questions, questions, questions...

This past week I asked our freshmen Life & Leadership classes (required of all freshmen) to develop a list of 2-3 questions about leadership that would be used for an end of semester presentation for them on leadership.  The mission of Concordia University Texas is that we are developing Christian leaders, a mission we take seriously in many ways.  The essence of this blog is to share some of these questions with the reader in an attempt to allow us/you to consider the mind of the 18 year old as they think about leadership.  For me, many of these questions raise even more questions, which I believe may be the best way to think about leadership.  There are seldom answers (at least definitive answers) to many of these questions, and it in the wrestling with these questions that I believe leadership can be developed.  So enjoy the list - feel free to comment on them below - share them with your leadership team - and reflect on them yourself as you have time.

•  How do you define leadership?
•   How honest can a leader be with their mentees/followers?
•  What is the most important characteristic of a leader?
•   How do you handle the emotional demands that leadership puts on you?
•   Who do you reach out to for advice, or where does your mentoring come from?
•   What distinguishes a good leader from a great leader?
•   Who has been the greatest influence on your style of leadership?  Why?
• How does someone as young as all of us have the right to be a leader? We are still young, and do stupid things.
•     Is everyone cut out to be a leader? Or are some people just born with the traits for being a leader?
•     How do you develop the confidence you need to be a leader?
•     Through being a leader, have you ever changed someone else’s life?
•     When do you decide to step back and let others lead?

                 So there they are - questions about leadership from the minds of 18-19 year olds.  Not sure I could have asked better ones myself.  The best part is that these are going to be discussed in front of our freshmen by a group of 8 seniors, our Thrivent Scholars.  Can't wait to hear what they have to say about these.

ways not to get involved

Let's face it - the reason most people end up in a leadership role or position is that they like to fix things.  They see a problem and they want to get at a solution.  They set goals...they make things happen...they get involved.  And yet, as one continues in a leadership role or moves to the next level of leadership, getting involved can get them in trouble.  This past week I got involved in a situation in which I should not have been...and I watched as my own boss even got involved in the same situation in which he should not have been.  The problems with getting involved include:

• you keep others from living out their own leadership roles
• you should be spending time on other issues
• you probably don't have all of the information and might end up making a poor decision

So what are we to do?  How do we fight against our very nature of getting involved to keep from getting involved?  Here are a few tips I have considered this week:

• stay focused on the big picture - ask whether or not it is important for you to get involved
• ask people the WHY question rather than the HOW and WHAT questions
• get out of your office
• never respond to an email on which you have been copied
• when you hear people discussing an issue outside your office, and you feel yourself listening too closely, shut your door
• become adept at asking the question, "what are YOU going to do about that?"
• remind yourself that you do not know everything (i.e. you are NOT God)
• be comfortable with the phrase "that's not my issue"
• rest assured that most issues are being dealt with in the best possible way by the people best situated to dealt with them

Typing the above phrases was not easy for me - I wanted to argue with myself and say, "But what about...?"  The paradox of not getting involved is that great leaders do get involved.  I think the issue is that they have learned WHEN to get involved and HOW to get involved.  I know that at times I have to dig into the details...I have to ask about the HOW and the WHAT...I have to attend to details in the office...I have to inquire about an email on which I was copied...I have to insert myself into hallway conversations...I have to ask "What do you want ME to do about it?...I have to look like I know everything (well, maybe not)...I have to assume someone else's issue...and I have to realize that some issues are being dealt with very poorly by the wrong people.  These instances should be rare - and they should not define my leadership.

So take a quick inventory - what's your ratio from this past week of getting involved/not getting involved?  How are you intentionally letting others lead?  Where are you positioning yourself to make decisions that only you can and should make?  In other words...how are you keeping yourself from getting involved?

recognition and appreciation

At the end of Concordia's Speaker Series yesterday, I was talking with Nathan Green of campus2careers, one of the speakers, about the difference between recognition and appreciation.  He noted that young people (and we all know how relative that term is) are looking more for recognition while older people are looking for appreciation.  The Speaker Series featured three young (30 and under) CEOs - of which Nathan was one - and he realized that while he felt appreciated, the greater joy for him came in the recognition by Concordia that even as a young person he had something to say to the audience.  I have contemplated on that idea for the past 17 hours or so...

• Recognition is the act that says to someone that you have noticed their work and want to make sure they share what they have learned with others
• Appreciation is the act that says to someone that you have noticed their work and want them to know that they have made an impact on others' lives
• Recognition is the act of noticing good work in someone and inviting them to do even more with the gifts and talents they have
• Appreciation is the act of noticing good work and publicly thanking them for the gifts and talentsd they have
• Recognition is craved by those who are looking for the next big thing in their lives and careers
• Appreciation is craved by those who need a breather from all the big things they have done in their lives and careers
• Recognition is asking someone "what's next?"
• Appreciation is asking someone "what did you learn?"
• Recognition is tapping someone on the shoulder for the next responsibility
• Appreciation is slapping someone on the back as a gesture of thankfulness
• Recognition is noted through giving more responsibility
• Appreciation is noted through giving less responsibility
• Recognition is shown in a bigger paycheck
• Appreciation shown in a bigger party

As I think of myself (and encourage you to consider yourself), I realize that both recognition and appreciation are important to me.  They are the responses that keep my creative juices flowing...that keep me energized...that result in my joy...and that increase my capacity.  There are certain people in my life that I regularly go to for recognition - and there are others that I regularly go to for appreciation. 

As I leader, I also need to know whom I need to give appreciation to - and to whom I need to give recognition.  My personal philosophy is that if I am going to err on one side or the other, I will give too much recognition and appreciation rather than too little.  Even to those who tell me they do not need it...well, I believe that they do.  And if they don't need it, others need to see that they are getting it from me.

So here are a few shout outs to people in my life who I should be recognizing and appreciating:

• Recognition to Billy Moyer, Nathan Green and Rusty Shelton who all spoke at our Speaker Series yesterday and motivated my students and colleagues
• Appreciation to my friend and colleague Ken Schmidt who has been a mentor to me over the past four years
• Appreciation to my coach Ralph Wagoner who believes in me more than he should
• Recognition to my colleague Kristi Kirk who keeps amazing me with how she leads her team and continues to push for excellence at Concordia
• Appreciation to Howard Lacey, Tom Cedel, and Don Adam who together made the case for me to move from Houston to Austin 8 years ago to take this position
• Recognition to my colleague Carl Trovall who as interim Dean of Arts and Sciences has been a great stabilizing factor for the College and the University
• Appreciation to Bob May, former Dean of the McCombs School of Business, who took time to meet with me this week and inspired the heck out of me
• Recognition to those faculty in the College of Business who go above and beyond in their role as teachers, inspiring students day after day after day.
• Appreciation to my friend and mentor Ron Kessler who continues to inspire me, support me, and believe in me
• and finally recognition AND appreciation to my administrative Assistant Linda Greenwald who not only holds the College of Business together, but also keeps my life on track and is a Godsend to this place in SO many ways.

So...who are you going to recognize today - and who are you going to appreciate today?

a year ago today...

My wife and I were reflecting this morning on the fact that a year ago today, I was in physical therapy for my broken wrist, sustained during a nasty car accident two months earlier.  She said she still thinks about it, and it has made an impact on her life.  I have often thought back to that accident and the events of what was happening a year ago today, and have considered how it has made be a different - even better - person.  Because of a nasty accident and the events that followed it, today I am:

• more empathetic - I know what it is like to go through a traumatic accident; what it is like to have the use of only one arm and hand; to be in pain and have to rely on others
• more easily able to accept help - having to rely on others for transportation, for carrying items, even for dressing me, I can ask for help much easier today
• more thankful for the little things - the ability to move easily; the importance of really good friends; the understanding of colleagues; the ability to type this blog without thinking about my fingers - life is pretty amazing
• a better manager of my time - I was pretty much able to keep up with the demands of my role during my time of surgery and recovery.  I had to learn what was really important to get done and who I needed to rely on to get things done.  It almost feels as if I have more time these days
• more patient - whether it is waiting at stoplights, waiting in line, waiting for a person, or waiting for something to happen, I have learned that patience within myself makes for a much less stressful (and better) life
• a better driver - after experiencing the results of what happens when someone does something stupid on the road, I have become much more careful and observant while driving.  

So what about you?  What's was happening a year ago today that has impacted you now?  How have you changed in the past year?  Where are you better at what you do - or perhaps where are you worse off? How has your thinking changed...how have your behaviors changed...how has your attitude changed...how have your relationships changed...how have your work habits changed?  Perhaps it is time to take a personal inventory and take a look back at a year ago today...and after looking back, pause and reflect on any changes that have taken place..and after pausing and reflecting,.think about how you will move forward from this moment...and after thinking, thank God that you are here now, ready to serve and lead in the kingdom.

it's about the HOW

Conventional wisdom would tell us that leadership is about WHAT gets done and management is about HOW things gets done.  I would like to posit that leadership is as much about the HOW as it is the WHAT.  I have watched people in leadership positions get the WHAT accomplished, but the HOW is so out of whack that people get hurt or the WHAT is not sustainable.  I believe that the HOW provides a basis for the WHAT getting accomplished, and sets a tone for the organization that creates a certain type of culture.

So what does the HOW of leadership include?  Here are a few thoughts:

• ENTHUSIASM - this is not an over-the-top Pollyanna type of behavior; it is about being emotionally engaged in what one is saying and how one is behaving, especially with a group of people.  Being enthusiastic for your organization and the mission is noticed by those whom you are trying to lead.
• QUESTIONS - the leader must be asking good questions in order to know what is happening in the organization...and outside the organization.  Being a good question asker (and then a good listener) shows interest and helps the leader to shape the conversation.
• POSITIVITY - in the midst of everything that might be happening, the leader remains positive.  Different from enthusiasm, the positive leader reminds him/herself and others around them that today's crisis is preparation for tomorrow's opportunity.  Putting the smile on one's face is an important aspect to being recognized as the leader - and helping others get through tough times.
• MEET - find time to pull people together and talk.  While informal meetings are important, formal meetings help you clarify your thoughts and ideas as well as keep alignment and clarity in place.  Don't be afraid of meetings...and by that I mean PRODUCTIVE meetings.
• GREET - work the room, no matter where you are.  For many leaders this is very difficult, as it tends to sap their energy.  Get over it - and have your energy sapped.  People want to meet you - and you need to meet people.  Become a glad-hander...in the best sense of the term.
• STORIES - have a handful of stories ready to tell that symbolize the mission and vision of the institution.  Find these stories...practice telling these stories...and then use them whenever possible to get your vision across to others.
• AUTHENTICITY - be yourself.  If you love to laugh, laugh out loud; if you tend to cry at the drop of a hat, it's okay to cry; if you like to have a good cocktail, invite your friends over for a drink; if you wear your faith on your sleeve, talk about it with others; if you tend to be reserved, its okay to be quiet from time to time.  Whoever you are, however God made you, be that person.

The list could continue - and you might have others to add.  Feel free to do so below.  And next time you are in the process of getting the WHAT done, stop and ask yourself if the HOW of getting it done is aligning with what you believe about leadership and about your organization.

whew...

Leadership is hard work.  I realize that is a "no-duh" statement, but I was reminded of it again this week as I ran from place to place...from meal to meal...from room to room...from person to person...from meeting to meeting.  Let me state that I loved every minute of it - and I also realize the importance of being on the go so much.  The hard work of leadership is dealing with people - and you can't be with people if you are not at places, meals, rooms, and meetings.  As you read through the following highlights of my week, consider the following thoughts:

• did you spend time this past week moving the mission of your institution forward?
• who did you meet - especially who did you meet for the first time - that will assist you in helping move the mission of your institution forward?
• what events did you attend in which people got to know you a little better - and therefore got to know your institution a little better?
• who should you have not spent time with - in other words, who did you spend time with that did NOT help you move the mission of the institution forward?
• what does your schedule look like for next week/month?
• who do you need to have coffee/breakfast/lunch with that you believe might help you move the mission of the institution forward?  Have you set up a meeting with that person yet?

So here is a quick recap of my week and the really cool people I met and the really fun things I did...

MONDAY

• coffee with Rebecca Powers (founder of Impact Austin)
• leadership coaching session with Marchelle Scarnier of Concordia University Texas
• Thrivent Scholars meeting with Amber Fogarty of SOS Leadership
• Lunch with Amber Fogarty and Kristen Cantu of Thrivent Financial for Lutherans

TUESDAY

• Introduction to Business class with Tom Lucas from National Instruments
• Lunch with Concordia MBA alums Jim Weeks and Charlotte Spencer to discuss alum association
• discussion on COB vision with Lauren Riemer, CTX grant writer
• observed Conspirare rehearsal at St. Martin's Lutheran Church with friend Doug Bain of Bain Consulting

WEDNESDAY

• Breakfast at Headliner's Club with Concordia Foundation members
• meeting with the College of Business Program Directors
• Lunch with MBA alumnus Daniel Urrea
• leadership coaching session with Carrie Leising form Concordia University Texas
• Dinner with Brad Hewitt (Thrivent CEO), Dick Moeller (Water to Thrive Exec Dir), Kurt Senske (LSSS CEO) and Pete Mueller (Pastor ACTS Church)

THURSDAY

• Thrivent Scholars meeting with Brad Hewitt from Thrivent
• Thrivent Scholars Alumni meeting with Brad Hewitt from Thrivent
• Concordia Speaker Series with Brad Hewitt, Dick Moeller, and Kurt Senske
• provost Council Meeting
• meeting with Concordia MBA leadership faculty
• dinner with my good friend Mark Anderson who was in town from Houston

Great week...amazing week...intense week...full week...satisfying week...long week...energizing week... exhausting week.  Leadership is hard work - AND leadership is fulfilling work.  Looking forward to what next week brings. Are you?

high performance teams

Yesterday morning I had the opportunity to sit in on a round table discussion of C-suite executives talking about high performance teams.  This round table was facilitated by Texas CEO Magazine, edited by Pat Niekamp and Karin Maake.  Through a serious of fortunate events, I was invited to "listen in" and gain wisdom from a group of people including executives from National Instruments, CacheIQ, HomeAway, The Leadership Refinery and others.  The hour went by incredibly fast as I sipped coffee and furiously took notes.  Here are but a few of the gems I gained from their wisdom and experience:

• sometimes executives need to make an individual decision rather than involve the team because its faster and better (and good executives know the difference)
• high performance team members all share a passion for the customer
• high performance teams know their purpose - in other words, they know what they are to do
• high performance teams are able to create what one participant called "creative abrasion" - leading to more and better ideas
• where political agendas outweigh the purpose of the team, there you will find a toxic team
• high performance teams have a leader who know how to create a high performance team
• "perfection is demotivating - excellence is highly motivating"
• task accountability is easy... relationship accountability is hard
• if Michael Jordan walked into your business, would you know it?  and would you hire him (even if a position did not exist for him)?

I have the honor and privilege of working for what I consider to be a high performing team.  Twice in the last month they have helped me in making decisions that affected the College of Business.  They have listened closely to the issue at hand, they have debated back and forth the sides of the issue, they shared their personal feelings, they considered the mission and vision of the College, they have come up with new ideas, they argued back and forth a bit, and they just plain gave great advice.  Each time we walked away from the meeting feeling better about the team, better about the mission and vision of the College, and better about the decision.  I owe much to Elise, Lynette, Shane and Wayne for their expertise, their guidance, their honesty, and their willingness to engage at such a high level.  

So here's a quick question to consider as you think about the various teams on which you serve: don't ask whether or not you are a high performing team...rather ask do we know what our purpose is and does what happens at our meetings seem to move that purpose forward?  At least that is a start to knowing whether or not you are on a high performing team. 

Finally , Patrick Lencioni's newest book, The Advantage, provides a wonderful picture of what a high performing team should look like.  I recommend it highly and encourage you to buy it today!