why do I care?

This past week I have had a long conversation with a colleague about leadership from the middle and gave a talk at the IACBE conference on developing leadership capacity in college students. In additon, I have been reading Daniel Pink's new boon entitled Drive, and had an interesting conversation with a friend at the IACBE conference on servant leadership. My life seems to be filled with thoughts and conversations on leadership - I wonder why that might be?

If you are reading this blog, you are also probably interested in leadership (or are just being a good friend to me and reading my blog because you want to tell me that you actually read my blog). So why are you thinking about leadership? What is it thast makes you look at leaders and wonder why they do what they do? Why are you anxiously waiting to read the next great book on leadership and try to learn something new? Why do you care about becoming a better leader yourself?

Let's consider this question for a few moments:

• you care about leadership because you feel a call to lead
• you care about leadership because you are in a position in which you should be leading
• you care about leadership because those who lead you are either 1) grossly incompetent or 2) very competent and you want to know what makes them the way they are
• you care about leadership because you believe you have been called to make changes in the world around you - and you know that leadership skills are needed to make change happen
• you care about leadership because you have been put into a position where you are expected to lead - and you actually want to do a good job with that
• you care about leadership because you have always been a natural leader - people look to you to lead and come to you with ideas about leadership
• you care about leadership because you have hope for the future - and you believe it will take a new type of leader to solve the problems we will all face in the future.

And so the list goes on. I think that if one can articulate WHY they care about leadership, it can shape what they read...what they talk about...what they think about...to whom they talk... and the actions they take to make a difference. So ask yourself why you care about leadership and why you are taking the time to read this blog. And if you like the answer - ot not quite sure about the answer - post a comment and let's see what kind of conversatin we can get going to learn from each other about why people (especially you and me) care about leadership.

the art of integrity

Last week I quoted a former boss of mine who defined integrity by "doing what one says they will do." I could not agree more. The idea of integrity is at the heart of good leadership, for integrity is what creates trust, which is what creates followers, which is what creates a culture of developing leaders. I suppose when I use the phrase "the art of integrity" it implies that acting in an integral manner is something one is born with and not a learned behavior. However, let me interpret that phrase a bit differently. In refering to the ART of integrity, I am using that term in a way that describes what happens when one lives out their leadership through integrity. Let me explain further...

Integrity is a matter of choice. Leaders are faced with this choice multiple times every day. They are asked by those around them (colleagues, other leaders, followers) to do things...because that's what leaders do - they get things done...and they are able to get things done either from their influential power or their positional power. When people rely on their influential power, they may or may not be able to accomplish the task which they set off to do. When people rely on their positional power, there should be a greater likelihood that they will be able to do what they say they will do. Of course, there are many exceptions to both of these concepts, but for the most part, leaders have the ability to do what they say they will do because...well, because they are leaders and they can find a way to get things done. And when they do those things which they say they will get done, they perform in a manner that exhibits integrity, whish builds trust, which creates more followers, which creates a culture of developing other leaders. All well and good!

But what happens when leaders choose not to act in a manner that exhibits integrity?

• Communication breaks down - it becomes difficult to talk about issues in a collaborative fashion because people don't know whether or not that person will follow through on what they said they would do.
• Trust erodes - the less one is trusted, the less they have the ability to influence the organization for good. People begin talking about them behind their back, and less and less people engage them to help get things done.
• Isolation occurs - the one who chooses not to exhibit integrity will begin to isolate himself or herself (because they will start avoiding people) and others will isolate themselves from the leader (because they have lost trust in that person).
• Silos are built and/or reinforced - others who act in a similar manner will align themselves with the person who does not exhibit integrity - and others align themselves against that person. Communication breaks down, trust erodes, isolation occurs, and silos become ironclad.
• Vision disappears - People who don't do what they say they will do must constantly find ways to protect themselves or cover their tracks. If time is spent in this manner, then time is being robbed from the mission and vision of the organization. Similarly, as others grow frustrated with the leader who lacks integrity, they too waste precious time and energy on the unimportant.

So what can be done? In an organziation where lack of integrity is isolated or the exception, these people need to be confronted, having their inconsistency and lack of integrity pointed out. In an open and trusting environment, this can happen from anyone in the organization, and changes can be made that have the possibility of bringing an organization not only to a functioning level but to a place where trust determines a culture of openness and greatness. If the organization is a place where lack of integrity is protected - and sometimes even rewarded - then it becomes more difficult to change the patterns and culture that creates silos and mistrust and poor communication. Perhaps the best one can do is to build a culture of integrity around themselves and those who work within their circle of influence - of demanding that everyone will do what they say they will do - and of rewarding those who truly live up to this commitment.

One final thought - when you are NOT able to do what you say you will do, then you openly acknowledge that in a timely manner and ask forgiveness. That too is acting in a manner that exhibits the art of integrity, which will allow you to create trust, which will create followers, which will create a culture of developing other leaders. And that can make all the difference in the world!

leading from the middle

I have run across several books entitled something like "leading from the bottom up," or "leading from the top down ," but little has been written about leading from the middle. Perhaps little has been written about this because either 1) no one leading from the middle has time to think about writing a book; of 2) leading from the middle can be so depressing that why would any one want to write about it, much less read about it.

My role as a Dean of the College of Business at Concordia University Texas defines "leading from the middle." On one side of me is the Provost, Vice-Presidents, and President. On the other side is faculty. Talk about being "stuck." If one of the hallmarks of leadership is initating change, consider the role of Dean...in order to initiate change, one must begin with influencing those who follow that the change is good and should be embraced. This may or may not be an easy task, but one that can be accomplished over time (NEWS FLASH - we announced this week the beginning of an MBA program for next fall - so I guess we were able to enact change). Once the followers are convinced it is a good idea, then my job is to influence my boss and his colleagues that this is a good idea so that they can officially approve the idea (did I mention that we launched The Concordia MBA this week?). All of this takes time, and can be stopped at any place along the way. Frustrating? YES...Impossible? NO!

The nature of leadership from the middle means that those in "middle leadership" are always influencing two groups of people - that's the nature of the beast. So what does this mean? And how can those in "middle leadership" actually move their organization forward? Here are few ideas:

1. Be a people person - in order to have influence with followers and supervisors, you need to have access to them. Be sure you know them and they know you - and trust you (more later on that). Spend time with both groups of people beyond the times when you need something. Take a genuine interest in them and know them as real people.
2. Help both groups get what they want - the old saying that one can get everything out of life that they want if they help others get what they want is absolutely true - especially if you lead from the middle. You may find yourself acting as a translator most of the time - for me, I define my job as helping faculty understand what the administration wants, and helping the administration understand what the faculty wants. Acting as a go-between provides you access to both groups and makes the change process more smooth.
3. Build trust - a boss of mine once defined integrity as "doing what one said they would do." That action will build trust, and will allow you as a "middle leader" to get things done more quickly. When I am asked for something by either group surrounding me, I do it to the best of my ability and deliver in time. When I can't do either one of those things, I let them know. If people trust you, they will listen to you and follow you and approve your requests more readily.
4. Produce Excellence - leading from the middle may demand a greater need for excellence than in any other position. Think about it - everyone is watching you and they want results from you. Consider the fact that those in "middle leadership" have to get permission fromn two groups of people to enact any change - they're watching and they want proof that their decision to grant you permission was worthwhile. "Middle leaders" who produce excellent results will get a second and third chance next time they ask.
5. Be a listener - yes, you know the change you want to enact...yes, you know how it should be done...yes, you could do it easier yourself...but the fact of the matter is, if you ask for help and for people's ideas and opinions, you have a beter chance of getting it done in the long run. Not only is this a courteous thing to do, you could actually learn something and produce a better product in the end. And in the process, you have built coalitions of people because they have had a say in the matter. Being collaborative and really learning to listen are critical skills for people in "middle leadership."

I think that is a long enough list for today - besides, I have to get some more work accomplished because in a few hours I am going to the Wizard Academy - not quite sure what I am getting myself into, but I am guaranteed to have a good time and learn something...I may even learn something about leading form the middle!

developing young leaders

This weekend I have four students attending the Student Leadership Conference sponsored by the Center for Ethical Leadership housed in the LBJ School of Public Affairs at the University of Texas. While they are there, they will hear from such people as Former President of Ireland Mary Robinson, engage in small group sessions on using one's strengths in leadership, and spend time with other young leaders from across the country making sense of what leadership really means for someone just entering the third decade of their life.

I have a passion for developing young leaders - it resonates with me to watch college age students step up and take leadership roles...it excites me to see college age students chosen to take on projects that move an organization forward...it makes me incredibly happy when college age students engage in projects in which they get to practice their leadership gifts. I supppose I am in pretty good vocation if these are the things that give my own life meaning.

However, there are also things about being at a college that just make my blood boil when it comes to developing young leaders. Here's my list of rants about those things on a college campus that frustrate the process of developing young leaders:

1. Classes in which the professor talks all the time and students do not get to ever converse and think out loud
2. Professors who ask questions to which they already know the answer, never giving students a chance to explore other options to the questions asked
3. Courses in which students never work in teams or talk together in groups - how else will they learn this important leadership skill?
4. Faculty and administrators who do everything themselves rather than involve students in the process of decision making and event planning
5. Students being "written off" because they do not perform at a high academic level - some of these young men and women just need someone to believe in them
6. Faculty who do not provide rich experiences in the classroom (or beyond) in which students must take on leadership roles
7. Faculty who are more interested in their own subject matter and research rather than developing their students as leaders
8. Leadership courses in which theory is taught - but never practiced
9. Activities which are promoted as a place to learn and practice leadership, but all students ever do is what they are told to do
10. Students who enter a classroom in a lethargic manner, expecting to sit through a lecture and not have to engage in any form
11. Grades and GPA - because they inhibit college age students from constant improvement and thinking outside the box

Enough ranting for now - as I look through the list I realize that I am sometimes guilty of perpetuating these bad practices in higher education toward developing young people as leaders. It's time for me to step up to the plate and do something about this. I now need to figure out how to take the four students attending the conference this weekend and work with them over the next year to develop thier leadership potential - and then sit back watch them lead - which will resonate with me, excite me and make me incredibly happy. What a great vocation!

say...way

I worked with a Pastor many years ago who used to say "Everyone can have their say, but not everyone can have their way." At the time it seemed to make sense, but as I lived with the phrase over a period of time, I realized that it might not be the best advice. "Everyone having their say" began to generate into "Everyone can say what they please," and it would become ugly at times as people believed they had the right to speak their minds in public (and private). I work within an institution where this idea continues - both at public meetings and in private conversations. What has struck me about this belief of everyone having their say is that it does not hold true for EVERYONE in the organization. Those who hold leadership positions do not always get to have their say. Leaders are supposed to remain quiet while others get to rant and rave in whatever form they desire. They can ridicule, they can chastise, they can condemn, they can denigrate, they can "speak their mind" because they believe it is a God-given (American?) right to do so. And as they "have their say" they also hurt people and block forward motion. So what should leaders do when these situations occur?

1. Call people out when they speak inapproriately - if something is said publicly that is hurtful, mean, or just plain wrong, then that person should publicly be told they are wrong and should be asked to apologize and/or re-phrase their comment in public. If this the offense is public, and the reprimand is not, then others will come to believe it is okay to speak in such a manner.
2. Challenge people's thoughts ideas - when people "have their say" there are many times that they are just plain wrong. Leaders need to go to them and point out their error - and then ask for that person to make ammends by admittng their error and letting others know that they were wrong in what they said.
3. Remind people of their calling and vocation - many times when people "have their say" they are putting their nose into areas in which they have no business. God has not called me to save the world - or the church - or the university - or the organization. He has called me to be a good steward of those places; but it is not always my right - or my business - to tell others what to do or how to do it. This can be a fine line when people serve on governing organizations - all the more reason to truly understand the role one plays within an organization.
4. Develop and enforce guidelines for publilc discourse - people need to know what is acceptable behavior within a given organization or public forum. With a demise in civility these days, people believe they have an inherent right to "act out" in public. This can translate into ugly ways of speaking just because people believe they can "have their say." Kindness, humility, and compassion should be prevalent at meetings where people have the right to speak publicly.
5. Teach people how to say, "I may be wrong" - this is a powerful phrase as people engage in discourse that has differing opinions. Since none of us hold the truth ourselves, it is important to know that what we believe and what we have to say might be wrong. Imagine how meetings would go (and organizations would function) if everyone believed and used this phrase.

The challenge leaders face is how to help people understand this concept and still keep dialogue flowing amongst members of any group - whether that dialogue be public or private. Holding these two concepts in balance is never an easy task, and must be dealt with in a careful manner, for fear of stifling thought and conversation. As leaders, we approach individuals who believe they can always "have their say" with the same kindness, humility and compassion we require of them - and we do so with the understanding that we too might be wrong.

if called to lead...lead!

This past Monday I gave a talk in our daily chapel service on the concept of "vocation" - what it means to be called by God to give glory to Him and to serve one's neighbor. Cloaked under a larger theme of "a theology of leadership," I spoke to the idea that some are called to the vocation of leadership and how an understanding of vocation can shape one's leadership. I kept coming back to this phrase that when one is called to lead, they then need to LEAD! Let me try to explain what I mean by that...

How many times in our lives have we - or others - discounted the call to leadership? We often hear people say such things as:

• I'm not really a leader
• I really don't have time for that
• There's someone else better than me
• Why would anyone follow me?
• I'll do it for awhile, but then you need to let me go back to what I like to do

These type of lines/excuses drive me crazy! It's almost as if people wear a badge of honor proving how much they can dismiss the idea of leadership. It's an interesting paradox in that while we are all enamored with leadership, we also distrust leaders. It seems to be a love/hate relationship, and that bleeds into our own call to such a position. How might we turn that notion around so that leadership and leaders can be embraced?

1. See leadership as a calling - a holy position to which one has been called by God. The Book of Romans, found in the New Testament of the Christian Bible, calls leadership a gift from God - and if one has this gift they are to "govern diligently." I translate "govern diligently" as "LEAD!"
2. Recognize the fact that we are all in community with others, and therefore will be called to a role of leadership sometime or other. We may not seek it out, but the mantle of leadership will fall on us whether we want it or not - it may not be a formal/named position (and most likely will NOT be), but we will be put in a position where we will need to influence people toward a shared goal, and if we are, then we need to LEAD!
3. Begin to honor those who have been called to a position of leadership. I wrote several weeks ago how followers often question the decisions leaders make (and how that is not necessarily a bad thing). However, followers also need to realize that God has called these individuals into these leadership roles, and in realizing that, these leaders should receive honor. When given that honor, these leaders have a much better chance to LEAD!
4. People in positions of leadership need to understand that their job is to LEAD! - and they do not have the choice of NOT leading. If I was called to be a fire fighter, my job would be to respond to fires and do whatever was needed to put them out (A special shout out here to Kurt Bennet - check out his blog and book). It would not work for a fire fighter to sit idlely by and worry what others thought about his fire fighting skills, or if she did nothing because she was afraid of hurting another fire fighter's feelings, or if they refused to learn how to fight a fire with the latest fire fighting equipment, or merely learned to fight fires by what they had observed other fire fighters doing during their lives. Yet that is how many leaders act - they shirk their responsibility, they are afraid to make decisions, and they don't develop as a leader by reading, studying, practicing, observing, testing, and improving as a leader. People placed into leadership positions need to learn HOW to lead and then LEAD!

Enough - my time is running short on this topic, and I need to leave today's blog and go LEAD! My final thought to you today is if you are in a position of leadership, don't be afraid to LEAD! You have been called by God into this marvelous vocation of leadership (whether you have a title or not) and have been graced by God with the gift of leadership. Now, go forth and LEAD!...and make a diffrerence in the lives of others who are looking to you to assist them in making the world a better place.

what keeps me awake...

I was asked this week why leaders talk so much about being kept awake at night, and as I tried to answer the question, I realized there are so many facets to this "phenomenon" that it became difficult to talk about it in a coherent sense. It is often true that those in leadership positions find themselves tossing and turning at 3:00 in the morning - I had a neighbor in Houston who would pace up and down his driveway in the middle of the night, trying to figure out a problem or come to terms with what he had to do. In having this discussion with a colleague, several thoughts crossed my mind:

1. The issues or problems with which leaders struggle are often complex with multiple entities involved and varying consequences for decisions made. There is seldom a black/white answer, so as leaders consider the options with which they will address the issue, they also consider the multiple consequences that will result. The question of what decision will do the least harm/most good is difficult to answer concretely, so the mind battles back and forth - thus resulting in lack of sleep.
2. Leaders have to make difficult decisions that affect people's lives - hiring/firing, pay raises/pay cuts, promotions/demotions...the list can go on forever. These decisions determine how people will feel about the leader - and for most leaders, they are people who like to be liked...it's why we ended up in this position in the first place. Making unpopular decisions may be the most difficult things leaders need to do, and so we agonize over trying to find ways to make decisions which will result in the largest number of people being happy. Knowing that a decision will make someone angry at us churns the insides - thus resulting in lack of sleep.
3. Very few people within any given organization are responsible for the entire organization - leaders often are. The multiple deadlines - the multiple products - the multiple meetings - the multiple programs- the multiple constituencies - the multiple budgets...again, the list can go on forever. Leaders have to pay attention to all of these different "things" on a regular basis, and so in the dark of night, when the leader wakes up for whatever reason, these "things" reappear in his or her mind. These are not necessarily bad "things" or even consequential "things" - they are just multiple "things." And as the leader begins to think and consider these "things," thier mind begins to race - thus resulting in lack of sleep.

So what do leaders do about this? Unfortunately, some turn to destructive behaviors that affect not only their leadership but also their personal lives. Some believe that if they just trust God enough, they will be able to sleep through the night (but even Jesus spent the night awake in the Garden). Some quit their jobs and find a position in which the overall responsibilities are less. And some learn how to cope.

For me, I have learned to cope in two ways:

1. When I wake up and the mind is racing, I walk to my study, write down on a piece of paper what I am considering, place that paper by the front door so as not to forget it in the morning, and then go back to bed. I sometimes find myself doing this several times during the night.
2. Late night/early morning TV has become a good friend. I have found that the drone of a newscaster or a PBS documentary can lull me to sleep because it allows me to concentrate on something other than what is happening in the organization. I can pretty much tell you all about "The Scooter" as it seems those commercials dominate late night/early morning TV.

And then there are those in leadership positions who sleep through the night, every night, all night long. God bless you, and if you ever figure out why you can do that, let me know. But until then, I will keep making sure that the TV remote is within reaching distance before I fall asleep.