Tag Archives: workplace

Monday Morning Moment – Taking Care of Our High Capacity Employees and Volunteers

Photo Credit: Ben+Sam, Flickr

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.

Photo Credit: LinkedIn

This week, Carey Nieuwhof, one of my favorite leadership guys, pointed us to the 6 reasons he believes we lose high capacity volunteers.  

[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.

6 reasons you’re losing high capacity volunteers (employees)

  1. 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.
  2. 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.
  3. 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.
  4. 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.
  5. 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
  6. 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!]

Blessings!

6 Reasons You’re Losing High Capacity Volunteers – Carey Nieuwhof

9 Phrases Bosses Should Say Often to Inspire and Motive Others – Marcel Schwantes

The 5 Languages of Appreciation in the Workplace: Empowering Organizations by Encouraging People – Gary Chapman & Paul White

The 5 Languages of Appreciation in the High-Tech Industry: a Tool for Engineers to Grow Soft Skills – Paul White

8 Bad Mistakes That Make Good Employees Leave – Travis Bradberry

Great Entrepreneurs Look After Their Employees

Photo Credit: Pixabay

Monday Morning Moment – Stewarding Your Current Situation, Whether Favorable Or Not So Much


Vancouver OlympicsPhoto Credit: Matt Jones

[Adapted from the Archives]

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.

Photo Credit: BPNews

See you there.

Monday Morning Moment – Stewardship – Stewarding My Part Well in Today’s Workplace

Whole-Life Stewardship: The Call to Greatness

Four Principles of Biblical Stewardship

Developing a Vision for Vocational Discipleship at Your Church

If I’m not a Preacher, Can God Use Me?

Leadership is Stewardship (3-part series)

David’s Mighty Men – Stewardship in Action

Monday Morning Moment – Extreme Ownership – the Greater Good of Both Taking Responsibility and Letting Go of Control

Photo Credit: Echelon Front, Facebook

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.

Leadership coach Brian Dodd was the one who first guided me to the book Extreme Leadership through his blog: 25 Lessons on Extreme Ownership – How the U.S. Navy SEALS LEAD And WIN. Some of his points from the book are:

  1. “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.”
  2. “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.”
  3. “Leaders must own everything in their world.  There is no one else to blame.”
  4. “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.”
  5. “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.”
  6. “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.”
  7. “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.”
  8. “Human beings are generally not capable of managing more than six to ten people.”
  9. “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:

  1. Mission (Commander’s Intent and Effectiveness)
  2. It is on the leader! (Assuming a good “hire,” now, it is the leader).
  3. Extreme Ownership – everyone believes in the “why”, understands the “why”, and then pursues the “what”. Beginning with the leader. But, everyone “owns it all”.
  4. Get rid of the undermining, not-carrying-the-load, under-performer [this should be a rare necessity in extreme ownership but it can happen].
  5. Get very good at information sharing.
  6. Simplify! Keep it simple. (Not simplistic – simple).
  7. Communicate – thoroughly communicate. Up and down and all around. Confirm that the communication was sent and received and understood.
  8. Prioritize and execute. – [Tom Niesen’s summary of Extreme Ownership]

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.

I’m reminded of a proverb along these lines:

Without oxen a stable stays clean, but you need a strong ox for a large harvest.  Proverbs 14:4Photo Credit: Wikimedia Commons

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

Extreme Ownership: How US Navy SEALS Lead and Win – Jocko Willink and Leif Babin

25 Lessons on Extreme Ownership – How the U.S. Navy SEALS LEAD And WIN – Brian Dodd

United States Navy SEAL Teams

Here are my 8 Lessons and Takeaways from Extreme Ownership by former Navy SEALs Jocko Willink and Leif Babin

Extreme Ownership – Leadership Lessons From the SEAL Team – Gerardo A. Dada

Extreme Leadership Training

YouTube Video – Extreme Ownership – Jocko Willink – TEDx University of Nevada

New Release (November 21, 2017) – Extreme Ownership: How US Navy SEALS Lead and Win – Jocko Willink and Leif Babin

Extreme Leadership – Leading Blog @LeadershipNow – Michael McKinney

Extreme Ownership by Jocko Willink – Book Summary & PDF – Paul Minors

15 Minute Business Books – First Friday Book Synopsis

Monday Morning Moment – How an Accidental Diminisher Becomes a Multiplier

Liz Wiseman has written on this brilliantly in her leadership book – Multipliers – How the Best Leaders Make Everyone Smarter . Wiseman is the president of The Wiseman Group, a leadership research and development firm, headquartered in Silicon Valley, California.

Blog - Liz Wiseman

Photo Credit: LiveIntentionally.org

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

Photo Credit: Slideshare

[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.

Forging disciplines that keep us from diminishing is wisdom. Liz Wiseman and Greg McKeown offer three points from which to start:

  1. Shift from giving answers to asking questions. The best leaders don’t provide all the answers, they ask the right questions.
  2. 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.
  3. 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 agentsdo 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.*

Multipliers – How the Best Leaders Make Everyone Smarter by Liz Wiseman with Greg McKeown

*Excerpts from my previous blog: Liz Wiseman’s Leadership Book on Multipliers and the Story of a Multiplier in Our Lives – Deb Mills Writer

Are You an Accidental Diminisher? – Liz Wiseman & Greg McKeown

Leadership Mindset – Are You a Multiplier or a Diminisher? – Tony Flatau

Can a Diminisher Become a Multiplier?

The Shadow Side of Leadership – Jesse Lyn Stoner – [Read comments]

Slideshare – The Multipliers – Why Some Leaders Create Genius Everywhere – Greg McKeown

YouTube Video – Leaders as Multipliers with Liz Wiseman

YouTube Video – Liz Wiseman – The Multiplier Effect 0

Multipliers Quotes from GoodReads

2013 Global Leadership Summit Session 3a: Liz Wiseman

Brian Dodd – 4 Leadership Lessons From Mt. Rainier and the Inc. 500 Fastest Growing Business List – another example of a Multiplier

Monday Morning Moment – Workplace Bullying

Photo Credit: Flickr

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?

The Workplace Bullying Institute defines bullying as:

Workplace Bullying is repeated, health-harming mistreatment of one or more persons (the targets) by one or more perpetrators. It is abusive conduct that is :

The Workplace Bullying Institute Definition of Workplace Bullying

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.

Why “Modern” Work Culture Makes People So Miserable – Jeffrey Pfeffer

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.

Anti-Bullying Week: Of Weasels, Snakes, and Queen Bees [Don’t miss the short video – clarifying & tremendously useful]

Infographic – 7 Facts of How to Deal with a Bully at Work – Catherine Adenle

Who Is a Workplace Bully’s Target? – Sally Kane

The Top 5 Threat Assessment and Workplace Violence Prevention Trends in 2017 – Arnette Heintze

75% of Workers Are Affected By Bullying – Here’s What To Do About It – Christine Comaford

The Hidden Toll of Workplace Incivility – Christine Porath

Monday Morning Moment – Audacious Leadership – Lead Like Jesus

Photo Credit: Leo Reynolds, Flickr

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:

  1. Courageous bold risk-takers, or
  2. 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”?

The acronym is LEAP:

  1. L – Cultivate love.
  2. E – Generate energy.
  3. A – Inspire audacity.
  4. P – Provide proof.

Photo Credit: Extreme Leadership, Steve Farber

The Radical Leap – a Personal Lesson in Extreme Leadership – Steve Farber

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.]

In Sohn’s article, 12 Leadership Lessons Every Leader Should Learn From Jesus, he lists out these lessons and gives context and commentary. Click on the link above to read more.

  1. To serve is to be great.
  2. There is a cure for worry.
  3. Love conquers all.
  4. Follow the Golden Rule.
  5. Ask for what you need.
  6. Judge not.
  7. Keep your word.
  8. Give in secret.
  9. Forgive others.
  10. Speak good words.
  11. Nothing is impossible if you have faith.
  12. Use it or lose it.                        – Paul Sohn from the teachings of Jesus

12 Leadership Lessons Everyone Should Learn from Jesus

On Sohn’s bio page, he showcases this quote:

“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.

The People Skills of Jesus – William Beausay II

The Management Methods of Jesus – Bob Briner

Lead Like Jesus Revisited – Ken Blanchard, Phil Hodges, Phyllis Hendry

Culture Eats Strategy for Breakfast – Paul Sohn

Wisdom for the Workplace – The Christian Working Woman – Mary Lowman

17 Powerful Workplace Scriptures – Work Matters – Whitney Gaines

Monday Morning Moment – Are You Listening? Or Are You Silencing Voices?

Photo Credit: Flickr

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.

Leadership coach Kate Nasser posted a bold article on the workplace scenario of silencing employees.

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:

  1.  Look unapproachable.
  2.  Have a thin skin and make it about you.
  3.  Do not ask for input.
  4.  Bully and berate others or their ideas.
  5.  Speak only to those who make you comfortable.
  6.  Ignore ones who raise issues.
  7. Create a hierarchy of those you speak with and those you don’t.
  8.  Claim you want innovation but demand proof during the creative phase.
  9.  Take credit for others’ ideas.
  10.   Accuse and blame in public.
  11.   Nit-pick on details when ideas are first offered.
  12.   Change the subject without acknowledging what was said.
  13.   Pit one person against another.
  14.   Override every decision others make.
  15.   Lead chaotically with constant exaggerations and untruths.

Insidious Leadership: Are You Silencing Employees? – Kate Nasser

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.

YouTube Video – The Power of Listening – William Ury – TEDxSanDiego

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

Photo Credit: Flickr

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.

Insidious Leadership: Are You Silencing Employees? – Kate Nasser

Can Your Employees Really Speak Freely? – James R. Detert & Ethan R. Burris – Harvard Business Review

6 Reasons Employees Must Speak Up to Thrive at Work – Glenn Llopis

7 Tips for Wooing Your Employees Into Loving Their Jobs, Again – Matt Straz

Monday Morning Moment – Ignoring in the Workplace and the Powerful Practice of Noticing – DebMillsWriter

5 Friday Faves – Journaling, What Ends All Marriages, Cell Phone Addiction, Trauma Healing, and Neighborhood Gelato

Happy Friday! Cutting quickly to the chase here, with my favorite finds of the week:

1) Journaling – Writing is a favorite outlet of mine. When I write, it’s like talking to a trusted friend. Everything is clearer after. Less frightening, too, sometimes. that’s what reflection does for you. Journaling has been a life-long habit of mine. In fact, I’ve told my kids that when the time comes and they go through all the stuff in the attic, they might want to read some of the journals. Although, I also warned that anything shocking they read, I’ve probably long since worked through (hopefully).

Productivity coach Benjamin P. Hardy strongly encourages journaling as a daily early morning habit.

Do you write or journal? It’s worth a try. You never know what you might discover through writing out what is bouncing around inside your head.

Why Keeping a Daily Journal Can Change Your Life – Benjamin P. Hardy

2) What Ends All Marriages –
Meg Marie Wallace writes a chilling piece on the one thing guaranteed to end all marriages. In her article, she talks about marriages that survived adultery and other betrayals, as well as marriages that didn’t survive. Then she gave what she saw as the difference.Photo Credit: Edvard Munch, Wikipedia

Those whose marriages didn’t survive were those who allowed their hearts to grow cold and hard toward their spouse.

“In order for marriages to thrive BOTH people need to guard with all diligence against hardness of heart. It has no place in marriage, yet in big ways and in small ways we let it creep in. This hardness often begins so subtly, with the smallest acts of selfishness…but left unchecked can grow to become a raging fire of wrath, anger, hatred and bitterness.” Meg Marie Wallace

Left. Unchecked. We must guard our hearts if we want our relationships (marriage and otherwise) to thrive in hard places.

Read Wallace’s piece. We can take hope and take charge of those hearts of ours.

3) Cell Phone Addiction – Jesse Lyn Stoner posted a powerful article, by Victor Prince, on the intrusion of cell phone technology in the workplace. The piece is Want Your Team More Engaged? Remove the Weapons of Mass Distraction . If we were honest, many of us struggle with this. I know I do. Take a minute to read Prince’s take on how to shake-up the workplace by confronting the distraction of our phones. I’m motivated. On both personal and professional fronts.Photo Credit: Andres Rodriguez, Flickr

4) Trauma Healing – After studying about Adverse Childhood Experiences (ACEs), I’ve become more interested in trauma healing. Wanting to be equipped, I went to a training this week. The American Bible Society offers a course especially geared toward those who want to serve people who’ve come through terrible lossPhoto Credit: BPNews

or trauma (refugees, anyone with PTSD, persons with addictions, fill-in-the-blank). The training is designed to help meet the needs of all people no matter the religion or background. Only one section is specific toward Christians.

Through role-play experiences, storying, dialog, writing and art exercises, the course facilitators guide participants how to recognize and lovingly intervene with those who have come through trauma. I was surprised myself how helpful the exercises were in helping me with some losses I’m still recovering from.

The written guide is an excellent tool for anyone and can be purchased online.

Healing the Wounds of Trauma – Harriet Hill, Margaret Hill, Richard Baggé, Pat Miersma

5) Neighborhood Gelato – Don’t you love those shops tucked into your neighborhood where you know the people behind the counter and the products are always amazing? One of those around here is The 21Hundred, named for its location on John Rolfe Parkway, in Richmond’s West End. It’s a cozy, friendly place where neighbors gather and others drive over to join them. Payton and Robyn Wilson, the proprietors, serve up espresso, gelato, and other yummy treats every day of the week but Sunday. They treat all of us like return customers, even when it’s the first visit. Check it out if you’re a Richmonder. If you’re not, tell us of a neighborhood favorite of your own.

Have a great weekend and be kind to one another. You never know what someone is going through.

Monday Morning Moment – Workplace Wisdom – From the Shallows Back Out Into the Rapids – 5 Resources

Photo Credit: Wikimedia Commons

The river of work is often a fast current – the movers and shakers are in the rushing waters. If you find yourself in the shallows how did that happen? Illness (yours or someone in your family), underemployment, qualifications issue, somehow just not the “flavor of the month”? Any or all of these situations could have prompted a detour out of the faster waters of your work.

Some of us thrive in the shallows. I want to learn how, now that I’m semi-retired. Still, the rapids call me  back…for many reasons.

If you, like me, are in the shallows and you are bewildered rather than refreshed by them, think why that might be.

The rushing waters are where the action is. They’re here and gone, but they carry along whatever is happening in the river.

Occasionally something interesting and important will pop out for you from the current – and you tackle it with excitement – and when you finish it, then it’s gone. Taken back up by the river as if it never visited the shallows, as if you never touched it.

The shallows are a lovely place to visit…especially when you’re exhausted from the rapids. Especially when you need a new vantage point…a new view of your work. The shallows provide that. Being long in the shallows is a strange experience…if you’re used to the rapids.

How does one push back out into the current?

OK…enough metaphor. Here are 5 super useful resources to help us push back into the running river of work…if that’s where we want to be. Choose which fits the most right now, and dig into the article:

1) Achieving Stadium Status – Why not have a colossal goal, right? Leadership consultant Skip Prichard posted a piece recently on How to Achieve Stadium Status. Photo Credit: Wikimedia Commons

He gives a hardy review of John Brubaker‘s book Stadium Status: Taking Your Business to the Big Time. From the book, Prichard covers such topics as how to use affirmations, dealing with critics, rising above the noise, leaving our comfort zones, avoiding comparing, and not repeating others’ mistakes. Until you can read the book, catch Prichard’s article to get started toward the main stage.

Stadium Status: Taking Your Business to the Big Time – John Brubaker

2) Bouncing Forward After a Big Fail – One of my favorite writers on leadership and the workplace is  Adam Grant . He takes a very different view of failure at work in his article When You Get Fired Or Fail Big, This Is How You Bounce Forward. Photo Credit: Pexels

Quoting Grant here:

“Most of the time, when someone fails, it’s not because there’s a bad apple spoiling the barrel. It’s because the barrel is a bad relationship.

In other words: It’s not me. It’s not you. It’s us.

That doesn’t mean shirking responsibility or failing to hold others accountable. It means realizing that in many of our struggles, the biggest problem lies not in individuals but in relationships.

It helps to remember that in most failures, relationships are a major factor. We just have to make sure we don’t pull the wool over our own eyes.” – Adam Grant

Option B: Facing Adversity, Building Resilience, and Finding Joy – Sheryl Sandberg & Adam Grant

3) Addressing Team Alignment – Leadership trainer Jesse Lyn Stoner looked at how team alignment influences team performance. In her piece, Team Alignment is for the Birds, she had this to say:

 

Team alignment is often “leader dependent. Followers depend on the leader to make decisions on direction and tell them what to do.

Team members [in this scenario]. . .

. . . should not act independently.

. . . have little need to communicate with each other.

. . . are following the leader, with no idea where they are going.

We need teams composed of individuals who are able to make quick decisions on how to respond to what comes their way, who are able to use their good judgment to solve problems, who coordinate their efforts with each other, and who come up with fresh new ideas.

A compelling vision (that includes common purpose and shared values) is a more powerful way of unifying your team than trying to align them through structure, policies and procedures.

When a team is organized around a unifying vision, the vision becomes the glue that holds your team together.” – Jesse Lyn Stoner

6 Benchmarks of High Performance Teams – Jesse Lyn Stoner

4) Excellence in Execution – Strategy thinker Robin Speculand writes on what it takes to effectively implement change. In his blog (guest post on Skip Prichard’s website), Speculand talks about the role of the leader in driving strategy forward. To effectively execute change, leaders must demonstrate their own commitment to the strategy. How visible they are to the rest of the company’s employees attests to how valuable the execution of that change is to them personally. Speculand talks about how to carve out time and energy from a busy schedule in order to be fully available to those most impacted by the strategy change. Photo Credit: All Hands

Intriguing ideas, especially for any of you in the shallows. To be a person who executes well is a valuable employee. Don’t lose sight of that.

A Leader’s Role in Achieving Excellence in Execution – Robin Speculand

Excellence in Execution: How to Implement Your Strategy – Robin Speculand

Robin Speculand Presentations – Slideshares

5) Becoming More Likable – Work is not a popularity contest. However, likable people are just a whole lot more fun to work with than folks who insist on being controlling or contrarian. Marcel Schwantes lays out 6 qualities of folks we would all like on our teams…

  • Be curious and ask interesting questions.
  • Describe other people in the positive.
  • Make an immediate good first impression with your face.
  • Listen. Really listen.
  • Choose every opportunity to experience joy.
  • Don’t pass judgment.Photo Credit: Flickr

6 Qualities of Extremely Likable People, According to Science – Marcel Schwantes

Bonus: a Critical People Skill with Kate Nasser

A Critical People Skills Moment to Handle With Ease – Kate Nasser

When others ask you to change a behavior that rubs them the wrong way, what is your response? They will remember how you reply to this critical people skills moment.

Do you …

  1. Give a list of reasons why you do it?
  2. Ask them to explain why it bothers them?
  3. Suggest that they are being demanding, irrational, unprofessional, or childish for asking?
  4. Take offense and avoid these people whenever possible?
  5. Stop doing it?

Check out Kate Nasser‘s lightning fast read on looking seriously at the 5th response above. We want our preferences…we want things done our way. We want “me” to win, not “we” to win. Something to think about.

Let’s push out into the fast water of our workplace…we’ve had enough time in the shallows.

Monday Morning Moment – Community in the Workplace – We Need It

Photo Credit: Pixabay

Working on teams made for some of the highest performance years of my career. I used to think it was a weakness of mine that I didn’t thrive professionally if I wasn’t on a team. Looking back at seasons of life where my work required solitary focus as well as the times when collaborative effort was the expectation, the difference in quality of life and product was astounding.

We need each other. Author C. S. Lewis even observed that we are all “one vast need”. This thinking goes counter to our culture’s bias toward self-sufficiency and independence. In the workplace, our brilliance does not have to be defined as always being the lone ranger or the self-starter. How we work with others, and what we draw out of each other, in terms of value, creativity, and resource could be the difference in both performance and morale.

“When we live our lives in isolation, what we have is unavailable and what we lack is unprocurable,” wrote Basil (an early Church father). When we live our lives independently, other people are poorer because they cannot benefit from our gifts: “what we have is unavailable.” Also, when we isolate ourselves, we are poorer because the benefits of others’ gifts are lost to us, so what we lack, we cannot get. There are good things in others that are “unprocurable” unless we interact with them…You are “one vast need” and must avoid the extremes of saying, “I am not needed,” or, “I don’t need you.”Art Lindsley

Community – and Why We Need It – Art Lindsley, C. S. Lewis Institute

Early in my career, people invested in my professional development and in me as a person. I had rich opportunities to work alongside both leaders and practitioners who shaped what I had to offer in the workplace. You have read about some of the teams I’ve had the privilege to be a part (here and here)… The work of those teams continues to thrive.Photo Credit: Wikimedia Commons

What we do together far surpasses what we can do individually.

Individualism is a fine idea. It provides incentive, promotes leadership, and encourages development—but not on its own. We are social animals who cannot function effectively without a social system that is larger than ourselves. This is what is meant by “community”—the social glue that binds us together for the greater good. Community means caring about our work, our colleagues, and our place in the world, geographic and otherwise, and in turn being inspired by this caring. Tellingly, some of the companies we admire most—Toyota, Semco (Brazil), Mondragon (a Basque federation of cooperatives), Pixar, and so on—typically have this strong sense of community…Somehow, in our hectic, individualist world, the sense of community has been lost in too many companies and other organizations. – Henry Mintzberg

I agree with these authors and many others on the importance of community in the workplace. Right now my work is done in a very solitary environment. Thankfully, I have friends and colleagues who fill some of the void where I miss team. In times when our workplace lacks community, we shouldn’t wait on outside forces to alter our situation. We must take steps to create community. Brook Manville has written an excellent step-by-step process to embolden us in this effort. Missing community at work is just wrong, especially because we can do something about it.

Can major transformation really begin…almost spontaneously, with small acts by people who are not part of the senior leadership?…In his recent book Community: The Structure of Belonging, Peter Block, an authority on workplace learning and performance, wrote, “Most sustainable improvements in community occur when citizens discover their own power to act…when citizens stop waiting for professionals or elected leadership to do something, and decide they can reclaim what they have delegated to others.”Henry Mintzberg

Rebuilding Companies as Communities – Henry Mintzberg, Harvard Business Review

Can we have community on every work team? Maybe not. Can we have community at work? Absolutely. Whether it is a core value of a company or not, we can create and cultivate community whatever our role is and wherever we find ourselves in the workplace.

Let’s get after it!Photo Credit: Vimeo, Belbin

Wisdom for the Teaming Masses – Brook Manville, Forbes

Saturday Short – a Space and a Place on the Team – Deb Mills

Belbin Improving Teams 2017 – Vimeo