3-3-3

I am back from my yearly month-long sabbatical in Maine where the weather was cool, the books were plentiful, the time with my wife was incredible, and the food was delicious.  All of which is to say that we are already counting the days until next year's trip...

THREE REASONS TO VACATE FOR AN EXTENDED PERIOD:

• It changes one's mindset: I feel better about myself and what I do
• You learn you are not dispensable and others learn they can make decisions
• You  fall in love with your spouse all over again

THREE BOOKS TO READ AS SOON AS YOU CAN:

• Path to Power by Robert Caro - detailing the beginning of Lyndon Johnson's Life (through 1942) and explains how to use power and influence to make things happen
• Question of Character: Illuminating the Heart of Leadership Through Literature by Joseph Badaracco - explores the deeper (REALLY DEEP) questions of how one can raise their level of leadership through inner exploration (by using great literature as a resource)
• 1Q84 by Haruki Murakami - this newest novel by one of Japan's great writers explores relationships, vocation, religion, ethical decisions (and a host of other topics) through a story that will keep you engaged and wondering how it all ends...until the end (which is 1135 pages later - and worth every minute of it!)

THREE TELEVISION SERIES TO WATCH:

• GAME OF THRONES (HBO) - we got through season 1 and loved the intrigue, the familial relationships, and the play between the different characters.  A great way to spend summer evenings when only re-runs are on
• HOUSE OF CARDS (NETFLIX) - not only is Kevin Spacey his regular slimy (and amazing) self, this show exposes how politics really works (for good and bad) and how to use influence to make things happen (see Lyndon Johnson above)
• THE NEWSROOM (HBO) - fell in love with this show but am now unable to watch CNN, HLN, MSNBC, or FOX NEWS.  Will McAvoy (as played by Jeff Daniels) is my new hero - and the the relationships are wonderfully fun to watch and follow

NEXT WEEK...the complete list of books read (for those of you who might be curious)

finding voice

I was visiting the San Antonio cohort of The Concordia MBA this past Tuesday - a group that is getting ready to graduate in August - and began asking them questions about their experience in our program.  As we began to go deeper into the conversation, one young lady, upon being asked what the most significant things was was for her int he program, responded with, "I found my voice."  Now I don't know about you, but that reply got me all choked up.  In creating The Concordia MBA, we knew it was important to teach business skills...we knew it was important to for students to have the various tools called for in making decisions...AND we knew it was important to create leaders.  What greater gift to have as a leader than to FIND ONE'S VOICE?

The importance of finding one's voice lays in the fact that they can now have a seat at the table...they can now disagree without being disagreeable...they can now negotiate for a better outcome...they can now speak with passion and conviction...they now know they can make a difference.  You are probably aware of those around who have not yet found their voice...or are not even sure they have a voice.  They remain quiet...they speak random thoughts that do not seem to carry any weight...they are often at the sides of the conversations...and they are ever doubting themselves in their decision making.  These are not bad people - nor are they incompetent people...they have merely not yet found their voice.

As leaders and managers of others, I believe it is our responsibility to help those around us find their own voices.  This does not come naturally, but rather comes about as a series of ever expanding opportunities and encouragements.  Here is my list of how you (and I) can help others FIND THEIR VOICE:

• during meetings, find a place and time for everyone to speak their thoughts out loud
• when one makes a comment, ask them to elaborate more on what they have just said
• if one talk too much and rambles, ask them to be more concise
• put people into teams and let them work together
• process, process, process with people - ask them WHY? over and over again
• put people in front of other people
• put people in uncomfortable (yet safe) situations and encourage them to try something new
• ask people to put their ideas into words - writing memos and documents are a good thing
• remind your team about the power of introverts - and give those people the space and time to speak
• just because you can talk doesn't mean you should...let the team have the floor
• encourage, encourage, encourage - when someone does something wonderful and exciting, go to them and tell them the difference they made
• encourage, encourage, encourage - when someone says something out of the box or provocative, go to them and let them know you value their ideas
• make meetings a safe place to share ideas, no matter how off the wall
• give people new skills - the more they know the easier it becomes to have a voice

Roger Hemminghaus, the former CEO of Diamond Shamrock Oil and Gas, told me this week that the way he learned his voice was that his first company, Exxon, gave him multiple assignments that would STRETCH & EXPOSE him to new ideas and new projects.  He called it one of the greatest times of his life.  For him, that meant traveling the world and having ever increasing responsibilities.  For those around you, it may mean   taking someone on a call with you, giving someone a different assignment for a short time, letting someone come to a Board meeting to talk about their newest project, assigning a mentor to a person, or simply asking someone to read something outside of their field and then having a discussion about it with them.  

For me, hearing this young lady say, "I found my voice" was one of the great moments in my life.  I had a hand in creating a program that not only taught skills and ideas, but literally changed someone's life.  This young lady is a different person - no, a better person - because she has FOUND HER VOICE...and that makes all the difference in the world!

the big purpose

During my morning prayer time today, I came across a prayer by Walter Brueggmann in his book Prayers for a Privileged People which talked about our BIG PURPOSE.  The prayer, which is entitled "Swept to Big Purposes," reminds us that we care called to make a difference in the world, and that the difference is made when we are different.  Here is the prayer in its entirety:

You call and we have a vocation.
You send and we have an identity
You accompany us and we are swept to big purposes:
chosen race, royal priesthood, your own people, receiving mercy.

But we, in our restlessness,
do not want to be so peculiar.

We would rather be like the others,
eager for their wealth - their wisdom - their power.
Eager to be like them -
comfortable, beautiful, young, free.

We yearn to be like the others,
and you make us odd and peculiar and different.

Grant that we may find joy in our baptism,
freedom in our obedience,
delight in our vocation.

The same joy, freedom, and delight
that so marked our Lord
whom we follow into oddness.

As I finish typing out that prayer, I am again struck by the power in the words that call us to be different and to make a difference in the world...and it is within that difference that we find our calling and vocation...and it is within that calling and vocation that we find our delight and joy.  There are many days I wonder what "difference" I can make - will make - am making in the world.  I catch a glimpse of it at times as I watch people's lives change and as they head into their own callings and vocations, ready to make a difference.  There are many stories I can tell where this has become a reality for me...and yet I always seem to want more.  There is a part of me (and I am sure a part of each of us) that yearns to be like the others,wanting the wealth, wisdom and power that comes with title, position and prestige.  And yet, we are made to be odd, peculiar, and different.

So as you consider your vocation - your unique calling - your big purpose, think about how you are making a difference by being different...and bask in the joy, freedom, and delight that is yours to enjoy!


.

what to say when there is nothing to say

That's right...when there is nothing to say, say nothing.

The end.

the best question ever

Those of you who follow me on this blog - or know me personally - understand that I like to ask questions...and that I like to ask questions that are difficult and thoughtful.  I am not sure where that comes from, but I have come to understand that the better questions one asks, the better answers one receives.  As a teacher, this is an important technique to assess whether or not students have comprehended the ideas in class...and as an administrator, this is an important technique to help my faculty and others around me consider our mission and vision at an even deeper level.

I have spent much of this past week doing exit interviews with graduating seniors in the hope that they will provide me with information that leads to an improvement in our program.  The best results from this type of interview come from good questions.  While I have a standard set of questions I ask everyone, there is always a moment in each of the interviews in which I have to pause and consider what the next question should be, because I know I am on the verge of getting an answer that will give me even better information.  In fact, most of the best questions I ask often come as a result of me having to pause and think for a few moments about what the next question will be.  Using the right words, the right tone of voice, and the right intention are all a part of shaping "the best question ever."

In a recent book I have been reading entitled Essential Questions: Opening Doors to Student Understanding by Jay McTighe and Grant Wiggins, the authors have a section entitled "Intent Trumps Form" in which the reader is reminded to consider the intent of the question...what is the context in which the question is being asked?  what is the purpose behind the question?  what is it that we really want the student to consider when answering the question?  and what will the answer lead to next?  In the interviews noted above, I have to be careful that the students never feel as if I am trying to trap them or that I am looking for a specific answer, otherwise the answer will provide little or no useful information and the student will stop trusting the process.

So what is "the best question ever?"  My initial thought when beginning to think about this blog was that "the best question ever" would be a simple WHY?  The depth of asking WHY? is critical to helping others understand themselves and for getting an answer with which you can learn something.  But I think I have changed my mind...perhaps "the best question ever" is the one asked where 1) the inquirer has only the best intentions; 2) the inquirer has no preconceived notion of what the answer will or should be; 3) the inquirer cares enough about the one being asked to create a safe and trusting environment; and 4) there is always an option for the one being asked to not answer the question.

So start practicing asking "the best question ever."  It will not be easy...it will not be comfortable...and it will not be welcomed all the time - but it WILL make a difference in the answer you receive and in the life of the one being asked.

when great minds collide

This past Tuesday I had the opportunity to invite Dr. AndyNellie to teach for me in The Concordia MBA Personal Leadership course.  Andy and I met briefly about 3-4 years ago through an introduction by my President Tom Cedel.  We reconnected this past January, met again in February, and  immediately become good friends and colleagues.  As I sat watching him teach Tuesday evening, it became even clearer that we thought alike and were passionate about the same things.  The thought occurred to me that we had a “mind-meld” and that perhaps “great minds had collided.”  He had a great time teaching, I had a great time participating, and the students had a great time learning.

So what can happen when “great minds collide?”  Here are a few ideas:

-        You become more inspired to pursue your ideas even deeper

-        You come up with new ideas that you had never imagined

-        You sharpen your own thinking around ideas and concepts

-        You begin to share your own thinking with more people

-        You develop more questions to ask and pursue

-        Your come up with new solutions to old problems

-        You discard your bad thinking and replace it with better thinking

-        You become even more passionate around your causes

-        You acquire a new and improved reading list

-        You spend more time watching TED videos

-        You write better blogs (at least I hope so)

I often tell people that I have the best job in the world because I get to meet and hang out with some of the coolest people in Austin.  You have already met Andy Nellie…here are a few more: 

-        Scott Robinson

-        Rob Hutton

-        Joel Trammell

-        Deborah Leverett

-        Patti DeNucci

-        Doug Bain

-        Zay Collier

-        Ken Gladish

-        and the list could go on and on…

I don’t believe it is just enough to meet people for coffee to make great things happen.  In order for “great minds to collide” you as an individual need to do your part.  How can you help to make that happen?

-        Pick up the phone and call someone today

-        When someone says, “you should meet so and so,” go ahead and meet them

-        Learn to ask good questions

-        Listen deeply and build on what others say

-        Be more interested than interesting

-        Be willing to share your own thoughts and ideas

-        Be vulnerable – let others know who you really are

-        Be willing to help – ask what you can do for them

-        When someone recommends a book to read or video to watch, DO IT (whether or not you think you are interested in it)

-        Set up a second time to meet…the first time rarely does the trick

-        Connect them to someone else you think might be a good fit

So those are my ideas for today.  Not sure who I will get to meet today who will  inspire me and make me better.  But I bet there is someone out there…

what are they thinking?

Forgive me if this blog tends to sound whiny and comes off as self-serving...I will try to turn my ideas back on myself before I finish, but if I don't...well, you get the point.

I have been in numerous organizations...I have attended countless meetings...I have served under, with and for multiple bosses...I have had countless colleagues...and I am still amazed at the decisions people make, especially those who have been placed in leadership positions.  Why is it that people act in certain ways and make decisions that not only harm individuals and the organization, but are just wrong?  I have done my share of reading and studying about organizations, and I at least have a running idea on how decisions in organizations should be made.  And then I watch others make decisions and act on behalf of the organization, and I can only shake my head and wonder, "what are they thinking?"  My first inclination is to assume that if they knew better, they would act better.  My second inclination is to think that maybe there is an alternative motive (often not good) to their decision making.  And my third inclination is to wonder if they are just incompetent. The problem is that often times these are the smartest people in the room...they just have no clue how to manage and lead.  Here are a few thoughts as to why we wonder about others (and why others wonder about us), and ask the question "what are they thinking?"

• They have risen to their level of incompetence (see The Peter Principle)
• They have not made the transition from their former position to that of leader
• They are unaware of their own shadow side
• They are stressed and revert back to their instinctual behavior
• They have never read deeply (or maybe at all) into the management and leadership literature
• They are self-absorbed
• They are more worried about their own position than that of others
• They believe that because they have a title they have all the answers
• They observed others making and being rewarded for similar types of decisions
• They use the wrong set of measurements and metrics
• They use the wrong lens through which to see and understand the organization they lead
• They still believe that what got us here will get us there
• They believe they are always right

Here's what I believe...if you are going to lead an organization, then the above items are non-negotiable to work on and get fixed.  We ALL suffer from the above...we ALL have several of the items that haunt and plague us...we ALL struggle to get the above items "right" on a consistent basis...AND we ALL have to get better at the above items if we are to lead and not have people consistently say to themselves "what are they thinking?"  I expect better from those who are called to lead...I expect leaders to be readers...I expect leaders to be learners...I expect leaders to find a good coach...I expect leaders to be listeners...I expect leaders to open themselves up to criticism...I expect leaders to be self-examiners...I expect leaders to leave their past jobs behind and embrace their new roles...I expect leaders to care more about the organization than they do themselves...I expect leaders to admit they are wrong...and I expect leaders to embrace the knowledge of the institution and its people when making decisions.  And if they do that, I no longer have to wonder, "what are they thinking?"  Instead I, and many others, will see them as geniuses and embrace their leadership, because they will be making much better decisions.