allowing other to determine the questions

This past Wednesday was our first day of school, and as always I began my Introduction to Business class having students color.  As students walk into class, they have in front of them a coloring sheet (art masterpieces) and a box of crayons.  I enter the room a few minutes late, and there they sit, staring at the sheet of paper and the crayons.  I invite them to begin coloring, let them do so for about 10-12 minutes, then begin the discussion.

This year, when the coloring was finished, I simply put up one word on the screen - WHY?  The first class (7:30 AM...a hardy bunch of students) immediately asked "why what?"  I did not answer the question for them, but they decided that the question they were to answer (they had been directed to write down the answer on a piece of paper) was "why did Dean Christian have us color?"  They actually figured out the question that was in my mind, and after they wrote answers, shared answers in groups and we discussed the answers in class, there was a lot we learned about business - and life - from coloring in class (you can ask me about that later).

I went through the same procedure in the second class period (beginning promptly at 8:30 AM) and this time the class (40 students strong) did not ask "why what?" but immediately began writing down their answers on the piece of paper in front of them.  I smiled to myself, wondering what would become of this.  I asked them to get in groups of four, determine which was the question they were answering, and to determined their groups answer.  What a difference!  The questions ranged from "why color" to "why college" to "why business" to "why not."  The dialogue was phenomenal as the class explored the meta question of why each individual would approach the WHY question differently.

So here was my take away...how many times do we as leaders (teachers, parents, bosses, etc) control the conversation just because we get to ask the question?  Do I ask a specific question because it is important to me?  Do I ask a specific question because I assume it is important to others?  Do I ask a specific question because I want a group to consider my agenda?  Do I ask a specific question because I haven't yet thought of another question to ask?  I teach my classes that the smartest person in the room is the one with the most questions...maybe I should teach that the most powerful person in the room is the one who gets to ask the questions.

Asking questions is important because it can move a group forward.  Sometimes the first question is merely a launching pad for what will follow.  People often ask questions because they genuinely do not know what to do next.  So imagine for a moment what it would be like, as a leader, to leave the questions up to the group, where they get to set the agenda for the meeting, the class, the day, or even the organization.  What I watched happen with the second group of students is that they began to own the discussion - and I think that happened because they owned the questions.

I believe that within any given situation there are a variety of questions to be asked, all of which are important to the dialogue that will follow (I almost typed the word "answer" rather than "dialogue" - that would have been a mistake since the dialogue is more important than the answer...at least in most situations).  Our role as leaders is to create the space that gives people the freedom to ask and explore different questions...meaningful questions...real questions...personal questions...deep questions.  And I believe that the more we do that, the better the questions will be as time goes on...and the better the dialogue will be that follows the questions...and that the answers arrived at will provide the organization a better platform with which to move ahead.

three little words

This past Monday evening in The Concordia MBA class I was teaching we talked about three little words:

• POWER
• POLITICS
• CONFLICT

I asked the students to think to themselves whether or not each of the words had a positive or negative connotation for them, and then had them move to one side of the room or another.  As you might be able to guess, the class was mostly split for each of the words, and it mostly had to do with the experiences they have had in their lives.  A negative concept of conflict can come from how one's family deals with it in their homes, or how one's supervisor at work handles it; a negative concept of politics emerges when one gets caught in a trap or feels manipulated by others who use political action for personal gain; and a negative concept of power comes about when one witnesses or is personally harmed by one who abuses power, whether that be someone at work, at church  or in the home.

I chose these three words to dialogue around as a result of having the class read both Ronald Heifitz's The Practice of Adaptive Leadership and Martin Luther King Jr.'s Letter from Birmingham Jail.  Heifitz encourages his readers to act politically to get things accomplished and to actually orchestrate conflict so as to surface the important issues within a group setting.  MLK's letter (which several of them admitted to crying as they read it) brought to the surface how one can use these three ideas in a manner that can bring about positive change.  It was fun to watch the students wrestle with their own understanding of these words and help them remove value from them and see them as tools to use in their leadership.

So what do these three words have to do with one's own leadership?  Here is a quick run at my belief around these words (which will tell you as much about me as it does the words):

• POWER - this can either be positional power (president, CEO, mother, pastor, etc) or referential power (you have it because others have given it to you)...if you have it, use it!...be careful not to abuse it...the more you give away, the more you get...use it sparingly...understand that it comes and goes quickly (even if you are in a position of power, you still may not have it)
• POLITICS - this is more about "acting politically" which means creating friends, alliances, transactions, and relationships...there is a time for "you scratch my back and I'll scratch your back...use it for the greater good...build in a mechanism for checks and balances...surround yourself with people who are smarter than you (and listen to them)...don't be afraid to ask people for help
• CONFLICT - you may want to re-frame the word to make it easier to swallow(heated dialogue)...you can soften it by asking questions rather than making statements...bring it out in the open and be willing to listen to an opposing view...be comfortable with the idea that not all conflict gets resolved...teach people in your organization how to engage in healthy conflict...always remember that you might be wrong...encourage everyone around the table to speak...get rid of Robert's Rules of Order...remember that conflict in the room is better than conflict in the parking lot

There you have it - three little words that can make or break one's leadership, depending on how they view the ideas and how they embrace them in their day to day living.  What are YOUR thoughts on these words?

caring enough to care

I had the privilege yesterday of visiting the Marbridge in Austin where adults who are developmentally challenged live and work.  This amazing place cares for people ages 18-90 who for whatever reason need assistance in their development toward independent living.  What I witnessed was a group of people who truly CARE for others and who give their all to make this pace a reality.  I was especially impressed with their President and CEO James Stacey who gave up a lucrative career in sales to run this place because he knew that this was his life's calling.  As I left Marbridge, I knew that I had witnessed a group of people who "cared enough to care."

So what does that have to do with leadership?  I would posit that it is the essence of leadership, and that when one "cares enough to care" they will do something spectacular and bring others along with them on the journey...and if they are serious about their leadership, they will then "care enough to care" about the people with whom they work.Each of us knows people like this - and each of us know what it looks like though we may be hard pressed to describe it.  So here goes my shot at trying to put into words what it means to "care enough to care" when you are in a leadership position:

• Be on time...respect people enough to be early to meetings and have everything prepared
• Be aware...look up and see if those around you are with you or not
• Be inquisitive...ask others how they are feeling about certain subjects and then take the time to listen
• Be sensitive...understand that not everyone feels or believes the same way you do
• Be optimistic...even when you don't feel that way
• Be encouraging...even if that person needs directions for the fourth or fifth time
• Be demanding...don't settle for less than what is expected - from others AND from yourself
• Be thoughtful...take the time to think deeply and engage in deep conversation with others
• Be extravagant...instead of the regular $25 gift card from Starbucks, give them a $250 gift certificate to the local spa or resort
• Be patient...not everyone gets it as quickly as you do
• Be hopeful...people need to know that life will get better
• Be strong,,,sometimes others need a champion to move their ideas forward
• Believe...that those around you are as capable - or more capable - than you

What happens when you "care enough to care?"  I believe that the world changes for those around you...and for you personally.  Suddenly, not everything is so bad....suddenly, people seem to do their jobs better...suddenly, you are more productive...suddenly, you become the hero of the group...suddenly, the organization get better...suddenly, people care more about you.

It's really not that hard; AND it's very hard to make this a part of who you are.  The challenge for those in leadership roles is that the above actions are really and truly who you are, and not just a means toward an end.  When caring becomes manipulative, it ceases to be caring, and we are merely "caring enough to get the job done."  It's only when we "care enough to care" that lives - and organizations - are transformed to be all they can be and all that God intended them to be...and that can make all the difference in the world.

called to disrupt

Lately I have been considering the role of leaders in disrupting the status quo...when does one decide to do so? when is the right time to do so? and what is the end result that would make the disruption worth the cost?  Leaders are the ones who ask the hard questions...Leaders are the ones who always believe things can be better...Leaders believe they can make things happen (and often have the resources to do so)...Leaders are seldom satisfied with the status quo, especially when that status quo is harmful to others and the organization.  So when is the right time to stand up, speak out, and disrupt?

Being Lutheran my entire life, I grew up learning the story of Martin Luther nailing the 95 Theses to the church door at Wittenberg because he believed it was time for a public debate on what the church believed.  He had done his homework...he had talked with others...he had contemplated the outcomes...and then began to disrupt the status quo.  Because of his actions, he was brought before the Council and asked to recant what he had said and written.  His famous line still resounds in my head: "Here I stand. I cannot do otherwise.  God help me."  And with that, a reformation was birthed that changed the church...and the world.

Many, many, many years later, an aging woman was tired...tired of the long walk she had that day; tired of the way she had been treated for many years; and tired of a system that dehumanized black people.  So she sat down in the front of the bus.  Rosa Parks was so tired, she chose to disrupt the system.  Unlike Luther standing her ground, she sat down and refused to move, despite the pressure of those around her.And with that simple action, a movement was birthed that changed her life, changed the life of her fellow travelers, and changed the life of this nation.

Disruption is difficult, for the following reasons:

• it puts one out of their comfort zone
• the end result is unknown
• it could lead to loss (income, friends, life)
• it takes an extreme amount of courage
• others may not follow
• it is often not seen (at least in the present moment) as the right things to do
• people will brand you as a trouble maker
• it is sometimes difficult to put into words (even when you know it is the right thing to do)

So when is the right time for the leader to stand up (or sit down) and disrupt?  I do not know.  It might be when you have collected enough evidence to know that a continuance of the status quo can only lead to harm...it might be when enough people have had enough...it may be when danger lays ahead and someone has to act...it may be when you are so angry that you have to do something...and it may be when you are so tired that you can do nothing else but disrupt.  My encouragement to you (and to myself) is to tread carefully, gather the facts, wrestle with the idea of whether you are disrupting for your own good or the common good, gather a group to join you if possible, and then act.  And when acting do not look back, because the disruption will have already begun and there will be little you can do to start again.  

my Maine reading maration

As many of you know, each summer I get to spend four weeks in Maine with my wife, and that the highlight for me is the time I get to read...and read...and read.  All year long I put aside books I want to read in Maine, then ship them up ahead of time.  One of our great joys is going to the post office, getting the box of books, opening it up, and then beginning the reading marathon.  When we return, everyone's first question is "so what did you read?"  Below is my list of books read during that stretch.  I will refrain from commenting on them at this point; while there was no theme going into the vacation, several did emerge throughout my time there.  Enjoy the list - and enjoy reading some of them.

FICTION:
The Moviegoer by Walker Percy
Jane Eyre by Charlotte Bronte
The Brothers K by David James Duncan
The Stranger by Albert Camus
1Q84 by Haruki Murakami

NON-FICTION:
The Big Screen: The Story of the Movies by David Thomson
Baseball as a Road to God by John Sexton
The Warmth of Other Suns: The Epic Story of America's Great Migration by Isabell Wilkerson
Red, White, and Muslim by Asma Hasan
Questions of Character: Illuminating the Heart of Leadership through Literature by Joseph Badaracco
Eleven Rings: The Soul of Success by Phil Jackson
The Path to Power by Robert Caro
The Nicomachean Ethics by Aristotle
The Gettysburg Campaign: A Study in Command by Edward Coddington

MISCELLANY
In the Shadow of No Towers by Art Spiegelman
The Book of Job
The Book of Lamentations
The Book of Amos
The Tao Te Ching

The view from my reading chair...

3-3-3

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

THREE REASONS TO VACATE FOR AN EXTENDED PERIOD:

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

THREE BOOKS TO READ AS SOON AS YOU CAN:

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

THREE TELEVISION SERIES TO WATCH:

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

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

finding voice

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

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

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

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

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

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