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...

teaching leadership

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

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

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

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

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

confronting with calmness

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

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

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

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

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

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

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

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

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

leadership goals

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

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

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

musical chairs

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

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

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

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

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

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

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

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

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

lead by example

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

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

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

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

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