity to talk about the organization's mission
leaders who are willing to step into the fray and make things happen
leaders who know when to sit back and allow others to make things happen

I invite you who are reading to add your Christmas wish list for leaders in the comments section below...

teaching leadership

2010-11-13T07:57:00.002-06:00

This past week I began teaching our first MBA course on leadership entitled Leading Self. This five-week, 1 credit course (The Concordia MBA has four different 1-credit leadership courses as a part of its curriculum) will help students begin to wrestle with the question "Who am I as a leader?" What a privilege it is to work with these 40 adults in the discovering of their leadership gifts, talents and passions. This first week focused on discovering one's strengths - and how those can be used in leadership. We laughed a lot as we were surprised at how accurate the Strengths Finder 2.0 assessment was in naming our strengths...and we laughed when some students thought that the identified stren gths were not what they thought they should be - but other classmates saw them clearly in each other. We contemplated how strengths can be used in combination for solving problems in our work and communities...and comtemplated what it might mean if we use our strengths as a manipulative force in others' lives. Over the next four weeks, the classes will go deeper into understanding their personal strengths and the strengths of others - and how they can be further utilized in leading people.

As I prepared for classes last week (and am now thinking about preparing for this coming week), the idea of how leadership is taught keeps crossing my mind. The combination of learning and experience is always powerful, so I have to keep in mind how I can help students relate what they read and think about to their day-to-day experiences. The other part of leadership development happens in what researchers refer to as "individual readiness" - that part of one's self in which they are willing to open up to assessment and critique of their leadership capabilities. As students reflect on their leadership and put on paper their individual thoughts about the subject (and about themselves), they are barring their souls to themselves and to others - a scary, yet powerful learning tool in this process.

So here are a few ideas on what I believe about "teaching leadership":

lots of interaction - my job is to ask rich and powerful questions which cause the student to think and go deep into what they believe. As they answer these questions out loud, others receive more information that they can them process themselves about what they believe. I keep asking them WHY so they can go to the root of their thoughts.
spirited debate - teaching leadership is not about learning more material, but about wondering how the material learned related to the individual. I love it when people disagree with what the author of a book says...or what the assessment shows...or what I have to say. Spirited debate makes the student defend outloud what they believe, which helps to make it more real and personal for them.
reflection - thinking about what one reads - what they expereince - what they think about - and what others say is a critical part of the growth process in leadership development. Having students journal and do assignments that cause them to reflect is a critical part of the growth curve in developing one's leadership style.
go with the flow - I taught two different groups of students this week, and while the topic was the same for both classes, the discussion went in entirely different directions. Following the lead of the students, I assist them in processing what they are thinking, helping them think through their thoughts and udeas using leadership lenses.
energy - I play a lot of music in my classroom and have students move around. I have to be upbeat and moving to keep the energy going. While this has a little bit to do with being an evening class, it has more to do with modeling the energy needed for leadership. As I move among students, engage their thoughts, and keep the energy high, it is a reflection of what leaders do for their organizations and people they serve.
deep questions - my role is to ask rich, deep, thoughtful questions so that students are "forced" to consider how they think about leadership and how they might lead in given situations. It is not my role to tell them what to do or how to act - it is my role to assist them in the process of discovering their authentic leadership style that will guide them as they lead and make decisions.

I am sure there will be more blogs on what happens in my classes over the next month - I consider myself a student as I approach these classes. Each class session last week provided for me an AHA moment in which my view of leadership was challenged. I am grateful for this opportunity and thankful for the 40 students who will teach me about myself and my leadership style during our journey together.

confronting with calmness

2010-10-29T06:35:00.003-05:00

This past week I had a student in my office who had been accused of cheating. Rather than read that student the riot act and heap multiple consequences on them, I simply asked, "Is this true?" I made sure I kept looking straight into their eyes and watched their reactions closely. Now I know that there are some outstanding "fakers" who can easily keep a straight face while telling a lie, but for the most part I can make a student break and confess the truth. It is in watching for that reaction that will guide the next steps of the discussion. I have always maintained that a difficult conversation can never be held over the phone or email - it needs to be done in person because it is the reaction of the person receiving the message that determines the course of the conversation (BTW - you will need to read to the end of this blog to find out how the student reacted).

From time to time in my career, I have had people walk in my office and accuse others of inappropriate behavior or poor judgement. My inital reaction is to believe the person telling me these things, but I also know that they could be wrong for a variety of reasons. After listening to that person's story, I will normally ask the person's permission to approach the other person (there are times when I will not bother with permission because of the egregious nature of the accusation). For me, it is important to determine the truth of the situation. If what I am being told is true, then the offender needs to be confronted and next steps need to be put into place. If what I am being told in NOT true, then the accuser needs to be confronted and next steps need to be put into place. While I never relish having to "investigate" this type of situation, I do know that in doing so, I have the ability to establish and strengthen a culture of trust and forgiveness.

When confronting a person with a given accusation, I expect several things to happen:

for the person being accused to realize the seriousness of their behavior
for the person to feel sorry for what they have done
for the person to ask forgiveness
for the person to determine how they can restore any relationship that might have been hurt in the process

If this person continues to deny any wrongdoing, I will continue to press for awhile and ask multiple questions to see if I can get at the heart of the matter. As I apply more "law" I am hoping to get at the truth. There have been times when I have not gotten at the truth - and there have been times when it became apparent that the truth was that the accuser had either misinterpreted the action or telling a lie themselves - and now a whole new conversation needed to take place.

Getting at the truth is a delicate balance for those who are in a leadership position. I have always said that it is not the mission of any institution to hunt down and determine everyone who does something wrong - that would take too many resources away from the main mission. However, in order to establish a safe and trusting environment and culture, it is important to get at the truth, especially where people's reputations might be involved.

A few thoughts for those of us who are in a position where we might have to deal with these type of situations:

do it quickly - gather the facts and then call that person into the office in a timely manner
approach the conversation as "getting at the truth" rather than "getting that person"
if the accusation is true, get them to determine how they will make amends and work to restore the relationship
if the accusation is not true, bring the accuser into the conversation right away to clear up any misunderstandings - and then deal with the accuser
assure both parties that if there is ever any retaliation against the other person you will deal with it immediately - and harshly
work for forgiveness and changed behavior
document, document, document
where possible, share the story so that others understand how the culture of the institution works

And now for the rest of the story...as I confronted this student, they immediately broke down in tears and could not look me in the eye. They admitted to cheating, and kept saying they were sorry. After a few minutes of letting their sorrow sink in, I told them they were forgiven, and that an academic dishonesty form would be filled out and placed in their file. They immediately offered to write a note of apology to the instructor and planned to see the instructor later that day. We had a great discussion on WHY the student decided to cheat, and I believe that their behavior will be different in the future. Unfortunately, not all confrontations turn out that well; however, I left my office knowing I had done work that day to build the culture we want in the College of Business - a culture of academic excellence...a culture of student responsibility...and a culture of forgiveness. All in all, not a bad day for me!

leadership goals

2010-10-22T06:57:00.005-05:00

This past week, my Introduction to Business class (freshmen) have begun reading Eliyahu Goldratt's The Goal, a great book about operations as well as a way of thinking and looking at business (and life). In the book, the main character is confronted with the question, "What is the goal of your company?" After much debate, he realizes that the goal is to make money. He then goes through a process of finding the best way to do that, from which he develops the theory that a company makes money by increasing throughput while decreasing inventory and operational expenses. My students over the past few years have loved reading the book and it leads to discussions around multiple isses. One of those issues is"What really is the goal of an organization?" And here is the next question for me and you to consider - does the goal of the organization differ from the goal of leadership? Let's explore...

is the goal to make money an end or a means? Does the organization make money so at the end of the day it can pat itself on the back and say "look at how much we have provided for our shareholders" or "look how much money we have in the bank"? Or does the organization make money so it can be sustainable over the long haul?
Leaders have multiploe goals - but at the end of the day, when push comes to shove (what does that phrase really mean?) does the leader worry about making money over everything else (we know where that leads to) or does the leader worry more about the people of the organization?
If the leader's goal is to develop the people of the organization, is it an end or a means toward the goal...in other words, am I developing people so they have a greater capacity to make money for the organization, or so they themselves become better leaders?
Sustainability of the organization involves creating value - which we all know carries more weight in many instances than only making money. However, there had better be a plan in place to eventually make money, or the value will become valueless. So what comes first - the plan to make money or the plan to create value?
The inherent mind of the leader goes to influencing people toward a common goal. What if the organization one leads is a not-for-profit? (I am having breakfast in 20 minutes with my good friend Jerry Daivs, CEO of Goodwill Industries of Central Texas). But as we all know...no margin, no mission. So is that common goal making money or doing good? In the long run, shouldn't everyone be working to make money for the organization so that it can live out its mission?
The ideal of leadership grabs many people because they want to act for the common good...or want to make a difference...or believe there is a better way of doing things. Sometimes the mantle of leadership is thrust upon someone and they have to step up and lead, with little or no forethought about what that means. Will they automatically "punt" to the goal of making money - or another goal that is near and dear to their heart?

As I finish this week's blog, let me think outloud for a few moments. I do believe there is no perfect answer to this conundrum...I do believe it is a BOTH/AND rather than an EITHER/OR...I do believe in the idea of "no margin, no mission"...I do believe the leader had better be concerned that at the end of the day there is cash left over to not only pay the bills but to save something for a rainy day...I do believe that people need to be developed to use their gifts and talents for more than just the goals of the organization which they work for at this time...I do believe that leaders must first and foremost consider and care for the sustainability of the organization which employs them at that moment...I do believe that a leader's personal growth will come through living with these seemingly conflicting goals...and I do believe that by living with these seemingly conflicting goals, leaders will strengthen their organizations in the long run.

musical chairs

2010-10-15T06:08:00.002-05:00

After last weeks "ghost-blog" here is another thought piece by Carrie Leising - I encourage you to read through it with a specific meeting in mind and ask yourself how you might have changed the arrangement to get more at what you really wanted from that time...

Have you ever walked into a meeting and disliked the way the chairs were set up? Did you feel uncomfortable with the chair you sat in? Was it made of hard plastic or rocked on one leg that was missing a rubber heel? Did you find yourself sitting in the corner or in a spot in the room that did not give you the best advantage to hear or see the speaker? But, what's this got to do with leadership?

Meetings are a holding environment for change initiatives (I love that line - DC). A board meetig for a nonprofit is convened to discuss governance issues. A weekly staff meeting keeps work-related tasks on the table. A faculty meeting discusses curriculum or student issues. A group of folks around the water cooler gossip about those hidden messages that lie deep in the heart of middle management. The way that meetings are arranged, whether they are done in a formal or informal manner, is a form of leadership that involves social norms and traditions.

The agenda and the arrangement of the room and which way the chairs are facing the leader sends a powerful message to the audience. Is there a pulpit? Is the speaker comfortable walking around the room? Does the speaker stay in one spot? How is the audience reacting to the speaker? Is the obnoxious person, who always speaks up at meetings, sitting in the back or the front of the room?

Have you gone to a meeting and spent an inordinate amount of time discussing how to rearrange the setup? Have you felt frustrated because the agenda was derailed? Do you have another meeting to follow up on the meeting? Changing the status quo at meetings generates tension and sometimes produces hidden conflicts. It also can challenge the organization's culture and leadership. It seems minor, but changing the way the chairs are set up is a technical challenge. It helps people avoid the "real" challenge. Whether people or leaders know it, they are avoiding the ADAPTIVE CHALLENGE, which is a change initiative. People do not like deep change and it takes a strong leader to focus on the change intitative that's at hand and manage the agenda.

When I sat on the Parish Council for my church, about ten minutes before the meeting started, the Pastor would come and sit in the chair at the head of the table. The pastor had a non-voting role at the meeting but his presence, especially at the head of the able, sent a message to everyone on the council. His agenda and non-verbal cues were leading the meeting. The members of the council struggled to conduct the meeting and say what they really wanted to say. Many nights I stood outside in the parkiung lot discussing the "real agenda." As my frustration grew, I see now that my pastor's seat, or the "hot seat," was in control of the agenda.

Leaders are responsible for controlling the message in ways that allow people to adapt and embrace the message. Leaders can also do the opposite - it all depends on the message. Too much heat and people will want to discuss rearranging chairs or getting to the meeting early to get a "good seat." Too little heat and people will focus on how uncomfortable their chair is and not pay attention.

Next time you walk into a room and feel a desire to pick a seat or change the set-up, take a moment to reflect WHY. It could be for hidden or obvious reasons. Do you have a message you want to share or deflect? Do you want to lead the adaptive challenge or the technical challenge? It's up to you...

Carrie Leising serves as a development officer for Concorida University Texas. She has a Masters in Not-for-Profit Management from the University of San Diego. You can contact her at Carrie.Leising@Concordia.edu

lead by example

2010-10-09T12:15:00.003-05:00

Earlier this week, I was asked when I would be writing my next blog by my good friend and consistent blog-reader Carrie Leising. Having a busy week, I asked if she would ghostwrite this week's blog for me. Her thoughts below were both humbling and inspiring to me - I hope they prove to be a learning tool for you...

Don Christian leads by example when he writes his column for his blog every Friday. When he missed a Friday, I asked him about it and he asked nme to ghostwrite one for him because I am an avid reader of the blog. I laughed it off, but when I woke up at 5:00 AM the next morning, it hit me on the head. I got out of bed, brewed a cup of strong coffee, and knew that I had to write about a leader who leads by exaple and is the real writer of this blog - Don Christian. Here's why...

Don is ethical in what he does and goes about doing things in a transparent manner. It is important that leaders remain ethical at all times because they are being watched and observed in both positive and negative lights daily, even hourly.
He's dedicated to the message of leadership and his work. His personal mission in life is Christian education and this permeates everything that he does at Concordia University. A leader has a passion for what they do and they do it well.
He does what he say he's going to do. Concordia University's MBA program has been in the works for many months. Then, just last month, the program came to fruition and is off to a great start with 40 students. Don's leadership effort and that of those around him made this program a reality. Don set the example for others to follow.
He constantly reads...on leadership, on life's greatest works, both ficton and non-fiction alike. Reading strengthens leaders and pushes them to grow in wisdom, in perspective, and to think critically of the world around them. Check out the right-hand column of this blog for some titles to whet your reading appetite.
He genuinely listens. In leadership, hearing the message is critical. Often, leaders miss hearing the true message. Listening is critical to success and building relationships that leaders need.
He consistently builds people up. Teaching students and others around him (and by writing this blog), he is an example of how leaders can influence others by doing so with positive reinforcement and support.
He has time boundaries. Leaders know how to make good use of their time and respect other's time. It forces leaders to effectively share a message efficiently.
He has good timing. Leaders know when the right time is to approach certain topics or messages and push them through to the constituents or audiences that need to hear it most. Don is an advocate of Christian education and developing Christian leaders and his timing is impeccable when it comes to sharing that with others.
When he has a message to share, he shares it with the right people or delegates it to others to spread to the right people, i.e. his askig me to write this column for this week. Thus, I am finding myself suddenly immersed in following his example and hopefully leading others to do the same.
Don also knows when he can't do it all. It's important for leaders to remain humble and gracious, while recognizing their own strengths and weaknesses. Relying on others, like asking me to write this blog, is a smart way of continuing the dialogue on leadership within our community.

Thank you, Don, for the opportunity to share my bit on leading by example. I hope it has fulfilled you and your reader's Friday morning dose of inspiration on leadership. Ghostwriting isn't so bad after all...

Carrie Leising serves as a development officer at Concordia University Texas where she been for almopst three years. She has a MBA in not-for-profit management from the University of San Diego.

forgiveness as a leadership tool

2010-09-17T06:53:00.004-05:00

I had a phenomenal experience yesterday in class where I had to ask forgiveness from a student, and when he replied "don't worry about it" we as a class had a 15 minute dialogue around the ability to say "I forgive you" and how powerful those words are in a leadership position. I believe most people are afraid to say "I forgive you" because they think that those words nullify any consequences that should follow the inappropriate behavior. But perhaps one of the great things I have personally practiced...and that I teach my students to say are the words "I forgive you AND you're fired" (or fill in the approriate consequence).

The power of forgiveness lies in the fact that through those words realtionships can be healed and people can be freed from their guilt. The consequences will still follow (if you embezzle money from the organization, and upon being caught show true remorse, I will forgive you AND fire you...my hope is that you will know you are forgiven and can then move on with your life in a new position). If leadership is about people and influence, then I need to be a person who understands the need for people to be FREE in their lives - and carrying around guilt will keep one burdened in a way that will never allow them to live out their gifts.

This begins in simple ways:

a report is late in getting to your desk - your colleague says they are sorry it is late - you look at them and decide to say "I forgive you." It may seem silly, but imagine the impact it has on that individual.
a spouse says a harsh word - as soon as it is out of their mouth they say "I'm sorry" - your first response can be "I forgive you" - imagine the differnece that can make in a relationship.
a co-worker speaks a harsh word about you behind your back - you hear about it and confront them. When they apologize, you look at them and say "I forgive you AND is there anything I am doing that caused you to say that?" Imagine the rich conversation that can take place at that moment.
one of your reports is abusive in their relationship to another employee - when their behavior doesn't change, they are put on notice. Finally you have to terminate them from their position. They come to your office in tears realiziung now that their behavior was inappropriate, and ask for another chance. You look at them and respond with "I forgive you AND I have to let you go because of the hurt you have caused others in this organziation and your continued behavior does not show that you have the ability at this point to make the necessary changes." Imagine the effect this can have on the worker - AND on the organization itself.

So how are you at saying those three words? Take time right now to say them outloud - see how they sound - practice them while driving in your car...in your shower...while mowing the yard. And the next time someone says "I'm sorry" be sure to pause and remember to say "I forgive you." Imagine what might happen...

leading with a mirror

2010-09-10T06:18:00.004-05:00

I find that there are many times I complain about how others lead, but often forget to complain about how I lead. I live in a world in which I believe my decisions are (or would be) best - and wonder why other make the decisions they do. I see my actions as heroic - and others' actions as dimwitted. I think that my ability to bring people along is a fine-tuned skill, honed by multiple years of experience - and watch others fail to even communicate with those who are under their care. I look upon my ability to get things done as almost superhuman - and wonder why others seem lost in a paper bag.

Of course, I hope I also have sense enough to know that others feel the same way about themselves - and me. It is our narcissistic tendency to believe the best about ourselves and the worst about others. Somehow the mirror I look into only reflects what I want to see, not what I should be seeing. I often wonder how others have seemed to purchase the same mirror. So what is a leader to do? How can we get and use the right mirror which gives us a true reflection of how we lead?

Perhaps the answer lies in a two fold manner - first, having a mechanism in which to do honest gut checks with ones self; and second in having another person who is constantly checking to make sure the leader is using the correct mirror. Honest gut checks are often difficult to perform. Using a leadership assessment tool is often just a glorified mirror in which I self report about all the great things I am doing and how I believe others see me. Journaling is often no more than a reflection of the great things I do and the lousy things others do. Going off on a retreat and being silent helps reinforce the narcissistic mirror I might already be using. Listening to what others have to say about you often puts followers in a spot in which they will also reinforce the use of the "bad" mirror.

Having another person whom one relies on to give honest feedback can be tricky - should this be a good friend (do you really want your best friend to tell you about the lousy job you are doing)?; should this be a hired coach (why would I pay all that money to have someone tell me how bad I really am)?; should it be one's spouse (do I really need to hear about my faults at the end of the day)?; what about one's supervisor (and when my promotion is on the line, is this really the person I want examining what I fail to do each day)?

So what do we do? I suppose it is a combination of all the above, as well as having the ability to be emotionally honest with one's self and begin by admitting they might be wrong (this could be the start of a "leaders anonymous" group). The other day I walked into a colleague's office, incredibly upset about several decisons that had recently been made. I was ready to charge forward and try to fix the situation (even though it was not my situation to fix). I walked in and said, "I need a gut check" and proceeded to tell him what was going on. Throughout the conversation I kept saying "I might be wrong" and at times he confirmed that yes, I might be wrong - and at other times confirmed that I might be right. My ability to admit I might be wrong - and his counsel - all helped to settle me down and make a better decision.

There is no definite answer here...perhaps the greatest tool one can have to be sure they are using the right mirror is to recognize that in a position of leadership, it is often easier to use the wrong mirror that it is the right one. If I know that...if I remember that...if I recognize the times I tend to use one or the other...if I have someone to help me remember to use the right one...if I force myself to pull out the right mirror on a regular basis...if I am able to look into that mirror and believe what I see and then act on it - perhaps then my leadership can have a stronger and more positive impact on the people I lead and the institution to which I have been called.

So...which mirror have you looked into recently? Are you leading with the wrong mirror - or the right mirror? And what are you doing to be sure you are using the right one on a more regular basis?

gracious leadership

2010-09-03T06:22:00.002-05:00

The other day I sent a note to a group of people thanking them for thier graciousness during a time of transition. One of the members of that group (and a frequent reader of this blog) suggested I write about "gracious leadership" - and what that might look like in an organization. I have been contemplating that idea for about 24 hours, so bear with me as I "think out loud" about gracious leadership.

The idea of being gracious sounds as if I am hosting a dinner party, and my goal is to be a gracious host. I imagine that one who is gracious is "full of grace" - and that has incredible implications for leadership. Leaders who are full of grace might:

think before they speak - how many times do those first words out of one's mouth end up hurting someone? Emotionally aware leaders will put the brakes on, especially if they know they tend to be sarcastic or "witty." Begin gracious in one's speech sometimes means not speaking what you think, but speaking words that build up another's countenance.
consider asking another's opinion - there is a built-in mechanism in most organziations that assumes those who have a title have more information with which to make better decisions. Gracious leaders will go to those who are closest to the issue and ask for their ideas and opinions - and invite them to be a part of the decision making process
be quiet and listen - I think that gracious leaders are the ones who think about asking really good questions, and then shut up and listen - really listen. Allowing others to talk and engage in the thinking process is truly an act of grace, because it invites people into an enriching dialogue, not a one-way discussion
not assume they are always right - one of the phrases I like to teach my students to be able to say is "I might be wrong." This is a powerful statement, as it shows vulnerability and allows others to perhaps be right, once again enriching the conversation
allow for flexibility in his or her co-workers - there is so much more to life than work, and understanding that shows graciousness on the part of the leader. Acting on that understanding moves the leader to the next level
always see the best in people - I believe that God has gifted everyone with a set of gifts, talents and skills, and that people truly want to use those in their lives. Helping others uncover and use those gifts can make a world of difference in an organization, as people are freed to live out their calling where God has placed them
be a person of forgiveness - being able to say the words' I forgive you" may be one of the hardest things leaders have to do, because there is an assumption that in saying those words, there will be no accountability for actions that harm the organization. Dietrich Bonhoeffer in his book The Cost of Discipleship talks about "cheap grace" - grace that has no accountability or cost. I would say the same of forgiveness - cheap forgiveness can only do harm to an individual and an institution. A gracious leader is able to forgive and hold accountable, specifically because they are gracious

So how does one become a gracious leader? I think it begins with oneself - do I understand (really understand) how God has been gracious toward me...and can I then be gracious toward myself? Am I comfortable with my own gifts and talents...am I able to listen to myself...can I accept that I am wrong from time to time...can I look at my own work and see it as good...can I be flexible in my personal schedule...is there balance in my own life? As one comes to understand this aspect of self-leadership, they can then move into leading others in a gracious manner.

Special thanks to my friend Carrie for nudging me to write about this topic. I think that perhaps she has shown me gracious leadership by seeing that I should - and could - write about this topic. It's my prayer that she - and others - will set an example of gracious leadership among their co-workers and through that process create a gracious organization. Now doesn't that sound like a cool place to work?

when leaders can't lead

2010-08-14T11:57:00.003-05:00

As I considered what to name this blog, I vacilated between using the word "can't" and "won't." I suppose that the word "can't" implies the inability to do so, either through lack of knowledge or resources. The idea behind "won't" is that someone has the knowledge and resources and willfully chooses not to use them in their leadership role. Once this blog is finished, I will leave it up to the reader to decide which term may be the most appropriate...

How many times during the course of one's career do people observe a leader who continues to do things that defy the imagination? How one treats people...the decisions one makes...the policies one enacts...the lack of decisive action when needed...the inapproriate comments and behaviors...the unwillingness to listen...the unwillingness to use people's passions and gifts...the stupid things one says and does...and like most of the other lists in my blogs, this one too could go on and on.

When I observe these types of behaviors in people who have been placed in leadership positions (note the difference between leaders and people placed in leadership positions) I do not know if they are incapable of acting in a manner that for all intentional purposes is the exact opposite of what leaders should be doing - or if they choose in the moment to wilfully act in that manner. It does not make any sense to me that a mature person, who has the ability to read and observe other leaders, would behave in such a manner that would be degrading to individuals and harm an organization. I am not talking about leaders making mistakes - that happens all the time. I have lost my temper...I have made bad decisions...I have acted in my own interest rather than that of the organization...but I beleive they are few and far between - they are, what we would call, lapses or mistakes. What we all observe from time to time are those people in leadership positions who consistently and wilfully make decisions that hurt people and the organization. And for most of these people, I assume (and I could be wrong here) that they have been told about these behaviors, and yet they stil continue to function in this manner. Someone please help me understand this phenomenon...

So here is what I think - and then I will share what may be done:

I think that many people move forward in their careers by behaving badly, but that it does not hurt others or the organization because either a) they are so low on the organizational chart that no one notices or cares as long as the work gets done; or b) they are lone rangers who are incredibly successful and their organization (or industry) is afraid to hold them accountable for fear they may leave
I think that often times people are rewarded for results, and that the bad behavior becomes tolerated, which then becomes part of the culture, which then becomes institutionalized. How can a leader who behaves badly be called to account when that is the way other people in leadership positions behave within the organization?
I think that some people just don't know any better - they were treated this way in the past and that is the only way they know how to function in a leadership role (we all know of parents who abuse their children because they were abused as a child)
I think for many people in ledership positions it may be scary to change their behavior - they have built their reputation on a certain way of behaving (and many times wear it as a badge of honor) and to ask them to change seems to them an impossibility

So what can be done?

Leaders need to be held accountable - when they behave badly someone needs to stand up to them and hold out the mirror. If the person holding the mirror needs protection, then the organization should provide that in some shape or form
Leaders need to learn - no one shuld be beyond improving their leadership skills and abilities. I wonder how many leaders who won't/can't lead have attended serious leadership training and development courses recently?
Leaders need to focus on people - while those in leadership positions are held accountable to results, they should also be accountable to people. At the end of the day, all an organization has is it's people - and they need to be taken care of and handled in a way that builds them up and uses their gifts
Organizations need to know the results of a leader's bad behavior - when someone leaves an organziation because of bad leadership, that person needs to let the organization know - so that others may not need to suffer in a similar position.
Build a culture that holds leaders accountable for their actions, not just their results - if an organization believes that people are important, then those in leadership positions need to act in a manner that supports that value.

All this being said, there are those leaders who often "suffer in silence." Becasue they play by the rules...because they put people first...because they do not bully others...because they are making decisions that are for the good of the organization AND its people...because they are constantly learning how to improve themselves...because they can say "I may be wrong"...they often get overshadowed by those who can't/won't lead. I believe that these leaders need recognition for what they do - and for who they are...they should receive the necessary resources needed for their departments...they should receive the acknowledgement that they deserve...they should be listened to more closely than others...and they should be the ones of whom it will be said, "Well done, good and faithful servant."

confronting with the truth

2010-07-30T06:00:00.004-05:00

It may be the most difficult thing in the world to do - to look someone in the eye and confront them with the truth (or at least the truth as you perceive it to be at that moment). Over the past several days, I have come across several incidents (some directly related to me...others that I heard about through the grapevine) that I believed needed to be dealt with in a quick and truthful manner. The problem was that to do so would have put people in the awkward position of looking someone in the eye and confronting them with something they said or did. OUCH!

But here's the problem...if the person and their actions are not confronted, then it goes without saying that the action is permissible within the organization. If I decide that it is okay to trash a fellow worker openly and publicly, without any type of reprimand or acknowledgement that doing so is inapproriate, then others will believe that they too can engage in that type of behavior, and soon it becomes a part of the culture. Confronting people with the truth when they act outside the bounds of what is right and acceptable becomes a way to build a strong (positive) culture - and that is one of the roles of a leader. Not confronting the person with their action allows the culture to become weak (negative) and soon everyone believes that any type of action is not only allowable and tolerable, but becomes "the way we do things around here."

So just how can one become a master of confronting others with the truth so as to build a strong culture? Here are a few thoughts from someone (me) who has had to do this, but never likes to do so...

Be careful...when you hear about the innaproriate behavior, ask yourself if the behavior is truly wrong for the organization, or if it is just something that pushes one of your own personal buttons.
Be careful...ask a lot of questions of what you see and hear to be sure that the behavior really happened the way you saw and/or heard about it. It can be very damaging to confront someone with the truth when it is NOT the truth.
Be careful...sometimes you may need to confront without knowing all the facts. I will begin those conversations with, "I heard/saw this and I need to know if it is the truth or not. If so, we need to have a discussion about it...if not, then I need that information to go back to the source and let them know they were wrong." It is always a good idea to believe the best rather than assume the worst when having to confront someone with the truth.
Be careful...and couch your words in "organizational" terms. I try to point out how someone's actions and behavior hurts not only individuals, but also the organization. In a recent inscident where I confronted someone over a social media posting, I had the opportunity to talk about the responsibilities one has to the organization when choosing to use social media and other forms of communication.
Be careful...check your own motives and feelings. Are you excited to do this? Is this going to be an "I gotcha" event for you? Are you relishing the moment you get to confront with the truth? If so, STOP and wait. This should be a very difficult conversation for you, because you are holding up a mirror to others of their own wrongdoing. A wise man once said to me that when firing someone becomes too easy (or too fun) it is time to get out of that position, because you have lost your ability to care for people.
Be careful...but be BOLD. This is no time or place for the faint of heart. You cannot and should not shirk your repsonsibility to confront - that is the calling of the leader as "keeper of the culture." Go to that person, look them in the eye, and state why you are there. Be sure to practice beforehand what you plan to say, and then say it.
Be careful...and be quiet. Once you have stated what you need to say, let the other person talk. They may have another side of the story you did not know...they may be so ashamed they do not know what to say...they may need the time to find words to ask for forgiveness...they may need time to collect their thoughts as to how to respond. Give them that time - and be gracious as you listen to their reponse.
Be careful...and be willing to forgive. When the mirrior is held up to someone in which they see their action for what they really were, that is the the moment when they might confess their wrongdoing and ask for forgiveness. At that point do NOT say, "that's okay" or "be sure it never happens again" or "don't worry about it." Say these powerful words - "I forgive you." And then stop. No need to follow up with "don't let it happen again," or "I'll be watching." Let them know of any consequences that may occur as a result of their behavior (memo in file, need to meet with another person to explain) but do not heep more fire on the situation with threats or demands.

I hope that most of us do not find ourselves in situations where these type of conversations have to take place on a regular basis. However, if the environment in whihc you find yourself today is a bit toxic, then I encourage you to start having these conversations - and watch what happens. After confronting a few people with the truth, it is my guess you will find yourself doing it less and less because you are building that culture in which people behave in a way consistent with the norms of the organization. And that makes for a healty (positive) workplace...or board...or church...or school...or even one's home.

when the obvious is not so obvious

2010-07-23T07:59:00.004-05:00

This past week I came across a decison made at my university that I thought was a poor decision - the right answer seeemed so obvious to me, and yet the decsion was made that seemed to make little or no sense. As I contemplated the disconnect between what I believed to be the obvious decision - and the decision that was ultimately made - I wondered to myself "who is wrong in this situation...me or the other person?" So I began to explore some other questions that might help me understand the disconnect I was experiencing:

what might they know that I do not know?
am I the only one experiencing this disconnect, or do others feel the same way?
why am I feeling this disconnect - what is driving my reasoning behind this?
since this decision is not in the realm of my own job description, why am I even caring?
if what I percieve to be obvious is not so obvious to the person making the decision, what part of the decision making process is not so obvious to that person (or to me)?
what is it that might drive someone to make a decision opposite of what I believe that even they should perceive as obvious?
how many times do I make a decision which seems obvious to me - but is probably perceived by others as a wrong decision?
are there ways to make my decision making process more transparent so that those who do not understand why I make certain decisions will be able to understand why I made the decision I did?

When I see a decision made that seems so "wrong" in my own eyes, my first impluse is to go and let that person know that I believe the decision they made was wrong. For some reason, I believe that my decision making process must be superior to their decision making process, and that if they would only listen to me they could change their decision and do the right thing. I learned long ago that going to that person to express my opinion often does little or no good. Even if it is done with good intentions (for whose good?) I will probably be perceived as a "know-it-all" and will lose respect and trust with that person. I do believe there are times when one has the right - and responsibility - to ask for a clarification of why a decision has been made...but am also discovering that it should truly be for clarification, not because I believe it is a wrong decision (that's a fine line that will most often show up in how the question is asked). This is especailly true when the decision really does not affect what I am paid to do and does not interfere with the day-to-day living out of my vocation.

As I ramble through the writing of this blog, I have come to realize that this is the dilemma of most everyone in any organization - or any relationship. How many times during the day does one say "What were they thinking?" Often, we will never know...sometimes it might be best NOT to know - and at other times, it will be best to actually inquire and seek to understand the other person's thinking. What is obvious to me may not be so obvious to someone else...and what is obvious to them may not seem so obvious to me. I suppose that is what makes relationships - and organizations - so much fun to be a part of. As someone once said, if the two of us always think alike, then there is no need for both of us. Thank God for differences.

In the meantime, I will continue to wonder why that particular decision was made...and wrestle with the ambiguity that exists within me. And if I am ever in a place to make a similar decision...well, I better wait until I am there to decide what I will do.

the need to read

2010-07-16T06:40:00.002-05:00

I recently returned from a four week vacation on the coast of Maine, where the orders of the day include a lot of reading - I prepare months finding the right books, deciding what to read and how much time to devote to my reading. Each year, my wife and I ship up a box of books that will occupy us for the time we are at our summer haven. This year, the box was lost in the mail...so we had to use local resources like the library, the used book stores, and our good friends at amazon.com. I ended up reading Ayn Rand's Atlas Shrugged; more recently published books including both The Secret Life of Henrietta Lacks and An Organic Manifesto; Cormac McCarthy's All the Pretty Horses; Gibert Martin's 1000-page biography Winston Churchill: A Life; and the first two volumes of Marcel Proust's 6 volume epic novel In Search of Lost Time. It was a good vacation as it allowed me to read several tomes I had been putting off for awhile.

Returning from vacation put me back into the "read when I can find time" mode, which always has me reading several books at one time. As I looked at the stack of books on my present reading list, I was struck by the fact that I tend to read in areas in which I am presently involved. The following list will tell you more about what I am presently thinking about and doing:

Business Leadership: A Jossey-Bass Reader...preparing for teaching in The Concordia MBA
The Effective Executive in Action (Drucker)...attempting to change how I lead and manage the multiple programs and people in the College of Business
Afghanistan: A Military History (Tanner)...all of our Freshman are reading The Kite Runner as they come to campus this fall
Not For Profit: Why Democracy Needs the Humanities (Nussbaum)...CTX is going through a curriculum transformation and defining how a liberal arts education shapes our students
Mere Christianity (CS Lewis)...trying to understnad how the cardinal virtues shape leadership
Ulysses (James Joyce)...began this book toward the end of vacation and trying to finish it as this point

Someone coined the phrase "leaders are readers" (and the other truth that "not all readers are necessarily leaders"). I believe that's true as reading allows one to learn and to enter the world of others. I am a firm believer that great literature - especailly great fiction - allows the reader to more fully understand the human dilemma, and become more empathetic through the process. Reading great fiction is engrossing - and fully transports the reader to a different time and place...and yet, it is most often one's own time and place also. To read Proust is to look into one's own past...to read Tolstoy is to know that we too can experience the same issues and situations...to read Steinbeck is to catch a glimpse of how others survive the drama of life. Reading this type of literature is not easy - nor is it always relaxing - but it is rewarding. So...what are you reading right now?

two heads are better...

2010-06-04T07:15:00.003-05:00

Last week's post on convening people brought a few comments from others, mostly in terms of how important it is to be able to have the power and authority to do so. Within an organization, there are few people who can say to a random group, "let's get together to solve this issue," and have everyone show up. However, there is nothing that can keep two people from meeting over lunch or breakfast or even in the hallway to problem solve and think through issues. My mom always used to tell me that "two heads are better than one," and I think I am beginning to believe her.

This past week has been a seies of "two-headed" meetings. I took a trip to Houston to meet with friends of the Univeristy where I was able to pick their brains and ask for advice...I had lunch with an Advisory Board member where we brainstormed on different ways of mentoring students...I then met with a colleague over a glass of beer to flesh out the details of an upcoming training. Each meeting produced great ideas and much better results than if I had tried to figure out the issues by myself. Which again reminded me that two heads really are better than one.

The picture of the "lonely leader" at the top does not need to be a reality in today's world. While many still hold to the fallacy that the leader has all the answers, more and more people understand the importance of collaboration and bringing ideas together from multiple resources. I have found that people like to be asked their ideas - and if framed in such a way that their ideas really do matter, they are ready to contribute their best thinking. And that's the key to bringing two heads together - making sure that it is not a one-way conversation, but truly a bringing together of the minds. How can that be done? Read on...

Someone needs to initiate the conversation - is there a problem that needs to be solved? Go and find someone and ask their opinion on it.
Before asking someone their opinion, consider the question you want to ask - be sure that the question appropriately frames the problem so that the answers you get are actually directed to your problem (beware that this may be the most difficult part of this process - asking the RIGHT question is the key to getting the right answer).
Find an appropriate time - set an appointment, or take them to lunch, or meet them for a cup of coffee, or if you happen to see them in the hallway, graciously ask if they have 10 minutes to give you. What you need at this point is undivided attention.
Begin the conversation by setting the context - a question asked without context might provide an answer that doesn't get at the heart of the issue. Tell your story - what was it that led up to the question you are asking. Don't expect the other person to be familiar with your particular situation.
After asking the quetion, shut up and listen. The other person may need some time to formulate their ideas - graciously give them that time without filling in the dead space - you may even say to them, "take your time and think - I am in no rush."
As the conversation progresses, you may want to offer a few of your own ideas, which will a) spark new ideas with them; or b) confirm your own thinking on the matter. A naturally flowing conversation can lead to some great thinking over time.
Take written notes - for two reasons: 1) it helps you to remember what they are saying and any action items you might need to follow up on; and 2) it says to the other person that what they are saying is important enough for you to write down.
When all is said and done, be sure to thank the person. A note the next day is also very much appreciated. And if you implement their idea, be sure to send another note letting them know what has happened and that without the time they gave you, it may never have come to fruition.

I know that there will be many times people have to make decisions on their own...when the time crunch will force only your own best thinking...when the decision has to be made by the one person in charge...when the privacy of the matter allows for little if any interaction with others. But for me, it has always been better to ask others their opinions and thoughts...because what my mother told me is true - two heads really are better than one.

power to convene

2010-05-28T07:32:00.003-05:00

This past week saw me calling together 3 different meetings of various peoples - meetings that were not regularly set but came up as a result of having to dialogue and/or make decisions. I even had the pleasure (?) of being referered to as the "King of Convening" - not quite sure what that meant, but I think it had something to do with a) thinking convening is a good thing; and b) actuallly being able to get people to come together and talk. I had read somewhere earlier in my career that one of the benefits of being in a leadership position is that one has the power to convene others. I think that is very true, because when someone can bring people together to talk, they are actually facilitating communication and, from my experience, those who facilitate good communication are "gods." People are always complaining about communication - I think what they are really saying is that they do not know what is going on, they want some say, and they want some decisions. What better way to do that than to bring people face-to-face for dialogue and discussion.

This blog contains 2 parts: first - how to convene people; and second - what to do when they are convened. Read on...

Convening people requires several things:

a mindset that believes bringing people together to talk about issues is a good thing
a willingness to step up and ask people to come together
the ability to define or reframe the important question that needs to be answered
a knowledge of what the multiple people in any organization do, have authority for, what their talents and gifts are, and what they are passionate about
the freedom to invite people to a meeting (or the ability to get permission to invite people to a meeting)
the willingness to say "I don't know the answer to this problem, but I believe collective wisdom can get at a solution"

When convening people, the meeting should include:

a time frame - people are busy and want to know what the time commitment will be (be sure to STICK to the promised time frame)
an agenda - people want to know why they are coming together and what is to be accomplished - be sure to frame the question well and set out how you believe the process will work toward answering the question - give assignments beforehand if people need to bring something with them
an optimistic atmosphere - give people hope that their time spent together can actually arrive at a solution or answer
others talking, not you - the convener is there to listen and observe, not to pontificate. Refrain from doing all the talking and listen to others, asking clarifying questions
a good "wrap-up" - this includes what was decided, what the next steps include, and who is responsible for what
follow-up - people want to kow that the time they spent was worthwhile and what happened as a result of that time - communicate with them afterwards

I do love convening people - I love the interaction that takes place, the problem solving that occurs, and the good feeling people have by working together. If that's a part of leadership, then count me in!

control

2010-05-21T08:52:00.002-05:00

According to one of the books I have used in my Introduction to Business course, one of the functions of a manger is to "control." In my world, that means that the manager has to make sure that what he or she plans to have happen actually happens. Makes perfect sense to me - part of what I do in the classroom when I assess student performance...and part of what I do as a Dean when I assess program performance. However, I think there are many in management and leadership positions who have other definitions of control...

My first thought (and I am pretty sure many others' first thoughts) when hearing the word "control" have to do with controlling people's behaviors...and specifically controlling people's behaviors so that they comply with the behavior that the manager/leader determine to be the correct behavior (I hope you followed all of that). I think that when managers/leaders move into controlling behavior in this manner, they have moved into a parental role, i.e. "I know better than you do because I am wiser and more fully comprehend the bigger picture...therefore, since you are unable to make wise decisions, I will make them for you and you will comply - if you do not comply, then you will be punished." I do not know about you, but when I hear/understand/see the term "control" in that way, I begin to cringe and get upset. Ultimately, if this type of "control" continues, I either 1) comply grudingly; or 2) rebel - neither of which brings out my best work for the organization.

There are multiple ways that managers/leaders exercise this type of control over (yes, over) others:

large group lectures
one-way memos
performance reviews
hallway passbys
group emails
policies

Some of the above tactics are unofficial, and are able to generate some discussion or leave some wiggle room. Others are more official, and leave little or no room for discussion or interpretation. Most "proclamations" are often done with little input from those whom they most affect or have to implement them. Please understand that I am not saying that managers/leaders should never make decisions or ask people to do things they may not want to do; what I am saying is that when these decisions are made to control people's behavior as a parent would control a child, then there are issues with which to deal.

So how can managers/leaders be more effective in making sure things happen in an effective/efficient/orderly manner? Here are a few ideas:

before making policy/proclamation, ask yourself WHY it is being made...can it be fully explained that will make sense to those whom it will most effect?
before making policy/proclamation, ask yourself if you are doing this to curb the behavior of a few or of many...if of a few, ask yourself if it would make more sense to go to those people and ask them individually to make changes
before making policy/proclamation, consider whether you REALLY can control this behavior...there are some things that just can't be controlled, no matter how strong of a policy is written - then find a way to be comfortable with this reality
before making policy/proclamation, ask yourself if this is really good for the organization, or is it something that is just pushing your personal buttons...and be brutally honest about this one
before making policy/proclamation, consider the poeple whom it might most affect and then go and ask them their opinion of it...and REALLY listen to their input - this is a great time to help them understand your thinking and they may give you even better ideas with which to address the issue

I have found that most policies/proclamations are made as knee-jerk reactions to one or two people's problems - we tend to make policies/proclamations for the few rather than the many. I have also found that most policies/proclamations are written to be limiting toward action rather than expansive...and will often frustrate the best people of the organization rather than motivate them. And my guess is that the few people for whom the policy/proclamation is made will still find ways to subvert the requested action...while the best people in the organization will spend extra time trying to comply because they are the ones who always want what is best for the organization.

So consider the last policy you wrote or proclamation you made...now what do you have to do to fix the problems it may have caused?

noting excellence

2010-05-14T06:33:00.003-05:00

Yesterday I commented to a colleague that I did not know what I was going to blog about today. When I opened the paper this morning, I was reminded that one of my own colleagues, Dr. Larry Meissner, was one of 15 state-wide recipients to receive the Minnie Stevens Piper Professor Award this year. Imagine - out of the thousands (tens of thousands?) of faculty in Texas Universities, Larry Meissner was recognized for his excellence in teaching. Larry has been at Concordia University for 37 years, and is one of those individuals whom everyone loves. He is a great teacher, he is passionate, he is compassionate, he is...what is it that makes him so amazing?

Napolean made the comment at one time that "leaders are dealers in hope." It would be easy to write about how Larry (Dr. Meissner to those of us who revere him) is a leader and dealer in hope. But today, I want to focus on how leaders should be recognizing and noting EXCELLENCE, such as the type displayed by Larry (excuse me, Dr. Meissner) over these many years. So what does excellence look like? Leaders should be on the lookout for these characteristics:

positive outlook
hard work
new ideas always popping up
dedication to the organization
ability to maneuver between hierarchies
someone to whom others listen
someone who recognizes greatness in others
committed to the values and ideals of the institution
always prepared
willingness to say "yes" to multiple requests
enagement with multiple constituencies
deep commitment to those the organization serves
willingness to hold others accountable (both up and down the food chain)
deeply held personal convictions
ability to laugh and tell a good joke

This listing of "characteristics of excellence" is really a listing of Dr. Meissner's characteristics...and yet, they exemplify excellence in any organization or institution. These are the type of people who help move an organization forward...these are the type of people who make the lives of leaders easier...these are the type of people who best represent an institution...these are the type of people on whom leaders NEVER lose any sleep.

My fear is that these are also the type of people who never get the attention/recognition/reward they deserve. While leaders spend their time worrying about those who make trouble...or those who harm the organization...or those who need to be trained...or those who are still to come to an organization (how many "possible" organization charts go unfilled?) - the Dr. Meissner's of the world go unnoticed, unrewarded, and unrecognized. It is time to step up and NOTE THE EXCELLENCE that these people bring to the organization or institution, through such actions as:

financial reward (beyond the regular raises that everyone gets)
vacation reward (beyond the regular vacation that everyone gets)
development reward (beyond the yearly conference everyone else gets to go to)
time reward (to develop the newest idea these people of excellence often have)
food reward (a celebration of excellence at the finest restaurant)
peer reward (noting one's excellence in front of their peers)
book reward ($1000.00 gift card to Border's - how cool would that be?)
longevity reward (beyond the regular recognition everyone gets)
special reward (something out of the clear blue that no one expects)

While this blog is my attempt to remind myself and others to recognize and reward excellence, it is also my personal tribute to my friend and colleague, Dr. Larry Meissner...my attempt to note excellence on the campus of Concordia University Texas...and my attempt to say to Dr. Larry Meissner, "Well done, good and faithful servant." Thanks for being a model of excellence for me and so many others!

paying attention...or not

2010-05-07T06:35:00.005-05:00

Leaders know that they are supposed to pay attention to people. Much of the literature on management and leadership describes ways in which one can pay attention to others - listening, walking around, noticing good work, feedback, compliments, etc...very basic Management 101 kind of stuff. But I had an AHA moment this week when I realized that it was okay NOT to pay attention to some people. I felt a bit guilty telling myself that at first, but quickly realized it was the only way I could be a good steward of the time I have been given in a leadership role. Let's explore some of the reasons why this might be important:

there is only so much time in any given day - deciding to whom I will pay attention...or not helps me organize my day and time
there is only so much energy I have to give to others - deciding to whom I will give that energy...or not allows me to pour myself into the right people for the growth of the organization
there is only so much stress I can withstand in any given period of time - deciding about whom I will worry...or not keeps my stress level manageable at any given time
there are only so many resources the organization has in its budget - deciding on whom to spend those resources...or not allows me to plan for the growth of those who will best move the organization forward

Typing those words were not easy for me - I like to be liked and I believe that all people are worthy of being loved and cared for. However, if the leader's role is to steward the organization for the future of its stakeholders, then it becomes necessary to pay attention to those items - and those poeple - on whom the organization will be built.

So who are the people to whom I will choose not to pay attention? Here is a short list that I believe can help leaders make these decisions more quickly:

people who just don't get it...after you have tried and tried to help them understand the misison and vision of the organization and what you are trying to do, and no changes are taking place, it's time to stop paying attention
people who choose to treat you and others badly...why should I be worried about those who do not know how to play nicely in the sandbox? If their mothers never taught them how to do this, why should I believe I can make a difference?
people who believe they know it all...if that is the case, my job of providing an environment in which they can improve and help the organization is over, and its time to stop paying attention
people who do not trust me...if I have been a leader of integrity and done what is right for others, and they still cannot trust me, then it is time to stop paying attention to them - they never will trust me (or anyone else for that matter)
people who are self-centered...if it is all about them, and not about others - and especially not about the organization in which they work - then it is time for me to stop paying attention to them and focus on those who care about others and the organization
people who are more worried about their pay/position than they are about the quality of their work or the mission of the organization...I think that says it all

In a perfect world, most of these types of people should be gone from the organization. Reality is that either a) I have little or no say in whether they stay or go; or b) they fulfill a necessary function for which the organization has no replacement at that time. You will notice that the above list does not mention incompetence. Many people whom I choose not to pay attention to are very competent in the task to which they have been assigned - they just don't get it when it comes to the bigger picture of things. And for the most part, I believe they have chosen to ignore the bigger picture of things.

Two final caveats:

Most of the people I have chosen not to pay attention to are not early in their careers - this is not a case of not knowing how to do something or still in the learning/growth/maturity process. These are people who have had success in their careers, have held multiple leadership positions, have had ample opportunity for training - and still chose to behave in a manner that hurts others and the organization.
As a child, when I would get upset at someone, my mother always told me, "You don't have to like them, but you have to love them." As a child of God, I look at those whom God has put in my life and I do love them - I love them as others who have been called and redeemed by God through Jesus Christ. They are a part of God's people - and I love them because of that. However, I do not like what they do - and therefore choose not to pay attention to them.

The question I ask myself each day now is to whom will I pay attention, giving them the best of my resources so that they - and the organization - will grow...and to whom will I not pay attention?

Just Talk to Me

2010-04-30T06:53:00.003-05:00

Have you ever wanted to look at someone and say to them, "Just talk to me...just ask me a question...just make good conversation." Several times this past week, I wanted to say to those who work with me, "Just talk to me...I understand you might be stressed, busy, confused, upset...but just talk to me." Why is it so difficult for people to approach another human being and just talk to them? Here are a few thoughts:

when talking to others, we might be afraid of what they might say
when talking to others, we don't really want to admit what we did or feel
when talking to others, we can't control the direction of the conversation
when talking to others, we will have to expose ourselves, which is incredibly scary

The importance of talking with others is that misunderstandings can get cleared up very quickly - whether I have not met someone else's expectations...or they have not met my expectations - talking with them helps to clear the air and promote understanding. Talking with people allows for both parties to be heard. Talking with people builds trust. Talking with people creates community. Talking with people promotes understanding. And all of that can create a great place to work - and to live.

So how can we more regularly and successfully talk to people? A few action items:

When what you experience from others does not meet your expectations, begin by believing the best. If you can't believe the best, confront quickly.
In confronting quickly, do so with a spirit of inquiry, i.e. that you may not know everything and that you want to find out what really is happening.
Develop a habit of asking questions rather than making statements. And WAIT for answers from others.
Put away your guns when confronting others - assume they are acting in the best interest of the organization (or relationship) and follow #3 above.
Put away your defense mechanisms - when others come to talk with you, listen intently and be willing to admit you might be wrong.
Similar to #5, develop an attitude that says you might be wrong at times, and that in talking with people you can actually learn something.
Summon the courage to talk to others, even when it feels scary. Initiating that conversation is often the hardest part - once it gets started, it becomes much easier.
Prepare ahead of time - consider what you want to say, what you want the other person to know, and what questions you need to ask. In my most difficult conversations with people, I will write out exactly what I want to say and sometimes read it verbatim to them.
Trust that talking to people is a good thing, and that because you have taken the first step in creating this conversation, good things will come out of it. You will, in essence, be the hero!

One quick caveat - sometimes it doesn't always work as you would like it to. There have been many times when I have attempted to talk to someone, and the conversation falls flat on its face. The problem does not get resolved and the relationship is damaged. That's the risk we take when trying to talk to someone. However, I believe the rewards are amazing, and I will risk the few times conversations go bad for the many times they go well - and life is better because of it. At work, on boards, with friends, and at home...it just seems better to go and talk to someone.

A Generation of Paradox

2010-04-23T17:11:00.002-05:00

I love Twitter...came across this series of paradoxes (paradoxies?) from one of my favorite thinkers on leadership among young adults - Tim Elmore. Concordia University Texas uses his text Habitudes in our Freshman Seminar Course. Leadership is about being comfortable with ambiguity - and teaching college freshman is all about ambiguity. Come to think of it, leading college faculty is all about ambiguity...come to think about it, raising a family is all about ambiguity...come to think about it, running a not-for-profit organization is all about ambiguity...come to think about it, lving life is all about ambiguity.

So read this short blog and see if you would be comfortable working with this next generation of leaders (and they WILL be the next generation fo leaders, whether you want them to or not...)

A Generation of Paradox

the art of getting things done

2010-04-16T06:34:00.004-05:00

If you are anything like me (and you probably are since you read this blog), then you probably find yourself in the midst of the "I'm so busy" trap most of the time. Maybe it's you telling all of your best friends (or ex-best friends by this time) how busy you always are and how your are always in over your head and how there is always too much work to do...OR you're surrounded by people who come into work each day telling you how much there is to do and how they can't seem to find their way through the piles and how it never seems to slow down...OR you have a boss who is always running around trying to get things accomplished and is always running late because they are so busy and keeps asking you when all of the projects he has given you to do will get done...and the list goes on.

We seem to live in a culture where people enjoy wearing the "I'm so busy" badge of honor - and we are often the first people to award that badge of honor to others. Our new heroes are the people who are too busy. I saw a sign the other day that said something to the effect that the new generation thinks 9 to 5 is a cute idea. In a connected world...in a fast-paced world...in a high expectation world -- it always seems that there is too much to do, too little time, and too many demands. HOW CAN I EVER GET EVERYTHING DONE?

First philosophy...then practicality:

1. Philosophically, one must admit to themselves that they will NEVER get everyting done. There will always be more to do...more demands...more paperwork...more of everything. That's how life is. Even if we feel caught up, there is another project (or 2 or 3 or 4) looming that if we started on them now would make life easier for everyone. Accepting this fact is point #1. Point #2 is that leaders have to learn to self-prioritize. It would be great if God (or even our boss) gave us a list of priorities that if we followed would make life easy. But that is not going to happen. Being able to self-prioritize is really the ability to look at ourselves, understand what is important to us and others, and then make a decision to act on those that we feel need both immediate attention and what is important for the long haul (see Stephen Covey's Quadrant I and II issues). I believe this is a philosophical issue because it is not a check list or a calendar or an organizer or any other device...it is a way of thinking and living. Perhaps the ability to live with ambiquity and paradox helps here.

2. Practically, there are certain ways of approaching our work and life - and actual action plans to take - that can help us get things done. I am by no means an expert on this issue, but here are a few ideas that work for me:

process paperwork - I find that paperwork can eat my lunch if it starts piling up. I set aside at least one day week where I have 2-3 hours to do this (sometimes less, sometimes more). If you know when you are going to do this, you can tell people when you will be getting to it, relieving stress and guilt over getting paperwork finished.
wake up early - I'm at the office no later than 6:30 every mnorning, giving me at least 90 minutes before anyone else really arrives and things start happening. During that time I answer emails, process paperwork, organize my day, set things out that I need later on, etc. It's quiet, peaceful, and it has become routine. The key here is routime that helps to get things done. Find your timne and stick to it.
block off time - there are chunks of time marked on my calendar to accomplish items that need to get done. My assistant knows those are for the most part sacred times and meetings do not necessarily take precedence over them. If I have two hours blocked off to work on a project, I spend those two hours working on that project. These chunks of time are set up in advance, giving me time ahead of due dates to get things done.
delegate - we all know this is important, but the reality is that leaders get to their positions for the most part becasue they don't delegate early in their lives...they DO THINGS. Now that there are multiple priorities and projects due, one must learn to give things away to others and trust them to get the job done. Major reports and projects should be the handiwork of many people.
set time limits - people can suck up time...and that includes ourselves. A 5-minute conversation turns into 30 minutes of chatter. It may be important...it may be necessary..it may even provide new ideas...but it takes time. Learn to master the use of the line, "I have only five minutes right now." That way, the next time someone comes into your office (or you walk into theirs), you have a better chance of only staying 5 minutes rather than 30.
keep a clean desk - it's difficult to say to someone "I'm so busy" when they look at your desk and see nothing on it. We can increase our "badge of honor" if our desk is piled high and have paperwork laying on our tables. I think we are afraid that a clean desk may say to people we don't have enough to do (don't ever look inside my desk drawers - they're a mess). A filing system...cleaning the desk at the end of the day or week...having someone else clean your desk...whatver it takes, not only will you feel less overwhelmed when you come in the next morning, but you have a sense of control and pride in your clean desk (a new badge of honor).

That's all I have time for - I'm too busy to write anymore - there is so much to do today - my boss is expecting 2 reports finished by the end of the day...see you next Friday!

leadership as a stochastic art

2010-04-12T07:12:00.003-05:00

This weekend I finished an awesome book entitled Shop Class as Soulcraft: An Inquiry Into the value of Work by Matthew Crawford. Crawford has his PhD in Political Philosophy from the University of Chicago - and presently owns and runs a motorcycle repair shop in Richmond, VA. Without going too deeply into his ideology of the work ethic, suffice it to say that I have a whole new respect for the plumber and carpenter who come to my home to repair that which I cannot - or chose not to. To "rank" certain vocations, or to give them names such as blue collar and white collar, does injustice to everyone and creates a society that is often less than fully functional.

That being said (and I do encourge you to read the book), Crawford speaks about the stochastic arts, referring to Aristotle who wrote, "it does not belong to medicine to produce health, but only to promote it as much as possible..." The doctor (or mechanic, in Crawford's world) deals with failure every day becasue they are only FIXING, never building or creating. They fix things not of their own making. Crawford writes, "Because the stochastic arts diagnose and fix thing that are variable, complex, and not of our own making, and therefore not fully knowable, they require a certain disposition toward the thing you are trying to fix. This disposition is at once cognitve and moral. Getting it right demands that you be attentive in the way of a conversation rather than assertive in the way of a demonstration" (p. 82).

Consider leadership as a stochastic art. Leaders lead people, none of whom they have created. Leaders lead organizations, few of which they have created. Leaders influence people, all of whom have their own worldview and understanding of how life should function. Leaders work to make change happen, all the while wondering how others will respond to that change. Leaders see a different future for their organization, a future which can only be achieved through changes in people, all of whom the leader has not created or made. People and organizations are, in Crawford's words, variable and complex...they are not fully knowable...they react on their own...they react differently in different situations...leaders cannot produce change, they can only promote it.

So consider what it means for a leader to be "attentive in the way of a conversation rather than assertive in the way of a demonstration." Skills needed to do this include listening, asking good questions, collaborating, inviting different voices to the table, observing, believing one might be wrong from time to time, letting others take the lead, being transparent, being optimistic, showing empathy, and working to develop others. As you watch other leaders (and yourself) over these next few days, see how many times these people engage in demonstration rather than conversation. When you observe one or the other, ask yourself why that happened that way - and what you can do to promote a change of behavior in that other person...or in the organization...or in yourself. If you catch yourself demonstrating rather than conversing, stop and apologize to the other person, and see if you can exhibit behavior which is more conversational than demonstrative.

Two books for you to consider and read this week:

Shop Class as Soulcraft by Matthew Crawford (Penguin Press, 2009)
Primal Leadership: Learning to Lead with Emotional Intelligence by Daniel Goleman, Richard Boayatzis, and Annie McKee (Harvard Business Press, 2002)

BOSS

2010-04-02T09:15:00.003-05:00

I just now finished reading a biography of Richard J. Daley, mayor of Chicago from 1954-1976. The book, entitled American Pharoah, is both demeaning and flattering of the person known simply as "BOSS," the title of an earlier biography written by Chicago columnist Mike Royko. Growing up just outside of Chicago, many of the events and names througout the book were familir to me, having shaped my earlier years in terms of what leadership should look like.

Richard J. Daley, while known by most people for the events surrounding the 1968 Democratic Convention held in Chicago, was known in Chicago for the way he controlled the "machine" that ran Chicago politics for many, many years. Looking back on those times, I am struck by the paradox that while personally I am against any such graft or politicking, I also can see how much progress was made for the city of Chicago during these times. There is no doubt that Mayor Daley loved Chicago and its people - and did everything he could to make it a great city. The fact that he did it using policital cronyism at the expense of many others, bothers me - yet I wonder if Chicago would be the city it is today without such political behavior.

I know that it is poeple like Richard J. Daley (among many others) who give the term "acting politically" a bad name. Leaders have to be able to "act politically" to get things accomplished...to make things happen...to drive change. The term itself - "to act politically" - is not inherently evil. Leaders have all kinds of power to do so - and that is where the problem often lies. Having the multiple types of power available to onself can easily lead to corruption. The famous phrase - "power corrupts; absolute power corrupts absolutely" - often makes people leery of power. Leaders who become leery of power will often refuse to use it for the good of their organizations. Not only may the not know how to act politically...they refuse to act politically, keeping their followers and their organization from moving forward and enacting significant change.

Perhaops the answer lies in Jim Collins' theory of Level 5 Leadership, which he describes as those who have the indomintable will to act coupled with intense humility. There was not much humility in Richard J. Daley's life - thought there was incredible will to act. On the other hand, we as a country witnessed great humilty from President Gerald Ford, with little or no will to act. Is there a middle ground? I certianly hope so, and I believe it can be accomplished in some of the following ways:

leaders need to know what the mission and vision is - and keep that as the main goal
leaders need to surround themselves with people of differing views, not only by what is often referred to as "yes-men"
leaders need to continually ask themselves whether their actions are for the greater good or for a select group of people
leaders need to continually self-reflect and honestly look at their own motives
leaders need to comfortable with the paradox of doing what is good for the institution AND taking care of people at the same time
leaders need to confront their own prejudices and ways of behavior, dealing honestly with actions that conflict with the mission, vision and values of the institution
leaders need time to be by themselves, not always surrounded by the pressure of the moment
leaders need to be aware of their care for "the least of these," whomever that might be in their organziations and communities

It's good to be "boss" - it's good to be in charge - it's good to act politically - it's good to have power...but it's also good to remain humble - and it's also good to build a larger base of leadership - and it's also good to act justly - and it's also good to share power. These seemingly contradictory ways of thinking are some of the hallmarks of great leadership, which can be used to move an organization forward and to act for the common good.

That being said, I just wanted to say once again that these are the type of leaders we will be developing through The Concordia MBA, which will see its inagural class begin in the fall of 2010. The first information session is scheduled for Tuesday, April 6 at 5:30 PM at Concordia University Texas. This is an exciting time for us in the College of Business. Keep us in your thoughts and prayers as we move forward in this venture.

why do I care?

2010-03-25T17:04:00.004-05:00

This past week I have had a long conversation with a colleague about leadership from the middle and gave a talk at the IACBE conference on developing leadership capacity in college students. In additon, I have been reading Daniel Pink's new boon entitled Drive, and had an interesting conversation with a friend at the IACBE conference on servant leadership. My life seems to be filled with thoughts and conversations on leadership - I wonder why that might be?

If you are reading this blog, you are also probably interested in leadership (or are just being a good friend to me and reading my blog because you want to tell me that you actually read my blog). So why are you thinking about leadership? What is it thast makes you look at leaders and wonder why they do what they do? Why are you anxiously waiting to read the next great book on leadership and try to learn something new? Why do you care about becoming a better leader yourself?

Let's consider this question for a few moments:

you care about leadership because you feel a call to lead
you care about leadership because you are in a position in which you should be leading
you care about leadership because those who lead you are either 1) grossly incompetent or 2) very competent and you want to know what makes them the way they are
you care about leadership because you believe you have been called to make changes in the world around you - and you know that leadership skills are needed to make change happen
you care about leadership because you have been put into a position where you are expected to lead - and you actually want to do a good job with that
you care about leadership because you have always been a natural leader - people look to you to lead and come to you with ideas about leadership
you care about leadership because you have hope for the future - and you believe it will take a new type of leader to solve the problems we will all face in the future.

And so the list goes on. I think that if one can articulate WHY they care about leadership, it can shape what they read...what they talk about...what they think about...to whom they talk... and the actions they take to make a difference. So ask yourself why you care about leadership and why you are taking the time to read this blog. And if you like the answer - ot not quite sure about the answer - post a comment and let's see what kind of conversatin we can get going to learn from each other about why people (especially you and me) care about leadership.

the art of integrity

2010-03-12T06:09:00.004-06:00

Last week I quoted a former boss of mine who defined integrity by "doing what one says they will do." I could not agree more. The idea of integrity is at the heart of good leadership, for integrity is what creates trust, which is what creates followers, which is what creates a culture of developing leaders. I suppose when I use the phrase "the art of integrity" it implies that acting in an integral manner is something one is born with and not a learned behavior. However, let me interpret that phrase a bit differently. In refering to the ART of integrity, I am using that term in a way that describes what happens when one lives out their leadership through integrity. Let me explain further...

Integrity is a matter of choice. Leaders are faced with this choice multiple times every day. They are asked by those around them (colleagues, other leaders, followers) to do things...because that's what leaders do - they get things done...and they are able to get things done either from their influential power or their positional power. When people rely on their influential power, they may or may not be able to accomplish the task which they set off to do. When people rely on their positional power, there should be a greater likelihood that they will be able to do what they say they will do. Of course, there are many exceptions to both of these concepts, but for the most part, leaders have the ability to do what they say they will do because...well, because they are leaders and they can find a way to get things done. And when they do those things which they say they will get done, they perform in a manner that exhibits integrity, whish builds trust, which creates more followers, which creates a culture of developing other leaders. All well and good!

But what happens when leaders choose not to act in a manner that exhibits integrity?

Communication breaks down - it becomes difficult to talk about issues in a collaborative fashion because people don't know whether or not that person will follow through on what they said they would do.
Trust erodes - the less one is trusted, the less they have the ability to influence the organization for good. People begin talking about them behind their back, and less and less people engage them to help get things done.
Isolation occurs - the one who chooses not to exhibit integrity will begin to isolate himself or herself (because they will start avoiding people) and others will isolate themselves from the leader (because they have lost trust in that person).
Silos are built and/or reinforced - others who act in a similar manner will align themselves with the person who does not exhibit integrity - and others align themselves against that person. Communication breaks down, trust erodes, isolation occurs, and silos become ironclad.
Vision disappears - People who don't do what they say they will do must constantly find ways to protect themselves or cover their tracks. If time is spent in this manner, then time is being robbed from the mission and vision of the organization. Similarly, as others grow frustrated with the leader who lacks integrity, they too waste precious time and energy on the unimportant.

So what can be done? In an organziation where lack of integrity is isolated or the exception, these people need to be confronted, having their inconsistency and lack of integrity pointed out. In an open and trusting environment, this can happen from anyone in the organization, and changes can be made that have the possibility of bringing an organization not only to a functioning level but to a place where trust determines a culture of openness and greatness. If the organization is a place where lack of integrity is protected - and sometimes even rewarded - then it becomes more difficult to change the patterns and culture that creates silos and mistrust and poor communication. Perhaps the best one can do is to build a culture of integrity around themselves and those who work within their circle of influence - of demanding that everyone will do what they say they will do - and of rewarding those who truly live up to this commitment.

One final thought - when you are NOT able to do what you say you will do, then you openly acknowledge that in a timely manner and ask forgiveness. That too is acting in a manner that exhibits the art of integrity, which will allow you to create trust, which will create followers, which will create a culture of developing other leaders. And that can make all the difference in the world!

leading from the middle

2010-03-05T05:34:00.003-06:00

I have run across several books entitled something like "leading from the bottom up," or "leading from the top down ," but little has been written about leading from the middle. Perhaps little has been written about this because either 1) no one leading from the middle has time to think about writing a book; of 2) leading from the middle can be so depressing that why would any one want to write about it, much less read about it.

My role as a Dean of the College of Business at Concordia University Texas defines "leading from the middle." On one side of me is the Provost, Vice-Presidents, and President. On the other side is faculty. Talk about being "stuck." If one of the hallmarks of leadership is initating change, consider the role of Dean...in order to initiate change, one must begin with influencing those who follow that the change is good and should be embraced. This may or may not be an easy task, but one that can be accomplished over time (NEWS FLASH - we announced this week the beginning of an MBA program for next fall - so I guess we were able to enact change). Once the followers are convinced it is a good idea, then my job is to influence my boss and his colleagues that this is a good idea so that they can officially approve the idea (did I mention that we launched The Concordia MBA this week?). All of this takes time, and can be stopped at any place along the way. Frustrating? YES...Impossible? NO!

The nature of leadership from the middle means that those in "middle leadership" are always influencing two groups of people - that's the nature of the beast. So what does this mean? And how can those in "middle leadership" actually move their organization forward? Here are few ideas:

Be a people person - in order to have influence with followers and supervisors, you need to have access to them. Be sure you know them and they know you - and trust you (more later on that). Spend time with both groups of people beyond the times when you need something. Take a genuine interest in them and know them as real people.
Help both groups get what they want - the old saying that one can get everything out of life that they want if they help others get what they want is absolutely true - especially if you lead from the middle. You may find yourself acting as a translator most of the time - for me, I define my job as helping faculty understand what the administration wants, and helping the administration understand what the faculty wants. Acting as a go-between provides you access to both groups and makes the change process more smooth.
Build trust - a boss of mine once defined integrity as "doing what one said they would do." That action will build trust, and will allow you as a "middle leader" to get things done more quickly. When I am asked for something by either group surrounding me, I do it to the best of my ability and deliver in time. When I can't do either one of those things, I let them know. If people trust you, they will listen to you and follow you and approve your requests more readily.
Produce Excellence - leading from the middle may demand a greater need for excellence than in any other position. Think about it - everyone is watching you and they want results from you. Consider the fact that those in "middle leadership" have to get permission fromn two groups of people to enact any change - they're watching and they want proof that their decision to grant you permission was worthwhile. "Middle leaders" who produce excellent results will get a second and third chance next time they ask.
Be a listener - yes, you know the change you want to enact...yes, you know how it should be done...yes, you could do it easier yourself...but the fact of the matter is, if you ask for help and for people's ideas and opinions, you have a beter chance of getting it done in the long run. Not only is this a courteous thing to do, you could actually learn something and produce a better product in the end. And in the process, you have built coalitions of people because they have had a say in the matter. Being collaborative and really learning to listen are critical skills for people in "middle leadership."

I think that is a long enough list for today - besides, I have to get some more work accomplished because in a few hours I am going to the Wizard Academy - not quite sure what I am getting myself into, but I am guaranteed to have a good time and learn something...I may even learn something about leading form the middle!

developing young leaders

2010-02-26T06:33:00.003-06:00

This weekend I have four students attending the Student Leadership Conference sponsored by the Center for Ethical Leadership housed in the LBJ School of Public Affairs at the University of Texas. While they are there, they will hear from such people as Former President of Ireland Mary Robinson, engage in small group sessions on using one's strengths in leadership, and spend time with other young leaders from across the country making sense of what leadership really means for someone just entering the third decade of their life.

I have a passion for developing young leaders - it resonates with me to watch college age students step up and take leadership roles...it excites me to see college age students chosen to take on projects that move an organization forward...it makes me incredibly happy when college age students engage in projects in which they get to practice their leadership gifts. I supppose I am in pretty good vocation if these are the things that give my own life meaning.

However, there are also things about being at a college that just make my blood boil when it comes to developing young leaders. Here's my list of rants about those things on a college campus that frustrate the process of developing young leaders:

Classes in which the professor talks all the time and students do not get to ever converse and think out loud
Professors who ask questions to which they already know the answer, never giving students a chance to explore other options to the questions asked
Courses in which students never work in teams or talk together in groups - how else will they learn this important leadership skill?
Faculty and administrators who do everything themselves rather than involve students in the process of decision making and event planning
Students being "written off" because they do not perform at a high academic level - some of these young men and women just need someone to believe in them
Faculty who do not provide rich experiences in the classroom (or beyond) in which students must take on leadership roles
Faculty who are more interested in their own subject matter and research rather than developing their students as leaders
Leadership courses in which theory is taught - but never practiced
Activities which are promoted as a place to learn and practice leadership, but all students ever do is what they are told to do
Students who enter a classroom in a lethargic manner, expecting to sit through a lecture and not have to engage in any form
Grades and GPA - because they inhibit college age students from constant improvement and thinking outside the box

Enough ranting for now - as I look through the list I realize that I am sometimes guilty of perpetuating these bad practices in higher education toward developing young people as leaders. It's time for me to step up to the plate and do something about this. I now need to figure out how to take the four students attending the conference this weekend and work with them over the next year to develop thier leadership potential - and then sit back watch them lead - which will resonate with me, excite me and make me incredibly happy. What a great vocation!

say...way

2010-02-19T06:37:00.002-06:00

I worked with a Pastor many years ago who used to say "Everyone can have their say, but not everyone can have their way." At the time it seemed to make sense, but as I lived with the phrase over a period of time, I realized that it might not be the best advice. "Everyone having their say" began to generate into "Everyone can say what they please," and it would become ugly at times as people believed they had the right to speak their minds in public (and private). I work within an institution where this idea continues - both at public meetings and in private conversations. What has struck me about this belief of everyone having their say is that it does not hold true for EVERYONE in the organization. Those who hold leadership positions do not always get to have their say. Leaders are supposed to remain quiet while others get to rant and rave in whatever form they desire. They can ridicule, they can chastise, they can condemn, they can denigrate, they can "speak their mind" because they believe it is a God-given (American?) right to do so. And as they "have their say" they also hurt people and block forward motion. So what should leaders do when these situations occur?

Call people out when they speak inapproriately - if something is said publicly that is hurtful, mean, or just plain wrong, then that person should publicly be told they are wrong and should be asked to apologize and/or re-phrase their comment in public. If this the offense is public, and the reprimand is not, then others will come to believe it is okay to speak in such a manner.
Challenge people's thoughts ideas - when people "have their say" there are many times that they are just plain wrong. Leaders need to go to them and point out their error - and then ask for that person to make ammends by admittng their error and letting others know that they were wrong in what they said.
Remind people of their calling and vocation - many times when people "have their say" they are putting their nose into areas in which they have no business. God has not called me to save the world - or the church - or the university - or the organization. He has called me to be a good steward of those places; but it is not always my right - or my business - to tell others what to do or how to do it. This can be a fine line when people serve on governing organizations - all the more reason to truly understand the role one plays within an organization.
Develop and enforce guidelines for publilc discourse - people need to know what is acceptable behavior within a given organization or public forum. With a demise in civility these days, people believe they have an inherent right to "act out" in public. This can translate into ugly ways of speaking just because people believe they can "have their say." Kindness, humility, and compassion should be prevalent at meetings where people have the right to speak publicly.
Teach people how to say, "I may be wrong" - this is a powerful phrase as people engage in discourse that has differing opinions. Since none of us hold the truth ourselves, it is important to know that what we believe and what we have to say might be wrong. Imagine how meetings would go (and organizations would function) if everyone believed and used this phrase.

The challenge leaders face is how to help people understand this concept and still keep dialogue flowing amongst members of any group - whether that dialogue be public or private. Holding these two concepts in balance is never an easy task, and must be dealt with in a careful manner, for fear of stifling thought and conversation. As leaders, we approach individuals who believe they can always "have their say" with the same kindness, humility and compassion we require of them - and we do so with the understanding that we too might be wrong.

if called to lead...lead!

2010-02-12T06:34:00.004-06:00

This past Monday I gave a talk in our daily chapel service on the concept of "vocation" - what it means to be called by God to give glory to Him and to serve one's neighbor. Cloaked under a larger theme of "a theology of leadership," I spoke to the idea that some are called to the vocation of leadership and how an understanding of vocation can shape one's leadership. I kept coming back to this phrase that when one is called to lead, they then need to LEAD! Let me try to explain what I mean by that...

How many times in our lives have we - or others - discounted the call to leadership? We often hear people say such things as:

I'm not really a leader
I really don't have time for that
There's someone else better than me
Why would anyone follow me?
I'll do it for awhile, but then you need to let me go back to what I like to do

These type of lines/excuses drive me crazy! It's almost as if people wear a badge of honor proving how much they can dismiss the idea of leadership. It's an interesting paradox in that while we are all enamored with leadership, we also distrust leaders. It seems to be a love/hate relationship, and that bleeds into our own call to such a position. How might we turn that notion around so that leadership and leaders can be embraced?

See leadership as a calling - a holy position to which one has been called by God. The Book of Romans, found in the New Testament of the Christian Bible, calls leadership a gift from God - and if one has this gift they are to "govern diligently." I translate "govern diligently" as "LEAD!"
Recognize the fact that we are all in community with others, and therefore will be called to a role of leadership sometime or other. We may not seek it out, but the mantle of leadership will fall on us whether we want it or not - it may not be a formal/named position (and most likely will NOT be), but we will be put in a position where we will need to influence people toward a shared goal, and if we are, then we need to LEAD!
Begin to honor those who have been called to a position of leadership. I wrote several weeks ago how followers often question the decisions leaders make (and how that is not necessarily a bad thing). However, followers also need to realize that God has called these individuals into these leadership roles, and in realizing that, these leaders should receive honor. When given that honor, these leaders have a much better chance to LEAD!
People in positions of leadership need to understand that their job is to LEAD! - and they do not have the choice of NOT leading. If I was called to be a fire fighter, my job would be to respond to fires and do whatever was needed to put them out (A special shout out here to Kurt Bennet - check out his blog and book). It would not work for a fire fighter to sit idlely by and worry what others thought about his fire fighting skills, or if she did nothing because she was afraid of hurting another fire fighter's feelings, or if they refused to learn how to fight a fire with the latest fire fighting equipment, or merely learned to fight fires by what they had observed other fire fighters doing during their lives. Yet that is how many leaders act - they shirk their responsibility, they are afraid to make decisions, and they don't develop as a leader by reading, studying, practicing, observing, testing, and improving as a leader. People placed into leadership positions need to learn HOW to lead and then LEAD!

Enough - my time is running short on this topic, and I need to leave today's blog and go LEAD! My final thought to you today is if you are in a position of leadership, don't be afraid to LEAD! You have been called by God into this marvelous vocation of leadership (whether you have a title or not) and have been graced by God with the gift of leadership. Now, go forth and LEAD!...and make a diffrerence in the lives of others who are looking to you to assist them in making the world a better place.

what keeps me awake...

2010-02-05T06:30:00.004-06:00

I was asked this week why leaders talk so much about being kept awake at night, and as I tried to answer the question, I realized there are so many facets to this "phenomenon" that it became difficult to talk about it in a coherent sense. It is often true that those in leadership positions find themselves tossing and turning at 3:00 in the morning - I had a neighbor in Houston who would pace up and down his driveway in the middle of the night, trying to figure out a problem or come to terms with what he had to do. In having this discussion with a colleague, several thoughts crossed my mind:

The issues or problems with which leaders struggle are often complex with multiple entities involved and varying consequences for decisions made. There is seldom a black/white answer, so as leaders consider the options with which they will address the issue, they also consider the multiple consequences that will result. The question of what decision will do the least harm/most good is difficult to answer concretely, so the mind battles back and forth - thus resulting in lack of sleep.
Leaders have to make difficult decisions that affect people's lives - hiring/firing, pay raises/pay cuts, promotions/demotions...the list can go on forever. These decisions determine how people will feel about the leader - and for most leaders, they are people who like to be liked...it's why we ended up in this position in the first place. Making unpopular decisions may be the most difficult things leaders need to do, and so we agonize over trying to find ways to make decisions which will result in the largest number of people being happy. Knowing that a decision will make someone angry at us churns the insides - thus resulting in lack of sleep.
Very few people within any given organization are responsible for the entire organization - leaders often are. The multiple deadlines - the multiple products - the multiple meetings - the multiple programs- the multiple constituencies - the multiple budgets...again, the list can go on forever. Leaders have to pay attention to all of these different "things" on a regular basis, and so in the dark of night, when the leader wakes up for whatever reason, these "things" reappear in his or her mind. These are not necessarily bad "things" or even consequential "things" - they are just multiple "things." And as the leader begins to think and consider these "things," thier mind begins to race - thus resulting in lack of sleep.

So what do leaders do about this? Unfortunately, some turn to destructive behaviors that affect not only their leadership but also their personal lives. Some believe that if they just trust God enough, they will be able to sleep through the night (but even Jesus spent the night awake in the Garden). Some quit their jobs and find a position in which the overall responsibilities are less. And some learn how to cope.

For me, I have learned to cope in two ways:

When I wake up and the mind is racing, I walk to my study, write down on a piece of paper what I am considering, place that paper by the front door so as not to forget it in the morning, and then go back to bed. I sometimes find myself doing this several times during the night.
Late night/early morning TV has become a good friend. I have found that the drone of a newscaster or a PBS documentary can lull me to sleep because it allows me to concentrate on something other than what is happening in the organization. I can pretty much tell you all about "The Scooter" as it seems those commercials dominate late night/early morning TV.

And then there are those in leadership positions who sleep through the night, every night, all night long. God bless you, and if you ever figure out why you can do that, let me know. But until then, I will keep making sure that the TV remote is within reaching distance before I fall asleep.

I hate voting

2010-01-29T06:40:00.007-06:00

Yesterday in a meeting of the Freshman Book Selection Committee, we made a final choice for this year's book - it was an exciting time as we chose the one book that all incoming freshmen would read this fall (2010). Now I can't tell you what the book is (the official "unvieling" is set for Tuesday, February 2), but I can tell you about the process - and how I was able to avoid a final "vote" - and why I hate voting.

Having served in a congregation for a long time, I would watch in pain and agony as our voter's assesmbly would discuss an issue, have someone call for a vote, pass out the ballots, go and count them in secret, and then announce the decision. While for most of the time votes were close to unanimous, it was always the big issues...the hot issues...the controversial issues in which the vote would turn out 60% for and 40% against...or even worse, 51% for 49% against. And that would be the end of the discussion. Because we had taken a "democratic" approach to the topic, everyone believed it was the right thing to do and those who "lost" now needed to fall in step. How tragic!

I now have the privilege of sitting in plenary faculty meetings where we use Robert's Rules of Order to run the meeting and make decisions. Did mention I hate voting? I hate Robert's Rules of Order even more. It may be a great method for keeping order in a large assembly - and it may help to move a process along - but it really only serves those who know the rules and are willing to raise their voice in an assembly. Discussion can be cut off at any time by someone who wants to "call the question." And again, when a vote is called for, the majority "wins" - even if it is by one vote (I know, sometimes it calls for a 2/3 vote, but that still creates "winners" and "losers").

So back to my committee (and what this has to do with leadership). We had actually voted the week before, and it came down to two books, and the final vote was 4-3. Clearly there was a "winner," but we all knew that there were strong feelings for the "loser." What were we going to do with that? As a group, we chose to sit on it for a week, come back together and talk some more. Interestingly, we ended up choosing last week's "winner," but we did so in a collegial manner through consensus rather than voting. I cold look at everyone, let them have their say, and know that we were all okay with the decision. It just felt better than a 4-3 vote.

So what does leadership have to do with this? Voting is easy - either you are for or against an idea or subject. Voting creates winners and losers - and the losers almost always will say, "I didn't vote for that, so I really don't care about it." A leader creates a shared vision, in which there cannot be winners and losers....A leader builds team, in which there cannot be winners and losers...A leader builds a sense of community, in which there cannot be winners and losers.

That being said, sometimes the leader needs to make a decision where there is an impasse, and there are many ways to do that. One way is to take a vote, but only when it is agreed by the group that everyone has had their say and that they will abide by the vote. Another way is to make the decision by oneself after having heard everyone's ideas, but only when the group knows that they will not be able to make the decision and trusts you to do that with and for them. Another way is to get someone else in the group to make the decision, but only if that person is a trusted member of the group.

So yes, I hate voting and attempt to avoid it like the plague. I will use it when it is applicable, but it will never become my modus operandi within a given group. I choose consensus, or the wisdom of the group. I choose community, or the building up and affirmation of one another. I choose to take the necessary time to come to a decision, or what some call "wait time." Choosing these things can make a big difference in one's leadership - and more important they can make a big difference in building a sense of community.

proving yourself

2010-01-22T06:50:00.003-06:00

Do you ever find yourself having to prove to others that you are indeed pretty good at what you do and that you actually might know what you are doing? I found myself in this situation several times this past week, and realized that this thought pattern and behavior could become destructive pretty quickly, especially for one in a leadership position. Let me explain:

Not coming up through the "normal" academic ranks, I have always felt as if others might see me as not totally legitimate in my position as a Dean of a College. Perhaps I have always felt this way, especailly since most of the leadership positions I have held have been in places and situations in which I did not have much "formal" training. And yet, I have, for the most part, been successful and able to lead and move the organization to the next level. So I keep having two questions:

what will it take for others to see me as a legitimate leader in my position?
why do I feel this way and what will it take for me to stop feeling like this?

Perhaps it is one of the curses of leadership - leaders are often the ones thinking to themselves, "I could do that better." When given the opportunity to do "that" better, they then remember that most people following are also saying to themselves, "I could do that better." It becomes a little unsettling when you know that others are judging you...and then you remember that you were once one of them, judging whomever was leading you. Face it - if we had not been saying to ourselves (and others) " I could do that better," we would not be in the position of leadership that we are today. So here is my attempt to answer the two questions:

If I expect others to see me as legitimate in my position of leadership, then I have to first of all lead (and all the implications that go with that); second, invite others to join me in my leadership; and third, find a way to let others know that they are better off because of my leadership. Of course, the irony of that is that if you have to tell others about your leadership, are you really effective as a leader? Ah, the multiple paradoxes of leadership...and of life!
I think I feel this way because it just might be true - others will question my leadership capability and believe they could do a better job. And as I think about it, maybe that is a really good thing, because that means that I am helping to create other leaders. Imagine if everyone in the organization believed they could do a better job of leading than you...and then imagine that you found a way for them to develop their leadership skills so that they began to more deeply believe that they could do a better job of leading than you...and then imagine that you put together an organizational structure where all of these people could practice their newly learned leadership skills and believe even more fully that they could do a better job of leading than you...and then imagine that you would actually give them titles and positions in which they could have the responsibility, authority, and accountabilty that leaders have...it is probably only at this point that they will realize that they cannot do a better job of leading than you, because they are doing what you do. Wouldn't that be an exceptional organization?

So I guess I am stuck in this paradox of always feeling inadequate, yet knowing that I am still doing a good job...I'm stuck in the paradox of wondering what others think about my leadership and hoping they find me both adequate and inadequate at the same time...I'm stuck in the paradox of developing others to do my job when they don't believe I can adequately do my job...I'm stuck in the paradox of having to prove myself to people whose growth occurs as they question my motives.

So to answer my questions, I guess it has to be that I had better become comfortable with these paradoxes if I want to keep leading and realize that what led me to do what I do is the same thing that drives me crazy in others - so I had better stop worrying about it and start leading.

making sense out of nonsense

2010-01-15T06:37:00.003-06:00

I was recently introduced to the writings of Roger Martin, Dean of the Rotman School of Management at the University of Toronto. Roger looks at the world of business (and business education) through a completely different lense - one which helps others make "sense" out of "nonsense." Let me try to explain...

I am 2/3 of the way through Roger's first book entitled The Opposable Mind: Winning Through Integrative Thinking. He begins the book with a quote from F. Scott Fitzgerald which says that "the test of a first-rate intelligence is the ability to hold two opposing ideas in mind at the same time and still retain the ability to function. One should, for example, be able to see that things are hopeless yet be determined to make them otherwise." I tend to understand this thinking as to what Jim Collins, in his book Built to Last, refers to as BOTH/AND thinking rather than EITHER/OR thinking.

In my first class of the spring semester, I handed out a box of crayons and a coloring sheet to my students and asked them to color (no directions included). After about 10 minutes, we stopped and looked at what they had done. ALL the students had been very neat and clean, coloring inside the lines with the perfect color they had chosen. When I asked why no one had colored outside the lines, they responded that they were doing what they had always been told to do - and besides, coloring outside the lines was messy, and "messy" is bad, which would result in a lower grade (you get the idea of where I was going with this). The discussion finally led to the idea that life is messy - that problem solving is messy - and that we had better learn to be comfortable with messy, or life would drive us insane. Sounds a lot like being able to hold two opposing ideas in our minds at the same time and still retain the ability to function!

Martin has many models and ways of thinking in his book to help the reader/student learn how to become an "integrative" thinker - one of my favorites is developing the understanding that "existing models do not represent reality; they are our constructions." STOP and consider the impact of that statement. Everything we see and understand is based on some type of model we have formed in our brains in order to "make sense" of what we see. However, there is always more to be discovered - or my model may be different than another's model and we see the same thing differently - or creating a new model helps us to see things another way - or understanding another's model helps us to enter into their world in a new and creative way...and the list goes on. Becoming comfortable with the fact that our models do not represent reality is a HUGE step in one's leadership development. Think of the possibilities that can occur when we look at a situation, and allow our understanding of it to go beyond what we first see and believe. WOW!

Today, as you encounter different people and different situations, keep this thought in mind. Ask yourself if there might be another way of understanding what you are seeing and hearing - and allow yourself to explore different understandings. Ask others what they see and understand...think how someone 1000 years ago would have seen and understood this situation...think of how someone younger/older than you would see and understand the situation...think of how someone who isn't in your field of study/expertise would see and understand the situation...think of how someone in a life or death moment would see and understand the situation. Consider the possibilities - and begin to make sense out of nonsense.

a decade of leading

2009-12-31T11:33:00.003-06:00

On this last day of 2009, I have decided to do a little reflection on my own leadership, in hopes that it will help me (and others) put leadership development into perspective. It is hard to believe that for the most part, I have been in an executive leadership role for the past 10 years. Here is a short synopsis of my leadership journey over this decade...

Toward the end of 2000, I was faced with the decision to go and work for a person whom I considered a leadership mentor - or lead an organization myself. I chose (after much handwringing) to lead an organization myself - Lutheran High North in Houston, TX. As Headmaster of the school, I was put in a position to grow the school and to make it a viable entity. I spent 4.5 years there (January 2001-July 2005), learning what it meant to be responsible for a large organization. The buck stopped with me - and I lost many nights of sleep thinking about the job. As I look back, I believe that the school expereinced growth and success during that time in a variety of areas.
Beginning in February of 2001, I began my doctoral program in organizational leadership through the University of Phoenix. I read, wrote, reflected on, and discussed leadership for two full years (before beginning the dissertation process) with a group of people whom I grew to love and adore. The depth of reading and writing (as well as the AMOUNT of reading and writing) led me to really understand and know what I believed about leadership and what I believed good leadership was. It was during these years of study that I was also learning what it meant to lead an organization - so the two went hand in hand. You want to grow as a leader?...read, write, reflect, and discuss leadership (intensely) WHILE you are actually leading. BTW, I finally finished the dissertation in August of 2007, receiving my degree that fall.
In Julyof 2005, I received the opportunity to change my position and go to Concordia University Texas to lead the College of Business. While this seemed like a step "back" in terms of leading an organization, I believed that I had the opportunity to train people in leadership through this position. Concordia's mission of "developing Christian leaders" so resonated with me that I saw this as a chance to make a larger impact for God's Kingdom by devloping others to be leaders. Over the course of these past four and a half years, I have been able to teach leadership to students, set up a culture where leadership is taught and practiced, serve as a mentor to others who desire to lead, write and talk about leadership to larger groups of people, and continue the process of learning about leadership myself.

What has all this done for me, in terms of my own leadership development? Here's a quick list:

Understand how I best function as a leader
Learn how to continue my growth as a leader
Put myself in constant contact with leaders in multiple venues
Write and speak about leadership at a continuing deeper level
Mentor others in their own leadership development
Develop a clearer understanding of how my faith and theology influences my leadership

Considering how I have grown in my own leadership development in the past ten years, the next ten should be quite a ride. There is still SO much to learn...there are still SO many ways to lead...there are still SO many leaders to talk with...there are still SO many students to influence...there are still SO many books to read...and there are still SO many opportunities of which I am unaware in which God can use what I have learned over the past decade to grow His Kingdom. How exciting is that? With the start of a new decade, I am ready for a wild ride of continued leadership development - and of leading!

incarnational leadership

2009-12-23T06:58:00.006-06:00

My favorite version of the Christmas story is simple, and yet complete..."The Word became flesh and dwelt among us, full of grace and truth" (John 1:14). While I can still recite Luke 2:1-20 from memory, and the Matthew account of the wisemen holds mystery for me, it seems that John 1:14 is so deep and theological, that I am able to contemplate it over and over and never grow weary. Perhaps that is because it is a verse that not only describes the essence of my Christian faith but also describes what I believe to be a grand leadership style. Let's explore...

leaders are real people - we so often place people in leadership positions on pedestals, believing they can do no wrong and will, with the right words or the wave of the hand, lead us to the promised land. Leaders, like every other human being, are merely "flesh." They have no special powers...they are not omnipresent...they are not omniscient...and they have emotions just like everyone else. Once everyone understands this (including the leader themself), it becomes much easier to lead - and to follow.
leaders need to hang out with people - I have heard from several people over the past few weeks how they have observed leaders being aloof and isolating themselves from others. How stupid is that? If people in leadership positions are to lead (read: influencing others toward a common goal), then they have to a)be listening to others; and b)be talking to others. There is no other way around it. Leaders have to "dwell" among those they lead, not merely stop in and say hello every now and then. That's the beauty of the verse - Jesus didn't come down from heaven, wave a magic wand, and make everything OK - he "hung out" with those whom he loved, namely people.
leaders have to love people - to be full of grace assumes that one loves others, in a compssionate and non-judgemental way. This is hard work, because our human nature always wants to assume the worst. It can be especially hard for people in leadership positions since they worked hard to get where they are - and then consequently assume that everyone should work just as hard as them. It's easy to be judgemental - it's hard to love unconditionally. Imagine an organization where grace abounds...here's a hint: it begins with the leader.
leaders identify and name reality - truth is all around us...it can be seen, it can be heard, and it can be felt. And yet, people in leadership positions refuse to call it out, especially if it is bad news. For many people, being a person of grace means not holding others accountable...and yet, the two can, and should, go hand-in-hand. When I truly love someone for whom they are, I want what is best for them (AND, when I truly love my organization and its mission, I want what is best for it and its future). Why would I NOT hold both the individual and the organization accountable, naming the truth and helping them change and be better?

As I get ready to celebrate Christmas, I am awed that my God came down to this earth and hung out - as God and man - to give us a picture of what "grace and truth" looks like when it manifests itself among people. Jesus Christ came as a baby - a REAL baby - and grew to be a man who walked among REAL people - and then, in order to save me from my sin, died a REAL death - and culminated his victory over death with a REAL resurrection. For that I give thanks, knowing that through faith in him as my Lord and Savior, I have the HOPE of eternal life - and that makes all the difference in the world.

grownup leadership

2009-12-18T10:48:00.001-06:00

What does it mean to “grow up?” We hear it so often as a child, as in “you can do that when you grow up.” As we begin to grow up, we start to hear the question, “When will you learn to grow up?” And then, once we do grow up, we are finally referred to as a “grownup.” How did the verb ever become a noun? So now that you are grown up, and in a role of leadership, do you act like a grownup?

What does a grownup act like? What roles do grownups take on that are reserved for them? Are people in leadership positions expected to act like a grownup? Or do many people, because they feel privileged in their leadership position, continue to act less than grownup? Take a moment and consider leadership behavior you have witnessed over the past several days or weeks (you might even consider your own leadership behavior). Where have you seen grownup behavior in action – where have you seen less than grownup behavior in action – and having witnessed less than grownup behavior, haven’t you found yourself wanting to scream (in the same manner and tone your mother or father used with you) “When will you learn to grow up?”

What does grownup leadership behavior look like? Here are a few examples:
· Grown leaders take responsibility – it is not someone else’s fault (even if it is). And when it is someone else’s fault, the grownup leader will work with the individual to fix whatever problem has ensued and move forward. Remember how as children we blamed our younger brothers and sisters when we messed up?
· Grownup leaders don’t whine – they define reality and deal with the issue at hand. They speak positively of others in public, even when those others are causing them incredible grief. Didn’t our mothers used to tell us that whining was for babies?
· Grownup leaders let others win at times – they find ways to build confidence in those whom they can easily beat by not always demanding their own way. Remember when your dad “accidently” lost games he played with you?
· Grownup leaders speak their minds – they realize they have something valuable to offer. Using both careful thought AND the ability to think out loud, grownup leaders are willing to share their opinions. Remember, it’s only children who should be seen and not heard.
· Grownup leaders show up – they don’t miss important events. Sometimes it’s difficult to be at every event…all the time…for every person, but leaders know that their presence is important. Remember how we used to be told that when we got a real job, we wouldn’t be able to sleep late anymore?
· Grownup leaders pitch in – even when they are not asked to. Being aware of what needs to be done and doing it is one of those aspects of leadership that often go unnoticed – but grownup leaders do it anyway. Remember how as children we got to go and play while the adults cleaned up?

Next time you notice someone in a leadership position acting like a grownup, take a moment to thank them. Of course, they won’t see their behavior as anything abnormal, so be ready to tell them a story of that person in a leadership position you know who hasn’t yet grown up. And then look for ways in which you can act more like a grownup for those you lead.

what did you do today?

2009-12-11T06:28:00.005-06:00

As I was driving home last night at 8:30 after a 14-hour day (I know, let the strings begin), I was reflecting on everything that had happened over that time span. I quickly realized that my day was a hodge-podge of assundry misscellaneous items which taken one-by-one seem trivial, but as a whole I think the mission actully moved forward yesterday. Here's a qick snapshot:

prepare for class
prepare for a faculty meeting
prepare for an afternoon "transformation" meeting
visit with a professor about a student issue
teach class (see above)
read an inapproriate email that I will need to address
go to chapel
lead a faculty meeting (see above)
exit interview with a graduating student
meet with the student about the issue (see above)
meet with the person about the inapproriate email (see above)
go to "transformation" meeting (see above)
meet with student about a new type of internship
empty out email box
visit with another Dean
attend basketball games

I'm exhausted reading that list - but here is what I see:

prepare for the day
get on with the day
note things that get in the way of the mission
refresh oneself
deal with things that get in the way of the mission
bring others along on the mission
dream about new ways of living out the mission
get ready for the next day
show your face and make connections

I think this is what leaders do...it seems mundane, so it is very difficult to answer with any conviction what one "DID" during the day...but in reframing what one does in order to live out the mission, all of the items in which one engages can suddenly take on new meaning and become very important. After days such as noted above, I find myself tired BUT energized, bcause I know that WHAT I did was very important. As I look back on the day, I think it can be summarized in a few bullet points:

prepare to influence people
influence people
renergize yourself
influence more people

I think that might be the essence of leadership...agree?

sacred cows

2009-12-04T06:31:00.004-06:00

I was cleaning out my library the other day at home and came across a book I read back in 1995 entitled Sacred Cows Make Gourmet Burgers by William Easum. The book's premise is that churches need to give up the sacred cow of control and "free individuals and teams to make responsible contributions without having to first ask permission." It was from this book that learned the phrase "permission-giving churches" and have continued to use it to describe permission-giving schools and universities. But enough on that specific sacred cow...

What is that creates sacred cows? Or maybe I should begin with describing a sacred cow. Easum writes that Webster's dictionary defines a sacred cow as "one immune from criticism or attack," with the term coming from the Hindu veneration of the cow. In my world, there are less individuals whom I would consider sacred cows and more of "things" - or maybe better yet "the way we do things." For those who are familiar with higher education, the core curriculum is often a sacred cow...or the way promotion in rank is handled...or the way credit is awarded to students...or the way graduation ceremonies are done. I suppose that all organizations (and that would include families) have their sacred cows, but considering the church and higher education (both having been established hundreds of years ago), there are bound to be multiple sacred cows. In my institution, where church and higher education are combined...well, you get the picture.

So what are leaders to do with sacred cows? Should we, as Bill Easum suggests, make gourmet burgers out of them...should we honor them and hold them up as the epitome of what our institutions should be...should we throw them out with the garbage because they have become spoiled...should we attempt to make more and protect ourselves from outside influences? Here is a short list of how one might deal with sacred cows:

develop an atmosphere where people are always asking "why?" This important critical thinking skill will allow for any person, tradition, or way of doing things to be questioned.
include in all meetings a review session of something in your organization, asking the hard questions about it's relevance, excellence, and ability to move the organization forward.
regularly hold a sacred cow audit, bringing into question every program, practice, and person within the organization (begin with yourelf).
become mission driven by asking "how does this help our mission?" with every request and new idea offered.
open yourself up to criticism - when the leader sets the tone for asking the hard questions, other might have an easier time of looking at themselves and their personal programs.
if something isn't working, fix it or get rid of it...that would include people as well as programs.
read widely and investigate new ideas...if we keep doing the same thing over and over, pretty soon it becomes all we know and believe it to be the best - be looking for NEW ways to do things.
act as an outsider by taking some time to consider what your institution and its practices might look like to someone who is not familiar with the organization - and be brutally honest.

As you have been considering the sacred cows hanging out around your organization while reading this blog, the next question is..."what are you going to do about them?" Sometimes just bringing them to light and having everyone agree that "yes, that is one of our sacred cows" can begin the process of change. I hope you are looking forward to your next meal of gourmet burgers and fries!

two sides to everything

2009-11-20T07:08:00.003-06:00

As I write this, I am sitting in a hotel room in Eagle Pass, Texas less than 1/2 mile from the border with Mexico. I am here on a trip with a group of our students sudying international business management. This is the fourth year in a row we have come to this place, and each time I learn a little bit more about what life is like "on the other side." I have come to love and embrace the "border" mentality, where there is really not two distinct towns but one fused community, with a river running between them. As I listen to the people and watch the interactions, I am reminded how two very different cultures can work together to support each other economically and socially...and the stuggles that also go with those differences.
So what might that mean for organizations - and individual relationships? How can we as leaders embrace the "two sides" mentality toward greater organizational performance? Here are a few thoughts that cross my mind on an early Friday morning:

when people are on two different sides, there views are going to be different. Listening to what the person on the opposite side sees helps you better understand the area in which you are standing (remember, they see it different from you). Appreciate what the other person sees (and says) and learn frm what they are saying (and seeing).
here on the border, each side carries a different world view...not only do they see something different, they interpret what they see thorugh a different lense than the other person. Appreciating the history, culture, and lifestyle of each side helps to interpret what that person is seeing (and saying). Keep that in mind as you listen and respond.
remember that history is often written from the view of the people who win. If I view Mexican life through a lens that says "we won" then I will see things different than if I view Mexican life as a culture and tradition that was present in this part of the country centuries before America even existed. Putting "the other side" in perspective helps me understand the other perspective and keeps me from seeing everything though a win/lose proposition.
I really like Mexican food, and nobody makes Mexican food better than Mexicans. What is it about the other side without which I would find it difficult to live ? Seeing the positive in others and their ideas helps to bring people (and groups) together.
putting up walls only makes people angry - while there are those who think that walls can be used for protection, no one close to the wall ever benefits from them. Walls say "stay away" and "we do not want you." Are you a person who tears down walls - or puts more of them up?
as I travel over to Piedras Negras, I come into contact with the unfamiliar, and for me, that is very exciting. What is it about "the other side" that might be exciting to you? Where can you find joy in the unfamiliar and perhaps even a little scary? What are you willing to risk in order to discover something new? Embracing the unfamiliar enriches one's leadership and enhances an organization

I would invite you to discover this wonderful pair of towns on the Texas border known as Eagle Pass and Piedras Negras. I love the people here - and I love coming to a place where I can learn more about others - and I can learn more about myself. And isn't that what leadership is all about?

people who drive me crazy

2009-11-13T07:01:00.004-06:00

Think about the people who drive you crazy...not the TYPE of people who drive you crazy, but the ACTUAL people who drive you crazy. Go ahead and name them outloud for a moment (or not, depending on where you are reading this...it could get you in trouble). But for a moment, consider a few thoughts on the people who drive you crazy:

WHY do these people drive me crazy?
Are they REALLY so different from me - or maybe too much alike?
Does their BEHAVIOR push me out of my comfort zone?
Is it a VALUE issue...or is it a PERSONALITY issue?
What can I LEARN from these people?
What are the PATTERNS among the different people who drive me crazy - both today and in the past?

As I consider the different people who drive me crazy, several things become apparent very quickly:

their strengths are very different from mine
they tend to not back away from conflict
they seem to spend more time at their desks than walking around and talking with people
they would rather talk about operational approaches rather than strategic approaches
they tend to see the glass as half-empty rather than half-full
they would rather blame others than take on the responsibility for change
they make more statements than they ask questions

The difficult part of making this list is that I have to come to the realization that each of the above behaviors can be a great advantage to an organization:

different strengths allow for different ways of looking at the same issue
ideas need to be challenged in a strong manner
data needs to be collected and shared, which takes time to put together
things need to get done - vision without action is only a dream
the realities of the organization need to be named and talked about
people who mess up need to take responsibility for their bad work
decisions need to be made after asking the right questions

OK, I get the point. I understand that it's good if there are people in the organization who drive me crazy. I may not understand how they think...I may not like how they act...I can disagree with their behaviors and attitudes...but I need to embrace them as important to the organization and try my hardest to work with them. Here's to those who drive me - and you - crazy!

dealing with difficult moments

2009-11-06T07:15:00.004-06:00

Leaders will have their share of difficult moments. In my area as Dean of a College, I have difficult moment with students, faculty, administrators, alumni, parents, and even colleagues. The good news is these difficult moments are often few and far between. The bad news is that they are REALLY difficult. What makes them difficult is that they always involve people, and people are hard to deal with. Why is that?

People are like you and me - when we look into their faces or hear their voices, we are seeing or hearing ourselves.

We want people to like us - and when we face difficult moments with them, we are probably saying things they do not like to hear...which means they may not like us.

Difficult moments mostly involve people when they are at their most vulnerable state, and the last thing we want to do is hurt people even more.

What we perceive as a problem may not look like a problem to the people with whom we are dealing, so we start off on different pages. Having to explain the problem to someone else is often the hardest part of starting the difficult conversation.

For me, there is always a gnawing voice in the back of my head saying that I might be wrong...and I begin second guessing myself.

While difficult moments are difficult, part of the role of a leader is to confront problems and deal with those difficult moments. If the leader shirks that responsibility, then they are not fulfilling their role as leader. So what might be some ways to deal with difficult moments and perhaps make them slightly less difficult?

Deal with them right away - the longer one lets the issue go, the harder it is to confront the individual with the problem

Know exactly what you are going to say in the moment - take some time to think through and write out what you want to say to the person before you begin the conversation

Approach the situation with the understanding that you MIGHT be wrong - that thought pattern can remove any attitude of superiority and put the two of you on more equal footing

In the conversation, provide a way and time for the other person to admit their role in the problem and make restiution - if you do all of the talking, it will put the other person in an even more defensive mode

Realize that you are doing your job, and no one else can do it for you - this is why you were put in the leadership role, so do it and do it well. You may or may not win friends in the process, but what you are doing is strengthening and building the organization and its mission

Don't dwell on the issue - state what the problem is, ask a few questions, note the consequences if warranted, and stop. If the person responds, there is then room for dialogue with the two of you. If not, then the conversation is over. Be sure to check for understanding before the conversation is finished.

Follow up - an email or note after the difficult moment helps to make sure that both parties understand what happened and leaves a paper trail.

Move on - a difficult moment is just that...A MOMENT. Once it is over, it is over, and both parties can move on with their work. Don't take it personally, and don't hold a grudge. On the other hand, there is no need to go out of your way to "fix" the relationship or issue right away. Let it take care of itself over time.

And finally, remember not to make a mountain out of a molehill. Much of what we might perceive as a difficult moment may be nothing more than a blip on the screen for the other person. What keeps me awake at night may not keep someone else awake at night, and I have to accept that fact. Yet another hazard of leadership.

A final note - while I never enjoy the difficult moments, I always feel a sense of accomplishment when I have dealt with the issues and the people. Perhaps that has to do with the realization that I am actually doing my job...and doing those things that only leaders can do. And that's a good thing.

busy!

2009-10-30T07:38:00.002-05:00

Don't you hate hearing the excuse from people who say to you, "I'm too busy." When I hear that, I have to consider the fact that this person, like myself and every other person in the world, has 24 hours in any given day to accomplish the tasks set before them. "I'm too busy" may merely be a substitute for other issues that have clogged someone's calendar or interfered with what should be most important in one's calling and vocation. Let's explore some of the reasons why people assume they might be too busy...

not organized - the inability to order and prioritze the multiple tasks one has does not mean one is too busy...it means they are unorganized!
distracted - there are lots of things in life that MIGHT seem more important or more fun. These people are not too busy...they are not focused!
inability to say NO - busy people are people who get things done, and will be asked to do more. They are also people who tend to say YES to everything. These people are never too busy...they just have not said NO for awhile!
like to complain - it seems good and right to always say one is too busy - they may even wear it as a badge of honor. These people are not too busy...they just want everyone else to think they are important!
work in an unhealthy environment - there are places that might demand too much of their people and expect work to be done in unimagineable amounts and timelines. These people are not too busy - they are not in a position to either manage their own work, say NO, or quit!
poor processes - if it takes 6 hours to do a job that could be done in 3, it might be that the process one uses is faulty. These people are not too busy...they are slaves to a process that is not a good fit for what they are trying to accomplish.!
in the wrong vocation - when people are doing what they either do not have the talent to do or do not love to do, it will always seem to them as if they are overwhelmed. They are not too busy...they are in the wrong position!

As leaders, it is easy to get "too busy" or to put others in a position where they get "too busy." How can we keep from getting "too busy" in our work? A few thoughts:

breathe - literally, take a deep breath when you feel this way, or take a quick walk, and then get after the task with a clearer head and mindset.
organize - is your desk or file cabinet messy? Does it LOOK like you are too busy? Get rid of the extraneous "stuff" that you no longer need and let your work space reflect a life that is never "too busy."
learn to say NO - next time someone asks you to do something, or an opportunity comes across your desk, ask yourself if by doing that project or going to that conference will really help you move forward in your job, mission, or life. If the answer is YES, realize that you may have to let something else go in order to make the new project happen. If NO, then politely say NO or throw the flyer away.
turn the sound off on your computer -you do not need to know when every email arrives. What if the post office delivered letters and journals to your office every 20 minutes or so? You would get irritated. Treat your email the same way. Decide at which times of day you are going to answer your emails. (May I suggest early morning and later afternoon?).
check you ego - go deep and ask yourself why you feel so busy. If it has to do more with who you are that what you do, then make a decision to engage in a different thought pattern and a different way of answering people when they ask how you are doing. Next time, instead of saying, "I'm too busy," respond with a phrase that talks about the importance of your work or how much you are accomplishing.

This list could go on and on - and there are many books to help one get organized and have more control of thier lives. Leaders need to have control, because so much around them is out of control. While many of us thrive on the compliment "You look so busy," perhaps we should arrange our lives so that people say to us," It looks as if you have nothing to do," while deep inside they know (and so do we) that great things are happening because of us!

meetings, meetings, meeting

2009-10-23T06:31:00.007-05:00

Yesterday I sat through three different meetings, all of which were valuable and enjoyable. I am one of the few people I know who actually enjoy meetings - well, at least those that accomplish something. People in a position of leadership need to meet - they need to be calling meetings and they need to be attending meetings. If you are invited to a meeting, by all means GO to that meeting - how else can you have any type of influence. It just hit me that the ones who often complain the loudest are the same ones who never attend meetings...or at least never speak up at meetings (there are exceptions - those who speak up at meetings (read "complain") and never offer solutions).
So if we are spending our time in meetings, we might as well make them the best meetings possible - whether we call the meetings or whether we are attendees. Here are a couple of suggestions for those of us who run meetings:

always have an agenda - and if at all possible send it out ahead of time. Wouldn't life be wonderful if everyone who attended meetings came prepared? Pre-planned agendas allow for that to happen.
always have a purpose for the meeting - of course, that purpose will shape the agenda, so maybe this should be #1. Wouldn't life be wonderful if at the end of every meeting all the participants could say "we accomplished our purpose."
always start and end on time - people's time is valuable. Sometime add up the cost of a meeting you are in by figuring out the hourly salary for each person in the room...you get the idea. Wouldn't life be wonderful if at the end of every meeting people could say "that was really worth our time and effort!"
always engage everyone in the room - remember that the meetings is not yours alone - it should belong to the group of people assembled...they should own it as well as you. Of course, they can't own it without an agenda and a purpose, and they need to be prepared. Expect people to come prepared and hold them accountable. Wouldn't life be wonderful if everyone always came to meetings with something to talk about and add to the discussion.
create an atmosphere of trust - nothing can be worse than sitting in a meeting on "pins and needles" wondering what bomb is going to go off next - or whether people can say what is really on their minds. As a meeting leader, sometimes you may need to pause and ask, "is there anything else that needs to be said?" and then be quiet. Wouldn't life be wonderful if everyone could speak their mind at meetings - in a way that is honest, true and respectful of those around the table?

A quick word to those who attend meetings but may not be in charge of the agenda and purpose - you still have a crucial role in making meetings productive and valuable. A quick list for meeting attendees:

prepare - read the agenda, do your homework, and come with questions. If there is no agenda published, assume what the agenda will be and come with the approriate materials
take notes - that way you will follow up with what needs to be done and you come to the next meeting with a list of things talked about and decided on by the group
ask questions - try to get the group to go deeper on subjects by asking questions about the topic at hand
stay awake and alert - if that means standing up and/or getting a cup of coffee, do so unabashedly
share humor - nothing creates a sense of camaraderie more quickly than laughter. Feel free to insert a joke here and there
offer your opinion - if attendees do not talk, then the leader will fill the void...and nothing is worse than a meeting where only one person talks
set the tone (1) - get there early and engage with people in the room. If people are talking with one another before the meeting begins, chances are they will keep talking during the meeting
set the tone (2) - if you are in a situation where it is approriate, offer to begin with a prayer or blessing. If you cannot do that, offer to share an idea you recently heard - and then ask others what they think about it. Five minutes of discussion around something other than the agenda buidls trust among the group members, allowing them to be more open during the meeting

WOW! 8 ways to influence meetings even if you are not in charge. Go ahead - try it sometime - and see what can happen as you influence meetings toward a greater good. And be sure to read Death by Meeting: A leadership fable to solve the most painful problem in business by Patrick Lencioni. It is a MUST read for those of us who lead - and attend - meetings.

understanding greatness

2009-10-16T07:03:00.003-05:00

Have you ever noticed the number of books that claim to talk about "the greatest___________ of all time?" It could be the greatest leaders, the greatest homerun hitters, the greatest chefs...whatever noun one wants to put behind the adjective, there seems to be no shortage of "the greatest" in any category. My question is - how does one decide who is the greatest...and what makes them so?

I suppose that all of us would in some shape or fashion want to be known as "the greatest" in some area of our lives. We may not be the greatest of all times and places (Hank Aaron is still the greatest home run hitter of all time in my book), but we could be known in our little corners of the world as "the greatest" - could I ever be known as "the greatest Dean of Business at Concordia University in the first decade of the 2000s?" I suppose that when you are the only one within any given category, you can declare yourself to be anything you want - but what does it REALLY mean to be the greatest?

Christians often offer up the passage from the Bible where Jesus says to his disciples, "if you want to be the greatest, then you must be a servant (Matthew 23:11). So may people misunderstand this idea of greatness, and consequently put themselves at a disadvantage to ever accomplish great things. They see the role of servant as soft and quiet...they consistently never take the lead...they struggle to stand up and make their ideas known...they have little influence because their world is too small. They will never be known as "the greatest" at anything becasue they refuse to truly serve others and the Kingdom.

So how can we, especially those of us who are Christian, understand greatness? A few thoughts to contemplate:

greatness begins with WHO ONE IS - do you know yourself well enough and comfortable with who you are to do that which you are called and wired to do?
greatness is about ACTION - no one can be called "the greatest" if they don't do anything. Sitting around contemplating great ideas - and not putting them into action - cannot be considered greatness
greatness is about WINNING - no matter how many times Thomas Edison failed, if he had never gotten around to actually inventing a light bulb that worked, no one would know of him today. 1000 failures and 1 win can lead to greatness...1001 failures with NO wins leaves you in the dust
greatness is about OTHERS - it's difficult to be great all by yourself. Locked in a room for my entire life, I can be the greatest at anything in my own domain. However, to truly be great, one has to engage with others and include others and learn from others and mentor others and share with others and help others and...
greatness is about INFLUENCE - Muhammed Ali is the greatest because he changed a generation of sports fans...Hank Aaaron is the greatest becasue he will always have more influence than Barry Bonds...Abraham Lincoln was the greatest because his words and ideas continue to influence people's leadership (does anyone remember a speech Calvin Coolidge ever gave?)
greatness is about SERVING - looking at all the above aspects of greatness, it really is about being a servant - but a servant who lifts others up...a servant who builds capacity in others...a servant who undertands the big picture...a servant who works hard and long hours...a servant who makes others healthier, wiser, more free, and more autonomous (see Robert Greenleaf, Servant Leadership, 1977).

So how about you - are you the greatest? You might just be...so don't shirk the mantle. Be great! Lead! Influence! Make a difference! Change the world! Be the person God has intended for you to be!

thoughts from others...

2009-10-12T07:15:00.006-05:00

I spent last Thursday and Friday at the Catalyst Conference, a place where young leaders gathered to hear from multiple speakers about leading with a Christian worldview. This was my second year in attendance (I take a group of students each year) and I have to say it is one of the best leadership conferences I have ever had the opportunity to attend. Below are a series of quotes/thoughts/ideas shared by the different presenters that were especailly meaningful to me:

Andy Stanley:

are you open to what God has next?
what man is a man who does not leave the world better?
LEAN your leadership into a need - or into another person
leaving the mark that has been designed by God for you to leave
am I willing to submit my gifts and leadership to a bigger picture?
not a leader in authority, but a leader under authority
God takes full responsibility for a life wholly devoted to Him (attributed to Charles Stanley)
I can't go until God tells me its okay to go
Giving God (& others) maximum access to my leadership capabilities

Jessica Jackley:

give people ownership - a fundamental shift in life (especially in education)

Malcolm Gladwell:

incompetence irritates me; overconfidence scares me (one of my favorites)
Humility: the willingness to stop and listen to others

Mitch Albom:

faith is not about being IN or OUT - but figuring out what is important

Rob Bell:

The bush is always burning; the ground is always holy
Sometimes the crowd thins
Our work comes from a particular place
WHY am I building what I am building? Am I letting God build it?

Tony Dungy:

you don't win every game
I need to knowthat this relationship is worth fighting for

Matt Chandler:

seeing repentance as a continuing ethic
When we hesitate (is it a delay in obedience?) it may be that God is callling us to deeper waters

Priscilla Shirer:

WHY has God called me to be __________________? And what am I going to do with that?
Joshua, as a leader: 1) acted immediately; 2) acted fearlessly; 3) acknowledged the presence of God; and 4) anticipated that God would act (Joshua 3: 1-5)
Help people take the lid off thier box
Pray prayers that are unthinkable

Dave Ramsey:

Creat momentum by pouring yourself into your vocation
You lose focus when you begin to hear the footsteps
You lose focus when you begin celebrating the results too early
Intensity leads to excellence
In the story, the tortoise ALWAYS wins
What can happen when you decide to pour your life into someone (or something) over a significant amount of time?

Charles Swindoll:

The Gospel frees us to change the world, i.e. transform communities
leave room in your life for the crushings

the next question

2009-10-02T06:33:00.004-05:00

I sat with a young man this week, discussing the field of ethics and values, especially as they 1) relate to business; and 2) are shaped by one's faith and theology. It was a wonderful conversation, going from books we are reading or have read, to ways of teaching ethics, to why one does the things they do - and that was what we decided should always be THE NEXT QUESTION.

It seems to me that the way we learn and develop - especially in our leadership roles - is to ponder the question of why we think, say and do the things we think, say and do. What is it that causes one to act in one way at one time - and another way at another time? What influences have been acting upon someone in any given circumstance to make them say those words that come out of thier mouth?What belief system (or other voices in one's head) directs the action for them to behave in a certain manner?

My freshmen students get a lot of this from me in the classroom - why do you think that is true? why did you choose that answer? what experience have you had that makes you think that way? But for me as a 50-year old adult, I have to face those questions in real life - NOT in a classroom. So what does that look like for me?

Over the past week, I have had multiple opportunities to ask this question of myself:

as I listened to students complain, I had to ask myself why I was sympathetic with them at that point
as I campaigned to get rid of an event on campus, I had to ask myself why I felt so strongly about this issue
as I sat nervously answering someone else's questions about something I had done, I had to ask myself why I would feel that I had been right all along
as I engaged in dialogue with a local enviromental activist at our Speaker Series, I had to ask myself why I was so attracted to his story
as I argued against a recent policy that had been made, I had to ask myself why I was so angry and upset over that specific decision

And the list goes on and on. I believe that asking the WHY question does several things for me:

It helps me to clarify the main issue
It allows me to make a better judgement about the rightness or wrongness of my decision/feelings
It fuels (or dissolves) my decision to move forward on the issue
It puts my thoughts, actions and feelings into perspective
It helps me to better articulate my thoughts on the subject
It gives me reasons whether or not to pursue the issue or action to the next level

So start the habit of asking THE NEXT QUESTION...why do I think, say and act in the ways I do? It is in those answers that one can find their true selves and lead from their core being.

what the...?

2009-09-25T06:46:00.003-05:00

Perhaps one of the most used lines by leaders is "What the...?" Of course, this line is seldom said outloud or in public, but how many times duirng a given week do you say/think to yourself, "What the ...?" Here are a few examples to consider:

What the...just happened in that meeting?
What the...is that doing there?
What the...were they thinking when they said that?
What the...was I thinking when I agreed to do that?
What the...does this decision have to do with the mission of this place?

Or perhaps you find your self saying/thinking variations on this theme:

Why the...did I think we should go down that path?
Who the...made that decision?
Where the...is that person when I need them?
When the...is this meeting going to end?
Why the...did he/she decide to do that?

I have found myself this past week asking that question many times over a recent incident. The problem is that I do not know how to answer those questions - and that for me is a REAL problem. If I cannot answer those questions, then something has gone wrong within the institution. While I understand that it is not my calling to make every decision - and while I understand that I should not be consulted on all decisions - and while I understand that I do not know all of the facts surrounding decisons made - and while I understand that decisions often need to be made quickly ----- I DO understand that as someone who has an integral role within the institution and in my department, I should be able to figure out why decisions are made the way they are. I may not agree with the decision AND I may not know all of the facts behind the decision, but I should be able to understand the CONTEXT in which the decision was made.

I have come to believe that CONTEXT is the key to communication (which is a topic for another blog at another time). I also have come to believe that decisions should reflect the mission and vision of the institution (yet another blog for another time). It's my hope that for each of us, the number of times we need to say/think the phrase "What the..." will occur less and less - or maybe not as we develop a keener sense of what it means to be a leader.

the limits of secrecy

2009-09-18T06:49:00.003-05:00

I don't quite understand the need for secrecy within organizations. Yes, I understand that there is information that cannot be public at times, especially as it deals with individuals...and yes, I understand that there are negotiations with other individuals and companies that need to be kept between those parties to ensure right and proper behavior of others. But why would anyone want to withhold information from others that might just help them do their job a little bit better? Let's look at a couple of scenarios:

As an employee of an organization, the more I understand about the finances, the more likely it is that I will shape my work to better the bottom line. When that information is withheld from me, not only can I not respond with changed work habits, I will probably more than likely engage in unintentional activities that can hurt the financial aspects of the organization.
When people face difficulties in their lives, they will often say such things as "Now I'm telling you this, but please do not share it with anyone else." WHY NOT? Within any given organization, people come together for a common purpose and good. The more those people can build a sense of community, the better they can do their work. In sharing the good as well as the bad, a community has a better chance of pulling together. Is there a risk in sharing one's life? Absolutely. But given a safe environment, that sharing can produce amazing community - and organizational results.
Don't you hate it when someone says to you, "Now I shouldn't be telling you this, but..." or even worse, "Now I'm going to tell you something but you can't breathe a word of this to anyone else." Those type of comments breed secrecy - AND power games. What am I supposed to do with this type of information? I have learned to actually say to people, "Are you sure I should know what you are about to tell me? And if so, what do you want me to do with the information?" It gives the person telling me the secret a chance to pause and consider their action - and it keeps me from knowing things that compromise me and my position.
I have heard people say, "We can't share this information because most of the people in the organization would not understand it." My response is that we need to help them understand it. We so often sell people short on their ability to comprehend information and use it in an effective manner. If information is worth having, then it should be worth using. And if it is worth using by some, it is more than likely to be worth using by many. So train people how to use more and more information throughout the organization.
Finally, people like to use information (or hoard information) because in their eyes it gives them power. NEWS FLASH - information has NO power unless it is shared and used. Perhaps this is one of the main roles of a leader - to share information in a way that provides for sense-making to the people of the organization, and to assist others in using that information for the good of the organization and its constituents. Giving information (read "power") to more and more people not only creates a sense of ownership, it makes the organization itself more powerful.

So I guess it is no secret that I don't like secrets. One quick caveat - there are times in order to protect the institution and its people that one cannot tell everything. Perhaps an option at that point is to be honest and say that sharing this information would hurt individuals and the organization - and that the information cannot and will not be shared . The key to integrity at that point is then to NEVER share that information with anyone. That action alone can build an incredible sense of trust, which will allow for more information to be shared in the future.

the ultimate question - WHY?

2009-09-11T06:39:00.004-05:00

I ran several meetings this week that focused on one question - WHY? These meetings were the first gatherings of these groups, and so in order to move forward in our charge, we needed to understand the importance of what we were doing. And so I began with the question - WHY are we being asked to do this? WHY is this important enough to spend our time on? WHY should we even think about engaging in this task?

This was not an easy question to answer for the groups - they wanted to dive right into operations and tactics...they wanted to debate the merits of doing things one way or another...they wanted to push their agendas and pet projects. My job as the leader of the group was to keep asking the ultimate question - WHY? When someone brought up a tactical maneuver, I asked them WHY that was an important thing to consider...when someone began debating the merits of one goal or another, I asked them to defend their opinions by describing WHY their way was better in meeting the charge of the team...when they would answer the first WHY question, I almost always came back and asked again WHY that specific idea would be important. Yes, it drove them crazy, but by the end of the meetings, we had several AHA! moments.

Thsi is also the question I teach my students to ask, as it helps to develop them into critical thinkers. Asking WHY something is so...asking WHY people believe one way and not another...asking WHY certain events took place...asking WHY they themselves (as students) believe certain things...even asking WHY they need to study and learn specific subjects and subject matter - all of these are important in shaping them a fully functional human beings and lifelong learners.

As leaders, one of our jobs is to help people see the big picture - to help them understand the importance of the work in which they are engaged - to help them keep the mission and vision in mind - and to assist them in their own leadership development. I believe that one of the easiest ways to do this is to teach them how to ask the ultimate question - WHY?

So before you leave this blog, ask yourself WHY I might have chosen to write about this particular topic today - WHY you either agree or disagree with this premise - and WHY you even spent the last few minutes reading this post.

what you don't get to do

2009-09-04T07:29:00.002-05:00

People in positions of leadership and responsibility get to do a lot of really cool things - but today's list is about things that you DON'T get to do when you are in such a role:

You don't get to sleep in often - the quietest part of the day is early morning, so it is a great time to catch up on emails and other asundry items.
You don't get to ignore emails and phone calls - a friend of mine once said that people who do not answer their emails or phone calls within 24 hours are acting immature (or something like that).
You don't get to make your opinion known publicly - just because you think you are right, does not mean that you get to say it out loud in front of a group - think before speaking, and then decide to go to the person in private.
You don't get to dress down - as the public face of an institution, you need to look the part (though what that entails will change from institution to institution).
You don't get to play to your natural abilities - this is especailly true if you are naturally reclusive...leaders need to get out of their office and be seen.
You don't get to gripe about others publicly (see #3) - be careful what you say...and to whom you say it. Know to whom you can gripe - and keep that circle of trust limited.
You don't get to have a bad day - people look to you to set the tone and mood of the institution...if you are having a bad day, fake it publicly and talk about it with that small group of colleagues (see #6).
You don't get to not prepare for a meeting - if you have called the meeting, then you better be prepared and have an agenda that has been sent out beforehand.
You don't get to waste other people's time (see #8) - people are busy (and the people who report to you SHOULD be busy), so keep it succint and to the point.
You don't get to be late for meetings (see #'s 8 and 9) - you're in charge...you set the tone...you demand excellence...so be on time.
You don't get to be unorganized (see #'s 8, 9, and 10) - if you are naturally this way, use your administrative assistant, another colleague, or your Outlook to keep you organized. Again, you set the tone!

Any others to add? And by the way, just to remind you, there are A LOT of really cool things you DO get to do - but I'll save that list for another time.

indulging in small pleasures

2009-08-28T06:16:00.003-05:00

I was having a conversation with a colleague and two of our new freshman this week at a scholarship breakfast, and the talk turned to what we were presntly reading. Each of the participants shared their reading material and when they asked me what book currently kept me busy, I sheepishly admitted that I was reading a biography of Barbra Streisand. Let me tell you, just typing that right now was hard to do. For those who keep current with this blog, you know that I read a lot - and tend to focus either on classic fiction or books on leadership, management and history. So to admit to a group publilcly that I am reading (gulp!) Barbra: The Way She Is is very difficult for me.

However, let me take a different tack on this seeming indulgence - and put it in the context of what leaders do. Those who lead organizations and groups know how difficult it can be. They know that the thought of leadership never really leaves them - even when they read pablum they are looking for leadership kernels within the pages...when watching silly romantic comedies, they are looking for leadership examples to show in class or an inservice training...when they simply lay on the beach with nothing better to do, they are planning their next strategy. So I have been looking for leadership examples in my current readin of Barbra, and guess what...

there are none (well, I suppose I could find something, but I am not going to try). The essence of this blog is to say to myself (and to others who might read it) that sometimes we need to escape - we need to have fun - we need to be mindless - we need to relax - we need pablum in our lives...and we should not be embarassed about it (speaking of pablum...I just looked it up to make sure I was spelling it right, and did you know that the word originated from a mushy cereal produced for children, similar to oatmeal?).

So where are you indulging yourself these days in pablum? Is it in a good trashy novel...in a entertainment magazine (I and a fan of Entertainment Weekly)...in movies that make you laugh for no apparent reason...in gardening and watering...in sorting baseball cards (that used to be a part of my escape)...in hanging out with the neighbors...in watching baseball or football just because it is on the TV...in taking an afternoon nap just because you can...in looking through old comic books...or maybe you are also reading Barbra: The Way She Is?

Enjoy your pablum - indulge in small pleasures - and do not feel guilty, because tomorrow you need to get back at it and lead your organization and people...and you will need all of your energy to do that well!

question - or statement?

2009-08-21T06:46:00.003-05:00

One of the things that truly annoys me is when someone asks a question - but it is really a statement of what they believe. You know the type of question I am thinking about:

Don't you think it's better if __________________?
Could you explain to me why _________________?
I'm wondering why they ____________________?

I really wish people would turn these questions into statements that would more accurately reflect their thoughts:

I believe it would be better if _________________.
I'm angry about __________________________.
It looks as if they _________________________.

What would be even better is if these same people could make their statement of belief, and then ask a follow up question that would lead to understanding and dialogue:

I believe it would be better if _________________; how do you see the situation?
I'm angry about __________________________; are you in a position to explain to me how this happened?
It looks as if they _________________________; I'm wondering if you could explain the reasons behind their decision.

Questions - posed correectly - can be powerful tools in coming to an understanding of people and events. I sat in an interview the other day and wanted to understand what the individual was passionate about and what was their so-called line in the sand. I struggled to word the question (I DID NOT want to ask, "tell me what you are passionate about?" or "tell me what your line in the sand is?"). So I carefully worded my question as "tell me about a time that you lost it and became very angry over an incident." The response told me exactly what I wanted to know - and gave great insight into the HEART of this person.

Next time you get ready to ask a question, consider these few items:

do you already know the answer you want to hear? if so, there's no need to ask the question
is the question more of a statment of what you believe? if so, state it in a declarative form
what do you really want to know? think hard about that before asking your question
will the question move the conversation forward - or put up someone's defensive nature?
how does this question fit within the context of what is being discussed at the given moment?

A final thought: if, at the end of the day, you were to do a tally of questions asked and statements made, which one would have the greater number? Consider that question as you go through this day - and the difference it makes depending on which side the scale falls.

leading through dance

2009-07-24T07:19:00.003-05:00

I have to admit that I am a HUGE fan of the Fox TV show "So You Think You Can Dance?" Last night the show aired its 100th episode, and it was a great celebration. The dancing is always good; the judges are intelligent, supportive, and funny (picture the opposite of Paula, Randy, and Simon); the choreographers are first-rate; and I always get a little teary-eyed as my favorite dancers get voted off. What can I say...I am a sucker for this type of show.

A year or so ago, I read a book entitled "The Dance of Leadership: The Art of Leading in Business, Government, and Society," written by Robert and Janet Denhardt. The book provided a unique insight into how an understanding of the world of dancers can provide a basis for leadership. Several quotes are noted below:

Dance, in many ways, is an illusion. It is not something you can hold in your hand
A balanced or symmetrical placement of dancers on the stage, say in two rows on either side, gives the impression of stability or calm, whereas an unbalanced or asymmetrical arrangement imiplies movement or dynamism
The choreographer isn't working with a set of finite objects, but the ever-shifting, evolving relationships among people
Time and rhythm are concerned with movement from the past through the present, and into the future...leadership has to do with helping individuals and groups to understand time more completely, to know their role in the unfolding of events, and to organize their moments to attain a future they desire.
The relationship between simplicity and complexity is itself actually quite complex...making things simple does not mean ignoring the complexity of the topic at hand
Where does this fresh material come from?...they (choreographers) seek out the unknown, the unsettling, and the unfamiliar to keep their creative edge and a sense of newness..they do unusual things and go to new places and read things they usually don't and talk to people that they haven't before

My favorite section of the book is a quote from a introductory text in dance which states that "we must be willing to take risks, committed to the experience, and ready to be vulnerable and open to the self-discovery that is a natural product of the process. We must be willing to listen to others and to be generous with them. An active balance of self-fulfillment and response to others' needs has to be maintained. Basically we need the courage of our own impulses and responses qualified only by a healthy concern for the people we arw working with."

Perhaps leaders (and those who follow them) would be best served if leaders were required to take dance lessons...or read dance texts...or watch Fred Astaire/Ginger Rodgers movies...or attended the ballet more often...or better yet, to watch every Wednesday and Thursday nights "So You Think You Can Dance?"

leaders and the law

2009-07-17T06:47:00.002-05:00

I am at a workshop entitled "Higher Education Legal Issues Executive Institute" sponsored by NCHERM in which we are looking at a variety of cases from the past year which impact (no surprise) higher education. It has been a learning experience for me - I have heard more acronyms than I care to know about, and am realizing just how perilous it is to be a part of any institution these days.

The one take away so far is that institutions need to write policy & procedure...need to have that policy & procedure reviewed by experts...need to train its workers in policy & procedure...need to FOLLOW policy & procedure as called for...need to document that policy & procedure were followed...and need to update policy & procedure on a regular basis. So what might that have to do with leadership?

I think that many people in leadership positions think that if they just do the right thing, everything will turn out right. Isn't that what we were told as children,to just do the right thing. It sounds so good...it sounds so simple...it sounds so innocent...it sounds so - RIGHT!

BUT - this is not always the case. You know many people who did the right thing and were still sued by an offended party. As hard as we try to be fair, to be just, to be upfront, and to be RIGHT, people will still try to find ways to get to us. So what are we to do?

A few thoughts:

be sure that there are adequate (more than adequate) policies & procedures in place for your institution. If you do not have the time or personnel to get after this task - outsource!
take time to document your discussions and actions (especially those that are difficult and that you believe could lead to allegations in the future)
when talking or writing about difficult subjects, PAUSE before you go forward - and then say or write as little as possible.
don't say anything stupid! In tense situations, it is easy to get angry or upset and to say things that could come back to haunt you and/or your institution (worse yet, sending an email with something stupid in it)
institute mandatory training for all employees on policy & procedure - and be sure they follow them and document their actions. The first questions that should be asked when you hear about an incident at your institution should be 1) "were the policies and procedures followed?" and 2) "were the actions documented?"
remember that you are the representative of the institution. What you say and do can harm the institution in ways you may not even think about.

The leader of the seminar kept reminding us that while these are all scary incidents, in no way should we stop acting. Don't be afraid to fire bad personnel...don't be afraid to engage in new ventures...don't be afraid to try new ideas...don't be afraid to terminate contracts. BUT have policies & procedures in place as to how these actions will be carried out - then train your people - then be sure the policies & procedures are followed. Then you can confidently lead your institution and your people.

life notes

2009-07-15T06:56:00.003-05:00

I am reading Marian Wright Edelman's newest book entitled The Sea is so Wide and My Boat is so Small. Each chapter is a "letter" to someone or some entity in which she gives her thoughts and advice for a better world. In the chapter entitled "A Letter to Young People: Anchors and Sails for Life's Voyage," she provides a list of maxims by which to live. Her thoughts should be carved on our doorframes as a reminder fo how to live each day:

- You are far more than any test can measure. No test can predict the quality and worth of your life or the contributions you can make.

- You do not always have to win to win. Sometimes losing is winning and sometimes winning is losing.

- Do your part, however small.

- Give a good day.

- Be a sower. Keep planting and watering seeds of hope and help. Don’t let others discourage you.

- Just do the work and don’t worry about the credit.

- Be humble and grateful for life.

- Struggle, struggle, struggle to develop a nonviolent heart in our violent culture and world.

- Learn to be still and listen to the silence within you.

- Live as if you like yourself. It might happen. Live as if you like others. It might happen.

- Be prepared to sacrifice and persevere for what you believe.

- Do not die before you die.

- Be kind.

- Don’t be afraid to leave comfortable shores. Life’s a very big and beautiful sea even if it does get scary sometimes.

- Keep saying the truth and holding on to your beliefs even if it appears no one is listening.

- Don’t give up too soon or before you have done your best and even better than your best.

- Aim high and work very hard to reach your goal.

- Serve. Do something for others.

- Choose work that promotes life not death.

- Do not fear criticism or let others define you.

- Recognize that you are a global citizen and must compete with peers from China, Japan, India, and all around the globe. Inform yourself about our world and its people. We are all interdependent.

- Dream beyond the moment.

- Faith and doubt are twins.

- Do not give in to that which is easy or convenient. Live intentionally and mindful of the impact of your actions on others.

I have been a fan of Marian Wright Edelman since reading her book of prayers entitled Guide My Feet. I recommend both books to you, and hope that you will embrace the spirit of this amazing woman.

leaders should be seen...

2009-07-10T07:49:00.003-05:00

Remember that phrase your mother used to always say that children should be seen and not heard (I think for me it was often that children should be neither seen nor heard). I have come to believe that leaders must be seen in order to be credible. If leadership is about influence...and if leadership is about people...and if leadership is about vision...then leaders need to be seen.

I can think of several people I know in leadership positions that I never see. It's not that I don't think they're doing a bad job (though I would be hard pressed to describe for the job they are doing); it's not that I think they are bad peoople (though I would be hard pressed to describe their personality); it's not that I don't think they have the ability to lead (though I would be hard pressed to tell you what they are leading); it's not that I think they don't care about people (though the phrase "they don't care how much you know until they know how much you care" comes to mind); it's not that I don't think they can lead (though I would be hard pressed to tell you about their style of leadership); and it's not that they can't produce results, because they have (though I never get to celebrate the results with them either personally or publicly).
So why is being seen important? Here are a few thoughts:

Leaders lead people...if they are not seen, how can they know people AND how can peple know them
Leaders influence people...being able to share ideas in an informal setting (and formal setting) is incredibly important toward influencing others
Influence is built through trust...it becomes harder to trust someone whom I never see than if I can have regular interaction with them
Followers want to be reassured they are important...leaders walking around and commenting on what others are doing helps to instill that sense of importance in people
Leaders need new perspectives...hanging out with people allows for new ideas to be heard, discussed and debated

So as leaders, let's get out of the office and walk around our institutions - on a regular basis.

Need a cup of coffee? Walk to another area of the building to get one
Need another cup of coffee? Take the long route and force yourself to walk past other's offices
Need yet a third cup of coffee? Have it while visiting with someone in another department
Schedule regular meetings with people outside your immediate area
Show up at events and mingle with people
Don't wait for someone else to say hello - be the first to meet and greet
Schedule a time to walk the grounds - and change up your routine from day to day
Find a way to delegate your desk duties to someone else so you do not feel rushed when talking with others

Leaders should be seen...and if you take this to heart, I will be looking forward to SEEING you on a more regular basis.

developing one's leadership

2009-06-25T09:44:00.001-05:00

I am a fanatic for studying Abraham Lincoln’s leadership – I try to read most of what I can get my hands on, and attempt to keep up with the myriad of new works coming out, especially during this bicentennial year of his birth. A recent read was Ronald C. White’s A. Lincoln, which ended up being a study in Lincoln’s own leadership development. White writes from a perspective that examines how Lincoln developed his thought and his ability to make decisions. Each of the experiences throughout his lifetime formed a part of that which I call Lincoln’s leadership ability.

One of the most influential aspects of Lincoln’s leadership development was his ability to learn – whether it was from reading, from talking with others, or from experiences. Lincoln was a self-taught individual. He read everything he could (often multiple times) and engaged people in conversation who were always much smarter than him. How often do we as leaders do the same thing? Being in a position of leadership can seem so time intensive that it becomes difficult to read and re-read important texts. Another downfall of being in a leadership position is that one can become so self-absorbed that it is difficult to ask for help from someone else (especially someone we consider smarter than ourselves). Here are a few ideas to consider as we continue the process of developing ourselves as leaders:

1. Take the time to read – Brain Tracey noted in a recent newsletter that people in leadership positions need to take the following time to do no work: 1 day each week; 3 days in a row each month; and at least 2 solid weeks each year. When I have those days, I read – sometimes in my field, but more often than not outside my field.
2. Never spend a lunch by yourself – One’s calendar should be full of lunch appointments with people smarter than themselves. If you cannot get out of the office, find someone within the office that does something very different from you, sit with them at lunch, and ask them to explain what they do. Be ready to ask a bunch of questions…and then try to apply what you learn to leadership issues.
3. READ, READ, READ (part 1) – read widely and outside your field of expertise. One of the best ways to do this is to browse the magazine section of your favorite bookstore and purchase one on a topic you know nothing about. Read it thoroughly and see if you can learn anything about leadership. Be sure to also scan the NY Times best sellers list in all categories at least once a month and see what others are reading.
4. READ, READ, READ (part 2) – someone once mentioned to me that if I read one book a week on a particular subject, that would mean that within one year, I would have read 52 books on that subject, making me an expert in that particular area. If I did that for 5 years in a row, I would have read 260 books on that subject, making me a world-renown expert on that subject. In which subject do you want to become an expert?
5. READ, READ, READ (part 3) – someone else once mentioned that we only have a certain number of hours to read during our lifetime, so we should spend time only on those texts that have stood the test of time (his cutoff point was 450 years, so it could include Shakespeare). Are you reading the great books – those that changed the world? For starters, check out Martin Seymour-Smith’s list of the 100 Most Influential Books Ever Written.
6. Become self-reflective – This is perhaps the most difficult part of learning for those who lead, because in order to be self-reflective, time and honesty are both needed. I have found that blogging has been my way to self-reflect on issues of leadership. Others journal; still others have coaches, mentors or accountability groups.

If in the midst of a Civil War Abraham Lincoln could take time to read and listen to people who were smarter than him (see Doris Kearns Goodwin’s Team of Rivals for an excellent study on this aspect of Lincoln’s leadership), why can’t we?

who determines change?

2009-06-20T09:57:00.001-05:00

Upon reading Sinclair Lewis’ Main Street (written in 1920), I became intrigued by the question of who should determine and/or introduce change into an organization or community. This follows on the heels of reading Barbara Kellerman’s book entitled Followers which seems to indicate that the will of the followers is always more powerful than that of the leader.

A brief synopsis of the story of Main Street: Carol Kennicott, having grown up in Minneapolis, marries a doctor and moves to a rural town in Minnesota. Once there, she determines to bring it “up-to-date” and revitalize it into a “proper” city. At first, people are enthusiastic, and go along with her suggestions. However, they never fully buy into the changes and behave in an underhanded manner, hurting her and stopping any change that she would bring about. Carol keeps trying time after time, yet continually fails, finally accepting the fact that she alone cannot bring about the change she believes is good and right for the community. The novel is a wonderful treatise on the emancipation of women and the battle between the morals of small-town America and the changes sweeping the country in the early 20th century.

So…was it Carol’s “calling” to bring about this change she believed was good, right and proper for the citizens of Gopher Prairie, Minnesota? If a group of people do not want change – and their worlds are no worse for it – should one person (or a small group of people) determine change for them? Who is it that should finally decide to make changes to an existing structure, organization, or community? And just because one has been voted into a position, does that person have the moral right to enact change upon their constituency?

When one perceives the need for changes to occur, perhaps they need to ask themselves the following questions:

1. For whom do I want to bring about this change – myself, those who are presently a part of the organization, or for those who are to follow us in the future?
2. What is it that is driving my need for change – and from where does that need for change emanate?
3. How do I know whether or not the people of the organization themselves want change? In what ways might I measure their need for and receptivity to this change?
4. When is change absolutely necessary? Is it ever absolutely necessary? Who am I to determine the absolute necessity for change?
5. How many people are needed within a given group to provide the mandate to move forward with change? Is it a simple majority? Is it a consensus? Is it certain individuals who are trusted by the rest of the constituency?
6. As the chosen/elected leader of an organization, if I believe that change is necessary and those I lead do NOT believe change is necessary, what should I do? Is that a time for me consider moving on and going somewhere else (as Carol Kennicott does by moving to Washington DC toward the end of the novel)?...or should I be content with the status quo knowing that my followers are content with it?

These questions are important for leaders to consider, since leadership is about change…and about people…and about influence…and about followers. What do you think?

leading with WOO

2009-06-11T06:35:00.003-05:00

I just returned from a Strengths Quest conference, where we learned about implementing this assessment tool with our freshmen this coming fall. Strengths Quest is the college version of Strengths Finder, which was first made popular with Marcus Buckingham's First Discover Your Strengths. It is a fascinating development tool for people as they consider how to improve by focusing on what they naturally do well, rather than those lesser developed talents we often perceive as weaknesses.

One of my top five themes (groups of talents) is called WOO - which stands for Winning Others Over. The idea behind this talent/strength/theme is that people with WOO love to connect with others...they get an energy around meeting new people...they find joy in making new connections and friends...they like to connect their friends with others...they never meet a stranger, only a friend they have not yet met...they love to ask questions of people to get to know them better...they look for the pereson who is alone in a group and go up to them and introduce themselves...they have a large list of contacts...they love to work a room.

Yes, that is who I am. But more important, how can that strength help me in my leadership? A few thoughts:

I need to keep meeting more people - but keep better track of them over time
I need to put myself in places where I can meet more people - but be sure I am in the right places
I need to consider who I might NEED to meet - and find others to help me meet them
I need to refine my "elevator speech" about myself and Concordia University Texas - so as I meet these people they remember who I am and what I do
I need to have a list of needs from the College and University - so when people ask to get engaged, I can quickly connect them to a project or a person
I need to keep polishing my "cold-calling" skills - so I can meet even more people outside of those I meet in person
I need a follow-up system - so as not to loose connection with people important to me and the University

I love to meet people - I also know it is extremely difficult for others to do that. I believe it is a skill that can be learned, no matter how difficult it might be for one to "mingle." I also believe it is incredibly important for those in leadership positions to be able to do this...because the more people we meet, the more people get to know the mission of our institutions. Here's the best tip I ever learned: when walking into a crowded room, look for the person standing by themselves. Go up to them , introduce yourself, and begin asking them questions about themselves. Be genuinely interested, and you will be amazed at how quickly you will have a new friend. And you will no longer feel alone in a crowd.

directness and trust

2009-06-05T08:53:00.005-05:00

Interesting conversation this week about directness and trust. I had someone tell me that they appreciated the fact that I could be direct with them and do so in a way that was respectful and kind. They indicated that they had observed this behavior not only one-on-one with me but also in meetings...and that it seemed to help meetings move along and also help to build a sense of team. Later on in our conversation, we began to talk about the importance of trust among individuals and teams. We discussed the book The Speed of Trust by Stephen Covey (the younger) and sunddenly A LIGHT BULB WENT OFF for me. It seemed there might be a connection between trust and directness. Let me explain a little more.

For me, trust is my line in the sand. I inherently trust people - I trust them to do the right things, I trust them to be honest with me, I trust them to do their work in an excellent manner, and I trust them to be ethical in their decisions and actions. I give them trust to begin with (as opposed to them having to earn my trust). I think that because of that starting point, I am also able to be direct with them. Because I trust them (and they know I trust them), I can tell them what I see and observe in their behavior, be it positive or negative. Because they trust me (trust is often reciprocal), they can handle that directness because they know I have their best interest at heart - and more important I have the best interest of the organization at heart. Trust provides the opportunity to be direct...and being direct can build a greater sense of trust.

So how can we make this more of a reality in our own lives and in the lives of our organizations?

when being direct, shape your comments around the organization, not the individual
when being direct, reflect how one's weaknesses are often a result of the overuse of their strengths
when being direct, be sure to note that you may be wrong (and if so, allow the person to tell you so)
when being direct, state the issue and let it go (do not beat the person up with negative comments)
when being direct, be sure you have your facts straight
when being direct, be sure to follow up to see if the behavior has changed
when being direct, do so with an empathetic heart, mind and voice
when being direct, trust that the comment will be taken in the spirit in which it is given

What do you think? Is there a connection here? What does an organization look like when trust and directness is present in all areas? And while this post seems to infer trust and directness from a superior to a subordinate, does the same hold true from the subordinate to the superior - and/or across similar levels? And ultimately, where trust and directness is a part of the culture, does an organization even need levels?

young leaders

2009-05-29T08:06:00.000-05:00

I am thinkng these days about creating an advisory board made up entirely of people under thirty. As I have recently celebrated year 50 of my own life, that seems like a long time ago. What was I thinking back then? What (and who) shaped my opinions? Was I more influenced by my past than I am now (or vice-versa)? How did I lead? Did I lead? Or was I merely moving along a path of which I had no clue?

That being said, I believe it is incredibly important to engage young people in discussion of leadership and organizational development. My current advisory board met several weeks ago and we had a wodnerful discussion on what the future of the College of Business at Concordia University Texas holds - but everyone (for the most part) around the table was of my generation or the one before me. What does this generation of those under 30 think about when it come to Concordia's mission of developing Christian leaders?

We often discuss mentoring as if a mentor needs to be older and wiser. Could it be that those who are younger and more foolish (as my mother used to say of me) are really the ones with the right questions? Does their perspective make more sense in today's world? Are they actually closer to the situation (i.e. college students), having a better understanding of the needs, desires and wants of those we serve? Could it be that the leaders of tomorrow need to be shaped by their peers rather than those who have been leading for a long time? How do we solve the problems of today if we listen to those who have led us into those problems?

So what do you think? Does an advisory board of those under 30 make sense? What type of role might they play for me and my organization? How would I use their knowledge and skills? With what type of questions should they be engaged? And what might meetings of this group look like?

If you have thoughts or answers, let me know - I'm ready to engage those who are young and foolish...or incredibly intelligent with the answers that are needed for developing today's leaders.

the right question

2009-05-22T07:49:00.000-05:00

Leaders know how to ask the right questions. Our picture of leaders is often the one 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:

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.
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-heartedly...and the answers wil reflect the same.
know your audience - prepare ahead of time by learning about and understanding the person/people with whom you will be talking.
think through the questions - be sure the questions are actually questions and not statements...word the questions so they have the ability to elicit great responses...make the questions understandable the first time they are asked
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
LISTEN CAREFULLY - if you ask good questions, you better be able to listen deeply and carefully, because good questions elicit good responses, which cause you as a leader to think and develop new ideas...if you listen carefully
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
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
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.