Posts Tagged ‘Leadership’

You Can’t Lead Forward By Constantly Looking Back

Posted: May 20, 2013 in Leadership
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Stop Looking BackToday’s post comes from what seems to be an unending series of life lessons learned from my dog, Callie.

A little background: Callie and I are very tight.  It’s a safe bet that if I’m home, she is never too many feet away from me.  If I go to a different room, she is there with me.  If I go outside, she has to be there.  Those times I must go out without her, leaving her at the front door to watch, result in her whining and getting upset.  You’d think the world was ending.  The return home is met with great excitement, even if the absence is just a few minutes.  Callie and I definitely love each other and enjoy each other’s company.  There is one thing, however, that Callie does multiple times a day that really annoys me.

When I start walking in some direction in the house, Callie will inevitably get in front of me and start going where she thinks I’m headed.  However, when she comes to a point where she has to make a choice between turning left or right or going up or down stairs, she stops right in front of me, getting in my way, waiting for me to make the direction known.  Then she takes off in that direction, frequently getting in my way if the journey consists of many such decision points.

I wish she could understand if I said to her, “This would work a lot better if you’d follow instead of trying to lead when you aren’t sure where I’m going.”  Callie might like to think at times that she is the leader of our little pack of two, but we both know she isn’t.  At critical decision points, she keeps looking back because the way forward isn’t clear to her.  I’m really the leader and she would do well to follow or at least stay by my side rather than walk in front of me.

As the above scene repeats itself numerous times daily, I regularly think of some applications to leadership:

  • In order to lead, you need to know where you’re going.  It does nobody any good to be in a position of leadership and still be unclear about the direction you are called upon to lead.  That doesn’t necessarily mean, however, that the leader solely makes the decision by himself/herself without input from or regard for others involved.
  • Every time you stop to look back, forward progress stops.  On the grand scale of looking back at one’s life or an organization’s history, there is value is pausing and reflecting on the journey.  Too much time dwelling in the past, however, contributes to a longing for the perceived “good old days” and steals precious time that can be given to moving onward and upward to new achievements.
  • Know who the leaders are.  In an ideal world, it is the people in actual positions of leadership who also provide a major portion of the leadership others look to and willingly follow on a daily basis.  The world and organizations within it, however, aren’t always ideal.  Sometimes the most influential leadership comes from people who don’t have a position of authority, but who have strong connections with others and who have earned the respect of those around them.  It’s nice when these informal and unofficial leaders are positive influences that contribute to the forward movement of the cause or organization.  It can be a source of great conflict when that isn’t the case.  Tough decisions may need to be made about who fills official leadership roles or how to deal with informal leaders acting contrary to the goals of the organization.

These are a few applications that come to mind as Callie and I repeat the scene daily of her trying to lead while constantly looking back at me for direction.  There may be others.  Can you think of some?

Thrive Together

Posted: May 10, 2013 in Collaboration
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thriveThis is the last in a five-part series covering the five corporate values of my company, Humana:

Today’s subject: Thrive Together.  What does that mean and how can we live that value?

If we consider the word “thrive,” it brings to mind definitions such as growing, prospering, making progress, and flourishing.  It’s more than just maintaining one’s current state.  It is reaching one’s potential – the fullness of one’s capacity.  It suggests that such growth and prosperity happens in an environment that nourishes and allows room for growth, one that does not unnecessarily and unnaturally constrict such progress.

Most of us hope to thrive in many areas of our lives.  By combining the word thrive with the word together, however, the picture shifts from individuals focused on their own prosperity to one in which the whole group moves in a united direction for the good of all.  It is not a select few doing what is in their own self-interest; it is working in tandem with others in mutually beneficial ways to accomplish more together than we can separately.

To quote a small booklet from my company, to thrive together means that “we focus on shared success by breaking down silos, inviting collaboration and mentoring others.  We believe in, and act with, positive intention to create an environment of trust and integrity.”

So where do I fit in this picture?

It is vital that my personal way of working with others daily needs to include being trustworthy and demonstrating integrity.  I can’t just talk about a value; I have to model it.  I need to reach out to others to include them in decision-making, as well as be responsive to them when they reach out to me.  I must collaborate and cooperate with others willingly because I understand that each person involved has something important he/she brings to the table to help accomplish our business objectives.  I can’t horde areas of responsibility and lord over them like a king in a castle.  Even “my” role at the company isn’t truly “mine.”  It is the company’s and I am a temporary steward of that role and its responsibilities, beholden to the company to do what is in the best interests of the organization and not my own self-interests.

Fortunately, I am in a perfect role at work to help foster the breaking down of silos and building in their place a culture of communication, collaboration and cooperation through my role as the community manager of our enterprise social network.  Thriving together requires open, continuous, honest, and transparent communication.  There is no better way of facilitating that among our company’s associates than through our enterprise social platform.  That is the place where everyone is equal, where everyone’s voice can be heard, where anyone can strike up a conversation with anyone else at any level of the organization at any time about any subject.  That is the place where issues can be addressed, problems and roadblocks called out, model behavior praised, questions asked and answered, and business solutions crafted from thoughtful conversation held by engaged associates throughout the company.  As of our latest upgrade last week of the Socialcast software we use, it is even the place where projects can now be planned, managed, tracked, discussed and documented by the teams involved.  I stated at a conference in 2010 that my goal for our enterprise social network was to change the way communication happens at our company, and three years after the launch of that platform (to the very day today, May 10), we have made much progress in that direction.

I have worked with enough people personally at my company over nearly ten years to be absolutely convinced that the vast majority are dedicated, thoughtful, caring, hard-working people who want to do the right thing in the right way.  Sure, I’ve run into some that don’t fit that description and some who seem to be more concerned with thriving individually than thriving together, but they are the exceptions rather than the rule.  So I believe it is possible that we can live out this value of Thrive Together successfully in the years ahead, especially given the current example and focus of leadership.

Most people eagerly mimic the positive examples of their leaders and others they admire.  When top leaders model such values on a daily basis, the values become more than buzzwords.  Being value-focused can and should become a way of life that shapes our company’s future.  It requires moving from the awkward beginning of talking about values and learning about them to actually living them naturally because they become a part of who you are personally and corporately.  That takes time, but it can and will happen.  It requires that the values be broadly understood and accepted, not just handed down from above.  It requires regularly interjecting into discussions simple reminder questions like “How does this fit with our value of …?” so that we stay on track to make good values-based decisions.

I’m proud of the direction of my company.  I’m thankful for our excellent top leadership and for the countless great colleagues I have the pleasure to work with every day.  I’m genuinely excited about the significance of our focus on these five values and what they will mean to our culture over time – not just internally as employees but in the impact on the consumers we serve and the shareholders to whom we are accountable.

We can and we will Thrive Together.  It will take intentional, constant effort, but it will be worth it.

Cultivate Uniqueness

Posted: May 1, 2013 in Uniqueness
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Cultivate UniquenessThis post is the second is a five-part series covering the five values my company, Humana, focuses on.  As a reminder, the values are:

I’ve also written about the helpfulness of using these values in decision making.

Today’s subject: Cultivate Uniqueness – what can I do to live out this value personally and professionally?

What do you think about when you hear the phrase “cultivate uniqueness”?  Do you think it’s an encouragement to expand inclusion and diversity programs that tend to focus on certain easily measurable demographic differences?  Is it a plea to encourage different ways of thinking and respecting different perspectives?  Is it both of those and maybe more?  I’ve written previously on the need for more emphasis on diversity of thought compared to the more frequent focus of easily quantifiable demographic diversity.

When our company promotes the idea of cultivating uniqueness, here is what we have in mind according to a recent document I received: “We find ways to connect with each other and our consumers.  Respecting one another, listening with an open mind, and seeking different perspectives result in richer solutions.”  That sounds to me like diversity of thought and the interpersonal respect that goes along with valuing the unique perspective others bring to the table.

So what am I doing or what can I do to live out this value?

Personally, I feel that I have always done fairly well at showing respect to others and listening to others, even when we might disagree.  I honestly try to understand the perspectives others bring to the table, even if they are wildly different than mine.  I’ve been told I’m a good listener.  There are others around who bring perspectives to the table that would never occur to me, and if we gather all of these ideas from a group, we then have a much greater chance at arriving at the best solutions possible given our cumulative knowledge and experiences.  When I was a manager at another company, I loved surrounding myself with a variety of people and personalities, entrusting them to do their jobs in ways I would never have imagined.

Uniqueness Not So SpecialOf course, simply being unique in one’s perspective is no guarantee that any particular perspective is helpful in a business accomplishing its objectives.  Ideas still have to be vetted by teams and ultimately a decision-maker on whose desk is the sign “The Buck Stops Here.”  But having more choices in that cafeteria line of ideas should make the possibility of a healthy, well-rounded final decision possible.

It is in my role as the community manager for our enterprise social network that I have the greatest opportunity daily to foster the value of cultivating uniqueness.  With over 1,000 posts per day made on the network, many of them are ideas tossed around that invite conversation where the unique perspectives of others add to the discussion.  As a result of that discussion, an original idea can eventually morph into an even better idea with great buy-in from others involved in the process.  I enjoy bringing attention to discussions that may be controversial from time to time because the thinking behind them may go against the 51-year-old grain of the organization.

One of the greatest values of social networks is realized if and when leaders and others crowdsource ideas in order to ultimately make better decisions.  Whether those decisions are about new products and services, how to improve processes and customer service, discussions about proposed policy or benefit changes, I can guarantee that better decisions will ultimately be made IF leaders and others understand the need to involve a broad base of people in the conversation BEFORE decisions are made and handed down.  It is when large, bureaucratic, traditionally hierarchical organizations make major decisions by a select few gathered behind closed doors that the potential value of cultivating uniqueness goes out the window.  In an age when social networking is readily available inside and outside organizations, such Neanderthal decision-making processes are inexcusable.  You can bet that won’t be the way future generations communicate, so businesses that want to be a part of that future need to change their habits now.

One more thought about the value “cultivate uniqueness” – remember what the word cultivate means.  According to Merriam-Webster, it means to foster growth; to improve by labor, care, or study; to further, encourage, or make friends with.  So not only am I to value the unique perspectives of others, I need to be active in doing things that foster that growth, that encourage the sharing of those perspectives, that creates an environment where others feel welcome and safe in sharing their ideas, even if they think there may be some resistance.

In a world with much division around ideas and philosophies, it would sure be nice to literally make friends with those unique people in our midst whose perspectives can enrich our lives personally and professionally.

Cultivate uniqueness.

What Annoys Me the Most About Coworkers

Posted: April 3, 2013 in Teams
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Annoying CoworkersLast week I wrote a post about what I appreciate most in coworkers.  Thanks to all who made it one of my most read posts for the year to date.  This post addresses the flip side of the issue by discussing those things that really get under my skin about coworkers.  Of course, I’m writing a summary post from 40 years or working and am not airing a bunch of dirty laundry regarding my current team – a team I am incredibly impressed with and glad to be part of.

Here are the things that most annoy me in no particular order of importance:

1. Negativity.  As someone who prefers optimism over pessimism, I find it draining and depressing to be around Negative Nellies all the time.  Whether this is in the form of constantly complaining about one’s work environment, other people, personal matters at home, management, work to be done, one’s health, opinions concerning project plans, or a host of other possibilities, please don’t pollute the office and the daily experience of those around you by bringing more negativity than positivity to the office.  If you’re that miserable at work, then find something else somewhere else.  If you’re like this wherever you work, then the problem is you – not others or the work environment.

2. Excessive absenteeism.  I realize people take vacations, get sick and have family emergencies that take them away from work from time to time.  Heck, I’m writing this in the middle of such a few days myself helping to take care of my wife after an accident Sunday and in anticipation of her having surgery tomorrow.  But I have worked with some people who have more weeks per year with days away than weeks with all five days in the office.  With these folks, there always seems to be some crisis du jour that causes them to come in late, leave early, take another day off, etc.  It leaves me wondering just how many days a year these people take off and how that all reconciles with limits the company places on paid time off.  Is anyone holding them accountable?

3. Not delivering results.  I don’t care how many lofty plans you think up or what good intentions you announced at the last staff meeting.  I want to see work completed and done so in a timely manner.  I could line my cube wall with the empty promises of what others said they would do and never got around to finishing.  I’d rather line the walls with lists of amazing things accomplished by the team.

4. Managers who don’t hold people accountable.  This relates to the previous one, but focuses on the manager rather than the coworker.  I have been on teams where  managers inconceivably let slide month after month and year after year the lack of deliverables from some people on the team while others consistently churn out work at an incredible pace.  Is it because the manager doesn’t see it?  Does he not care?  Is he clueless about how to hold people accountable for performance results?  Doesn’t he realize what this disparity in apparent expectations does to the morale and potential performance of the rest of the team, not to mention the toll it takes on interpersonal dynamics?  It may be easy to convince oneself that letting people self-manage and requiring team members to hold each other accountable is the emotionally mature way to go, but doing so sure smells a lot like abdicating one’s management responsibilities when individual performance issues never get addressed.

5. Backstabbing.  I prefer to trust people until they give me a reason not to.  One way to quickly and permanently lose that trust is to stab me (or others I trust) in the back.  If you think doing so makes you look good, you’re wrong.  If you’re doing it to climb up the corporate ladder via the bleeding backs of others, then you will ultimately fail.  If you have something to say about the work I do, how I do it, or about any quality or capability I bring to the table, then do so to my face.  If you would hesitate to say it to me, then that ought to be a clue that you shouldn’t say it to others either.  Word gets around sooner or later, and a pattern of backstabbing others will get you a reputation that does you far more harm than good.  Build others up; don’t tear them down.

6. Jumping to conclusions.  I have to chuckle at times at the swift speed at which we go from very limited information to unfounded and inaccurate conclusions.  Learn to ask more questions and find out more facts about a situation before you take off on some rant or devise some unnecessary solution for a misdiagnosed problem.  I see this on our company’s internal social network all the time when someone will have one little piece of info or limited experience and then take off on some speculative discussion path rather than take the time to first inquire and understand the whole picture.

7. Failing to involve others in decision making.  It is the style of some “leaders” to think they need to make decisions in a vacuum or only with the involvement of very few people impacted, and then announce that major decision to others impacted by it.  That is a mistake.  With today’s ease of communication in organizations via internal social media, and especially if all impacted are easily gathered together for discussion prior to decisions, we are far better off tapping the collective wisdom of the entire stakeholder community before decisions are made.  This results in a far greater likelihood that the best decisions will be made and that broad buy-in from the ranks will be there from the start.  Leaders who get this right will find an appreciative workforce who provides valuable feedback, feels like they are partners in the enterprise, and who are strong advocates of final decisions made.  Leaders who continue to make major decisions behind locked doors, making some big announcement after everything is set in stone, only foster distrust about what will be handed down next.

8. Policy and process guardians with no common sense.  People who want to respond to every bad thing that ever happens with another policy or unbending process written in stone need to lighten up.  You can’t have an agile, creative, innovative, effective workplace that responds to today’s business needs and climate realities if every attempt to get work done is stifled or significantly delayed by people enforcing extremely conservative policies and complex processes that may be even prohibit the very actions they are presumably established to guide.  The business does not exist to enforce its policies and processes.  The policies and processes exist to help the business accomplish its objectives, and when they impede that progress, they need to be called out and changed by those empowered to do so.  That seems like common sense to me, but as I’ve heard others say, “If common sense was common, more people would have it.”

9. Making it hard for others to reach you.  This comes in a few different forms.  For example, when I read an email, I expect a signature block to contain basic contact info, even if you are from within my own company, but especially if you are from another company.  Unless you’re sitting within earshot of me, include your phone and any other relevant contact info in your signature block.  I don’t want to waste time having to look you up in the company directory or in previous emails or notes every time we need to talk.  If the company provides an instant messaging platform, then set up your PC to log in to it automatically every day for those quick exchanges that don’t warrant an email or phone call.  If you’re out of the office for a time, update your voice mail and email to note that so I don’t think you’re just ignoring me and so I can direct my questions to others while you are away.  If your area is responsible for some process that others must go through, then make clear on your website or somewhere who to actually contact if there is a need to talk to a real, live person instead of some generic email address.  Go out of your way to make it easy for others to reach you.

10.  Passing the buck.  How many times have you been sent from one person or department to another when trying to track down information or assistance with some matter?  I understand that not everyone is responsible for everything, especially in a large company.  Certain business areas own certain processes and aspects of the business and need to take pride in that ownership, making the areas for which they have responsibility run as smoothly as possible.  That means owning up to failures without pointing fingers to others who may have influenced failure in some way.  The kind of person who most impresses me in this regard is the one who will take ownership and initiative in finding answers, information and solutions even though it most certainly is not their actual job responsibility to do so.  That kind of customer and problem-solving focus is greatly appreciated by anyone who has ever experienced the exasperation of a string of people unwilling to take responsibility or to help.

So there you have the ten things that most annoy me about coworkers – a list compiled from reflecting on many years of work across many teams and under many different managers.

What about you?  What annoys you the most about coworkers?

It Takes Vision, Plans, and Action

Posted: March 25, 2013 in Business Processes
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Dilbert Vision

dilbert.com/strips/comic/2004-04-17/

When I think of ambitious goals that I have seen or personally attempted in businesses I’ve worked at, it is easy to recall some that were successfully achieved and others that were not.  Of course, there are many factors that go into the success or failure of each individually, but I’d like to share some thoughts around the high-level components of any major endeavor and the business personnel implications of those components.

Vision.  Someone or some group of people needs to have and share a vision that others buy into.  If the company is to be more than it has been, if it is to make forward advances rather than maintain the status quo, then that vision needs to exist, be communicated, and willingly shared by those expected to implement the necessary actions to support the vision.

Some leaders are outstanding at this, sharing a vision and then providing high-level guidance, wisdom, and inspiration to keep the ship on the right path.  Others, unfortunately, may think they are good at this, fancying themselves as vision casters while the people lower in the org chart know it’s just a passing fancy most likely influenced by the latest book, article or conference to which the leader was exposed – one that will only be top of mind until another book, article or conference replaces it.  People in the trenches learn to not pay much attention to these types of pronouncements.

While those at the helm of organizations should be the primary sources of vision for their orgs, they should not discount the potential insights and contributions of others at any level of the org chart.  Being visionary is not limited to certain roles or pay scales.  Vision from others in the org need not compete with the large-scale vision for the whole enterprise.  It may relate only to a specific part of the business with which that employee has great familiarity.  As long as such smaller scale visions fit within the larger ones, they may be great assets to help move the enterprise forward.

Plans.  Some may not like me grouping strategy in with the plans section here, but I do that with the understanding that strategy refers to the high-level plans which must, of course, be broken down into far more detail for implementation.  How many times in different settings have we heard some grand vision proposed, only to never see it come anywhere close to fruition?  Why does that happen?  Perhaps because the vision was never translated into the necessary strategy and detail plans to make it happen.  Merely thinking about a direction we want to go (vision) doesn’t actually move the needle in that direction.  It takes plans and the people who are good at making those plans to take this vital step.

Action.  Finally, the plans have to be carried out.  They may or may not be executed exactly as originally planned, based on the ongoing evaluation process used to make adjustments and changes as needed, but it’s certain that the vision won’t become reality without people actually taking action to get it done.

It should be obvious that any major initiative in business needs the three components above.  Visions without plans die.  Plans without actions fail.  Actions that are not tied to plans made to implement the larger vision are wastes of time and resources.  That isn’t earth-shattering news.

However, there are personnel implications that we may need to remind ourselves of from time to time in light of the above components.  First, it will take a variety of people, skill sets, and personality types to fill all the roles required to formulate the vision, make the plans, and implement them.  Very few people are good at all three of the above.  Many enthusiastic entrepreneurs ultimately fail because they do not have and do not hire to account for the breadth of abilities it takes to handle everything from seeing the big picture to implementing the detail actions needed.  In a large organization, though, there is more likely a variety of people available to get the job done if they are properly positioned in the effort according to their passions and abilities.

It is tempting when hiring for an organization to hire others like ourselves.  After all, each of us thinks he/she is wonderful, right?  We might think, “How can I go wrong with adding more people like me?”  The truth, however, is that in addition to our strengths, we also have weaknesses whether we see them very clearly or not.  We’re really not good at everything individually, and it’s in our best interests as well as the organization’s for us to know where we need help.  We need people around us who are complementary (as in completing the knowledge and skills needed by a team) rather than just complimentary (as in paying us compliments).

If we do a good job at bringing on a variety of people to make up the right teams, then another challenge will quickly present itself – learning how to get along with a mix of others.  That takes people skills, some positive character traits, and a willingness to work together in spite of occasional differences.  It can be done with the right team.

When our team at work was looking to expand recently, we had to take time to consider where our gaps were, where we needed help, and what new roles fit within the overall vision of where we are going and our strategy for getting there.  I’m pleased to say that last week was the first week for our newest teammate to join us and next week we’ll welcome another addition to the team.  Those additions, along with shuffling some responsibilities between team members, will better position us to move forward the remainder of this year toward accomplishing the vision for our area, one that we know fits within the larger vision of the enterprise.

It isn’t enough in competitive business today to be mediocre, to remain the same, or to cruise along doing what you’ve always done just because that’s the way it’s always been done.  It takes vision, plans, and action to get from point A to point B in a desired time frame, and it takes the right mix of people all working well together to make the journey successful.

Do you know your company’s vision?  Do you know where you and your area fit within that vision?  Do you have a strategy and plans you can articulate to do your part?  Do you have the right team in place to get it done?

Stooping to Serve

Posted: March 18, 2013 in Behavior
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Stooping To HelpHave you ever seen a child instinctively help another child up when he falls? Do you recall a time when you immediately went to someone’s aid without having to stop and think about it simply because there was a need and you wanted to help? It seems like such a simple matter, but it appears that as we “mature” and find ourselves in different positions and roles in life, that willingness to stoop to help others lives in constant danger of being suppressed.

The attention of the world in recent days has been given to the new Pope Francis and especially his lifestyle of service, simplicity and humility through the years. Against the backdrop of world leaders often living in splendor while their countrymen suffer, such an attitude is, indeed, refreshing. Nobody is too good or too important to serve others.

While reading Nehemiah the last couple of days about the rebuilding of the Jerusalem wall in the 5th century B.C., Nehemiah 3:5 jumped out at me. In the midst of a passage talking about the various groups that shared in the responsibility of rebuilding and repairing, we read: “And next to them the Tekoites repaired, but their nobles would not stoop to serve their Lord.”

Who would not stoop? The nobles. The work was being done by a vast number of people eager to do the work, to be part of a cause greater than themselves. Yet here was a group of people who considered themselves greater than the work. They considered it beneath them, yet it was the most significant work of that century for that people.

The problem with considering yourself too good to stoop to help others is that those who hold such an attitude are completely inaccurate in their self-assessment. They aren’t really too good or lofty to serve or help others – they just think they are. They are mistaken.

I am thankful for the example of everyday men and women, boys and girls, who care more about helping others than about maintaining some off-base inflated self-assessment of their importance. I am grateful for leaders who understand and practice servant leadership. I am humbled by people who are not afraid to get their hands dirty and to live life in the trenches if that is where the need is found.

“But whoever must be great among you must be your servant, and whoever would be first among you must be slave of all. For even the Son of Man came not to be served but to serve, and to give his life as a ransom for many” – Jesus, Mark 10:43-45.

Lead So That Others Are Sad to See You Go

Posted: March 16, 2013 in Leadership
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Sad FaceMost of us have experienced a variety of leaders and managers in our lives.  If we’ve held several jobs, then we’ve run the gamut of supervisors from those who draw out the best in us to those who micromanage, deride, and suck all the life out of those reporting to them.  Outside of work scenarios, we have experienced varieties of leaders in government, church life and a host of volunteer organizations to which we belong.  Some of us have been in those leadership roles.

While reading the Old Testament book of 2 Chronicles a couple of weeks ago, I took note of the story of evil king Jehoram in 2 Chronicles 21:20 which states that “he departed with no one’s regrets.”  Some of the genealogies of such kings are matter-of-fact and absent any color commentary, but not this one.  This king was so awful that for all time it is recorded that when he died “he departed with no one’s regrets.”  Who wants to be a leader remembered that way?  Who wants to be a leader where other people are glad to see you leave?  Not me.

While the focus of leadership should not be getting others to like you, and it is possible that there will always be haters you will not win over for some reason, most people have a willingness to appreciate and follow good leadership.  We appreciate leadership that is visionary, honest, transparent, thoughtful, encouraging, insightful, enabling, and effective.  We do not appreciate leadership that is self-serving, derogatory, controlling, haphazard, unclear, and ineffective.  You can add qualities to each of these lists.

If you are a manager and you have no concern for what others think about you, then you are in the wrong business and you should do something else.  If you are a manager and you do care but you aren’t sure what others think of you, then seek out someone unafraid to tell you the truth and have a conversation.  You might ask the simple question, “If I left this role today, would most people be happy or sad to see me go?”  The answer may be very revealing.  I have lost managers in the past where colleagues were distraught at the change and mourned the loss, wondering how we would function without such a great person at the helm.  And I have lost other leadership where the result is an immediate sigh of relief and rejuvenation of hope within the ranks that we have endured the storm and maybe we can move forward now that the giant blockage has been removed from our path.

Of course, being a leader and a manager are two very different things and I do not use the terms synonymously.  Leaders are not necessarily in supervisory positions and managers are not necessary real leaders.  So whichever of the two fits you for purposes of this discussion, interpret my words accordingly.

I hope that in those leadership roles in my past, present and future, I have been and will continue to be the kind of person who others are sad to see go when the time comes.  I don’t ever want to be that leader who is clueless to the strife he is causing, ever charging forward over the corpses of the good people he is trampling along the way.

Whether you are officially in a management role, or voluntarily in some capacity of leadership, lead in such a way that others are sad to see you go.  That isn’t the goal of good leadership, but it is a reasonable consequence.

Wag More, Bark Less

Posted: February 23, 2013 in Communication
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image from localbadge.com

image from localbadge.com

Earlier this week I shared a book review of Seth Godin’s Tribes: We Need You to Lead Us as well as another post inspired by the book about leading from the bottom.  Today’s post has its genesis in one sentence found in the book where Godin lists his principles related to creating a movement.  His final principle is “Tearing others down is never as helpful to a movement as building your followers up” (p. 105).

That may seem obvious, but I’m sure it’s included because people often violate the principle.  How can we expect others to join us in accomplishing some task, making a change, joining a cause to make a difference, or simply doing our day-to-day work if we’re criticizing or complaining along the way?  Don’t we respond better in attitude and in performance when others are quick to praise and encourage rather than to tear us down?  Of course we do!

This principle reminds me of a few other maxims that are (or should be) a part of our language.  One is “You attract more flies with honey than with vinegar.”  This one is literally true when it comes to attracting me as well.  I love honey and consume some almost daily.  Vinegar?  I run from the stuff; can’t stand to smell it or be in the same room with it.  Building others up is honey.  Tearing them down is vinegar.  Be honey.

Perhaps one of my favorite sayings related to this thought comes from a bumper sticker I saw last year: “Wag more, bark less.”  A Google search on the phrase will yield many results, including more paraphernalia with the saying on it than you can afford to purchase.  As a dog lover and one who believes in being encouraging to others, this one sums up the notion quite well for me.

Take a moment to review in your mind the conversations you’ve had in the past 24 hours.  In those talks, were you figuratively more often wagging your tail or barking at the listener?  Were you building up or tearing down?  You may not have noticed at the time, but chances are good that the other person did.  As you think back on the conversations you had with coworkers this past week, with people you manage, with those living under your roof, or with others you spoke with along the way, did you do more wagging or barking?

If I approach a dog, I’m going to notice if he’s wagging or barking and it’s going to impact how I respond.  Same is true for people.

As you go about your conversations today, make it a point to wag more and bark less.  It will do as much good for you as it does for those around you.

Leading From the Bottom

Posted: February 20, 2013 in Leadership
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Org ChartIn yesterday’s post, I reviewed Seth Godin’s book Tribes: We Need You to Lead Us.  One point briefly mentioned in the review is the idea of leading from the bottom.  Today I want to explore that idea more.

When Godin first discusses the idea in his book, he tells the story of when he started full-time at Spinnaker at the age of 24.  He was charged with making software games out of science fiction stories.  Nobody reported to him – no programmers, no secretaries, no staff whatsoever.  What did he do?  He started a newsletter and distributed it twice a week throughout the company talking about the opportunities, the challenges, and the successes.  One by one, people voluntarily joined the cause – even on their own free time – to be a part of what was happening.  He led from the bottom and people joined him for the journey to the point of being wildly successful beyond what many thought possible with few resources allocated.

I think back to a couple of times in the past year when there were stories in the news that caused a grassroots reaction from others via social media.  There was the young 20-something lady who started a campaign against a major bank when they announced a jump in fees.  The movement caught on and in a matter of days the national bank reversed its decision.  That lady had no position of authority.  She had passion and a Facebook page.  Just this past week the Kentucky bourbon distillery Maker’s Mark had to change its recent decision to lower the alcohol content in its signature product after the public outcry regarding its plans to do so.  Opponents had no authority over the company other than as fans and customers, but that was enough.  They led from the bottom.

Looking around at people in my life, I see others who voluntarily take on mountains to climb because they care and because they think they can make a difference one day or one person at a time.  They don’t wait for permission.  They don’t sit back and say “I’m only one person; what can I do?”  They don’t get stuck in some endless period of analysis paralysis.  They begin one step at a time doing something, and others join them in the cause because others have been wanting the same thing, but needed a leader to forge the path.

One of the reasons my schedule stays full is due to the fact that I think we are put on this earth to make a difference, and that as long as we have life and breath we can and should be doing what we can to impact others in meaningful ways.  I believe that is true for you as well, although, you’ll have to decide what those ways are for yourself.

At work, I have nobody that reports to me.  I may never have direct reports at my company.  I’m fine with that.  I still know I have the opportunity to make a positive difference.  I can impact individuals and even the entire company regarding how we communicate internally.  Outside of work, I have several personal passions – mostly faith-related – that drive me to do things weekly because I think they are the right thing to do, and because the idea of just living for myself outside of work seems a waste and, in fact, offensive to me.  Nobody “reports” to me outside of work, either (except, perhaps, my dog), but I’m fine with that, too.  I can still live each day faithful to who I am called to be in confidence that it will be a life lived imperfectly, but genuinely for the One who gave it to me.

What passions do you have for change?  Where do you want to make a difference?  Whether you have any positional authority or not, whether anyone reports to you at work or outside of work, your passion and example of doing something to lead can be just the spark that others around you need to join your cause and to make a difference.

Don’t be afraid to lead from the bottom.

Book Review: “Tribes: We Need You to Lead Us” by Seth Godin

Posted: February 19, 2013 in Book Reviews
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TribesI finished re-reading Seth Godin’s Tribes: We Need You to Lead Us today.  It’s a book that is on my very short list of books worth re-reading now and again.  The point of this small 2008 book is that there are groups of people (a.k.a. tribes, followers) just waiting for someone to step up and take a leadership role to help make change happen.

The book is a bit hard to review on one hand because it has no table of contents, no chapter divisions, no index to easily go back and find a thought – only seemingly random section headings that have content under each heading for a few sentences or a few pages. Good luck on outlining the book.  Godin acknowledges that potential critique near the end of the book, and if he’s not worried about it, neither will I.  The focus should be on the content of the book, not the structure.

I have always had a soft spot in my heart for rebels – those willing to challenge the status quo and attempt to make change happen.  Godin refers to this person throughout the book as a heretic and encourages such behavior for all who see a different vision and aren’t afraid to try to make it come to pass.  ”Heretics are engaged, passionate, and more powerful and happier than everyone else” (p. 49).  Long live the heretic!

Tribes is filled with short stories of people – many of whom you have never heard – who made the decision to make a difference and then who started to lead others who shared the same passion down a path of affecting change.  Rebels and heretics will find nuggets of hope and strength in these stories, encouragement to go forward in their worlds and lead their tribes.

There are a few sections which lay out precisely Godin’s underlying thoughts and principles.  One is where he describes his thesis:

  • For the first time ever, everyone in an organization – not just the boss – is expected to lead.
  • The very structure of today’s workplace means that it’s easier than ever to change things and that individuals have more leverage than ever before.
  • The marketplace is rewarding organizations and individuals who change things and create remarkable products and services.
  • It’s engaging, thrilling, profitable, and fun.
  • Most of all, there is a tribe of fellow employees or customers or investors or believers or hobbyists or readers just waiting for you to connect them to one another and lead them where they want to go. (pp. 12-13)

Another meaty couple of pages list five things to do and six principles behind creating a micromovement:

Things to do:

  1. Publish a manifesto.
  2. Make it easy for your followers to connect with you.
  3. Make it easy for your followers to connect with one another.
  4. Realize that money is not the point of a movement.
  5. Track your progress. (pp. 103-104)

Principles:

  1. Transparency really is your only option.
  2. Your movement needs to be bigger than you.
  3. Movements that grow, thrive.
  4. Movements are made most clear when compared to the status quo or to movements that work to push the other direction.
  5. Exclude outsiders.
  6. Tearing others down is never as helpful to a movement as building your followers up. (pp. 104-105)

This review would be far too lengthy if I tried to write about all the notes I took and parts I underlined.  Besides the main points above, I’ll just mention a few more ideas that stand out to me…

“Skill and attitude are essential.  Authority is not.  In fact, authority can get in the way” (p. 20).  Too many people think they can’t lead because they do not have positional power and the accompanying authority that goes with it.  Malarkey!  You can lead from the bottom of an org chart any day.

“Organizations that destroy the status quo win” (p. 35).  I hear many companies talking about being “disruptive,” yet too many of them are still mired in old ways of thinking, stifling policies, outdated practices that lead to anything but disruption, and a culture of protection and control that inhibit and sometimes downright punish innovation.  These dinosaurs will die as others who actually walk the talk pass them by.  ”The organizations that need innovation the most are the ones that do the most to stop it from happening” (p. 113).

“The only thing holding you back is your own fear” (p. 44).  

“Change isn’t made by asking permission” (p. 70).  This thought goes hand in hand with another: “The easiest thing is to react.  The second easiest thing is to respond.  But the hardest thing is to initiate” (p. 86).  Heretics initiate change.

“When you hire amazing people and give them freedom, they do amazing stuff” (p. 98).  I work on a team like this and can vouch for its truth and source of energy and inspiration.

I do find it odd that Godin chooses not to engage a tribe, himself, on Twitter.  He has two accounts there – @SethGodin and @ThisIsSethsBlog.  The former account is a mere placeholder with no activity, reserved so that nobody else can claim it, while the latter tweets whenever there is new content on Godin’s blog.  It’s his choice, of course, to be involved or not in whatever technology platform he chooses, but it seems like a missed opportunity to not use Twitter to engage with a willing tribe of followers.  That choice does not, however, impact the truth and value of the book.  You’ll find his website at http://www.sethgodin.com.

If your goal is to manage, this book isn’t for you.  If you want to keep the current organizational machine functioning as smoothly as possible with little disruption, don’t bother reading it.  But if you have a goal to produce change – at work, in your community, in your neighborhood, in government, in your church or elsewhere – then read this physically small, 151-page book and take away some insights and inspiration to lead a tribe.  ”Do what you believe in.  Paint a picture of the future.  Go there.  People will follow” (p. 108).

One final thought… While reflecting on the book, the brief YouTube video of First Follower: Leadership Lessons from Dancing Guy came to mind.  I encourage you to watch it.

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