Let’s talk about resilience – that ability to weather hardship over time; to endure and stand strong; to bounce back to a new normal. A new normal not thrust on us but one we help create.
“Resilience is the process of adapting well in the face of adversity, trauma, tragedy, threats, or even significant sources of stress – such as family and relationship problems, serious health problems, or workplace and financial stressors. It means “bouncing back” from difficult experiences.” – The Road to Resilience
When strong winds come (whether illness, financial setbacks, or social distancing prescribed to avoid COVID-19), we can bend or break.Photo Credit: Wallpaper Flare
There is a more middle place as well, when the bending leaves us bent rather than just stretched. We are in a season where we might feel bent. In a “fog” of sorts, disoriented by our circumstances, ill-equipped for what we currently face. The lethargy, fatigue, and emotional/mental dullness are confusing when we actually have more opportunity than ever before to create and innovate.
This is where resilience comes in. After weeks of “staying at home”, getting work done in different ways than before, we are teetering on whether to remain cautious or throw caution to the wind.
Tapping into that mental energy for decisive action can move us toward resilience. What do we want as a long-term outcome of this season?
Author James Clear writes about habit formation. He says it takes 2 months or so for a new habit to become automatic. He also cautions against focusing on the amount of time it takes more than the work it takes. “Do the work”. From Day 1 until whatever day our lives will “return” to normal.
Have you thought about what you hope to gain from this time we’re in “together”? We can’t control everything, of course. We will continue to have days where it seemed we weren’t able to accomplish much more than keeping our kids safe and fed. Underneath the sluggishness of this season of “staying well” or “staying in” for the sake of others…there is a rock-solid foundation of future possibility.
Let’s go after resilience. Let this be something we and our children look back on as a gain from 2020. Photo Credit: George Mason University
I’d love to hear your thoughts, your struggles, and how you are tackling the framing of that new normal. How are you staying mentally and emotionally engaged in spite of social distancing?
The world’s shortest speech for those who won’t have a graduation. “Turn your hardships into blessings. Mourn the loss of graduation, but let it motivate you in 2 ways: become resilient in the face of setbacks & maintain relationships with friends whose good-byes were stolen.”
I don’t know about you, but this pandemic has me way more distracted than I want to be. It’s a good thing to be informed and to abide by the recommended safe practices. The struggle for me is the bent toward being glued to the news updates. Becoming a content expert on the Novel Coronavirus (COVID-19) as a private citizen will not make a difference in the larger…global…sense of this problem.
For the moment, let’s be champions of safe practices and in tune to our communities, especially the most at-risk, vulnerable. We can still reach out, in creative ways, still maintaining social distancing for now.
How thankful we all are for the medical/nursing professionals, first responders, scientists, and policy-makers out there helping us get through this! Also the lab workers, waste management folks, truckers, grocery and other food providers, farmers, etc. etc.
Two weeks…let’s pray these two weeks can make a difference (in all our countries) in the morbidity/mortality of this strange and sobering disease.
2) Words matter. – Our nation has been divided along political and ideological lines for some time now. With the growing and deadly problem of the Coronavirus in our country, we are being compelled to come together to turn around the devastation of this disease. In just over five weeks, we in the US have gone from a handful of cases to over 25,000. The political race for the next US Presidency has gone almost quiet, as everyone with any power does what they can for the sake of all Americans.
This is so REFRESHING.
It makes me feel like we are one country and I haven’t felt like that for a long time.
For our politicians to be willing to cooperate across the aisle and to speak the truth to each other and all of us, it sends a huge message of hope. Maybe we can come together as a nation again one day.
I wrote earlier this week about what we could learn from Mr. Rogers. The quote below is his…and serves us well today. If forgiveness didn’t take root in your young lives, it isn’t too late.
“Forgiveness is a strange thing. It can sometimes be easier to forgive our enemies than our friends. It can be hardest of all to forgive people we love. Like all of life’s important coping skills, the ability to forgive and the capacity to let go of resentments most likely take root very early in our lives.” – Fred Rogers
3) Leading Teams – Patrick Lencioni in the business world and Carey Nieuwhof in the church world are two of my favorite thought leaders. Below you will find two recent posts by them. Lencioni talks about the ideal team player in a new TEDx talk. I read his book of the same name and was enthralled by his talk on the three attributes of that team member – humble, hungry and smart. He also points out what you have to deal with when a teammate doesn’t have all three. The TEDx talk is a fast and fascinating rendering of his book.
Then Carey Nieuwhof takes on our current situation of teams working remotely. With so many of us practicing social distancing (a new phrase thanks to the Coronavirus), leading a “digital team” can be complicated. Nieuwhof gives wise counsel in his quick read below. Personalizing the experience of working from home is key.
4) Long-lost Relatives – Have you ever gone looking for relatives you’ve lost touch with? I’ve certainly done that with friends, and thanks to Facebook, long-ago relationships were happily rekindled.
In recent days, with the threat of this virus, and our hearts enlarging toward others, an opportunity presented itself to find cousins long-lost. Because of my parents’ divorce, my biological father’s family was a complete unknown. My mom and her siblings grew up with an alcoholic father). As happens with adult children of alcoholics, the shared pain was not something that held them together. One cousin who I haven’t seen in at least 30 years reached out to me, and we had a long and lovely phone conversations.
He filled in so many gaps on his family, and I was grateful. We also talked about my family, of course. His genuine interest and care touched my heart. Now I’m inspired to widen the search. To be honest, some of the conversations ahead may be painful…losses unshared, evolved misunderstandings…who knows what I will encounter. The risk is worth the reward of knowing these people… overdue as it is.
5) Shared Sacrifice – This is a new expression for me. I thought it was a concept borne out of our fight as a nation against the Coronavirus. However, it’s been used before – this idea of all of us cinching up our belts for one another’s sakes. President Obama talked about “shared sacrifice” and now President Trump calls us to it. Sociologist Jerome Karabel posted this week a beautiful piece on how the US steps up during times of war:
“America’s history demonstrates that, in times of war, we can rise above our ardent individualism and suspicion of the government and come together to defend the public good. So if we can…come to perceive today’s crisis as a war, we will rise to the occasion as we have done in the past.
Following the attack on Pearl Harbor, a spirit of shared sacrifice was everywhere visible: in the thousands of men and women who volunteered for duty, in the public’s acceptance of rationing, in labor’s no-strike pledge, in the purchase of war bonds by Americans of every economic level, and in the eighteen million “victory gardens” which produced one-third of the nation’s vegetables. During World War II, business converted to wartime production with astonishing speed, producing 300,000 military planes, 86,000 tanks, and 71,000 ships…[Today] the nation is at war with a deadly and stealthy foe. Like World War II, the current situation demands personal sacrifice and social solidarity. But unlike in World War II, we cannot wait years to win the war; this is a war that must be won in weeks, or at most, months. Every day of delay has the potential to cost thousands of lives. And if we do not act with decisiveness now, the toll may go well beyond the 405,399 Americans who died in World War II.” – Jerome Karabel
As government advances billions, if not trillions, of dollars into our economy, we in the private sector, businesses and private citizens, can share the burden of a nation under attack…and we will.
That’s five of my favorites for the week. How about you? The Comment section below is waiting for your words on life in this season of the Coronavirus.
The beauty of this brought tears to my eyes. I read where Italians sang this to cheer one another during the horrors and deprivations of WW2. https://t.co/rQzR4w2KUm
Leadership is a process that has been a great interest all my adult life. There’s this man I know well who actually spends concentrated time studying about leadership, both through books and observing it in practice. He has had the experience of being a leader of few and many. He has managed teams, budgets, and action plans. Other times, he has led only by influence, without authority. He is my go-to person on what is good leadership – which is never a finished product. Leadership changes as organizations and cultures change.
Yet, the basic elements of leadership that builds leaders and, at the same time, gets the job done are foundational.
The man is my husband. He, from time to time, has also been my boss in the workplace. Dave Mills wears many hats. He most recently applies himself to risk/crisis management, security processes, and strategic partnerships. Making leadership development happen is his professional happy place.
In the training he does on Leading From the Heart, he lays out these 6 Basic Elements of Leading Well. With permission, they are excerpted in brief below:
Be clear about what you want personnel to do (What)
Make sure they know why it is important (Why)
Make sure they have what they need to do the job (How)
Give them a way to know how they are doing
Follow up regularly on priorities and progress (accountability)
Make sure they know you care about them
This is intended to help leaders understand what they need to provide for people to thrive in their work. This doesn’t address vision or strategy; it focuses on the people part of the process – the interaction between leaders and those we are responsible to lead.
For someone to thrive in a job, they need all six of these in place.
6 Basic elements of leading people:
1. What: Be clear about what you want them to do.
People tend to underestimate the amount of communication effort required to achieve clarity. This requires repeated communication to hammer home a clear understanding of the task. A feedback loop where you ask the team member to explain the assignment back to you is essential. Even when they can do that, you still need to revisit it regularly. Do not short-change the work involved to achieve clarity.
[This is very different from micro-managing. This is empowering through comprehensive, understandable information-sharing.]
2. Why: Make sure they know why it is important.
Do not assume that employees understand why the task is important. Make sure that is clearly communicated. If they already know the importance, it helps them to hear it so they know their leader understands the importance.
This is often neglected. Sometimes it is because it is assumed that the person knows why the task is important. Sometimes it may be obvious why it is important. However, it is worth unpacking that together to reinforce the importance of the task and your confidence in the person to successfully carry out the assignment. The most common scenario is probably just to ignore the issue and never bother to help the person understand why their work is important. This is one of the points in Lencioni’s three characteristics of a miserable job. He calls it irrelevance.
3. How: Make sure they have what they need to do the job.
When you assign a task you must be sure that the person has what is needed to do it. This may involve resources, like access to equipment or funding. It may be knowledge. It may be connections to other people. There may be a training need. Or it may be capacity. Do they have the capacity to take on the task you are assigning to them? Make sure they have capacity, or free them up from something else, or give them someone to help them with the task. Also recognize that sometimes at the beginning it may not be clear where the gaps are. This is something that should be regularly revisited with people – Don’t forget to ask them if they have everything they need.
[This is another area where micro-managing would stifle rather than empower employees. Give team members the authority to get what they need to get the job done.]
4. Give them a way to know how they are doing.
People need to know what a good job looks like. At the end of a day they need to be able to assess whether or not they did a good job that day. What are the most important outcomes that you are expecting from them? Have you expressed these in ways that can be quantified?
5. Accountability: Follow up regularly on priorities and progress.
Check in with them regularly, with intentionality, about progress and priorities. The leader must take responsibility for driving this. The frequency depends on the employee and situation, but there should be a regularly set time. This needs to be a one-on-one conversation with each direct report to discuss what progress has been made since the last check-in and what are the priorities to be focused on until the next check-in.
Not only do you give them a way to assess their own performance, you regularly review their progress and provide feedback on how they are doing. This is a good opportunity to revisit whether or not they have everything they need to accomplish the assigned work. This is where coaching and accountability happen.
6. Heart level connections: Make sure they know you care about them.
Relationships are key to leadership. You need to be intentional and deliberate about building heart level connections with those you lead. There is an enormous amount of research indicating the importance of this. If you do all the other parts of the process well and fail on this one, your people may endure your leadership but they will not thrive. On the other hand, if you are not so great on some of the other parts but do this one well, people will cut you a lot of slack if they know you care about them. Relationships are the oil that keeps the work machinery going. Like having something with a lot of moving parts – as long as the oil is there, it runs smoothly. If you throw some sand in the works, it doesn’t run so well and over time it will grind down to a point where it doesn’t work at all.
Caring about our employees (direct reports, in particular) involves investing in their development. Proactively looking for ways to help someone improve and grow in their work is a very caring and practical thing to do.
[Be careful that you, as a leader, don’t presume a relationship exists. This is only effective when the employee experiences the relationship as positive and caring.]
What do you think? Any element you could use as a leader or team member? In our work (both together and in work independent of each other), Dave and I also believe that leadership development – intentional and proactive – should begin at orientation. The tendency in the workplace is to load development on those already in authority. Entry level and mid-level employees don’t always have benefit of the care needed to provide opportunity to grow and develop in their areas of expertise. It is something to consider on the order of company core values.
Lastly, I just wanted to give a shout-out to some of the folks who have demonstrated excellent leadership to Dave…as well as those in relationship with him who have developed as excellent leaders themselves during the time they worked together. These make for long and rewarding relationships across a lifetime of work.
[Just a few of those remarkable ones are in the following images]
Is being multiethnic part of your organization’s DNA or core values?
Whether a part of a Fortune 500 company or a megachurch, or whether just beginning a small business or a new church plant, our values are soon exposed. First, by our goals and then by our makeup.
So…what if we see the value of multiethnicity in our organization, is it apparent in our makeup?
A quick assessment can come out of the 80/20 rule: when one racial group accounts for 80 percent or more of the membership (or organization).* In the US, if our company has 100 employees, and 79 or fewer are white, we are moving in the direction of being multiethnic in our makeup. Easier than counting through employees, just look at the makeup of the leadership team. That readily speaks to the direction of the organization.
I’m not talking quotas here, at all. Racial diversity is probably not the ultimate goal. It can, however, be a part of the goal.
If we are part of a mono-cultural (a racial majority) organization, there is benefit in asking these questions: Should we look more like the rest of the world? What do we communicate when we don’t? What problems do we make for ourselves in keeping the status quo? What positive impact can we have on the present and future, if we do act, moving toward multiethnicity, with intentionality?
For starters, let’s examine the components of a multiethnic organization – color, culture, compromise, and community.
In his book, Loritts paints a clear picture of color and culture as he defines 3 types of cultural expression.
C1 – Persons within a certain ethnic group who have assimilated into another ethnic group. Loritts uses one such example from our TV pop culture of a few years ago: Carlton Banks of The Fresh Prince of Bel Air -and the It’s Not Unusual dance. On the surface, these persons would seem to easily blend into an emerging multiethnic organization. They bring racial diversity without rocking the institutional boat. Will just considering skin color get us to goal?
C3 – At the other end of the spectrum, the persons within an ethnic group who absolutely refuse to assimilate within other ethnic groups or cultures. Again, from the same 90s TV show, Loritts uses a different character as a light-hearted example: Fresh Prince Will Smith Dancing. C3s do not blend into the majority ethnic group and have no intention of doing so. What they bring to an organization is ethnic definition.
Hang in there with me. Especially if you’re thinking this has nothing to do with competence or corporate excellence. There’s more.
C2 –Those persons who have the unique ability to go from one culture to another, without compromising or losing who they are in the process.
Who did Loritts give as a person we can all recognize as a probable C2? Denzel Washington. When you look down the 30-years-plus of Washington’s films, he chose to portray a wide range of characters at which we watched and wondered. C1s, C3s, and, of course, C2s. Washington is a black man with the wisdom and understanding of one who will bring his best to any situation, without losing himself.
This breakdown of cultural expressions made me take a long, hard look at my own life – if not my preferences, definitely my default. I’m a C2 wannabe in a C3 life AND organization. In earnest, I do want to be a C2, but too many actualities in my life point to the fact that I’m not there yet…but “there” is my goal.
We need C2s to grow into truly multiethnic organizations.
Compromise – To move our organizations toward a goal of multiethnicity, compromise, in the best sense of the word, will be required. As we look at our makeup and our market, we must ask hard questions of ourselves. What are we really willing to invest to get to a multiethnic leadership and true organizational partnership across cultures?
If leaders are interested in exploring and reaching beyond their particular demographic, they must understand that a lot of it has to do with …leadership. This is something that has to be flowing out of the leader. This intentionality and staffing will always prove to be a major catalyst for change. DeYmaz also issues a call for intentionality when it comes to developing diverse leadership teams…Bryan Loritts says the ideal candidate for a leadership role is what he refers to as a C2 leader. “A C2 is a person who is culturally flexible and adaptable without becoming ethnically ambiguous or hostile.” As an example of a C2 individual he points to actor Denzel Washington,as someone with the unique ability to play a variety of culturally-different roles while remaining true to himself in the process.* – Jeff Fehn
Community – With intentionality and the willingness to give space to other ethnicities and cultures, our organizations can look like and identify with the world we serve. Our products and identity can communicate both excellence, relevance, and highest humanity as we become more multiethnic. In fact, while we may strive toward diversity or multiethnicity… really the goal needs to be multiculturalism…enriching and empowering each other personally and organizationally.
While cultures are defined by their distinctiveness, community and interaction rely upon commonalities to establish unity. In order to have intercultural relationships, some accommodation must be made on one or both sides of the cultural divide. But the act of accommodation represents, to some degree, a compromise and loss of cultural values. – Mark Naylor
A truly multiethnic organization will be multicultural.
What is gained in formulating goals that bring together ethnicities and cultures with processes that encourage positive compromise and rich community? I’d say…the world.
Thoughts?
Where will these kids work, serve, and do community one day?Photo Credit: Flickr
[Postscript: Pat Lencioni’s most recent post popped up in my email this morning, a day after my weekly post went up. He adds one other “C”: Conflict – check out his read on Diversity’s Missing Ingredient.]
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.
1) Reversing Diabetes – Maybe you don’t think about diabetes. I do. So far I have held it off. Not because I’ve mastered a healthy diet or an active lifestyle. Just teetering probably on the brink. Diabetes is one of those diseases that, if we live long enough, will probably hit one out of three of us. 1 in 3. So when I come across a great article about reversing it (which is rare), I jump on it. Lou Schuler has written a powerful piece for Mens’ Health on How to Reverse Diabetes. He writes in a non-shaming, matter-of-fact way with lots of pragmatic counsel and success stories. Our problem is we don’t think we can reverse it…we figure it is inevitable if we continue with reckless eating and holding our couches down so they don’t get away. I was encouraged by Schuler’s article.
We can reverse diabetes with three specific interventions – lose the weight (or don’t gain the weight over our lifetime); especially control our belly fat; and exercise (even just walking after we eat can make a big difference). I have loved ones who are diabetic or pre-diabetic. I hope they are encouraged by this….I am. Resolved not to be 1 in 3.
2) Circle of Gratitude -Gratitude is a terrific gift all by itself. What’s really fun is when our expression of gratitude actually triggers gratitude in the person for whom we’re thankful. Justin Kanoya describes this as a circle of gratitude. You have been the recipient of some great service or other good thing (fill in the blank) and you want to thank them well for what they did for you. You don’t just send an effusive text or Facebook message. Nor do you pick up a one-card-fits-all-purposes to send them. You want it to be reflective of what they did themselves. Kanoya carefully picked out some hand-made cards from local artisans. He then wrote specific detailed thanks for each person’s generosity toward him. Lastly, he slipped in gift-cards for spa treatments.Photo Credit: Flickr
Kanoya describes how satisfying that was, but the circle of gratitude closed for him when he received back all manner of thanks for his thanks, from those who received his cards. Sweet. Have you had this experience – when someone’s gratitude felt even more generous than what you did for him/her? That’s a circle of gratitude.
3) Love Songs – Do you have a favorite or meaningful love song? For Dave and me, it was the oldies song playing on the radio when we first kissed. I Only Have Eyes For You. He tells me he actually waited for just the right song because we would remember it always (not like “Hotel California”). That was a long time ago. It was such a moment that, after we married, we even asked a local artist to do a painting for us as a reminder of that sweet song and sweet moment. Photo Credit: Artist – Betty Skaggs
Facebook has become a bit redundant for me lately – not just the political parlay but all the videos. Still there was one this week that touched my heart. It was a homemade video at a church Valentine banquet. A couple was standing at the mic and the husband was singing a karaoke version of Lionel Richie’s Truly to his wife. So funny and deliciously dear.
Do you have a favorite love song and moment? Please share with us in Comments below.
4) Asking Good Questions – There was a season in my professional life when my husband and I directed a study abroad program with young adults right out of college. They would return to the US to attend graduate school but wanted a deeper understanding of the Middle East, through an immersion experience. During those sessions, we would often have visits from their parents. One mom gave me surprising and difficult advice. She said her son (along with these other 20=somethings) prefer coming up with their own answers (solutions to their own problems). The key for us in supervision and mentoring was to ask them the kind of questions that would get them to those answers. I wanted the easy way out; I wanted to just tell them what they needed to know. Saves a lot of pain for all of us, but didn’t help them become better problem-solvers. Ever since, I’ve been trying to figure out how to ask good questions.
When leadership coach and blogger Paul Sohn interviewed talk radio host and author Ken Coleman, they talked about this very thing. Asking good questions. about asking questions. – What’s the greatest question a person can ask/answer? “Why am I here?”
[When you read Sohn’s interview, don’t miss the Comments. Really fascinating.]
5) Ideal Team Player – Pat Lencioni’s book The Ideal Team Player is one of our favorite books lately, and I’ve already written about it here. It’s a fave again this week because I discovered some helps for discovering just how humble, hungry, and people smart we are. On Lencioni’s website, he offers several free resources and tools. Photo Credit: Pexels
One tool was a free self-assessment of these three virtues of an ideal team player. It was very helpful, especially in pointing out areas where I tend to hold myself back. Check it out. Seriously.
Those are my five faves for this week. Below you will find a bonus from one of my favorite documentary makers – Andrew Morgan. He’s directing a series of short films on Untold America. This past month, he focused on the many sides of democracy in America. Next, I believe, he is covering immigration stories. Follow him and Untold America on Facebook or Twitter. You don’t want to miss any of these films and the people whose stories they capture.
Have a safe and refreshing weekend, Friends.
Bonus: Untold America’s Documentary Series on Democracy
Who are the influencers in your life? Those people who hold your attention, who cause you to think, who give impetus to change. Who are those thought leaders who challenge you – those whose reach exceeds their grasp?Photo Credit: Inc.
It wasn’t so long ago, in the training division of our company, that our director actually reprimanded new employees about their phone use during a session. It wasn’t so long ago…but it seems so. These days, no matter who is speaking at the front of the room, heads are down in the audience, folks pounding out texts or scrolling for their amusement. How do we fight this mental and relational disconnect?Photo Credit: PC World
What has helped me in recent years is finding people both inside and outside of my organization whose thinking inspires me…and learn from them. We have so many helps in print and electronic form. So much encouragement and possibility…in the words, attitudes, and actions of these business and professional leaders.Photo Credit: Hashmeta
In 2012, I became a Twitter user. It was a boon for me intellectually and a huge assist as I began a very new and challenging job. I began by following people I knew and respected in my field and then chose from whom they followed. Social media can keep you from deep thinking and problem-solving UNLESS you use these networks to broaden your understanding of people and processes. Twitter has done that for me.
[Sidebar: Social media has also been a source of professional encouragement for me. When Patrick Lencioni followed me on Twitter after I wrote about his influence in my professional thinking, it was, as you can imagine, huge for me. Such a small thing…but so significant for a novice writer and workplace thinker.]
Below you will find 22 influencers in my life, in alphabetical order, most of whom I discovered via Twitter. [These are just a few, but as I was going through my Twitter follows, these are the ones I wanted to showcase first.] Give them a look-see and a follow if they scratch your particular itch…professionally. You can find them via their websites also, especially if you’re not interested in subscribing to Twitter. It’s been akin to graduate education for me (but much more practical and timely, given where I am career-wise).
Moe Abdou – Founder of 33 Voices – interviews (podcasts and blog) with a wide array of entrepreneurs, innovators, thought leaders.
Sam Adeyemi – Senior Pastor of Daystar Christian Centre, based in Lagos, Nigeria. International speaker and a positive force in casting vision and leadership development for a new Nigeria…and Africa.
Ron Carucci – Cofounder of Navalent – best-selling writer, consultant, and speaker on executive leadership, change, and strategy. He is one of the good guys…how do I know? He actually follows ME on Twitter and has even read my blog. Sharp and people-smart. I’ve also learned from one of his teammates: Jarrod Shappell.
Brian Dodd – Writes at Brian Dodd on Leadership. Prolific and brilliant maker of bulleted lists. My goal is to make one of his lists one day. Dodd serves pastors but helps all of us with leadership insights from a huge range of sources – athletes and coaches, and a myriad of other cultural icons.
Tom Elliff – Tom is not on Twitter but you will want to hear him speak any chance you can. He also writes at Living In The Word. Author of many books, his latest is The Unwanted Gift focusing on his and his wife’s journey with God through cancer and grief. Tom is a master story-teller, effective encourager, and all-round good guy.
Christopher Gray – Founder of My Scholly. While in high school with no means to go to college, he did the work of applying for every scholarship for which he was a candidate. Tedious, tedious effort that paid off. This deserving young man was awarded 1.3 million dollars in scholarship monies. He was able to both pay for his college education and set up a business to help other young people, as well, find the means to pay for their college education. Amazing story.
Mike Henry Sr. – Founder of Lead Change Group. Writing for global leaders who want to apply Christian principles to their business. Solid practical training/teaching/mentoring no matter your beliefs.
Ryan Holmes – Founder of Hootsuite – a great help to us in juggling our workplace or personal social media needs. Holmes is also an insightful futurist who writes and consults to prepare us for what’s next in the business world. He has written on Generation C and old-school hacks for building a 2017 work culture. Fascinating stuff.
Gerald Leonard PfMP – Writer, consultant and speaker on business processes and work culture. Author of Culture Is The Bass. A business thinker, Leonard is also a bass player and uses music as a platform for teaching on culture. Great teaching (written and video) on his website Principles of Execution.
Ron McIntyre – Principle leadership coach at TLGCoach. Consultant and writer. Great helps on website.
David Mills – Google this guy and you will find a professor, writer, atheist, and actor…none of whom are him. He is a quiet man with strong integrity. A PhD. in chemistry and a couple of decades working overseas. He was leading from the heart years before Crowley’s excellent book came out on the same topic. Mills’ workplace and leadership insights inform much of my thinking. He follows me on Twitter and I follow him…not surprisingly since I’ve been following him for more than 30 years…wherever life takes us.
Matt Monge – Founder of The Mojo Company. He consults and writes on all things business, leadership, and work culture. He has also endured through depression which gives him particular insight into some of the things that make us want to give up. If you work, you want to learn from Matt Monge. Full stop. And HE follows me on Twitter.
Carey Nieuwhof – Pastor, blogger, podcaster. His is one of the few blogs that I welcome to my inbox. He has authored Lasting Impact and Leading Change. He writes to leaders, some of whom are pastors.
There is just so much cliché out there these days. From what’s hip in men’s facial hair, to cool shoes or right purses, to shirts in or out, jeans skinny and cuffed…and the lingo. Oh the lingo!Photo Credit: Contently
I’m weary of having to search for just the right phrase to communicate that what I have to say has merit (see…I shied away from the word “value”). Oh…for a culture where plain speak isn’t judged or suspect or treated as just too uncool.
Where jargon becomes cliché, our definitions can as well. What it takes to be good leaders has had a gargantuan amount written about it…and being a servant or humble leader can also fall into the category of cliché – just another fancy of today’s business culture.
Not so with true humility. Here’s my take on humility in the workplace. There is this seeming humility that masks something else – whether arrogance or insecurity, I couldn’t say. Then there is true humility – this is what makes a leader so easy to follow.
“There are three required virtues that make someone an ideal team player. Those virtues are humble, hunger and smarts. The most important of those virtues is humility. The ultimate foundation of being a team player is a person being willing and able to put the team’s interests above his or her own. Only a truly humble person can do this effectively. The second virtue required is hunger, the desire to work hard, make a difference and get things done. The third and final virtue of an ideal team player is something I call smarts. It has nothing to do with intelligence, however, but is all about social awareness and interpersonal common sense. Ideal team players, in addition to being humble and hungry, demonstrate smarts with their ability to understand their colleagues and work with them effectively.” – Patrick Lencioni, Author Q & A, TableGroup
This ideal team player is the kind of person we hope to always have leading our team…and our organizations.
I asked my husband recently what was the mark of a truly humble person. This was his response:
“Humble people pay attention to the people around them, whether they’re big or little.”
As wise as my husband is, he got that idea from Patrick Lencioni after reading his book.
Lencioni had much to say about humility, including:
“So many people there are so concerned about being socially conscious and environmentally aware, but they don’t give a second thought to how they treat the guy washing their car or cutting their grass.” – Pat Lencioni
[I write about the power of noticing people here.]
Humility is cliché if it’s just coming at you from the front of the room or the head of the conference table. True humility communicates a right, or proper, understanding of relationship between colleagues, clients, and customers. No lone rangers or rock stars in this equation. Photo Credit: AZQuotes
“Great team players lack excessive ego or concerns about status. They are quick to point out the contributions of others and slow to seek attention for their own. They share credit, emphasize team over self, and define success collectively rather than individually. It is no great surprise, then, that humility is the single greatest and most indispensable attribute of being a team player.” – Pat Lencioni
True humility in leadership is so not cliché. It can be observed, modeled, and developed. What’s cool today can become cliché tomorrow. True humility?…never.
“Throw the passes when no one is watching. Write the pages no one sees. Work through the business plans people don’t believe in yet. Hustle long before the spotlight finds you. You don’t need the whole world on your side to create something that changes the world.” – Marcus Mariota
“Silos”, as a workplace term, is such a fitting description for what we do to distinguish ourselves from each other. It means compartmentalization based on specialization. Now the term “silos” is less used, replaced by the cooler term “tribes”. Unfortunately, because the workplace woes of old are still in operation, “tribes” have deteriorated into “tribalism” or…[Hello] “silos”.
I began thinking about this again this weekend when a retweet came up in my Twitter feed featuring Gianpiero Petriglieri. So much organizational resource – money and time – is spent on specialization and grooming leaders. It’s a pity when the outcome actually draws down the organization ( to small pockets of “tribal buddies”) instead of honing expertise and relationships across departments, across disciplines.
What if we could break down silos, and reorient and reenergize tribes? What if workplace tribes incorporated a grand plan that nurtured inclusion – creating “a rising tide that lifts all boats” (Adam Grant)?
Years ago, when I was a young instructor at Yale University, I experienced workplace silos. There were bottlenecks through which I had to maneuver, until I figured out how to win those beyond the bottlenecks. Since then silos have been a part of life for me, as I’m sure they are for us all. Oncology nursing had a different prestige than critical care nursing. Was one better than the other? No.
Working in the Middle East had its own set of challenges different from working in Europe. Does that mean one elicits greater respect or benefits than another? Of course not. Right? Communication between those in the field and those in the home office can also become very much an “us” and “them” transaction. Even within the home office, one department may seem more the “flavor of the month” than another. What are your silo/tribe challenges?
Brilliant business writers can give us great tools and insight with breaking down silos (see fast reads in the links below). If you are anticipating a major change in your organization (buy-out, down-sizing, shift in focus/product line), it makes for a perfect storm to deal with silos. Of course, if management across the organization leads out with a unifying goal (a “battle-cry”), the possibility for success is heightened. I don’t think, however, that this is the only hope for success.
What if one department, a single silo or tribe, decided to tackle the problem? What would that look like? From my work experience and from learning from great leaders, both celebrity and colleague, here’s a bare-bones minimum how-to-get-started list:
What is your common goal as an organization? What is the clear unified rallying cry around which you can collaborate?
What are your own silo biases? Do you communicate that you think your department, location, specialization should have some sort of favor? Deal with that. It’s the first barrier that has to come down.
If trust has been disrupted or destroyed, who can you partner with to begin to rebuild trust? Name them, and begin the process (if you pray, you might begin praying for their success as a department/division – make it NOT about you).
What objectives can you establish as a department to guide you in staying focused on high-value collaboration across-specialties?
How will you measure the course of your action toward becoming a non-silo, less tribal department? Set a time. 6 months or across whatever acute crisis you see coming. Be as intentional and broad-reaching as you are able, given your own workload. Remember that silos alter the math in a workplace – 1 + 1 + 1 = 2 when teams aren’t sharing information and working at cross-hairs. We can make the math work better, as we work, against the flow, toward creative collaboration.
My professional life has had various silo experiences, from teaching in an Ivy League university to working on a highly innovative team (recklessly creating its own brilliant unintentional silo, later with personal regret). Silos and workplace tribes never get us where we want to go collectively. Bring ’em down.
I would love to hear about your work experiences…any struggles, breakthroughs, or victories in this area of breaking down silos and building a culture of “Yes, WE can…together.”
My latest favorite podcast (one of my 5 Friday Faves last week) was this conversation between Barnabas Piper (co-host), Eric Geiger, and Todd Adkins (co-host). On Lifeway’s5 Leadership Questions, they tackled the topic of creating a healthy organizational culture.
In the podcast, they ask and answer 5 questions about organizational culture. I took notes. Listen to the if you can, but if you don’t, read on. These guys have captured something we all need to consider in thinking about our workplaces and have our values speak to how healthy we are…or are not.
1) What is an organizational culture? – Culture is defined as those values or beliefs that undergird who we are and what we’re about in our organization. Culture is “everything beneath the surface that drives behavior”. Whether we are in tune to our work culture or not, we share values as a group and those values drive our behavior. There are two types of values within a culture – aspirational and actual. Aspirational values – what’s on the wall. Actual values – what takes place in the hall. Values are so embedded in culture that we take them for granted. They include philosophies and strategies and can be both good and bad for the health of our organization. What is the personality of your organization? Psychologist Alfred Adler wrote, in 1920s, that to be healthy, three things need to be in alignment: 1) how you perceive yourself, 2) how others perceive you, and 3) how you want to be perceived. Apply that to your organization: does who you say you are match with who you actually are? This will give you a diagnosis of how healthy your organization is…if you’re willing to take a hard, honest look. How did you get the culture you have?Piper, Adkins, and Geiger then talked about how the leader of an organization will shape culture. Leaders shape culture and after three years, it will be the culture they have shaped. If leaders don’t intentionally shape the culture, it will evolve on its own [somewhat in reaction to that leader – my take on that].
2) What are the consequences if you don’t build and shape a culture (if you let it passively happen)? “If you don’t actively cultivate the culture, whoever has the loudest voice or the clearest vision wins.” There is formal and informal authority as well as formal and informal influence with impact on an organization’s culture. The informal influence/authority of a long-time trusted employee is important and should be respected. Culture, healthy or unhealthy, can “trump” a new leader’s ideas or strategy. “A healthy culture won’t tolerate an unwise move or won’t tolerate someone being treated inappropriately. A healthy staff culture will call people out – “We don’t talk to people that way here/we don’t treat people that way here. That’s sacred for us here.” Wise leaders will give the culture its voice as new, healthier culture is built.
3) What is the starting point for a leader to create culture? 1) Assess the culture of your organization. “It’s a mistake to say everything is broken, ruined, messed-up in this culture and we need to rebuild a whole new culture. You’re wrong. There are things that are affirmable in that culture.” [Eric Geiger on not loathing the culture you lead] 2) Find what is affirmable in your culture and affirm them. 3) Then deal with what is not present that needs to be. “For every 2 actual values, you can have one aspirational value.” If you are a new leader of an organization, resist the temptation to shake it down entirely and rebuild the culture reflecting your values. “Actual values are the foundation upon which you build culture. Affirm over and over. Then work to implement [that other value that’s only present in aspiration form].”
Everybody needs to read Lencioni’s Politics, Silos, Turf Wars. “What is Bucket 1? – core DNA – values we do not change. Don’t even ask. Bucket 2? – Maybe. Wasn’t our Core DNA but goes against what we want. Bucket 3? – Do whatever you want.” The core values of a culture are those that are bedrock for your organization to continue. “Ask what of your culture is not going to change. When those things come up, address them immediately. What is counter-culture? Kill them. [Examine] what we pay attention to; how we react to crisis; the role models that we raise up; the stories we tell; the heroes we create.” Plato once said: “What is celebrated is cultivated.” You are able to influence culture by telling new stories. What does your culture celebrate? What do you see that kills culture?
4) What are culture-killers in an organization that need to be abolished? What are signs of culture that needs to be celebrated? What are the culture killers not to be tolerated? “A culture-killer would be the continued allowance of violative behavior of those values. If among a staff team the cultural value is we treat each other with respect; we’re a family; we do ministry together – and you have a lone ranger who gets promoted?…that’s a culture-killer.” Anything that violates the organization’s culture is a no-go. Disrespect. Passive-Aggressive behavior. Lying. You can’t tolerate such things. Then what in culture should be celebrated? As team members exhibit organizational values in their work and demeanor, you hold them up for everyone to celebrate. “Point out and celebrate when your culture’s values are fleshed out. Give a story; mention the value; celebrate a specific value of the organization lived out; from each campus/department. Remind each other that all these things are going on in different places/departments and the impact we’re having together.”
5) What does it look like to hire and fire strategically to create the kind of culture an organization needs. People create culture. 1) Hire on the values. Look for displayed commitment to the values before the person is on the team. You ask questions. Look for history. You see if they have to sacrifice something to be on your team. Do they have to become someone they’re not to be a part of the team? 2) Removing people – a strong culture is going to make it very uncomfortable for someone to stay who doesn’t have the same values. They will self-select out of a culture not like them. They’re saying, “This isn’t really me.” The organization says, “Here’s who we are.” “If they’re not going to help the culture stay healthy, you don’t want them on that team. You want them to be a fish out of water if this isn’t the culture for them. It’s about fit not worth.There is a culture for them somewhere that matches their values.”
I love these guys – Barnabas Piper, Todd Adkins, and Eric Geiger. This podcast was very timely in my own cultural experience. I am watching an organization dear to me go through a painful downsizing – through a voluntary retirement incentive to start. This organization (both aspirationally and actually) values longevity, experience, perseverance, and history. You can imagine the struggle within of how to come to grips with this direction – necessary but heart-wrenching for them as an organization. Organizational culture is important to understand. It is how we help our culture through a crisis to get back to a healthy place. Culture cannot be disregarded.
Photo Credit: Resilience, Seoraksan National Park, South Korea, Chris Campbell, Flickr
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