OK, any of us familiar with Chick-Fil-A restaurants know the yummy goodness of their chicken sandwiches and waffle fries. However, the stand-alone deliciousness of the food can not actually be separated from the quality of customer service. If I lived in Lenoir, North Carolina, for instance, I would drive across town to dine at operator Mike Sheley’s Chick-Fil-A. His character, kindness, and community commitment infuse his staff. “It’s my pleasure” is part of their heart language and also our customer experience.
My loyalty to Southwest Airlines is similar. The free bag check and cheap fares definitely matter as I choose what airlines to book. Then there is the customer service as fleshed out in Southwest employees like Candace Hewitt. She reached out to me, sitting at the gate, in a time of grieving over two years ago…and she still does from time to time.
That’s the kind of employee that inspires customer loyalty to a company.
Companies these days are often focused sharply on business processes that streamline innovation and the quality and availability of the product or service. Competition is a constant stressor.
What if we are missing the opportunity to nurture our hidden customers? The employees themselves.
Thought leader Michael Lowenstein researches and writes extensively on this. This making employees “ambassadors” of our companies. For those interested in exploring what he and others recommend, I’ve included links below.
In brief, if you’re thinking this might be an issue to address, here are Lowenstein’s recommendations for building such a workplace philosophy and ethic:
Some years ago, my colleague Jill Griffin and I identified nine ‘best practices’ for generating employee behavior which extends beyond loyalty to contribution and commitment.
1. Build a Climate of Trust – That Works Both Ways 2. Train, Train, Train and Cross-Train 3. Make Sure Each Employee Has A Career Path 4. Provide Frequent Evaluations and Reviews 5. Seek To Inform, Seek To Debrief 6. Recognize and Reward Initiative 7. Ask Employees What They Want 8. By All Means, Have Fun 9. Hire The Right Employees In The First Place
To build more of the first best practice, employee trust and empowerment, into the company culture, consider the following:
• Insure staff trust and empowerment are key values in the firm’s mission and vision statements • Practice effective story-telling • Create company rites and rituals that help reinforce the rewards of employee trust • Maintain a free flow of information between management and staff to reinforce the trust factor and help prevent negative communication and gossip. • Actively expose all employees to customers’ perception of experience value • Teach senior managers the importance of ‘walking the talk’ and inspiring employee trust. – Michael Lowenstein
Whatever our company or organization, cultivating practices which enhance employee loyalty will yield the fruit of customer loyalty. Whether or not we can measure that, in the end, the former is a worthy goal all on its own.
Sanborn uses his experience of a mail carrier named Fred as the hero of his story. Fred, because of his commitment to personal care and service, elevates a seemingly mundane job into the stuff of excellence and fulfillment. On the long drive over, I opened the book and re-read the bits of wisdom we can learn from such a person’s character. We actually have such a mail carrier in our daily lives, and the mail delivery when he is on vacation is very different than when he is on the job.
[Our leader guy friend is a deep thinker who actually referred us to one of his favorite books as well: The 33 Strategies of Warby Robert Greene. When we returned home we promptly ordered it and will be reading it by mid-week. Our friend can easily read the little book we gave him in a quick evening. My re-reading it on the drive over stirred its wisdom in my heart and my desire to share it with you as well. One day, I’ll share what Robert Greene teaches us from The 33 Strategies of War.]
The Fred Factor includes five distinctive features:Photo Credit: SlideShare
We can determine to deliver excellence in our action and attitude at work, no matter our situation. Mail carrier Fred demonstrated that and modeled the content for Sanborn’s book.
Just to give you a taste of his writing, I list four quotes from the book:
1) “When those who know are able to show, those who learn are able to grow.” – Mark Sanborn
A clear lesson here is to note your personnel who have shown mastery in their work and make opportunities for them to mentor those who are eager learners. It is a perfect win-win. Leadership development is an often-discussed topic but isn’t always executed in effective ways.
2) “When people feel that their contributions are unappreciated, they will stop trying. And when that happens, innovation dies.” – Mark Sanborn
Excellent employees don’t need appreciation or acknowledgement to keep them at the task. However, over time, they will weary of the task (and the vision meant to inspire innovation) if they don’t see how what they do fits in the larger picture. One strategy that prevents stagnation or disengagement is going back to 1) – teaming up mentors and those ready to learn.
3) “You are the spark that sets others on fire when you initiate.” – Mark Sanborn
Initiative is rewarded in a culture where there is freedom to create and ownership of work. Control is at a minimum and inclusion in problem-solving is high. For us as employees, nurturing our initiative is huge. For us as leaders, we do ourselves and our employees good when we guard against waning initiative.
4) “Faithfully doing your best, independent of the support, acknowledgment, or reward of others, is a key determinant in a fulfilling career.” – Mark Sanborn
At the end of the day, for all of us, we are the masters of our own work, in terms of excellence. The greatest challenge to how our day goes is our own attitude. We all know this. Still, it’s easy for us to allow the negative impact of others diminish who we are or what we do. We are wise to keep learning on the job, especially from folks like Fred (and writer Mark Sanborn).
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!]
The lyrics that we in the US church call to mind as Martin Luther’s are actually a translation from German to English by Reverend Frederic Hedge. American-born, Hedge was a German scholar therefore his handling of the lyrics of this great hymn should be supposed as honoring of the original.
Still, Hedge was a Unitarian minister. His particular theology, in Unitarianism stresses the oneness of God, without the Trinity (God the Father, God the Son, and God the Holy Spirit – three persons in One being). This thinking did, in fact, shift some of the meaning in the translation of A Mighty Fortress Is Our God.
David Mathis’ 7 points on what was lost in translation help us appreciate the hymn even more, in its original form. Read those lyrics re-translated from German by John Piper and Matthias Lohmann in Mathis’ article.
God is not only our safe refuge but He is also our strong offense.
God doesn’t just help in some of our woes but in ALL of them.
Compared to Hedge’s strong statements abut God’s power and our weakness, Luther’s original lyrics were extreme descriptions – ALL-powerful God and our total defenselessness.
In Luther’s words: All that happens is according to God’s plan.
Hedge speaks of God’s sufficiency in our day-to-day, and Luther further clarifies that even in our worst situation possible, we are secure in God’s sovereignty.
Hedge’s claim that God never changes is true, but Luther stressed that there is no other God. Full stop.
Hedge closes the hymn with the great truth that God’s “Kingdom is forever”. Luther personalized it more stating that His “kingdom must remain for us.” For us. Hallelujah!
The nuances are worthy of note. Hedge’s translation brought the hymn to English for many more of us to enjoy. His translation left intact the hymn’s power in speaking to the greatness of God and the church’s confidence in Him. Yet, Luther’s original lyrics were even more emotive of the glorious nature of God, His working out His purposes in the world, and His complete provision for us.
I know it’s Monday (when I usually write about leadership), but as the year closes on the grand celebration of the Reformation, can we worship together? Hedge’s English translation will more than suffice.
A mighty fortress is our God, A bulwark never failing; Our shelter He, amid the flood Of mortal ills prevailing.
For still our ancient foe Doth seek to work us woe;
His craft and pow’r are great, And, armed with cruel hate,
On earth is not his equal.
Did we in our own strength confide, Our striving would be losing;
Were not the right Man on our side, The Man of God’s own choosing.
Dost ask who that may be? Christ Jesus, it is He;
Lord Sabaoth is His name, From age to age the same,
And He must win the battle.
And tho’ this world, with devils filled, should threaten to undo us; We will not fear, for God hath willed His truth to triumph through us.
The prince of darkness grim — We tremble not for him;
His rage we can endure, For lo! his doom is sure, One little word shall fell him.
That word above all earthly pow’rs — No thanks to them — abideth:
The Spirit and the gifts are ours Thro’ Him who with us sideth.
Let goods and kindred go, This mortal life also; The body they may kill: God’s truth abideth still, His kingdom is forever.*
Do you see a man who excels in his work? He will stand before kings… – Proverbs 22:29
Then this Daniel was preferred above the presidents and princes, because an excellent spirit was in him; and the king thought to set him over the whole realm. – Daniel 6:3
What then shall we say to these things? If God is for us, who can be against us? – Romans 8:31
The snooze-alarm doesn’t hold back the work-week, nor should it. Monday morning comes. Full of possibilities. Those of us who are Christ-followers can function as logistical agents for God. We avail ourselves of whatever our situation and allow our lives to point to God, in all His love and goodness. He will display His glory and draw people to Himself all over the world today.
Why not in our workplace?
A very wise friend of mine said once, “All of life is stewardship”. Many people have said that, but when I heard it from him, the message resonated with the vibrancy of his life. In positions of great authority and influence, his life is full of responsibility and time pressures I will never know. Yet, he stops to speak to all along his path. Encouraging, affirming, inspiring. In his travels, he is ever ready – stewarding brief encounters with strangers to share the love of Jesus with them, in word and deed. Even as I write this, I’m reminded of where that stewardship of his life originates – waking early, plunging into God’s Word, entrusting his prayers to the Lord…every single day. Out of this springs a life God can use to bring glory to Himself and to draw people to Himself.
On my worst days, I struggle with doubt and insecurity. The dark cloud of imposter syndrome hangs over my head and heart. Having known great favor in most of my career, those successes almost haunt me and disturb the joy of life that is meant to be ours…today…no matter our situation.
Like a plane careening out of control to the ground, I am urged to “pull up”. God is faithful to His children – reminding us of what is true and then giving us the grace to pursue Him in truth.
It’s not about my favor in a situation – at work or in the community. It’s about stewarding what we know God brings to any situation…if we allow Him. Being in the Word early, praying, and staying alert to Him ever in our circumstances together form a strong foundation for stewardship.
Be encouraged by the example of Daniel in the Bible. He lived for God in a pagan kingdom. We never know what God will do in our workplaces, if we bring our Sunday devotion to Him straight through to Monday. Let Him thrill you with the joy of infusing your work with His faithfulness.
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
Just saying the word bullying prompts a memory and even a victim mentality. No one is immune from this experience, either being the target or the one targeting another. Bullying can sometimes beget bullying, but this doesn’t have to be the case. Understanding and intervening in damaging situations can turn the course of the experience for all involved.
Childhood bullying has been subject to much research and policy-setting in schools. What about when bullying happens between adults and in the workplace? What can be done there?
When bullying happens in the workplace, we want to call it something else…controlling, rudeness, or maybe incivility. If we call it bullying, we must acknowledge that we could be a victim, or worse, we stood by and watched it happen without intervening. Or even worse, we could be confronted with the possibility that we, because of our commanding personality or position, have become a bullying adult.
I don’t think I’ve ever bullied someone else…but it is possible. When we find ourselves in a changing culture, we can change as well. A wise friend once told me, “A toxic workplace can corrode everyone.” I have, for sure, experienced workplace bullying. Especially early in my career. It’s never pretty, and even thinking about it today causes me to cringe. One situation was very private; no one knew but the two of us. A nurse manager was threatened by my role as clinical specialist and nurse educator on her unit. I had to learn to deflect and avoid confrontations with her (not in a frightened cowardly way but in a “wise as serpents, gentle as doves” way).
Another situation was when a physician wrongly accused me of misjudgment in patient care. This time was very public and he was determined to have me fired. I was not at fault (in fact, one of his interns elected not to act on my assessment of the patient which caused harm to her). Fortunately for me, the nursing chain of command was in complete support of my actions, and his rampage against me was neutralized. Whew! Bullying is costly.
[Sidebar: I don’t mean to disparage either person. Neither was a villain. They just saw things differently and chose to deal with it by coming down on me. I wasn’t a victim after all…especially in the second situation, the patient was the one who suffered during that blame-shifting. Bullying cuts a much wider wake than we think.]
Let’s think about our workplaces. Have we given into a workplace that mimics today’s “modern” culture – technology over humanity, coolness over experience, short-term gains over long-term legacy. Bullying doesn’t necessarily come out of any of this, except that our rules of engagement can change. Within that can evolve a level of incivility that gives birth to bullying, if we are not vigilant in preventing it.
Refusing to ignore bullying and calling it out when it happens are crucial. This can be risky. We have to decide if we can handle the potential negative outcomes. If we don’t wrestle with the problem, it can become commonplace and the silence is deafening.
“Words denied mean analyses not offered, things not grasped, surprise not registered, strangeness not taken in, all of which means that terrible mistakes are repeated, wounding ways of acting in the world never seriously reconsidered. The words’ absence chains you to the present, to what’s accepted and acceptable.” – Tom Engelhardt
Am I wrong here? Is our workplace immune to what our culture is going through? The US is divided right now over how we are handling some huge social issues- racism, poverty, immigration, and potential national threats from outside the US. The media is peppered with Americans calling foul on what is perceived as bullying – from our leaders as well as special interest groups.
What is our recourse? One popular action seems to be to bully back…to villainize…to essentially return blow for blow. Social media is slammed with “he said, she said” hateful rhetoric. I’m so thankful for those who take a path of peace and wisdom (like the news story recently of 5 young people in our city who struck a blow for genuine rather than symbolic change. Transformative change).
Maybe, bullying in the workplace is hard to change because we as adults should be able to fight our own battles, unlike children who need help when caught up in this destructive cycle. We want our children to feel safe and to learn effective ways to deal with confrontation and conflict. In the workplace, we also want to have an atmosphere of mutual respect, purposefulness, and trust.
While insulating ourselves from bullying is one approach to deal with it, hopefully we can consider a more proactive stance. Many schools these days have a “No Tolerance” bullying policy. The students didn’t come up with that. It was people in authority advocating for them – parents, teachers, the school board. What would a “No Tolerance” model look like where we work? Who would set that in place? How would it work?
As peers, we can confront bullying and intervene with each other. However, to change a whole culture, we need those with greater authority to advocate for such a work environment.
Something to think about…and consider.
Please check out the links below – excellent reading on this weighty topic. Also if you have experienced workplace bullying or if you’ve known success in curtailing bullying in your workplace, please share in Comments below.
Two workplace scenarios. The first is when either the manager or the team is super excited about a goal, and action items are determined and given to just the right team member and calendared for quick turnaround. Photo Credit: JSC
The second scenario is when either the manager or the team is super excited about a goal, then one or the other digs in their heels. The meeting ends with no clear shared responsibilities, no movement forward, no hope of change.Photo Credit: GangplankHQ, Flickr
Sigh…all the most excellent strategic planning can take place inside a conference room…and without execution. Essentially, nothing happened there.
I’ve had both kinds of team experiences and want to focus on the former one above. Talk about high employee morale when a group of colleagues operate as a finely tuned machine and the yield is high-quality productivity.
When you go to the website, you actually are able to immediately grow in your understanding of how to influence execution in your company. The video below is an incredible teaching tool – 17 minutes of powerful content on execution:
In brief, their 4 disciplines of execution are:
Focus on the wildly important goals (WIGs). The day-to-day operations always stand against those game-changer goals. Determine to be unyielding on the highest-priority goals (1-3 maximum).
Act on the Lead Measure. [New terminology for me.] The lag measure is the goal itself. The lead measure is what you can influence to accomplish the lag measure. Lead measures are the leverage used to get to the lag measure (goal). Lead measures are “predictive and influenceable“.
Create a compelling scoreboard. I appreciate the wisdom of this (Chris McChesney describes it so well in video above). The scoreboard is not for the manager. It’s all about the players at this juncture, and it should feel like a game. [Actually an element of fun and energy incorporated. What a concept!] The scoreboard would be simple, highly visible and the players (employees) should be able to tell right away from the scoreboard whether they are winning or losing toward meeting the goal.
Create a cadence of accountability. Everybody is going to love this! 20-minute meetings are calendared every week, at the same time. All the people in the room have “skin in the game”. This meeting is sharply focused on 3 things (related to the lead measures only): each person reports on the week before; reviews/updates the scoreboard; makes commitments for coming week. That’s it! How streamlined and forward-moving, is that?!
Many years ago, I was on a work team that was given the responsibility and liberty to determine what else was needed in the formation of a comprehensive cancer center. We had many places already in place – excellent medical and nursing care, an engaged community, and a charitable foundation to provide extra resources for taking us to a state-of-the-art cancer center.
3 nurses – Kay, Kathy, and I – had the question to answer of “Why Else?” What else did we need? We worked together on the planning and execution of comprehensive support services and education. Each of us brought our own giftings – I had vision and ideas, Kay was an influential nurse manager, and Kathy was detail-oriented and had a gift for taking a project to completion. Some of the services that came out of those problem-solving sessions are still embedded deeply into the DNA of that cancer center today.
Start at 6:17 minutes in (if you don’t want story and context), and you will hear his wisdom about the importance of radical truthfulness and radical transparency.
“One of the greatest tragedies of mankind: People arrogantly, naively holding opinions in their minds that are wrong…and acting on them, and not putting them out there to stress-test them, and that’s a tragedy.” – Ray Dalio
“Collective decision-making is so much better than individual decision-making if it’s done well.” – Ray Dalio
Kathy, Kay, and I had that sort of team relationship – radical truthfulness and radical transparency.
Whether you are part of a team, or an independent entrepreneur, there are excellent principles here.
If you want to take an honest and critical look at your team or company’s success in operation, you have great helps here – in the FranklinCovey’s counsel, in Ray Dalio’s discoveries and in the philosophies of business leaders like Steve Jobs. I’d also like to add anything on teaming by Patrick Lencioni.
I would love to hear how you get to execution…because until you do, it’s just meetings upon meetings.
Please add in Comments below any other resources that have proved helpful to you in getting to effective execution with the added impact of high morale in getting to goal.
YouTube Video – 4 Disciplines of Execution – Gwinnett Medical Center – This was personally very satisfying and encouraging for me. My dad was a patient at this medical center during the time when there were banners flying everywhere about it being one of the top medical centers in the country. At the same time, we family members stayed with him around the clock, because nurses did not come when we called, nor were other services offered with any communication that my dad or we mattered to staff. To see that they also came to recognize this was a problem and took effective steps to correct it was exciting.
Today marks the 16th anniversary of the 9/11 bombings in the US, and we all have our stories of where we were when we heard that terrible news. I heard the news as an elevator door opened in a hospital emergency room in Cairo, Egypt. The surgeon watching for us to deliver the patient walking into the elevator, saying, “I am so, so sorry.” I thought he was referring to the precious one on the stretcher beside me, so small and injured from a terrible bus accident the day before. It turns out he was talking about the news that traveled instantly from the States about the bombings. I’d like to go back to the day before. For us, it would help to go there, before I can ever process the grief of this day that we all share.
It was like any other Monday, that bright, warm September 10th in Cairo, Egypt…until the phone call. Janna was on the other end of the call, telling me that Genessa and April had been in a bus accident on the Sinai. April had called her and relayed their location, at a hospital in Sharm el-Sheikh. These were girls in our Middle Eastern Studies Program, and they were finishing their time with us, taking a vacation together. They would re-trace some of their experiences in Bedouin villages across the Sinai and then enjoy a few days on the Red Sea. They were to return that Monday, traveling in on one of the over-night buses across the desert.
Details will have to wait for another time, but with this information, my husband, Dave, left immediately with Janna and a local Egyptian friend who was also one of our language coaches. He took these two women because of their relationship with each other and with all of us. He also understood that there were two injured friends hours away in a hospital who would need women to minister to their needs. I would be praying and on the phone the rest of the day with families, other friends, US Embassy people, and our other young people in the program. I can’t begin to describe the emotional nature of that day…not knowing, hoping, praying.
When Dave and our friends arrived at the hospital, he was directed to April. She had painful, serious injuries, but none life-threatening, praise God. Then he was escorted into the critical care area to see Genessa. To his horror, it wasn’t Genessa. It was another young woman, unconscious – an Italian tourist, who rode in the same ambulance with April. April, lucid and still able to communicate, had tried to comfort her on that long dark ride to the hospital. Personal belongings were all scrambled at the wreck site, and the authorities made the mistakened decision that because April was speaking to her, she was Genessa.
Then Dave went on the search for our dear one…somewhere else in the Sinai. He back-tracked toward the site of the accident, checking other hospitals where other injured were taken. At this point, he was also talking to US Embassy staff, as he drove through the desert. Just shortly before he arrived at the hospital where he would find Genessa, the staff person told him they confirmed her identification from a credit card she had in her pocket…in the morgue of that small village hospital.
Dave and Janna, that friend who received the first phone call, stood beside this precious girl’s body, to make the formal identification…to know for sure that this was Genessa. And it was…and yet not. She, the luminous, laughing, loving girl we knew, was gone. It was more than any of us who loved her could take in on that Monday evening in Cairo, Egypt…the day before 9/11.
As they left the hospital to return to April, two more friends joined them from Cairo to help. For any of you who have been completely spent in every way by such a day, you can understand what it was for them to look up and see Matt and Richard getting out of a car. God in His great goodness alerted them, stirred their hearts to drive all those hours…and then to arrive…just when they were most needed. So many arrangements had to be made…and most importantly, at that moment, to get April back safely and quickly to Cairo for surgery.
She came into Cairo on a plane near the middle of the day of 9/11. By the time we got her from the airport in an ambulance to the specialty hospital to get the further care she needed, a series of horrific events had begun taking place in the US. We would hear of them from this caring Egyptian surgeon…who had no idea how numb we were from losing Genessa and how concerned we were that April got what she needed as soon as possible. We were already so drenched by grief, this unfathomable news about the bombings washed over us without understanding the scope of it…the pain of it…for all the rest of America.
Later in that day, with April receiving the best care possible, and me watching by her side, I could take in some of the loss coming at us on the small t.v. mounted in the hospital room. Egyptians were telling us how so, so sorry they were for us (as Americans). If they only knew, they were our mourners for our loss of Genessa, too. In the din of world-changing news, and a country brought together in grief…we grieved, too, a continent away…for the losses of 9/11 and the day before.
That was 16 years ago…April healed from her injuries (only she and God know what all that took on the inside), the other young people in our program have gone on to careers and families across the US and around the world. We have also gone on…back to the US for now, and to other work.
Two things have not changed…a beautiful girl, who fell asleep by the window of a bus in the Sinai night and woke up in Heaven… and the God who welcomed her Home. There is so much, much, more to this story, but I have to close with this. As her family back in the US were pulling the pieces of their lives back together, and going through Genessa’s things, they found a little cassette player on her bed…there left by her, two years before, as she left for Cairo. In it was a cassette where she’d made a tape of her singing one of her favorite songs, I Long for the Day, by Dennis Jernigan. If we look at Genessa’s life through the lens of some American dream, then we would think how tragic to die so young, so full of promise. Look through the lens of how much she loved God, and knowing Him was what mattered most to her…and all who knew her knew His love through her.
Today’s workplace bends with the culture. Historical and current contexts are present in our work culture, whether or not we acknowledge it. What if our culture has lost its interest in history…in experience… in the wisdom of the ages? What does that mean for those of us in the workplace, when cultural context isn’t seasoned by what we learn from the past? What does history teach us about leadership, about work, about each other?
When I think of audacious leaders, by definition, they can be two different sorts of folks:
Courageous bold risk-takers, or
Arrogant, impudent decision-makers
A negatively audacious leader demands followership. A positively audacious leader, in his own way, also demands followership. Still the most followable leader is the one who leads with both courage AND care.
Hopefully your experience of audacity in leadership is the most a positive one (as will be spelled out more below). Two things leaders always communicate, either positively or negatively, is that “work matters” and “people matter”. Context and history both matter, also, even though the trend in thinking is toward the ever-changing “latest and greatest”.
I am sounding really old here, but fortunately those who speak with much greater authority across the business world are starting to sound the same clarion call. Take Steve Farber and Paul Sohn.
What do they say about radical, audacious history-changing leadership?
In leadership coach Steve Farber‘s article What Is Extreme Leadership?, he talks about taking a “radical leap”. He asks the question: “What can I do, right now, regardless of what others around here are or are not doing, to change my piece of this world/company/organization for the better”?
I love Farber’s definition of extreme (audacious) leadership and I’ve had the great fortune of working with leaders like that.
Paul Sohn, also a leadership coach, write about a bold leadership model – one that incorporates the practices and wisdom of Jesus of Nazareth.
[Sidebar: It’s a shame that most think of Jesus as belonging to Christianity. I wonder, even, if only Christians read to this point of the piece. There is so much to learn and appreciate in the teachings of Jesus. Being put off by how we as clay-footed believers represent him at times is part of our dilemma today. Please don’t miss the wisdom and understanding his life offers to all of us.]
“If you want to build a ship, don’t drum up people to collect wood and don’t assign them tasks and work, but rather teach them to long for the endless immensity of the sea.”
“One will weave the canvas; another will fell a tree by the light of his ax. Yet another will forge nails, and there will be others who observe the stars to learn how to navigate. And yet all will be as one. Building a boat isn’t about weaving canvas, forging nails, or reading the sky. It’s about giving a shared taste for the sea, by the light of which you will see nothing contradictory but rather a community of love.” – Antoine de Saint-Exupery
This is such a beautiful picture of audacious leadership in the most positive sense. We who work together to develop a product or deliver a service can create something better together. Not only is the product or service better suited for the customer, but we are changed in the process.Photo Credit: George Couros, Flickr
I do actually think it matters who the leader is, because our whole culture moves and shifts in response to who’s making decisions. However, we can determine (as leaders or as team players) to honor and elevate one another…as servant leader Jesus demonstrated in his life and teaching. We can build capacity, caring, and community, as Farber and Sohn prescribe, in how we lead and work.
We look back to what history has taught us; we consider the context of current culture; and we work forward to, hopefully, a better future. It’s only in giving up, that we fail. Be audacious in moving forward. It’s Monday…lots can happen.