Do You Make These Mistakes in Leadership?

I was having a conversation with a really close friend the other day. This person is a high-level leader who has a lot of autonomy in his role. He can make many decisions that can affect many lives. His board of directors gives him a lot of latitude to direct the vision and mission of his organization. His team loves working with him.

He knows leadership. He not only articulates this in the way he speaks, but I can see the actions of his life. He is:

• Self-aware and others-aware.He knows his strengths and weaknesses, and is not afraid to admit when he doesn't know something. He is keenly aware of how others are presenting themselves.

• Communicates vision. He repeats the vision for his organization over and over and over. I mean, if you are part of his group and cannot articulate what the organization is about, then you must be trying not to understand. You might not like it, You might not agree with it, But there is one thing for sure…You HAVE HEARD IT!

• Displays cognitive and emotional intelligence. He is smart enough to be in his role and knows when his emotions are in play and how to manage them.

• Balances task and relationship. He realizes that leadership is about both Leaders have followers and they need to work together to create the organization's vision.

• Understands positives and negatives of culture. He knows that culture has both cool stuff about it and warts, and that is all just part of the cultural paradox.

• Change Matters. He moves his team forward because he knows if he stands still, they become irrelevant. He is keenly aware of dynamics of change like conflict, stress, and speed.

• Strategic and systematic thinker. He has a strong ability to know what the root issue is that needs to be addressed. He listens compassionately to all concerns and can keep his team focused on what the whole organization needs.

• Spiritually connected. He interacts with people showing both grace and mercy at appropriate times and has a strong moral compass.

He both knows leadership and acts as a leader. As you can tell, I am a fan. I am not in any way saying he is perfect, just that when it comes to leadership he really gets the core essence.

The Conversation

Our dialogue was actually quite short. Neither of us had much time that day, but the conversation was about something very important to both of us. We both are members of an organization that is struggling. Its current leadership has been in place for a few years.

Leading this organization is in no way easy. What is easy is to sit back (like I am doing) and be critical.

My intention is not to be negative or critical but to turn some of our observations of this organization into a learning moment for all of us.

Here are 5 leadership mistakes we quickly identified. Perhaps you could use this list as a reflection of where you are in your own leadership.

The Mistakes

• Personal Agenda. The leader has become emotionally attached to his initial vision and doesn’t seem to be allowing himself the capacity to learn.

• Incremental Change. The leadership team has gotten into the weeds of the change that is needed. They are too focused on the tactics of making the change happen rather than staying strategic and delegating. This is causing the change to be micromanaged and blame is starting to occur.

• Spirit of Defensiveness. When strategy gets questions and an answer is given confidently. When people want more depth, the same answers are given only louder and with more extraversion. This behavior is turf-protection rather than a spirit of openness and curiosity.

• Vision possibility. While the vision for the organization is inspirational, it is one that is hard to relate to the practical. While inspiration carries with it emotion and cultural comfort, a vision has to do more than give a feeling of eating “Momma’s meatloaf and mashed potatoes." George Bernard Shaw gets attributed with one of my favorite vision quotes that makes the distinction between inspiration and possibility: “you see things; and you say, ‘why'. But I dream things that never were; and say 'why not!’.”

• Lack of personal awareness. Perhaps the biggest issue is that many people tell this leader he is great all the time. I think he has started to believe it. While I am sure he feels some pressure in the role, my concern for him is that he is falling prey to the invulnerability fallacy.

• The invulnerability fallacy. Because he has risen to the top, and many in the organization were excited he took the role, nothing can go wrong for him.

Self-Check

It is good for all of us to get really honest with ourselves from time to time. If you are sitting there telling yourself, “Well none of this happens to me so I am doing well," then perhaps you are suffering from the fallacy of thinking that you are all-knowing. I think as leaders we need to constantly be challenging ourselves across a number of leadership domains.

I think as leaders we need to constantly be challenging ourselves across a number of leadership domains. This is one of the reasons that coaching is so important. Every leader needs to have a voice who will speak truth to them. Who can help them see things that are not obvious. It is very difficult for someone who is internal to the organization and wants to stay, to deliver meaningful, long-term feedback. Once in awhile, someone will speak one word of truth, but very few will have the intestinal fortitude to continue on. This is one of the real values that coaching can bring. Hopefully, you are working with a coach, and this coach is providing you the challenge you need in your leadership life.

Every leader needs someone in their life who will keep them honest and humble, who doesn’t have much to lose in delivering bad news, a trusted voice who can lead the leader out of the wilderness, someone you can put your faith in because you know they have your best interest in mind.

Homework:

I have given you 8 positive leadership dimensions and 5 things that can go wrong in leadership. Do a reflective assessment of your own leadership. Not that these two lists are in any way definitive, but use them to think, reflect, and assess what your leadership looks like. Leave a comment below and let us know what you think. 

5 Research-Based Tips for Meeting Your 2017 Goals

By now most of you will have set some goals that you want to achieve in 2017. The problem for most of us is not setting goals, but maintaining the inertia we need to keep moving toward reaching them. The idea for this blog actually comes from a goal I set in December that I did NOT achieve. Reflecting on that disappointment, I wondered what research shows about failing versus reaching the goals we set.

Here is my story and the top 5 tips I came up with. I would love to hear from you if you have any experience using any of these or have any more to share.

My Story

Many of you who know me, or have followed these musings for any amount of time, know that I believe the leader's spiritual and physical health is vital to overall leadership success. As a part of my own physical health plan I try to exercise every day during the week, and if I am in training for a race (usually a half-marathon) I will do a longer run on the weekend. One of my exercise outlets is a gym called Orange Theory. I really like this gym because it is a one-hour intense workout that combines cardiovascular and strength workout in a cross-training and muscle-confusion format. The other thing I really like about this company is that they provide me with my personal data for every workout.

I am a research and data junky. I always want to see things from a scientific and rational perspective. In the attached photo, you can see the kind of email report I get from every workout I do at Orange Theory. This particular workout was my last of the year and was a little unusual in that it was 90 minutes instead of my normal 60-minute sweat fest.

After getting an email like this one towards the end of November, I noticed that I had burned 12,000 calories that month. Pretty cool! I decided I would love to burn 15,000 calories in the month of December. I thought, "I don’t have a lot of travel in December, so I can get to the gym more often, so let's see if I can do it." As you can see in this graphic, I fell 320 calories short of my goal.

Needless to say I was disappointed. I really like winning, and I like hitting goals. I was actually kind of disappointed. I know several of you would say things like, “look on the bright side you worked out X number of times in December and burned 22% more calories than November. Scott, reframe this as a win!" I know that if I were coaching YOU, this is what I would do.

However, that wasn't helping me. I didn’t hit the goal! So, I decided to do some reflecting and look into the literature for some guidance. Here is what I came up with.

5 Tips

1.Beware of Over-Certainty. Make Your Goal Doable. When I set my goal of 15,000 calories I was sure I could do it. My workout on November 30th was about 895 calories and I thought I could workout about 17 days in December based on my schedule, giving me a total burn of 15,215 calories. That seemed like no problem because I thought I might even be able to get 18 or 19 workouts in.

I am finishing a fantastic book right now called UnDoing Project by Michael Lewis (Moneyball, The Blind Side, The Big Short, Liars Poker.) In it, Lewis recounts the relationship between Daniel Kahneman (Thinking Fast and Slow) and Amos Tversky who wrote some remarkable studies on the human decision-making process. Lewis reminded me that one of my mind's best tricks is to make me feel too certain about things that are actually uncertain. The key to making a good goal is understanding all the variables that go into the goal and what your past history has been. Because according to Kahneman and Tversky data will tend to regress toward the mean. In this instance, the average number of workouts I usually do a month, 12, and the average number of calories I burn, around 825. My certainty was off about both how often I could workout, and how many calories I could burn. A more realistic goal for me would have been around 11,000 calories, which would have been roughly a 10% increase in calorie burn.

The lesson I learned from this is that when setting a goal, I must make sure I am using data that is a true representation of what I usually do and then project a reasonable increase from this. If I start with extreme that I may only have reached one time, then I will be setting unrealistic and unattainable goals...no matter how badly I want to reach them.

2. Coaching Matters. In his book Social, Matthew Lieberman makes a convincing argument that the human brain is much bigger than it needs to be to sustain the body it drives. Most animals have brains that are equipped just enough to drive the body to which they are attached. Lieberman calls this study of brain size encephalization. The claim is that the human brain is for much more than just sustaining its body. The research is showing that this extra capacity is for things like intellect and socialization. You were built for relationship, so doing things like pooling resources (cooperation,) and spurring one another along (encouragement) are all functions of our advanced neuro-anatomy.

Now my gym, Orange Theory, does this well by having a coach at every workout class. They are motivating, instructional, and inspirational. The problem I see in the way I set my calorie-burning goal is that I did not sit down and articulate my goal out loud to a coach who could have worked with me, tracked my performance, given me encouragement along the way. I tried to go it alone.

Have you ever tried to keep a goal a secret while trying to reach it? I find this very difficult. Next time I will say my goals out loud and have my coach hold me accountable.

3. Perseverance. Most goals are exciting to go after at the beginning, and when you get toward the end and can see the finish line we can find our way to the end even if we are exhausted. But it is in the middle where most goals are won or lost.

In her book Grit, psychologist Angela Duckworth makes an absolutely brilliant observation about this.

Effort counts twice. It seems like we are all gifted with some talents and when we apply some effort to this we obtain skills. It makes sense but that is only half of the equation. It is the skill we obtain applied with more effort that equals achievement.We all know people with a lot of talent who just don’t work hard enough, for whatever reason, at hitting their goals. It is this perseverance that seems to matter twice as much as the talent we are born with. Duckworth uses the same quote from Fredrich Nietzsche that I use with my doctoral students.

Do not talk about giftedness or inborn talents! One can name great men of all kinds who were very little gifted. They acquired greatness, became ‘geniuses’…they all possessed that seriousness of the efficient workman which first learns to construct the parts properly before it ventures to fashion a great whole; they allowed themselves time for it, because they took more pleasure in making the little, secondary things well than in the effect of a dazzling whole.

I needed to a better job in the middle of December. When I go back and look at my workouts, I see that there are a few of them where I didn’t give enough effort. I fell about 50 to 75 calories short. As I reflect on the lackadaisical performances I recall what I said to myself, “No worries, I will make it up next time.” Well, if I string together 3 or 4 of those it becomes an entire workout that I'm short, and then I am seriously behind

Stay strong in the middle. Persevere (This is a great place for a coach to help hold you accountable.)

4. Create a Fresh Start Effect-The fancy name for this in the psychology world is "temporal landmark." The basic idea is that the human brain has a hard time keeping a lot of detail straight over a long period of time. Temporal landmarks take complex relationships and associate what must happen and when in order to achieve the outcome.

In the world of goal setting, temporal landmarks become mini-goals or check-in points. You set your big goal, and then break it down into smaller steps you will take along the way. You document what to do and when for each small step. Then you use each of these way-points as a fresh start toward your new goal. Perhaps you have a small celebration for what you have accomplished. You assess where you are, and strive as hard as you can to the next waypoint.

When I set my very aggressive calorie goal I needed to set weekly calorie burn check-ins. Rather than just get my data report and then not think much more about it, I needed to use this data, celebrate my success and then set my eyes on my waypoint for the next week. Each week then becomes a Fresh Start as I work toward completing a long goal that can get overwhelming, especially in the middle.

5. Hope As a Strategy. I know many of you will disagree with this point. You see hope as some whimsical illusion. A fantasy that is devoid of structure and process. If this is your definition of hope then I understand why you disagree.

Let me offer another definition, though. The leadership literature defines hope as “a cognitive set that is based on a reciprocally derived sense of successful goal-directed determination and pathways [planning]" (Adams et al, Applied Theory In Workplace Spirituality, p. 367). So in this definition hope, hope is the way that we think about goals and how to reach them.

The research by Schulmann and others has found that a person's ability and motivation are not always enough to achieve desired performance. Positive expectations, especially in situations where persistence is required to overcome adversity, are a requisite.

It seems that a positive mental stat is a vital component of hope, one in which motivation provides the energy for persistence toward goal achievement.

So, while hope may not be a good strategy by itself, it seems it is vital to have in order to engage in the strategy set before them. I think it is fair to say that even if you have the best strategy in the world, but no hope, lack of performance is predictable.

One of my favorite quotes from the bible is found in Proverbs the 29th chapter in verse 18; “Without a vision, people perish." Any vision crafted by a leader or organization must include a sense of purpose and hope. Without hope being a part of your strategy the people will fade away. Oh, they may collect their paycheck, but the likelihood they will hit their goals is greatly diminished.

As I reflect on missing my goal of 15,000 calories in the month of December, I wish I had included more positive thinking about my goal. I know I had a lot of determination, but I was not as focused on the positive benefit of the goal, only grinding it out for the sake of reaching it. I think I could have used a dose of hope to support my journey.

Homework

Why not examine a goal or two you have set this year. Can you learn anything from the mistakes that I made in the past and give yourself a better chance for a positive outcome?

How to Predict Success in 2017

I hope you had a wonderful holiday season! I know I sure did.  My time was spent with family and catching up with some old friends I hadn’t seen in a while. One of the conversations I had over the holidays was with a friend from graduate school who is sensing some transition in his life. He asked a question during our coffee that I actually get asked by a lot by folks who are desiring a change in their life:

“Scott, when you first got started, what are 3 things you think allowed you to be successful?”

First, I want you to know that I am humbled to be put in a category where others see me as successful. It is truly an honor that the clients I work with (or have worked with in the past) would continue to hire me to develop the leadership in themselves or others within their organizations. I don’t take this responsibility lightly or for granted…ever!

Second, I think attempting to replicate another person's experience is dangerous. Models are built upon data and a number of assumptions. The assumptions I used and the situation I was in when I first started this business 15 years or so ago could not possibly be duplicated by others today. Although I can provide some information that is directionally helpful, trying to replicate my experience would be quite frustrating.

Clayton Christensen echo’s this point in his book Competing Against Luck. He tells the story of how Google attempted to use analytics to predict influenza outbreaks. By creating search engine algorithms, engineers tried to predict when people were searching for items related to influenza. It turns out that the link between specific search terms and the algorithm was too complex and the tool became unreliable as a predictive.

Reframe the Question

While it is always an honor and fun to share my story, I don’t think my story is really what people want to know! I get asked a lot about my experience, but what people are really asking has nothing to do with me!

So, what is the question the person is really asking?

Any “coach” (whether formal or informal, external or internal, paid or volunteer, executive or life or organizational) must have the skill of listening then reframing questions. Reframing a question provides a different perspective on the issue at hand.

Here is what I have come up with when I reframe the question my friend asked me initially:

Scott, based on your experience what are the 3 things I need to do to be successful?

Don’t you think this is what most people really want to know when they ask about translating your success into their story?

Examples

Consider these questions you might get asked within your role, and what is the question the people might really be asking:

Question: As an HR Vice President, what does leadership development look like? Real Question: What do I need to do to get promoted to my next role in the company?

Question: As a Sales Leader, how did you balance work and family? Real Question: If I sacrifice time with my family will it be worth it financially?

Question: As a Church Plant Pastor, what are you doing to grow your congregation? Real Question: What should I be doing to grow my church? I am doing everything the books say I should do, but it isn't working!

Please don’t misunderstand my point. I do think that people want to know how you approach things, how you set goals, how you solve problems, how you prioritize resources, how you assess risk.

But… mostly what they want to know is what about them!

Enter the world of what psychologist call self-efficacy.

Research On Self-Efficacy

Self-Efficacy is a fancy term for belief in yourself; confidence in the capabilities and talents you have been given and developed. Studies have shown that the confidence you have in your capabilities affects your performance and is linked to happiness, satisfaction, and well-being. All of these attributes in one way or another link to success.

In some fascinating new research published in the December 2016 issue of the Consulting Psychology Journal it turns out that you can help those you “coach” to be more successful by following 3 simple ideas:

• Invest the Time The confidence of the person increased as the coaching relationship evolved over time. As you coach others over the course of your conversation, notice how their confidence increases toward the coaching objective. When it does, make them aware that you are seeing this increase in confidence.
• Say it Out Loud Turns out that the more the client verbally articulates their confidence, the higher the achievement to the goal actually becomes. “I am going to do this” type statements show confidence in the client's ability. The more they make commitments out loud, the increased likelihood of belief in themselves.
• Ask the Right Question at the Right Time In this study questions coaches asked fell into three categories: Open-ended - “What do you want to do?" Proposing Solutions - “You could search for other companies that offer better possibilities.” Provide Support - “That sounds like a great idea."

Turns out that proposing solutions was only effective in triggering self-efficacy statements in the very first coaching session. While the other two methods enhanced the confidence of the other person throughout the coaching engagement.

2017 and Beyond

As you work with and coach others on your team, especially if you have more of a long-term relationship, focus on asking open-ended questions and providing support for the ideas they bring. Too many of us fall into the trap of proposing solutions because it makes us feel better about ourselves, like we added real value. I would argue that the value you bring is the investment of time and belief in the person you are coaching. The research says that the value of you proposing solutions beyond early in a coaching relationship does little to improve the confidence or belief in the mind of the person you are working with.

I predict if you focus on building the confidence of others in your organization, you will have a very successful 2017. Let me know throughout your year how this prediction is coming true for you!

Homework

When you are coaching others, resist the temptation to make the coaching about you by offering advice and providing them solutions. Really focus this year on practicing open-ended questions and providing your client the support they need.

The 5 Books I Plan to Re-read in 2017

Happy New Year!  I hope that you are having a wonderful holiday season. In last week's blog post I shared some of my top reads for 2016.

Every year I re-read a few of my favorite books that have really engaged me over the years. I hope you discover something you might find interesting and/or useful in developing yourself as a leader this year.

1. Humble Inquiryby Edgar Schein Schein’s motivation for writing this short (123 pages) yet powerful book is both personal and professional. The first paragraph of the book sets the entire tone. The bottom line is that those who possess a “telling” and “aggressive” tone destroy relationships. We all know the value of positive relationships in organizations and in this little gem Schein gives some very practical tips on how to be both humble and a leader. I think it was my most recommended book of 2016 to my clients.

2. Dear and Glorious Physicianby Taylor Caldwell This is an account of the life of Jesus as seen through the eyes of Saint Luke. The vivid imagery and the subtle, yet powerful situations really give testimony that what is in the Bible could indeed be true. The writing gives a perspective that is original and creative. One of my all time favorites.

3. Running By The Bookby Corinne Bauer These pages contain the training plan that I used to run my first half-marathon. I followed the plan very closely and was able to exceed the goal I set for myself. In races that I ran subsequently, I was not as diligent in following the plan and my performance has born this out. I have a goal in 2017 to run a Personal Best for 13.1 miles, and I am going to dust off these pages to make it happen.

4. Boundariesby Henry Cloud and John Thompson This is a classic that every coach needs to read both for themselves and for the clients they interact with. Cloud and Thompson come at the topic of boundaries from a distinct and overtly Christian worldview, which lends a very interesting perspective on “when to say yes and how to say no" so that you as a leader can take control of your life. Professionally, my business is growing and I am going to have to start saying NO to some things I have enjoyed in the past. Personally, I have made a lot of sacrifices so the business can grow and I am going to start saying YES to more things in life.

5. Executive Presence by Sylvia Ann Hewlett While Hewlett wrote this book primarily with females in mind, there are great lessons in it for all of us. I have a real interest in this topic for both males and females and would love to write on this subject as it pertains to those in leadership and young people who desire leadership responsibilities. I am hoping a re-read of this important work gets me thinking and writing in this area.

Well, that is it for me. How about you? Any of these titles grab you as a re-read or even a first time through? Hey, if you are re-reading something I would love to hear it and why you are choosing to spend your time with the work again.

Here is to a successful 2017!

My Top 5 Reads of 2016

Many of you wind down a bit and focus on your family this time of year (and I am so proud of you for doing that), so you don’t want any heavy leadership stuff. However, more than one of you, now that Christmas is over, will sneak an hour or two just to catch up on email or see if anything happened over the last two days while you were off.  The other thing you are probably starting to do is plan your development activities for 2017. With that in mind, I thought I would give you something quick to read that might be relevant for your 2017 development plan.

Here are the top 5 books I read this last year and a very brief synopsis of what I learned:

Competing Against Luck: The Story of Innovation and Customer Choiceby Clayton Christensen, Taddy Hall, Karen Dillon, and David Duncan

A very convincing argument is made about what the authors call "The Theory of Jobs." Basically what they are saying is that people hire companies and products to do a job for them. If you can figure out what people hire you for, then you have a unique advantage on how to market and position yourself.

Personal Application: I am asking myself "Why do people hire me as a coach? What job are they asking me to do for them?" My answer for this right now is that my clients desire an honest assessment of what their leadership looks like. I provide both that honest assessment they are seeking, as well as a compassionate response.

Grit: The Power of Passion and Perseveranceby Angela Duckworth

In this New York Times bestseller, a very powerful argument is made for what successful people really possess. So much emphasis is put on talent in our culture that we often overlook what allowed that talent to develop and thrive. Using both psychological research and powerful example, a very strong case is made for being passionate about a goal and then sticking with that goal over time. This combination is what leads to success.

Personal Application: I am using this book to write some high-level, mid-level, and low-level related goals. I have some things in both my professional and personal life that I want to still achieve. If I do not start moving on them, time will find a way of passing by. I need to write these goals down and have my coach hold me accountable to them.

A Man Called Ove. by Fredrik Backman

This is a brilliantly written piece of fiction that weaves the story of a man that I could have grown up next door to. Ove possess many quirky, yet admirable traits I kept finding myself saying, “Now, that is a really neat perspective! I wonder how I would show up in that situation?” For those of you who don’t usually read fiction, this is one that I really think you will enjoy. The best fiction story I have read in many years!

Personal Application: Since this is a book of fiction, it is hard to find application directly. I will say that this book has caused me to want to read more stories from Backman. If the rest of his work is as good as this, he for sure is a certifiable genius.

A Beautiful Question: Finding Nature’s Deep Design by Frank Wiczek

Unlike A Man Called Ove, this book is deep and quite thick, not only in page number (over 400) but in content as well. Wickek is a Nobel Prize winner in physics, but don’t let this warning scare you away. This book speaks to one central question, “Does the world we live in embody beautiful ideas?” This book is more of a scientific and philosophical musing on what entails beauty. Since I love all three of these; science, philosophy, and the idea of beauty, this was a real winner for me. It is all I can do to resist myself and share with you the conclusion. If you like books that will make you think and challenge your current worldview, then this one is for you.

Personal Application: I am working hard at finding beauty in the world I live in. By searching for and recognizing beauty, I am more aware of the pain, suffering, and strife in the world, and what I am called to do about turning those things into beauty.

Becoming Wise: An Inquiry into the Mystery and Art of Livingby Krista Tippet

As I start this review I want to enforce that I am a happily married man. My wife, Kim and I, have been together for 32 years and neither of us would change that. Period. However, I do have a confession to make; I have a PROFESSIONAL crush on Krista Tippet. She is actually one of the top 5 people who I would love to meet and spend time with. The opening sentence of the book Krista writes states this, “I’m a person who listens for a living." Some of the people she has interviewed are those who have shaped the very fiber of our world's culture. This book is a distillation of the wisdom she has gleaned from her 30 years or so of interviewing scientists, poets, theologians, activists, who have in many ways shaped the culture of our world.

Personal Application: In reading this book I realize I need to be more open to what I do not know rather than only focusing on what I do know. I am working on becoming more comfortable with questions than answers. With paradox over position. With listening rather than convincing.

If you have any money on your Amazon gift card left or your Grandma gave you a crisp $20 for Christmas, you can’t go wrong with any of these. I guarantee it.

Homework: You really want to know what your homework is? Go buy one of these great reads and see what application you can make to your own leadership life! If you do this assignment, I would love to hear about it. why not post a comment or two. I love to discuss books and how they impact our leadership journies.

Try Giving Less of This to Improve Team Performance

Maybe it is the Christmas season? Maybe it is the end of the year? Maybe folks I communicate with are just feeling burned out? Whatever the reason, I sure have noticed a lot of people this year saying things like:

“Let's take that up next year, I just don’t have any more capacity this year.”

“Our people are really feeling stressed with everything going on right now.”

“There are just a lot of priorities on people's plates at this point in time.”

“I am feeling a little under-valued with everything going on right now, there just is not a lot of recognition for the simple things, like no one says thank you anymore.”

I am not sure how the people under your leadership are feeling right now as you read this, but are you? Are they feeling:

• Overwhelmed?

• Under-appreciated?

• Stressed (for whatever reason)?

New Term/Old Concept

A relatively new area to hit the leadership literature is the concept of job crafting. In addition to top-down, hierarchical job expectations, many organizations are leaning more on the individual worker to “craft” their job by changing everything from the tasks they accomplish to mapping the important relationships they need to accomplish the goals they need to meet to be successful. This idea of “job crafting” actually has been cited in leadership studies as being aspirational, motivational, and allowing the individual to self-actualize and find meaning and purpose in work.

Job crafting has been cited as increasing work productivity, employee engagement, effective problem solving, and overall employee performance.

Before I even knew it was called “job crafting” I always thought of it as “just do what you need to do to get the job done." Be responsible. Be accountable. The folks at Nike would say, “just do it.”

The Research

An article in the most recent publication of The Leadership Quarterly (the Bible of Leadership Studies) by Elizabeth Solberg and Sut Wong took on the question of what employees perceived as their ability to craft their job in the context of work overload.

In English: If I have work overload, do I feel I can do what I need to do to get my job done?

Turns out, job crafting is often classified as a proactive behavior and reflects traits such as self-initiation to bring about any needed change. However, it also turns out that job crafting is not necessarily anticipative. Most scholars view job crafting as a behavioral response to one's current work situation. Rather than being future oriented and strategic about what work we have, most of us will just react to the load we currently face. It really is the “tyranny of the moment” that is a key factor in our ability to be able to craft the job into what we need it to be.

The Findings

There are two really important points that come out of this study as it relates to job demand and role crafting. When employees are feeling the overload of work, their perception of the chances for a positive resolution and their leader’s need for structure are two very important factors.

As always in leadership studies, there is more than one variable that must be considered. When studying the leader it usually goes without saying that studying the follower is critical. When thinking about employee performance and work overload, the literature will support this idea.

The Employee

If your organization is going to face work overload from time to time it is a good idea to ensure you have people on your team who can both adapt to and initiate change. It turns out that proactivity in times of work overload requires both adapting to and initiating change that is needed to relieve the work overload.

The follower does have to have some skill or trait in their overall ability to be able to manage change. There is an accountability and expectation that rests on the shoulder of the follower that when work overload is occurring they can cope with it, manage it, and change what needs to be changed.

Point taken. Followers need to be accountable.

The Leader

Turns out that follower accountability is only half of the story. The other half of the story is how much control the leader exudes.

According to Dragoni and Kuenzi (2012), leaders engage in leadership behavior consistent with their own goal orientations, producing a work climate that influences their employees to adopt aligned goal perceptions. The research by Solberg and Wong shows that the more controlling the leader is, the less willing the follower will be to exhibit autonomy and make changes that are needed to alleviate work overload.

The Lesson

If folks in your organization are overworked and feeling stressed, maybe it isn’t the holidays to blame. Maybe it isn’t all of the end of the year tasks. Perhaps it is your need to control as a leader. If our need for structure across all time and circumstance is consistent, then in times of heavy workload, your workload is going to increase even more. Why? Because in order to get things right, the followers are going to need you to think for them. If as leaders we want to feel less stress or have more time to think and create, then perhaps letting go of control might be just the gift to give yourself and those on your team this holiday season.

Homework

What can you as a leader do to loosen your control reigns? What value would giving your team more autonomy have on the overall effectiveness of your team?

How to Energize Your Leadership Life

The coolest thing happened to me last night! My wife had a meeting and rather than sit at home in my office, she dropped me off at the local Starbucks. So I am sitting outside (a benefit of living in Florida) having a hot chai tea latte (my personal favorite), grading some papers for an Executive Coaching class I am teaching. I had graded about 12 papers and my eyes were starting to cross when an older gentleman sat down at the table next to mine.

I know better than to make eye contact. When you make eye contact, that is when they start talking. Even thought I had completed what I needed to get done, I had a chance to get ahead in the class. I had work to do. Just stay focused, Scott, you can do it. Just don’t look up.

But the words of my pastor’s sermon jumped into my mind at that very moment “the gift of Christmas is found in the margins." The point of his sermon last Sunday morning was that even when it looks like all is lost and you have no power of your own to provide, God is in the margins. Christmas is a time for hope because 2000 years ago the Romans had such powerful rule over all the people they had lost hope.  Then, in the middle of the night, in a Bethlehem stable, HOPE showed up in the margins. God acted because he cared. I was thinking to myself, “Scott, how much do you care?"

…And as I was having this thought, you guessed it...

I looked up!

“You live around here?" the old-timer asked.

That was it. I was done for the night. Turns out he was a real talker. We spent the next 45 minutes together of which I asked 3 questions and he talked the entire time. And what a glorious night it turned out to be! Turns out he was a football coach from central Ohio down in Florida for Christmas with his daughter. He started in the high school ranks and worked his way up the coaching ladder. He has spent time with and coached for some of the all-time greats: Bo Schembechler, Tommy Tuberville, and even spent some time in the Canadian professional league.

I honestly could have listened to him all night. He had such a neat perspective on both football, coaching, and life.

Leadership Lessons

Here are my three big take-a-ways from my conversation with the old coach.

1. There is only one letter difference between "hire" and "fire." No matter which you are experiencing, there is probably some “ire” in each. Do the very best job you can with the job you have today. Hold everything loosely, because you never know when you could lose your job, even when you have a winning record. If you get a new job, there are others who wanted it and some of them might still be on the team.

2. Professionals don’t need your advice. At the end of the day, the professional (football player or insert whatever noun you wish) gets paid for how they perform. Period. They are ultimately responsible for the decisions they make that affect their overall performance. There is too much victim mentality today. Too many people think they are entitled to something they haven’t put an ounce of effort into. Professionals might want you to help them think through something, or get some perspective, but don’t ever be fooled into thinking they want your advice.

3. The end will come. One of my questions for him was, “In hindsight, would you do it again?” Without flinching or even much thinking, he said, “Without question!" He said, “I have this tablet thing at home (and I am dying laughing on the inside), and I get messages from other coaches, from past players, even from kids in my English class. They say, "Hey coach, good to see you are still alive. Did you see that game last night between Clemson and Virginia Tech?”

Then came one of the only pauses in roughly 45 minutes of conversation …

“Do it again…I would not have done anything else.”

In rather dramatic fashion, my wife pulls up in the old Kia Sorento to pick me up.

As I thanked him for the lively conversation and started to walk back to the car it hit me right between the eyes: God had shown up in the margin, but not as I had originally intended it.

My original idea was to show up and be some margin in this guys life. After all, he was older and all alone.

Turns out, I could not have been more wrong. Turns out I was the one who needed the blessing of someone else's company.

I don’t even know the old coach's name. For all I know maybe he wasn’t even a football coach. But I am really thankful he took the time to show up and provide some light into the margins of my life.

Homework

Maybe you know someone in your organization who is feeling marginalized. Maybe there is someone who needs a 45 minute Starbucks conversation. Even though you don’t have time, maybe what you need to do is stop and recognize that they are human too. Who knows, maybe you will be the one who ends up with the blessing. Merry Christmas!

What Advice Would You Give to This First-Time Leader?

As a part of my personal morning routine, I try really hard to spend at least 30 minutes in reflection, meditation, and prayer. I have been using a book recently to assist me in this quiet time called “40-Day Journey with Parker Palmer." The thing I like most about Palmer’s writing is the powerful way he provides insight into paradox. For example:

• The inner life and the outer life

• The darkness in the world and the light in the world

• Action and reflection

• Strength and weakness

• Living while dying and dying while living

My mind has been in a couple of places this past week and my morning quiet time has proven quite valuable for me. My quandary has been a paradox of sorts between leadership and management. Reflection, meditation, and prayer, if done in the early morning, can have a profound impact on how you see your day, your week, and your world. If you do not currently use this leadership tool, I really recommend giving it a go and see how it might change your world.

The Story

My youngest son Greg and his beautiful wife, Sylvia, spent the week after Thanksgiving with my wife and me at our home in Florida. Their trip to the sunshine state had several purposes:

• Vacation - Greg has been working for Enterprise Car Rental for a year and had earned some much needed “PTO" (paid time off).

• Thanksgiving - As much as possible, we wanted our immediate family to celebrate the holiday together (we were missing our daughter and her husband this year who are spending a year in Madrid, Spain teaching and traveling).

• Promotion - Greg recently accomplished a major feat! After only a year at Enterprise he passed their rigorous management training program and will go back to central Ohio as an assistant branch manager. He has really worked hard for this promotion and, at age 23, Kim and I could not be more proud of Greg’s effort and accomplishment.

One of the things that Sylvia and Greg wanted to do on vacation was to spend a day at the beach. One afternoon we all got in the old Kia Sorento and headed over to Melbourne Beach. While we were sitting and enjoying the sun, sand, and ocean, Greg made the statement, “It is interesting, up until now at Enterprise it has been all about me and what I do to perform. When I go back to work next Tuesday I will have 3 other people who will have a say in my performance.”

The Paradox

Many of you who have been in leadership for a while may remember that moment when you had this same realization. Some of you are new to leadership and may be experiencing this same thought and feeling. Some of you have been in leadership for a while and may just be waking up to this seemingly unsolvable puzzle.

How can something be totally about me and notabout me at the same time?

This is one of the intriguing things about leadership. Perhaps it is the tension that exists between management and leadership. Perhaps it is the tension that exists between task and relationship. Perhaps it is the tension that exists inside of both task and relationship, for each of them have a “what about me?” and “what about my followers?” component.

The Advice

As we sat on the beach, Greg turned and said, “You know, Dad, you should blog about that. I think a lot of people new to leadership would like to know what to be thinking about as they get started in a transition like this.”

So, never being one to hold back when asked to give an opinion, here are the questions that were on Greg’s mind that day and what I came up with as a response:

• How do I motivate the people on my team when I am not around? Some of my team is remote so I don’t see them every day.So I think this answer is two-fold. First is to find highly motivated people like yourself. There is only so much external motivation a leader can provide. If they don’t have a high internal motivation, then something is wrong and they need to find some other method of self-actualization. No amount of external motivation, even big bonuses, will give them the satisfaction in work they desire. Having said that, if you have someone who is self-motivated, the best thing I know to do to motivate someone is to care for them. Show compassion. Really listen and give them ways they can solve problems. The ultimate goal you are striving for is that when you are not around, they would say “I wonder what Greg would do in this situation?” That is leadership!

• How do I know when to manage and when to lead?Leadership is about the team! Find out who they are. Find out what they like. Really work to get to know them. Let them know you will have high expectations for performance, but ultimately caring for the customer and the employee is what you are there for. They will do amazing things for you if they know you care about them and that you have their back as best you can as a first line leader.Management is about the process. It is organizing and planning. Be as transparent as you possibly can about “why” things are the way they are. Most managers focus on the “how." Really dig in and explain the "why" so there is understanding about the processes. Don’t just tell them what to do, show them how and then explain why.

• How Do I Organize the Work?Work with your supervisor (leader) on this one. Get advice on best practices they have seen. Seek out a mentor who has been really successful in your role. Each organization will have its own secrets to success. There is nothing like a good mentor when trying to figure out organization. When they share advice, implement it! Give it a fair try! It is frustrating as a mentor to give advice then have someone not take it and show up for the next meeting with the same question, or worse, having failed because they thought they knew better than to take the advice of wisdom.

• What is the best way to give feedback & build trust?The best way to build trust is to keep your word. If you say you are going to do something, do it. If you declare you are going to “win” and have really high standards then you need to hold everyone on the team accountable for performance. You cannot have different standards for performance. You may have to make individual decisions based on circumstances but never have different standards. As far as feedback goes, my experience is people want it straight. They don’t want it sugar-coated. They don’t want 3 positives and then the “negative bomb." There are three steps I follow for feedback: 1. Give the situation the event occurred in. 2. Give the observed behavior they exhibited. 3. Give the result you observed. This is feedback. If you want them to change, coach them on what they could to in that situation, what the desired behavior looks like, and what result you expect. Ask them how they could do it differently next time to obtain a better result.

• How do I achieve balance in my life? One of the conversations I have with many of my clients is, “all work and no play makes Jack/Jill very dull." I don’t really ascribe to the "how to balance life" equation. I see life much more as flow and energy. What gives you energy and what sucks the life out of you. For all of us what we really control is our time, and to a lesser but equally important domain, our health (both physical and spiritual). Ensure as a leader that you find ways to revitalize yourself before, during, and after your work time. Make sure you have good positive thoughts going into your brain first thing in the morning and eat something for breakfast. Stay active during the day. Pay attention to the relationships you care most about. Never, ever, ever take them for granted. You will be tired and tempted to be isolated when you get home at the end of a long day. If so, how can you reenergize yourself so that those relationships you care most about at home feel as valued as your customers and your employees? Find your energy flow. No segment of your life gets all your focus.

Some of these answers could have been much bigger and broader and probably deserve some context. If you have thoughts on how you would answer these I would love to hear them. Why not leave a thought as a comment on my site?  If you send me an email that is cool, too, and with your permission I will post your comment on the site for you. I really do think a lot of young leaders have questions like this. Let's create a “Leadership Wisdom” forum that can serve as a repository for their leadership questions.

Homework

You have two assignments this week. The first is to provide your comment and leadership advice to the above questions. There is nothing like experience weighing in on questions like this. The second is some intentional personal reflection.  If you are not spending time in personal reflection in the morning, I highly encourage this discipline. Take 30 minutes with a spiritual book (I like using the Psalms or Proverbs from the Bible) or a book by a spiritual leader (I love using work by Parker Palmer and Ken Boa), and find a short passage that takes less than 5 minutes to read. Then spend the rest of your time reflecting on what the reading means to you. If you decide to implement a practice like this, I would love to hear how it is going for you.

5 Ways to Positively Impact Your Organization’s Culture

There is a lot of conversation in the “blogosphere” these days about the types of cultures leaders can create in organizations. Here are a few examples:

• Learning Culture

• Performance Culture

• Service Culture

• Command & Control Culture

• Customer Centric Culture

• Employee’s First Culture

• Shareholder’s First Culture

Frankly, there are probably thousands of cultures and subcultures that organizations can identify with. Leaders can be left in a state of ambiguity about what is really acceptable in a culture unless organization-wide consensus can be found.

Confusion can lead to inconsistency in strategy implementation or even complete chaos, which can result in paralysis. This fragmentation in organizational culture can leave the strongest subcultures defined by those with the loudest voices, which may not actually be representative of the culture at all.

Perhaps a story can clarify:

Years ago I worked at an organization that had a cultural norm of “respect for people." This norm was carried out in a lot of very positive ways throughout the organization, such as caring and compassion with a death in an employee's family, paternity and maternity leaves, even pay based on performance was weaved into this respectful culture.

In one department, there swooped in a leader who had an agenda. A change in performance standards would take place but only a select few favorites would be told of these new rules in the culture. Low performance ratings were given to people who had traditionally been top performers. The organization became chaotic and fragmented as no one knew what the cultural norms were in order to perform at high levels. All anyone knew was to "please the leader or you are out."

Fast forward 6 months and the entire department had been decimated. The leader had to be replaced. What was once a high performing organization had been completely and utterly destroyed by the actions of one person. One really loud voice was able to take down an entire team, exiting many top performers from the company in the process.

The culture you define as an organizational leader impacts the development of your team members. If they don't feel safe, they definitely won't feel valued as a team member. And if they don't feel valued, then they won't be motivated. When you have unmotivated team members you run the risk of losing them or leaving untapped potential on the table.

So, how do you create a culture that allows your newest team members to feel safe as well as your current colleagues to be motivated? Perhaps it's not something that you DO, but instead what you can BE.

Focus on developing your emotional intelligence. This effort on your part will impact the culture you want to create. As you create this positive culture, the desired behaviors will become part of who you are and not just something that you do occasionally. Think deeply about the kind of culture you are shaping as you lead your team.

Here are 5 things you can become that will positively impact the culture of your organization to give you great results:

Be Self Aware Know and be confident in yourself and your abilities. Understand how you handle your emotions, and how they impress your company. Everyone is watching you to see how you will react. In fact, they may be able to predict your behaviors. Become just as aware of yourself and how you can choose your emotional responses.

Be Assertive Communicate your what, how, and why in a simple, clear, and even repetitive way so that your team understands.

Be Empathetic When I teach seminars on Emotional Intelligence, I often ask the group for a common definition for empathy. The response I get back more than any other is “walking a mile in the other person’s shoes.” I love this definition, but to take it one step further (pun intended), “walking a mile in the other person’s shoes, even when the shoe doesn’t fit." Being empathetic is about being compassionate, caring, listening, and being flexible as needed. I believe strongly that we should not neglect the impact empathy has on shaping the culture of your company. Showing regular empathy will instantly invoke safety and value for your teammates.

Be in Control Not wavering, or changing things based on emotional reactions. When something comes up that invokes an emotional response, remind yourself of the companies mission, and your principles, to be sure that the decisions being made align with your mission. This way your team can feel confident that you won't make changes at the drop of a hat. As they trust you, they can focus on the work they need to do.

Be Optimistic People who are positive are magnetic. We want to be around them and we can be inspired by them. In order to be optimistic, you have to change the way you talk to yourself. What I mean by that is being able to see the best in yourself, see setbacks as learning opportunities, and see obstacles as unique, temporary events that you'll get through. Learn more about this by downloading my eBook, Optimistic Thinking.

Homework

Think about the 5 "Be's" above. Choose one you would want to work on.

To help organize your thoughts, grab a piece of paper, then write and complete the following sentence:

I want to be more ______________, so that my team can feel ______________ and we'll create a culture that is ___________________.

Here are three ways I will be more ____________ this week: 1. 2. 3.

Share what you wrote with a mentor or coach and have them help you with this development. If you can't think of who to share this with, write it in our comments below or contact me directly. I'd love to hear what you have to say and find out how we can help you!

My Public Declaration

Earlier this week I was feeling a bit stuck. I felt like there was something I wanted to articulate this week, but I was having a really hard time pulling it together. It felt like I was procrastinating. I had something that I needed to get done and I knew I needed to work on it, but it just wasn’t coming to me.

As I described the situation to my friend Joanne she said, “Are you sure you are procrastinating? Could it be that you are incubating?”

Now there was an interesting idea and perspective!

Joanne’s thought was that I had an idea that was just stewing around in my head but it wasn’t quite ready to come out yet. She suggested that I try a gratitude journal to see if that would help me break through.

Old typewriter with text gratitude

So I did, and here is what I wrote:

Top Ten Things I Am Thankful For In this Season of Life

• I had an amazing week this week!

  • On Saturday I spent the day facilitating a training with 50 leaders who examined their own emotional intelligence.

  • Monday I spent time with some amazing coaching clients.

  • Tuesday I facilitated a new workshop we are doing called “What You Know About Stress Is Killing You.”

  • Wednesday and Thursday I worked with some amazing young leaders, helping them process an emotional intelligence 360.

  • Friday I spent the day with my wife, Kim.

  • Saturday Kim and I ran in the Everglades Half Marathon.

  • Sunday we had an amazing day of worship at Grace River Church.

  • A body that allows me to still run and exercise.

  • Spending time in the morning with God.

  • Writing this blog.

  • A home without discord.

  • Kids who call me during the week to check in.

  • The picture I got from my Granddaughter this week that was drawn just for me.

  • Airplanes so I can work with cool people and see my boys & their families in Columbus and my daughter and her husband in Madrid.

  • My Team: Brandi, Gretchen, Amy, Rick, Tom, Joanne, & Tim.

  • My beautiful wife who is the most amazing, faithful woman I know.

What Gratitude Did for Me

After I finished my list, which took me less than 5 minutes to do and just flowed off the end of my pen, I had an amazing insight.

What had been incubating in my head were the great relationships I have! My family, my clients, my team, and all of you who take the time to read these words.

I am so thankful for all of you. It is you who make my life joyous and complete.

My thanks to all of you for your encouragement and support in 2016. May God richly bless you and your family this holiday season.

Homework:

Since this is Thanksgiving week, you don’t have any homework from me. Enjoy your week with your family and friends.  If you're feeling ambitious this week, try creating your own Top 10 list of what you are thankful for. If you do this I encourage you to capture the emotion at the end of creating your list. How did expressing thanks make you feel? Now share this emotion with others. You will be glad you did!

Four Leadership PROOFS From the 2016 Presidential Election

Keep reading! There is a FREE Leadership Development Tool just for YOU at the end of this article.

One of my favorite subjects in high school was Geometry. I loved the idea behind a geometric proof, using facts and logic to solve complex problems. In case you have slept a night or two since high school, remember that proofs are commonly written in two columns, where the statements are listed in one column and the reasons for each statement's truth are listed in another column. I am going to use a bit of a different format - putting the proof at the top of the paragraph in bold and then the supporting thought below.

As I stayed up watching the election returns pour in last Tuesday night / Wednesday morning, like many of you I tried, and in many respects am still trying, to get my head around how a billionaire womanizer with an upscale Manhattan address was able to lose the popular vote and become President of the United States. You have to love this country! No reality show TV producer would ever buy that script.

4-step

Leadership Proof 1: Followers Know What They Want

I can still hear my “Change Theory” professor in graduate school define leadership as change. Dr. Freemyer, I think your definition of leadership certainly has proven itself out in this last election.

Leadership is about change. Management maintains the status quo.

If you want someone to lead in your organization then the assumption is that you are expecting change and growth. When you come back and examine the status of the organization they are leading you expect to find things both different and better. If you do, you pat yourself on the back and tell yourself you made a great choice.

If you want someone to manage in your organization you are expecting things to run effectively and efficiently just as they are. You might be looking for some incremental types of gain, but for the most part, you looking only for things to stay the same.

President Obama actually helped to defeat Hillary Clinton twice. The first time in 2008 by getting the Democratic nomination over her and the second time by endorsing her as the candidate to continue his legacy.

The people of this country wanted change, and he put her in a management position.

If you want change, pick a leader; if you want continuity, pick a manager. If you want confusion, tell them to do both.

Leadership Proof 2: Leaders Must Listen Closely

Someone had to win and someone had to lose. Competition has been the way our world has worked since man was evicted from the Garden of Eden. The competitive nature of our world lends itself to the survival of the fittest. (So now the question becomes is anyone still reading this since I have evoked both creation and evolutionary thought in the same paragraph?). Anytime there are two (or three, or four), and we are asked to pick one of them, the nature of the choice will deem one victorious over the others.

Competition fires up our reptilian brain, the amygdala. When we are competing it is very difficult to remain rational and think. Proof of this is my blog last week, which admittedly wasn’t very good…because I was trying to write and watch the Cubs win the World Series at the same time. Once the adrenaline and cortisol start flowing in our blood, the brain goes into survival mode, where things like listening and curiosity are left for calmer and more peaceful times.

Trump was able to hear both the elitist special interest message of his rival and how well over 50% of Americans were feeling marginalized.

He heard the message of the voters. While the pundits and press kept pushing him for policies, he knew the American people were policy and executive ordered to death.

He resisted telling the people what he would do for them and just listened to their pain.

Leadership Proof 3: Just Because You Are Out Front, Doesn’t Mean You Are A Leader

I would like to still think that character matters more than anything else in leadership. That the relational virtue ship that sails on grace, love, peace, hope, humility, and mercy has not been sunk by the cannonball of self-aggrandizement.

Character rose to the front and center of the 2016 presidential election this year. However, it wasn’t character that became the deciding factor in this election. How could it be? Character had no place to shine for either of the nominee’s of the main political parties. It was a very tough election for character to matter because on the surface the choice that those who went to the polls had to decide between was a womanizing racist and a lying self-centered cheat. Both probably fit a classic definition for being considered foolish.

Character got set aside in this election. Character didn’t matter because neither candidate could display it. Just about another democrat eligible to run for President could have beaten Trump. Just about any Republican not named Bush could have beaten Hillary. No matter how hard the candidates tried they couldn’t show the other was unfit for office. Character just didn’t matter.

IT DOES NOW!

Leadership Proof 4: Visions Fit on T-Shirts (or Red Hats)

How easy it is for us as leaders to get enamored with our own brilliance. To over think everything we do. To assume that because we are smart and we say it, that those we say it to get it.

How easy it is for us as leaders to get caught up in our own ideas and to stop listening to the people whom our leadership has an effect upon. That just by the sheer will of our status, personality, birth order, or some other sociologic idiom that people are going to allow us to keep our leadership no matter how we treat them.

People don’t need a vision for status quo. If your organization is in a flat part of a growth curve, you don’t have much time before your followers start losing interest in what you have to say.

I work with clients all the time who have these elaborate visions that are paragraphs in length that explain in detail every aspect of the dream they have. The adage that sums it up best for me is that it isn’t a vision people can rally around if it won’t fit on the front of a T-shirt. If you can’t get your vision on the bill of a cap or the front of a T-Shirt your message isn’t clear enough yet.

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“I am just not having fun anymore.”“My job feels more like a grind these days than it used to.”“What should my next role in the organization be?”“I feel boxed in with my current job."

These are four actual quotes from folks I have talked to over the past couple of weeks. The statement or question is usually followed up by, "Can you recommend anything I can use to work through what I am experiencing?"

I get any number of requests from clients for a tool that can help them discern where they are in their leadership journey, so I combined a number of tools into one document. Click here and download your free copy. If you download this tool and use it, I would love to hear how the tool worked for you and what you might think it needs to improve.

When Professionals Write Development Plans What Do They Do

Might as well get used to it, we are very much a “what have you done for me lately” society. The folks I work with say things like, “Scott, I just had the best year ever and my boss wants more," or “My team just voted me most valuable and want to know what is next for us.” As a society, why do we have such a hard time celebrating success and achievement for more than a day? Why can we not bathe in the success and enjoy the moment for more than a moment? Ah, but I am starting to digress from my main point already...

gettyimages-620748132-a996afcf-e5f2-4be5-969c-b6603fdc2eff

By the time this article gets to you the Chicago Cubs will have celebrated winning the 2016 World Series. If you are reading this article, that means the rumor of the end of the world coming when the North Siders win it all has been grossly exaggerated. The accolades for the team keep pouring in, both in the major media and on my own personal text messaging. My good friend Ken Bish even wants Billionaire Joe Ricketts to give President of baseball operations for the Cubs, Theo Epstein, an ownership stake in the team. My answer was, Ricketts is a billionaire, they don’t give anything, that is why they are billionaires. Ah, but I am starting to digress from my main point again.

I woke up this morning, the day after the thrilling game 7, which kept me up until 1:30am. Come on MLB, really, you couldn’t have started the game at 7pmEST? Why not take a lesson from Hilary Clinton and Donald Trump? The people who care are going to vote for you no matter what, so why not make it most convenient and give the best product possible option for those who care and want to consume it? I mean really, this is a Thursday and some of us have to work so we can pay you $50 for a T-shirt that costs $1.25 to manufacture! Ah, but I am starting to digress from my main point again.

So, when I got up this morning, I put the coffee pot on and turned on the TV - something I never do. I practically ran into the living room to turn on ESPN’s Mike & Mike because I wanted to hear the celebration and insight from this historic event. One of the most interesting interviews was with Aaron Boone, who hit a home run in extra innings in game 7 of a League Championship series. He talked about how hard it is starting at 8pm the day leading up to the first pitch. Ah, but I am starting to digress from my main point again.

The Point

I just finished reading what I hope becomes a classic in the leader development space. The book is "GRIT" by Angela Duckworth and my main learning from her research is that those who succeed stick with it. They don’t let themselves digress from the main point.

Duckworth calls this perseverance. The most impactful research for me comes from a Stanford Psychologist, Catherine Cox, who studied 301 exceptional historical figures. According to the research, there were only two things that made the exceptional truly exceptional in their field: passion & perseverance.

“Quiet determination to stick to a Goal.” “Tendency not to abandon tasks in the face of obstacles." 

Theoverance

When professionals write development plans they practice Theoverance.

This term has its genesis for me as I have watched Theo Epstein craft this 2016 World Champion baseball team. There are three steps to this process, and the first and third one are often the ones that are ignored.

• Have a vision for what leadership success looks like. Before you plan, you must dream and your dream has to be in sync with your definition for success. This is Stephen Covey’s famous “begin with the end in mind” principle. Many leaders have a vision for their organization based upon what is in front of them rather than what is possible.

• Have a plan that is aligned with your vision. Is your plan filled with actions or is it really taking you toward your vision? This is where a lot of stress comes in for leaders. Is your plan taking you toward your vision or are you just putting in time? Are you choosing safety over satisfaction? No judgment here on my part. I understand safety and if this aligns with your vision then this is the plan that is right for you. You just need to manage the expectation that come along with a safety plan.

• Persevere with the plan. If you have a vision and a plan, stick with it. Too many leaders I work with get bored, or when the going gets tough in the middle of the plan, they give up. When the going gets tough this is when you are learning what you need to do and not do for your vision to become a reality. If you like your vision and your plan, stick with it.

Baseball, and more specifically Theo Epstein, have taught me something about developing into a winner. I am now going to call it "Theoverance." Some call it perseverance, some call it grit. Some may even call it resilience. I am calling it Theoverance.

Theo had a five-year plan. Here are the results of that plan:

• 2011 lost 91 games (56% of games)

• 2012 lost 101 games (63% of games)

• 2013 lost 96 games (60% of games)

• 2014 lost 89 games (54% of games)

By now you have to be saying, yes, Scott, we know.. It is the Cubs. But wait! Remember, there was a plan… The vision took time to bring to reality.

• 2015 won 97 games (60% of games)

• 2016 won 103 games (64% of games)

You see, Theo and the Cubs management could have easily quit, given up, chalked it up to the Goat, or whatever mystical Bartman type curse could be dreamed up. But they did not! They stayed with the plan.

The Learning

Three points from our time together today:

• Honestly assess your vision.

• Have a leadership development plan. If you don’t have a plan, you will for sure stay where you are.

• Stick with your plan. Believe in yourself. If you have a dream, you can achieve it.

It is vital for leaders to have a personal vision for where they want to head.

A significant part of managing stress is managing expectations. When reality does not equal expectations stress can sneak in and cripple your plans.

This article is dedicated to the memory to the three reasons I am an elated Cub fan today:

Harold “Poggy” Livingston  1899-1985

Ruth Ann Baker 1931-1990

Harold Robert Livingston 1936-2003

"Wait until next year" takes on a whole new meaning for me. Vegas has the odds of the Cubs winning in 2017 @ 3:1. Stay focused boys, stay focused and stick with the plan.

5 Tricks That Are Real Treats for Leader Development

Last week I had the opportunity to give a webinar to a group of highly talented coaches who are members of the Georgia International Coach Federation. The topic of our discussion was The Secret of Developing Emotional Intelligence. As webinars go, it was a fascinating hour of exploration on what leaders can do TODAY to become more emotionally intelligent. As we went through the topic there was one slide that really caught the attention of the coaches. There were more questions and comments about this one idea than any other we discussed.

Developing the Whole Leader

If you have followed these ramblings for any length of time, you know I am a big believer in the development of the entire person: body, mind, soul, and strength. The entire leader needs to show up every day. If we miss developing any part of our humanity then we become out of balance. If you ever have driven a car with a flat tire you know what it feels like when 3 of the tires are full of air and running fine, but one of them is lifeless and flat. You can’t go as far and you can’t go as fast. The same is true with leader development. If we don’t balance our development, we will struggle in the long-run with effectiveness in our leadership lives.

Developing your body entails paying attention to what you put in it, how you use it, and how you rest it.  Developing your mind involves intellectual stimulation, creativity, and includes things like serious play.

Developing your mind involves intellectual stimulation, creativity, and includes things like serious play.

Developing your strength to me means your attitude. How are you showing up? Do you provide energy and enthusiasm to those you lead or do you “suck the life” out of the room? Strength entails attitude, passion, commitment, perseverance.

Developing your soul. This is what I want to engage you in today. The soul is the essence of who you are. This is often a scary place for some folks because it feels religious and spiritual on one hand, or conceptual and theoretical on the other. I want to acknowledge this fear and say that yes, there is an element of spirituality and theory in this idea of the soul. But it is not one we should run from or ignore, as it is one that for sure can affect our balance as a leader.

The soul is often thought of in terms of the human psyche. The etymology of the word psyche refers to the animating spirit of the individual. Those who are experts in the spiritual disciplines tell us this is the part of our humanity that is eternal and lives forever. If you believe this premise, then paying attention to what makes it up and developing it has real value to all of us, especially those called into leadership.

5 Realms of the Human Psyche

The graphic used in this post represents how I am looking at the human psyche these days. While this graphic is not a complete picture of the soul, I do think it begins to capture major components when it comes to leader development. (i.e. an example of what is not pictured would be a memory. I believe one aspect of the human soul is the capacity to recall history, even though our recollection at times can be dim.) The graphic is best read from the inside out, so that if some type of stimulus happens in our outside world, the first filter that stimulus goes through is your values and beliefs and then the reaction moves out toward a behavior you elicit.

Values/Beliefs

At the very core of the leader are our values and beliefs. Some scholars will take these constructs and call this the leader's worldview. While every leader has a worldview, most of these structures that support the core of who we are, we don’t think much about. Your worldview is how you rationalize and explain everything that exists and that matters to you. A simple tool to understand your values is a values card sort.

Leadership Question: Do your values/beliefs/worldview align with your leadership principles and actions?

Affective Emotion

These emotions are your basic feelings and perceptions that shape your world. The feelings that are elicited by events, the recognition of those feelings, and the experience you have with the emotion are all part of the affective realm. Things like fear, disgust, happiness, surprise are all responses leaders elicit, recognize, and experience. I think the MSCEIT is an excellent development tool for understanding this level of emotion.

Leadership Question: Are you aware of the impact of your affective responses that you are not proud of?

Personality

The next realm is that of our preferences or personality. When you get a stimulus from outside, do you prefer to react via the outer realm of people and things or the inner world of ideas and impressions? There is no right or wrong in this domain, only what the individual finds most comfortable for them. Some of the more popular models for describing personality are DISC, MBTI, and a newer tool, the Pearman Personality Integrator.

Leadership Question: Do you know your personality type along with its strengths and inherent weaknesses?

Trait Emotional Intelligence

This level describes a leader's awareness of their emotional ability. While there are several models for describing trait emotional intelligence, my personal favorite is the Bar-On EQi 2.0. The model considers the emotional ability around 5 distinct domains such as self-perception, self-expression, interpersonal relationships, decision making, and stress management.

Leadership Question: Do you know how balanced emotionally you are as a leader?

Skills & Talents & Behaviors

Finally, we reach the outermost layer. It is actually the layer that is seen by the most casual of observers. Unless others know us well, rarely do they know our worldview or our emotional triggers. What they see are the skills and talents we display. Tools such as Strengthfinders, Thomas-Kilmann Conflict Inventory, or 360-degree feedback are valuable at helping leaders understand their behaviors and the impacts they can have on others.

As a leader, when you are thinking about developing this innermost part of who you are, I want to encourage you to develop the whole you. For example, you may be an excellent politician with great negotiating skills, but without a value structure to support your skill, we all know too well what we get when this happens. Before we are too hard on the politicians, you may be a minister who is very good at public speaking, but if you do not value people you may end up hurting those you say you care most about.

Leader, don’t leave any one of these domains to chance in your development. I encourage you to consider all of them as you think through what development needs you are planning for the next year. What I see too much of in my executive coaching practice is leaders wanting to focus on skill, rather than doing the deeper but more valuable work.

Best hopes as you traverse your own personal development.

What Building Paper Airplanes Taught Me About Leadership

For me the fourth quarter of the year means planning. Many of my customers are putting together training plans and deciding which leaders in the organization they are going to provide coaching services for in 2017. Planning is a pure management function that is vital to any organization's success. Planning is a very serious thing for me as I am sure it is for you. The lifeblood of my business depends upon it. When I plan, I get very detailed and focused on my work and what my work is going to look like in the coming year.

What I find during these times of intense planning is that my creativity can suffer. I can become task-oriented and my leadership life can really suffer. My focus on tasks translates into me becoming way more of a transactional leader than I like or my staff deserves.

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When I get transactional with my team, I am in more of a "tell mode" than I like. I get very directive with them when the style of leadership needed is coaching or supportive. Getting transactional as a leader happens way too often to me when I have spent a lot of time having my manager hat on.

Cure for Transactional Leadership

One way I have found that really helps me put my leadership hat back on is the idea of serious play.

Serious play is a special kind of intense learning experience where I give time, energy, passion, and commitment to something I enjoy and get a great deal of satisfaction from the experience. So I am working, learning, and having fun all at the same time.

As adults, we approach work and life from such a serious perspective. I understand that our work matters to us, and for many of us our livelihood depends upon our performance in our employment. We all have mortgages to pay and the electric company expects to be paid every month, not to mention that the kids like to eat from time to time.

Our work has very serious utility to meet some of our most basic needs. Got it! Check!

However, so many times we take this work so seriously that the mere level of our focus and concentration can inhibit our creativity. We get so caught up in the details of our work that we can miss the big picture of what is going on.

My Serious Play Experience

Recently I was asked to attend a certification workshop for a leadership simulation called Paper Planes.

In the Paper Planes simulation, participants play the roles of employees in an aircraft manufacturing company — assembler, inspector, tester, and so forth. Teams have an opportunity to sell as many planes as they can make that meet specific visual and performance quality standards defined by the customer.

During the simulation, teams go through three production runs. After each one, the group meets to evaluate their efforts measured by production cost, quality, customer satisfaction, delivery time, and worker satisfaction. After evaluating the production run workers can redesign the process. Along the way, customer interventions complicate the work redesign and the production process.

While participating in the simulation I got to really work on some leadership items that are part of my development plan from a recent 360 feedback I received. It was really great to take my development and have a playground of sorts to implement and experiment with some changes I wanted to make. The environment was safe for learning and growing. Most of all it was fun and I felt really refreshed!

My Learning from the Experience

As I talked with some of the folks I went through the simulation with there really was a lot of learning that was captured. I think the three highlights of the day for me were:

• Seeing how important collaboration is for organizational success and how really bad most of us are at it.

• Gaining first-hand knowledge of working across functional boundaries and how I can get caught up in my own silo and my own importance over that of the organization.

• How to break down barriers to organizational success and team-based change while reinforcing the power of teamwork and communication.

• Creates a learning horizon that is difficult to duplicate in the actual work environment. Too often in work, we can’t see the learning because we are immersed in it.

• Gives an opportunity for role reversal. The CEO can become a line worker and a high potential leader gets an opportunity to lead a team in a safe environment.

A simulation like this was a great way for me to experience learning and help me get unstuck from some of the mundane planning I had been doing. The idea of serious play is not a new concept for me but really was a great reminder of what a valuable tool this can be for organizations going through change or building teams.

Serious Play For Your Team

Why might your team want to do a simulated learning experience like the Paper Airplanes Simulation that I did? Here are some things that your team could work on from an Organizational Effectiveness or a Leadership perspective:

• Organizational Effectiveness

• Teamwork

• Collaboration/Engagement

• Goal Setting/Planning/Execution

• Innovation

• Customer Focus

• Leadership

• Communication

• Self-Awareness

• Decision Making

• Risk Taking

• Tolerance for Change

My bottom line for this type of learning is that I was able to see one thing that my organization needs to do differently to be more effective and one place where I can improve as a leader. Not a bad take away for spending a day working on my business and not in my business.

Homework

When is the last time you or your team were involved in serious play? Would it be good for you to take a day and engage in an activity where play had some purpose? If you want to learn more about using simulations for serious play, or even using Paper Planes, send me an email! I would love to chat with you about it.

What Hurricane Matthew Teaches About Leadership

As I am writing this blog, my wife and I just went through our first major hurricane as Floridians. As of this writing, we made it through without any damage to property, although physically we are exhausted as we didn’t get much sleep last night. This was a unique experience for us. Having grown up in the midwest, we are used to tornados happening every spring. With a tornado, a thunderstorm would blow up over the course of an hour or so, the storm would happen, and then pass by quickly. The damage from the tornado can be horrific for those in its direct path and there just isn’t much warning.

Unlike the tornados in the midwest, with hurricane Matthew, we watched the devastating storm for days before it hit. We saw the destruction in Haiti and then watched the storm turn north with winds over 130mph. The storm was reported to be the size of the state of Texas, covering at times most of the Florida peninsula. The advanced hurricane warnings gave us several days to prepare both mentally and physically for what could lie ahead. I can personally attest to preparation being the key to making it through one of these beasts.

Huge hurricane between Florida and Cuba. Elements of this image furnished by NASA

As Matthew passed the Orlando area we experienced winds of 55mph with driving rains and localized flooding. While we were spared any damage at our home, there were some anxious times watching the trees bend and the eerie whistling sound from gusting wind. If you want to hear the sound of hurricane wind you can click this link to get a sense of the spookiness.

We are eternally grateful for being spared. A shift of 30 miles to the west could have meant a completely different outlook Ifor us. Kim and I hope you will join us in keeping those in North Florida, Haiti, Cuba, Jamaica, and other Caribbean islands in your thoughts and prayers. If you feel led, I hope you will join us in giving a donation to the RedCross or a charitable organization of your choice who respond in times like this. The humanitarian work that organizations like the RedCross does in times of crisis is vital to bringing life back to some degree of normal for millions of those affected.

Matthew and Leadership

Preparation for the storm. Now there is a metaphor worthy of leadership!

It is not if you are going to go through storms as a leader but WHEN!

Some of the storms you will experience you will get ample warning about, like we did with hurricane Matthew. Other storms will pop up seemingly out of nowhere and will rip a narrow path of destruction across your leadership.

After having gone through this most recent storm, I can assure you that the time to prepare for those crucible moments as a leader is not during the storm. During the storm:

• Things are crazy! Information comes from all directions. It is hard to know what to believe.

• Anxiety makes it hard to think straight. The only thought seemingly available is to survive.

• Thinking turns inward. Thoughts of others become more difficult.

As hurricane Matthew raged around us all night long, we just prayed for the storm to pass and that we would be spared the damage and devastation that was possible. We saw the pictures from Haiti. We knew the threat was very real. It is funny that during these tense moments in life, how God somehow seems a little more real and personal.

Preparation is the Key to Performance

I am convinced that for leaders to perform during the storms that come around them, preparation is key. We likely would have been much worse off had we not taken the time to get ready in advance for this storm. What is true for weather, is wisdom for leaders.

Yet I am continually amazed at leaders who refuse development, or to work on their leadership during the calm seasons. “We will get around to it sometime." “We just don’t have the budget right now.” “We are so busy, there is just no time.” “Sure, development is important, we just have too many priorities to fit it in now.” These are fairly common things I hear from organizations when it comes to developing leaders.

They wait until things get rough and the storm rages and then call in for help. One thing I learned during this storm we experienced that I did not know prior is that if the winds blew at over 45mph, rescue workers would not come and save you. If you did not heed the warnings given, and the storm got so bad, the first responders could not risk their own lives to save you. In leadership development often what we find ourselves doing is damage control when we are called in last minute. Why not be proactive and prepare?

Leaders, heed the warnings you get. Pay attention to the forecast. Prepare for your storms before they hit.

Here are some things we did prior to hurricane Matthew to get ready for the storm and some ideas for leadership application:

screen-shot-2016-10-08-at-12-45-58-am

How ready are you as a leader for your next storm? How ready is your team? The time to build strength and reinforce structures is when the weather is good. Florida Governor Rick Scott continually told Floridians: "Hope for the Best, Prepare for the Worst." Sage Advice.

Hope is a comforting vision..and a bad strategy.

As leaders let's not hope we will survive our next storm, let's put a plan in place to get ready now.

Homework

Reflect on storms you have experienced as a leader in the past. Where were you strong? Are there structures in your leadership that need to be reinforced? Are there things that need to be rebuilt altogether? What ONE action do you need to take today to plan for the next leadership storm? After you have thought about yourself, think about your team. Have them analyze where they are and what weaknesses they need to shore up to survive the next onslaught.

Guaranteed This Will Make You a Better Leader...or Your Money Back

Many of you know I am passionate about the health of the leader. The premise I use is pretty basic… You have to be present to lead. Leaders have to show up. If they don’t, followers will drift from your vision. As a leader, your health matters. If you don’t take care of yourself, who will? And what message does this send to those who follow you?

As a person who is a cancer survivor, (cancer free for the past 3 years), I can attest to the fact that two of the greatest gifts in life are health and time. Maybe that is why I am willing to pay more for my healthcare.

You read that last sentence right. I choose to pay more for my health care than I have to.

My Story

When my wife and I moved to the Orlando area around 4 years ago, I made the choice to join a concierge medical practice.

For those of you not familiar with the concept, concierge medicine is a fancy term for medical membership. The patient pays a monthly fee to join a physician practice, similar to a subscription like Netflix!

My wife and I pay $3000 per year to be a member of my doctor's practice. This is over and above the $1,200 per month we pay for traditional, high deductible health insurance for the two of us. A lot of money, you might say. But, in my opinion, it is totally worth it! Sure, it is much more than my monthly Netflix membership, but I get so much more than a movie from it!

I can hear you asking, "Scott, why would you choose to pay so much money to be a part of a physician practice?"

Fair question.

My Answer

I want quality care, and I don’t think you get that in a 5-minute office visit that you often have to sit and wait over an hour to occur. As a leader, our time is precious. I understand the typical physician has no idea what is behind the door when they walk in, and some people are really sick. But come on, every time I go to the office? This type of experience is not the exception, it is the rule.

According to Dr. Caleb Gardner, a physician and resident at Cambridge Hospital in Massachusetts, and Dr. John Levinson, a cardiologist at Massachusetts General Hospital and Harvard Medical School, primary care appointments are now as short as five minutes, and the physician must spend much of that time typing rather than attending to the patient and performing a physical examination.

In order for a physician to make a living, they must see a certain number of patients each day, in a certain amount of time. My understanding is that it is a numbers game. The more patience you can see in the fewest amount of time, the more money you make. Not really a tough business model to understand. It seems similar to McDonalds to me: the more hamburgers sold, the more profit.

More volume equals more profit, except seeing my doctor should not be like visiting a fast food restaurant. As a leader of people, neither should yours. Your health is too important. The algorithms your doctor needs to go through to accurately make a diagnosis are too difficult to do in 1/12th of an hour.

My reasoning is fairly simple…I want both quality and quantity of care for my health.

I never bought the quality versus quantity time argument when I was raising my kids. There is no substitute for quantity of time. Time and health are not replaceable in this life. I can make more money, but once my health goes downhill making more money is really hard. So I pay $4.15 ($8.30 for both myself and my wife) a day so that I can get both quality and quantity care from my physician. Interestingly, Kim and I spent over $8 at Starbucks the other day. Go figure.

How It Works

In exchange for the yearly membership fee, my doctor promises to keep his practice to a small number of patients, almost one-third the size of a standard family practice physician. This membership allows my doctor to spend more time doing what he loves to do, practice medicine.

My appointment time is one hour in length. I have never spent less than 40 minutes going over my history, labs, sonograms, or whatever other data that has been collected. For me, these discussions are highly motivational. I leave my appointment energized about what I am doing to stay healthy, not depressed about my problems. I see my concierge medicine physician as my “health coach." His job is to give me advice on how I can stay in this game of life with both quality and quantity. His perspective is that I can live a long, full, active, and healthy life, not that I am a disease waiting to happen. I love the optimistic outlook!

I also have my doctors email address and cell phone number. How about you?

This is a great comfort to me, as like many of you, I travel a lot. It is really nice to know that if I get sick on the road all I have to do is email or call. To date I have not had to use his cell phone (for this I am thankful), but when I email I get a response usually within an hour or two.

These thoughts are perhaps best summed up in the article I referenced above by Dr. Gardner and Dr. Levinson, who say that medicine is losing its humanity in favor of market efficiency. When it comes to my personal health, I am not willing to make that trade-off. How about you?

Call to Action

Leaders, this leaning toward market efficiency doesn’t have to define you. Hey, if you like your doctor and you like how you are treated, then in the wise words of one of my professors in grad school, Dr. Sharon Drury, “Keep On Keepin’ On." No change required. As long as you are meeting your personal health goals (you do have them, don’t you?), then all is well.

However, if you're sick of the weight of the “efficient” health system, then for the price of a Starbucks coffee per day, you have an out.

Is concierge medicine right for everyone? Maybe not. The answer to that question is above my pay grade. If you don’t prioritize your health, why spend your hard earned money in this way?

I had a mentor tell me one time, “Show me your checkbook record and I will show you what you prioritize in life." For me, it really isn’t that hard of a decision, and it is a check worth writing.

You lead, you choose, but you can’t lead if you can’t show up.

How Would You Vote on This Leader Development Debate?

I was recently interviewed to be a coach for a leader who runs a company owned by a venture capital organization. After laying out the situation for me, the person seeking to hire me asked a question I hear a lot at the end of an interview: “Based on what I have shared with you, Scott, can this leader be developed?” My answer to this question is almost 100% of the time a dramatic Yes!

Man putting a ballot into a voting box - USA

It is not can a leader develop, rather, how difficult will it be for them and what are the chances that the desired change will be observable by followers? My position on leader development is simple: Anyone who has a positive, healthy, mental outlook can be developed through coaching - IF they really want to change. In coaching, we often spend too much time focusing on the skill of the coach and not enough on the desire of the leader to change.

I love what Angela Duckworth says at the end of her book, Grit, about this. You can grow your grit in one of two ways; from the inside-out, which is to cultivate your interests and practice. Her perspective is that you can also grow your grit from the outside-in via parenting, mentoring, friendship, and yes, even coaching. The question is not if change can occur, the question is how and how long.

I thought it might be fun to look at the “can the leader be developed" debate via a case study. This will give you an opportunity vote on whether you think these types of leaders can really learn and change.

Case Study

You have an opening in your organization that has been created by the retirement of someone who has previously held a few different roles in the organization, but held the one he is retiring from for about 8 years. There have been several applications made since the posting of the job, but the choice has been narrowed down to two candidates. One is an internal candidate and one is an external candidate. Neither candidate is perfect for the role, so you know that some development is going to be required for this new leader even though both have a lot of experience. Experience is key, but part of your challenge is deciding on the type of experience you will value most. You get the feeling that some changes need to be made in the role. In your interviews, both candidates claim to be agents of change and have somewhat of a track record to support their accomplishments.

The Internal Candidate

Industry experience is on her side. She has been around for over 25 years and has strong support. In fact, in a meeting with the person who is retiring from the organization his quote regarding this internal candidate was that "Your decision is a no-brainer. The future success of the organization and everything that he has worked on his entire time in the organization depends upon the internal candidate being chosen.” You value the perspective of the retiring leader, but as you reflect on his actions and reputation he really has been a “bully” in how he has accomplished organizational changes.

There is no question she is bright and has a strong network in the organization.Those who love her almost have a blind passion for her. People who you have seen think deeply about problems and how to solve them in other circumstances, seem to just answer robotically in a sort of “corporate speak” type affirmation when you ask questions about her qualifications for the role. You get this blind stare from them that feels like, “What other choice do you have?"

Since this candidate is internal there is quite a bit of history on her performance. Your impression, as you reflect on her accomplishments, is that you are really not clear on exactly what she did. Your knee jerk reaction is that her decision-making at times has been poor. It even seems like over time her story changes to fit her image, you want to call it unethical but you really can’t because you just don’t feel like you have all the data to make a claim like that.

As you pour through her files, your impression is that her judgment hasn’t always been the best, but there is nothing in her Human Resources file that supports your feeling. The feeling you get is that the entire file isn’t there, like something is missing or been deleted but you can’t put your finger on it.

You write down on your yellow note pad: Internal Candidate development needs are decision-making and judgment. Perhaps a bit unethical.

The External Candidate

Talk about slinging from the hip. This guy just doesn’t hold back at all. Opinionated and brash is what comes to your mind. You are surprised that of all the external candidates the organization looked at his name rose to the top. There were several other qualified choices, but in the end, this “outsider” rose to the top. Go figure.  You even ask yourself if you should start the external search over, but alas, getting a leader in position is more important that starting over. It seems like this search process has drug on way too long.

This external candidate has a lot of experience, although all of it has been built in a different industry. When you check around to get the scoop on him you find that there really seem to be two kinds of responses from those you talk with. Those who love him... really love him. Those who don’t... really don’t. Doesn’t seem to be much middle ground.

Since the candidate is external you wonder how his experience will translate into your organization. His external accomplishments are right in front of your eyes. You cannot deny his ability to make a tough decision. Countless people you talked to about him tell stories about the decisions he has made even when they were not the most popular.

As you pour through your notes on him, since you don’t have a formal file and some of the information he promised you has not come in yet, your impression is that while he can make the tough decision, he is a bit of a lone ranger. Your biggest concern is around fitness for the role. Really it comes down to his social skills, and he can at times be unpredictable and insensitive.

You write down on your yellow note pad: External Candidate development needs are Organizational Savvy and Executive Presence.

Your Decision

If these were the candidates you had to choose from to fill this important leadership position in your organization, what would you do? What questions are rumbling around in your head? Can you use good impulse control as the owner of this decision, separate yourself from your emotion, and make an informed decision? If you have all the information you need, what would you base your decision on? Does developing as a leader come into the equation? Which of the two candidates is most coachable? Which one seems to desire learning and development the most?

The Development Debate

You have a tough decision. Speaking strictly from a leadership perspective, which of the two candidates from the case study will respond to development and coaching? You know you are going to have some work to do no matter which candidate you choose. What kind of stories will you be able to tolerate as you observe the candidate you choose as a leader?

You glance down at your yellow note pad, which has reduced all the clutter and noise about your decision, to two sentences:

1. External Candidate Development Needs: Organizational Savvy and Executive Presence.

2. Internal Candidate Development Needs: Decision-Making and Judgment.

Which of these two is most likely able to change and develop upon the retirement of your current employee?

Homework:

Watch the Presidential Debate tonight (Monday, September 26th) along with almost 100 million other people. Since no leader is perfect and we all need to develop, strictly from a leadership development perspective, what goes into your decision? I would love to know what you think. Send me a comment or a note. I am not really interested in how you will vote, rather I am much more interested in what you think about the nuances of leader development.

How to Know Your Leaders Are Trustworthy

Let me start by saying I usually do not write on political leadership. However, November is coming upon us quickly and this election season has been nothing short of eventful. Is that what you would call it…eventful? Personally, I’ve had some good conversations about the upcoming elections with colleagues, friends, and for what I'm most thankful for, my kids. It's been interesting and equally rewarding seeing them do their own research as well as engage in conversations to find out what their mother and I think. What I've gathered from my kids and other individuals is a feeling of indecisiveness when it comes to the election. What I believe invokes this indecisiveness is the lack of trust in either of the candidates. Looking at their past actions and decisions, as well as hearing their claims and promises, presents some nonalignment that makes voters increasingly uncertain in the decision they will soon have to make.

Hand drawn TRUST process for presentations and reports, business concept on blackboard..

At times I want to laugh out loud when I hear the pundits saying things like, “We are working on making our candidate seem more trustworthy." Trust, from my perspective, is not a short-term fix when it is violated. The time to think about trust is before the violation occurs. My hope and prayer for you as a leader is that you never have to work on restoring your follower's trust. I hope that in all you do, you remain trustworthy in the eyes of your constituents.

It is undoubtedly certain that trust is crucial in leadership, and if trust is broken it makes following leaders more difficult. In Robert Galford and Anne Seibold Drapeau's classic article The Enemies of Trust (Harvard Business Review), several examples of how trust can be destroyed are provided. You may be thinking, "I don't need an article to tell me that!" as I imagine many of us have experienced broken trust from leaders or even entire organizations (even as I eluded to with the current election). Instead of looking at trust from when it's broken, I want to give you two items to reflect on as a measure of the level of trust you have earned as a leader.

Be Clear and Consistent

In previous blog posts I have emphasized the importance in communication. I've also mentioned the importance of repetition so that what you communicate is remembered and repeated by your followers (hence why I keep repeating the importance of communication.) Yet, communication loses it's value when the message is not clear and consistent. If a leader isn't clear when articulating expectations, it is difficult for followers to trust that the leader even knows what it is that they want to be accomplished. Equally, when multiple messages get communicated, the inconsistency of the message leaves you with questions and hesitation, not assurance.

Not only should the message be consistent, but the standards of followers should be on an equal level. Galford and Drapeau suggest that leaders may show favoritism to certain employees so that particular employee stays with the organization, however, the leader "doesn't take into account the cynicism engendered in the rest of the organization." (The Enemies of Trust, HBR)

Be Honest

It's hard to talk about trust without centering the topic on honesty. Honesty is a compliment to trust. Think about a time someone was dishonest with you and the hesitancy you experienced trusting them the next time they gave you their word. That's a pretty basic example of the value of honesty, but let's think about some other circumstances where honesty from leaders is valuable. For example, Galford and Drapeau discuss the problems with false feedback and a leader's inability to be honest about their follower's performance, whether good or bad, hinders future decisions of termination or even promotion with employees. Not only does this lessen follower's trust in their leader, but it limits the growth of the organization.

Leaders also must be willing to trust their followers. Putting faith in your followers to complete a task or step up in their own leadership gives value and recognition to the follower. We all know leaders who "hoarded responsibility" from an employee, leaving the employee resentful for not having the opportunity to use his/her skills and develop professionally.

I have a feeling we are all going to be hearing a lot about trust between now and November. These are two metrics I am using to evaluate trust in political candidates. How about you? What will you be using to assess whether or not you trust your leaders?

Where to Go From Here?

You might be thinking, "This is an interesting perspective, Scott, but what do I do with it?" My goal with this post is not to leave you with a list of "should's and shouldn't's," but to simply get you thinking about the leaders in your life. Whether it's the ones you know and follow personally or the ones that are connected in your community, what do you trust or not trust in their leadership? Is their communication clear and consistent? Are they honest and trusting of their followers? What would help you trust your leaders? Or, an even bigger question might be, to help your followers trust you?

Homework

Spend some time reflecting on trust and what it means to you. How much do you value trust? How much do you expect your leaders to be trustworthy? What are some other habits of trust that you look for in a leader that we didn't mention? Let us know what they are in the comments below.

Would those you lead say this about you?

My good friend Kris Bowers is the president of the Indiana chapter of the Kiwanis Club. A few weeks ago she asked me to be the keynote speaker at their annual convention. I was honored to be asked by Kris, who is a classmate of mine from graduate school and a person who exudes servant leadership. Kris and I had the opportunity to talk over the phone about her organization and the goals for my talk prior to the event. As I was taking notes on what Kris was saying about Kiwanis and the direction the service organization was headed, one theme rang through loud and clear. According to Kris, this organization will thrive based upon the leadership that is exhibited.

Perhaps this is not a shocking revelation to you. I know so many of you who follow these musings truly believe that organizations rise and fall based upon their leadership.

And yet, how many of us fall into the leadership fallacies of:

• Leader has the best view.

• Leader is the smartest person in the room.

• Leader means power position.

• I got this far, I won’t fail.

• My experience is valid, so I am better grounded than anyone else.

I have to admit that I have to check myself often to guard against these traps. Just the other day I was talking with my staff about a product we are excited about rolling out in 2017. In the middle of the discussion, I had a moment of self-awareness. It was not an out of body experience or anything like that, however, I found myself both talking with the staff and observing their behavior at the same time. I realized I had been droning on for about 5 minutes with all my knowledge, wisdom, and experience about what we should do and how we should do it.

It was kind of surreal.

In the moment, my mind took me back to the keynote I had done for Kris and the Kiwanis Leaders of Indiana. You see, I had asked these leaders to think of a leader they admired the most, then to write down the leadership quality that was most admirable about that leader.

In a very brave technology moment for me, I had the 300 or so participants text the leadership quality that they admired most about the leader they were thinking of to my PollEverywhere account. The results of their work were shown instantly on the screen.

Here is the actual result of that poll:

screenshot-2016-08-08-11-44-53

Nowhere on this list of most admirable qualities is: Smartest in the room, Most Experienced, Can’t fail, All-powerfull.

As I studied the graphic, I found almost the exact opposite:

• Listener

• Compassionate

• Selfless

• Humble

• Positive

If we asked those who follow you to name the one attribute they admire most about your leadership, what word would they pick? What would your word cloud look like that would describe your leadership?

Homework

Spend some time in reflection on the last time you were with your team. Ask yourself, did you listen to them more than you tried to position your agenda? Did you really care what they had to say or did you just hold the time until you could exert your power? Were you able to remain positive even in the face of adversity? What does it mean for you to be humble and how does this attribute affect your leadership?

To Any Leader Who Has Ever Had a Struggle

I recently had a conversation with a good friend of mine, Drew Wilkerson, on some interesting leadership ideas. I was excited because since Drew was my last call of the day and it was Tuesday, which meant Taco Tuesday at the Livingston home. My wife, Kim, and I were getting out all the ingredients so we could assemble our own tacos: tortillas, ground beef, cheese, lettuce, sour cream, etc. I noticed my wife, Kim, struggling to take the lid off of the salsa jar, so I gently gestured for her to give me the jar and proudly assumed the position to heroically twist the lid off the jar. It wouldn't budge. I put forth a little more effort, twisting harder this time. Nothing. I resorted to running it under hot water for a while, then took a towel to dry it before I tried again. Sure enough, the lid finally gave way and the jar was open for salsa to be enjoyed that evening.

Then it hit me. Drew and I had been talking about leadership LIDS as a part of our time together. During our conversation, the idea of the lid intrigued me. Yes, the lid is there as a cover or protection for what's inside, but could it also be a cover or barrier keeping you from what needs to be shared or utilized? Many times it's our own emotions and mentality that is holding us back.

In this blog, we are going to focus on four of these potential barriers: Loneliness, Indecisiveness, Defensiveness, and Selfishness.

Let's define the LIDS and consider how we remove them. As you read, think about your own leadership and which LIDS you need to take off of yourself. Which of these LIDS is holding you back from sharing what you have to offer?

Loneliness This could be something you are experiencing in the work place or in your personal life. It can creep up when you've physically spent too much time on your own or you feel as if no one can relate to what you are going through or processing. Feeling alone is difficult, and doing alone is even more challenging. As humans, we are meant for relationships. Although alone time can be rejuvenating, we aren't meant to remain there in order to progress or thrive.

Remove this lid: Invite people into your world. Whether it's including them on a project you are working on or asking someone to get coffee. If the loneliness doesn't subside and you are having trouble processing or expressing your thoughts, consider talking to a mentor, counselor, or coach that can help you.

Indecisiveness You may say that being indecisive comes from the inability to make a decision either because there's seems to be no wrong or right way to go. While that's true, I also see a lot of fear behind decision making. What if the decision I make is the wrong one? Yet making a decision is going to keep you moving while indecisiveness keeps you stagnant. How can you lead people if you aren't really going anywhere yourself?

Remove this Lid: Make a decision. As the familiar Nike brand claims, "Just Do It." Don't let the fear of failure keep you from moving forward. Making a mistake or taking a wrong turn doesn't mean you failed, instead, it's an opportunity to learn and grow.

Defensiveness In the great American sport of football, the defensive line has a responsibility to keep the other team's offense and quarterback from advancing the field with the ball. They push. They fight. This creates struggle and tension, not to mention it is exhausting as they keep it up until the other team scores or it is their turn to play offense. I bring up this example because we tend to think of defense as protecting, yet the defensive line isn't protecting anything. They are pushing back and preventing advancement. We can be defensive in our own lives thinking we are protecting something. This could be our job, our reputation, or more often than not, our pride. In this case, protection is a fallacy and our defensiveness creates a barrier and tension that prevents the advancement of our goals or our team.

Remove this lid: It takes some intentional awareness of your emotions to see when you may be acting defensively. Your heart might start beating faster, your body temperature rises, and you may feel your lips tighten or unconsciously cross your arms. Try to identify what happens when you start to feel defensive, why you are feeling it, and what you might think you're "protecting." How is your defensiveness hold your own team back?

Selfishness Putting your needs and desires before others is the easiest way to explain selfishness. It's even easier, unfortunately, to get caught up in selfishness if we don't stop to think about what we are doing or behaving. Consider what your priorities are right now. Are you focusing on your own advancements and needs? What about those of your team and followers? Don't get me wrong, self-care is important, as long as it's not at the expense of another person.

Remove this lid: Think about your goals, priorities, and needs. What would it look like if you included your team in those goals, changing "I" statements to "we." Even call on your team and followers to find our what their goals and priorities are, then think about how you can help them achieve their goals. Practice humility by stepping back, letting them take lead on a project, and praising them for a job well done publicly. Trust me, their success will be your success.

There may be other things you struggle with as a leader besides these four. I would love to hear from you and to have you describe your struggle. I promise two things: not to name you in any posting without permission, and to provide some perspective on overcoming your struggle in a subsequent post. I don’t claim to have all the answers, but as a community, I know we can all be better when we lean on each other.

Homework: Think about our LIDS analogy above and identify one of them that you need to remove. What action steps or conversations do you need to have in order to remove them? What benefits will come to you and your followers when you remove the lid?