Eeny Meeny Miny Moe. Pick a Cover. Let Me Know.

“What is written beneath this heavy handsome book cover will count, so sayeth this cover.” – Anne Rice

There’s a pretty old idiom that says, “you can’t judge a book by its cover”. In the ordinary sense, it means you can’t really know everything about people simply by looking at them. However, in the literary sense, we do indeed judge a book by its cover at least enough to decide whether we want to take it off a shelf and explore its contents. I suspect the cover has a little something to do with the decision to actually buy a book too.

Currently I’m at a point in my book-writing journey when Boni and John at Ingenium Books are asking me to choose a book cover. It’s a big deal and a decision not to be taken lightly. So I’m asking you to help me decide. Are you up for it?

First, it seems only fair that I should give you some context because the cover of the book is meant to give you a hint about what’s inside. So here goes.

The book is entitled, IN THE THICK OF IT: Mastering the Art of Leading From the Middle.

It is primarily written for mid-career professionals in middle management. This is the place where there is an abundance of people who, to get things done, must foster relationships with not only those who follow them but also with their peers and upper management too. They are not novices at this leadership thing but they may be at a place where they’re wondering if what they’ve achieved so far is all there’s going to be. It’s a kind of angst that could be described as midlife crisis but, in my experience, mid-career-ness, although not technically a word, is more accurate. After all, changes we contemplate and those we make aren’t all going to create the intensity that a crisis suggests. We hope not anyway.

In general, these people work for medium to large traditional organizations where the pressure to achieve greater flexibility and keep up with customer demand for instant results, is relentless. Being in the middle of it all is a stressful undertaking to say the least. However, one of the main themes in my book is the proposition that leading from the middle can be a place of opportunity and strength as well.

It will attempt to shift existing perspectives away from the notion of being “stuck” in the middle toward the idea that the middle can be a starting place for new ideas and conversations leading to positive change.

Of course, while ideas are good things to float, to be of use they must be grounded in something real. With this in mind, my book will also offer some practical strategies for becoming a better, more effective boss and colleague as well as a respected influencer to those positioned higher in the organization.

So, that’s the general idea of the book.   With this context in mind, I would like to ask you to look at three possible book covers. Then, in the comments below, tell me which one appeals to you most. Please also tell me why you chose this one over that one.  What is it about the one you chose that would make you take the book from the shelf for further examination?

Here they are, presented in any particular order.

Candidate #1

 

 

 

 

 

 

 

 

 

 

Candidate #2

 

 

 

 

 

 

 

 

 

 

 

And finally, Candidate #3

 

 

 

 

 

 

 

 

 

 

Thank you for your help.  It means a lot.

You Gotta Know When to Fold ’em…

Dear Readers,

I’ve attempted to write this post a number of times but somehow always became stuck. Perhaps I wasn’t ready then. I think I am now.

I have been writing this blog since 2009. It started because I had something to say about organizations and how they are led. I wanted to make some kind of contribution toward making not-so-good workplaces somehow better for people. And, I believe good workplaces always start with good leadership, the kind that puts value on the potential of people’s willingness to do their best work in environments of trust and mutual respect.

I surprised myself by having quite a lot to say on the subject, certainly between 2009 and 2013. In 2014, I mostly repeated myself, (a habit, I’m told that comes with age). Nonetheless, you managed to see something worth reading, something worth discussing and also passing along. That kind of surprised me too, but only in the best of ways. I am both grateful and delighted by your response to something that started out as this woman’s somewhat hesitant voice in the Cosmos.

But, here’s the thing. Just about everything has a beginning and an end. And “You’re Not the Boss of Me” has reached its end place. I‘m a bit sad about that. But I also believe that once you have said what you have to say, the best strategy is to simply shut up and listen to somebody else.

I have learned much from so many of you. I have come to know that there is a multitude of fine people who share my view of what is needed to build an effective, satisfying and profitable workplace in the 21^st Century. These are leaders who are in the thick of it, leaders who see a vision for the future that includes all kinds of people; a vision that excites them, challenges them and rewards them generously for their efforts.

Leadership in organizations is not a spectator sport. It is, after all, not what we say but what we do that matters. And so, simply writing about it is not enough.   I have been out of the workforce for some time now and in the years I have been writing this blog, have drawn on my past experience, on my own stories and other peoples’ and on current events. However, without actually being in the fray, there comes a time when one simply runs out of useful things to say.

It’s been fun. It has allowed me to make acquaintance with some really remarkable people whose passion for good leadership is unmatched.

You may be familiar with some of these very accomplished and dedicated people but just in case you aren’t, I’d like to point you in the direction of some of my favourites. Please follow them, read them, and learn from them. I have, and have become more enlightened because of it.

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Mary Jo Asmus is a highly successful executive coach, writer and consultant with (at least in my observation) a kind of spidy sense when it comes to accurately assessing human behaviour. She and I have often written about very similar things and shared our ideas with each other on more than one occasion. I have always benefitted from these exchanges. Given the opportunity, so would you.

More about Mary Jo here: http://www.aspire-cs.com/who_we_are

Follow Mary Jo onTwitter: @mjasmus

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Wally Bock: If you want to really understand what it takes to lead others, reading Wally’s blog is a must. His writing is refreshingly honest and full of lessons he learned himself, sometimes painfully. And if you want to learn to be a better writer, Wally can help you with that too.

More about Wally here: http://www.threestarleadership.com/about-wally

And here: http://writingabookwithwally.com/

Follow Wally onTwitter: @WallyBock

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Dorothy Dalton is an impressive woman to say the least. She is an International talent management strategist and coach. She is also CEO of 3PlusInternational, an online company she founded together with Dr Anne Perschel in 2010.

More about Dorothy and 3Plus International here: http://3plusinternational.com/team/

Follow Dorothy on Twitter: @DorothyDalton

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Lolly Daskal is Founder and President of “Lead From Within”. She teaches us the importance of bringing all of ourselves to leadership… to lead from the heart, and is a particularly successful coach, consultant, facilitator and author

More about Lolly here: http://www.lollydaskal.com/

Follow Lolly onTwitter: @LollyDaskal

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Karen Hurt is Founder and CEO of Let’s Grow Leaders. In my observation, Karin’s common sense approach to leadership and her practical leadership experience in business earns her well-deserved attention. If you appreciate a ‘no BS ‘approach to leadership, you won’t go wrong by becoming a regular reader of her blog.

More About Karin Here: ~ http://letsgrowleaders.com/about/

Follow Karin on Twitter: @Letsgrowleaders

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Susan Mazza was the first person to engage with me on this blog. Her words were encouraging and her ideas are always insightful. Susan not only has tons of business and leadership experience but a deep intuition about human beings and what makes us tick. I think that’s a powerful combination.

More about Susan here: http://randomactsofleadership.com/about-the-author

Follow Susan on Twitter: @SusanMazza

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Tanveer Naseer is a fellow Canuck. He is also a scientist, writer, and consultant who can expertly examine complex human and business situations and make sense of them. I’d say we could all use the kind of insights he shares regularly on his blog.

More about Tanveer Here: http://www.tanveernaseer.com/about/

Follow Tanveer on Twitter: @TanveerNaseer

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Jane Perdue: ~ There are many reasons you should consider reading what Jane has to say. If you’re looking for just one thing though, here it is. She believes in leading big and in challenging stereotypes and the status quo. If we are going to effect change in the way we lead, we need all the Jane Perdues we can get.

More about Jane here: http://braithwaiteinnovationgroup.com/leadbig/

Follow Jane on Twitter: @thehrgoddess

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Anne Perschel: ~ I have to declare that Anne is a particular favourite of mine, both as a highly accomplished leadership and organizational psychologist and as a person. She is passionate about helping executives create workplaces that meet the needs of a 21^st Century global marketplace. And, she is an especially strong advocate for women, co-founding 3Plus International with Dorothy Dalton.

More about Anne here: http://germaneconsulting.com/about/principle-consultants/

Follow Anne on Twitter: @bizshrink

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Art Petty is a very classy guy. He was also one of the first people to give this blog, and me, some encouragement when I first started writing. He is an author, a teacher and a highly skilled executive coach. And, he is a gentleman of the first order.

More About Art here: http://artpetty.com/about/

Follow Art on Twitter: @artpetty

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Jesse Lyn Stoner appears last on this list only as an unfortunate outcome of being further along in the alphabet than anyone else here. In all other ways, she gets an “A” from me. Jesse is a leadership consultant and best-selling author who champions the power that comes from developing organizational vision and collaborating with those affected by it in building effective, practical and actionable strategies.

More about Jesse here: http://seapointcenter.com/

Follow Jesse on Twitter: @JesseLynStoner

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If this list leaves you wanting more, there is a wealth of knowledge at the Leadchange Group  Site founded by Mike Henry Sr. (@mikehenrysr) and now under the capable leadership of Becky Robinson (@beckyrbnsn) as a division of her company, Weaving Influence.

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As for me, I still plan to show up on Twitter and perhaps, from time to time, someone will allow me the privilege of writing as a guest on his or her blog.   You never know, I might not be as “done” as I think I am.  In fact, I may begin a whole new blog on an entirely different subject. Who knows?

Thank you so much for spending time here with me. It has meant a lot. Oh, and keep up the great work. The World needs you.

Sincerely,

Gwyn

Arrogance…Something to Leave Behind

I’ve come to understand that each time we say ‘yes’ to something, we are saying ‘no’ to something else. It’s the way things get balanced out, I suppose. This kind of balancing act almost always comes up at the beginning of a New Year when so many of us make promises to ourselves about what we want to change. Usually the promises are about personal things, habits or attitudes we’d like to leave behind in favour of something new, better and more progressive.

But, organizations would do well to take this kind of inventory from time to time too.   After all, it is attitude and habit that dictates, if not what gets done, certainly how it’s carried out. So a kind of organizational culture check every so often would not go amiss, if only to keep an eye on values alignment.   Values “drift” can happen easily in the busyness of the day and give way to less useful behaviours.

In particular, I’m thinking about arrogance… the great time waster.

We are all guilty of taking positions of arrogance. It does not discriminate. When it shows up, it has a way of impeding real progress; of serving only the few at the expense of the many; and of making fools of those who put their own importance ahead of everything else.

Witness this exchange.

*It is an actual radio conversation between a U.S. naval ship and Canadian authorities, off the coast of Newfoundland in October 1995.

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Americans: Please divert your course 15 degrees to the North to avoid a collision

Canadians: Recommend you divert YOUR course 15 degrees to the South to avoid a collision

Americans: This is the Captain of a U.S. Navy ship. I say again, divert YOUR course.

Canadians: No. I say again. You divert YOUR course.

Americans: THIS IS THE AIRCRAFT CARRIER USS LINCOLN, THE SECOND LARGEST SHIP IN THE UNITED STATES’ ATLANTIC FLEET. WE ARE ACCOMPANIED BY THREE DESTROYERS, THREE CRUISERS AND NUMEROUS SUPPORT VESSELS. I DEMAND THAT YOU CHANGE YOUR COURSE 15 DEGREES NORTH, THAT’S ONE FIVE DEGREES NORTH, OR COUNTER MEASURES WILL BE UNDERTAKEN TO ENSURE THE SAFETY OF THIS SHIP. 

Canadians: This is a Lighthouse. It’s your call.

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There you have it folks, a prime example of arrogance at work.

So, as we approach another new year, my wish for organizations and people everywhere, including me, is that we strive to leave behind our arrogance to make room for more productive values and perhaps a more peaceful existence.

It couldn’t hurt. What say you?

 

*Radio conversation released by the Chief of Naval Operations, 10/10/95

 

 

 

Giving at the Office…A Leader’s Best Gifts

Got your Christmas 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 because procrastination is my middle name. Actually my middle name is Mary but you know what I mean. Anyway, the Christmas shopping question tends to push my “get moving” button before I’m actually ready to er, get moving.

Nonetheless, once in gear, I manage to rise to the occasion long enough to consider things that might 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, I think, 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.

This of course is not an exhaustive list. They are only the gifts that first come to mind for me. What gifts do you have in mind for those you lead? Please feel free to add to the list!

 

Note: Originally published in December 2009

Knowing & Becoming Known…A Challenge for the New Boss

It’s never comfortable being the newcomer. This is especially true when we start a new job, and even more so if that job involves leading an organization or taking charge of an already established team.

Three words come to mind when I think about this: Culture, Trust and Change. These are big issues and huge, if you happen to be a new boss. How you address them will often make the difference between a reasonably smooth leadership transition and a very shaky one.

For instance, inserting oneself into an already established culture requires some delicacy and some time spent in learning how people think; what they value; and the assumptions they operate from.

As well, most organizations work from a platform of earned trust rather than assumed trust. As such, if you are an unknown commodity, there will be skepticism about your motives, and the effect your presence will have on the status quo. While we like to think people will readily embrace change, we know that it just isn’t that easy. But, the reality is that change comes with every new leader and the immediate challenge is to find ways to send the message that this is a good thing…or at least, the right thing.

All this needs time and work. The point is, in this world of speed and technology, we have to find ways of accomplishing things faster. That includes expediting the process of knowing and becoming known. The question is, how?

Well, it’s a tricky one…but like most things, not impossible

There is, for instance, the New Manager Assimilation Process, which is a structured way of speeding up your collective orientation. Specifically, it is designed to help new managers quickly establish positive working relationships with their direct reports while also building a solid foundation for the future.

But, whether you decide to use this kind of formal process or a less informal one, know that the first few days, weeks and months as leader, will lay the foundation for how you will work and be perceived in the future.

When I think about inserting myself, as leader, into an established group, these are some things that come up:

Listen

People like to know they are being heard. As a new manager this is particularly important. There will be things they will want me to know about them. There will be other things they will want me to know as well, like what they are proud of, or what worries them. And, they will have ideas to share that will help shape how we move forward together.

Respect what went before

As the new one in town, there will be things that were established before I arrived that will have a lot of value. Rather than take a ‘new broom sweeps clean’ approach to my new role, I would take some time to learn what is good about the way things are.

Be clear about my vision and purpose

As an unknown, people will be curious (and possibly anxious) about what I see as my role; what I want to accomplish and; how my personal beliefs and values align with their own. In short, they will want to be able to see themselves in the picture I create. The more often and consistently I communicate these things, the quicker I will become known.

Be accessible

This is not just about keeping my office door open. It’s also about making myself emotionally available and showing my humanness. I would want to give people an opportunity to know me as a person as well as a boss.

Ask for help

It doesn’t matter what I bring to the new organization, there will always be things I’m simply not going to know. Asking for help gives me the opportunity to learn… and others the chance to show me what they know.

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

 

Note: This post was originally published in November, 2011

The Importance of Being Care-full

I often like to make a distinction between caring and care-taking when it comes to leading others. This post, from 2011, gets more specific about what it means to care and why it’s important.

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Benjamin Franklin once said, “Want of care does more damage than want of knowledge”

Never is that more true than in the workplace. Of course, there are those who continue to believe that caring for the people we lead is unimportant or a sign of weakness. After all, they would never accomplish anything if they had to spend all of their time worrying about everybody who works there. And others are often heard to say, and quite proudly too, that they take care of their people, which is a totally different thing.

The flaw in this kind of thinking is that caring for those under our charge isn’t about parenting. It is about inviting people to bring all of themselves to work every day and helping them give their best effort willingly to something that matters both to them and to the organization. I think it safe to say that engaging people in this way gets results. That makes it pretty important.

So, what does caring for people look like from a leader’s vantage point? Well, I have some thoughts about that. Here they are:

Judicious leaders care enough to…

Be interested in each person’s skills, talents and ambitions

This is a good place to start and is not dissimilar to taking inventory. You have to know what, and who, you’ve got before you can decide how you are going to help them use it and grow it for both individual and organizational benefit.

Be clear about their expectations:

No one can produce desired results if they are working with a murky set of expectations. So it is incumbent upon the leader who cares to be able to state what s/he expects, as simply and succinctly as possible and to ensure that the person to whom s/he is speaking understands those expectations in the way they were meant.

Tell hard truths

We are all familiar with times when it is easier to avoid the truth than to confront it. But, when someone is not performing well, it is essential for the leader to address it. This often requires some pretty uncomfortable discussions, and can result in equally painful decisions. Caring sometimes means helping others step up… or step off to something else.

Hold people accountable

So you’ve had the conversation. You and your colleague have come to an agreement about what s/he will accomplish and how you will support him/her. It sounds good and you both leave the room feeling good.

Caring leaders know that it doesn’t end there. Follow-up is necessary, first, because those under their charge may need some help. Second, they may need some encouragement. And finally, they may need some reminding about the commitments they’ve made. Holding people accountable for doing what they say they are going to do sends the message that their efforts matter to the success of the whole.

Risk their own vulnerability

Relationships, even those that are forged for professional reasons, are two-way propositions. Leaders who care and want to build strong connections with others are willing to share their own stories, something of themselves that makes them human. No one is a super-hero. If we try to be that, we don’t have time to concentrate on much else

Challenge people to stretch

Sometimes people are capable of going beyond what they have agreed to do, and yet, haven’t. Or, they are assigned something they believe to be too challenging for them, and don’t think they can do it. In either case, the leader who cares will provide a needed nudge, will challenge, cajole, encourage and inspire that extra effort that brings them over the top and helps them win.

Clear the way

Leaders who care will anticipate and provide needed resources. And, they will address obstacles that get in the way of success.

Let go

So by now you’ve made a heavy investment in someone’s development to the extent that s/he is now a top performer. It is natural to want to hang onto that person. After all, s/he is making a huge contribution to your results.

Letting go is hard but it’s also an important part of organizational, and personal, development. Those who go on to greater things will appreciate that you cared. Those who feel held back will quickly forget that you did. Besides in letting go, you get to….

Start Again

This may be good or bad news from a leadership perspective but the truth is that people come and people go. I like to believe that the person who has built a good reputation as a leader who cares attracts those who are willing to learn and to meet him or her halfway.

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

Listen Here!

“Pardon?” I say.

“I didn’t hear you.”

“Well,” he says.

“That’s because you weren’t listening.”

I expect that, for most of us, this is a pretty common conversation. And yet, if we were to ask any number of people to rate the significance of listening in being a good leader; building good relationships; or doing good business, the ability to listen well would be among the most important.

So why are we not better at doing it?

Well for one thing, there is a possibility that we assume, because we come equipped with two ears, listening is something that will naturally follow. However, while hearing may come naturally, listening certainly does not. And yet, little attention has been paid to teaching us how to use our ears for the purposes of actually absorbing what is being said.

Think about it. When we were little children we were taught to read and write. In high school we might have learned how to debate effectively or write a coherent essay. And, Later on, we might have had instruction on effective presentation techniques, or business writing. We recognize these as developed skills. In comparison, there is little such instruction on the topic of listening because we tend to believe that hearing and listening are synonymous.

The truth is, most people can hear. Listening on the other hand involves engaging, not only the ears, but also the brain, in the process of receiving new information and assimilating it in the way in which it was intended.  Fewer people are good at that.

So, the question is, how do we get to a place where we  listen more?

I have a few thoughts on that and here they are:

1. Make Understanding the Goal

Just to be clear, understanding is not the same as agreeing. Often, when someone is speaking, we allow our own values and judgments to intervene prematurely and evaluate. Because of this (and just as often) we fail to understand what is really being said. Making understanding the goal means getting past our own biases and making space for someone else’s perspective.

2. Be Quiet

This seems simple enough. But is requires some practice. It’s hard to take in what someone is saying if we have crowded our heads with inner chatter; are waiting for our turn to speak; or thinking about what we are going to have for dinner. Taking a little time to achieve some sense of quiet and focus on the person talking will help to achieve the understanding we need to engage in a meaningful exchange of information or opinion.

3. Use the Inquiring Mind

Let’s face it. Even with the best of intentions, we aren’t always going to get to the intended meaning of every conversation easily. And, when we don’t, it is tempting to pretend we do if only to advance the conversation and move onto something else. But of course doing that takes us further away from the goal. So it’s not something we would want to make a habit of. Asking questions for clarity however, is a great habit to get into. It lets people know we are listening and it keeps the conversation on the right track too.

4. Paraphrase

Paraphrasing is another good habit to develop when listening to someone speak. This, by the way, is not about repeating word for word what we hear. Instead, paraphrasing asks us to summarize in our own words what we have heard, without judgment. If we are able to repeat what we understand the speaker to have said and the speaker confirms it as being what he meant, we have listened successfully.

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

 

Note: this is a refreshed version of a post originally written in 2010

Patience in Leadership ~ More Discipline Than Virtue

Ben Franklin once said, “He that can have patience, can have what he will”

He was probably right. But, in a world where technology demands speed and the pressure to produce immediate results is all around us, disciplining ourselves to be patient is tough. Nonetheless, for leaders, it is a challenge worth pursuing. Here’s why:

Patience allows us to suspend judgment long enough to make considered decisions

Often, when the pressure is on, we can make snap decisions that we later come to regret. With a little patience, we can give ourselves the benefit of stopping to consider the impact of the decisions we make and whom we might be affecting by making them. And besides, ill-considered decisions usually result in having to take corrective action anyway.

Patience allows for the development of late bloomers

Not everyone learns at the same rate. Some, like the hare, are quick out of the gate and others, like the tortoise, are slower off the mark. Each needs leadership to get to the finish line. Patience requires us to steer the hare and reach back to encourage the tortoise.

If you are a leader with little patience for the development of those who take more time to learn and grow than you’d like, you could be missing something. After all, Winston Churchill was a late bloomer

Patience can help us to be better Listeners

Most of us recognize the value of listening, both to get to understanding and in building solid relationships. To accomplish either of those things there must be patience enough to suspend our own judgments and focus on what is being said rather than on what we are about to say.

Patience can help us manage stress

Getting to the place where we accept that sometimes we just have to wait can diffuse a lot of negative feeling. If we are frequently impatient with those around us, we are likely also frequently frustrated and possibly angry too. Managing our own expectations long enough to put matters into perspective can relieve a lot of tension and ultimately make work a more pleasant experience.

So, if you buy all that, the next question is, how do we develop patience?

Not being the most patient of people, I’m still working on that one. There are however, a few ideas that come to mind and here they are:

Learn to value the questions as much as the answers

There is a lot of benefit in curiosity and exploration. Patiently peeling away the layers of a problem through questioning and listening does, I think, result in a richer and more rewarding outcome.

Know the “impatient” triggers and practice managing them

To develop our level of patience, I think we need to focus on what makes us snap and the triggers that usually take us there. Once noticed, the rest is about practicing in an equally conscious way to improve our tolerance levels.

Keep the long-term goal in mind

It’s easy to get caught up in the pursuit of short-term results. After all, they can be very gratifying. The problem is, if we spend all of our time chasing quick results, we can easily get sidetracked and lose sight of our primary purpose. Some opportunities are worth waiting for. And, some goals just take longer to achieve. It seems to me that if they are important, they deserve whatever time it takes to accomplish them.

In the final analysis, it’s probably safe to say we all suffer from bouts of impatience, some of us more chronically than others. Impatience in leadership is particularly troublesome because it gets in the way of our ability to do the right things at the right times.

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

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Note: this post was originally published in 2010

Unlocking the Energy…Yet Another Job for Leaders

Frances Hesselbein once said, “the Leader’s job, after all, is not to provide energy but to release it from others”

Admittedly, the initial image that popped into my head, on reading that quote, was a bit bizarre. (I’ll spare you the details). And, I thought that Ms Hesselbein’s remark was not quite right or perhaps an oversimplification of a very difficult job.

But then I wondered. What does it actually take for people to unlock hidden reservoirs of energy from others and have them use it willingly in the accomplishment of great work? As a matter of fact what does it take to make me give my best?

So I had a little think about it and here’s what I came up with.

First, give me something I can relate to and believe in.

For me, work transcends into something meaningful when I know why it’s important and the part I have to play is equally important. If I can feel that importance, then I stop thinking about it as work and start thinking about it as contribution, which to me, is something I do by choice.

Second, work with me.

I don’t mean that you should do the work I’m doing or be there every minute. No, I mean, talk to me from time to time. Let me know I’m on the right track and if I’m not, help me to make adjustments. Tell me what I need to do, or be, to succeed. Let me know you’re interested in what I’m doing. And yes, occasionally, roll up your sleeves and work alongside me. That will help me to build my sense of common purpose. As well, I seem to have more energy when I feel that the work I do is important enough for you to pitch in from time to time.

Third, please Don’t Hover

There is a fine line between working with me and hovering over me. If I satisfy your need to know that I know what I’m doing, then let me get on with it. If you hover, you can be sure that my energy level will plummet pretty fast. On the other hand, I can get pretty stoked when I know that you trust me to do my part without having to give me constant direction.

Fourth, give value to my contribution

There is nothing more energizing to me than being acknowledged for doing my job well. It doesn’t have to be a big deal but from time to time, I need to know that what I’m doing is appreciated and valued.

Fifth, and finally, (at least for now), help me to make my work life fun.

I don’t expect you to be a constant source of entertainment. I know there is serious work to be done. But at work, as in life, there are, well, absurdities that just need to be laughed at. I have so much energy when I can laugh in the company of my colleagues. It breaks any tension that might be hanging around and really helps me to keep a healthy perspective when I need it.

So that’s it for now, from me anyway.

What about you? What turns you into the Energizer Bunny?

Note: This post was originally published in April, 2010

Climbing the Ladder of Inference

It happened again this week. I was going along merrily about my business when I read something very disturbing on someone’s Facebook page. It was one side of a multi-faceted, distasteful, eye-opening situation affecting a significant number of people personally and about which most of the rest of us had an opinion. I took an opinion too, way too early in the game. And, I found myself at the top of the Ladder of Inference feeling embarrassed by my rush to judgment and having to climb my way down again by taking back words I had written in haste and with insufficient thought.

I don’t suppose it will be the last time I’m going to rush up the ladder. However, it is a goal of mine to ensure fewer occurrences. The air is far too rarified up there for critical thought to successfully cancel out, or at least modify, the rush of emotion that fuels an ill-considered journey to the top.

It is with this in mind that I’m re-publishing this post about the Ladder of Inference, just in case, along with me, you also could use a refresher course.

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The other day, while at the supermarket, I was reminded of how easy it is to make assumptions about people. It happened while I was going through the checkout counter. Behind me, were a mother and her little boy, who looked to be about three years old. Together, they had two carry baskets brimming with grocery items.

Realizing she had forgotten something, Mom left the queue to go and get it, suggesting to her son that he begin to put the items they had already collected on the counter. He was very small. In fact so small his ability to comply with this suggestion was in some doubt, at least in my mind. But, soon he was grabbing each item and chucking it as high as he could over his head so that it landed, rather unceremoniously, on the counter above him. He was doing fine until he came to a can of soup. After heaving this in the direction of the other items, it landed on its side. Being fearful that it might roll off the counter and hit him on the head, I took the can up and set it aright, thinking I was doing him a service.

The little boy gave me a filthy look. He looked at the can. Then he looked at me and scowled. And, when his mother returned from her quest, he said, “Something’s not right”

Mom, not really understanding what her son was on about, asked him what was not right, at which point, I said,

“I think he’s referring to me. I righted the can of soup so it wouldn’t roll off the counter. I was trying to help”

To this, the little boy raised himself up to his full height of maybe three feet and loudly proclaimed, “I didn’t want any help!”

While a little stunned by the vehemence of his words, I quickly apologized to him, received some words of thanks from Mom and then decided it might be best if I minded my own business.

Thinking about this story, The Ladder of Inference comes to mind. It was developed by Chris Argyris and made known in Peter Senge’s book The Fifth Discipline. It works something like this:

http://www.strategyworks.co.za/2004/11/05/the-ladder-of-inference/
At the bottom of the ladder is information that is clear and observable. In this case, I saw a little boy helping his mother with the grocery shopping. I saw too, that there were a lot of groceries and that the little boy was really small.

I climbed to the second rung from the bottom where I narrowed my focus and selected only the data that interested me. In this case, I concentrated on two things, the little boy and his attempts to hurl grocery items onto the counter above him.

I climbed to the third rung of the ladder and began to make assumptions. First, I assumed that because he was small, he was not really capable of fulfilling his assigned task. And then, I assumed he needed help.

I climbed to the fourth rung of the ladder and concluded, based on these assumptions, that he would be glad of my help. From there, I proceeded to the fifth rung where I connected this conclusion to my belief that helping each other is an important and natural part of the human experience.

When I got all the way to the top of the ladder and acted in accordance with my assumptions and beliefs, I was met with hostility rather than the appreciation, or at least the neutrality, I was expecting.

The point is that it is easy for us to run up the ladder and get things wrong even when we have the best of intentions. Had I simply asked the little boy if he would like help in unloading his groceries (or in his case UPloading his groceries), I would have had the answer I needed, respected his wishes and stayed out of trouble. But I didn’t. So I didn’t.

All of which brings me to this…Good leadership can falter quite easily too, if we fail to check out and validate assumptions before we act. For instance, before every meeting you hold do you assume that everyone knows why you are meeting? Do you assume that everyone will have everything they need to fully participate in the meeting?

What other assumptions might you be making when you interact with those who follow your lead? How accurate are they? What steps might you take to prevent a trip up the Ladder of Inference? What questions might you ask?

Have you other thoughts you can share?

In the meantime and on the lighter side, this is what Oscar Wilde thought about assumptions, courtesy of Benny Hill.