Remember there's no such thing as a small act of kindness. Every act creates a ripple with no logical end. -- Scott Adams
Unfortunately, many leaders today still do not understand that in order to be successful, in order to inspire and motivate people, it takes more than telling them what to do and giving them a paycheck. The days of employees being grateful to their bosses because they were given a job and then being willing to be underappreciated or ignored are over. There is a new age of leadership emerging which focuses on caring for and serving others.
Challenge:
As a leader, do you allow room for mistakes and risks; do you provide support and resources along with positive coaching and strong feedback that builds people up?
When is the last time you placed emphasis on taking care of their employees?
When is the last time you went to see them rather then waiting for them to come see you?
As a supervisor, what are you doing to build a relationship with and between each one of your team members, both individually and as a team.?
Additional Resources:
“The Disconnect”
http://www.risingsunconsultants.com/images/white_papers/PDFs/theDisconnect.pdf
Showing posts with label Employee Engagement. Show all posts
Showing posts with label Employee Engagement. Show all posts
Monday, April 20, 2009
Monday, April 6, 2009
Thought of the Week - 4/06/09
If we all did the things we are capable of doing, we would literally astound ourselves. -- Thomas Edison
Challenge:
When is the last time you challenged yourself to do something new or difficult? What is the one thing that has been on your to-do-list that you have been avoiding doing?
Pick just one thing that you have either been wanting to do or have been avoiding doing and JUST DO IT!! Do you best and see how much amaze yourself with the results!
How about your staff, what are you doing to ensure that your staff is performing at their maximum level? How can you help them to get at those things they’ve been wanting to do or avoiding doing?
Additional Resources:
“Increased Productivity through Self-Managed Work Groups”
http://www.risingsunconsultants.com/images/white_papers/PDFs/SelfManagedWorkGroups.pdf
Challenge:
When is the last time you challenged yourself to do something new or difficult? What is the one thing that has been on your to-do-list that you have been avoiding doing?
Pick just one thing that you have either been wanting to do or have been avoiding doing and JUST DO IT!! Do you best and see how much amaze yourself with the results!
How about your staff, what are you doing to ensure that your staff is performing at their maximum level? How can you help them to get at those things they’ve been wanting to do or avoiding doing?
Additional Resources:
“Increased Productivity through Self-Managed Work Groups”
http://www.risingsunconsultants.com/images/white_papers/PDFs/SelfManagedWorkGroups.pdf
Monday, March 2, 2009
Thought of the Week - 3/02/09
“Destiny is no matter of chance. It is a matter of choice. It is not a thing to be waited for, it is a thing to be achieved.” -- William Jennings Bryan
According to Rising Sun’s 10 Keys of Effective Supervision™, effective supervisors encourage employees to both learn from and be challenged by their work. This can be accomplished by helping to create a “learning community” and by helping employees to define and achieve both individual and organizational goals and objectives. Supervision in this case is focused on the present and the future accomplishments, not solely on past mistakes. Creating and maintaining a coaching environment not only allows for, but encourages wise risk taking, as well seeing mistakes and failures as opportunities to learn and develop.
Challenge:
On way to help employees achieve their destiny is to help them to find opportunities to step outside of their normal comfort zone. Try utilizing “self-managed” work groups (also referred to as “self-directed,” “self-regulating,” and/or “semiautonomous” work groups). Self-managed work groups differ from the traditional team approach by involving employees in the process from beginning to end. Employees are encouraged to speak openly, think outside of the box, tap into their creative energy, and apply their expertise. If established correctly, the work group functions without fear of retribution by management or other group members, and a sense of ownership by the employees prevails.
Additional Resources:
“Increased Productivity through Self-Managed Work Groups”
http://www.risingsunconsultants.com/images/white_papers/PDFs/SelfManagedWorkGroups.pdf
According to Rising Sun’s 10 Keys of Effective Supervision™, effective supervisors encourage employees to both learn from and be challenged by their work. This can be accomplished by helping to create a “learning community” and by helping employees to define and achieve both individual and organizational goals and objectives. Supervision in this case is focused on the present and the future accomplishments, not solely on past mistakes. Creating and maintaining a coaching environment not only allows for, but encourages wise risk taking, as well seeing mistakes and failures as opportunities to learn and develop.
Challenge:
On way to help employees achieve their destiny is to help them to find opportunities to step outside of their normal comfort zone. Try utilizing “self-managed” work groups (also referred to as “self-directed,” “self-regulating,” and/or “semiautonomous” work groups). Self-managed work groups differ from the traditional team approach by involving employees in the process from beginning to end. Employees are encouraged to speak openly, think outside of the box, tap into their creative energy, and apply their expertise. If established correctly, the work group functions without fear of retribution by management or other group members, and a sense of ownership by the employees prevails.
Additional Resources:
“Increased Productivity through Self-Managed Work Groups”
http://www.risingsunconsultants.com/images/white_papers/PDFs/SelfManagedWorkGroups.pdf
Tuesday, February 24, 2009
Thought of the Week - 2/23/09
“If we want to produce people who share the values of a democratic culture, they must be taught those values and not be left to acquire them by chance.” -- Cal Thomas
You probably see it every day, but when was the last time that you actually read your organization’s mission statement and reflected on each word? When was the last time you read your organization’s vision statement or statement of shared values? How well do you know what your organization stands for? How committed are you to seeing the mission and vision carried out? How clear are you as to how your role in the organization affects the mission and vision?
Equally important, how well do those you lead understand how their individual roles and responsibilities affect the mission and vision of the organization? How well do those you lead contribute to other areas in the organization? What are you doing to enhance your team’s understanding of the organization’s mission, vision and shared values? What are you doing to ensure collaboration across departments?
You probably see it every day, but when was the last time that you actually read your organization’s mission statement and reflected on each word? When was the last time you read your organization’s vision statement or statement of shared values? How well do you know what your organization stands for? How committed are you to seeing the mission and vision carried out? How clear are you as to how your role in the organization affects the mission and vision?
Equally important, how well do those you lead understand how their individual roles and responsibilities affect the mission and vision of the organization? How well do those you lead contribute to other areas in the organization? What are you doing to enhance your team’s understanding of the organization’s mission, vision and shared values? What are you doing to ensure collaboration across departments?
Monday, February 16, 2009
Thought of the Week - 2/16/09
“Because things are the way they are, things will not stay the way they are.” -- Bertold Brecht
One of the most challenging issues in organizations and business today is change. Some people love it and others hate it. But one thing is for sure, change takes time. We either make change happen so quickly that people don’t have time to get on board and make it happen effectively or we’re not given enough time to do what it takes to see change occur when it needs to.
Whenever change occurs, transition goes with it. In order to be effective, we need to involve the people affected by the change in the change process. We need to allow a process to occur which deals with people’s emotions.
The last time you experience a planned change, what intentional efforts were made to allow people to experience their losses and deal with their emotions?
What did you do to purposefully involve those who were not on board?
What did you do to engage them and support them through their feelings?
If you take the time to support those most affected by the change, you may find that some of your greatest advocates of the change you desire will be those who struggled the most with the change in the beginning.
One of the most challenging issues in organizations and business today is change. Some people love it and others hate it. But one thing is for sure, change takes time. We either make change happen so quickly that people don’t have time to get on board and make it happen effectively or we’re not given enough time to do what it takes to see change occur when it needs to.
Whenever change occurs, transition goes with it. In order to be effective, we need to involve the people affected by the change in the change process. We need to allow a process to occur which deals with people’s emotions.
The last time you experience a planned change, what intentional efforts were made to allow people to experience their losses and deal with their emotions?
What did you do to purposefully involve those who were not on board?
What did you do to engage them and support them through their feelings?
If you take the time to support those most affected by the change, you may find that some of your greatest advocates of the change you desire will be those who struggled the most with the change in the beginning.
Monday, December 15, 2008
Thought of the Week - 12/15/08
“In order to have a winner, the team must have a feeling of unity; every player must put the team first – ahead of personal glory.” -- Paul Bear Bryant
In addition to building a positive relationship between you and your employees, we believe that cultivating positive relationships between and among employees is one of the most important, yet challenging goals facing today’s leaders. Building a successful organization depends on the ability of a leader to create a positive organizational culture which focuses on cooperation and collaboration, as well as strong relationships among and between employees (peers), departments and employees and management. Actively building a positive culture of employee relationships is contagious and leads to both improved customer service and improved relationships among and between all members of the organization’s community.
Ultimately, the success of any organization is largely dependent upon the strength of the relationships formed and maintained within an organization. The capacity to communicate effectively, to trust and to develop healthy teams relies on the strength of relationships. Stronger relationships between staff and supervisors and their teams are directly linked to increased productivity, increased retention and overall success of an organization.
What are you doing to let your staff know that relationships are important?
What strategies have you developed in order to create a safe environment for dialogue and discussion within your organization?
What have you done consciously in order to create opportunities for staff to share personal and family accomplishments?
In addition to building a positive relationship between you and your employees, we believe that cultivating positive relationships between and among employees is one of the most important, yet challenging goals facing today’s leaders. Building a successful organization depends on the ability of a leader to create a positive organizational culture which focuses on cooperation and collaboration, as well as strong relationships among and between employees (peers), departments and employees and management. Actively building a positive culture of employee relationships is contagious and leads to both improved customer service and improved relationships among and between all members of the organization’s community.
Ultimately, the success of any organization is largely dependent upon the strength of the relationships formed and maintained within an organization. The capacity to communicate effectively, to trust and to develop healthy teams relies on the strength of relationships. Stronger relationships between staff and supervisors and their teams are directly linked to increased productivity, increased retention and overall success of an organization.
What are you doing to let your staff know that relationships are important?
What strategies have you developed in order to create a safe environment for dialogue and discussion within your organization?
What have you done consciously in order to create opportunities for staff to share personal and family accomplishments?
Monday, December 1, 2008
Thought of the Week - 12/01/08
“I remind myself every morning: Nothing I say this day will teach me anything. So if I'm going to learn, I must do it by listening.” -- Larry King
Effective supervisors are proactive in their pursuit of employee feedback. They know and believe that their employees are an important source of information about how to do a job and how to do it better. They do not wait for their employees to come to them with issues and complaints, they go to them and create a safe and positive environment in which to share information back and forth. This can be done either individually or in a group setting. What is important is that it is being done.
When was the last time you ask your employees what they thought about a project or how to improve productivity?
When was the last time you actually sat quietly and really listened to what your staff had to say?
Effective supervisors are proactive in their pursuit of employee feedback. They know and believe that their employees are an important source of information about how to do a job and how to do it better. They do not wait for their employees to come to them with issues and complaints, they go to them and create a safe and positive environment in which to share information back and forth. This can be done either individually or in a group setting. What is important is that it is being done.
When was the last time you ask your employees what they thought about a project or how to improve productivity?
When was the last time you actually sat quietly and really listened to what your staff had to say?
Monday, November 17, 2008
Thought of the Week - 11/17/08
“The resentment that criticism engenders can demoralize employees, family members and friends, and still not correct the situation that has been condemned.” -- Dale Carnegie
As the old saying goes, “You can catch more flies with honey than you can with vinegar.” In other words, you will get far more from your employees by catching them doing what’s right, rather than catching them doing what’s wrong. Praise and encouragement will do far more to reinforce desired behavior than criticism ever will.
Genuine praise is a critical tool in both developing and maintaining positive employee morale and engagement. However, praise alone (i.e., general statements of appreciation, “pats on the back,” etc.) often falls short of the mark. Moreover, if given continuously or without specific examples it can seem shallow and/or contrived. What’s worse, it may even send the message that you really don’t know specifically what the individual does or how they are actually performing.
On the other hand, providing “encouragement” in addition to praise can go a long way to building self-esteem and pride in one’s work. For example, being specific about a positive interaction you see between an employee and customer or between two employees not only tells the employee that they are doing a good job, but it also lets them know that you are noticing what they are doing.
What have you done lately to show your staff that you are aware of the positive things they are doing to help move your organization forward?
How much of your time do you spend trying to catch your staff doing what’s right, rather than doing what’s wrong?
When you do catch them doing what’s right, how specific are you in the praise and encouragement you offer?
As the old saying goes, “You can catch more flies with honey than you can with vinegar.” In other words, you will get far more from your employees by catching them doing what’s right, rather than catching them doing what’s wrong. Praise and encouragement will do far more to reinforce desired behavior than criticism ever will.
Genuine praise is a critical tool in both developing and maintaining positive employee morale and engagement. However, praise alone (i.e., general statements of appreciation, “pats on the back,” etc.) often falls short of the mark. Moreover, if given continuously or without specific examples it can seem shallow and/or contrived. What’s worse, it may even send the message that you really don’t know specifically what the individual does or how they are actually performing.
On the other hand, providing “encouragement” in addition to praise can go a long way to building self-esteem and pride in one’s work. For example, being specific about a positive interaction you see between an employee and customer or between two employees not only tells the employee that they are doing a good job, but it also lets them know that you are noticing what they are doing.
What have you done lately to show your staff that you are aware of the positive things they are doing to help move your organization forward?
How much of your time do you spend trying to catch your staff doing what’s right, rather than doing what’s wrong?
When you do catch them doing what’s right, how specific are you in the praise and encouragement you offer?
Monday, November 10, 2008
Thought of the Week - 11/10/08
“If there is any great secret of success in life, it lies in the ability to put yourself in the other person’s place and to see things from his point of view – as well as your own.” -- Henry Ford
The point to be made here is that the way in which we listen to others, listen to their thoughts, their feelings and their needs is crucial in creating a workplace community where people feel valued. The more you are seen as someone who is genuinely committed to listening and responding appropriately, the more committed those around you will be to organizational goals and initiatives.
How good are your skills at “active listening”? Are you able to sit silently are truly listen to understand or are you thinking about what you want to say rather than listening to others?
How good are you at demonstrating true empathy, true understanding, even when you do not agree with what the other person is say or feeling?
How effective are you as a communicator?
The point to be made here is that the way in which we listen to others, listen to their thoughts, their feelings and their needs is crucial in creating a workplace community where people feel valued. The more you are seen as someone who is genuinely committed to listening and responding appropriately, the more committed those around you will be to organizational goals and initiatives.
How good are your skills at “active listening”? Are you able to sit silently are truly listen to understand or are you thinking about what you want to say rather than listening to others?
How good are you at demonstrating true empathy, true understanding, even when you do not agree with what the other person is say or feeling?
How effective are you as a communicator?
Monday, October 27, 2008
Thought of the Week - 10/27/08
“You must elevate the growth and development of people from a ‘means’ to an ‘end’ goal of equal importance to the product or service mission of the organization. Servant leadership requires a level of intimacy with the needs and aspirations of the people being led that might be beyond the level of intimacy an ego-driven leader is willing to sustain.” - Ken Blanchard
Nothing is more important to the success of an organization than the quality or professionalism of its staff. All too often, organizations approach professional development from an issue based or single minded perspective rather than from a comprehensive perspective. Creating a professional staff requires more than just a hiring process, or more than just a training program, creating a professional staff requires a holistic or systems approach.
What are doing to insure that your staff is properly trained?
Nothing is more important to the success of an organization than the quality or professionalism of its staff. All too often, organizations approach professional development from an issue based or single minded perspective rather than from a comprehensive perspective. Creating a professional staff requires more than just a hiring process, or more than just a training program, creating a professional staff requires a holistic or systems approach.
What are doing to insure that your staff is properly trained?
Monday, October 20, 2008
Thought of the Week - 10/20/08
"A genuine leader is not a searcher for consensus but a molder of consensus." - Martin Luther King, Jr.
Like all great Servant Leaders, King knew the value of the art of gentle persuasion. This concept sets servant leadership apart from past leadership styles in the fact that instead of dictating to staff members the decisions that are made, buy-in is obtained by the leader setting the stage simply through open communication. By creating awareness through gentle persuasion, listening and offering empathy, the most difficult situations can be eased.
What strategies or techniques do you use to help “mold” consensus within your organization?
Like all great Servant Leaders, King knew the value of the art of gentle persuasion. This concept sets servant leadership apart from past leadership styles in the fact that instead of dictating to staff members the decisions that are made, buy-in is obtained by the leader setting the stage simply through open communication. By creating awareness through gentle persuasion, listening and offering empathy, the most difficult situations can be eased.
What strategies or techniques do you use to help “mold” consensus within your organization?
Monday, October 13, 2008
Thought of the Week - 10/13/08
"The best executive is the one who has sense enough to pick good men to do what he wants done, and self-restraint to keep from meddling with them while they do it." - Theodore Roosevelt
How well do you know those you lead? You are probably surrounded with an abundance of talented individuals, unique to your workplace, whose expertise possibly has gone virtually untouched. According to the Rising Sun model, “Instilling Independence” is defined as: “Developing an atmosphere of hope, confidence and autonomy.” In other words, Instilling Independence is believing in people, believing that we hired them for the right reasons.
Instilling Independence is thinking and assuming the best in others. It is empowering your employees to do the job they were hired to do. No other single strategy of effective supervision is more powerful than allowing an employee to actually do the job they were hire for without having to micromanage how they do it.
Have you ever been micromanaged? How did it feel? Did you like it? Did you feel respected? Did you respect the person who micromanaged you? It is always interesting to us that no matter how many people we ask, almost all have been micromanaged, but no one likes it! So who is doing all the micromanaging and why?
How well do you know those you lead? You are probably surrounded with an abundance of talented individuals, unique to your workplace, whose expertise possibly has gone virtually untouched. According to the Rising Sun model, “Instilling Independence” is defined as: “Developing an atmosphere of hope, confidence and autonomy.” In other words, Instilling Independence is believing in people, believing that we hired them for the right reasons.
Instilling Independence is thinking and assuming the best in others. It is empowering your employees to do the job they were hired to do. No other single strategy of effective supervision is more powerful than allowing an employee to actually do the job they were hire for without having to micromanage how they do it.
Have you ever been micromanaged? How did it feel? Did you like it? Did you feel respected? Did you respect the person who micromanaged you? It is always interesting to us that no matter how many people we ask, almost all have been micromanaged, but no one likes it! So who is doing all the micromanaging and why?
Monday, June 16, 2008
Thought for the Week - 6/16/08
“Outstanding leaders go out of their way to boost the self-esteem of their personnel. If people believe in themselves, it's amazing what they can accomplish.” -- Sam Walton
As the old saying goes, “You can catch more flies with honey than you can with vinegar.” In other words, you will get far more from your employees by catching them doing what’s right, rather than catching them doing what’s wrong. Praise and encouragement will do far more to reinforce desired behavior than criticism ever will.
However, we must be genuine and timely in our praise in order for it to have any real positive impact. If you can not be genuine in your praise, you might as well save your breath. Too many employees have been burnt in the past by false praise and have learned to question the motives of the people giving the praise.
Genuine praise is a critical tool in both developing and maintaining positive employee morale and engagement. However, praise alone (i.e., general statements of appreciation, “pats on the back,” etc.) often falls short of the mark. Moreover, if given continuously or without specific examples it can seem shallow and/or contrived. What’s worse, it may even send the message that you really don’t know specifically what the individual does or how they are actually performing.
On the other hand, providing “encouragement” in addition to praise can go a long way to building self-esteem and pride in one’s work. For example, being specific about a positive interaction you see between an employee and customer or between two employees not only tells the employee that they are doing a good job, but it also lets them know that you are noticing what they are doing.
How often do you praise your employees?
What are some of the ways you encourage your employees?
What do you believe to be the difference between praise and encouragement?
As the old saying goes, “You can catch more flies with honey than you can with vinegar.” In other words, you will get far more from your employees by catching them doing what’s right, rather than catching them doing what’s wrong. Praise and encouragement will do far more to reinforce desired behavior than criticism ever will.
However, we must be genuine and timely in our praise in order for it to have any real positive impact. If you can not be genuine in your praise, you might as well save your breath. Too many employees have been burnt in the past by false praise and have learned to question the motives of the people giving the praise.
Genuine praise is a critical tool in both developing and maintaining positive employee morale and engagement. However, praise alone (i.e., general statements of appreciation, “pats on the back,” etc.) often falls short of the mark. Moreover, if given continuously or without specific examples it can seem shallow and/or contrived. What’s worse, it may even send the message that you really don’t know specifically what the individual does or how they are actually performing.
On the other hand, providing “encouragement” in addition to praise can go a long way to building self-esteem and pride in one’s work. For example, being specific about a positive interaction you see between an employee and customer or between two employees not only tells the employee that they are doing a good job, but it also lets them know that you are noticing what they are doing.
How often do you praise your employees?
What are some of the ways you encourage your employees?
What do you believe to be the difference between praise and encouragement?
Monday, June 9, 2008
Thought for the Week - 6/9/08
Conformity is the jailer of freedom and the enemy of growth. -- John F. Kennedy
If you’ve hired someone for a particular job, you must have believed they were capable of doing that job. So why not get out of the way and let them do it? You hired them because you believed they were going to do the job, and you need to maintain that belief and treat them as such. The day that you believe that they can't do the job, is the day that you need to start doing something different, possibly even saying this is not the right place for them.
Empowerment has been defined as the process of enabling employees to reach their own potential in ways that help the team or organization. This definition focuses less on control and power and more on the effective use of autonomy and delegation. This allows employees both controls over and responsibility for the work they have been assigned.
If you’ve hired someone for a particular job, you must have believed they were capable of doing that job. So why not get out of the way and let them do it? You hired them because you believed they were going to do the job, and you need to maintain that belief and treat them as such. The day that you believe that they can't do the job, is the day that you need to start doing something different, possibly even saying this is not the right place for them.
Empowerment has been defined as the process of enabling employees to reach their own potential in ways that help the team or organization. This definition focuses less on control and power and more on the effective use of autonomy and delegation. This allows employees both controls over and responsibility for the work they have been assigned.
Unfortunately, many managers and supervisors struggle with the act of delegation. Effective delegation requires being very specific about what you want, setting clear parameters and timelines, making sure the resources are available to accomplish the task, setting up regular “touch base” meetings to check on progress (if necessary), and being available for support if requested.
One of the most critical rules of delegation is making sure you set appropriate limits, establish necessary ground rules, and clearly stating your expectations. If you can only spend a certain amount of money and you have a limited timeline, share that up front.
As long as those you delegate responsibility to meet the criteria that you gave them, you need to accept whatever they come back with. The worst thing you can do as a supervisor is send them off, let them work for two months, and when they come back and have met your criteria, you say that it's not what you wanted. You will kill morale.
We have all probably been in that boat where we asked “why didn't you just do it yourself the first time then, and save me the two months of work if you already knew what you wanted?” Your job is not to do the work for your employees. If that were the case, why would you need them in the first place?
Effective delegation not only instills independence in your employees, it also frees you up to do the job you were hired for. As suggested earlier, your role as a servant leader shifts from “managing” the productivity and progress of employees to coaching and mentoring their continued growth and development.
Have you ever been micromanaged?
How did it feel?
Did you like it?
Did you feel respected?
Did you respect the person who micromanaged you? I
t is always interesting to us that no matter how many people we ask, almost all have been micromanaged, but no one likes it!
So who is doing all the micromanaging and why?
Have you ever been micromanaged?
How did it feel?
Did you like it?
Did you feel respected?
Did you respect the person who micromanaged you? I
t is always interesting to us that no matter how many people we ask, almost all have been micromanaged, but no one likes it!
So who is doing all the micromanaging and why?
Monday, May 26, 2008
Thought for the Week - 5/26/08
Effective teamwork is all about making a good, well-balanced salad not whipping individuals into a single batch of V8. -- Sandra Richardson
Coming from a Servant Leadership perspective, we believe that cultivating positive relationships between and among employees is one of the most important, yet challenging goals facing today’s leaders. Building a successful organization depends on the ability of a leader to create a positive organizational culture which focuses on both cooperation and collaboration, as well as strong relationships among and between employees (peers), departments and employees and management. Actively building a positive culture of employee relationships is contagious and leads to both improved customer service and improved relationships among and between all members of the organization’s community.
Several critical factors in building a positive culture of employee relationships include, but are not limited to:
Coming from a Servant Leadership perspective, we believe that cultivating positive relationships between and among employees is one of the most important, yet challenging goals facing today’s leaders. Building a successful organization depends on the ability of a leader to create a positive organizational culture which focuses on both cooperation and collaboration, as well as strong relationships among and between employees (peers), departments and employees and management. Actively building a positive culture of employee relationships is contagious and leads to both improved customer service and improved relationships among and between all members of the organization’s community.
Several critical factors in building a positive culture of employee relationships include, but are not limited to:
- Ensuring understanding and buy-in to a shared mission and vision.
- Understanding differences and valuing diversity in the workplace,
- Creating a safe environment for dialogue and discussion,
- Creating opportunities for staff to share personal and family accomplishments.
- Letting staff know that relationships are important,
- Promoting car pools, summer barbecues, family health and fitness programs, and of course
- HAVING FUN!!!
Ultimately, the success of any organization is largely dependent upon the strength of the relationships formed and maintained within an organization. The capacity to communicate effectively, to trust and to develop healthy teams relies on the strength of relationships. Stronger relationships between staff and supervisors and their teams are directly linked to increased productivity, increased retention and overall success of an organization.
What are you doing to actively build relationships in your organization?
Monday, May 19, 2008
Thought for the Week - 5/19/08
If you want to build a ship, then don't drum up men to gather wood, give orders, and divide the work. Rather, teach them to yearn for the far and endless sea. - Antoine de Saint-Exupery
Lat week we shared some initial thoughts on training and professional development. Here are a few more ...
Nothing is more important to the success of an organization than the quality or professionalism of its staff. As we suggested last week, however, all too often organizations approach professional development from an issue based or single minded perspective rather than from a comprehensive perspective. Creating a professional staff requires more than just a hiring process, or more than just a training program, creating a professional staff requires a holistic or systems approach.
Think back to your own personal experience with professional development over the years. How often did the company you worked for bring in the “Guru of the Year,” change systems or practices to support his or her approach, only to change everything around again once the new Guru came to town? How often did the company you worked for change one aspect of the professional development program without changing related aspects – only to leave employees confused and frustrated. Perhaps most common, however, how often did the company you worked for bring in a high paid consultant or trainer who seemed to know nothing about your company and whose program was misaligned, or perhaps even inconsistent with the company’s stated mission and vision?
In order for any professional development program to be truly effective, it is essential that it be directly connected and related to the outcomes or products of the organization and that it be based on a fundamental belief system that values learning throughout the organization. More specifically, in order for a Professional Development program to be truly effective: 1) it must be directly linked to the organization’s stated objectives, and 2) the organization must create, develop, embrace, and maintain an environment rooted in life-long learning. As such, organizational training and development needs to be operationalized in a Professional Development program which is sustained, systemic, and systematic:
A “sustained” professional development program is one which occurs over time. Professional development is not a single event, but a series of interrelated learning opportunities that supports individual growth and organizational success.
A “systemic” professional development program is one which plays a critical role within an organizations culture. The focus of learning opportunities remains consistent and aligned with organizational goals and does not change depending on who is responsible for professional development. In other words, professional development needs to be integrated throughout all aspects of the organization and needs to remain consistent over time.
A “systematic” professional development program is one which is developed and implemented in a methodical and intentional manner. It is directly aligned to the mission, vision, and guiding principles of the organization. Systematic professional development programs provide consistent themes across all work groups, while providing support for specific departments and individual needs.
A core component of this integration (sustained, systemic, and systematic professional development) is a clear and comprehensive leadership model. The organizations success will rely heavily on its leaders. However, as we have share numerous times before, it is important for an organization to realize that leadership is no longer exclusive to “upper administration,” but rather, all staff should be encouraged to become leaders.
How well integrated is your organization’s current professional development program?
Is it designed as a series of interrelated learning opportunities that supports individual growth and organizational success?
Is it integrated throughout all aspects of the organization and consistent over time?
Does it provide consistent themes across all work groups, while providing support for specific departments and individual needs?
Let us hear from you ...
Lat week we shared some initial thoughts on training and professional development. Here are a few more ...
Nothing is more important to the success of an organization than the quality or professionalism of its staff. As we suggested last week, however, all too often organizations approach professional development from an issue based or single minded perspective rather than from a comprehensive perspective. Creating a professional staff requires more than just a hiring process, or more than just a training program, creating a professional staff requires a holistic or systems approach.
Think back to your own personal experience with professional development over the years. How often did the company you worked for bring in the “Guru of the Year,” change systems or practices to support his or her approach, only to change everything around again once the new Guru came to town? How often did the company you worked for change one aspect of the professional development program without changing related aspects – only to leave employees confused and frustrated. Perhaps most common, however, how often did the company you worked for bring in a high paid consultant or trainer who seemed to know nothing about your company and whose program was misaligned, or perhaps even inconsistent with the company’s stated mission and vision?
In order for any professional development program to be truly effective, it is essential that it be directly connected and related to the outcomes or products of the organization and that it be based on a fundamental belief system that values learning throughout the organization. More specifically, in order for a Professional Development program to be truly effective: 1) it must be directly linked to the organization’s stated objectives, and 2) the organization must create, develop, embrace, and maintain an environment rooted in life-long learning. As such, organizational training and development needs to be operationalized in a Professional Development program which is sustained, systemic, and systematic:
A “sustained” professional development program is one which occurs over time. Professional development is not a single event, but a series of interrelated learning opportunities that supports individual growth and organizational success.
A “systemic” professional development program is one which plays a critical role within an organizations culture. The focus of learning opportunities remains consistent and aligned with organizational goals and does not change depending on who is responsible for professional development. In other words, professional development needs to be integrated throughout all aspects of the organization and needs to remain consistent over time.
A “systematic” professional development program is one which is developed and implemented in a methodical and intentional manner. It is directly aligned to the mission, vision, and guiding principles of the organization. Systematic professional development programs provide consistent themes across all work groups, while providing support for specific departments and individual needs.
A core component of this integration (sustained, systemic, and systematic professional development) is a clear and comprehensive leadership model. The organizations success will rely heavily on its leaders. However, as we have share numerous times before, it is important for an organization to realize that leadership is no longer exclusive to “upper administration,” but rather, all staff should be encouraged to become leaders.
How well integrated is your organization’s current professional development program?
Is it designed as a series of interrelated learning opportunities that supports individual growth and organizational success?
Is it integrated throughout all aspects of the organization and consistent over time?
Does it provide consistent themes across all work groups, while providing support for specific departments and individual needs?
Let us hear from you ...
Monday, May 12, 2008
Thought for the Week - 5/12/08
Of all the things that can have an effect on your future, I believe personal growth is the greatest. We can talk about sales growth, profit growth, asset growth, but all of this probably will not happen without personal growth. - Jim Rohn
One of our associates, Lynn Lehman, wrote a white paper in which she stated that in every organization, people have to learn how to do their jobs. People are rarely hired who already have 100% of the knowledge and skills necessary to complete the work for which they will be held accountable. If nothing else, they must learn the company culture, where resources are located, and who the people are with whom they need to collaborate to be successful.
What is not universal is how companies approach employee training. These methods range from a complete lack of training (considered as a method because this is an intentional choice) all the way to spending upwards of 6.61% of profit on organizational learning.
To identify which methods your organization has adopted to train its employees, consider the following approaches:
Survival First: This is the belief that training takes too much time away from the day-to-day operations of the company, and if anyone stopped doing their job to be trained, the very survival of the company would be in jeopardy.
Sink or Swim: Usually found hand-in-hand with the Survival First approach, this is the process by which new employees, or those transferred to different positions, must discover the structures and systems to accomplish their work completely on their own.
Same Boat: This is the scenario in which the organization assigns a mentor or buddy among the employee’s peers to show the new employee the ropes.
Supervisor Shuffle: When it is left up to the supervisor to do all the training of an employee. If you have a good supervisor, then you may get the coaching and learning opportunities needed. If you have a poor supervisor, then you don’t. It’s a gamble.
Shields Up: When a company provides the training required by law (OSHA, CPR, and other safety, ertification and licensure instruction), but no more.
Senior Special: The company executives get to go to conferences, often out of state, and sometimes for several days at a time, but the organization spends absolutely no money on any other employee training. Often these company leaders see training as an opportunity for R&R (rest & relaxation), not as actual learning opportunities.
Stimulus & Response: In this situation, company leaders react to something that has happened in the rganization – usually something that is negative – and insists on putting employees through specific training classes to “fix” the problem.
Soup of the Day: This is another reactionary process, but in this one, the leadership orders employee training based on trends in the industry or business world.
Spaghetti Test: In these organizations, a variety of training sessions are designed and/or brought in. Those sessions that the employees enjoy are the ones that “stick to the refrigerator,” and are offered again.
Shotgun: These organizations often provide training on a variety of topics and for a variety of reasons (see the other approaches above). These sessions are usually selected by one individual, such as a training director or human resources manager, and are chosen based on his/her individual perspective on what is needed in the organization. The training offered may improve performance, or it may not. Either way, the results aren’t measured so it is impossible to tell.
Status Quo: There is a training program of some kind in place, and it is the same program that has been offered for a long, long time. This comes from the mindset of “if it ain’t broke, don’t fix it.” It is important to point out that many of these approaches are not necessarily bad approaches. For example, having a peer help train an employee and ensuring that the safety training required by law takes place are terrific options for an employee training program. However, it is when they are the only approaches within an organization that any positive impact is severely restricted.
Do any of these approaches to employee training sound uncomfortably familiar?
Can you see one or more of these methods in action today in your company?
If so, please share your experiences with us ...
Keep an eye out later this week for more on professional development.
One of our associates, Lynn Lehman, wrote a white paper in which she stated that in every organization, people have to learn how to do their jobs. People are rarely hired who already have 100% of the knowledge and skills necessary to complete the work for which they will be held accountable. If nothing else, they must learn the company culture, where resources are located, and who the people are with whom they need to collaborate to be successful.
What is not universal is how companies approach employee training. These methods range from a complete lack of training (considered as a method because this is an intentional choice) all the way to spending upwards of 6.61% of profit on organizational learning.
To identify which methods your organization has adopted to train its employees, consider the following approaches:
Survival First: This is the belief that training takes too much time away from the day-to-day operations of the company, and if anyone stopped doing their job to be trained, the very survival of the company would be in jeopardy.
Sink or Swim: Usually found hand-in-hand with the Survival First approach, this is the process by which new employees, or those transferred to different positions, must discover the structures and systems to accomplish their work completely on their own.
Same Boat: This is the scenario in which the organization assigns a mentor or buddy among the employee’s peers to show the new employee the ropes.
Supervisor Shuffle: When it is left up to the supervisor to do all the training of an employee. If you have a good supervisor, then you may get the coaching and learning opportunities needed. If you have a poor supervisor, then you don’t. It’s a gamble.
Shields Up: When a company provides the training required by law (OSHA, CPR, and other safety, ertification and licensure instruction), but no more.
Senior Special: The company executives get to go to conferences, often out of state, and sometimes for several days at a time, but the organization spends absolutely no money on any other employee training. Often these company leaders see training as an opportunity for R&R (rest & relaxation), not as actual learning opportunities.
Stimulus & Response: In this situation, company leaders react to something that has happened in the rganization – usually something that is negative – and insists on putting employees through specific training classes to “fix” the problem.
Soup of the Day: This is another reactionary process, but in this one, the leadership orders employee training based on trends in the industry or business world.
Spaghetti Test: In these organizations, a variety of training sessions are designed and/or brought in. Those sessions that the employees enjoy are the ones that “stick to the refrigerator,” and are offered again.
Shotgun: These organizations often provide training on a variety of topics and for a variety of reasons (see the other approaches above). These sessions are usually selected by one individual, such as a training director or human resources manager, and are chosen based on his/her individual perspective on what is needed in the organization. The training offered may improve performance, or it may not. Either way, the results aren’t measured so it is impossible to tell.
Status Quo: There is a training program of some kind in place, and it is the same program that has been offered for a long, long time. This comes from the mindset of “if it ain’t broke, don’t fix it.” It is important to point out that many of these approaches are not necessarily bad approaches. For example, having a peer help train an employee and ensuring that the safety training required by law takes place are terrific options for an employee training program. However, it is when they are the only approaches within an organization that any positive impact is severely restricted.
Do any of these approaches to employee training sound uncomfortably familiar?
Can you see one or more of these methods in action today in your company?
If so, please share your experiences with us ...
Keep an eye out later this week for more on professional development.
Monday, April 14, 2008
Thought for the Week - 4/14/08
"The key to successful leadership today is influence, not authority." - Ken Blanchard
In our original post, we made the statement that: "More and more leaders today still do not understand that in order to be successful, in order to inspire and motivate people, it takes more than being told what to do and given a paycheck. It is simply no longer acceptable to lead through negative manipulation, force, and outright deceit. The days of employees being grateful to their bosses because they were given a job and then being willing to be abused, under appreciated, and ignored are over. There is a new age of leadership emerging which focuses on caring for and serving others."
What kind of leader are you? Why do you believe this is the most effective way to lead?
In our original post, we made the statement that: "More and more leaders today still do not understand that in order to be successful, in order to inspire and motivate people, it takes more than being told what to do and given a paycheck. It is simply no longer acceptable to lead through negative manipulation, force, and outright deceit. The days of employees being grateful to their bosses because they were given a job and then being willing to be abused, under appreciated, and ignored are over. There is a new age of leadership emerging which focuses on caring for and serving others."
What kind of leader are you? Why do you believe this is the most effective way to lead?
Thursday, March 20, 2008
Leading the "Shift" in International Education: Managing Change and Transition
In discussing the topic of “Leading the "Shift" in International Education: Managing Change and Transition,” the first question which needs to be answered is: “What is Internal Education”? Not as easy a question to answer as it might seem. In fact, it seems the more I research the field of International Education, the more definitions I seem to fine. However, for our purposes, I will simply define International Education in its broadest sense as an educational experience provided to non-resident children (or children with dual citizenship) living in a foreign country.
The second logical question is: “What do you mean by the “‘Shift’ in International Education”? This is a little easier to answer. Like all education throughout the world, International Education is experiencing the growing pains associated with the 21st Century – particularly those associated with emerging technology and expanding access to information. (For more details on Shifting School/International Education see http://www.thethinkingstick.com/ondeck/ and http://mscofino.edublogs.org/2008/02/24/making-the-shift-happen/)
So what’s the purpose of this post? That’s an easy one. The purpose of this post is to talk about managing the complexities of both change and transition in an international school environment.
Change and Transition
Have you ever heard people say:
“I wish we would just slow down.”
“Why do we always have to change?”
“Can’t we just leave things alone?”
“It’s working fine just the way it is.”
“If it ain’t broke, don’t fix it.”
Maybe you’ve even said some of these yourself. Do you feel like the only constant in your organization’s life is change itself? Well, you’re not alone. Welcome to the 21st Century! One of the most challenging issues in organizations and business today is change. Typically, we either make change happen so quickly that people don’t have time to get on board and make it happen effectively, or we’re not given enough time to do what it takes to see change occur when it needs to. Some people love change and others hate it. But one thing is for sure, change happens.
Change and Transition - Are They One in the Same?
Let’s start with "change":
“…to make a shift from one to another”
“…to make radically different”
“…give a different position, course, or direction to”
“…to replace with another”
“…to pass from one phase to another”
“…to undergo transformation, transition, or substitution”
These are just a few of the definitions that Webster’s Dictionary provides for the word change. If you notice, you see nothing about stability, sameness, stagnation, or stopping.
Webster’s Dictionary says that the word change is a verb. The word itself, therefore, implies movement or action.
On the other hand, one important component of the “change process” that is often overlooked and underestimated is the concept of "transition". Webster’s defines transition as a “passage from one state, stage, subject, or place to another…”
Sounds a lot like change, doesn’t it? That is where the problem lies. Organizations and businesses today see change and transition as one in the same. We believe, however, that they are very different. According to William Bridges (Managing Transitions, 2003), “It isn’t the changes that do you in, it’s the transitions.” So what is the difference between change and transition?
First, we believe, as the following story suggests, that it is important to understand that change and transition are absolutely connected and inseparable.
Bill has been teaching at the same school for 15 years. He has been a faithful and loyal educator. Bill’s principal, Karen, has always given him very positive end-of-the-year reviews. Bill is a model teacher. On Monday morning Karen announced to the faculty that the technology department was going to replace their computers. Karen said they were going to do this the next morning, so they needed to back up any files they did not want to lose. Everyone went back to their classrooms, except Bill. He just sat there looking stunned.
Later that day Karen noticed that Bill wasn’t looking very good. She asked if everything was alright and Bill hesitantly said yes.
The next day came and the technology staff came through and replaced the computers. This process only took an hour or two for each computer. They were very well trained and very efficient at their jobs. When Bill saw his new computer he was in a complete panic. He could do nothing except just stare at the new monitor. Nothing looked the same. He tried to find his documents but they were no where to be found.
A couple of days later Karen noticed that Bill was still not looking well. She asked if everything was alright. Once again, Bill mustard the strength to say yes. Karen wasn’t so sure this time, so she sat down with Bill. Karen said she noticed that his enthusiasm for teaching had dropped off over the last few days and he just didn’t seem himself. Finally, Bill broke down and said that he was totally lost with his new computer. He was angry and frustrated that his computer was replaced without even being asked. Bill said that he had just gotten used to his old computer and now he has a new one and can’t find anything.
Can anyone else relate to Bill? Oh sure, it may not be as simple as a new computer, but have you had change occur without any regard for you? You see, the change (new computer) only took a couple of hours to implement. This is where most schools and organizations stop. The change has been implemented successfully because they see the new computers on everyone’s desk. However, transition has been ignored.
Our Struggle with Loss
“Change implies making … an essential difference, often amounting to a loss of original identity” (Webster’s Dictionary). If you notice, in this definition of change, the concept of loss is introduced. When change occurs, loss also occurs. Unless we allow opportunity for people to deal with the losses associated with change (transition), the change never really is implemented effectively. In other words, "change" is the what and "transition" is the how.
Bill’s computer was replaced within a couple of hours (the what), but no one ever considered Bill’s emotional ability to manage this change (the how). Some of the other teachers were thrilled to receive a new computer and couldn’t wait for it to arrive. Bill, on the other hand, struggled with technology and he had just gotten used to his old computer. The idea of a new one was very scary for him. No one gave Bill the time to deal with the loss of not only his old computer, but more importantly, no one gave Bill time to deal with the fear that came with his new technology.
Managing Change and Transition
Okay, so now we know the difference between change and transition. So What? What can/should we do as leaders to help ensure that both the change and the transition go as smoothly as possible?
In order to be effective leaders, we need to involve the people affected by the change (students, teachers, parents, staff, etc.) in the change process. We need to allow a process to occur which deals with people’s emotions. There needs to be intentional efforts made to allow people to experience their losses and deal with their emotions.
According to the work of Kotter and Cohen ("The Heart of Change: Real Life Stories of How People Change Their Organizations"), it is critical to show employees the need for the change by capturing the emotions in the issue at hand. They suggest the following 8 step process to motivate staff to action based on their feelings:
1. Increase Urgency
2. Build the Guiding Team
3. Get the Vision Right
4. Communicate for Buy-In
5. Empower Action
6. Create Short-Term Wins
7. Don't Let Up
8. Make Change Stick
According to Kotter and Cohen, in order for change to be successful, all 8 steps must be followed and all 8 must be followed in the right sequence. Naturally, however, as is true for all we do as leaders, the difficulty is not in the theory, the difficulty is in the implementation.
Implementing Change in International Schools
Implementing effective change can be especially difficult in an international environment, as not only do you have individual difference to be concerned about, you also have cultural difference in how people deal with change and transition as well. This is clearly a case where one size does not fit all.
Always remember, people are unique. We don’t all adjust emotionally at the same pace or in the same direction. You will always find individuals who accept and embrace change easily and quickly. You will also always find people who need more time and support to work through the change process. This can be particularly problematic in an environment where both the students and the staff (both faculty and administration) are often, as one international educator described them, “nomadic.” Successfully implementing a major change initiative is hard enough given individual difference in tolerance to change, but when you are never sure how long those most involved in the change process are going to be around, it is even harder to both motive people and keep the momentum going.
In addition to these varying individual differences, international schools must also be sensitive to the cultural difference they may face in terms of reactions from members of the local community, including members of the schools Board. Just as individuals react differently to change and go through different transitional processes, so to do different cultures react differently to change and many have different rituals and/or practices to deal with transition.
Final Thoughts
We would strongly recommend that based on the complexities that come with both individual and cultural differences in how people react to and deal with loss, that international schools view change from a strategic perspective and only introduce those changes which are necessary in any given time period and only after a thorough process/period of preparation has been employed.
We would also strongly recommend that international schools use one of the many “facilitative” processes out there for leading change and transition. By involving all those who will be impacted by the change from the very beginning, you will increase the likelihood of both buy-in and support for the change and will reduce the negative affect of the transition process on the school as whole. Given the transitory nature of the international school staff, it is critical that throughout the process, leadership must be alongside the staff to ensure that staff will receive assistance as needed.
Finally, do not assume that people don’t care or are unwilling to get on board with the change. Take the time to involve them, to engage them and support them through their emotional reactions to the change. You will be surprised to find that some of your greatest advocates of the change you desire will be those who struggled with it the most in the beginning.
Thursday, March 13, 2008
Do You Have It? Do You Even Know What "It" Is?
I wasn’t quite sure what I was doing there. I knew that the C.E.O. felt that “things just weren’t going right” within his organization, but it was difficult to pin him down on exactly what that meant. However, while sitting at lunch later that day in the XYZ Corporation cafeteria, I overheard the following conversation: (John) “No one understands me. They don’t know what I am capable of doing for them.” (Mary) “If they would only take the time to listen to me once in awhile.” (Bob) “What does it matter, they don’t care anyway. I just show up and put my time in.” (Sally) “I keep my mouth shut - I don’t want trouble because it is not worth it anyway. They’re not going to listen to me or do anything about it.” (John) “I am so upset and hurt – I just feel like quitting but I need health insurance for the family.”
What is the problem with these people? What are they so upset about?
It’s always amazed me. It seems that some people get it and some don’t. Growing up I assumed that everyone got it. As I got older I began to think that maybe just my friends got it and the adults were exempt from it. Then as I reached young adulthood it hit me. It’s not a matter of age or where you were raised. Not even a matter of who you are. It just seems that some people get it and some don’t. Over the years it has become oh so clear to me that not enough people get it.
So What Is “IT”…
By this time you are probably wondering what “it” is? “It” is the understanding of people. It’s the ability to see people as people and not as things or a means to satisfy one’s own needs. Many people believe that the types of people who don’t understand this are big business people who are trying to get rich off the work of others. Unfortunately, however, this problem is all too common in non-profit, as well as for-profit organizations. It exists within business, education, everywhere that people are gathered together.
To many readers, this may sound crazy or just plain obvious. I wish it were so obvious. The more I try to understand organizations and people the more I realize that it is a smaller and smaller number of individuals who truly understand how to care for people, how to treat people, how to motivate people through pure and honest service to others.
More and more leaders today still do not understand that in order to be successful, in order to inspire and motivate people, it takes more than being told what to do and given a paycheck. It is simply no longer acceptable to lead through negative manipulation, force, and outright deceit. The days of employees being grateful to their bosses because they were given a job and then be willing to be abused, under appreciated, and ignored are over. There is a new age of leadership emerging which focuses on caring for and serving others.
There are a lot of names for this style of leadership. But, no matter what we call it, or what we don’t call it, the characteristics and traits are easily seen if we are willing to look for them. Some leaders are beginning to understand and practice the need to be more than simply a content expert in their field. True leaders need to be experts in people as well. People are not all that different when it comes right down to it. We all have a need to be loved and cared for. We all want to be understood and appreciated. We all need to have meaning in our lives that goes deeper than simply making money or doing what the boss says. We are a people that desires to seek and find long term meaning in our lives. Some call this a legacy. What ever we call it, we all have an innate desire to leave something behind. To leave behind something that people will remember us by.
Putting “It” Into Practice
Effective leaders need to not only understand this, but to put it into practice. One way this can be accomplished is through effective communication and listening skills. This can also be accomplished through conflict resolution and crisis management skills. These are not new concepts. However, there is an even more important way in which we need to lead - we need to lead with our hearts.
I know that much of the world today may say this is crazy, that we can not afford to set ourselves up for vulnerability. That we need to value strength, power, and control. These are not bad things to value if valued properly. Unfortunately, however, we often miss the boat on where true strength, control, and power come from.
True strength, power and control come through showing our vulnerabilities. They come through our weaknesses – our ability to be human. They come from other people. Our ability to be human is one of our greatest gifts. It is exactly this style of leadership that people are asking for. Leaders who care for people and hold high standards for behavior, performance, and attitudes are seen as inspiring and motivating. These leaders are seen taking risks and reaching out to people. They are the leaders who see something in others that most refuse to see. These leaders allow room for mistakes and risks; they provide support and resources along with positive coaching and strong feedback that builds people up.
It is time that we as leaders and followers start to expect, no demand, a new era of leadership. We need to stop acting like victims and stand up and be leaders ourselves. Schools, businesses and other organizations need to consider the long term benefits of placing a high degree of emphasis on taking care of their employees. This is not only about salary, retirement plans, and medical benefits. One way to accomplish this is to invite staff to share their thoughts and ideas and to take risks through innovative ideas. These types of behaviors can only occur when employees feel safe and cared for. This is truly the greatest gift that a leader can give to their employees.
Do you have “It?” What will your legacy be?
What is the problem with these people? What are they so upset about?
It’s always amazed me. It seems that some people get it and some don’t. Growing up I assumed that everyone got it. As I got older I began to think that maybe just my friends got it and the adults were exempt from it. Then as I reached young adulthood it hit me. It’s not a matter of age or where you were raised. Not even a matter of who you are. It just seems that some people get it and some don’t. Over the years it has become oh so clear to me that not enough people get it.
So What Is “IT”…
By this time you are probably wondering what “it” is? “It” is the understanding of people. It’s the ability to see people as people and not as things or a means to satisfy one’s own needs. Many people believe that the types of people who don’t understand this are big business people who are trying to get rich off the work of others. Unfortunately, however, this problem is all too common in non-profit, as well as for-profit organizations. It exists within business, education, everywhere that people are gathered together.
To many readers, this may sound crazy or just plain obvious. I wish it were so obvious. The more I try to understand organizations and people the more I realize that it is a smaller and smaller number of individuals who truly understand how to care for people, how to treat people, how to motivate people through pure and honest service to others.
More and more leaders today still do not understand that in order to be successful, in order to inspire and motivate people, it takes more than being told what to do and given a paycheck. It is simply no longer acceptable to lead through negative manipulation, force, and outright deceit. The days of employees being grateful to their bosses because they were given a job and then be willing to be abused, under appreciated, and ignored are over. There is a new age of leadership emerging which focuses on caring for and serving others.
There are a lot of names for this style of leadership. But, no matter what we call it, or what we don’t call it, the characteristics and traits are easily seen if we are willing to look for them. Some leaders are beginning to understand and practice the need to be more than simply a content expert in their field. True leaders need to be experts in people as well. People are not all that different when it comes right down to it. We all have a need to be loved and cared for. We all want to be understood and appreciated. We all need to have meaning in our lives that goes deeper than simply making money or doing what the boss says. We are a people that desires to seek and find long term meaning in our lives. Some call this a legacy. What ever we call it, we all have an innate desire to leave something behind. To leave behind something that people will remember us by.
Putting “It” Into Practice
Effective leaders need to not only understand this, but to put it into practice. One way this can be accomplished is through effective communication and listening skills. This can also be accomplished through conflict resolution and crisis management skills. These are not new concepts. However, there is an even more important way in which we need to lead - we need to lead with our hearts.
I know that much of the world today may say this is crazy, that we can not afford to set ourselves up for vulnerability. That we need to value strength, power, and control. These are not bad things to value if valued properly. Unfortunately, however, we often miss the boat on where true strength, control, and power come from.
True strength, power and control come through showing our vulnerabilities. They come through our weaknesses – our ability to be human. They come from other people. Our ability to be human is one of our greatest gifts. It is exactly this style of leadership that people are asking for. Leaders who care for people and hold high standards for behavior, performance, and attitudes are seen as inspiring and motivating. These leaders are seen taking risks and reaching out to people. They are the leaders who see something in others that most refuse to see. These leaders allow room for mistakes and risks; they provide support and resources along with positive coaching and strong feedback that builds people up.
It is time that we as leaders and followers start to expect, no demand, a new era of leadership. We need to stop acting like victims and stand up and be leaders ourselves. Schools, businesses and other organizations need to consider the long term benefits of placing a high degree of emphasis on taking care of their employees. This is not only about salary, retirement plans, and medical benefits. One way to accomplish this is to invite staff to share their thoughts and ideas and to take risks through innovative ideas. These types of behaviors can only occur when employees feel safe and cared for. This is truly the greatest gift that a leader can give to their employees.
Do you have “It?” What will your legacy be?
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