why are we here?

This past Tuesday evening, I walked into The Concordia MBA class in San Antonio and was greeted by smiling faces and excited students (OK, I know that sounds like a plug, but bear with me on this).  The professor (not me) began the class with the question, "Why are we here?" and the class responded, "To make a difference!"  I was so happy...it was such a natural response for them (they actually begin every class with this opening) and very heartfelt.  I followed it up with "What does that mean for each of you?" and the conversation flowed from there. 

I have shared that story many times over the past few days, and the reaction is always the same..."That's very cool!"  I agree - I think there is such a strong "coolness" factor in beginning the class that way because it reminds our students of the purpose of why we do what we do.  The Concordia MBA was designed for students who want to make an impact...who want to lead successful and meaningful lives...who want to make a difference.  This seemingly simple exercise (some may even call it corny) sets the tone for the entire class session (and entire program) that reminds both teacher and student that the learning that is going to take place has a larger purpose than a grade or a diploma - the learning is happening so that the world can be a better place.

So when have you recently asked yourself or your colleagues the questions of why you or they are here (wherever that "here" might be)?  And of course the followup question needs to be "and why have I/we responded the way I/we did?"  Digging into the WHY of what we do is incredibly important, becasue it gives meaning to the WHAT of our daily lives.  Simon Sinek's book Start with Why is an incredible read as it helps the reader get a better grasp of the importance of asking the WHY question as well as tools to help move the process forward (thanks to Concordia alumnus Austin Smith for reminsing me of this book yesterday).  Similar to the post of several weeks ago of getting everyone to understand and work from the same theory, getting people to operate from the same WHY may be even more important.  The WHY behind the WHAT provides energy and excitement into our daily lives.

I recently have had the chance to consider the WHY behind what I do on a daily basis, and I came to the understanding that my role is to create an environment in which Concordia faculty, students, and community partners can come together to learn and put into practice ideas that create better organizations.  Whether that happens in a classroom, or in a work environment, or through promoting the annual Ethics in Business Awards which supports The Samaritan Center in Austin, or simply having a dialogue with a friend, at the end of the day I believe that better organizations create a better community...better communities provide a place where people are more free to live an abundant life...and ini living that abundant life the Kingdom of God is made manifest througout that community.  I like that WHY...and I'll think of that as I continue my work today.

when it needs to be your agenda

Normally, I am not a big fan of talking a lot at meetings that I run.  I believe that a well run meeting is one in which the person who convenes the meeting asks good questions and engages the participants in dialogue and discussion around the topic at hand, hopefully coming to some type of conclusion or decision.

I sat in a meeting yesterday in which the convener of the meeting started talking and went on for about 15 minutes.  At first I became a bit irritated, and then realized that this was an important part of the meeting, in which this person needed to tell us about an exciting event in their life.  As I settled into listening, it became very clear to me that without the leader sharing their story, we could not have settled into the rest of the meeting, so I calmed myself down and enjoyed the story.  Eventually we got back to the agenda and had a very good meeting.  It was at that point that the title of today's blog came to me.

I believe there are times when it needs to be "my agenda."  As I considered this title, I started thinking about other times when the convener/facilitator/leader needs to own the agenda and just talk.  Here is my list as I think about it today:

• when an important event has occured in one's life...after a long vacation (like a month in Maine), a wonderful concert, a great student event, the birth of a child, a recent wedding or funeral, it might be importnat for you to share your reflections.  First, you need to share your personal excitement so you can focus your energies on the meeting; and second, the people around the table will know a little bit more about you
• when a value has been violated...it's often the elephant in the room about which no one wants to talk.  As the person in charge (and the person charged with creating and upholding the values) it might be time to talk about why the value is in place, how it has been violated, share stories about the power of that value, and begin to hold people accountable to living that value out.  10-15 minutes may not be too long to speak to this point
• when laying out a vision...whether it is at the beginning of the process where you might be thinking out loud or toward the end of the process where the vision has crystalized, this is a time for the convener to hold the floor for awhile and let people listen. Hhaving your ideas become words is a critical piece in making the vision a reality, and needing to say it over and over in different ways is important at this stage
• when confessing your faults...whether it is a slip in judgement or a mistake made or something of a grievious nature, this is a time when you speak and allow yourself to let people know that you know you have messed up.  This probably is not a 15 minute monologue, but it takes time for you to be vulnerable and show your willingness to say "I'm sorry."  Be sure to pause at the end and allow those around the table to pronounce forgiveness
• when critical issues arise...at those moments when everything seems to be falling apart, the leader needs to stand up and speak to the team, sometimes without questions being asked.  The more sensitive the issue, the more important it is that you have thought out what you will say and how you will say it.  Sometimes there will be no dialogue due to the personal nature of the issue at hand; at other times, there will be a place for questions and others' best thinking.  Careful explanation with as many details as can be shared are important for the group to hear

The facilitator of the meeting needs to know when these times are going to occur and share that with the group.  Simple phrases such as:
     - I need you all to give me a few minutes to speak to you directly
     - the next few minutes are my time to talk
     - an important event has come up that will take some time for me to explain to all of you
     - I normally don't like to talk for a long time, but the next few minutes are mine to do that
     - I need for all of you indulge me for the next ten minutes while I tell you about...
     - I need you all to listen closely for the next 10 minutes and be ready to ask questions and give me feedback when I am done

My learning for the week is that there are times I need to own the agenda - and that there are times others need to own the agenda.  I think there is a proper way to do that, and I also think that it should not be done too often.  What do you think?

operating from the same page

This past week I was conversing with a colleague from our Development Department, Carrie Leising, and we began to talk about the theories one uses to lead.  She asked if theories are valuable (or something to that effect) and that led to the "aha" moment for us that all of our actions are driven by some type of theory - whether it is an informed theory, another's theory, or an uninformed theory.  That the led to a dialogue on the importance of those who work with and for you needing to be operating from the same theory (i.e. working from the same page).  We often hear that leaders should surround themselves with people who think differently so that more creative ideas can arise and good questions can be asked.  That being said, I am a believer that while a leadership team can - and should - be composed of people who see the world through different lenses, all members should be operating from the same theory.
One of my roles as Dean is to ensure that the faculty is operating from the same theory of teaching and learning.  This is a group that is very diverse and comes from a variety of backgrounds.  We have all decided that is an incredible blessing for our students as they encounter different ways of teaching and different personalities.  Yet, it is critical that all of us approach the classroom from the same theory of learning and teaching so that our vision and operational plan can come to fruition and be lived out in a consistent manner.  While not wanting to make this a blog on teaching and learning, some of the basic tenents of this theory is that all students can learn if they choose to engage; learning is more important than teaching; students need to learn and practice in order to master content ands skills; and that true assessment will lead to better teaching and better learning.
So how can I - and others - ensure that the team is operating from the same theory?  Here are a few thoughts:

• be explicit - state the ideas and theory early and often.  Put it into words the team can understand
• be patient - sometimes the operating theory takes time to emerge.  Think about it outloud with others and find the words that best fit for your group
• be informed - read about the ideas and thoeries that excite you.  Find out what others have said and written so that you can speak to your theory as one that is informed
• be passionate - this is important stuff.  Don't let others intimidate you with their nay-saying of theories.  Remember that there is no practical operation without a  theory
• be repetitive - state the theory over and over and over.  Just when you think your team is understanding it, remember that you have only begun
• assess it - check to see if your theory is working.  Assess it against best practices, other institutions, and data you can gather and analyze
• be adaptable - sometimes theories don't work.  Be willing to look at other theories and consider what they have to offer - and be willing to get rid of a theory that is not working for you or the team
• be adamant - if others on the team refuse to engage with your theory, find out why.  If they still refuse to participate, it may be time to let them find another team

SO...what theory are you using to lead?  Can you state it?  Where does it come from?  Why is it important to you?  How does it help improve the bottom line of your organization?  And how is it beneficial to those you lead?

Reading about...

What are you reading about today?  What have you been reading about over the past several months?  I remember someone saying that if you read a book a week on a particular subject, that would come out to 52 books during a one-year period.  Assume several weeks off and some books taking more than one week, and let's average it out to 40 books during the year.  Now assume you commit to doing that over a 5-year stretch.  You will have read 200 books on a particular subject, making you a knowledge expert in that field.  Imagine what you would learn - and be able to do with that knowledge.

I have committed this year to reading on philanthropy and development work.  I decided last December that this was an area in which I needed to learn more and have more skills and tools to use as I ask people to invest in the good of this region through their gifts to Concordia University Texas (as well as my work with LINC-Houston).  Over a four month period, I have read eleven books covering a broad range of topics.  I spend approximately 30 minutes every morning reading on this topic and have moved my learning forward at a fast pace.  There are many times I read the same thing said in a new way by a different author, realizing that some of the material is beginning to sink into my subconcious.  I have even begun dreaming about philanthropy and development, and look forward to my meetings with friends and future friends of the University.  Asking for support and people's investments has become one of my passions...much of that due to a consistent reading diet in this field.

A few learnings from my readings:

• people will give when they are asked...but they need to be asked
• ask people to invest in a cause that makes a difference...not in an institution and its needs
• development work is not that hard...but it does take hard work to make it happen
• development work is about relationships...build them and people will give
• don't be afraid to ask for a large gift...people will often surprise you with what they are able to consider
• managing a development team is about learning to use people's gifts and talents...find lots of people to partner with to develop more and deeper relationships
• when asking for gifts from others, be sure you have made yours first...and your own gift should hurt a little bit

My top reads to this point?

• The Seven Faces of Philanthropy
• Achieving Excellence in Fundraising
• Relationshift
• Leading the Campagin: Advancing Colleges and Universities

I know I have to "get on the ball" if I am going to make 40 books this year...for me, the learning keeps happening and I look forward to what is next.  Any suggestions?

leadership and language (email tips for leaders)

We all know it is important to craft a message that is powerful and engaging. We all know the importance of using the right words to touch someone's heart and mind. Examples abound, especially as we consider the words of those who changed the nation - notably people like Abraham Lincoln and Martin Luther King, Jr. But what about the mundane, day-to-day, information only messages? And especially in a day of email, when communication happens almost instantaneously? Can we still lead through our language?
I beleive that the answer is YES. As leaders, everytime we communicate we are engaged in the process of leading. Yesterday I was sending out a "routine" email that was communicating a decision that had been made. I was blessed to have next to me one of my colleagues who helped me craft just the right words. We believed that what was written in this short message could have impact over the long haul, and we wanted to say just the right thing. So here are a few tips for crafting a good email message that can enhance your ability to lead over the long haul:

1. First and foremost, NEVER (repeat NEVER) write or send an email when you have negative emotion wrapped around the subject. This is especially true if you are angry toward someone or something.


2. Second and foremost, NEVER (repeat NEVR) write or send an email when you have negative emotion wrapped around the subject. This is especially true if you are angry toward someone or something...get the point?


3. Assume that people will always read between the lines, so avoid any language or tone that might allow peopel to do that. Be factual and to the point.


4. Explain yourself. Let the reader know why the decision has been made or what is prompting you to write this email. Don't let them guess.


5. Be succinct...but not too much so. Write in full sentences, and consider that it probably takes a paragraph or two to speak of anything worthwhile.


6. Have an approriate salutation - to whom are you adressing this note, and how do they want to be noted by you? Do you begin with Dear Friends...Trusted Colleagues...Fellow Faculty...or do you address people by name?


7. Have an approriate ending - do you have a tag line you normally use (regards, truly, as always, God's blessings) or perhaps several that not only address the issue at hand but also speak of your relationship with that person or group?


8. Choose your words in such a way that they have impact. Consider this a speech that is written out. Let your language inspire others to action.


9. Depending on who the email is being sent to, re-read over and over. Nothing is worse than a spelling mistake, or a dropped word, or poor grammar (this is no big deal between friends, but any public email needs to be your best writing). Don't distract the reader with poor grammar and spelling.


10. Be VERY judicious with using REPLY ALL...this gets people in trouble way too many times.


11. Let the email address be the last thing you type in, just in case you get sloppy and hit the send button before you want to or before you have a chance to proofread. You may just want to write the note in Word and then copy and paste into the email.


12. Finally, NEVER (repeat NEVER) write or send an email when you have negative emotions wrapped around the subject. This is especially true if you are angry toward someone or something.

That's it for now...enjoy using email. It is one of the great tools we have at our disposal in which we can lead in real time and across boundaries. AND remember to visit with people face to face, especially when you have negative emotions wrapped around the subject or if you are angry toward someone or something.

my bad

Hard to believe I last posted a blog back in November. Not sure if it has been an issue of time or not quite knowing what to say. I always have an opinion on leadership, so not quite sure what is keeping me from posting here on a more regular basis.

I so appreciate people's comments on what I have written in the past...part of leadership (at least for me) is getting feedback on what I do and say. While I always appreciated uninvited feedback (at least ost of the time), sometimes I find myself having to seek feedback. Here are a few ways I go about that process:

• I have found that if I only ask "what did you think?" I get the standard "that was good" or some other cursory response. I need to be specific, or ask one more time, "No, really...what did you think?"


• When people mention something about my leadership, or compliment me on an action I have taken, I ask them to elaborate some more and tell me WHY it was good for them. This helps me to more fully understand what they saw and experienced.


• Because people normally have a hard time devlivering bad news, I have to begin by giving them permission to tell me the bad and the ugly. It might sound something like, "I'm not sure that meeting went very well...can you tell me where I might have done something that did not work?"


• With trusted friends and advisors, I may tell them ahead of time to watch closely and give me feedback following a meeting or event. Then I make sure to follow up with them.


• When people bring up a topic with which I find myself wondering if my actions in that arena are less than admirable, I let them know that they have permission to call me out if I ever act in that manner. Yesterday I was conversing with a colleague and she brought up the issue of giving introverted people space in which they may network differently than extroverted people. I realized that my actions will often promote those who are extroverted and inhibit those who are introverted. I told her she can call me out - even in public - if she ever sees me acting in such a manner.

So how are you getting feedback on your leadership? Without some type of feedback, there are few ways to really improve. And the best feedback is real time feedback...how are you getting that on a regular basis?

my new favorite word

One of the readings for The Concordia MBA's Leadership: Self course that I taught this past week discussed the concept of spiritually inspired leadership, and how that affects an organization. One of the characteristics of "the good company" is that it embraces subsidiarity. Now I have to admit that I had not come across that word before (or if I had, I failed to recognize its significance). The idea behind subsidiarity, taken from social justice literature, captures "the involvement of and opennes to others, the norm that decision making should include individuals affected by the decision, and belief that authority should involve the levels of the organization that have hands-on knowledge and responsibility" (Delbeq, 2008). This concept, when applied to leadership, can change the way an organization looks, feels, and is actually run.
To be an organization (or a leader) who embraces subsidiarity, several things need to occur:

• leaders need to believe that this process is best for decision making


• leaders need to be comfortable with the fact that they do not have all the answers


• leaders need to put in place a structure that not only encourages this process but actually forces it through governance and policy


• leaders need to be willing to accept other people's ideas and decisions, and then put them into practice


• leaders need to share information - lots of information - and provide a vehicle for others to learn and grow form that information


• followers need to accept the responsibility of their decision making process


• followers need to learn all they can about the organization and the process of decision making


• followers need to be willing to lead when called upon


• followers need to be willing to challenge the process and ask for decision making responsibility


• leaders and followers need to learn to listen to each other


• leaders and followers need to learn to trust each other


• leaders and followers need to learn to forgive each other


• leaders and followers need to learn to give up their locus of control to each other

Consider where you might be able to put into practice the concept of subsidiarity today. Perhaps it is with a colleague...perhaps it is with a student...perhaps it is with a boss...perhaps it is with a child...perhaps it is with an elected officials...perhaps it is with the auto mechanic. Look around and see where you can give the decision making power to someone at a a "subsidiary" level OR where you can challenge the process and offer to make the decision at YOUR level. Who knows where life might take someone when they practice the art of subsidiarity.