Leadership and the Credibility Factor

What does credibility mean to you?  Here’s my take on it and why I think it’s an important quality for leaders to develop, not just in effecting change initiatives but in everything else they do.

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I’ve been thinking about change lately, mostly about what it is that separates a person who seems to be able to influence change in a positive direction, from a person who might have the authority and the technical skill to do the work, but seems unable to pull it off.

The word credibility comes to mind.  The Thesaurus suggests that credibility is synonymous with trustworthiness, integrity and sincerity. I think that if these basic values are present, the chances of arousing the interest and respect of other people are pretty good. And, I believe too, that change agents come in many forms, manifest themselves in a variety of ways and at a variety of levels.

Thinking about that reinforces for me, the notion that it is credibility not title, position, role or authority that makes the difference between an effective change agent and an ineffective one.

So, if you are with me so far, the big question seems to be ” How do I prove my credibility to others?”

Here’s what I think it takes to earn credibility:

I do what I say I’m going to do… and I do it, when I say I’m going to do it.

Reliability is an important ingredient in establishing credibility.

There’s nothing more infuriating or counter-productive, than when someone makes a commitment to do something and then fails to follow through.

I represent myself honestly and do my best to be candid and open with my colleagues and bosses.

I think that to gain credibility with others we must simply find the courage and confidence to be ourselves and make our contributions without pretense or bravado.

I show that I’m open to learning and trying new things

Nothing puts holes in our credibility more than conveying the impression that we have all the answers. And, it is arrogant to think that we can influence change in others without feeling the need to change something in ourselves as well.

After all, change is a learning experience in itself. If we believe that it is for everyone but us, we are likely not asking the right questions, enough questions, or paying attention to what is going on around us.

I demonstrate respect for the experiences and knowledge of others.

One of the best ways to build credibility is to observe those who have gone before us and learn from their experiences.  If we want to be heard we must first listen.

When I challenge the status quo, I offer feasible and thoughtful alternatives.

To me, presenting a problem without considering a solution is not supporting change.  It is simply complaining.  This doesn’t mean that we have to have a solution for every problem.  But if we want to earn credibility, we have to consider not only the problem, but also the possibilities and questions that will stimulate further exploration.

I own up to being human and making mistakes. And, when I make mistakes, I apologize and then do my best to make amends.

Making excuses for the mistakes we make is simply unproductive and, well, not very attractive either. In general, we do not adversely affect our credibility when we make mistakes. We adversely affect our credibility when we try to cover them up, rationalize them away, blame them on someone else or otherwise pretend  they didn’t happen.

That’s what I think anyway.  What do you think?

Four Leadership Reminders from Nuisance the Cat

Her name is Nuisance.  She just turned up one day at our window, a little black cat with bowlegs and signs of the stress that spending too long outside alone can bring.

When I first caught sight of her through the window, I thought she must belong to someone but as the days went by and she spent even the rainy ones sleeping on the gravel under the eaves of our condo, I realized she was a lost little soul who needed some help.  Even the “found cat” note I posted went unanswered

So I began to feed her.

Some nodded knowingly when I admitted to doing that.  “You’re stuck with her now”, they suggested.

“She’ll keep coming back and then what will you do?”

To be honest, I didn’t really know.  My experience with cats had been limited to a time when I was eleven years old and that was, well okay, about a century ago.

But she kept coming back and I kept feeding her.

And then I began to feel responsible for her.  She was all right outside in the summer sun and warmth but winter was coming.  What then?

So, after several failed attempts to coax her inside, one day she simply jumped in the open window and claimed me as her guardian.

We have been quite happily learning about each other ever since.

So what has this got to do with leadership or people?  You may well ask.  It may be a bit too much of a stretch but perhaps there are some parallels worth exploring.  Let’s give it a try anyway.

When I think about it, Nuisance has reminded me that:

Engagement is a two-way street ~ We can talk all we like about employee engagement but my experience with Nuisance suggests that no manner of coaxing or demanding can make others respond well, if what you want is not what they want.  Also, had I grabbed for Nuisance and pulled her inside the window without her permission, I would have destroyed any trust she was beginning to place in me. And, I would have been left, if not broken, certainly bloodied from the experience.

Engagement, after all, is not about leaders turning themselves inside out to get peoples’ attention, blinding them with science or forcing them to pay attention.  It is more about leader and follower doing a dance of sorts, one that includes conversation, inquiry and patience.  And it’s about each taking responsibility for their part in the connection, taking some steps forward together to serve a mutually beneficial purpose.

Effective communication involves all of the senses ~ It’s taking a while for me to anticipate her wants and needs, but Nuisance and I are learning to read each other.  We don’t speak the same language of course but she is trying hard, through her actions, to let me know what works for her and what doesn’t.  I’m doing my best to convey my own wants and expectations.   It’s a mutual effort borne out of respect for each other.

In most workplaces, we have the advantage of speaking a common language.  That should make communication much easier.  In some ways though, common language is not necessarily an advantage.  It can make us lazy and less willing to go beyond what is being said to understand more deeply what is not being said and the real feeling or need that comes from that.

Consistency & Continuity are important ~ Nuisance is a typical cat. She likes to eat, sleep, prowl and play at a certain time in the day.  She does not like me to interfere with her regular routine.  It upsets her and makes her feel unsafe.   Many people are like this too.

Change in workplaces though, is an ongoing, relentless thing.  And, often, it is necessary. However, along with change must also come a large measure of consistency in  leadership.  That means, showing up and conveying a constant message about the future.  And it means providing the opportunity to take a little of what is already working into that future.   In short, consistency and continuity are two things that bring a measure of reassurance and allow people, (and cats) to be open to, and eventually embrace, change.

Love rules ~ Whether we are talking about animals or people, no matter how conscientious or skilled we are, our progress will always be impeded if we fail to care.  Love makes the work worth the effort.  And, it is a powerful motivator.

That’s what I think anyway.  What do you think?

A Look at Leadership and Human Nature

This week Superstorm Sandy will be top of mind for a great many of us.  Not only was it a catastrophic storm for so many people, it served to remind us, once again, that disasters pull people together like no other phenomena.

I say this, not to be flippant but to call to attention how the best in good people seems to rise to the top whenever the worst things happen. It’s almost like our greater brain kicks in and we gain full access to whatever stores of resilience, resourcefulness and generosity we have inside us.

It would be great if we could bottle it, wouldn’t it?  Perhaps then we could take a spoonful whenever we begin to forget what’s important.  After all, in life or death situations, things have a way of shifting our view, away from politics, bottom lines and winning at all cost toward something decidedly more genuine, more human.

So what is it we forget about people when we are not in crisis that we would do well to remember and respect? And, how would doing this serve to improve our leadership efforts?

The answers to those questions require more than this one person’s scrutiny but when I think about it, I’m reminded of a few truths about being human, like:

Necessity is the mother of invention ~ When we feel an urgent need, we are driven to seek a solution that will fill it.  That necessity drives change.  For most of us, before we are willing to change, we have to both see and feel the need for it. The role of leadership in this is both to help people feel the urgency and to believe that the pain of change will be worthwhile in the end.

People are more resilient than they are typically given credit for ~ While, firm structures are important during times of uncertainty, so is faith in peoples’ ability to adapt and contribute to bringing about a new order of things. In leadership is it wise to remember that in general, human beings are not that fragile.   We fare much better when we are regarded, not as part of the problem but as part of the solution.

Caring for and about others is in our DNA ~ In crisis, our list of priorities tends to look different from the list we might draw up in more stable times.  Specifically, the safety and welfare of people always seem to come first when things are truly scary.  Everything else falls away.  Regrettably, when we are not in crisis, it is easy to forget that and shift focus to other, more financially or politically rewarding pursuits.  I suspect though that when leaders actively care for the people who follow them, the financial and political aspects of organizational life don’t suffer at all.

When we know the score we have it in us to be patient~ With a few exceptions, those who have suffered, and continue to suffer hardship from this latest blast from Mother Nature seem to have borne the discomfort and inconvenience of power outage and fuel shortage with stoic resignation.  People expected to lose electrical power.  Likely too, they expected to have to line up for batteries, gas and other supplies.   I  think that people who are not in crisis also appreciate it (and are much more patient with themselves and each other) when they know what to expect.  Patience allows for clear thinking. Clear thinking allows for greater productivity and problem solving. From that perspective, keeping people informed pays off.

That’s what I think anyway.  What do you think?

Leadership and the Challenge of Change

I am not a baseball fan.  Nonetheless the other day, I sat, somewhat reluctantly, in front of my television and watched the movie “Moneyball”.  I say somewhat reluctantly because, well, Brad Pitt was involved… so I forced myself.

For those who are unfamiliar with it, “Moneyball” is based on the story of Billy Beane, General Manager of the Oakland Athletics. It’s about how he defied deeply entrenched tradition and beliefs and changed the game’s system of player selection forever.

There are valuable lessons and reminders in this story that for any leader are worth considering when it comes to making change happen.  Here are just a few of them:

Begin by defining the problem correctly

Change usually begins with a problem. While everyone involved might acknowledge its existence, it would be a mistake to assume that everyone sees it in the same way.  Here is a clip

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Billy Beane saw the problem as one of disadvantage.  His scouts saw the problem, more traditionally, as one of deficiency.   If you fail to see the problem in the same way, resolving it will be that much harder.

To find a different solution, you have to employ different means and sometimes, different people

In order to better understand and resolve his problem, Billy partnered with a very unlikely individual.  Peter was an economist, newly graduated from a prestigious University, who had developed an unorthodox method of player evaluation.  It was an untested process and yet to Billy, it spoke of possibility.  Sometimes to make change happen, you’ve got to take a leap of faith.

Once you’re committed, there’s no going back

Billy’s story made me think about just how hard it is to make a major change in any organization.  At some point in the process the going is bound to get tough, often unbearably so.  In spite of it, a leader’s belief in what s/he is doing cannot waiver, especially in the face of naysayers.  Failure is always a possibility but giving up too soon, or not trying in the first place, is a kind of failure in itself.

In the face of immovable obstacles, go around

In the movie, the Oakland Athletics Team Manager was fiercely opposed to Billy’s new approach.  Billy’s suggestions for player positioning fell on deaf, and  very stubborn, ears.  The manager continued to play in his time-honoured way, honestly believing that Billy was making a terrible mistake.  No manner of persuasion would convince him otherwise.  So Billy traded the players favoured by the team manager, effectively forcing him to do something different.  Sometimes you have to rattle the cage hard.

Know when it’s your turn to take charge

The introduction of a new process and a new Assistant GM was a great boon to Billy in initiating change.  When something is working it is tempting to become reliant on it for all the answers.  However, good leaders understand that a system, process, or even the advice of others can only take you so far.  That means that on  occasion, decisions have to come from your own experience, your own talents and your own understanding of what’s going on.  It goes with the territory.

That’s what I think anyway.  What do you think?

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Please Note: The clip used from the movie “Moneyball” is not used for commercial purposes or financial gain.  It is respectfully borrowed from Sony Pictures for illustration purposes only and not intended to infringe on copyright.

Leadership ~ Creating Stability in the Midst of Uncertainty

Over the holidays, I allowed my curiosity to scan the Internet for 2012 predictions.   It seems that we are in for a big year. In fact, according to a Mayan prophecy, on December 21, 2012, the World is to come to an end…again.  The good news is that apparently too, one quarter of our planet will be online so I suppose many of us will have some time to say our goodbyes before we all fade to black.

While my tongue remains firmly in cheek regarding prophesied world ending events, these thoughts give rise to the notion that there always seems to be something happening, changing, interfering with, or otherwise upsetting our equilibrium.  It’s the way of the world.  And, we are choosing to make our world more intricate and more accessible which renders our day-today dance both exciting and sometimes horribly stressful.

To me, all this suggests that a leader’s role, (at least one of them), is to create a platform for stability, often where none exists, because in a world of constant change and increased complexity, people need to feel anchored to something they can count on.

For some, it is as simple as knowing that in the face of the unknown, they can still be all right.  For example, during the Second World War, The British Government gave the people of Britain reassurance that they can still be all right through a poster campaign that said, among other things, “Keep Calm and Carry On”.

Of course it wasn’t the only thing they did to help sustain the people but it served as a vote of confidence in the spirit and capability of the British people to stay the course and overcome the hardship, terror and uncertainty that war had foisted upon them.  They, in turn, rose to the occasion finding ways to support each other; share what little resources they had and keep their upper lips proudly stiff.

Today too, we are bursting with uncertainty. We have come to know that just at the moment we begin to feel steady, things are going to change. So finding ways to create stability amid inconstancy is, in my view anyway, a primary goal for the 21^st Century leader.

The question is, how? The answer is…well I’m not sure.  But I have some ideas and here they are:

1.    Be Purposeful

Knowing our organizational purpose is a great beginning to creating stability. After all, while change affects the way we go about fulfilling the purpose, the purpose itself, more often than not remains the same.

2.    Extend the purpose beyond the confines of organizational boundaries.

Most organizations support charities or causes of some kind.  Just as the causes can vary, so can the motivation for supporting them. To me though, doing good works that align with the organizational purpose helps the company grow roots and contribute to the creation of stable communities, both inside and outside corporate boundaries.

3.    Keep Learning

Broadening our knowledge base creates a more stable environment.  In other words, the more we know and understand the less there is to fear.  So giving true value and support to learning, not just training, will build a company of people who are confident, resilient and eager to see and experience what comes around the corner

4.    Be Guided by a set of strongly held values

World events, economic instability and a constant feed of both useful and useless information contribute to a dizzying existence for most people.  Sometimes we just need to stop and remember what’s important and what we stand for.   It’s kind of like being out in rough seas.  When we can’t see the shore and the boat is tossing us around mercilessly, our values serve as the lighthouse beacon that gives us the promise of solid ground.

5.    Take Blame out of the Equation

When things go wrong, and they do, it’s easy to panic.  When we panic we look to place blame.  Blame is the enemy of stability.  It rattles people and often for the wrong reasons.  Blame is not about accountability it is about passing a hot potato and making sure it lands in someone else’s lap.

Taking blame out of the organizational culture and replacing it with a more solution oriented demeanor allows more people the confidence to participate in solving problems as they arise rather than spending time looking for ways to take cover.

That’s what comes to mind for me anyway.  What about you?  How do you help people Keep Calm and Carry on?

Take a Look at Yourself ~ And Then Make That Change

This week, I’d like to introduce you to Kaity Nakagoshi. Kaity is employed by the University of Notre Dame’s on-line certificate program where she “works closely with leaders and managers whose voices are on the web through community outreach and internet marketing”. I have invited Kaity to write a guest post here because I believe online education plays an important role in our opportunity and ability to learn, and apply new learning, on a daily basis. 

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Today’s leaders must be experts in change management in order to guide their teams towards organizational goals. In business, change is the one thing you can always count on – and now, it happens faster than ever. Unfortunately, not everyone embraces change. In fact, some employees actively resist it. Not everyone is a born leader, but most can learn the tools and techniques used by respected leaders to influence others and bring about change.

Building Trust Leads to Embracing Change

Would you like to inspire your employees to embrace new initiatives and work toward common goals? For some leaders, that may seem effortless, but in reality, they’ve worked to gain the trust of the people they lead. Cultivating a high level of trust is essential to getting things done efficiently and cost-effectively – both of which are required in a competitive business environment. Here are three tips to quickly build trust:

1. Trust Yourself: To be a leader, you need self-confidence. Confident people live their beliefs. They back up their words with commitment, and they always speak the truth. When you trust in yourself first, your ability to earn the trust of others will follow.
2. Acknowledge Past Missteps: Perhaps you weren’t completely truthful, or haven’t followed through on your promises. If so, it’s quite likely that your staff noticed your missteps. Before you can ask for their trust, you must take responsibility for past actions.
3. Be Accountable: Effective leaders require accountability from their people, and are accountable to their people. Don’t promise what you can’t deliver. For example, have your bicycle commuters requested a bike rack? Be proactive and have one installed. Is flexible scheduling a wish-list item for your employees? These efforts will not go unnoticed – they will trust that you “walk the walk.”

Continuous Improvements Require Thorough Training

A smooth-running, productive team is comprised of individuals who have the opportunity to contribute their best efforts toward common goals. But first, they must clearly understand the reasons and objectives behind a new project or process, and how they fit in. Next, they need to feel comfortable taking on their share of the responsibility. If there are any gaps in the team’s capabilities, it’s time for additional training. Effective leaders recognize each employee’s strengths and abilities, and assign tasks accordingly.

Effective Leaders Focus on Customers

Customer-driven enterprises exist to serve the needs of customers. All improvements to processes, procedures and operations must support this goal. The best leaders track customer demands and share with their teams, so everyone can fully understand the changes they are asked to implement. Operations improvements that will benefit the customer are much more accepted.

Don’t Settle For Less Than Excellence in Communication

Your team will trust in your leadership, as long as they know that their efforts are for the greater good. But it’s also important to be consistent and honest in your communication. Empowering your team members to feel comfortable with sharing information, asking questions and voicing their ideas is a key to success. Good, honest communication helps build trust, and it’s no stretch to say that every great leader is an excellent communicator.

Change Management Comes From Effective Leadership

The best leaders have the ability to keep their own goals in sight, while also focusing on those of their team members and the organization at large. Moving a business toward meeting its objectives requires that each member of the team have a stake in those objectives. When procedures change, individuals often feel uncomfortable and lose sight of the goal. This can lead to a drop in confidence, morale, and productivity. Building trust, providing training, focusing on customers’ needs and providing clear communication are essential to fostering effective change. Try these ways to strengthen your leadership skills, and you’ll have a much better impact on your team’s performance

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This article was submitted by the University of Notre Dame, in partnership with the University Alliance. The University of Notre Dame provides all the necessary tools and resources to gain an executive certificate in leadership and management online.  To see additional information please visit http://www.notredameonline.com/.

Surviving the Fire ~ 5 Things I need From You

I think we know by now that leadership does not always involve building something up.  Sometimes, it’s about dismantling something to make room for something else or reducing something rather than growing it. These are hard times involving difficult conversations, conversations that affect the lives of others…and not in a good way.

I’ve been thinking about the times when I’ve had such conversations with people, when change was afoot and jobs were diminishing or disappearing altogether.  And I’ve been thinking too about how the sting of losing a job can be slightly eased, or made infinitely worse, by the person delivering the news.

So, if you are such a person, let’s pretend that you are my boss and you have to tell me that I no longer have a job.  I’m fired. It’s a nerve-wracking proposition, I know, and one that you’d probably give anything to be able to delegate.  But you can’t.  So it’s you and me kid.  And, when the time comes, here’s what I’m going to need from you:

The straight goods:

Beating about the bush might make you feel better but it won’t help me.  Come to the point right away.  Do not launch into a soliloquy about the company’s challenges, concerns or plans before letting me have it.  After all, I’m not going to be part of your future.  And really, at this point, I’m not likely to care am I?

Simply tell me you have bad news and then tell me what it is.  If I want an explanation after that, (and I most likely will) I’ll ask for it.

Some direction:

Before we sit down together, please be prepared to tell me what is to happen immediately after our interview and in the ensuing period.  You may appreciate that I will feel a little stunned and disoriented.  If you anticipate this and make sure that all the information and documentation I need to begin the process of moving on is promptly available to me, it will help me feel just a little safer.

Some Support:

I may not need or want you to “hold my hand”, but it’s possible that I will need you to listen to me.  This may take time.  Please allow me this.  If I am emotional give me a tissue, and the benefit of your quiet presence.  If I am angry allow me to vent just a little.  I may say things I don’t mean.  To use the vernacular, suck it up.  It’s not really about you.

Your professionalism

I know delivering this kind of news is terribly hard. For this reason you might be tempted to say things that will sound, well, kind of empty and insincere.  I need you to practice what you are going to say to me so that when the time comes, you will deliver your message with clarity, empathy and without apology.  There’s a difference between feeling sorry and apologizing.  Don’t get the two mixed up.

My dignity intact:

Please allow me to make a dignified exit from the workplace. I am not a criminal.  My job may be redundant but I’m not. Please do not frog march me out of the premises with my potted plant and my personal items in a box or demand my keys and passwords in front of my peers. The truth is, I’m more likely to speak well of you and the company if you treat me with respect.

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Here’s my bottom line on this.  Terminating someone’s employment is one of the most difficult things a leader must do.  It is important to remember though that it is infinitely more difficult for the person on the receiving end.  Doing all we can to help that person make a dignified and minimally painful transition to his or her next step is simply the right thing to do.

That’s what I think anyway. What do you think?

Change…And Six Ways To Reinforce It.

I think it was Alphonse Karr who first said, “The more things change, the more they stay the same” And, if we look back in history we will no doubt find a myriad of examples that bear this out.  The thing about change though, is that while it’s happening, it feels new, raw, foreign and unfamiliar. So, making a planned change successful is probably one of the most challenging things a leader can undertake.

A few weeks ago Anne Perschel wrote a post called “Leading Change: The Playbook Chapter 1, Principles 1 & 2”, those principles being, Empathize and Involve.

After reading Anne’s post, I began to think about what might follow after everyone has come to appreciate the need and urgency for change and signed on.

The word that kept coming up for me was Reinforce.

For instance, I remember the year I stopped smoking.

I had been thinking of doing it for a while, not for any noble reason, but because my office building was about to be declared a smoke-free zone and I didn’t fancy smoking on the street.  And too, smoking, I was told, would give me wrinkles.  (I am nothing if not vain).

In spite of my initial enthusiasm, as I moved through the process of changing from a smoker to a non-smoker, my commitment to it began to wane.  The new vision I held of myself as a non-smoker started to blur and the temptation to revert to my old ways grew stronger. That’s pretty typical, even when we choose to change.  That’s why reinforcement is vitally important.

So what must we do to provide this reinforcement?  Well, here’s what I think.

Watch and Listen ~ Over the course of the change process, people will suffer in a variety of ways.  For example, when I stopped smoking, I gained weight; I contracted shingles; and I experienced inexplicable emotional meltdowns. While this may not be a consequence of organizational change, you can bet there will be other kinds of suffering and stress in the air.  Watching carefully and listening for the signs will allow us the opportunity to anticipate the negative effects of change and mitigate them to avoid the potential for derailment.

Keep the empathy coming~ I believe people are more willing to stay the course of change when their leaders genuinely strive to understand and share their feelings during each stage of the process.  That means travelling down the road with them and bringing our own emotions with us.

Keep everyone’s eyes on the prize ~ Just as I had to be reminded, and continually imagine, life as a non-smoker, in change initiatives, so must we, as leaders, keep the new vision alive in the hearts and minds of people who follow us. I needed someone to tell me that my suffering would, in the end, be worthwhile. So will they.

Burn the bridges that Lead back to the old world~ I think, if we want people to move away from the old world, we have to render that world unattainable. For example, I was no longer going to be able to enjoy smoking at my desk or even in the cafeteria at work.  That world had changed.  And so, even if I wanted to go back to the way things were, I couldn’t.  The bridge had been burned.  So, a question to ask ourselves might be, to what extent have I dismantled the trappings of our old world?

Model what we want to see ~ No matter how much encouragement my colleagues who smoked gave me in my quest to stop, it was hard for me to believe them as they offered me their best advice between cigarette breaks. Being mindful of our own actions as we move through change keeps things real for everyone. Simply put, if we want others to change, we have to change too…and go first.

Recognize and acknowledge behaviour and actions that align with the new ~ Real change comes about when we begin to notice new behaviour and actions in others. When this occurs, it is crucial to acknowledge those who are both consciously and unconsciously bringing the change to fruition.  It is a prime opportunity for reinforcement, especially for those people who continue to struggle with the prospect of embracing the new world.

What do you think? What have I missed?  What other principles besides empathize, involve and reinforce come to mind for you when you contemplate the challenge of change?

Going First

Photo by Erik Johansson

Leadership is a very big and often complex topic.  In very simple (possibly even simplistic) terms though, it’s about going first.  It’s also about having a clear sense of purpose and about engaging others in believing that the purpose is something worth pursuing; something that can be trusted; something that will make things better, not worse.

That’s the hard part.  Going first puts us under harsh scrutiny, creates (often vehement) opposition and sometimes gives rise to sabotage.  It also represents change and while we often talk about embracing it, for many of us, embracing change is sort of like, as children, having to give a distant and unfamiliar relative a hug.   You know you should, but you don’t really want to.

Going first asks a lot of us.

It asks us to be bold without being obnoxious  ~ willing to risk rejection, to bend rules, to make new ones, to explore uncharted waters but to resist the belief that only our own views count.

It asks us to be resilient without being stubborn ~ to learn to cope with stress, disappointment, criticism, to bounce back from adversity; but to maintain a level of vulnerability that allows us to express our emotions; show our humanity and accept the things we need to see about ourselves.

It asks us to be tolerant without being a pushover ~ to listen to, and learn from, opposing views but to challenge those that work against our purpose or values.

It asks us to be tough without being callous ~ to hold ourselves and others accountable for the decisions we make but to do so in a way that creates lessons rather than metes out punishment.

It is not an easy road but many choose it because they have a dream; because they see something and want something that the rest of us have yet to consider.  And, they want to help us get there.

So, if you are one of those people, the question is how do you blaze your trail and convince others that it is a road worth following?  Yes, I know.  It’s a very big question.  But, I have some ideas and also some very interesting places to point you to, so here goes:

Keep the Fundamentals of Being a Good Boss in Mind

There is a plethora of Leadership blogs out there.  Frankly, It is hard to determine which ones are going to do the trick for you.  But, here are a couple of places to start.  First, Wally Bock’s Three Star Leadership Blog is an excellent place to go for reference material and practical down to earth advice about how to be a good boss.  Similarly, Art Petty’s Blog, Management Excellence is equally thought provoking and informative.

The point is, there are a lot of fancy and complicated views about what it means to go first and bring others happily along with you.  Wally and Art will help you to get at what’s most important.

Be Clear about your Vision and Purpose

If you are even the least bit fuzzy about where you want to go, going first can turn into going alone.  This is where bringing clarity to your vision and purpose is critical.  To help you do that, I note that Jesse Lyn Stoner and Ken Blanchard have released a second edition of their book, Full Steam Ahead ~ Unleash the Power of Vision in Your Work and Your Life.  This book is written for those of us who enjoy a good story (and who doesn’t?).  It examines the notion of creating a vision, (which can have rather ethereal connotations) and brings it to life in a very real way.

Develop a Thick Skin

In order to be bold and to bounce back from the inevitable setbacks, going first often creates, we have to learn to take disappointment in stride and to hold ourselves in high enough esteem to weather undue or unfair criticism.

Anne Perschel of Germaine Consulting, recently wrote a blog post entitled,  Hold the Botox – Thicken Your Skin While its message is pointed at women, I think both women and men could learn something about developing resilience from Anne.

As well, I read another post from Jane Perdue in her blog Get Your Big On called, “When Pretty isn’t a Compliment ~ A story of Resilience This story illustrates how easy it is for the balloon of self-confidence to suffer from even the slightest pinprick if we are not vigilant.

And finally:

Learn to Coach …and Get a Coach

If you want to go first with purpose it is always a good idea to find someone you can trust to help you get there and hold you accountable for the things you want and the things you say you are going to do.  A coach can help you with that.  As well, if you want others to follow your lead, learning to be a good coach is a must, especially if you want them to follow you happily.

One of my favourite coaches is Mary Jo Asmus.  Mary Jo writes an excellent blog and one that is on my regular reading list.  One of her most recent posts is entitled, “When You Coach, This is What happens” You will not only get some insights about how to coach but perhaps also see the benefits of having a coach in your own life.

Of course there is much more to learn about going first.  In fact it is a never-ending pursuit.  Hopefully, this has provided something of a start to your own journey, one that will gather many followers.  And, there is a lot I have left out.

What would you add?

Encouraging Innovation & The Story of the 5 Monkeys

I think we’ve all heard someone say it at one time or another.  Or, we may even have said it ourselves.  It goes something like this.  Someone asks the question, “why?” and the response is “Because that’s just the way it’s done.  We’ve always done it that way”

A statement like that can put the lid on things pretty quickly can’t it?  And often, those who are brave enough to explore further by asking, “Yes, but why has it always been done that way?” never receive a satisfactory answer because the truth is that nobody really knows why.

You’re nodding your head aren’t you?  I’m not surprised.  It is, after all, a fairly common occurrence especially in long established organizations.

It reminds me of the Story of the 5 monkeys.  If you aren’t familiar with the story here it is.

Of course, as human beings we like to think that we have evolved a little more than the monkeys in the story; that we are not so easily manipulated.  But, the story illustrates how we can fall into patterns of behaviour without really understanding why.  In organizations, we can also become so deeply entrenched in our way of doing things, attempts to effect change are often greeted with a metaphorical dousing of cold water almost every time.

I think we all know that in today’s economy, our ability to be flexible, creative and innovative is key to our present and future success. The question is, as leaders, how do we invite innovation and creative thinking into our workplaces?  Well, I’ve been having a bit of a think about that and I have some suggestions for your consideration, just to get you started.

Conduct a review of what you value

We tend to talk a lot about organizational values, sometimes without a second thought.  Taking the time to consider what we value and why we value it provides an opportunity to re-affirm organizational beliefs and also to challenge some that may no longer fit with our current reality.  Sometimes too, our actions and attitudes can get out of sync with what we say we value so looking in the mirror once in a while is not a bad idea.

Invite Challenge

This seems like a simple thing to do but sometimes we can allow our egos to get in the way.  For example, if you are a new leader it is easy to fall into the trap of thinking that you must have all of the answers. You don’t.  And you won’t.

Allowing others to challenge our thinking does not demean the role of the leader.  Instead, it enhances the possibility of a fresher, more creative and progressive outcome and that kind of leadership places emphasis where it belongs, on the work and the people who do it.

Look at failure as part of the process

Nobody likes to fail.  The thing is there are lessons to be learned from it and while we don’t try new things with the idea of failing, sometimes we have to try, and fail, until we discover what works.  Whether we like it or not, clinging to the familiar or doing things the way we have always done them will eventually lead us to failure anyway.

Acknowledge and Reward Creative thinking

Organizations that value stability over innovation will tend to discourage what they consider to be interference with the way things are and discount the ideas of those who think outside the scope of conventional wisdom.

Finding ways to bring out fresh ideas, no matter how bizarre they may sound, and acknowledging those eager to put them forward, demonstrates a willingness to accept the necessity for ongoing change in a time when change is the only thing we can count on.

In today’s world those of us who value stability must learn to live in environments where the apple cart is constantly being upset. To me, this means we will not always be able to know the “why” of everything but we can also no longer afford to accept things because that’s the way we’ve always done them.

What do you think?  How do you invite innovation and creative thinking into your workplace?  What else can we do to break habits that no longer work for us?