the problem with optimism

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.

speaking about leadership

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!

leadership wisdom from the hymnal

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

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...

leadership goals

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.

power to convene

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

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?

paying attention...or not

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:

1. 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.
2. 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?

why do I care?

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

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!

say...way

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?

1. 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.
2. 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.
3. 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.
4. 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.
5. 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!

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?

1. 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!"
2. 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!
3. 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!
4. 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...

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:

1. 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.
2. 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.
3. 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:

1. 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.
2. 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

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

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:

1. what will it take for others to see me as a legitimate leader in my position?
2. 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:

1. 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!
2. 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

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

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...

1. 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.
2. 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.
3. 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!

grownup leadership

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?

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

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:

1. 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.
2. 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.
3. regularly hold a sacred cow audit, bringing into question every program, practice, and person within the organization (begin with yourelf).
4. become mission driven by asking "how does this help our mission?" with every request and new idea offered.
5. 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.
6. if something isn't working, fix it or get rid of it...that would include people as well as programs.
7. 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.
8. 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!