being the CEO

This past week I spent four days in Phoenix, Arizona with 9 other people watching three different spring training baseball games.  The attached picture was taken Monday afternoon as we were nearing the place where we had parked the car.  Yes, we had attended a Chicago Cubs game…yes, I am a life-long fan of the Chicago Cubs…and yes, I was obnoxious throughout the entire day…(and no, the Cubs did not win, but they looked good while the starters were in the game). 

The person who took the picture said to me that based on this picture, he would probably buy a used car from me…which got me to thinking about the title of this blog.  I am not going to write about being the Chief Executive Officer…this blog is about being the Chief Evangelism Officer.  With apologies to Guy Kawasaki who first made this term popular, the head of any organization must be more than the executive in charge…he or she must be their biggest cheerleader as well, sharing the story and enrolling others in the mission and vision of the institution.

I have often said that when I meet new people, they will know within the first 10-15 minutes that I am a Chicago Cubs fan telling them all the reasons I think they should consider becoming.  I hope that I am the same way for my institution, letting people know that not only am I the President and Chief Executive Officer at Concordia University Texas, but that I am the institution’s biggest fan as well…and then invite them to join me as a fan of CTX!

What can leaders do to become the CEO (Chief Evangelism Officer) of their institution?  Here are a few ideas:

•   When meeting new people, don’t always lead with your role and title…let people know more about you so that they are the ones who begin to ask about what you do and why you do it
• Have your stories ready…just as I relate stories of growing up as a Cubs fan, so my stories about my institution should be about the great things that happen and why that gets me excited
• Understand that people are fans of other institutions…while I find it hard to comprehend why someone would NOT be a Cubs fan, I have come to appreciate people’s love for other teams (with the exception of the Cardinals, White Sox, and Mets).  Letting others talk about why they love a particular institution allows you to talk about what is important to you
• Wait for the right moment before asking people to join you....they first need to see and understand your passion, before they can even consider joining you.  It may take several conversations before you are able to ask them to be a part of what you love so dearly
• You cannot be a lukewarm fan.  Just as I have always believed that there were no such things as ex-Cubs fans (however I did meet one this week), leaders need to be “all in” regarding their institution.  Someone once asked me if I would send my child (if I had one) to Concordia…the unequivocal response was a strong YES!  How could I work for a place that I did not fully believe in?
• Finally, understand that a proud humbleness will serve you best as a Chief Evangelism Officer.  I am the proudest of Cubs fans…and the fact is that my team has not appeared in a World Series since 1945 or won a championship since 1908. Staying humble while being proud provides a certain winsomeness towards which others will be attracted.

Are you a CEO for your organization?  If not, what is keeping you from becoming one?  All organizations need multiple CEOs, despite one’s title.  Good luck with your attempts at evangelism for your organization.

competing ideas

When you assemble a team of really smart people, you will have competing ideas...there is no way around it.  This past July, as I launched my new team, I knew I had a group of really smart people in the room - people who were much smarter than me.  What I didn't realize was that when trying to solve an issue, they would all have different ideas, then look at me to make the decision.  The hard part was that all of their ideas were viable options and my job was to navigate the process of making that final choice.  Sometimes I would let them vote...sometimes I would let them wrestle it out...sometimes I would delegate the decision...and sometimes I made the decision myself.  So what is a leader to do when she is surrounded by competing ideas and is the one everyone is looking at?  Here are a few thoughts:

• Ask a lot of questions - be sure that you fully understand the concept in front of you and have enough information to actually make an informed decision
• Give yourself 24-48 hours to make the decision (if you can) - this gives you time to cogitate on the idea and perhaps bounce it off of other trusted advisers
• Play the "what if?" game with the team - what are the possible outcomes of each idea, and what are the risks associated with each one
• Do your research -discover what other organizations have made similar types of decisions and the impact it had on them
• Have a decision making matrix that can be used - for my team, we ask the question of impact on both mission and margin.  There are multiple ways to think about this for different organizations - having a tool helps the process move forward
• Embrace the status quo - I know that seems paradoxical to leaders, yet at times it is best to not make a decision and move on.
• Make the decision - sometimes it is best to just make a decision and move forward, knowing that the consequences (known and unknown) will occur.  

One final thought - once the decision has been made amidst these competing ideas, it is important to achieve consensus among the group and have their buy in.  My team has a practice of using what we call the "fist of five" where once a decision has been made, we all hold up our hands and show our buy-in or not...five fingers means "I am all in"...four fingers means "I have some reservations and am able to support us moving forward"...three fingers means "I am not sure about this decision and would like to talk about it some more"...two fingers means "I really cannot support this decision" and if any one holds up two fingers or less, we as a team go back to the process

I love being surrounded by really smart people and I love having competing ideas at the table.  It sometimes takes a little more time, but I believe that this process makes for better problem solving and stronger organizations.

life is short

Yesterday was hard...I spoke at the funeral of a 21-year old, the daughter of a good friend and colleague.  The funeral home was packed with friends of the young lady as well as numerous friends and neighbors of the family.  Many, many tears were shed as people remembered the too short life of this beauthful young woman and the relationship they had with her.  I found myself weeping for the parents as they wake up every day knowing their daughter is no longer with them.  While there is hope in the resurrection and the promise of eternal life though faith in Christ, there is also the loss and mourning that accompany those of us left here on earth.

Life is  short...sometimes too short and once that life is gone, we have no recourse to gain it back.  As I consider what that means for those in leadership roles, it strikes me that leaders should do all they can to help make life meaningful for those who work with them...and for themselves.  Life is too short to not care about those we spend much of our day with.  Life is too short to not have a bigger purpose on which to focus our energies day after day.  Life is too short to always worry about the few people who make life miserable for the organization.  Life is too short to not take time to laugh and play during one's work day.  Life is too short to not make decisions and let an organization and its people flounder around.  Life is too short to ignore the personal lives of others and expect them to leave that part of their lives at home.  Life is too short to not celebrate the good things that happen at work with a party and celebration.  Life is too short to work 24/7 and not take time for one's self and family.  Life is too short to not have work that energizes and excites.  Life is too short to not put together a team of people with whom you like work.  Life is too short to not take the time to reflect on one's work, pausing every now and then to enjoy the moment and consider the gift one's work might be.  Life is too short to not be thankful for the work one has been given...and to look for that thankfulness and joy in the faces of others.

If life is so short, then let's ask ourselves the quesions: What can I do today to more fully engage with and enjoy my work?   What can I do today to help others more fully engage with and enjoy their work?  And finally, what can I do today to ensure that my friends and family get the best of me so that together we may more fully engage with and enjoy life together?

leadership as a stochastic art

In light of a busy day (and having been sick last week), I thought I would dig out a past blog written in April of 2010...enjoy!

This weekend I finished an awesome book entitled Shop Class as Soulcraft: An Inquiry Into the Value of Work by Matthew Crawford. Crawford has his PhD in Political Philosophy from the University of Chicago - and presently owns and runs a motorcycle repair shop in Richmond, VA. Without going too deeply into his ideology of the work ethic, suffice it to say that I have a whole new respect for the plumber and carpenter who come to my home to repair that which I cannot - or chose not to. To "rank" certain vocations, or to give them names such as blue collar and white collar, does injustice to everyone and creates a society that is often less than fully functional.

That being said (and I do encourge you to read the book), Crawford speaks about the stochastic arts, referring to Aristotle who wrote, "it does not belong to medicine to produce health, but only to promote it as much as possible..." The doctor (or mechanic, in Crawford's world) deals with failure every day becasue they are only FIXING, never building or creating. They fix things not of their own making. Crawford writes, "Because the stochastic arts diagnose and fix thing that are variable, complex, and not of our own making, and therefore not fully knowable, they require a certain disposition toward the thing you are trying to fix. This disposition is at once cognitve and moral. Getting it right demands that you be attentive in the way of a conversation rather than assertive in the way of a demonstration" (p. 82).

Consider leadership as a stochastic art. Leaders lead people, none of whom they have created. Leaders lead organizations, few of which they have created. Leaders influence people, all of whom have their own worldview and understanding of how life should function. Leaders work to make change happen, all the while wondering how others will respond to that change. Leaders see a different future for their organization, a future which can only be achieved through changes in people, all of whom the leader has not created or made. People and organizations are, in Crawford's words, variable and complex...they are not fully knowable...they react on their own...they react differently in different situations...leaders cannot produce change, they can only promote it.

So consider what it means for a leader to be "attentive in the way of a conversation rather than assertive in the way of a demonstration." Skills needed to do this include listening, asking good questions, collaborating, inviting different voices to the table, observing, believing one might be wrong from time to time, letting others take the lead, being transparent, being optimistic, showing empathy, and working to develop others. As you watch other leaders (and yourself) over these next few days, see how many times these people engage in demonstration rather than conversation. When you observe one or the other, ask yourself why that happened that way - and what you can do to promote a change of behavior in that other person...or in the organization...or in yourself. If you catch yourself demonstrating rather than conversing, stop and apologize to the other person, and see if you can exhibit behavior which is more conversational than demonstrative. 

are you happy?

Are you happy?  Seems like such a simple question, yet when asked whether or not one is happy, my guess is that people may find a hard time responding quickly.  What is it that constitutes being happy?  Should someone expect to be happy?  Does that mean more than feeling happy at the moment?  And just precisely how happy should someone be in order to declare that they are, in fact, happy?

In a recent conversation with a friend, he told me about some of his employees that were unhappy and had no problem expressing that unhappiness to him on a regular basis.  As we talked about this, it struck us that if someone is truly unhappy in their job, and expresses that unhappiness frequently over time, they should think about leaving or retiring.  Not only does that unhappiness affect them, it affects those around them and often will show up in their job performance.  This type of unhappiness goes deeper than feeling disgruntled about a decision or two...this is unhappiness that pervades one's outlook on the organization and seems to be a part of their thought patterns and discussions over a period of time.

So what can leaders and managers do to identify unhappiness...and what can be done for those who truly are unhappy?  Here are a few thoughts:

• listen for comments that tend to be negative over an extended period of time.  Organizations need people who question decisions made from time to time...organizations do not need people who are consistently critical of most decisions made.
• question your assumptions about someones seemingly unhappiness.  Perhaps you are just catching them on a bad day or two, or you have just have been in the line of their fire recently.  Ask them what they mean and to clarify their understanding of the situation. 
• sometimes unhappiness comes from situations outside of the workplace.  Offer to listen, provide resources through the employee assistance program, and give them time to get through the external situation.
• ask the person if they are happy or not.  They will probably be taken back by the question, so give them time to figure out their answer...you may even want to give them to the next day to come back with an answer.  Just be sure to follow up.
• ask their co-workers whether or not they believe this individual is unhappy.  If several people observe this pattern of behavior, perhaps others can intervene and ask what is going on.
• engage this person in a job performance review.  Often unhappiness comes from uncertainty, and a good performance review can reduce that stress.  Be sure to include their outward unhappiness as a part of that review.
• do not be afraid to confront the situation.  Unhappiness breeds more unhappiness, and the work of the organization begins to suffer.  Be very clear what it is that you are observing, the changes you expect to happen, and the consequences if changes do not occur.
• do not let people wear their unhappiness as  badge of honor.  Often the unhappy person sees the role of curmudgeon as their right and responsibility to the organization.  Last time I looked, there was no job description on the organizational chart that has an official place for crabby and unhappy people.
• do all you can to help them change their disposition.  The organization needs people who are happy and satisfied in their work...your role as leaders and manager is to help that become a reality for all employees.

Finally, if one chooses to remain unhappy, it is up to the leaders and manager to help that person move on to other roles in other organizations.  No one can make someone else happy, so if someone chooses to remain in this state, they need to leave the organization and find a place where they can either a) be happy in their calling or b) share their unhappiness with another organization (and preferably a competitor).

graceful transitions

Over the past 18 months, I have watched many transitions take place at Concordia University Texas, beginning with my own.  Some of them went very well...and others left something to be desired.  Leaders of organizations always hope for graceful transitions - people leaving well and others taking on their new responsibilities well.  Transitions are a part of every organization, so it behooves the leadership of institution to do everything they can to ensure a smooth transition.  What might that look like?  Here are a few thoughts:

• prepare the institution - transparency during transitions is critical.  why is the person leaving?  who is the new person coming in?  what, if any, changes can be expected?  why might this person have been chosen over another?
• honor the person leaving - not always easy to do depending on the circumstances, but anything that can be done to highlight the positive contributions this person has made will ensure a smooth transition.
• prepare a clear position description for the new person - if they know what they are to be doing, it will help everyone involved.  Sharing that position description with those who they manage can also help in the long run.
• figure out the right time frame between announcement and change- too short of a time frame does not allow for the institution to thank the person and make preparations...too long of a time frame can make for awkward situations and rumors to persist.
• get everyone on the same page - what is the story you will share with the public?  Trying to come to an agreement with the person leaving and the rest of the team certainly helps the institution and the incoming person.
• share what is expected in the transition period - letting people know what the new person is expected to accomplish in the first week, month, and three months helps everyone manage the transition better.
• on-board properly - rather than jumping right into their work, take time to introduce the new person to others in the organization and allow them to get acquainted with the work and people involved.  This is also a great opportunity to honor the person who has left.
• don't forget the one who is no longer there - stay in touch with that person...give them access to information...remember them in public...invite them to be a part of the future of the organization...and remind others of the impact they had while they were a part of the team.

Planning for graceful transitions is a part of any leader's job...may it go well for you and, where it has not gone so well, plan on some way to repair the less than graceful transition with the individuals involved.

meaningful work

At Concordia University Texas, it is our goal that those who graduate will find meaningful work...it is also our goal that all employees find their work meaningful at the school.  But what exactly is meaningful work...and what does it feel like when one has that in their lives.  As a part of the exploration, I have begun to ask people what gives them meaning in their work, and last evening I had the chance to talk on this subject with one of the bartenders at a new restaurant and cocktail bar in San Antonio called Juniper Tar.  He described his work as a chance to educate people, to give them a great experience, and a chance to learn and grow himself.  His opportunity to create...to engage...to teach...to entertain...and to give another person an "AHA" experience provided meaning for him in his work.  It is no longer just a job - working at Juniper Tar has become his mission.  And yes, he enjoys a good cocktail himself, so this mixes his passion with what he enjoys and what he does well.  And he can make a living in this work.

So what can leaders do help create a place where work can have meaning for others?  Here are a few thoughts:

• hire well - ensuring that someone is a good "fit" for the work they are asked to do goes a long way in helping that person find meaning in their work over the long haul
• train them well - when people know how to do their work in a manner that is both efficient and effective, they can find greater joy in what they do (I found out last night that there is a proper way to shake a cocktail so as not to strain one's muscles)
• give them freedom - everyone has a different way of thinking about the world and how they should interact with others.  Letting people be themselves allows them to bring their whole selves into the workplace
• work in teams - while some people are more of a loner than others, being a part of something bigger than oneself provides the chance to accomplish great things together and feel pride in the outcome
• allow them to fail - trying new things may (and probably will) lead to failures.  Celebrate the failures as something learned as a result of taking a risk
• reward them - part of meaningful work is the ability to make a wage that allows that person to take care of themselves and those they love (including charitable causes).  While rewards can and should encompass more than financial gain, recognizing people for a job well done through some type of bonus system provides great incentive for continuing that type of work
• engage them - people love to be asked their opinions and when they contribute to the organization, they feel good about themselves, they feel good about their work, and they feel good about the institution

I had a great time engaging with the bartender last night...and I found out more about meaningful work in the process.  So what about you - what does it mean to you to engage in meaningful work?  Feel free to leave your answers below.