Leadership and the Importance of Being Purpose-Driven

This is a refreshed version of a post from March 2010.

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When I first came to Vancouver to take up my new role as a Human Resources Consultant with a major bank, my boss and I agreed that I should go on a road trip and meet with as many corporate banking employees as possible.  It was sort of an orientation thing for me and provided a chance for everyone else to give me the “once over”. Coming from Toronto, it seemed I was automatically not to be trusted.

On one occasion, I was to talk with a number of Corporate Account Managers.  My objective was to get to know them as individuals; to learn about their ambitions; their challenges; and how we might better support their efforts.  It is entirely possible though that I did not adequately declare my intent, because the first person I encountered, pulled his chair very close to mine; stared sharply into my face and said, “I make money for the bank.  What do you do?”

Aside from the obvious attempt to intimidate me, his question was meant to suggest that as a person who made no direct contribution to the bottom line, whatever my function, I was an expense to the organization and thus a liability.

This is not an uncommon perspective to take, especially in large organizations.  But at the time, I couldn’t help but think that there was something gravely missing from this outlook.

It occurs to me now that “making money for the bank”, while an admirable outcome, did not tell me anything about what this fellow saw as his purpose.  And, for me at least, there is something lost when a person seems to view his primary raison d’être as making money.

Please don’t misunderstand me.  I like money as well as the next person and there is a primal need to earn it and manage it prudently.  But, the purpose of most jobs, even most businesses, is probably not principally about money.  It is more than likely something else, something that has to do with providing a service, with making money as an outcome of that. The amount of money earned is usually determined by the quality and consistency of the service delivered and the ability of those who deliver it, to build loyal business relationships.

But sometimes I think we forget.  We take our eye away from our fundamental purpose and allow ourselves to get fixated on the dollars.  That’s when we risk running afoul of ourselves.  We get greedy.  We get miserly. We get our priorities out of order. And then we get into trouble.

So to me, helping people understand and believe in the organizational purpose is Job One. And, part of this is ensuring they know why their jobs exist; whom they are there to serve; and how what they do fits with the overall vision of the organization.

Here are a few of the benefits that can be realized from taking a purpose-driven approach:

It helps us make good decisions and prioritize appropriately. If we train ourselves to ask the question, how will doing this, (or not doing this) help me serve my purpose? The answer will often give us the information we need to move forward.

It helps us resolve problems.  Often problems can build on each other and become so complex that we get lost in them. When this happens, it sometimes helps to get back to the basic questions like, what is my main purpose and who am I here to serve?

It gives value to every role in the organization, not just a few. If you nurture a culture that identifies the purpose and value of each job in relation to the overall vision and to each other, everyone in the organization has an opportunity to feel part of something important.  When that happens people are more likely to do their best work.

It promotes good stewardship. If we are clear about our purpose, it is that much easier to recognize and fulfill our responsibilities to those we serve.

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

Managing Your Personal Impact…One Boss’s Story

This post was originally written in April 2010.  It is meant to illustrate the importance of self-awareness in leadership and the value of really listening to the feedback we receive, even when it contains information we’d rather not hear.

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Once upon a time, there was a Boss who was very sure of himself.  He was strong and competent.  He had built some admirable relationships with his peers and was well liked by his customers and the community at large.  But he was also puzzled.

He was puzzled because it seemed, to him anyway, that every time he walked into the same room as his employees, the place went from being lively with conversation to something that was subdued and controlled.  And, when he attended meetings with his team and a question came up, they all looked at him before even attempting to address it.  Similarly, when they talked about problems, the team members always looked his way before, or while, giving their opinions.

On the one hand the Boss kind of liked it.  It made him feel, well, in control and more than a little powerful.  But, on the other hand, he found it irritating and unproductive.  Surely these people were fully capable of drawing conclusions and deciding on courses of action without waiting for his blessing all the time.   Did he have to do everything? What was wrong with them?

Then one day, a Brave Soul approached him and said, “You know, you can be pretty intimidating sometimes”

The Boss looked at Brave Soul with eyes cold enough to freeze mercury.

He said, “What?  What do you mean?  All I did was walk into the room and sit down for heaven sakes!”

Slightly shaken but undaunted, Brave Soul went on.  “Well” she said, “It’s not just that you walked into the room but how you did it”

“Okay”, he said, “Now that really is ridiculous.  How could that possibly make me intimidating?  I’m interested in what people have to say.  I want some healthy discussion and debate about the issues we face.  I need them to be fully present when we are together so that we can work together and get things done.  Don’t they get that?”

Brave soul replied,  “I’m pretty sure that’s what they want too but the effect your body language and behaviour has on the team makes it difficult for them to participate”

Unconvinced but intrigued now, the Boss said, “Okay then, tell me more”

“Well, when you came into the room this morning, you didn’t acknowledge anyone.  You probably had a lot on your mind and so you were frowning too.  You walked straight to your chair at the head of the table and sat down without looking at anyone. You looked at your watch instead. You opened your book; peered over your glasses at the assembled group and said, ‘Okay, let’s get to it.  We have a lot to do and, I’ve got another meeting to go to after this’

“After that, I imagine it seemed to the team that the goal of the meeting changed from one that involved sharing ideas and making productive decisions to coming up with enough “right answers” to keep you from getting too impatient and ensuring that you got away in time to get to your next meeting”

“ But that’s not what I intended at all!” said the Boss. “I didn’t realize I could have such an effect on people. ”

Brave Soul smiled and said, “I don’t think any of us knows how we affect others unless we take some time to think about it and ask.  Sometimes how we are can get in the way of things, that’s all.  Just thought you should know.”

As Brave Soul walked away, the Boss began to make a mental note.  He had learned something today, about himself.  He didn’t like it but, if what Brave Soul had said were true, it would certainly explain the behaviour he saw and felt in others whenever he was within earshot of them.

So what could he do differently to become more aware of his impact on others without pretending to be someone other than himself?  Here’s what he came up with:

I will make an effort to become aware of the clues that people are sending me when we are in each other’s company.

It seems reasonable that if people can pick up and act on clues from my body language and behaviour, I can pick up clues about how I affect them by paying better attention when we are together

When in doubt about my impact on others, I will ask someone I trust to tell me the truth.

I get that I will not always be able to see myself as others see me.  So, I guess I will ask someone like Brave Soul to watch me from time to time and let me know how I’m doing.

I will be conscious of my moods and do my best to manage them in a way that does not negatively affect those around me.

I realize that when I am deep in thought, or worried about something it isn’t difficult to convey it, through my body language, to those around me. So, either I must explain myself or I must discipline myself to convey a more open posture.

Not bad for a start.  What would you add to the Boss’s list?

Corporate Culture: 10 Elements That Help Drive Results

Recently, in the National Post, there was a whole section dedicated to Canada’s most admired corporate cultures.  In it was highlighted some very successful, vibrant companies, diverse in their business interests but with many themes in common. These themes reinforced my belief that success in any enterprise relies on its ability to bring people together and extract from them their best work, not through rules, policies, processes and bottom line focus but by creating cultures that invite participation .  It is from this softer, yet more difficult perspective that these companies drive results.

So, what does this “softer” perspective look like?  Well, as I read through the variety of articles on offer, I picked up ten elements that figure prominently in the cultures of these highly successful organizations.   Here they are:

Clarity of Vision and Values ~ This of course, comes up every time.  Most companies have some kind of vision statement and a published set of organizational values.  Not all actually use them as their guiding force.   And not all faithfully model the values they espouse.  Creating clarity about what business you are in; where you see it going; and how you intend to get there is a critical ingredient in everything else you do.  That’s the philosophy Claude Mongeau, CEO of CN Rail, has embraced and it has proven to be highly effective.

Respect and Civility ~ Eckler Ltd, an actuarial consulting firm has a simple but powerful mantra.  “Treat people like adults”

This company has high expectations of its workforce.  They hold themselves and each other accountable for the commitments they make while limiting the number of rules and policies they enforce.  Operating from a platform of respect and civility seems like such a simple thing to do and yet its potential for making productive conversations easier is enormous.

Learning and Growth ~ In highly successful companies learning, growth and development is not just a nice to do thing.  It forms part of the fabric of the organization and as such is not the first thing to get cut from the budget when times get a little tight.  Companies like Medavie Blue Cross see it as a critical part of ensuring a solid future for the company and everyone in it.

Service Before Selling~  Arthur Mesher is CEO of Descartes Systems, a Software Company in Waterloo Ontario.  When he first joined the firm, he noticed that people were not delivering on their commitments.  Theirs was a ‘sales’ culture that seemed to leave the customer out of the equation.  Mr Mesher recognized the limitations of the sales philosophy and the ineffective practices that went along with it.  And so he went about shifting the focus, away from sales numbers toward the achievement of customer satisfaction first and foremost.  This shift, while financially painful at first, now reflects the wisdom of the new maxim of service before selling in 2012 results any organization could be proud of.

Collaboration ~ Ray Kroc, Founder of McDonald’s Restaurants once said, “ None of us is as good as all of us”

This has formed the basis for McDonald’s organizational culture, which continues to value and build on collaborative relationships with its employees, franchisees and suppliers.

Social Responsibility ~ In today’s world, establishing roots in the community is an essential part of building a successful business.  Those who participate through sponsorships and volunteerism build a rich environment that people want to be a part of.  Organizations like McDonald’s, CIBC and Camp Oochigeas (a camp for children with cancer) are a testament to this.

Balance ~ When you treat people like adults, you also give them flexibility to find their own formula for delivering on their company commitments.  As Stuart Suls, CEO of Mr. Lube puts it, “ You only have one life.  It’s up to employers to give people the space to balance things out”

Simplicity of purpose ~ Being able to state your organizational purpose as simply as possible provides great clarity especially in hard times.  For instance, at the North York General Hospital, the CEO, Tim Rutledge expresses his organizational purpose in a way everyone can understand.  It goes something like: To make people better; keep them safe ; and give them timely access to care.  Everything else can flow from that.

Innovation and Finding a Place for Failure~ At Cineplex Inc., CEO Ellis Jacob says, “ I would rather you try something and fail, and learn from it than never try at all”

This is a tenet that so many have difficulty with because it can be costly.  But, in today’s world an essential ingredient to success is risk… and sometimes failure.  So taking a more positive perspective on failure is becoming increasingly important.

Diversity and Inclusion ~ This is a common theme among many of the companies recognized as having corporate cultures to admire and emulate.  There is, after all great richness in the diverse talents, skills and experience people bring to work every day.  Organizations who make the best use of their available resources tend to challenge their own assumptions, suspend judgement and invite a wide variety of people to take an active part in their present and future.

There are of course other themes that exemplify workplaces with much admired corporate cultures. But, if you are starting a new business or are working to effect change in your own organization this might be a place to start.  It couldn’t hurt.

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

Successful leadership ~ The Story of a Man

What does successful leadership really look like?  I rather think it has many faces but mostly, leadership is successful when the people you interact with every day find ways to tell  you it is.  The following is a story I wrote a couple of years  ago.  It profiles someone who might not have been touted as a “high profile” leader but nonetheless had a very positive impact on those who were lucky enough to know him and experience his influence.  To me, that’s what leadership is all about.

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The other evening I attended a retirement celebration for a former colleague.  It was a wonderful gathering, a room packed full of people who were there because they genuinely liked and respected the man who was about to embark on the next phase of his life.

In his business career, the man did not rise to the top of the executive ladder.  Nor, I would hazard to say, did he make lots of money or enjoy an opulent lifestyle.  He may not even be widely known to people much beyond his immediate sphere of influence.  But his impact has been felt. He is successful.  He is a leader.

Throughout the course of the evening, many people got up to speak.

His bosses praised his leadership in community activities; his ability to galvanize his local workforce; and his good humour and cheerful disposition.  Those bosses, who were younger than he, thanked him for his guidance and mentorship.

His colleagues spoke about lifelong friendship; told stories of the fun they had together and how they all managed to work hard in spite of their youthful exuberance.

His staff thanked him for his support and guidance.  While they were happy for him as he moved on to other things, they were sad too, as they told their own stories of meeting challenges together; overcoming obstacles; achieving goals; and yes, having fun all along the way.

His sons told stories of their life as they grew up.  The stories were witty and poignant and full of pride.  They were two young men who had grown up to be fine, funny and thoughtful, two young men who thanked their parents for giving them a good start in life.

When it was his turn, the man did not talk about his accomplishments at all.  Instead, he spoke with pride about the accomplishments of others, especially his children. He talked about the constant love and support he received from his wife. He talked about what he had learned over the course of his career and from whom.  He made many self-deprecating remarks.  And he said thank you…a lot.

Much has been written about the characteristics of successful leadership and while I certainly think there are core elements associated with it, there are other lessons in there somewhere. Like:

Successful Leadership is not formulaic.  It is open to interpretation and it requires the involvement of the whole self.

For instance, while we know that good communication is key to good leadership, how we communicate to get the desired result will vary depending on the leader. The man was successful because he did not pretend to be anyone else.  His communication style included fun, laughter and humility.  It worked for him simply because it is who he is.

And:

Successful Leadership is more about love than we would like to admit.

Okay, I can feel people cringing as they read this because injecting the word love into a business environment starts to feel a bit, um, ethereal.  But, there are all kinds of love…love of challenge; love of ideas; love of people; love of good honest work.  And, it is this love that carries successful leaders through thick and thin.

At this retirement party there was indeed love, and respect, for the man who for thirty-five years, took all of himself with him wherever he went.

So, imagine your own retirement party. What do you want people to say about you?  What kind of memories do you want to have? What do you want to give? What will it take for you to get what you want?

Think about it.  And, if you feel so inclined, I’d love to hear what you come up with.

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?

Leadership and the Magic of Remembering

This is a refreshed version of a post I wrote a few years ago.  It’s a simple story but I like to think its message bears repeating.

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I often make reference to the importance of listening and how this enhances communication.  A lot of other people talk about it too.  And that’s a good thing. But I’m wondering, after we make the effort to listen, how much of what we hear do we actually remember when we’d like to or need to?

I must say my memory for some things is awful.  A little research has enlightened me however to the possibility that it doesn’t have to be awful as long as I give it some regular exercise.  So why would I want to?

Here’s why.  There is magic in remembering.

Many years ago, when I was working as a Personnel Officer in the Head office of a very large organization, I was invited to attend a breakfast and listen to the President  & Chairman of the Board, talk about our goals and challenges. The organization employed at that time, something in the neighbourhood of 35,000 people worldwide and so you can imagine that the goals and challenges were significant.

Before we sat down to breakfast the Chairman took a turn about the room, which was hosting about 350 people.  Quite by accident, he happened upon me.  I introduced myself and we talked for a very brief time.  And then he moved on.

We had breakfast and then the Chairman got up to speak.  He was eloquent in his description of the organizational goals and realistic when he described the challenges we faced.

And then it happened.  He said something like, “I was talking to Gwyn earlier and she reminded me of the importance of people to our organization”

Suddenly, I was no longer a blurred face in the crowd or a very small cog in a very large wheel.  I was important.  I was heard.  And I was included.

Remembering details, like people’s names, may seem like a small thing when you have so many other things competing for your time and attention.  But simple acts of acknowledgement are very powerful.  They make us want to participate.  They make us want to do better and be better.   And that is, to me at least, the essence of employee engagement.

Of course, it’s not just about remembering.  It’s about paying attention and about caring.  Without that, remembering becomes memorizing.  And, when that happens it loses its magic.

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

p.s. Here, just for fun, is a little Sarah McLachlan.

Giving at the Office

Got your holiday shopping done yet? That’s a common question at this time of year and one that usually causes my eyes to roll up in my head.  Like many people, I’m prone to procrastination.  As well, something in me resents commercially driven pressure to max out my credit card.

Eventually though, I manage to rise to the occasion long enough to consider and buy things meant to delight my loved ones and please my friends.  After all, it is not the gift itself that is the reward.  It is the happiness element that comes with it that makes gift -giving so much fun.

I like the idea of happiness being the real gift and I think it translates well too, when it comes to exchanging gifts at work.  Of course, it is always a little more challenging to give meaningful gifts to people at work, but here are a few ideas to consider.  They cost nothing. They can have lasting effects.  And, to the best of my knowledge, they aren’t fattening.

The Gift of Attention

Give a few minutes of your undivided attention to each of the people you lead, each day.

That means spending the time listening, being curious about their interests, thoughts and opinions and suspending judgment long enough to learn something about them that you might otherwise miss.

The Gift of Inclusion

Take a little time to remind those you lead, why you come to work everyday.  Give them the big picture (even if you’ve done it before) and show them how they fit into it as individuals.  Yes, I know, it’s the old vision thing again. But, believe me, when people can see where they are going and that there is a place for them on the proverbial bus, that creates some happiness.

The Gift of Challenge

Consider those you lead and give each a challenge for the New Year that will allow them to stretch, grow, and learn more about themselves and what they can do.

I hazard to say that everyone likes a challenge.  It gets the juices flowing and allows us to test our boundaries. Giving the gift of challenge suggests faith in each person’s capability and potential.  And, its value is that much greater at times when the individual doubts or fears his or her own possibilities.

The Gift of Encouragement

Of course challenge on its own can become onerous if not accompanied by encouragement and the support that goes with it.  So, with each gift of challenge, include whatever each person might need to accomplish it, including resources, education, training or a friendly ear.  That will ensure the highest possible opportunity for success and resulting happiness.

The Gift of Truth

Find ways to convey to those you lead that you will always be straight with them no matter what the circumstances.  And then make sure you follow through.

Leaders who are truthful, both in good times and bad also give the gift of useful information.  Useful information allows people to make good decisions for themselves.  Being Truthful with them acknowledges their capability to respond as adults.   It is respectful.  And, even if the news is not good, it gives them their best opportunity to work through it and find satisfying resolutions.

The Gift of Graciously Receiving

It is more often the case that we learn to give (and know the satisfaction of doing so) much before we learn the importance of receiving with grace.   Part of the pleasure of giving lies in experiencing the response of the receiver. So many of us are hard-wired to discount the value of gifts we are given by suggesting we don’t deserve them or worse, don’t want them.   For instance, at work, being gracious when you receive feedback, offers of help or another perspective is important.  You don’t always have to agree but  you owe it to yourself, and to the giver, to be thoughtful and kind in your response.

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

6 Ideas About Creating Organizations That Value Ideas

John Cage once said, “I can’t understand why people are frightened of new ideas.  I’m frightened of the old ones”

This notion kind of struck me while I was watching a movie about Charles Darwin who had, and developed, one of the world’s biggest ideas, one that, even now, creates much spirited conversation.  I suppose in that context (and in those times) there may have been much to fear.  After all, Darwin’s big idea was one that challenged people to rethink their whole existence.  Nonetheless, it was important to human growth and understanding to entertain it because without the exploration that comes from new ideas, I suspect we would simply all fade to black eventually… or die of boredom.

I think this is also true of business organizations.  Now, more than ever, businesses are having to rethink their product and how they deliver to market.  A number of longstanding companies who failed to do that are now either out of business or in some serious bother because, either in whole or in part, they have found themselves being outpaced by technology and consumer demand for ever evolving applications.

So, the question, (or at least one of them) is, how do we build organizations that actively value idea creation and development?

Some companies will say they have processes in place that encourage people to offer their ideas.  I would argue that creating mechanisms through which to feed ideas is not enough, no matter how sophisticated the process.

To really engage people in sharing and developing new ideas, I rather think we have to create cultures that will support it.  That’s a bit trickier.

So how might this be accomplished?  Well, I’m sure you have some thoughts about that.  Just to be going on with though, here are some of mine:

Give people the opportunity to deeply understand the purpose and vision of your organization.  ~ People who have a clear grasp of why their organizations are in business and what they hope to achieve in the future will tend to set their brains in that direction when searching for solutions to existing problems or anticipating future ones.  Perhaps too, they will be more likely to use their creative juices to pre-empt organizational issues before they arise.

Build a Safe Environment for Idea sharing ~ putting forth a new, possibly even bizarre idea takes a lot of courage.  People have to see the risk as one worth taking and operate in the knowledge that they will not be judged, derided or punished in any way for sharing their ideas.  Not all ideas are going to be good  but among them, there are bound to be some great ones that might not have surfaced if the working environment is such that it values censorship over creativity.

Learn to encourage and value diverse opinion ~ People look at things based on their own experiences and biases.   If we all thought alike or hired only people who thought like us, we would no doubt miss a great deal.  To generate ideas that are future oriented we must invite diversity into our conversations.  That means letting go of the reins of our own strongly held opinions long enough to listen to the possibility that there might be a better way.

Challenge ideas not people ~ While this is part of building a safe environment for ideas to be shared, in the heat of a moment, it is easy to slide criticism away from the idea and onto the one who brought it up so I think it bears repeating.

Acknowledge, Acknowledge and Acknowledge some more ~ Acknowledgement is integral to building an organization that values idea generation and development.  I think we all know that.  I’m just not sure how many of us provide it. It really doesn’t have to come in the form of fancy recognition programs.  It just has to be sincere and timely in its delivery.

Shift the perspective of knowledge as power~   We have become used to the notion that  knowledge is power so we’d better hang onto it.  So many of us are reluctant to share what we know because we fear loss of leverage of some kind.  In this new century though, the power comes from the collective.  Business success lies in our ability to collaborate, not hoard.   That means building organizations flexible enough, daring enough, strong enough and, perhaps even Darwinian enough to invite people to rethink their whole corporate existence and use the ideas that come from it to move them confidently into the future.

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

 

Leadership Lessons From Gilbert & Sullivan

This is a refreshed version of a post written a couple of years ago. It reminds me that leadership can be found everywhere… and is necessary, no matter what your occupation.

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Recently, I watched a movie called Topsy Turvy.  This 1999 production tells a story of Gilbert and Sullivan and the events that led up to the creation of The Mikado, a now much celebrated opera.

While I was watching, I began to see the fundamental elements of management and leadership at play and to appreciate that no matter the endeavour, the principles of both are ever present.

Here are some things I was reminded of:

People work best together when they sing from the same song sheet.

Throughout the movie it became clear to me that no matter what was going on, the values of civility, respect and dignity underscored everything.  The principal leaders of the company were unceasingly polite and respectful toward one another.  This, of course, might have been the Victorian times in which they lived, but it struck me that Gilbert and Sullivan as well as their business partner, D’Oyley Carte demonstrated these values consistently and effortlessly.  They set the tone for the rest of the company who followed suit without question.  And, I didn’t see a Values Statement hanging on a wall anywhere.

Outstanding productions require collaboration

Can you imagine what The Mikado might have sounded like if Gilbert had written the libretto and Sullivan, the music for it without consulting each other?…Something of a mess I shouldn’t wonder.  And yet, in so many organizations, one department will invariably act without consulting the other or a boss will make decisions without consulting the team.  The truth is, it is collaborative effort that brings a one-dimensional idea to life and helps it to stand the test of time.

Care about the players

The company of players was comprised of a mixed group of artists all with their own special talents, needs and idiosyncrasies.  Gilbert and Sullivan recognized that in order to get the best performance from each, they needed to understand their individual capabilities, strengths and limitations. They interacted with and encouraged both the principals of the production and members of the chorus to give what they knew them to be capable of giving.  And, they held each member to account for their behaviour and the quality of performance they delivered.

Examine The Performance

At the end of the evening’s performance and before anyone in the company was allowed to leave, Gilbert, Sullivan and Carte, the theatre manager, held a meeting.  At this meeting, they each discussed how the performance was executed from their own particular perspectives.  First, they talked about what went well, praised the performers and thanked them for their efforts.   Then, through discussion, they changed some things to enhance their overall performance the next time.   This is sometimes referred to as a post-mortem but whatever you call it, bringing the team together to discuss outcomes and changes, makes for a better result next time and also has a way of creating a feeling of solidarity among people.

Criticize the song, not the singer

At one point in the movie, Gilbert announces his intention to cut a song from the show.  There are sounds of disappointment among the company and sympathy expressed for the song’s performer.  The singer suggests to Mr. Gilbert that while he doesn’t consider himself a great singer, he believes that he could make a better effort.  Mr. Gilbert responds by saying something like, “Sir, you misunderstand. You performed eminently well.  It is the song that is bad”

Often, making the distinction between the thing that isn’t working and the person who is working it is very important.  There are of course times when the thing is perfectly good and the performance of the person needs some work, but that’s a different conversation.  The lesson for me here is that being clear about what we are criticizing avoids a great deal of confusion and unnecessary angst.

Cling to your own opinion at your peril

There is a great deal of sadness among the company when the song is cut from the show.  They all consider it a fine song and have empathy for the performer who continues to feel he has somehow failed.  As a consequence, a small group of players decide to approach Mr. Gilbert and ask him to consider re-instating the song.  This is something of a departure from normal custom in a patriarchal, benevolent dictatorship and yet this small group feels strongly enough to take a risk.  And so, in the presence of the entire company they present their case.

Mr. Gilbert remains quiet for some minutes.  He looks from one to the other earnest face and asks if the rest of the company agrees.  Aside from the company sycophant, who assures Mr. Gilbert that none of this was his idea, they unanimously reply, “Yes, we do!”

Mr. Gilbert then asks the song’s performer if he would be ready and willing to perform the song.  Again, he receives an affirmative reply.   Mr. Gilbert remains unconvinced that the song is good but believes in the opinion of his company and so he allows the song back into the performance. That evening, the song receives considerable accolades from the audience.

This reminds me of the critical importance of listening.   It also confirms that even the most brilliant among us is wrong sometimes.  Clinging stubbornly to our own opinions can be critically damaging.

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

Oh, and just for fun, here is the finale of the Mikado for your viewing pleasure.

Leading By Example and Some Mistaken Beliefs

Someone once said, “A good example has twice the value of good advice.”  With that in mind, I offer you a refreshed version of a post I wrote in 2009 in the hope its value to you also merits a repeat performance. 

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Many people have written about the importance of leading by example. Yet in spite of its apparent simplicity, there are still many times when we manage to muck it up.  Perhaps it is so simple that we take it for granted.  Or, perhaps it is that some of us have mistaken beliefs about what leading by example is really about.

Here are a few possibilities that come to mind for me:

· Mistaken Belief #1 – Leading by Example is a 9-5 pursuit

I suspect that some leaders make leading by example a project rather than a way of being. In other words, they appreciate that in order to engage people at the office they have to serve as a role model and so they create a model of personal behaviour that may have little or no bearing on who they really are. In effect, they put on their office persona in the morning along with their business clothes and take it off again when they get home and change into something more comfortable. This practice is not sustainable over time and I can only imagine how exhausting it must be.

The bottom line: If you don’t represent yourself honestly where ever you are, the example you set will not ring true for those you want to influence the most.

· Mistaken Belief #2 – You can get people to do as you say, and not as you do, as long as you don’t get caught

In our condominium complex, there was a man on the board who is President of his own company. He served on our Strata as Chair of the Building Committee, a pretty important role.  Some time ago, he sent out a communication to all owners to advise us that putting weather stripping across our front doors is strongly discouraged because doing so interferes with the flow of air to the suites.  He advised those among us who had installed weather stripping to remove it immediately.

Days later, after receiving this rather forceful message, my husband had cause to place a note concerning condo board business under this man’s door.  He was unsuccessful in doing so because apparently, the Building Chair has installed weather stripping.

The Bottom Line:If you have ever had the idea that you can say one thing and do another and not be found out, think again.   Believe me, you will be busted. And, when you are, the trust and respect that others have for you will be compromised.

· Mistaken Belief #3 – People will only pick up and emulate the behaviours you want them to adopt

No matter who we are, as long as we are alive, someone is looking to us for an example of how to behave. Even if we have never been placed in a formal leadership position, we influence those around us simply by being there. And, being human, we are not always going to act in exemplary fashion. We can only hope to align our behaviour in accordance with what we value most and accept that sometimes others will pick up something from us that we would rather they hadn’t.  It happens.

For example, a long time ago, I was invited to attend a lunch in the Head office executive dining room.  I was very surprised to receive the invitation because as a fairly junior personnel assistant, it was a bit of a lofty thing to happen for me.

The purpose of the lunch was to entertain a party of Chinese students. On meeting them I began to realize why I might have been chosen to participate.  They were all rather small and I, also being rather small, seemed to be the only bank representative who could look them straight in the eye without having to sit down.

The table was beautifully set. However, the challenge for me and my lunch companions was that it was rather high, and the dining chairs, in contrast, rather low.

In spite of this, the lunch unfolded quite well…until the waiters delivered dessert, strawberries served in a tall stemmed glass, rimmed with sugar. It didn’t take long for me to discover that if I actually wanted to eat these delicious strawberries, I would have to stand up.  The other diminutives around the table seemed to be in the same predicament.  I noticed them looking at each other but none was so brave as to take a chance and grab a strawberry quickly while no one was looking.  And so, at what I considered to be a strategic moment, I took up my spoon, stood up very quickly, popped a strawberry into my mouth and sat down, just as quickly, to chew it.  My new, and equally undersized companions followed my lead until soon, we were all popping up and down until we bore a striking resemblance to an um-pa-pa band.  Needless to say, I was never invited back to the executive dining room.

Bottom line: It is a mistake to expect that people will not, at times, follow an unintended lead. It happens.  Forgive yourself and move on.

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