working with the "slows"

I recently read a section of a book on Civil War Leaders that dealt with the relationship between President Lincoln and General George McClellan. The relationship was never very good (though President Lincoln tried his hardest) with General McClellan consistently demanding more than he needed and waiting too long to attack General Lee's forces.There is a point in the conflict in which President Lincoln referred to General McClellan as having the "slows." As much as Lincoln urged him on...as much as he demanded him to move forward...as much as he asked others to push McClellan, nothing much ever happened and the Army of the Potomac lost multiple opportunities to win decisive battles that might have shortened the war.

Who do you know - or who do you work with (or for) that seems to have the "slows?" What seems to characterize this person? How does this person's behavior and actions keep the institution form moving forward? And what happens when you as a leader tend to get the "slows?"

The behavior is often characterized by someone not being able to act in a timely manner. When leaders get the "slows" the whole organization begins to grind to a halt. Other people wonder what is happening...other people begin to get blamed for opportunities not taken...other people are scrambling to gather data the leader wants in order to make his or her decision...other people get blamed for budget issues...other people are asked to perform above their call of duty...other people (well, you get the idea).

McClellan was a master "blamer" - it was never his fault, but always someone else's problem when he was not able to take the initiative. He blamed it on his generals...he blamed it on the weather...he blamed it on his superiors...he blamed it on his numbers (or lack thereof)...he blamed it on lack of information. What he never did was blame it on himself. His "slowness" brought the Army of the Potomac to a grinding halt - and eventually led to his own demise. Following the battle at Antietam, Lincoln found the right time and place to remove General McClellan and replace him with General Burnside (who ended up in a similar situation within a few months).

How can we make sure the "slows" do not happen to us? Here are a few thoughts:

• determine what it is that needs to be done - and then set a timeline in which to make it happen
• find a group of people who will hold you accountable to your decision making process
• don't be a data freak...though this might be a strength of yours, do not let it become your weakness
• know your data - gather what you need, be sure it is as accurate as it can be, and then move forward
• understand what the organization needs to move ahead - and empower others to make those decisions
• be willing to say "I might be wrong" and then move forward
• always have your list of what's next - be thinking about and working toward the next big thing
• don't be afraid - the fear of failure can keep you from acting
• don't become arrogant - your pride can easily create a fear of failure
• surround yourself with great people - and work with them to make timely decisions
• do regular inventories of what you have accomplished in the past 90, 180, 360 days

If you have the "slows," determine to do something about them...if those around you have the "slows," discuss with them their inability to act and help them correct the issue...if those to whom you report have the "slows," find ways to encourage them to give you (or others) permission to act...if your organization has the "slows," set up a way for yourself and your division to make things happen. Don't be accused of having the "slows"...it's a terrible disease that can hurt you, your career, and your organization.

decision making 101: who should a leader listen to?

While leaders are not making decisions regularly (and if they are, they have moved into the management mode), the decisions they do make often have a significant effect on their institution. These decisions will come with a lot of input, data gathering, and often some serious hand wringing. These are not what we would call easy decisions. While there has been a lot of science that has gone into understanding how one makes decisions, I would like to comment on the process of who leaders listen to as they go about their decision making process.

Listening to people's input as leaders go about making decisions is an important part not only of the decision making process, but also in building the culture that one wants to have within their organization. Who leaders listen to...how they listen...when they listen...and how that advice is used all affects how others perceive the leader and the organization. Here are several groups of people that I believe leaders should listen to - and the process in which they should listen to them:

The Executive Team - more often than not, this is a group of people who surround the leader because of their title and position. They are also often tied to a particular section (aka SILO) of the organization. This group of people bring data to the issue from their unique perspective and often have a stake in the game as decisions are being made. The decisions made by the leader will often affect them and their people very directly. While they have to be a part of the decision making process, I often wonder if they bring the best advice. And we all know what can happen if the leader actually asks them to VOTE on the decision...

The Masses - our culture tells us that democracy always works best, and yet decisions made by the masses are often made with little or no real data. What "feels" good at the moment often guide this group in decision making. Whether it is by vote...or by survey...or by informal input, the masses are mostly asking "what's in it for me?" They often only see what is on the outside of the decision to be made, and know little about the real issues. They are not fully informed (nor should we expect them to be) and yet are quickly willing to lend thier opinions.

Those Who Have Gone Before Us - while it is good and wise to to have counsel from mentors and coaches and those who have been in the decision making role in the past, it is difficult for this group of people to be completely objective in their thoughts and opinions. The picture of what worked in the past might not necessarily work today or into the future. This group of people may want their own personal legacy to live on, and relying on them for help in the decision making process can skew a leader's understanding of what the organization REALLY needs to move forward.

The Best People in the Organization - for me, this is the group I would put the most stock into when listening for advice in decision making. They may or may not have a title...they may or may not be sitting on the executive team...they may or may not have been with the organization for a long time...BUT they should be the people whom the leader trusts the most. They bring the most value to the organization...they are the ones whom the leader believes can best move the organization forward...they are the ones coming up with ways to make the organization better...they are the ones who show up early and stay late...they are the ones with whom others associate the organization...they are the ones who see their job as their calling and vocation...they are the ones who exemplify what the organization is all about. Listening to them makes the most sense, because they will give advice that is best for the organization (not themselves)...they will give advice that is forward looking (not the easy way out)...they will give advice that comes from the heart (becasue that's the only way they know how to think about the organization)...and they will give advice that challenges the "normal" way of thinking (because they are always challenging themselves and their personal way of thinking).

Leaders should be listening to others in their decision making process, and who they listen to says a lot about them as a leader - and a lot about the culture of the organization. Ultimately, the leader HAS to make the decision, and it becomes THEIR responsibility to do so. There is no place for blame afterwards, and the leader lives with the consequences of that decision. However, good listening (or what others refer to as deep listening) can assist the leader in the decision making process - and can serve them and their organization well in the long run.

thinking about leadership

The title of this blog is "thinking about leadership" - so just how often do you think about leadership and what is it you are thinking about? I was recently asked the question about how my various academic degrees have prepared me for a position of leadership, so I actually had to do some thinking about leadership. I was talking with a colleague about a cermaics class he is teaching, and as he described how his best students work with their clay, it brought to mind a picture of good leadership and I began once again to think about leadership. Sitting around and catching up on journals this past Sunday evening had me reading about higher education, and most articles I read had me thinking about leadership. Having coffee with a friend and mentor had me thinking about leadership. At my most recent College of Business Advisory Board meeting, I began thinking about leadership. So why is this important?

I have met way too many people that just lead - and believe they have all the answers because they have experienced leadership. One of my colleagues keeps referring to a book (yes "a" book which I assume means one) that they read on leadership and nows acts as if they have all the answers. Others think that leadership is something one is born with and therefore that person will naturally have all the answers and know how to lead. Still others who were elevated into a leadership position many years ago now pontificate as if they are the experts on leadership. I wonder if these people ever really THINK about leadership.

It amazes me how many times in a given day or week I pause to consider the concept of leadership. As I drive in the car, my mind wanders to how one led that day, or the decisions I made in a leadership role, or what might be done better to lead my institution. As I read various books (mostly NOT on leadership), I begin to contemplate what that particular tome is telling me about leadership, though often indirectly. As I interact with people, ideas of leadership pop in my head that I can bounce off of them. Watching people lead gives me the ability to critically reflect on why they did what they did, and what I might have done differently in that given situation.

So how does one become the type of person who thinks about leadership on a regualr basis?

• develop leadership lenses - whatever you read or observe, ask the question about how that might inform your own leadership ideas
• ask quetions - when talking with others, ask them why they made the decisions they did, trying to understand how they lead
• wonder outloud - in conversation (or in your own head) ask the "what if?" question that gets at the heart of the matter of different viewpoints or ideas
• read widely - don't just read leadership books (though it is important ot read many of those). I especially encourage good fiction to broaden one's mind in terms of thinking about leadership. I also encourage browsing the magazine shelves at bookstoes and picking up issues you have never read to discover new ways of thinking about leadership
• interview really cool people - I have often said the best part of my job is that I get to meet really cool people. Find someone who interests you, set a time to meet them for a cup of coffee, and just pick their brain, especially on leadership topics
• watch moves - and ask the question of yourself what it might be saying about leadership
• observe - watch leaders and the decisions they make, and then think about why they made those decisions. Consider alternatives, going back to the "what if?" questions
• journal - while this is not a strong suit of mine, I know that putting one's thoughts down on paper on a regular basis (some call it blogging) can help in making lucid the multiple ideas running through one's head
• develop a spirit of humility - I teach my students to be able to use the phrase "I might be wrong..." because if they can embrace that attitude, they can become lifelong learners. Realize now that you actully know very little about leadership (even if you have forgotten more about leadership than most people will ever know) and become a lifelong student of the topic

I love thinking about leadership - I probably do it even when I am not thinking I am thinking about leadership - it becomes natural for me - and it is always somethining I am pursuing to a deeper level. I invite you to join me in thinking about leadership - and take your leadership to a new level.

working with your boss

Last night I had the pleasure of having dinner and drinks with my boss - we had been at a conference in Philadelphia all day and decided to have a nice dinner and end the evening with a cocktail. I learned a lot about my boss - and also learned alot about what he expects from me (and my colleagues) in our position. It made me think about what I do...how I do what I do...and whether or not my boss really knows what I do and how I do it. Here's what I am committing to do in the near future (this will be a short blog becasue it is snowing outside and I need to drive from my hotel to downtown Philly):

• make a list of everything I am involved in at this point beyond the day-to-day running of my College. I want to show that list to my boss and dialogue with him about what he considers important and what I consider important. Where there is agreement, I can move forward with the assuredness that he is behind that 110%. Where there is disagreement, we will talk and I will re-evaluate my time spent on those issues.
• start asking why he wants done the items he asks me to do. Rather than fuss about another project or update he is asking for, I will spend a few moments considering why he is asking, what the outcome he expects, and if I cannot figure it out myself, I'll ask. The "why" behind the tasks that do not come freely or easily to me can help me complete them not only in a more timely manner and with greater attention to the detail.
• push him to consider other ways of getting goals accomplished. I figured out last night that he approaches how he wants his Deans to function based on what comes naturally and easily to him (duh!). However, I believe he is completely open to new ideas of how to get the work done. Rather than say, "there's another thing my boss wants," I can commit to going to him and saying, "have you considered another way of doing this."
• set aside time for listening. My boss (as well as myself) likes to think and dream outloud. We do it in different ways, but we both need time to talk. I need to have some weekly time with him to let him talk with me about some of his new ideas. If I can then help him accomplish those ideas, everyone wins.
• take his hints as duties to be done. He has admitted to me (and the rest of his reports) thast he does not like to dictate items, but would rather suggest things to be done. When I (and others) do not respond to those suggestions, he feels as if we are not doing what he asks us to do. Rather than make him change, I will need to listen more closely and when there is a suggestion of an action item, I will either act - or ask if that is something he wants done...and when he would like it done by.

Just a few thoughts about working with the boss...at least as of today. It was good for me to listen and hear how my boss thinks and what my boss needs from me. When was the last time you had a chance to really listen to yours?

new year...new leader

As this New Year began, I made several resolutions - first, to lose some of the extra weight I have gained over the past year; second, to spend more time reading in the mornings; and third, to spend time talking with people who do "cool" jobs that I could consider during the next 25 years of my life.

As a leader of others, I have also made some resolutions having to do with that aspect of my calling and vocation - let's call these my New Year's Leadership Improvements:

• to listen more...more specifically to not begin answering a question (or respond to a comment) before the other person has finished talking and I am completely clear on what they are asking or saying.
• to ask more (and better) questions...as much as I want to tell my story and give my opinions, I know it is better for the other person to discover what is inside of them if I want them to reach their full potential. Asking better questions means that I will follow Peter Block's advice and ask questions that are 1) ambiguous; 2) personal; and 3) evoke some anxiety (see Peter Block's book Community: The Structure of Belonging).
• to achieve more goals...I like vision and strategy, but it is difficult for me to sometimes get things done. I will designate on my calendar specific "red" days (referring to the Birkman Assessment Colors) to get after tasks and accomplish that which is necessary to move the organization forward.
• to coach others...as my role expands, I need to delegate much of what I do to others in the organization, so I will spend more time with those individuals who have the responsibility to carry out some of those goals and activites, helping them grow as leaders and managers.
• to build a succession plan...I am a big beleiver that the work of the organization must continue when and if I (or others) move on. Planning for this includes selecting the right people, letting the organization know about that, then training them to take over. Not only does this help the organization, but it also builds leadership capacity in others.
• to serve the region...having recently been elected to the ECHO (Ending Community Homelessness) Board, I want to expand my capacity to serve that need, and see where else I may be able to lend some time and/or expertise to make this region a better place. I have been blessed by so many people in the greater Austin region who give tirelessly of their time to this place I now call home, so it is now time for me to give back also.

That's my New Year's leadership resolutions. What are yours? Have you written them down? Is the focus of them on yourself, on others, or on your organization Have you asked yourself why they might be important to you? What type of accountability do you have in place to accomplish them? Remember that you still have 348 days still left to make them happen. Enjoy the journey - and make a difference!

a christmas thank you

Christmas is a time of year when we get a chance to say THANK YOU to people who have touched our lives over the past year. I would like to take this space to extend a THANK YOU to several people who have been LEADERS to me over the past year. Consider this my Christmas Leadership Thank You List...

• Tom Cedel - Tom serves as the President of Concordia University Texas, and I consider him to be the one who gives me practical leadership advice. When situations arise at the Uniuversity that I do not understand or want more information about, he is able to explain to me how he makes his decisions and why he makes those decisions. This is a wonderful learning tool for me as I get a "sneak peek" into the process of decision making at the executive level. I am thankful for the time he gives me and for his great leadership of our institution.
• Alan Runge - Alan is my direct boss who serves as the Provost at CTX. Alan is the one who pushes me to consider the next great thing I can accomplish. He helps me set stretch goals and never lets me settle for small or insignificant goals. He has a grand vision of what we can and should be doing, and will not let me "coast." His drive to make things happen pushes me when I think it might be okay to coast for awhile. In addition, he is always willing to listen to me and settle me down when I get too excited about something. I am thankful for his mentoring and his willingness to let me shape the job to my strengths abilities.
• Linda Ford - Linda came onto my radar screen a little over a year ago, and since January has been serving as the Director of The Concordia MBA. She is my emotional leader, who dreams with me about what CAN be and gets excited with me when those dreams become a reality. Her ability to think big picture, imagine the possibilities, push people to do their best and then MAKE THINGS HAPPEN inspires me on a regular basis. At most meetings between the two of us, at least one of us becomes "verklempt." I am thankful for her willingness to dream with me and to join me on an amazing journey this past year.
• Ralph Wagoner - Ralph is the retired president of Augustana College in Souix Falls, South Dakota who served as my leadership coach for about 6 months over a year ago. Since that time he has stayed in touch and helped me think through situations that frustrate or confuse me. He is the ultimate "question asker" and always has an encouraging word for me. Ralph has a way of helping me think through the big issues of life in a clarifying manner - and then encourages me to go after my dreams. His wisdom is absolutely invaluable. I thank him for his words of encouragement and for his belief in my ability to lead.
• Billy Moyer - Billy is president of SOS Leadership....and is a mere 25 years old. While he is half my age, he is an inspiration to me in the way he talks about leadership and makes things happen among young leaders. It has always been a dream of mine to find a way for young leaders to mentor young leaders - Billy does that! As I hear him talk about his ideas and the way he is out mentoring young leaders, I get excited and want to join him in that pursuit. I an thankful to Billy for helping me launch our Emerging Leaders Advisory Board - and for inspiring me to be a mentor to others.
• Ron Kessler - Ron is a coach and consultant here in Austin and serves as the chair of the College of Business Advisory Board. For me, he is the ultimate ENCOURAGER. When I need advice, or encouragement, or just want to talk, I give Ron a call amd we meet for coffee or lunch. By the end of the conversation, I am feeling like a million dollars and am ready to go out and set the world on fire (to use just a few leadership cliches). I have yet to meet someone who does not like (love) Ron - and I feel the same. I am thankful for Ron's consistent encouragement - and his willingness to serve as a mentor for me in my present (and future) leadership capacities.

That's my list - I hope you have a list of people who serve as leaders in your life. Be sure to take a moment and say THANK YOU to them for what they do for you - and for their influence in your life.

A Blessed Christmas to all of you...and God bless us, everyone!

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.