Category Archives: Leadership Values

Getting at the Heart of Leadership

I wrote this post in September, 2011.  It was inspired  by the a story of a woman’s grief and the choices her employer made to deal with its impact on their workforce.  There are lessons here worth repeating.  

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“Love and compassion are necessities, not luxuries. Without them, humanity cannot survive.”~ His Holiness Tenzin Gyatso, the 14th Dalai Lama

I was thinking the other day about how easy it is, when first embarking on the leadership road to pack our authority and our sense of self-importance but leave little room in the bag for what it really takes to lead well ~ heart.

For the fledgling leader it’s an easy mistake to make. As fledglings, we often expect little from others, except maybe obedience.

I like to think that most of us grow out of it. Some people though, fledgling and seasoned alike, treat the leadership role like a game of monopoly. They have a strategy and goals. They deal in only that which they can hold in their hand or see on the bottom line. They buy and sell, trade and bargain. They strive to pass GO as often as possible so they can collect their $200 regularly. Their focus is singular, their intent only to finish the game with the greatest number of assets.

It is possible that these leaders believe their legacy will come from asset gathering alone. There are after all, some very wealthy and powerful people who have amassed their fortunes in just that way. So why bother to mess it up with emotion?

Well, simply put, human beings are emotional creatures. And, if we expect them to bring all of themselves to work and dedicate their energies to the success of our enterprises, we must also care about them.

Witness the case of Cecelia Ingraham.

Ms Ingraham worked as an Administrative Assistant for a pharmaceutical company in New Jersey. She is also a mother whose teenaged daughter died. That kind of grief is unimaginable for most of us.

Her co-workers, although initially sympathetic, became uncomfortable around her because she talked about her daughter constantly, hung the girl’s ballet shoes in her cubicle and displayed her child’s photograph on her desk. Someone complained to the boss that Ms Ingraham’s behaviour was becoming disruptive, interfering with the work.

The story goes down hill from here, the bottom line of which is this. Ms Ingraham was told to remove the mementos of her daughter from her workstation; stop talking about her and, in fact, pretend that she had never existed.

There is more to this story, the outcome of which produced no winners at all. Money was no doubt spent in both accusing and defending. The twelve years of experience and the time Ms Ingraham spent learning and contributing to the company prior to her daughter’s death were lost. And there are others costs. Those who continue to work for this company will by now get the message that perhaps its best to leave part of themselves in a safe place at home. There is, after all no empathy waiting for them at work and no help when they really need it.

As Glenn Holland put it in Mr. Holland’s Opus, “Music is not just notes on a page”. Similarly leadership is not just about being in charge or numbers on a balance sheet.

So, if you are new leader by all means pack your self-confidence; be aware of, and use your authority but please leave plenty of room for your heart. If you are to be truly successful, you will need it. And so will everyone else.

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

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Filed under building awareness, Employee engagement, Human Resources, Leadership, Leadership Development, Leadership Values

*Leadership ~ Four Ways to Keep It Real

Authenticity in leadership is a hot topic these days.  In fact, we read about it so often and hear it expressed in other media so much that I fear it is in danger of becoming one of those dreaded buzzwords.

To me though, authentic is something we strive to be.  There is no piece of software or manual that gives instructions on how to become an authentic leader.  It’s a personal thing.  And, somewhere along the way, we have to figure out how we turn the being of it into the doing.

The question is, in a world full of complexity, politics, big ideas and yes, even skullduggery, what can we do to ensure that we keep it real?

Here are some thoughts on that.

Stay grounded by making the work more important than ourselves

The ego, while an important and oft maligned part of the human psyche, has a propensity to grow to outlandish proportions with only the slightest encouragement if not tempered by a measure of humility.  Staying grounded is about remembering our core purpose; focusing on the work and on the people who must carry it out.  Ego trips can be personally satisfying but they are extravagances that most leaders can no longer afford.

Represent our values honestly. Practice them. Reinforce them.

Most organizations have stated values.  Values outline what is important.  They form part of the organizational culture.  Authenticity demands that those values are not only talked about but also enacted… every day. However, I think we can agree that talking about values is a great deal easier than living them.

For example  IBMAT&T and Exxon Mobil all sponsored the Masters Golf Tournament in Augusta Georgia in 2012.  The Augusta National Golf club is a particularly prestigious one. It is also a place where some pretty powerful CEOs conduct business so membership is not just about golf.  Also, in 2012, women were prohibited from membership in this club.

This presented something of a dilemma in the size and shape of Virginia Rometty, CEO of IBM.  At Augusta National it is tradition to present the CEO of a Masters tournament sponsor with membership to the club.   In Ms Rometty’s case no such offering was made.  From the perspective of the golf club, this conformed to their organizational values, whether we agree with them or not.  But, their decision to exclude the CEO of IBM would seem to fly in the face of the diversity that the sponsoring companies purport to value in their respective organizations.

This might have been a prime opportunity to act in alignment with a value they each say they espouse. And yet, they said nothing and did nothing.  To me, that puts the authenticity of their value of diversity into question. Simply put, if we choose to say one thing and do another, we are going to come up short in the keeping it real department.

Be mindful of the assumptions we make

We all make assumptions.  Sometimes we make decisions based on them with no adverse consequences.  Sometimes we assume certain things about people and we are right.  However, there are many more times when our assumptions are totally wrong.   When that happens and we take action based on what we think we know, that’s when reality can easily get away from us.  Keeping it real means that we stop from time to time and question the assumptions we are working from.

Make clarity and accuracy in communication a priority

Part of keeping it real is ensuring that the information we share with one another is useful and accurate.  Lots of things get in the way of that.  For instance, the flow of information can easily get snagged on grapevines where it becomes distorted and no longer reliable.  Some people too, believe that information is a commodity reserved for only a certain few.  While this may be true of some things, in the main, shared knowledge helps people do their jobs better, fuels new ideas and ensures that people are acting on something real.   Here’s an example of how failing to provide clear and accurate information can actually take you way off course.

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

*This is a refreshed version of an April 2012 post 

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Filed under communication, diversity, Leadership, Leadership Development, Leadership Values, organizational culture, Organizational Effectiveness

If I Ran the Zoo ~ A Whimsical Look at Leadership

From February, 2012 ~ I had fun writing this, so I’m running it again in the hope that you will have fun reading or re-reading it.

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When my boys were little, one my favorite things to do was to read stories to them at bedtime.  A well-loved story was Dr Seuss’ “If I Ran the Zoo”.  Basically, it is about a little boy, Gerald McGrew, who decides that the animals he sees in the Zoo are too ordinary and he begins to imagine what it might be like if he ran the Zoo instead.  I’m not sure what started me thinking about it but a whimsical mood has led me to creating my own version of “If I Ran the Zoo”.  So, with apologies to Dr Seuss, here it is:


If I ran the zoo, I’d begin with the view,

That my organization includes you, and you.

All manner of folk, both women and men,

All shapes and sizes; all cultures and then…

I’d paint a big picture up there on the wall,

A picture so clear it would dazzle, enthrall,

All those wonderful folk with their heads full of notions

Who want to commit with their hearts and emotions.

If ran the zoo, I would see to it, too,

What’s important to me is important to you.

And just to be sure, I’d turn it around,

So things that you value, with me, would resound.

Then we’d roll up our sleeves and get down to work,

With genuine effort…no one would shirk.

With good conversations and tough ones as well,

There’d be no need to shout or to curse or to yell.

If I ran the zoo, there’d be elephants too,

But not in the room ‘cuz between me and you,

A room with an elephant’s crowded I think,

(And after a while, the room starts to stink).

And speaking of animals, there’d be “octopi”,

With tentacles reaching way up to the sky,

Crossing all kinds of boundaries, and silos and such,

To change for the better the World we all touch.

If I ran the zoo, I would hire people who,

Would focus on making our customers, too,

Feel glad that they know us and to want to come back

And we’d work to make sure there’d be nothing they’d lack

We’d be curious, too, us folks in this zoo,

We’d want to be knowing the why, what and who,

Of what happens around us, and how it takes place

Cuz, change is a creature we have to embrace.

So, that’s what I’d do, If I ran the zoo,

There’s more… but I’ll turn it over to you.

With blank sheet of paper and pen in the ink,

Tell me, how would you do it?

What do you think?

 

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Filed under Leadership, Leadership Values, Leadership Vision, NOWLeadership, organizational culture, Organizational Effectiveness, Servant Leadership

* Personality Versus Character in Leadership

A recent, and much discussed event in the news has started me thinking about the difference between personality and character.   There are perhaps some who have spent little time considering if there even is a difference between them.  Even the Thesaurus on my laptop suggests the word ‘character’ as an acceptable substitute for the word ‘personality’.  But to me, they are quite different.  And, especially if you are a leader, understanding the distinction between them is critically important.

With my strictly layperson’s eye, I see that distinction as this:

Personality refers to our basic nature.  For instance, some of us are extraverted and some introverted.  Some of us are even-tempered, some hotheaded, and so on.  In short, personality mainly consists of those things we inherit genetically.  It dictates our personal preferences and choices. And, it drives our social interaction with others.

Character refers to how we choose to use our inheritance to make our way in the world.  Character is built over time. It comes from living, learning and making mistakes.  It shows up in the decisions we make and the risks we take.  Character measures and tests the strength of our will, our beliefs and our sense of justice.  And it is often a hard taskmaster.

It was W. Somerset Maugham who once said, “ When you choose your friends, don’t be short-changed by choosing personality over character”

I think the same could be said of leaders.  Sometimes, of course we don’t get to choose our leaders. And sometimes we don’t get the leaders we choose. However, we do get to choose the kind of leaders we are going to be. Will we ride on the coat tails of personality, going where the wind blows us?   Or, will we rely on the deep-seated beliefs that form our character to guide us, even if that road is harder… and even if it makes us unpopular?

To many people, the answer will seem obvious.  But, character can be difficult to discern.  It can go for a long time without being publically tested or uncovered and can often be eclipsed by the strength and easy attraction of a winning personality.

So how do we know?  How do we recognize when we are leading from the depths of our character and when we are not?  Under what circumstances would we be able to recognize strength of character in others?

Well, I can think of a few circumstances anyway that would provide some pretty good clues. Like:

In a crisis ~ the measure of any leader becomes most obvious when things go wrong.  It is then when wheat and chaff part company.

In Private ~ If, what leaders say in public differs from what they say in private, on the same subject, that is very telling. Those who change stories to fit the situation cast doubt on the veracity of any of them.

In the Face of Temptation ~ The power that leadership brings can be quite an aphrodisiac.  How leaders choose to use that power will say a lot about them.  The draw of self-interest is ever-present.   The test of character comes when we are faced with the temptation to indulge it.

There are, of course, many situations where character, or lack thereof, is revealed.  Suffice it to say that if we are looking for it, character, can generally be found in close proximity to courage and truthfulness.

So here’s the bottom line for me.  As a leader, while personality will get you in the door, character will ensure you stay there…or not.

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

*Originally published in September 2012

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Filed under Leadership, Leadership Development, Leadership Values, organizational culture, Self Knowledge

Creating Boundaries for Growth and Success

In life and work, there are many boundaries, personal ones,interpersonal ones and systemic ones.  And there are also organizational boundaries.  These are the ones that intrigue me most because they are the most difficult to manage and yet can be just the thing that makes growth and success possible.

The trouble with organizational boundaries though, is that so often they are defined by rules and procedures that have a tendency to limit creative ability and collaborative effort.  That can be very stifling for both the organization and most certainly for the people who work in it.  In my mind, boundaries built on rules and procedures alone make an organization look a bit like this:

It has a rather claustrophobic feeling about it, doesn’t it? And, its walls are solid and unbending.  In an atmosphere like this, I can imagine how hard it must be to engage people in creative thinking, (and doing), because really, there seems to be no way out of the ‘boundary box’.  In this scenario, boundaries create a static space with little room for fresh ideas or growth.

But, let’s not get carried away.  Boundaries are a necessary part of every organization.  Without them, we invite chaos, distraction, and confusion with everyone running around doing their own thing and nothing meaningful being accomplished.

The thing is, boundaries don’t have to limit our ability to put our heads together and come up with ideas and activities that bring the workplace alive and produce something meaningful and fulfilling.

In fact, if expressed differently they can serve the creative process amazingly well.  Here’s what it might look like:

You may notice that the Legal and Ethical boundary appears at the bottom of both images.  There’s no getting away from that one.  It is in no way flexible and serves as the foundation for any reputable organization’s dealings.

The vision and purpose of the organization provides the uppermost boundary.  This speaks to the importance of creating, conveying and instilling a clear sense of purpose and future throughout the workforce. This is not simply about hanging framed vision statements on the wall.  It is something that acts as a guide to decision makers and leaders throughout the company regardless of their position or title.  It invites the question, “Does what we are about to do serve our organizational purpose and move us closer to realizing our ultimate goal?”

The boundaries on either side of the model are created by the Values the organization and its people espouse.  Values express our intentional behaviour and the qualities we hold as critical to the company and what it stands for. It also invites the question, “ Does what we are planning to do honour our values? If it doesn’t, what must we do differently to ensure alignment?”

Finally, the Creative space here is not so much restricted by hard and fast rules but guided by a set of principles that makes sense to everyone. They are open to challenge. They respond to changing times and situations. And that makes the creative space alive and dynamic.

Of course, if there were a downside to this kind of boundary making, it would be the greyness of its nature.  Rules are black and white, right or wrong… vision, purpose and values…not so much. These can be open to interpretation from one person to the next.  As such, they require ongoing attention, management and leadership.  Their messages must be constantly referenced and reinforced.  And too, there must be a strong belief in the will and capability of people to see themselves in the organizational vision, working with others to fulfill its purpose and aligning themselves with the values it embraces.

For the leader, it is not easy work…not at all.  To me, though, it is work worth pursuing because, done well, it increases the potential of companies to successfully build something that everyone involved can feel proud of.

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

Note: This post is a refreshed version of one originally published in December 2011

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Filed under Leadership, Leadership Development, Leadership Values, Leadership Vision, organizational culture, Organizational Effectiveness

Attention Leaders: Five Attitudes to Take to work in 2014

I wrote this post last year in contemplation of the beginning of 2013.  I’m posting it again because well, I think it continues to be relevant in 2014.  However, if you have something that would make the workplace of 2014 much better, attitude-wise, I encourage you to share it.  I expect the coming year would be the richer for it. Thank you.

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Attitude is a big deal.  The way we look at things and the beliefs we hold about them influence what we choose to do and how we choose to behave when we’re doing it.  That’s why I think it’s always a good idea, especially for those who lead, to conduct something of an attitude inventory from time to time.  And, what better time to do it than at the beginning of a New Year?

So, with that in mind, here are five attitudes that I think will be necessary for business leaders to take, in achieving success in 2014 and beyond:

Attitude # 1: Diversity is not a black and white subject   ~ There are a myriad of distinctions between human beings. Leaders who believe that diversity is limited to cultural, ethnic and gender differences must go deeper and wider to make optimal use of the richness in knowledge, thought and experience that exists in their organizations.

For example, today’s organizations include people from three generations, each with their own set of experiences and expectations.  Leaders who don’t seek to understand both the benefits this promises and the tension it creates, will be disadvantaged.  More importantly, if they fail to constructively accommodate these differences, they will also fail to create an environment in which people from each generation are willing to do their best work.

The Upshot:  If you look at building a diverse workforce as a nice to do initiative, you are missing the point…and the boat. Making optimal use of available talent brings optimal results and will keep you in the game. That makes valuing diversity a business imperative.

Attitude #2: Communication is only effective if it results in understanding ~ Communication is a huge topic in most organizations.  It, or lack of it, is often pinpointed as the culprit when things go wrong. And yet, so many cling to the idea that because they understand the message they are sending, it is reasonable to assume that those on the receiving end will understand it in the same way.

The Upshot: If you view communication as something that creates understanding, you may also see the wisdom in seeking out and engaging a wider range of communication tools.  And, there are a great many about thanks to the wonders of technology.   This attitude can help to reduce the confusion that comes from  unclear messages and increase potential for greater overall productivity.

Attitude #3: Learning and Training are not synonymous ~ Opportunities to learn are everywhere and yet some leaders continue to believe that if they have a wide array of training programs in their organizations and encourage, or even require, people to attend them, their job is done.  While it would be nice to think that, the truth is, learning doesn’t really happen in a classroom, on a webinar or from a book.  Learning happens when training is applied in real life circumstances. To create learning, you also have to create the culture and environment that welcomes it.

Lots of people who attend classes will come away with new ideas and yet have no place to apply them.  When this happens, the ideas, no matter how good, drift off into the ether.  Also, when people try something new and fail, the response to that failure becomes critical to the learning process.  Too many organizations make punishment the reward for honest mistakes.  When that happens, learning takes a back seat to survival.

The Upshot: If you want people to learn, grow and increase their value to your organization, create a whole learning environment that includes opportunity for application of new skill; a balanced attitude toward failure; genuine recognition of accomplishment and; a well constructed framework for individual accountability.

Attitude #4:  Collaboration is the watchword of the 21st Century ~ In successful organizations, there’s no such thing as a one-man (or woman) band. There’s just far too much going on for a single person to manage successfully. And yet, there are still those who try to keep tight control over everything that goes on around them.

The Upshot:  Taking a collaborative perspective and putting it into practice is hard. It means making the work more important than you.  But, doing so most often reaps better results.  That is reason enough to take a collaborative attitude.

Attitude #5: Vision, values and purpose matter more than rules and policies ~ In every organization, there have to be boundaries.  For instance, legal and ethical boundaries are permanent fixtures in any reputable company and must be strongly enforced.  However, beyond that, encouraging people to contribute their best work relies on the strength of their understanding of, and belief in, your organizational purpose, vision of the future and the values you espouse.

The Upshot:  Leading from vision, values and purpose requires greater focus and discipline than enforcing a set of rules.  However, those who do it successfully create workplaces that attract talented, enthusiastic and committed people. In a world where competition for the best is fierce, that has to be a good thing.

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

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Filed under communication, Employee engagement, Leadership, Leadership Development, Leadership Values, Organizational Effectiveness

A Case for Being a “Nice” Boss

‘Nice’ is not a word that is often used to describe successful leaders. But, it’s really all about how you look at it.  This post, from 2012 attempts to shift the perspective about ‘nice’ from one of weakness to one of strength.

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My uncle, now deceased, used to have a little wooden plaque hanging on the wall of his den.  It read, “It’s nice to be important, but more important to be nice”

I was reminded of this the one day when I caught myself being not nice to a young man who was conducting telephone surveys for an insurance company.  Specifically, I allowed my disdain for unsolicited telephone surveys to affect the way I spoke to him.  That wasn’t fair.  And it definitely wasn’t nice.  So I apologized and then did my best to separate my dislike for the survey from my empathy for someone doing an honest and thankless job.

It occurred to me then that nice, at least in corporate settings, is often the victim of our contempt and in fact frequently equated with weakness.  The perspective is that people who are nice are pushovers. They lack character. They are spineless, maybe even incompetent.  When we ask people to describe a leader, they invariably say things like, strongdecisive, visionary, and courageous.  Rarely are they characterized as ‘nice’.  Indeed in some organizations we even expect our leaders to bring with them a measure of unpleasantness.  It goes with the territory.  After all, they are busy people. ‘Nice’ doesn’t get the job done.

But to me, ‘Nice’ gets a bad rap.  In fact, it has an important role to play in organizational success.  It could also use some repositioning in terms of the way we think about it.

So let’s try it.

What if we decided to equate ‘nice’ with strength instead of weakness?  What would it look like?  Well, here’s what I’m thinking about that:

When “nice” = “strength”…

It would look like Kindness  ~ We’ve all heard it.  “You catch more flies with honey than you do with vinegar” It’s an old American proverb with an enduring ring of truth.  And really, it takes just as much time to be mean as it does to be kind.

It would look like Truthfulness ~ Here’s where ‘nice’ grows teeth. Sometimes engaging in difficult conversations and telling people what they need to hear to make better choices is much nicer than avoiding or misleading them.  Often, taking the easy way out is very far from being nice.

It would look like Respect  ~ To me, respect asks us to behave like adults and treat others like adults too.  There is no room for condescension or patronizing behaviour in my definition.  It’s simply not nice.

It would look like Generosity ~ Generosity is often about letting go of something we’d rather keep for ourselves.  It is a demonstration of regard and a vote of confidence.  It takes strength.  And, it’s a nice habit to adopt because generosity can be catching.

It would look like Clarity ~ Being clear about what we need and what we expect is part of the package, especially if we intend to use those expectations as a benchmark for performance appraisal at some point.  Otherwise, it’s not fair and especially not nice.

It would look like Empathy ~ Seeking to understand how things are for others is a primary role of the leader.  It’s the way s/he “tunes in” to the work environment and engages people, not only in conversation but also in playing a willing part in fulfilling the organizational purpose.

It would look like Civility ~ Good manners are certainly part of being nice.  We may think we don’t have time for this. We are too busy.  I assert, however, that for workplaces to be ‘livable’ they must include courteousness.  People work better together when they treat each other well.  It’s as simple as that.

The truth about being “nice” is, it really doesn’t matter what you call it.  It’s not about the word.  It’s about the behaviour that the word suggests.  If we choose to look at being nice as a weakness, we will continue to discount its value in the workplace.  We will cling to the notion that “nice ‘guys’ finish last” and  keep on accepting objectionable behaviour from leaders who believe it.

So let’s remember those words from the American Playwright, Wilson Mizner, ~ “Be nice to the people on your way up because you’ll meet them on your way down”

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

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Filed under Building Relationships, communication, Employee engagement, Leadership, Leadership Development, Leadership Style, Leadership Values, Uncategorized

Caring or Care-taking?~A Fine Distinction

This post, from 2011, explores what it means to care about people and why it’s important to know the difference between caring and care-taking.

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In this blog I write a lot about caring in leadership.  I write about it because I strongly believe that if leaders care about people, their efforts will be rewarded in a multitude of ways, both intrinsically and extrinsically.

In my experience though, ‘caring’ in organizations takes one of two forms.  One provides the best possible opportunity for people to thrive, grow and contribute and the other does just the opposite. The challenge is that not unlike identical twins, each kind of caring, though sounding like the other and looking very much like the other to the naked eye, is not, and has a very different impact when applied to the workplace and the people who work in it.

So, what is the difference between caring and caretaking?

Well, for one thing,there is a difference in the assumptions we work from.

Caretaking assumptions look like this:

  • I know what’s best for those who follow me.
  • If I take care of them, they owe me.
  • My people are not capable of solving their own problems.
  • If they do as I ask, I will keep them safe
  • As leader, I am also protector.

Caring assumptions look more like this:

  • Those I lead know what’s best for them.  They like to have choices.
  • If I care for them, they will care for others including those whom the organization serves.
  • People I lead are responsible adults
  • People are fully capable of solving their own problems
  • As leader, I am also facilitator.

For some, the notion of being taken care of can actually be appealing, at least at first.  In this scenario, when I have a particularly sticky problem, I simply have to take it to my boss and s/he will take it off my hands. As well, decisions that affect me are not usually discussed with me and so if things go wrong I feel quite justified in grumbling about it without having to take responsibility for it.  And that can be perversely satisfying.

Eventually though, even people who initially like the idea of being taken care of tire of it and either strain against its limitations or retreat, taking their best game them.

There will be some who believe that creating a caring work environment is akin to the notion of laissez-faire leadership. But really, caring workplaces typically operate from clearly stated boundaries communicated through their organizational purpose and a set of values that provide both focus and a guide for problem solving and decision-making.

Using those boundaries as a guide, organizations and leaders who care will, among other things:

  • Hold people accountable for the commitments and decisions they make
  • Provide opportunities for learning and growth
  • Encourage, coach and challenge people to build capability
  • Liberally share problem solving and resist the temptation to “do it themselves”
  • Acknowledge and reward fine work regularly
  • Create structures and mechanisms that encourage autonomy and allow for help to be available when it is most needed.

There are of course other characteristics associated with leaders who care but the bottom line is this:

Those who caretake exercise power over others and operate from the perspective of ownership.  Those who care are more likely to value collaborative effort and operate from the perspective of shared responsibility.

Given a choice I know which one I’d go for.  What about you?

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Filed under Employee engagement, Leadership, Leadership Development, Leadership Values, organizational culture, Organizational Effectiveness

The Certainty of Ambiguity in Leadership

This post is a refreshed version of one written originally in  June, 2009.

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Anyone who has ever been in a leadership role for longer than, oh, five minutes, knows that leadership is not a prescriptive thing.  As simple as we try to make it with lists of the ten top things to do here or the best five things to do there, it remains rife with complexity.

Part of this complexity lies in the many roles leaders must undertake that, while necessary, seem incompatible with one another.

Here are some examples:

Being conceptual and Tactical

As a leader, it is important for you to be able to rise above the day-to-day mechanics of your operation so you can see where it is all going. This is about having a vision and ideas that give purpose to the work.

There is, however, a limit on the amount of time you should spend at thirty thousand feet without coming down to the ground and working with people to ensure that plans are developed in line with the vision and specific actions are taken to bring it to life.

Leaders who dwell in the land of ideas too long tend to accomplish very little. Alternately, those who keep their noses to the grindstone and never get off the ground might accomplish a lot but chances are, it will be a lot of the wrong thing.

Being a Leader and a Manager

Some people believe that leadership and management are two separate jobs. From where I sit, they’re not.  Both roles belong in the leader’s virtual backpack. Confusion often raises its quizzical head, though, when deciding what to manage; what to lead; and when.

A simple rule of thumb is that you manage things and lead people. However, to add complexity to the mix, you also manage events and happenings that involve people. And that means you must be prepared to manage conflict and other situations that could potentially get in the way of accomplishing the work.

Being a Leader and a Follower

Opportunities for people to show leadership, regardless of their formal status in the organization, are everywhere.  It is a wise leader who will recognize this and make room for it when it serves the organization and supports its goals.  The trick is in knowing when it is appropriate to stand down and become a supportive follower.

In general, allowing someone else to take the lead is a good idea when:

S/he knows more about the specific work involved than you do or;

S/he has demonstrated more skill in a certain area than you have.

This doesn’t mean you abdicate your position.  It does mean that you are leading for a time, by following and supporting someone who can by leading, accomplish the goal better, faster or more efficiently than you can.

To do this effectively, you must first know your own strengths and limitations and also make it a priority to know the capabilities of the people who work with you.

Controlling and Empowering

We all know that empowering others to express themselves and make contributions to the organizational goals is key to creating vibrant, engaged, working environments. And, while this is a leadership responsibility, it is also the job of the leader to create a controlled atmosphere that connects to the demands and goals of the business.

This means finding a fine balance between being autocratic and being liberal. It is where having a fully activated set of organizational values and a comprehensive, well-articulated vision of the future come in handy. They form a framework within which people can be empowered to use their creative abilities and make contributions on their own terms.

There are many other situations where leaders are required to make choices between seemingly contradictory activities.  For instance, when would you encourage individual effort over team development? Under what circumstances might you favour an arbitrary decision over a democratic one?

What comes up for you?

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Filed under Leadership Style, Leadership Values, Leading Change, managing paradox, Organizational Effectiveness

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?

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Filed under Building Relationships, Change Management, Leadership, Leadership Development, Leadership Values, Leading Change