falling in love

The past week has been a blur - from St. Paul to Austin to Cincinnati and back to Austin...from interviewing for a College President's position to presenting on the topic of teaching leadership to catching up on my blog...from rainy weather to snow and ice to 80 degrees to 30 degrees and back to 80 degrees...from making new friends and colleagues to catching up with past friends and colleagues...from fear to joy to nervousness to confidence to anxiousness...let's suffice it to say that my emotions pretty much ruled the week and I'm ready for an uneventful and fairly boring week. Having invested myself in the presidential search process over the past several months, I finally came face to face with that entity which had consumed me - Concordia University, St. Paul. We spent 48 hours together, dancing together, wooing one another, and I slowly but surely fell in love with the place and its people. The questions I had going in were quickly answered and what I discovered was a gem - a jewel - a beautiful representation of what a Lutheran urban institution of higher learning should be. Concordia University, St. Paul (or as it is more affectionately known, CSP) resonates with who I am and what I most believe about Lutheran higher education. It represent for me what I love and care about:

• a commitment to the broad spectrum of student engagement - music, drama, athletics, fine arts, student-faculty engagement, service learning, travel, student leadership, and more.


• a commitment to serving students in the margins - not only does CSP find funds for these students to attend an institution of higher learning, they provide positions and people to support these students, many of whom are first generation college students.


• a commitment to the community - CSP is located right among homes, apartments, businesses, high income households, low income households, and in-between income households. The community (which has a strong international flavor) sees CSP as its college, using it for plays, exercise, classes, gatherings, and support. CSP is not in institution FOR the community, but an institution OF the community.


• a commitment to diversity - diversity is not just a marketing slogan for CSP - it is an integral part of who they are and how they function as a community, supporting the learning process and enriching the lives of its students, faculty and staff.


• a commitment to the best aspects of Lutheran higher education - there is a consistent dialogue going on that wants to understand and figure out what it means to be distinctly Lutheran and how that "ethos" supports the learning environment.


• a commitment to excellence - whether it is in the classroom, in the theatre, in the music building, on the athletic courts and fields (4 consecutive national volleyball chamionships), as well as in the support services and the administration of the institution, everyone wants to do an outstanding job in their calling and vocation.


• a commitment to the church - CSP is affiliated with the Lutheran Church-Missouri Synod and considers itself to be a university of the Church. That understanding shapes its culture, its way of being, its programs, and its mission. As they wrestle with what that means in the 21st century, they are willing to question how that looks and how best to serve the church at large as a partner in its broader mission.

And so I fell in love (I have to admit that I felt as if I was "cheating" on my current institution, Concordia University Texas). With falling in love can also come several things that caught me by surprise:

• every institution has its warts (some may even see them as gross disfigurations). However, it is the warts and all that makes that insititution the place it is today


• some people have not fallen in love with the institution - in fact, they may not even like it at all. I suppose if everyone liked any given entity, it would be very dull and not have its own unique personality


• falling in love is an emotional venture - I found myself feeling "verklempt" during much of my time there (and still do) as I got to know more and more people and emotionally invested myself in them and the institution


• the preparation and anticipation made falling in love much easier than I thought it would be. My time on campus was meant to confirm whether I would "fall in love" or not...and I did (head over heels)


• falling in love may not always guarantee a reciprocal feeling. There was a point during my visit in which I saw myself as having fallen in love with CSP and realizing that they might not chose to call me for this position - an interesting moment in time that affected me deeply


• falling in love changes one's view of the rest of the world - I fear I might start begin comparing everything else to what I felt and saw at Concordia University, St. Paul. The last thing my colleagues will want to hear for the next month or so is "at CSP they do it another way..."


• one person can have two loves at the same time - I love Concordia University Texas and know that should my calling and vocation remain there, I will embrace it 110% and serve its mission with a renewed sense of engagement and vigor. At the same time, I have a new view of the world (and one which has changed me for the better) because of what I saw and experienced at CSP.

And so I spend one more week waiting patiently to see how I and my wife will spend the next years of our lives. God's plan for His Kingdom is always beyond what I can know at any given time. And maybe that is where I most need to place my love - to commit myself (talents, time, and treaures) to the growth of God's Kingdom, so that I can most fully live out my personal mission statement of "living life abundantly and helping others do the same." We'll see what happens - and what the future brings.

patience

I once heard the quote that a sign of maturity is being able to delay gratification. I think that means that a sign of maturity is having patience. If that is so, then it is official - I am NOT mature. It was way back in October that I found out I had been nominated for the list of potential candidates for President of Concordia University, St. Paul. That list was whittled down to 13, then 6, then 5 and then 3. Now here I am waiting for my final set of interviews tomorrow, and I wish it was here already. Over the past few weeks I have mentioned to many people that I am ready for this to be over. The anxiousness, the stress, the waiting, and the anticipation (did I mention the fear?) of what might happen has consumed my life. But I am comfortable with all this - here's why...

• this is a big deal - my wife told me the other night this is perhaps the biggest thing in my life up to this point (other than my marriage to her). It is natural to have these feelings. If I didn't something would be wrong.
• I decided several months ago that Iw as going to give this 125% of my energy. If I gave less, not only would I be cheating myself, but I would be cheating Concordia St. Paul. That extra energy has created a little more stress.
• I see this process as a time of growth - a time for me to stretch and build my own leadership capacity. That stretching is starting to hurt - but that is what good exercise does.
• someone asked me if I was ready to be a college president. I don't think anyone is ever ready for such a position unless they have done it before. The unknown of what this job might entail really does scare me.
• it's the unknown that creates stress - I KNOW Concordia University Texas - I am comfortable there and know my role and place. Concordia St. Paul is an unknown that is still unfamiliar. As I walked the campus yesterday, I could see myself there, but also felt like a stranger.

All that being said, I also know that this is a process that is directed by God - he knows the plans he has for me...he knows the future for Concordia University St. Paul...my life is in his hands...he promises ot walk through the fires and waters with me...and he is my God. I trust in that - I trust the calling process - I trust that whatever happens is best for me and my wife - and best for the Kingdom of God. That in itself can give me patience. So I pray the prayer I learned a long time ago...God give me patience, and I want it right now!

speaking about leadership

This morning I am headed to the Northwest Rotary Club to speak on the topic of Moral Leadership. I was asked about several months ago by Dr. David Zersen to be their speaker for this meeting, and I gladly accepted for several reasons: 1) I get a chance to speak about my favorite topic: leadership; 2) I get an opportunity to talk about Concordia University Texas and especially about The Concordia MBA; and 3) I get a chance to hone my speaking skills. I have to make sure I finish this blog in time to get to the meeting by 7:00...

Whenever I get the chance to present to an outside group, there are several things that go through my mind:

• how can I best market my school and program through this opportunity?
• what is it that I want my audience to think, feel and act as a result of my talk?
• what specific topic will best resonate with the group?
• what can I address that might stretch me a little bit and help me learn?

One of the most difficult issues for me in public speaking is to be sure that I am doing this for the audience and not for myself. Last weekend I had the opportunity to work with the Board of Trustees from the Lutheran Foundation of the Southwest, assisting them with their strategic planning retreat at the Clifton Sunset Home (a great place where people are cared for at the ened of their lives). As I accepted the opportunity and spent time getting ready and then with the group, I had to remind myself that what I was doing was for them - to be there completely for them and not consider what this was doing for me. Personally, I get a lot out of speaking for groups or working with boards. Some of my personal takeaways include:

• personal learning - I always learn more about the topic researched and the group I am with at the time
• personal esteem - I always feel good after presenting to a group, especially if they tell me I did a good job
• personal satisfaction - I really do like helping people learn and get better, so when my words or work can do that, I get great satisfaction
• personal gain - sometimes I get paid to do these gigs; other times it is merely my reputation and the University's reputation that is enhanced
• personal growth - each time I present I get a little better at the process of standing in front of a group and talking.

So what do I really want to see as a result of talking with others about leadership? Here are a few thoughts:

• people thinking more deeply about leadership - when others consider the multidimensional sides of leadership, they walk away being more appreciative of the role that leaders have
• people considering how they might lead - my talks are most centered on how to make people better leaders themselves and to consider their role as leader in multiple areas of their lives
• people wonder how they might better serve their leaders - understanding the complexity of leadership might help others see what they can do to make life a little easier for the different leaders in their lives
• people's leadership capacity is strengthened - nothing is more exciting than when someone approaches me after a talk and says "that's something I can use today in my own leadership."
• the world is a little better off - I always hope that my talks will leave everyone more thoughtful, more considerate, more energized, and more willing to go and make the world a better place.

I am thankful for the opportunities I have to speak to groups. Over the past year, those opportunities have become more and more frequent, and I am realizing that perhaps God is beginning to use me in a new and exciting way. Speaking on leadership might just be that place where my passion and the world's great needs meet, something the Frederick Buechner says will bring great joy. I completely agree!

wondering about the future

It's official...I am now one of three people being considered for the position of President at Concordia University St. Paul, one of the ten Concordia University System colleges and universities. CSP (as it is affectionately known) is one of our sister schools and their retiring president has been in place for 20 years. It is in an urban setting (right next to I-94 just west and south of the city center) situated in a very diverse community. It is exciting to consider the possibilities of this next step of leadership for me and to imagine what an urban Lutheran university can become as it serves its region and the church at large.

I thought I would take this platform today to share a few of my thoughts over the past several weeks. I do this to help leaders understand the "land of in between" that we often go through. I find myself living in the future and the present at the same time, and wonder where exactly I need to be. So here are a few Friday morning random thoughts to help guide myself - and others - through the "land of in between."

• I wonder if I should be thinking that I will be getting the position (seems presumptuous) or that I will not be getting the position (seems too unassuming). I've decided to picture myself in the position...at least until they tell me otherwise.
• About a week ago I went from "this is fun and a great learning process" to " I could actually be president of a university!" It was a VERY scary moment and one which brought the reality of this process home to me.
• Each day seems to be a rollercoaster. One moment I feel as if I can do the job and have the skills and tools to do it well...the next I am wondering why I ever made the list in the first place and feel embarassed to be going for an interview. I guess it is the later thought that keeps me humble and spurs me on to learn more in getting ready for the interview.
• The more I read and learn, the less I really know (that's called getting an education). Someone said the other day that no one is ever really ready to be a president...perhaps that applies also to leadership - is anybody ever really READY to lead?
• I keep getting asked (and asking myself) WHY I want to take on this role. It has been a tremendous gift for me to answer this question as it goes to the motives of leadership. The answer is beginning to come out more and more as "I've been given the gifts to be able to do this, so if God sees fit to call me to this position, I need to be able to accept that responsibility."
• I am learning a lot about myself...when people are being nice to me and saying things like, "We would hate to lose you," or "You'd make a good president," I always ask them why they believe that. Two things happen - it forces them to articulate what they believe a good leader should be and it tells me about myself and to what I need to pay more attention.
• I have set up a series of mock interviews with different groups of people, and after finishing the second one the other day, I felt whipped. Here's what I'm learning: 1) interviewing is harder than I thought it would be (special thanks to those who are helping me with this); 2) I have to do away with some of my nervous habits (and still remain myself); and 3) there is a lot to learn to be ready for this type of interview.
• It's a God thing - people keep reminding me (and I myself) that God is in control and that He is walking with me (and the other candidates) through this process. This is the time when faith and trust can really kick in and be evident in my life.
• This process includes more people than myself - and it especially includes my wife. She is as anxious as I am about what this whole thing means for her and me. As we sit and talk, we get excited and anxious at the same time. The future is a scary thing - and yet is full of new adventures.

So that is my "land of in between" - a place where much learning can take place and we can change as individuals. I suppose this change can be good or bad - depends on our attitudes and who and what we invite in to join us on the journey. I'll keep you updated as to what happens next...

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.