When we institute change, any change, there is a ripple effect. We have impact on those absorbing the change. Making and executing a decision can be quite satisfying, but impact is a whole other thing. No matter how necessary, innovative or even brilliant we think the change is, the outcome and impact may be less than we had hoped. Part of the change must take into consideration those most affected by it…Input in anticipation of change is key to positive impact.
We don’t want to use a new invention until we understand it. That doesn’t mean we need to understand how it functions. However, we need to grasp what it can do and what it can give us.– Rachel Botsman
What happens when a new business process is introduced as a done deal? What happens when your job is to translate it to your team in such a way that there is buy-in, ownership and adoption? Hopefully, you are thrilled with the possibilities it presents. But…what if you’re not. What if you are moved t to wonder how it will alter your work team’s relationships and responsibilities…?
The “what if” questions lead middle managers or team leaders to “if only” assessments. If only our team could have spoken into this…a much better outcome and more positive impact could follow… without the disruption and chaos you know will come… unnecessarily.
We must be careful, as decision-makers to avoid the default of being task and development oriented to the point that we lose sight of the people impacted. It’s not just “get ‘er done”; it’s also “get ’em won”.
Leadership has its rewards in delivering on bottom line and fulfilling the expectations of shareholders. Where we struggle sometimes is moving too quickly in identifying a problem and developing a solution. Occasionally even publishing our solution cold to our department heads or work teams. They do not always meet our hard work and great solutions with enthusiasm…not because our teammates are ungrateful or clueless. No, in fact, they may have had their finger on the very pulse of those same problems, working out solutions together but not to the point of finished product. We, as leaders, can swoop in like the cavalry, communicating that we alone can “fix the problem”. No need for input here, right? Wrong…sadly wrong.
Before putting in motion a sweeping new initiative, we can hope for maximum impact. Maximum positive impact.
How? If we are willing to do the extra work of gleaning from teams, we can build trust and an openness to adopt change. It’s a win-win.
[Caprino goes into much more depth in her article. Don’t miss it.]
Just a word on disruption. It, of course, can be a good thing. The thing for us all to remember about disruption, especially in the workplace, is that it is never recreational, especially to those whose positions or purposes are being disrupted. As Rachel Botsman demonstrates in the image below…when change is initiated, we may see one of at least three reactions. When we build trust and demonstrate valuing of those most affected by the change, positive impact can be that sought-after outcome of our endeavors.Photo Credit: Wikimedia Commons
It’s worth the work – and we are better leaders for doing it.
Friday! Yep…here it is again…on a Saturday. This week’s days have flown. The month of April has already been half-spent. Typical of Virginia Spring weather, we have enjoyed cold windy days and perfect sunny days. Dave has transferred our young vegetable plants into the raised beds outside, and the yellow pollen of the leafing oak trees is beginning to blanket our cars. It is as much a part of the rhythm of life as the five favorites you’ll find here.
1) TV Sitcoms – We all have our favorites. Just to hear the theme music from one of them can stir a flurry of happy TV-driven memories with quotable lines to match. Nathan Mills, of Beyond the Guitar, has posted his arrangement of some of our favorites.
2) Communications – When we added the “s” to communication, we ramped it up to a science. Communication itself is as old as humanity. We remain ever challenged in it but supremely motivated to get it right. In my career, communications have been a big chunk of my role – either through customer care, customer support, employee engagement, or community development. How about you? Even the most introverted of us, even those in product development or manufacturing working in your own singular workspace…our lives are peopled. We want to make our best efforts in clear and caring communication. You know the experience of finding out just how little a colleague cares by the lack of such communication. Toward the goal of clear and caring communication, I love finding little gems of succinct information. Here’s this one:
Without your having to click on the link, (which you should; it’s a quick read and excellent resource) here is Levin’s one question:
“How do you prefer to receive information?”
By simply asking someone how they prefer to receive their information, and by telling them how you need to receive information, you’ve paved the way for abundantly clear communications and aligned expectations. – Marissa Levin
For a few fascinating years, I worked in the role of communications strategist for a new venture. It was an extraordinary experience to learn how to enhance communications between designers and then our communications with the parent company and our clients. Maybe we can’t always customize our communications…but if we don’t at least establish some variation in our communication streams, we will miss people – their input, their understanding, and their engagement.
Worth the work…people are too valuable to lose, especially if it’s because we use our own preferred communication processes… ignoring the preferences of others in the process.
3) A Love Story – First Lady Barbara Bush died this week. That’s actually too passive a description. Really, she closed the book, finished her race, and loved her God and family until the end. She was ready to go.
More than anything else, she loved her husband and she loved her family.Photo Credit: Facebook
Her graciousness, wit, and command of life will be remembered fondly…along with her fierce love. She was a force of nature…and she exercised it for good.
“At the end of life, you will never regret not having passed one more test, winning one more verdict, or not closing one more deal. You will regret time not spent with a husband, a child, a friend or a parent.“ – Barbara Bush
In her last days, at the age of 92, Mrs. Bush removed herself from the hospital arena of life-extending medical care, and returned home to be in the company of her family. Whatever privilege she knew in life, she lavished it on others. Hers was a beautiful life right to the end… holding hands with her love of 70+ years.
4) Intercession – This may be a word unfamiliar to some. Intercession is the deep and longing prayer for someone else. Only God knows fully what His answer means to us who want so desperately for Him to move on behalf of a loved one…or even a country. Only He knows.Photo Credit: Quotes Creator, Facebook
Right now, Dave and I are interceding for a dear church family in another state going through a difficult and dividing trial. We are lifting up a friend who has miscarried multiple times. We are also praying for some in our lives to come to faith in God – some, for decades. Even when our hearts cool over time, God Himself seems to stoke up the coals, and we feel the anguish again of prayer not yet answered. Knowing He can and He will.
We’ve been praying for almost a year now for the American detainees being held in North Korea. As a meeting looms just ahead between our two countries’ presidents, we sense a hope and a possibility. This could fade…but one thing I know, with every beat of my heart: God is able. He calls us to pray. He loves his children.
When situations arise, and we feel utterly helpless in them, we might casually say: “Well, at the very lease we can pray.” No…at the very most, we can pray. We can call out to God even in seasons he seems silent and immovable. His answer might not always be our preference…but it is in the praying, the interceding…that we find hope, and even promise…and we experience the joy of finding Him in the midst of struggle…whatever way it goes in the end.
Be Heard Project – Praying also for Andrew Brunson, an American detainee in Turkey right now. Please pray with me for him and his family, along with the three detainees in North Korea…and their loved ones who wait for them to come home.
5) Recovery – A hard road stretches before the addicted person and those who love him. At some point, either because of imprisonment or shattered health and finances, the addicted person is forced to examine what is left of life for him…or her. At some point, recovery becomes the goal and returning to real life is the hope. Relapse is a constant risk and is often a detour on the road to recovery.
We feel fortunate to know our friends, Ryan and Ashley, who have come out the other side of drug addiction. Ryan gave me permission to post the pictures below. First is a series of arrest photos of Ryan, all related to consequences of his drug addiction. The second is a picture of his family reunited. Ryan is currently a case manager for Real Life in Richmond, Virginia. What an appropriate name for what is possible post-addiction. It is worth fighting for. Thank you, Ryan, for giving us glimpses of what can happen in a life turned around. We know it wasn’t easy, but so worth it.Photo Credit: Ryan Riggs
So…that’s my Five.
What happened in your week? Any notable mentions of your own? Please share in Comments. Enjoy the weather (whether it’s Spring or Fall, rainy season or dry – depending on your hemisphere or location)…and each other.
I love Mondays! It’s ripe with possibility…and prospects of new beginnings. The tricky part of the start of any week is not settling into your work station and returning to the “same ol’, same ol'” – whatever that might entail. Even when we are excited, or at least hopeful for what’s next, we can default to usual rhythms and routines. They are familiar and comfortable (at least on the surface). Neuroplasticity – the brain’s ability to restructure itself after training or practice – can be both our enemy AND our friend.
If you love your work and you see how you fit integrally on your team, and you love your team, that is fantastic! Celebrate that every day! For you, I would just love if you could take a minute and comment below. What do you see at work in your situation? What do you do yourself to nurture that workplace experience?
[Even if you love your job, would you be willing to consider how you could help other teammates to have your experience and move to the top of their professional game?]
Adam (he makes it feel comfortable to refer to him by his first name) is an organizational psychologist and professor at Wharton Business School. He’s authored excellent books and is now moving into a new role as pod-caster. He has affirmed much of what I believe about workplace culture and its impact on day-to-day function, employee engagement, and outcomes/product.
Author, entrepreneur Damon Brown interviewed Adam Grant and posted recently on the traits of companies which are the most highly functional. His findings weren’t surprising to me, but I’d like to hear what you think.
These companies make a high priority of helping their employees discover both their weaknesses and strengths, together with their coworkers. The goals relate to outcomes, sure, but, as part of that, the professional development of each employee, as well as team cohesion and a “best practice” level of collaboration. How refreshing when both department heads and all stake-holders turn a mirror on themselves for the sake of both the individual and the whole. Having this core value could turn a company on its head…in a good way!Photo Credit: Pixabay
Adam Grant has discovered that many high functioning organizations have flexible hierarchies. You might walk into one of these work meetings and not be able to tell who the “big boss” is. Also, when a decision is made, it is not always top-down. Sure, the decision is given authority from the top, but the process clearly demonstrates and validates the employees closest to a decision (and the impact of the decision) to make that decision. Again, please comment below if you work in such an environment. For me, the whole idea of this is so reasonable and wise. By the way, even if your hierarchy is currently rigid, what would it look like, if you began working toward flexibility? What could be your next steps?Photo Credit: Pixabay
Highly functioning organizations use the word “family” in describing themselves. Not in a smarmy, feel good way, but in actual experience of community and belonging and care. We as colleagues can make this happen within a team, whether it is a top-down experience or not. We communicate and demonstrate, in good faith, that we have each other’s back. We show genuine care for each other and don’t allow ambition or personal preference blind us to the needs of the rest of our team. This actually can eventually have a cross-team impact…if we are patient. If you wonder how, just search on-line for Adam Grant – he has both written and spoken volumes on this.
All three of these traits, or patterns, point to a vision that is highly peopled. It is not just driven from the top. Nor is it owned by one work group over another. A shared vision, in the truest sense of its meaning, gives room for all players…with their varying strengths and weaknesses. There is space for leaders and those who prefer to follow (excellent leaders or even those not-so-much), for the persuaders and those willing to consider the persuasion, for the decision-makers and those who want to speak into the decisions. Your over-all vision might be right but engaging all employees in going after that vision makes for highest function (especially for all you efficiency folks out there). Highest function and greatest care for each employee. That is a vision all of us could share or even own.Photo Credit: Flickr
What all this says to me is that people matter. Not just the most brilliant, bombastic, or brand-worthy, but everyone in the organization. Maybe you already work in such a company. if not, you …each of us can move it in the direction of such a company.
After all…it’s Monday. Who knows what could happen by the end of the week?
When I was in college, many years ago, a statistics course was required in my nursing program at Emory University. It was essentially a non-math course, more on critical thinking. The textbook was Darrell Huff‘s classic How to Lie With Statistics.
If you haven’t read this little book, you should at least track down some of the quotes from it:
“If you can’t prove what you want to prove, demonstrate something else and pretend they are the same thing. In the daze that follows the collision of statistics with the human mind, hardly anyone will notice the difference.”
“Nothing has been falsified—except the impression that it gives.”
“Even if you can’t find a source of demonstrable bias, allow yourself some degree of skepticism about the results as long as there is a possibility of bias somewhere. There always is.” – Darrell Huff
A fairly naive, trusting girl from a small Southern town became a bit more savvy after reading that book. Savvy but not yet skeptical.
The skeptical came and went with the years following.
When we lived overseas, local friends often broached the topic of American politics, a much less threatening topic than talking about their own government. Because I thought I knew our government, I would wax on about the positives of living under such a one. Our friends would smile at the seeming absurdity that our politics were less corrupt than their own.
Then we came home to the US…
I’m learning more and more about spin…or turning a message to the advantage of the one delivering it.
“I would define spin as the shaping of events to make you look better than anybody else. I think it is . . . an art form now and it gets in the way of the truth.” – Benjamin Bradlee
We’ve been back stateside many years now, and I have come to realize that none of us are immune to using spin to persuade. We can actually become very expert at it, almost without knowing. In fact, to be both honoring and honest, we must be vigilant and guarded regarding spin. In both avoiding its use and not reacting to its use. How might we react? Two negative ways: either becoming morally outraged because it smacks of lying, or by our own slick checkmate spin in return. Neither of these move the conversation or relationship to a healthy place.
The “What you see is what you get” kind of integrity sounds really old-fashioned these days. Not even smart. We are bombarded by messaging that sounds so true, so right (or so wrong it has to be true). We sometimes miss or disbelieve the bias that also exists.
Somewhere between the truth and a lie, there’s “spin.”…You too can spin if you look at data, filter it through your biases, and preach it like gospel. The rationale is that it isn’t really lying, just putting a bias on what is already true. So what’s wrong with it? – Mark S. Putnam
Before you choose to spin yourself into trouble, understand that in the context of ethical communication, you should be clear, truthful, and honest in what comes out of your mouth. Spinning is like any other kind of dishonesty, it’s wrong. It makes good old fashioned lying sound clever and trendy. It can be said that stupid people lie and smart people spin. – Mark S. Putnam
Some authors use very different words to describe spin…
Harry Frankfurt, American philosopher and educator, wrote a book On Bullshit. [He also wrote a followup book On Truth.] I’m not keen on this word, at all, but Frankfurt casts a sympathetic eye on the one compelled to use spin. Any one of us could find ourselves floundering here:
“Bull**** [Deb’s edit] is unavoidable whenever circumstances require someone to talk without knowing what he is talking about. Thus the production of bull**** is stimulated whenever a person’s obligations or opportunities to speak about some topic are more excessive than his knowledge of the facts that are relevant to that topic. This discrepancy is common in public life, where people are frequently impelled — whether by their own propensities or by the demands of others — to speak extensively about matters of which they are to some degree ignorant.”
“When an honest man speaks, he says only what he believes to be true; and for the liar, it is correspondingly indispensable that he considers his statements to be false. For the bull****ter, however, all these bets are off: he is neither on the side of the true nor on the side of the false. His eye is not on the facts at all, as the eyes of the honest man and of the liar are, except insofar as they may be pertinent to his interest in getting away with what he says. He does not care whether the things he says describe reality correctly. He just picks them out, or makes them up, to suit his purpose.” – Harry G. Frankfurt, On Bull****
There is a difference. And in my view, a critical difference. It is this: lying is cynical and deliberate disregard for the truth; spinning is benign disregard for the truth that never employs false facts.He further speaks of the origin of spinning: misdirection. (“Okay, other than that, Mrs. Lincoln, how was the play?”) Focus attention away from the unpleasantness onto something positive, even preposterously positive — without lying. Or maybe focus on something more negative as misdirection. Macdowell takes the high road on distinguishing spinning and lying (and if you read the rest of his take, you may also). He concludes with: “We’re a better people when we have a nose for spinning and know how to challenge it on the merits.”
Unlike spiders who rarely get caught in their own or other spiders’ webs, even the best spinner of deceit can eventually be exposed. Spin happens. Sometimes over the course of a career, when ambition or fear of failure prompts us to color our findings, or message, in a favorable direction. Wisdom for all of us is to recognize spin, and to reckon that we are all vulnerable to its use or misuse. Wisdom is not calling it lying and also not extolling it as smart. Wisdom is to discipline our communications by being tireless students of our community, our company, the market… and then bring as truthful message as we can that has benefit for all involved.
[Have you had the occupational hazard of needing to use spin in a situation? Or have you been more on the receiving end of a spin campaign? Help us learn from your situation by commenting below.]
What do our faces and body language communicate? A friend and I were talking recently about how, as we’ve aged, our faces apparently have a resting pose of anger or disapproval. What?! When we were clued in on this, we both took action to keep a bit of a smile on, as a practice to avoid being misunderstood.
Not really a blind spot or is it? Blind spots are features of our personality (and physicality) that communicate something (usually negative) to others yet we are unaware of it ourselves. Blind spots are not necessarily intentional and if we were made aware of them we might be highly motivated to change or reckon with them.
Do we have blind spots in our posture and our behavior? In our decision-making or execution? Yes…and yes.
This isn’t a case for navel-gazing or over-thinking. We actually can’t discover our own blind spots without the help of others. However, sorting out our blind spots can, in fact, makes for healthier and happier relationships. As we realize how these not-easy-to-see patterns can have impact on work and life.
Following are four takes on blind spots by four business leaders. You seriously might want to jot down any of the blind spots that could be at work in you. Then check out these authors’ take on how to wrestle with these blind spots. Read the full articles by clicking on the links.
[Teman goes into these 10 surprising “don’ts” in her article here with excellent counsel on how to get started dealing with these blind spots. Her expertise in crisis management in companies and careers gives weight to the idea of steering clear of over-trust and leaning into tested verification. Fascinating.]
Levin’s consulting firm provides help with leadership and strategy development, as well as culture-building. I am amazed sometimes what kind of assistance we can get online for such things. You can read more on her 10 leadership blind spots and especially her 5 compelling prescriptions for them here.
Expecting Others to Put in More Than You’re Willing to Put In
[Read Nieuwhof’s succinct and helpful commentary on each of these here.]
Months ago, I also wrote about blind spots (here). The following is an excerpt:
Life coach and writer Martha Beck prescribes a way to discover our blind spots.
“I know how valuable honest feedback can be, how much precious time it can save in my struggle to awaken. I still have to force myself to go looking for it, but when I do I almost always benefit.
Try this: For a week, ask for blind-spot feedback from one person a day, never asking the same person twice. Just say it: “Is there anything about me that I don’t seem to see but is obvious to you?” You’ll probably want to start with your nearest and dearest, but don’t stop there. Surprisingly, a group of relative strangers is often the best mirror you can find. I’ve worked with many groups of people who, just minutes after meeting, could offer one another powerful insights. Like the emperor in his new clothes, we often believe that our illusions are confirmed by the silence of people who are simply too polite to mention the obvious. Breaking the courtesy barrier by asking for the truth can change your life faster than anything else I’ve ever experienced.” – Martha BeckPhoto Credit: Vimeo
As hard as negative feedback is to stomach, it is a great help to avoid continued odd responses from people or the distancing that can happen when our blind spots get in the way of intimacy and care in relationships.
Now blind spots and “buttons” are different and yet connected. Buttons – those things people do that make us crazy – actually point to some of our blind spots in the way we respond to people pushing those buttons.
For instance, one of my buttons is when someone treats me like I’m stupid, or gullible. Like when a person tries to help me understand a decision he/she has made as if it’s a good thing when I know, and he/she knows, it’s not necessarily a good thing for me. This sort of thing makes me really burn (standing in the need of prayer here). OK…that’s a button, but my response can reveal a blind spot. My blind spot is that if I take a stand in some area then it means that I am “totally right” in that stand. Sort of the same as the button but from a different direction, you know what I’m saying? My blind spot response in that situation leaves little room for figuring out what the other person’s own “stand” truly meant. It’s helpful to know our blind spots and our buttons so we can work out ways of being more honest and honoring in our communications with colleagues…well, with everyone.
Here is a lightning fast rundown of my favorite finds this week:
1)The Speech of a Great Leader – I wanted to quickly point you to Rams coach Sean McVay’s speech accepting the NFL award of 2017 Coach of the Year. He never made it about himself. He expressed gratitude for man after man in his organization (and also his mom and girlfriend). Great leaders make it about everybody else.
Also…just wanted to share this video of the Philadelphia Eagles:
2) Free USA3 – The Winter Olympic Games has its Opening Ceremony today. How beautiful to watch this display of international cooperation! To see all the athletes representing their nations is quite a sight. This year, as well as a few other times, North and South Korean athletes have walked together in the parade of nations. We will want to applaud.
Just yesterday, I was reminded of another sober reason not to celebrate. Three Americans are still being detained in North Korea. Businessmen. Educators. Americans. Held without reason. Sentenced without a trial to hard labor. Months ago…
Sol Kim, the son of detainee Tony Kim, posted a video on Youtube about the plight of these three Americans.
Please do what you can if you are at the Olympics or on social media talking about the Olympics. Use #USA3 as a hashtag.Raise 3 fingers if you are present at the Games, when you cheer for our US athletes.
A Quote: “There are so many ways of being despicable it quite makes one’s head spin. But the way to be really despicable is to be contemptuous of other people’s pain.” – James Baldwin
A Newly Discovered Product: Probably over 10 years ago, at Christmas time, in Cairo, Egypt, I attempted to make caramel. A Brazilian friend of mine told me how. Take unopened cans of sweetened condensed milk and cover them with water and heat on the stovetop for 3 hours. Really simple. Unless you fall back asleep after putting the turkey in the oven in the pre-dawn of a Christmas morning. At some point later, I awoke to a loud pop! On my way to the kitchen, another pop happened. When I arrived the white walls of our kitchen looked like the side of a Guernsey cow. The water had boiled out, and the cans had exploded. Golden brown caramel was splattered over every surface of the kitchen…on Christmas morning. I never made caramel again.
This was a lovely find this week:
and…Spring is coming:
Have a weekend of making memories with those you love. See you soon.
The Energizer Bunny is an iconic symbol of its own message: “It just keeps going and going…” Such is our belief in high capacity employees and volunteers. In fact, the default is never imagine these tireless folks could run out of steam.Photo Credit: Sarah_Ackerman, Flickr
They don’t usually. However, there are situations when their “keep going and going” is out the door.
[High capacity: Nieuwhof describes these folks as those who “can attract other capable leaders; don’t drop balls; love a challenge; constantly overperform”.]
This content is easily generalized to the workplace.
Before we launch into Nieuwhof’s observations, let’s celebrate high capacity folks for a moment. Even as you read this, you may be thinking of a colleague or fellow volunteer who immediately came to mind. That person who stays long at-task after others have lost interest, determined to figure out the solution or finish the project. That person we count on to be “a rising tide that lifts all boats”. That person who carries the ball or puts all she has in the game as if the outcome depends on her. Dependable, tireless, and visionary. Like in the classroom, we in leadership roles too often focus on others more than these because 1) others are either more needy or more demanding, and 2) we figure these “energized” ones don’t need our oversight.Photo Credit: Pixabay
We communicate core values in this, whether we’re aware or not. Nieuwhof’s insight and counsel are much-needed in a high-pressure workplace or organization. For leaders who themselves are already stretched, we count on our high capacity folks to stay at the work they love and we focus our energy elsewhere. Actually, the return on such our investment here, as prescribed by Nieuwhof, would work to our advantage.
The challenge isn’t big enough. – When the role is too well-defined and task-oriented with little scope for a broader impact, high capacity individuals may lose interest. It’s less that they have to matter (to the larger organization) but that their work matters…and they can see that by the trust given to them in the challenge.
Your vision, mission and strategy are fuzzy. – Nieuwhof defines these as:“Mission is the what. Vision is the why. Strategy is the how.” If high capacity individuals are clear on the why, they can engage with the mission and go all crazy with the generation and execution of strategy. Leaders are wise to set vision and then let loose these folks to get after it.
You’re disorganized. – Plenty of us struggle with being organized. It can come with the chaotic schedule of leaders and managers. As we work with our high capacity employees and volunteers, we are wise to focus on providing them with what they need to be successful (direction, resources, right people at the table – including those in charge, on occasion). As time-consuming as this may seem, the outcomes will always be worth it.
You let people off the hook too easily. – Nieuwhof doesn’t mean this in a mean-spirited way. Without intention, we can find ourselves modeling a low-accountability, slacker-friendly work ethic. Not because it is what we value but because our own heavy work-load keeps us from moving our personnel (or volunteers) to the next level of performance. We talk about it (in meetings galore) but we struggle to truly expect it in a real (work)life situation. We keep depending on our high performers to carry the bulk of the workload. High capacity individuals don’t necessarily mind the work but they crave high standards. They see the value and want it for themselves and for those they work alongside. Again, not in a mean way but in a genuinely caring way.
You’re not giving them enough personal time. – Ouch! Where on our full to busting schedules are we going to insert time to touch base with our high capacity folks? We’re talking minutes here – fractions of time in a workweek – that will yield way more than we think. Dropping a meeting or two off our schedule to add face-time with these individuals will speak volumes to how you value them and what they bring. “Unless you’re intentional, you’ll end up spending most of your time with your most problematic people and the least amount of time with your highest performing people. Flip that.” – Carey Nieuwhof
You don’t have enough other high capacity volunteers (or employees) around them. – We make a grave error in judgment when we think our high performers just want to be left alone to do their work. These individuals are often energized by others like them. They welcome opportunities to learn from and encourage each other. Turn over large projects to these folks and give them the authority and resources to run them together. Then give them the perks of such responsibility – they present on the project; their names are linked to the project; they travel to represent the project. Is it because high capacity individuals need the recognition or significance such a collaboration gives them? No. They have already had the satisfaction of doing a good work with valued coworkers. What this does is to say to the company, organization or world that their bosses truly know and publicly value their contribution. That matters.
A lot to chew on on a Monday morning. Thanks, Carey Nieuwhof. Please write another piece on how you apply this wisdom in your own workplace.
[By the way, y’all, don’t miss the Carey’s commentary on his 6 reasons AND the comments at the end of his blog – so good!]
When we see individuals in the military with some form of Special Forces training and experience, we are captivated and sorely aware of how different they are from most of us. That level of discipline, courage, expertise and physicality is uncommon. Nothing I ever imagined for myself. Still what can we learn from these leaders that we can apply to life and work?
Although the book Extreme Ownership was published in 2015, it was unknown to me until this weekend. Thanks to my Twitter feed and then reading some reviews, I ordered my own personal copy. The authors, and former Navy SEAL team commanders, Jocko Willink and Leif Babin are heroes and the stuff of legend.
[OK…I haven’t read the book yet…pre-ordered the latest edition coming out November 21, 2017. however, the reviews and summaries (listed in the links below) have already been so informative, I will gush away even before reading the book. So sink your teeth into these bits below until we have both read the book…or have you already read it?]
The phrase extreme ownership really tantalized because it spoke to my own leader heart. It resonates with servant leadership which is hard to fathom as a norm in military structure and authority. The idea of everyone on a team, in an organization, owning their part of a vision or operation is thrilling to me. It makes sense that this would, of course, lead to highest performance…provided…and this is imperative: the leadership, up and down the organization, is equipping each team member, communicating thoroughly, and sharing decision-making as appropriate.
“Without a team – a group of individuals working to accomplish a mission – there can be no leadership. The only meaningful measure for a leader is whether the team succeeds or fails.”
“For leaders, the humility to admit and own mistakes and develop a plan to overcome them is essential to success. The best leaders are not driven by ego or personal agendas. They are simply focused on the mission and how best to accomplish it.”
“Leaders must own everything in their world. There is no one else to blame.”
“There are only two types of leaders: effective and ineffective. Effective leaders that lead successful, high-performance teams exhibit Extreme Ownership. Anything else is simply ineffective. Anything else is bad leadership.”
“Leadership isn’t one person leading a team. It is a group of leaders working together, up and down the chain of command, to lead.”
“Ego clouds and disrupts everything: the planning process, the ability to take good advice, and the ability to accept constructive criticism. It can even stifle someone’s sense of self-preservation. Often, the most difficult ego to deal with is your own.”
“As a leader, it doesn’t matter how well you feel you have presented the information or communicated an order, plan, tactic, or strategy. If your team doesn’t get it, you have not kept things simple and you have failed. You must brief to ensure the lowest common denominator on the team understands.”
“Human beings are generally not capable of managing more than six to ten people.”
“Trust is not blindly given. It must be built over time. Situations will sometimes require that the boss walk away from a problem and let junior leaders solve it, even if the boss knows he might solve it more efficiently.”
Business leader Tom Niesen also lists his takeaways from the book, and they align nicely with the other summaries I read:
Mission (Commander’s Intent and Effectiveness)
It is on the leader! (Assuming a good “hire,” now, it is the leader).
Extreme Ownership – everyone believes in the “why”, understands the “why”, and then pursues the “what”. Beginning with the leader. But, everyone “owns it all”.
Get rid of the undermining, not-carrying-the-load, under-performer [this should be a rare necessity in extreme ownership but it can happen].
Get very good at information sharing.
Simplify! Keep it simple. (Not simplistic – simple).
Communicate – thoroughly communicate. Up and down and all around. Confirm that the communication was sent and received and understood.
I hope these two summaries (and others in the links below) will whet your appetite to consider reading Willink’s and Babin’s book. Especially consider taking steps toward extreme ownership in your business or organization.
Sometimes, we struggle in leadership to trust those around us to speak into decisions or even to carry out their assignments without us hovering. Worse is when we just don’t trust others and, as a result, take too much responsibility on ourselves or just a few trusted members of the team. I’ve learned through my life to take joy in the many…even with all its messiness.
If we want processes neat and tidy, we must hold tight to control and keep our trust to a very few colleagues.
Extreme ownership requires a great deal from leaders. We must operate with wisdom and excellence to fully equip our teams and then to give them the freedom to execute. Clear and full communication, up and down the command chain, greases the tracks for this kind of operation. Shouldering personal responsibility at all levels is also crucial, but the key is ultimately the executive leader takes full responsibility in the end…especially if something goes wrong.
I love this concept of extreme ownership. Who’s with me? Fortunately we can apply these principles without having to go through the grueling process of being a Navy SEAL. Thanks, Gentlemen, for your incredible service.Photo Credit: Wikimedia Commons
Have you ever been in a situation where you felt wisdom, understanding, and experience were being drained right out of you? As if you were getting stupider and stupider? That can happen…or at least the sense of it happening is so strong it might as well be real. Some of this we must own ourselves, and some of it is owned by our leaders.
I’ve had this experience…in fact, just yesterday. Worst is when I see it happening in the lives of people I love…Actually whether they are known to me or not, watching people being devalued or treated as inferior to others just plain makes me mad. I want to know when and how to intervene when that happens and in an appropriate manner.
I first heard her speak at the Global Leadership Summit this year. This engaging young woman clearly has had multipliers in her own life and has obviously learned from some diminishers as well.
On the inside cover of Wiseman’s book Multipliers, she defines two terms: “Diminishers” and “Multipliers”:
“The first type drain intelligence, energy, and capability from the ones around them and always need to be the smartest ones in the room. These are idea killers, the energy sappers, the diminishers of talent and commitment. On the other side of the spectrum are leaders who use their intelligence to amplify the smarts and capabilities of the people around them…These are the leaders who inspire employees to stretch themselves to deliver results that surpass expectations.” – Liz Wiseman
[Sidebar – Diminishers are not necessarily evil people. Their focus could be so tuned to the endgame that people and processes get lost in the pursuit. It’s possible some are accidental diminishers. Hopefully they will have an “aha!” moment, maybe through the multipliers in their own lives. They, too, could change their habits and disciplines.]Photo Credit: Multipliers Books
A diminisher (accidental or not) holds tightly to control, is exclusive (tribal) in her relationships, gives rationale that seems well-thought-out but demeans the hearer, wants the stage, breaks down trust, and lacks care or respect for those in her charge. I shudder at the possibility that I could become such a person…but it is possible for any of us to stray into the relational style of a diminisher.
A hard-wired diminisher may not be able to change – wouldn’t see her thinking or methods as a problem, in fact, sees them as part of how she ended up in charge. However, an accidental diminisher could recover…if he saw what was happening…through over-work, too much responsibility, or having personally experienced the ill of diminishing and taking on its qualities without being aware.
I want to always be a multiplier – one who genuinely cares for people, who inspires confidence in others, who sees the possibilities, who risks by giving over control to another, who stirs thinking and enlarges the lives of those in his/her circle of influence…a circle that’s widely inclusive.
Being a leader is a humbling, stretching experience and, for the sake of those under your watch in your workplace or organization, we want to offer the best leadership we can, right? However, we can all fall prey to habits over time that diminish others.
Shift from giving answers to asking questions. The best leaders don’t provide all the answers, they ask the right questions.
Dispense your ideas in small doses. If you are an idea guy who is prone to tossing out more ideas than anyone can catch, you have “the gift of gab.” Try articulating your ideas in increments. Introduce fewer ideas and leave white space. First, it creates room for others to contribute, and second, your words will be heard more frequently and will be more influential.
Expect complete work. People learn best when they are fully accountable and face the consequences of their work. Ask people to go beyond pointing out problems. Ask them to find a solution. By wrestling with it themselves, they’ll grow their capability and be able to operate more independently.
Wiseman also talks about effective leaders (or multipliers) as operating in the role of change agents – do we reserve the right to make the final decision every time or do we wrestle through decisions with those most affected by them? The latter can definitely be more messy but is also more effective and honoring.
“Multipliers invoke each person’s unique intelligence and create an atmosphere of genius—innovation, productive effort, and collective intelligence…He’ll outstretch all your capabilities to make it happen. He is highly demanding, but you feel great. You know you are signing up for something that will challenge you on a daily basis for many years to come. You will challenge yourself and all your capabilities…Exhilarating, exhausting, challenging, gratifying. He’s a big source of energy. He is a source of power and a tail-wind for what we do.” – Liz Wiseman
Thank you, Liz Wiseman. You are a wise woman (I’m sure you get this all the time…couldn’t resist). Thank you, to all those multipliers in my life’s journey.
Read Wiseman’s book. I’d love to hear your stories of multipliers in your life…and any diminishers that you learned from but (hopefully) were not diminished in the season you were together…maybe you became a multiplier in that person’s life. Journey strong, Friends.*
Let’s start on the grandest scale possible. Even the God of the universe invites us to speak to Him…and He listens and actually hears us.
Something to aim for with each other…on the smallest scale of our lives.
We love when little babies recognize our voices as attached to people they have grown to know and love in their short lives. Then they discover their own voices, and we celebrate that milestone. That magical power of making their observations and requests understood must be life-changing for them…and for us.
At some point, years down the road, we begin to tune out a little…and we model it for them, farther down the road.
This “tuning out” is why courses in active listening abound in universities, and not just in the communications department.
In our adult lives, of work and community, we are wise to take a measured look, from time to time, at how we listen and whether we silence the voices around us by our behavior.
She doesn’t hold back on leaders’ responsibility in this, but I view this as applicable to any part of our community, whether it be marriage, family, friendship, or religious/political affiliation. A brief summary of Nasser’s 15-point checklist follows:
Have a thin skin and make it about you.
Do not ask for input.
Bully and berate others or their ideas.
Speak only to those who make you comfortable.
Ignore ones who raise issues.
Create a hierarchy of those you speak with and those you don’t.
Claim you want innovation but demand proof during the creative phase.
Take credit for others’ ideas.
Accuse and blame in public.
Nit-pick on details when ideas are first offered.
Change the subject without acknowledging what was said.
Pit one person against another.
Override every decision others make.
Lead chaotically with constant exaggerations and untruths.
Whew! That was rough, huh? None of us are probably characterized by all those points. However, did any of them smart a little? We don’t want to be that kind of person…probably none of us…that kind of person who, by our behavior and attitude, silence another person’s voice. We all lose when that happens.
Dealing with our realities helps us to listen actively. Our realities may include over-work, weighty responsibility, and seemingly inadequate freedom or resources to make change. Don’t we want to be active listeners…to gain from those around us and empower them to be successful? We can become effective listeners again.
We may think we are good listeners. We make eye contact. We “give face” to those around us. However…hear this. Do others’ ideas make us tired? Do we have a strong grip on “the way it is” and have no intention on giving way…no matter how well we think we’re listening. Author and mediator William Ury (see TED Talk above) speaks of true communication through “a listening revolution”. First we listen to ourselves to discover our own desires, dreads, and dreams. Then we learn how to listen with understanding and with the determination of acting on what we hear. Actually, listening, with the goal of understanding, is the first action we take.
“Give them our full attention and listen to the human being behind the words, because one of the biggest gifts we can give anyone is the gift of being heard.” – William Ury
I’ve had more experiences than usual with doctors over this past year. As we all know, they have the reputation for not being “good listeners”, for not “giving voice”. I can tell you the ones I hope not to see again or the ones who are visibly backing out the door before my questions have been answered. There are still others who “give face” – eye contact and a seemingly engaged look (from years of practice maybe) – who have clearly still moved on to the next patient, even while still standing by my bed.
Then…there is the one or two – those beloved physicians – who actually sit by us, in the exam or hospital room. They treat us as if we’re the only patient they have that day. We talk together, and I know that we are partners in keeping me healthy. Right? Partners – not the greater and the lesser actors in a scene, but partners.
Kudos to you out there – physicians, bosses, colleagues, spouses, parents, children – who don’t just have the look of listening or communicate some sort of nuanced “I hear you”. Kudos to you who really listen and engage with the other.
We are not all just a set of ideas or opinions. Real people bring a voice to the table. When we communicate that we are too busy or too important or too settled already on a decision to consider one more voice, we speak volumes about our own character…and eventually the product or service we have to offer.
[I’m preaching to myself here…reminded of the God of the universe who takes the time and action to assure us that we will be heard… when we speak to Him. Sometimes, I cry out to this small world of mine, demanding to be heard…when there is a place, a Person, who always welcomes me. Please forgive my waxing a bit philosophical or theological. For me, it’s a good place to start in 1) sorting out what exactly I want to voice, and 2) practicing listening to another with the same honor/respect I wish for myself.]
We are not just the ones who silence voices or the ones who feel we are not being heard. We can be both, and usually are.
Listening, determined to understand, brings us closer to both leading well and following better. Something to think about on this Monday morning.
Don’t miss the links below. Really excellent reads on how we silence one another’s voices and how to we turn it around.