one thing I love...

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:

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


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


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


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


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


6. 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?

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!

leadership as a stochastic art

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:

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

people who drive me crazy

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:

1. their strengths are very different from mine
2. they tend to not back away from conflict
3. they seem to spend more time at their desks than walking around and talking with people
4. they would rather talk about operational approaches rather than strategic approaches
5. they tend to see the glass as half-empty rather than half-full
6. they would rather blame others than take on the responsibility for change
7. 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:

1. different strengths allow for different ways of looking at the same issue
2. ideas need to be challenged in a strong manner
3. data needs to be collected and shared, which takes time to put together
4. things need to get done - vision without action is only a dream
5. the realities of the organization need to be named and talked about
6. people who mess up need to take responsibility for their bad work
7. 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!

leading with WOO

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.

Jefferson Howell

I had the opportunity to interview General Jefferson Howell yesterday as a part of our Spend Your Lunch with...Speaker Series. "Beak" was leading the Johnson Space Center at the time of the Columbia explosion which killed all seven crew members on board. His reminiscing of the event and his actions brought to mind several thoughts on leadership:

1. Leadership is about people - General Howell took care of the families of the astronauts as well as the extended family of all those who worked at the Johnson Space Center

2. Leadership is about mission and vision - General Howell had to get everyone re-focused in order to get back into space. Rather than playing the blame game, he helped them move forward again after the devastation.

3. Leadership is about people AND mission - General Howell could never just focus on one or the other. He had to make sure that people were taken care of and that NASA moved forward in in its mission. The interesting paradox is that as he took care of people, the mission was accomplished even more quickly.

One other of "Beak's Rules of Leadership" included the adage Don't argue with an idiot. Arguing with an "idiot" can take a lot of time and no one really wins. I'm going to remember that for awhile - but I am going to remember General Howell and his leadership style for much longer!

the problem with caring for people

Everyone has always told me to care for people - "if you take care of your people, they will take care of you"..."people are your most important asset." You have probably all heard the phrases and, like me, would find it hard to argue against these adages of leadership. But let's consider the dark side of caring for people.

As a leader, who/what am I most reponsible to/for? Is it the employees? Is it the customer? Is it the stakeholder? OR - is it the institution itself? Consider the fact the one is hired to lead an institution - not people. People come and go - people disapoint - people are people. And yet, the institution remains. It is the institution that people connect with...it is the institution that is held up as the standard of excellence...it is the institution that is maligned when people do stupid things...and it is the institution that will remain when the employees, the customers and the leaders are all long gone.

As leaders, it is easy to get wrapped up in our people, especially when their personal issues begin to overwhelm them . The employee who is going through a tough time at home...the employee who is suffering from illness or addiction...the customer who is having trouuble paying their bills...the stakeholder of influence who has become an embarrasment. All of these issues demand our time and energy - and when we focus on these people, the institution can suffer. Let's face it, how much time and energy do we spend on those people who do their jobs well, go above and beyond the call of duty, and are never in our offices complaining? Do we ever wake up in the middle of the night thinking about them? Do we sit in meetings considering our next moves for our BEST people? Imagine for a moment if we, as leaders, devoted as much time and energy to those people who positively contribute to the institution as we do on those who negatively affect the institution?

Are people important? ABSOLUTELY! But our role as leaders is to care for the institution - its growth and its future. We cannot allow people (and all of their issues) to get in the way of that calling. When they do, measures need to be taken to minimize those distractions and work to change their behavior. If those measures fail, then our role as leaders is to help those people move on so that the institution can once again focus on its mission - and not solely on its people.