Last night the Samaritan Center for Pastoral Counseling held its annual Ethics in Buisiness Awards banquet. In addition to a fund-raising evening for them, it was also a small Concordia University lovefest. Our President Tom Cedel served as the Honaorary Chair of the event and was the emcee for the evening; Concordia was one of two major sponsors of the event (Dell being the other one); our students were recognized for the work they did in researaching and writing reports on the nominees this year; several of the speakers recognized and gave "shout outs" to Concordia for their involvement; and I had a chance to address the 300+ attendees regarding the selection process. What a night!
Why do I tell you all this? Because this happened as a result of me getting a phone call two years ago from Nancy Blaich, executive director of the Samaritan Center, asking if I would consider having Concordia students involved in the research aspect of the selection process. I NEVER hesitated - and reponded with a postive YES. Since then, the students selected to help with this project have had an opportunity to meet with some of the greatest people in Central Texas...Concordia has been recognized as THE primary partner in this effort...I have met some really cool people as a result of this project...and Concordia's students are getting an amazing "hands-on" opportunity to learn about and practice such skills as cold calling, interviewing, writing, and networking. All because I did not let an opportunity slip by.
I believe that leaders are always looking for opportunities. Today I am having lunch with a friend from Houston who has an idea to propose to me about partnering with his company in providing strategic planning for social-sector organizations; yesterday I had a gentleman tell me that he wants to be involved in Concordia's big change (reorganizing the curriculum); I met another person yesterday who wants to engage our students in what we called "mini-internships" during their freshman and sophomore years; Tuesday...well, you get the idea.
How does one go finding these opportunities. A few ideas:
1. get out of the office - find neat people and hang out with them (coffee, lunch, networking breakfasts, whatever)
2. be an interested person - ask questions about what people do, what their hobbies are, where they are from, and what interests them. Do not worry about telling others about yourself
3. be ready and able to tell your story - can you share your organization's mission, vision and values? do you have your "elevator speech" ready at any given time? do you know what to ask for when the opportunity arises?
4. don't be afraid to ask - if someone shows interest, start with the prhase, "Have you ever considered__________________?" Give them an opportunity to think about possibilities
5. learn to NEVER say NO - you can't always say yes, but give people an opportunity to pitch their idea, ask questions, consider how it fits with your misison, vision and values, and tell them you will get back with them. Saying NO finishes the conversation (and probably the relationship)
6. be a bragger - when these opportunities pan out and great things happen, tell others about it. Challenge people to consider how they might also get involved. And always point to how this decision made a difference in your organization
NEVER, NEVER, NEVER, let an opportunity slip by - you don't know what it will do for you and/or your organization.
Friday, April 24, 2009
Friday, April 17, 2009
seeing trust
Hve you ever found yourself thinking about something, and then seeing it everywhere? Over the past 7-10 days, I have been considering the importance of trust within an organization (especially my organization) and suddenly see the word in everything I read. I picked up Warren Bennis' Managing the Dream at Half-Price Books and I kept seeing the word "trust" throughout. I invited in a speaker for our Thrivent Scholars program, and he talked about Stephen Covey's The Speed of Trust. I talked with a colleague, and he mentioned how important trust was for his organization. So I started thinking that maybe I should pay a little more attention to this concept as it relates to Concordia University today.
Anytime an organization goes through a change (especially a BIG change, aka "the move"), trust can grease the wheels for that change to occur in a smooth fashion. But there are two items about trust that I consider critical to the process:
1. TRUST SHOULD BE GIVEN, NOT EARNED: how can one really earn trust? If I make someone earn trust, then when they do something I don't like, will that trust automaticaly be withdrawn? How much does someone have to do before I trust them? Who decides what that threshold is? If I make someone earn my trust, I am operating on the principle of law, not grace. But if I can GIVE trust, then I am giving them a gift, which allows them to act in FREEDOM, not fear of wondering if they have done enough. Imagine what could happen in organizations if everyone GAVE trust immediately to everyone else?
2. TRUST SHOULD BE GIVEN ACROSS THE ORGANIZATION. Some may word this to say, "trust goes both ways;" I would say trust goes ALL ways. In my organization, administrators should trust faculty and faculty should trust administrators. I think that often times, people expect trust to automatically flow "downward" but not so much "upward." If trust is to work within an organization, people have to give that trust across the board - and not make some people (or groups of people) earn it.
Stephen Covey says that "trust is the one thing that changes everything." I would agree. He also says that "people respond to trust." So the challenge for leaders is two-fold: first, do you trust those you lead without exception; and second, have you built a culture which honors, values, and rewards trusting behaviors? If we want thing to change, then trust is critical.
Anytime an organization goes through a change (especially a BIG change, aka "the move"), trust can grease the wheels for that change to occur in a smooth fashion. But there are two items about trust that I consider critical to the process:
1. TRUST SHOULD BE GIVEN, NOT EARNED: how can one really earn trust? If I make someone earn trust, then when they do something I don't like, will that trust automaticaly be withdrawn? How much does someone have to do before I trust them? Who decides what that threshold is? If I make someone earn my trust, I am operating on the principle of law, not grace. But if I can GIVE trust, then I am giving them a gift, which allows them to act in FREEDOM, not fear of wondering if they have done enough. Imagine what could happen in organizations if everyone GAVE trust immediately to everyone else?
2. TRUST SHOULD BE GIVEN ACROSS THE ORGANIZATION. Some may word this to say, "trust goes both ways;" I would say trust goes ALL ways. In my organization, administrators should trust faculty and faculty should trust administrators. I think that often times, people expect trust to automatically flow "downward" but not so much "upward." If trust is to work within an organization, people have to give that trust across the board - and not make some people (or groups of people) earn it.
Stephen Covey says that "trust is the one thing that changes everything." I would agree. He also says that "people respond to trust." So the challenge for leaders is two-fold: first, do you trust those you lead without exception; and second, have you built a culture which honors, values, and rewards trusting behaviors? If we want thing to change, then trust is critical.
What have you done today to give trust to others?
Thursday, April 9, 2009
what's your goal?
It's a worthy question...most people would agree it is important...and it is something we think about all the time, whether it be personal or organizational goals. Over the past two weeks, I was reminded that for organizations to exist, there is really one goal - read on...
In my Introduction to Business class, we were discussing the "fundamental and powerful concepts" within business (fundamental and powerful concepts help shape how one thinks within any given discipline). While many of the comments had to do with customer service or quality products, one young man piped up and said very simply - "profit." His classmates jumped all over him, but after some clarification and further understanding, we all came to the conclusion that he was right. PROFIT is the ultimate goal of business - and any other organization if it wants to exist beyond a short time.
That same weekend I began to read The Goal by Eliyahu Goldratt. I had seen this book on the shelf for years, but had failed to pick it up. Not too far into the book the narrator is confronted with the question, "What is the goal of your business?" After many attempts to answer the question (all of them wrong), he realizes that the answer is TO MAKE MONEY. To effectively and efficiently operate a business, one must then figure out what it is that makes money for the organization and begin to work on those processes.
SO...how would I translate that into a University setting (or a church...or a not-for-profit venture...or any organization that seems to have "more lofty goals" than making money)? It still comes down to the fact that in order for any organization to continue its work (be that making a product or delivering a service) it's goal must be to make money (in reality, to make MORE money than they are spending). At the University level, our income is derived (for the most part) through credit hours sold (what we might call our throughputs). Those credit hours are delivered through classes (what we might call our inventories). And our costs - for the most part - consist of our faculty (what we would call our operational expenses). Knowing that, we have to find a way to increase throughputs, decrease inventories, and decrease operational expenses...while at the same time staying true to our mission and value added propositions.
At least that is how I interpreted Goldratt's thinking for the University. I am not sure if I am right, BUT the book got me thinking about profit in a different way. I would recommend it for anyone who has to think about an organization beyond one day. And by the way, it is also a fun story to read.
In my Introduction to Business class, we were discussing the "fundamental and powerful concepts" within business (fundamental and powerful concepts help shape how one thinks within any given discipline). While many of the comments had to do with customer service or quality products, one young man piped up and said very simply - "profit." His classmates jumped all over him, but after some clarification and further understanding, we all came to the conclusion that he was right. PROFIT is the ultimate goal of business - and any other organization if it wants to exist beyond a short time.
That same weekend I began to read The Goal by Eliyahu Goldratt. I had seen this book on the shelf for years, but had failed to pick it up. Not too far into the book the narrator is confronted with the question, "What is the goal of your business?" After many attempts to answer the question (all of them wrong), he realizes that the answer is TO MAKE MONEY. To effectively and efficiently operate a business, one must then figure out what it is that makes money for the organization and begin to work on those processes.
SO...how would I translate that into a University setting (or a church...or a not-for-profit venture...or any organization that seems to have "more lofty goals" than making money)? It still comes down to the fact that in order for any organization to continue its work (be that making a product or delivering a service) it's goal must be to make money (in reality, to make MORE money than they are spending). At the University level, our income is derived (for the most part) through credit hours sold (what we might call our throughputs). Those credit hours are delivered through classes (what we might call our inventories). And our costs - for the most part - consist of our faculty (what we would call our operational expenses). Knowing that, we have to find a way to increase throughputs, decrease inventories, and decrease operational expenses...while at the same time staying true to our mission and value added propositions.
At least that is how I interpreted Goldratt's thinking for the University. I am not sure if I am right, BUT the book got me thinking about profit in a different way. I would recommend it for anyone who has to think about an organization beyond one day. And by the way, it is also a fun story to read.
Tuesday, March 31, 2009
get real
Later this afternon I will be heading to Louisville, KY where I will attend the IACBE conference (International Association of College Business Education). This is our official accreditating body for the College of Business here at Concordia University Texas. While there, I will be presenting on the topic of Student-Centered Assessment: How I abolished grades and established real learning.
So what is the difference between real learning and...fake learning? I'm not sure there is an exact opposite to real learning, but let me try to describe what I mean by "real learning." I believe real learning takes place when:
So what is the difference between real learning and...fake learning? I'm not sure there is an exact opposite to real learning, but let me try to describe what I mean by "real learning." I believe real learning takes place when:
- students take responsibility for their own learning
- students are engaged in real-world projects and assignments
- students direct the conversation
- students are asked to think deeply and critically
- students focus on excellent work rather than receiving a grade
- feedback is about improvement, not a percentage
- students ask questions about how to get better, not how to get a higher grade
- students are excited to come to the classroom (or at least optimistic about what they will be doing)
- there is less heard from the teacher - and more heard from the students
- assessment is less about memorization and more about application
- projects and assignments build on one another toward a culminating event
- projects and aassignments have enough meaning that students will keep and use them later in life
- students are able to articulate what they learned - rather than what grade they received
- students learn about and practice skills and competencies while learning content int eh subject area
I have worked hard to create this type of classroom - some ideas work out spectatcularly...others flop! However, when I asked a student the other day about not receiving grades during the class, she said she actually worked harder on her assignments and in class because of that. Those words gave me enough incentive to keep the experiment going and tinker with the syllabus a little bit more, trying to make my classroom more about "real learning."
Thursday, March 19, 2009
friends
It would seem to me that a leader should have many friends. They may not be "best friends"...they may not hang out together on weekends...they may not vacation together...but there should be a number of people leaders can call at any time for a "pick-me-up" or a boost of energy or a good shoulder to cry on. I believe leaders have friends because leaders are people who are INTERESTED rather than INTERESTING (those words came to me via a new friend). As a leader, you know how important it is to ask questions of others - about what they do...about new ideas...about the way things are. When you ask questions, you get information, which you as a leader then use to do new and cool things (that sounds a lot like Tom Peters - not a friend, but someone I like to read). And when you are interested, it makes the other person interesting, which soon makes them a friend.
I have had the wonderful opportunity of talking with or about some of my friends over the past few days. If you don't mind I would liek to share them with you (and maybe they'll become your friends - if you care enough to be interested in them):
Nancy Schill - Nancy is the owner and director of Executive Intelligent Coaching, a service that helps people move to that next step in their lives. Nancy has become a friend by coaching some of our students at Concordia University Texas. We are working together to find a way to help young people transition from school to career in a postive manner that builds their confidence and abilities to cope with the changes. The other day Nancy stopped by and filled me with confidence and hope.
Amar Ramakrishnan - Amar is a very new friend of mine, as he recently joined the Advisory Board for Concordia's College of Buisness. Because Amar is so passionate about what he does, he met with me to ask how he could better help our students. After a good cup of coffee at Starbuck's we came away with a bunch of new and cool ideas (there it is again) to help students connect their classroom learning to the real world.
Jeff Sandefer - if you have not yet met or heard of Jeff, you are in for a treat when you finally get to meet him. Jeff helped to found the Acton MBA Program here in Austin which trains men and women to become amazing entrepreneurs. His philosophy and method of teaching absolutely blows me away - and anytime I need a new idea for the classroom, I visit with Jeff. It has been awhile since we have seen each other, but next Wednesday I get to visit with him and a whole bunch of his friends at one of his "salon dinners." That's another reason leaders have so many friends - they love to network.
Ron Kessler - Ron was introduced to me several years ago through our President Dr. Tom Cedel. Ron runs The Kessler Group, a consulting firm here in Austin that helps people grow their businesses. He is an excellent coach and an amazing person. We talk about business, leadership, and church growth whenever we are together (he is a member of Mesa Community Church where his son Matt is the pastor). Ron is also the chair of our Business Advisory Board.
So who are your friends? Pause for a moment and consider these people as true treasures in your life - people who inspire you, think like you, and are also committed to your mission and vision. If you haven't talked with them in awhile, set up that appointment right now...and don't forget to make new friends (but keep the old...one is silver and the other gold).
I have had the wonderful opportunity of talking with or about some of my friends over the past few days. If you don't mind I would liek to share them with you (and maybe they'll become your friends - if you care enough to be interested in them):
Nancy Schill - Nancy is the owner and director of Executive Intelligent Coaching, a service that helps people move to that next step in their lives. Nancy has become a friend by coaching some of our students at Concordia University Texas. We are working together to find a way to help young people transition from school to career in a postive manner that builds their confidence and abilities to cope with the changes. The other day Nancy stopped by and filled me with confidence and hope.
Amar Ramakrishnan - Amar is a very new friend of mine, as he recently joined the Advisory Board for Concordia's College of Buisness. Because Amar is so passionate about what he does, he met with me to ask how he could better help our students. After a good cup of coffee at Starbuck's we came away with a bunch of new and cool ideas (there it is again) to help students connect their classroom learning to the real world.
Jeff Sandefer - if you have not yet met or heard of Jeff, you are in for a treat when you finally get to meet him. Jeff helped to found the Acton MBA Program here in Austin which trains men and women to become amazing entrepreneurs. His philosophy and method of teaching absolutely blows me away - and anytime I need a new idea for the classroom, I visit with Jeff. It has been awhile since we have seen each other, but next Wednesday I get to visit with him and a whole bunch of his friends at one of his "salon dinners." That's another reason leaders have so many friends - they love to network.
Ron Kessler - Ron was introduced to me several years ago through our President Dr. Tom Cedel. Ron runs The Kessler Group, a consulting firm here in Austin that helps people grow their businesses. He is an excellent coach and an amazing person. We talk about business, leadership, and church growth whenever we are together (he is a member of Mesa Community Church where his son Matt is the pastor). Ron is also the chair of our Business Advisory Board.
So who are your friends? Pause for a moment and consider these people as true treasures in your life - people who inspire you, think like you, and are also committed to your mission and vision. If you haven't talked with them in awhile, set up that appointment right now...and don't forget to make new friends (but keep the old...one is silver and the other gold).
Friday, March 13, 2009
how would they know?
Leaders teach.
I could finish this post with those two words, but I will continue and expound an what I mean by "leaders teach."
Why is it that so many of us expect people to come into any position knowing exactly what to do? Let's begin with students - should we expect them to know how to write a formal research paper...or to work effectively in teams...or to think critically...or to make an effective presentation? So many of my colleagues gripe and moan that students are not able perform the above tasks when they come to college. Maybe instead of griping, we should engage in teaching these aaspects of what it means to be a student...because leaders teach.
We often look at new hires and wonder why they can't perform basic tasks or duties...or why reports aren't written in a certain style...or why they don't understnad the importance of being on time...or why they don't dress professionally...or ___________________ (you fill in the blank with your favorite pet peeve). For the majority of the people, it's because they have not yet learned how to act in a professional manner. So instead of griping about our new hires, let's teach them how to be professional...because leaders teach.
What about college faculty? I hear fellow administrators (both at my school and at other places) talk about how faculty act in meetings...or how they don't engage students in the classroom...or how they fail to provide adequate assessment for classes or programs...or how they _____________________ (again, you get to fill in the blank). I believe with all my heart that no faculty member wants to do a bad job on any aspect of their calling. People want to do the right thing and want to be recognized for doing the right thing. But how can someone do the right thing if they do not know what the right thing is - or how to accomplish the right thing? Our job as leaders is to teasch them get to that point...because leaders teach.
So who are you teaching today? Think back to the past 24 hours - who or what have you griped about? Do they need teaching? Maybe they know what to do but do not understand your expectation? Maybe they do not know how important it is to act/behave/perform in a given manner. Why don't we commit to teaching them something...because leaders teach.
I could finish this post with those two words, but I will continue and expound an what I mean by "leaders teach."
Why is it that so many of us expect people to come into any position knowing exactly what to do? Let's begin with students - should we expect them to know how to write a formal research paper...or to work effectively in teams...or to think critically...or to make an effective presentation? So many of my colleagues gripe and moan that students are not able perform the above tasks when they come to college. Maybe instead of griping, we should engage in teaching these aaspects of what it means to be a student...because leaders teach.
We often look at new hires and wonder why they can't perform basic tasks or duties...or why reports aren't written in a certain style...or why they don't understnad the importance of being on time...or why they don't dress professionally...or ___________________ (you fill in the blank with your favorite pet peeve). For the majority of the people, it's because they have not yet learned how to act in a professional manner. So instead of griping about our new hires, let's teach them how to be professional...because leaders teach.
What about college faculty? I hear fellow administrators (both at my school and at other places) talk about how faculty act in meetings...or how they don't engage students in the classroom...or how they fail to provide adequate assessment for classes or programs...or how they _____________________ (again, you get to fill in the blank). I believe with all my heart that no faculty member wants to do a bad job on any aspect of their calling. People want to do the right thing and want to be recognized for doing the right thing. But how can someone do the right thing if they do not know what the right thing is - or how to accomplish the right thing? Our job as leaders is to teasch them get to that point...because leaders teach.
So who are you teaching today? Think back to the past 24 hours - who or what have you griped about? Do they need teaching? Maybe they know what to do but do not understand your expectation? Maybe they do not know how important it is to act/behave/perform in a given manner. Why don't we commit to teaching them something...because leaders teach.
Friday, March 6, 2009
reading leadership
How do you read? Is it merely for pleasure...do you let the words just soak into you and enjoy the pleasure of the writing...do you bask in the action that takes place between the good guys and bad guys...do you read to learn and gain new knowledge...do you read because you think your should?
I often find myself reading through what I call "leadership lenses." And I have found that fiction provides a great opportunity to learn about leadership and its many facets in life. We are shaping a new leadership course here at Concordia University Texas and I recommended that we look at including a work of fiction because it allows students to talk about leadership from the human experience - and isn't that what leadership is really about?
Here are a few of my favorite examples:
Lord of the Flies by William Golding: Sure we all read this in junior high or high school but reading it through leadership lenses provides a whole new picture of groupthink, use of power, and the difference between management and leadership (think Piggy and Ralph). It is a quick read - and full of good action.
Ender's Game by Orson Scott Card: I am not a science fiction fan, but I could not put this book down once I began reading it last summer. It's leadership themes include leadership development, leading peers, and whether leadership characteristics are innate or not.
The Chocolate War by Robert Cormier: A young adult classic, this novel talks about standing up for what is right, leadership courage, and speaking up to authority. Another great story with leadership implications (and a quick read).
The Fountainhead by Ayn Rand: Not such a quick read (694 pages in the paperback edition) but a fascinating story of power, focus, vision, and organizations. Many people do not agree with Miss Rand's philosophy, but the story is incredible and has many discussion points on leadership.
So start reading - only this time read through leadership lenses. And if you have any suggestions to add to this list, let me know so i can add them to my own summer reading list.
I often find myself reading through what I call "leadership lenses." And I have found that fiction provides a great opportunity to learn about leadership and its many facets in life. We are shaping a new leadership course here at Concordia University Texas and I recommended that we look at including a work of fiction because it allows students to talk about leadership from the human experience - and isn't that what leadership is really about?
Here are a few of my favorite examples:
Lord of the Flies by William Golding: Sure we all read this in junior high or high school but reading it through leadership lenses provides a whole new picture of groupthink, use of power, and the difference between management and leadership (think Piggy and Ralph). It is a quick read - and full of good action.
Ender's Game by Orson Scott Card: I am not a science fiction fan, but I could not put this book down once I began reading it last summer. It's leadership themes include leadership development, leading peers, and whether leadership characteristics are innate or not.
The Chocolate War by Robert Cormier: A young adult classic, this novel talks about standing up for what is right, leadership courage, and speaking up to authority. Another great story with leadership implications (and a quick read).
The Fountainhead by Ayn Rand: Not such a quick read (694 pages in the paperback edition) but a fascinating story of power, focus, vision, and organizations. Many people do not agree with Miss Rand's philosophy, but the story is incredible and has many discussion points on leadership.
So start reading - only this time read through leadership lenses. And if you have any suggestions to add to this list, let me know so i can add them to my own summer reading list.
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