In the beginning was the Word, and the Word was with God, and the Word was God.
And the Word became flesh, and dwelt among us, and we saw His glory, glory as of the only begotten from the Father, full of grace and truth.
In Him was life, and the life was the Light of men. The Light shines in the darkness, and the darkness did not comprehend it.
So, THIS is Christmas.
Tuesday, December 25, 2012
Monday, December 10, 2012
The Leader-Culture Connection Part 6
Toxic Cultures are characterized as follows:
• Leaders create a “closed system,” so any advice and creative ideas from the outside are suspect from the start. These systems breed bad ideas, bad behaviors, and bad values in the organization over and over again.
• Individual rights and dignity of staff members are surrendered to the powerfully elite. People are expected to do as they're told-nothing less and nothing else. The organization's leaders believe they “own” every employee. They have exceptionally high expectations of workers, but the offer them little or no autonomy to make decisions.
• Fear becomes the dominating motivational factor of the organization, and those who choose to stay meekly comply. Many, though, are too afraid to leave. They've noticed that when people even think about leaving, they're severely criticized for being disloyal. Turf battles are the accepted sport of the organization, and open warfare becomes normal. Suspicion and resentment poison lines of communication, so even the simplest directive becomes a weapon area
• Leaders delegate responsibility but fail to give authority to people to fulfill their roles.
• Creativity and risk-taking have long vanished because these traits threaten the status of the bosses as the only ones who know anything. In this environment, pathology is rewarded and health is punished.
• Ethical, financial, or sexual lapses may occur, but staff members are expected to turn a blind eye. The leaders constantly look over their shoulders to see if they've been caught
• These organizations run off good people, and they attract only the naïve or truly desperate.
Source: Chand, S. (2011) Cracking Your Church’s Culture Code: Seven Keys to Unleashing Vision and Inspiration. San Francisco: Jossey-Bass.
• Leaders create a “closed system,” so any advice and creative ideas from the outside are suspect from the start. These systems breed bad ideas, bad behaviors, and bad values in the organization over and over again.
• Individual rights and dignity of staff members are surrendered to the powerfully elite. People are expected to do as they're told-nothing less and nothing else. The organization's leaders believe they “own” every employee. They have exceptionally high expectations of workers, but the offer them little or no autonomy to make decisions.
• Fear becomes the dominating motivational factor of the organization, and those who choose to stay meekly comply. Many, though, are too afraid to leave. They've noticed that when people even think about leaving, they're severely criticized for being disloyal. Turf battles are the accepted sport of the organization, and open warfare becomes normal. Suspicion and resentment poison lines of communication, so even the simplest directive becomes a weapon area
• Leaders delegate responsibility but fail to give authority to people to fulfill their roles.
• Creativity and risk-taking have long vanished because these traits threaten the status of the bosses as the only ones who know anything. In this environment, pathology is rewarded and health is punished.
• Ethical, financial, or sexual lapses may occur, but staff members are expected to turn a blind eye. The leaders constantly look over their shoulders to see if they've been caught
• These organizations run off good people, and they attract only the naïve or truly desperate.
Source: Chand, S. (2011) Cracking Your Church’s Culture Code: Seven Keys to Unleashing Vision and Inspiration. San Francisco: Jossey-Bass.
Thursday, December 6, 2012
The Leader-Culture Connection Part 5
Discouraging Cultures are characterized as follows:
• It's all about the top people: their prestige and their power. They act as though everybody else in the organization exists only to make them more successful, and most of the staff members deeply resent it.
• People spend as much time trying to survive the power struggles, protecting themselves from more hurt, and analyzing the top people's pathology as they spend doing their work. Employees become fiercely loyal to a supervisor who protects them, but they actively seek to undermine any perceived adversary.
• As the benchmarks of success decline, the top leaders become more authoritarian and threatening. They demand compliance and loyalty, and they defy anyone who disagrees with them or even offers another opinion.
• The leadership team often tries to remedy the problems, but with the wrong analysis in the wrong solutions. They seldom look in the mirror to find the culprit. Instead, the blame is always put on incompetent or unmotivated people throughout the organization, but these are the only ones who are willing to stay employed there. Leaders may ask that members to go to seminars and workshops, and they may even hire consultants from time to time, but they seldom listen to any outside input.
• When these leaders communicate a new vision, nobody cares. They’ve heard it before, and they don't trust that anything will be different this time.
• These organizations attract malcontents, sycophants, and desperate people who can't find a job anywhere else.
Source: Chand, S. (2011) Cracking Your Church’s Culture Code: Seven Keys to Unleashing Vision and Inspiration. San Francisco: Jossey-Bass.
• It's all about the top people: their prestige and their power. They act as though everybody else in the organization exists only to make them more successful, and most of the staff members deeply resent it.
• People spend as much time trying to survive the power struggles, protecting themselves from more hurt, and analyzing the top people's pathology as they spend doing their work. Employees become fiercely loyal to a supervisor who protects them, but they actively seek to undermine any perceived adversary.
• As the benchmarks of success decline, the top leaders become more authoritarian and threatening. They demand compliance and loyalty, and they defy anyone who disagrees with them or even offers another opinion.
• The leadership team often tries to remedy the problems, but with the wrong analysis in the wrong solutions. They seldom look in the mirror to find the culprit. Instead, the blame is always put on incompetent or unmotivated people throughout the organization, but these are the only ones who are willing to stay employed there. Leaders may ask that members to go to seminars and workshops, and they may even hire consultants from time to time, but they seldom listen to any outside input.
• When these leaders communicate a new vision, nobody cares. They’ve heard it before, and they don't trust that anything will be different this time.
• These organizations attract malcontents, sycophants, and desperate people who can't find a job anywhere else.
Source: Chand, S. (2011) Cracking Your Church’s Culture Code: Seven Keys to Unleashing Vision and Inspiration. San Francisco: Jossey-Bass.
Monday, December 3, 2012
The Leader-Culture Connection Part 4
Stagnant Cultures are characterized as follows:
• The leadership team sees staff members as production units, not people. The staff members are valuable when-and only when-they produce. All praise is based on performance, very little if any on character.
• Staff members tolerate their leaders, but they don't trust or respect them. They still do their work, but only the most ambitious invest themselves in the success of the organization.
• The only heroes are the top executives, and the employees suspect that the top leaders are making a bundle, or at least receiving lots of accolades, at their expense. The employees resent this.
• Without trust, respect, and loyalty, people feel compelled to defend their turf, hang on to power, and limit communication. In this atmosphere, relatively small problems quickly escalate.
• Complaining becomes the staff members pastime. Things aren’t quite bad enough to prompt open rebellion, but a few disgruntled people are thinking about it!
• The leadership team isn't happy with the lack of enthusiasm and declining productivity, so they treat staff as if they were wayward teenagers. They try anything to control them: anger, leading, threats, rewards, ignoring them, micromanaging them. But nothing works.
• With only a few exceptions, people become clock-watchers and check-cashers, caring little for the leader's vision. The whole organization lives in the status quo of lethargy.
• To correct the problem, the leaders may send people to seminars or hire consultants, but the top people aren’t willing to take responsibility and make significant changes. It's always somebody else's fault.
• These organizations usually attract people with low expectations and low motivation, but they may attract a few who believe their personal mission is to bring life to the organization. These individuals usually give up after a few months.
Source: Chand, S. (2011) Cracking Your Church’s Culture Code: Seven Keys to Unleashing Vision and Inspiration. San Francisco: Jossey-Bass.
• The leadership team sees staff members as production units, not people. The staff members are valuable when-and only when-they produce. All praise is based on performance, very little if any on character.
• Staff members tolerate their leaders, but they don't trust or respect them. They still do their work, but only the most ambitious invest themselves in the success of the organization.
• The only heroes are the top executives, and the employees suspect that the top leaders are making a bundle, or at least receiving lots of accolades, at their expense. The employees resent this.
• Without trust, respect, and loyalty, people feel compelled to defend their turf, hang on to power, and limit communication. In this atmosphere, relatively small problems quickly escalate.
• Complaining becomes the staff members pastime. Things aren’t quite bad enough to prompt open rebellion, but a few disgruntled people are thinking about it!
• The leadership team isn't happy with the lack of enthusiasm and declining productivity, so they treat staff as if they were wayward teenagers. They try anything to control them: anger, leading, threats, rewards, ignoring them, micromanaging them. But nothing works.
• With only a few exceptions, people become clock-watchers and check-cashers, caring little for the leader's vision. The whole organization lives in the status quo of lethargy.
• To correct the problem, the leaders may send people to seminars or hire consultants, but the top people aren’t willing to take responsibility and make significant changes. It's always somebody else's fault.
• These organizations usually attract people with low expectations and low motivation, but they may attract a few who believe their personal mission is to bring life to the organization. These individuals usually give up after a few months.
Source: Chand, S. (2011) Cracking Your Church’s Culture Code: Seven Keys to Unleashing Vision and Inspiration. San Francisco: Jossey-Bass.
Thursday, November 29, 2012
The Leader-Culture Connection Part 3
Accepting Cultures are characterized as follows:
• The overall atmosphere is very positive, but there are a few topics that are taboo, or there are a few incompetent leaders who remain in the job too long. These unresolved issues and problematic leaders are the bumps and potholes that create tension. In many cases, the difficulties remain isolated in the departments were those poor managers lead. For the people on these teams, the environment may be quite negative, while the rest of the organization thrives.
• Generally, most people in the organization are supportive of each other's roles and goals. Communication is a strength, and people don't feel the need to defend their turf.
• Some difficult decisions are avoided instead of addressed expeditiously. For instance, leaving a poor leader in place too long erodes the trust and drive of those who serve in that department.
• Most people who work in these organizations think they are the organization is the one of the best ones they've ever experienced. They love the blend of clear goals and strong relationships, and they are highly motivated to do their best. The senior leaders in these organizations invest in developing people and the culture. If they were more assertive about taking care of problems in the culture, they could be even more successful.
• These organizations enjoy a strong reputation, so they attract a lot of applicants. However, the new hires who are placed under incompetent leaders are deeply disappointed.
Source: Chand, S. (2011) Cracking Your Church’s Culture Code: Seven Keys to Unleashing Vision and Inspiration. San Francisco: Jossey-Bass.
• The overall atmosphere is very positive, but there are a few topics that are taboo, or there are a few incompetent leaders who remain in the job too long. These unresolved issues and problematic leaders are the bumps and potholes that create tension. In many cases, the difficulties remain isolated in the departments were those poor managers lead. For the people on these teams, the environment may be quite negative, while the rest of the organization thrives.
• Generally, most people in the organization are supportive of each other's roles and goals. Communication is a strength, and people don't feel the need to defend their turf.
• Some difficult decisions are avoided instead of addressed expeditiously. For instance, leaving a poor leader in place too long erodes the trust and drive of those who serve in that department.
• Most people who work in these organizations think they are the organization is the one of the best ones they've ever experienced. They love the blend of clear goals and strong relationships, and they are highly motivated to do their best. The senior leaders in these organizations invest in developing people and the culture. If they were more assertive about taking care of problems in the culture, they could be even more successful.
• These organizations enjoy a strong reputation, so they attract a lot of applicants. However, the new hires who are placed under incompetent leaders are deeply disappointed.
Source: Chand, S. (2011) Cracking Your Church’s Culture Code: Seven Keys to Unleashing Vision and Inspiration. San Francisco: Jossey-Bass.
Monday, November 26, 2012
The Leader-Culture Connection Part 2
Inspiring Cultures are characterized as follows:
• The leaders of these organizations give clear direction, but they aren't authoritarian; they value the input of every person. Authority is decentralized.
• Leaders cultivate an atmosphere of trust and respect.
• People throughout the organization believe that what they do each day really matters-to themselves, to their teams, to the organization, and to their constituents. They come to work each day with a compelling sense of purpose, a sense of they are involved in a cause much bigger than themselves.
• These organizations have high, yet realistic expectations. They set high goals, train people, give them the resources they need, stay connected throughout the process, and encourage them to succeed.
• Creativity is rewarded, and failures are viewed as stepping stones of growth. In fact, failure is seen as an essential part of the process of innovation, not a fatal flaw.
• There are few, if any, turf battles, so communication flows up and down the organizational chart and between departments.
• Top leaders retrain or replace leaders who cannot provide a positive work environment for their teams.
• There is a powerful synergy between relationships and organizational goals. The organization invests significantly and systematically in creating and building a healthy culture.
• Leaders regularly celebrate success throughout the organization, and they even celebrate those who leave and find success elsewhere.
• These organizations are a magnet for job applicants. They have their pick of the best and the brightest.
Source: Chand, S. (2011) Cracking Your Church’s Culture Code: Seven Keys to Unleashing Vision and Inspiration. San Francisco: Jossey-Bass
• The leaders of these organizations give clear direction, but they aren't authoritarian; they value the input of every person. Authority is decentralized.
• Leaders cultivate an atmosphere of trust and respect.
• People throughout the organization believe that what they do each day really matters-to themselves, to their teams, to the organization, and to their constituents. They come to work each day with a compelling sense of purpose, a sense of they are involved in a cause much bigger than themselves.
• These organizations have high, yet realistic expectations. They set high goals, train people, give them the resources they need, stay connected throughout the process, and encourage them to succeed.
• Creativity is rewarded, and failures are viewed as stepping stones of growth. In fact, failure is seen as an essential part of the process of innovation, not a fatal flaw.
• There are few, if any, turf battles, so communication flows up and down the organizational chart and between departments.
• Top leaders retrain or replace leaders who cannot provide a positive work environment for their teams.
• There is a powerful synergy between relationships and organizational goals. The organization invests significantly and systematically in creating and building a healthy culture.
• Leaders regularly celebrate success throughout the organization, and they even celebrate those who leave and find success elsewhere.
• These organizations are a magnet for job applicants. They have their pick of the best and the brightest.
Source: Chand, S. (2011) Cracking Your Church’s Culture Code: Seven Keys to Unleashing Vision and Inspiration. San Francisco: Jossey-Bass
Thursday, November 22, 2012
Double That Number!
I read recently that we eventually reach an age when the likelihood of living twice as long begins to diminish. I think I am there. I doubt I will live to be 110. But, I have been married 34 years – and that number is still double-able (easier to write than it is to say!).
So, as we celebrate our 34th anniversary I am hoping for –at least- 34 more years!
I have flown like a bird from every cage that confined me
and broken every one of the ties that could bind me
I have danced me around some sad ol' situations
and taken up my share of them sweet invitations
But the lady beside me is the one I have chosen
to walk through my life
like a coat from the cold
So, as we celebrate our 34th anniversary I am hoping for –at least- 34 more years!
Like a Coat from the Cold
I've found comfort and courage in bottles of whiskey.
But I swear to you friend that that life is sum'm risky.
I have backed away quickly from those that would burn me. 
and stopped up my ears that no one should learn me.
But the lady beside me is the one I have chosen
to walk through my life
like a coat from the cold
I have flown like a bird from every cage that confined me
and broken every one of the ties that could bind me
I have danced me around some sad ol' situations
and taken up my share of them sweet invitations
But the lady beside me is the one I have chosen
to walk through my life
like a coat from the cold
Wednesday, November 21, 2012
The Leader-Culture Connection Part 1
Organizational scholar Edgar Schein has argued that corporate cultures are created in the image of their leader. That is, the culture reflects the values, attitudes, and behaviors of the leader. The culture then creates leaders in that image.
This creates a strong mutually reinforcing dynamic that is hard to break. When a culture needs to change, either the leader needs to change or the organization needs to change leaders. But changing a culture doesn’t happen over-night. In fact, changing an organization’s culture is what Robert Quinn calls a deep change. And deep changes usually take 18-36 months.
Understanding the link between a leader and the culture of the organization provides an excellent tool for assessing organizations. Even if I have never met the leader or observed him or her directly, I can tell a lot about them by observing the organization’s culture. And I can get a pretty good idea of the type if culture exists in an organization by talking to the leader.
In the next several posts, I will be discussing 5 distinct culture types. See if you can identify your own organization in any of these descriptions.
Sources:
Schein, E. (2010) Organizational Culture and Leadership, 4th Edition. San Francisco: Jossey-Bass.
Quinn, R. (1996) Deep Change: Discovering the Leader Within. San Francisco: Jossey-Bass.
Chand, S. (2011) Cracking Your Church’s Culture Code: Seven Keys to Unleashing Vision and Inspiration. San Francisco: Jossey-Bass.
This creates a strong mutually reinforcing dynamic that is hard to break. When a culture needs to change, either the leader needs to change or the organization needs to change leaders. But changing a culture doesn’t happen over-night. In fact, changing an organization’s culture is what Robert Quinn calls a deep change. And deep changes usually take 18-36 months.
Understanding the link between a leader and the culture of the organization provides an excellent tool for assessing organizations. Even if I have never met the leader or observed him or her directly, I can tell a lot about them by observing the organization’s culture. And I can get a pretty good idea of the type if culture exists in an organization by talking to the leader.
In the next several posts, I will be discussing 5 distinct culture types. See if you can identify your own organization in any of these descriptions.
Sources:
Schein, E. (2010) Organizational Culture and Leadership, 4th Edition. San Francisco: Jossey-Bass.
Quinn, R. (1996) Deep Change: Discovering the Leader Within. San Francisco: Jossey-Bass.
Chand, S. (2011) Cracking Your Church’s Culture Code: Seven Keys to Unleashing Vision and Inspiration. San Francisco: Jossey-Bass.
Sunday, November 11, 2012
Old No 1
I have been listening to Guy Clark since I was in high school. In fact, I still have my copy of his first album, Old No 1. This is the album that has several of the classics: Desperados Waiting for a Train, LA Freeway, She Aint Goin Nowhere, That Old Time Feeling, Like a Coat from the Cold, and Instant Coffee Blues.
When I went to Austin College in the fall of 75, I took my record player -you may need to google that or look it up on wikipedia- and played this record all the time. This competed for air time in the dorm with everybody else's KC and the Sunshine Band.
Guy, and of course Verlon Thompson, came to a great new venue in Fort Worth Thursday. Justin treated me to a night I will never forget at the Live Oak Music Hall and Lounge .
I took Old No 1 with me and told one of the Live Oak managers that I would love to get the chance to have Guy autograph it for me. He told me that Guy usually comes out after the show and to hang around. He also said he would watch out for me. When the show ended Justin and I waited for a while. We talked to Verlon when he came out, but still had not seen Guy.
Finally, the Live Oak manager came out and saw us. He took the album and went back to the green room to check with Guy about our request. Moments later, we were escorted to the back where we met Guy. He was so gracious and quickly reached for the sharpie in his bag.
When I went to Austin College in the fall of 75, I took my record player -you may need to google that or look it up on wikipedia- and played this record all the time. This competed for air time in the dorm with everybody else's KC and the Sunshine Band.
Guy, and of course Verlon Thompson, came to a great new venue in Fort Worth Thursday. Justin treated me to a night I will never forget at the Live Oak Music Hall and Lounge .
I took Old No 1 with me and told one of the Live Oak managers that I would love to get the chance to have Guy autograph it for me. He told me that Guy usually comes out after the show and to hang around. He also said he would watch out for me. When the show ended Justin and I waited for a while. We talked to Verlon when he came out, but still had not seen Guy.
Finally, the Live Oak manager came out and saw us. He took the album and went back to the green room to check with Guy about our request. Moments later, we were escorted to the back where we met Guy. He was so gracious and quickly reached for the sharpie in his bag.
Thursday, October 4, 2012
The Crucibles of Leadership - Part 4
The final form of crucible is what Thomas calls a “suspension.”
These involve a hiatus that is often unanticipated and may have been forced. This is an extended period during which a familiar set of behaviors and routines is replaced by a new structure.
Suspension periods are characterized by a set of tensions between realities: the comfortable, known, and immediate past is removed and replaced with the discomfort of an unknown and indeterminate future. These tensions are not problems to be solved. Rather, they are realities to be lived with - and learned from.
Because leaders have a bias for action, this particular form of crucible is perhaps the most difficult to endure. It's hard to sit on the sideline and not be part of the action. This tension may result in trying to force situations and create opportunities that are not the best fit for the leader. But we rationalize this by thinking that any action is better than no action at all.
Suspensions provide an opportunity for the leader to engage in an extended period of contemplative reflection that results in clarification of their personal mission. This may also result in a solidification of the leader’s personal beliefs and values.
In the midst of suspension, we need to follow the advice of the Psalmist (46:10):
“Cease striving [Be Still] and know that I am God."
That is so difficult; yet it is necessary.
Monday, October 1, 2012
The Crucibles of Leadership - Part 3
The second form of crucible identified by Thomas is a “reversal.”
Reversals involve loss, impairment, defeat, or a significant failure.
The essence of a reversal is the realization that something once believed to be permanent is only transient, or something believed to be true is found to be false.
These experiences teach a potential leader to see his or situation in new and more comprehensive way.
When we move past the immdeiate pain of a reversal, we can then begin to see the lessons to be learned - the gold to be extracted. Unfortunately, many lessons can only be learned through reversals.
But is important to realize that these reversals are events - and these too shall pass. Learn the lesson, reload, and move on.
Don't linger too long over the reversals. For that matter, don't linger too long over successes either. Use the evnt as a teachable moment, learn the lesson, get up, and get back in the game - with new insight and the wisdom that only comes from setbacks.
Thursday, September 27, 2012
The Crucibles of Leadership - Part 2
As we learned in my previous post, crucibles are trials that rupture the status quo of a person’s life. These events disrupt our current life trajectory. They are the catalyst that overcomes our inertia.
They come upon us unexpectedly and force us to answer fundamental questions about our identity, values, purpose, and priorities. Crucibles require a level of deep self-reflection that they may have never experienced.
My students often balk at the requirement to explore these events and I always encourage them to allow themselves the discomfort of fully experiencing these disruptions and mining them for the gold that is there.
They require a person to step up and do something they had never done before or become someone that had not been previously.
Thomas identifies three unique forms of crucible events. The first form of crucible is labeled “new territory” and involves an encounter with a new or previously unknown environment. These crucibles develop the leader’s adaptive capacity by sharpening his or her awareness and the ability to make sense of this information in an unfamiliar setting.
This aspect of adaptive capacity is similar to what Quinn (1996) refers to as “adaptive confidence.” This is the ability to learn in real time and requires a humility that allows us to drop inaccurate assumptions and flawed strategies in the midst of ongoing actions.
When was the last time you entered "new territory?" What did you learn there?
They come upon us unexpectedly and force us to answer fundamental questions about our identity, values, purpose, and priorities. Crucibles require a level of deep self-reflection that they may have never experienced.
My students often balk at the requirement to explore these events and I always encourage them to allow themselves the discomfort of fully experiencing these disruptions and mining them for the gold that is there.
They require a person to step up and do something they had never done before or become someone that had not been previously.
Thomas identifies three unique forms of crucible events. The first form of crucible is labeled “new territory” and involves an encounter with a new or previously unknown environment. These crucibles develop the leader’s adaptive capacity by sharpening his or her awareness and the ability to make sense of this information in an unfamiliar setting.
This aspect of adaptive capacity is similar to what Quinn (1996) refers to as “adaptive confidence.” This is the ability to learn in real time and requires a humility that allows us to drop inaccurate assumptions and flawed strategies in the midst of ongoing actions.
When was the last time you entered "new territory?" What did you learn there?
Tuesday, September 25, 2012
The Crucibles of Leadership - Part 1
You may ask yourself, "How did I get here?"
In my leadership classes I spend a considerable amount of time helping students understand their inner workings and identifying how their core values and leadership philosophies have been developed. The single most important determining factor in a leader’s success is what Bennis & Thomas call adaptive capacity or “applied creativity.”
Adaptive capacity involves the skills of understanding the environmental context and seizing the strategic windows of opportunity that are present.
This adaptive capacity is developed through what Bennis & Thomas call “the crucibles of leadership.” The idea of a crucible is borrowed from the vessel used medieval alchemists in their attempt to turn base metals into gold. In the context of the development of a leader, “a crucible is a transformative experience from which a person extracts his or her ‘gold:’ a new or altered sense of identity.”
Crucible events are transformational events that shake the entire fabric of an individual’s life. Frequently, these events touch the very core of one’s being by challenging their life purpose. They provide the catalyst for profound change in direction, self-perception and worldview.
Crucible events are distinguished from life stages. Certainly, life stage transitions can be stressful, but they are characterized by a gradual pattern that can be reasonably predicted. In contrast, crucibles are trials that “invariably rupture the status quo.”
These events come upon an individual unexpectedly and force them to answer fundamental questions about their identity, values, purpose, and priorities. Crucibles require a level of deep self-reflection that they may have never experienced.
They require a person to step up and do something they had never done before or become someone that had not been previously.
In my next several posts I will be discussing the various types of crucibles that are commonly experienced by leaders. As you read these, ask yourself this question:
What were the crucible experiences that shaped your leadership?
Sources:
Bennis, W. & Thomas, R. (2007) Leading for a Lifetime: How Defining Moments Shape Leaders of Today and Tomorrow. Harvard Business Review Press.
Thomas, R. (2008) Crucibles of Leadership: How to Learn from Experience to Become a Great Leader. Harvard Business Review Press.
In my leadership classes I spend a considerable amount of time helping students understand their inner workings and identifying how their core values and leadership philosophies have been developed. The single most important determining factor in a leader’s success is what Bennis & Thomas call adaptive capacity or “applied creativity.”
Adaptive capacity involves the skills of understanding the environmental context and seizing the strategic windows of opportunity that are present.
This adaptive capacity is developed through what Bennis & Thomas call “the crucibles of leadership.” The idea of a crucible is borrowed from the vessel used medieval alchemists in their attempt to turn base metals into gold. In the context of the development of a leader, “a crucible is a transformative experience from which a person extracts his or her ‘gold:’ a new or altered sense of identity.”
Crucible events are transformational events that shake the entire fabric of an individual’s life. Frequently, these events touch the very core of one’s being by challenging their life purpose. They provide the catalyst for profound change in direction, self-perception and worldview.
Crucible events are distinguished from life stages. Certainly, life stage transitions can be stressful, but they are characterized by a gradual pattern that can be reasonably predicted. In contrast, crucibles are trials that “invariably rupture the status quo.”
These events come upon an individual unexpectedly and force them to answer fundamental questions about their identity, values, purpose, and priorities. Crucibles require a level of deep self-reflection that they may have never experienced.
They require a person to step up and do something they had never done before or become someone that had not been previously.
In my next several posts I will be discussing the various types of crucibles that are commonly experienced by leaders. As you read these, ask yourself this question:
What were the crucible experiences that shaped your leadership?
Sources:
Bennis, W. & Thomas, R. (2007) Leading for a Lifetime: How Defining Moments Shape Leaders of Today and Tomorrow. Harvard Business Review Press.
Thomas, R. (2008) Crucibles of Leadership: How to Learn from Experience to Become a Great Leader. Harvard Business Review Press.
Wednesday, August 29, 2012
Good is the Enemy of the Great
- Managerial Behavior
- Power, Influence and Leadership
- Leading Change
Allow yourself the discomfort and challenge yourself to get out of your comfort and complacency and press on to being great.
Thursday, July 26, 2012
An Ethics Check
There has been quite a bit of discussion generated in light of the Penn State/Joe Paterno scandal. The discussion hits at a key leadership issue: character.
It has reminded me of a simple ethics check a friend of mine taught me several years ago. This simple tool extends cost-benefit analysis by adding a time dimension and can be applied to an ethical decision by asking:
Are the costs/benefits experienced now or in the future?
If the benefits are now, but the costs are in the future, it may not be a good ethical choice. If on the other hand, the costs will be experienced now, but the benefits are in the future, it may be a good decision. While this isn't a "universal law," it’s a good check.
Let's apply it to Joe Paterno's decision: If he had chosen to "go public" and risk damaging his and the school's reputation when he first found out about the abuse being perpetrated by one of his assistant coaches, the costs would have been immediate. But after the initial dust and fury settled, Paterno’s character would be intact and his reputation would have been enhanced.
Instead, he chose the "immediate benefits" of covering up the horrible scandal and deferring the costs to some future time, if he had been caught. Because of his choice, his reputation is now permanently damaged.
It really boiled down to a flawed cost-benefit analysis.
It has reminded me of a simple ethics check a friend of mine taught me several years ago. This simple tool extends cost-benefit analysis by adding a time dimension and can be applied to an ethical decision by asking:
Are the costs/benefits experienced now or in the future?
If the benefits are now, but the costs are in the future, it may not be a good ethical choice. If on the other hand, the costs will be experienced now, but the benefits are in the future, it may be a good decision. While this isn't a "universal law," it’s a good check.
Let's apply it to Joe Paterno's decision: If he had chosen to "go public" and risk damaging his and the school's reputation when he first found out about the abuse being perpetrated by one of his assistant coaches, the costs would have been immediate. But after the initial dust and fury settled, Paterno’s character would be intact and his reputation would have been enhanced.
Instead, he chose the "immediate benefits" of covering up the horrible scandal and deferring the costs to some future time, if he had been caught. Because of his choice, his reputation is now permanently damaged.
It really boiled down to a flawed cost-benefit analysis.
Monday, June 25, 2012
The Final ? ?? Commandments for Leading Change
10. We must work hard to understand the fears, concerns, and issues that people have. We should treat resistance as feedback and be willing to look in the mirror to make sure that we're doing everything we can to communicate as fully as possible.
However, we cannot afford to be held hostage by a vocal minority of self-serving resisters.
11. Remember: if there is a cost for changing, there is a cost for not changing. If there is a risk for changing, there is probably an even greater risk of not changing. When you make the case for change, be sure to include the case of not changing.
12. We must "keep a strain on it." This means that when we start having some short-term wins we cannot allow these successes to lure us back into complacency. We have to finish the game.
We have to keep on keeping on.
However, we cannot afford to be held hostage by a vocal minority of self-serving resisters.
11. Remember: if there is a cost for changing, there is a cost for not changing. If there is a risk for changing, there is probably an even greater risk of not changing. When you make the case for change, be sure to include the case of not changing.
12. We must "keep a strain on it." This means that when we start having some short-term wins we cannot allow these successes to lure us back into complacency. We have to finish the game.
We have to keep on keeping on.
Friday, June 22, 2012
Commandments for Leading Change: 7, 8, 9
7. Deep change takes time and we must manage expectations about how realistically long it is going to take to achieve the vision.
That's why short-term wins are so important. They keep the bosses on board, they undermine the cynics, they pressure the self-serving resisters.
And they prove that the pain is worth it because we’re making progress toward our vision.
8. Change is often painful, but we must be diligent to make sure it is not harmful. Any decision that impacts another human being is by definition an ethical decision. And when difficult decisions have to be made-and they will- we must take care to make sure that we are treating every individual that is affected with dignity and respect. This includes full disclosure and advanced warnings of the changes as we become aware of them, as well as generous compensation if severance is required.
9. Leaders are always disappointing somebody. The key is to disappoint people at a rate which they can stand.
The change that we are implementing is no doubt directly aimed at what was somebody's good idea 10 years ago. They will be disappointed that their idea's time has passed. But, we cannot let the past, or "the way we've always done it around here" to hold us back from making the changes that need to be made now in order to secure our future.
That's why short-term wins are so important. They keep the bosses on board, they undermine the cynics, they pressure the self-serving resisters.
And they prove that the pain is worth it because we’re making progress toward our vision.
8. Change is often painful, but we must be diligent to make sure it is not harmful. Any decision that impacts another human being is by definition an ethical decision. And when difficult decisions have to be made-and they will- we must take care to make sure that we are treating every individual that is affected with dignity and respect. This includes full disclosure and advanced warnings of the changes as we become aware of them, as well as generous compensation if severance is required.
9. Leaders are always disappointing somebody. The key is to disappoint people at a rate which they can stand.
The change that we are implementing is no doubt directly aimed at what was somebody's good idea 10 years ago. They will be disappointed that their idea's time has passed. But, we cannot let the past, or "the way we've always done it around here" to hold us back from making the changes that need to be made now in order to secure our future.
Tuesday, June 19, 2012
Commandments for Leading Change: 4, 5, 6
4. No change will ever happen until there is first a deep dissatisfaction with the status quo. That is why it is so important to create a sense of urgency.
While creating a sense of urgency and dissatisfaction with the status quo is important to get the change process started, it is also important throughout the change process. Before we get to the promised land, people often get disillusioned and want to go back to where we came from.
Therefore, it is important for leaders to frequently remind people of why we started this journey in the first place: we had deep dissatisfaction with where we were.
5. Leaders take people from here- the status quo - to there- the compelling vision of the desired future state.
We must engage people's heads and hearts in the transformation process. We must paint a desirable, compelling picture of where we are headed.
6. Sometimes leaders see the need for change before the people do. Therefore, sometimes we have to let the issue ripen.
Of course, sometimes we also help ripen the issue by allowing current systems to fail or issues to explode so that people will finally realize we cannot go on like this.
While creating a sense of urgency and dissatisfaction with the status quo is important to get the change process started, it is also important throughout the change process. Before we get to the promised land, people often get disillusioned and want to go back to where we came from.
Therefore, it is important for leaders to frequently remind people of why we started this journey in the first place: we had deep dissatisfaction with where we were.
5. Leaders take people from here- the status quo - to there- the compelling vision of the desired future state.
We must engage people's heads and hearts in the transformation process. We must paint a desirable, compelling picture of where we are headed.
6. Sometimes leaders see the need for change before the people do. Therefore, sometimes we have to let the issue ripen.
Of course, sometimes we also help ripen the issue by allowing current systems to fail or issues to explode so that people will finally realize we cannot go on like this.
Saturday, June 16, 2012
Twelve Commandments for Leading Change
One of my favorite courses is Leading Change. I am now developing an on-line version of the course. (Yes, I am now teaching on-line! In fact, Leading Change is the third course I have developed for the on-line platform.)
Developing courses to be taught in an on-line environment forces a discipline of thought that is not my normal mode of operating or preference. Yet, the discipline required has also become a tool for creativity. I never thought that discipline could lead to creativity and this proves that an old dog (aka tenured, "senior faculty member") can learn new tricks.
As I was recapping the key ideas for my Leading Change class, I created a summary of Twelve Commandments for Leading Change. In this and the next few posts I will be sharing these ideas.
I am interested in your response to these ideas.
Are there any additional "commandments" that should be added?
1. Leadership is not about me. But it begins with me. If I am to be an effective leader in any context, I must first be the kind of person people want to follow. In the context of my Legacy Leadership model, I need to be worthy of imitation. This means that the leadership process must begin with intense self-examination. The self-examination must include my motives, my values, and a deep understanding of my personal case.
2. I must be the change that I want to see. Too many power wielders - they aren't real leaders! - identify a need for change and then tell the people that they - the people - need to change, yet are unwilling to make the necessary changes themselves. This creates a huge credibility gap and power wielders who follow this approach will not be successful in authentically engaging the people in the transformation process.
3. Character Counts! People have to buy in to the leader before they will buy in to the vision. If I am to lead with integrity I must constantly confront my own lack of integrity. We must be intentional about cultivating our character.
Our Being > Doing; Doing = f(Being). Being is greater than our doing. And our doing must flow from our Being.
Developing courses to be taught in an on-line environment forces a discipline of thought that is not my normal mode of operating or preference. Yet, the discipline required has also become a tool for creativity. I never thought that discipline could lead to creativity and this proves that an old dog (aka tenured, "senior faculty member") can learn new tricks.
As I was recapping the key ideas for my Leading Change class, I created a summary of Twelve Commandments for Leading Change. In this and the next few posts I will be sharing these ideas.
I am interested in your response to these ideas.
Are there any additional "commandments" that should be added?
1. Leadership is not about me. But it begins with me. If I am to be an effective leader in any context, I must first be the kind of person people want to follow. In the context of my Legacy Leadership model, I need to be worthy of imitation. This means that the leadership process must begin with intense self-examination. The self-examination must include my motives, my values, and a deep understanding of my personal case.
2. I must be the change that I want to see. Too many power wielders - they aren't real leaders! - identify a need for change and then tell the people that they - the people - need to change, yet are unwilling to make the necessary changes themselves. This creates a huge credibility gap and power wielders who follow this approach will not be successful in authentically engaging the people in the transformation process.
3. Character Counts! People have to buy in to the leader before they will buy in to the vision. If I am to lead with integrity I must constantly confront my own lack of integrity. We must be intentional about cultivating our character.
Our Being > Doing; Doing = f(Being). Being is greater than our doing. And our doing must flow from our Being.
Thursday, March 22, 2012
Extra Grace Required
In my previous post on teams I discussed the "one another" principles as OCBs. As I said in that post, these provide oil that lubricates the machinery of our teams and eliminates friction. We need to be diligent in our practice those "one anothers."
I have been involved in small groups and various kinds of teams - in the work place, at church, and in sports - and there seems to be a constant in each of these. There is always at least one person in the group that taxes the team. I call these people "EGRs" - Extra Grace Required.
That's not necessarily a bad thing, but if they are allowed to dominate, the effectiveness of the team will be greatly diminished.
Often the need to have a direct (in private) discussion about their behavior and its impact on the team. For many EGRs this is an eye-opener and the feedback relates to things that were truly in their blindspot. In my experience, this works in the majority of cases.
At the extreme, sometimes (very rarely and always as a last resort) the EGRs may have to be removed from the team.
How do you handle EGRs?
Have you ever been an EGR?
I have been involved in small groups and various kinds of teams - in the work place, at church, and in sports - and there seems to be a constant in each of these. There is always at least one person in the group that taxes the team. I call these people "EGRs" - Extra Grace Required.
That's not necessarily a bad thing, but if they are allowed to dominate, the effectiveness of the team will be greatly diminished.
Often the need to have a direct (in private) discussion about their behavior and its impact on the team. For many EGRs this is an eye-opener and the feedback relates to things that were truly in their blindspot. In my experience, this works in the majority of cases.
At the extreme, sometimes (very rarely and always as a last resort) the EGRs may have to be removed from the team.
How do you handle EGRs?
Have you ever been an EGR?
Monday, March 19, 2012
WD40 for Teams
By now y'all know that my favorite singer/songwriter is Guy Clark. There's a line in one of his songs that struck me as I was thinking about this unit on teams:
"Everybody's got some baggage; she knows how to travel light."
When we consider teams in organizations we need to realize that we all bring our individual differences (personality traits, motive patterns, affect, needs) and interpersonal styles to our teams. All of that stuff (baggage) comes into play in the team context.
We also have different skill sets and abilities and we need to appreciate the differences. Rather than allowing differences to divide us, we need to seek to find ways that all of these differences can complement and complete us - both individually and as a team.
Recently we have been discussing the topics of organizational citizenship behavior (OCB) and forgiveness in my Organizational Behavior graduate class. These are so important. OCBs are the extra-role behaviors that can provide "oil" in a team to reduce the friction. And of course, forgiving is huge.
When I think of OCBs I am reminded of what I call the "one another principles." These appear throughout the writings of the apostle Paul in the New Testament. Here's a sampling:
Love one another
Bear with one another
Bear one another's burdens
Encourage one another
Forgive one another
Pray for one another
Honor one another
In the original language (Greek), there are two words for "other." One is an other of a different kind (heteros). But the word used in these phrases is different. It is allos - another of the same kind.
Applying that to our discussion of teams means that we are on the same team - we are others of the same kind.
OCBs and One Another Principles can act like WD40 for our teams. Like WD40, these can reduce the friction, and eliminate the squeaks that occur when we rub up against one another in our teams.
"Everybody's got some baggage; she knows how to travel light."
When we consider teams in organizations we need to realize that we all bring our individual differences (personality traits, motive patterns, affect, needs) and interpersonal styles to our teams. All of that stuff (baggage) comes into play in the team context.
We also have different skill sets and abilities and we need to appreciate the differences. Rather than allowing differences to divide us, we need to seek to find ways that all of these differences can complement and complete us - both individually and as a team.
Recently we have been discussing the topics of organizational citizenship behavior (OCB) and forgiveness in my Organizational Behavior graduate class. These are so important. OCBs are the extra-role behaviors that can provide "oil" in a team to reduce the friction. And of course, forgiving is huge.
When I think of OCBs I am reminded of what I call the "one another principles." These appear throughout the writings of the apostle Paul in the New Testament. Here's a sampling:
Love one another
Bear with one another
Bear one another's burdens
Encourage one another
Forgive one another
Pray for one another
Honor one another
In the original language (Greek), there are two words for "other." One is an other of a different kind (heteros). But the word used in these phrases is different. It is allos - another of the same kind.
Applying that to our discussion of teams means that we are on the same team - we are others of the same kind.
OCBs and One Another Principles can act like WD40 for our teams. Like WD40, these can reduce the friction, and eliminate the squeaks that occur when we rub up against one another in our teams.
Wednesday, March 7, 2012
Changing My Script - Part 2
In my last post I described the script changes required of me when I decided to join a new gym. That decision should have been made a while back. The conditions prompting the decision have been present for quite a while.
Why did I wait so long?
Perhaps I had some form of commitment to the old gym ...
Organizational behaviorists talk about different kinds of commitment to an organization. The first is normative commitment. This refers to a deeply internalized set of values. People who have normative commitment stay because they feel that they “ought to.”
The second kind of commitment is affective commitment. This is staying because you believe in the organization’s mission and values. You feel you have an opportunity to contribute to something bigger than your self. You are staying because you “want to.”
The third kind of commitment is called continuance commitment. This is staying because “I can’t afford to leave.” It may take the form of “I don’t have another place to go,” or “I have too much invested here,” or “I wouldn’t get the same level of compensation (pay, recognition, title) someplace else.”
Or, it may be because you would have to give up your comfort to change.
Hopefully you realize that affective commitment is the “higher level” of commitment.
But, I wonder how many of us are staying put because of continuance commitment?
Perhaps it’s time to allow yourself the discomfort of changing your script and finding the place where you can commit because you want to!
Why did I wait so long?
Perhaps I had some form of commitment to the old gym ...
Organizational behaviorists talk about different kinds of commitment to an organization. The first is normative commitment. This refers to a deeply internalized set of values. People who have normative commitment stay because they feel that they “ought to.”
The second kind of commitment is affective commitment. This is staying because you believe in the organization’s mission and values. You feel you have an opportunity to contribute to something bigger than your self. You are staying because you “want to.”
The third kind of commitment is called continuance commitment. This is staying because “I can’t afford to leave.” It may take the form of “I don’t have another place to go,” or “I have too much invested here,” or “I wouldn’t get the same level of compensation (pay, recognition, title) someplace else.”
Or, it may be because you would have to give up your comfort to change.
Hopefully you realize that affective commitment is the “higher level” of commitment.
But, I wonder how many of us are staying put because of continuance commitment?
Perhaps it’s time to allow yourself the discomfort of changing your script and finding the place where you can commit because you want to!
Sunday, March 4, 2012
Changing My Script - Part 1
… and allowing myself the discomfort.
I made a decision to change something this week, and as with most changes it has created some discomfort.
For the last 12 years I have maintained – and actually used – a membership at the same fitness center. However, over the last couple of years the gym has become “old” – there have been no equipment upgrades and much of the existing equipment breaks frequently and the repairs have not been timely.
So I joined a new gym.
And this is requiring multiple script changes. First, the new gym is in a different area. So, the “driving to the gym” script will have to change. There are multiple routes to and from the new place. I have only been 3 times so far, so a new “driving to the gym” script has not been developed.
The “workout script” will also have to change. New machines, new layout. The familiar is gone. It will take a while to get comfortable here.
As I contemplated this decision this week, I realized that a major script change would be required and I almost didn’t do the deal. It would have been much easier – and comfortable – to stay with the old gym, even in decline.
But, I decided to allow myself the discomfort.
As I contemplate all of this, I wonder if people stay in the same job, or go to the same gym, or continue to attend the same church for similar reasons. The thrill of a challenge is gone, needs aren’t being met: yet, it’s comfortable. I know what to expect here and I know what is expected of me.
And besides, change creates discomfort.
Are you willing to allow yourself the discomfort?
I made a decision to change something this week, and as with most changes it has created some discomfort.
For the last 12 years I have maintained – and actually used – a membership at the same fitness center. However, over the last couple of years the gym has become “old” – there have been no equipment upgrades and much of the existing equipment breaks frequently and the repairs have not been timely.
So I joined a new gym.
And this is requiring multiple script changes. First, the new gym is in a different area. So, the “driving to the gym” script will have to change. There are multiple routes to and from the new place. I have only been 3 times so far, so a new “driving to the gym” script has not been developed.
The “workout script” will also have to change. New machines, new layout. The familiar is gone. It will take a while to get comfortable here.
As I contemplated this decision this week, I realized that a major script change would be required and I almost didn’t do the deal. It would have been much easier – and comfortable – to stay with the old gym, even in decline.
But, I decided to allow myself the discomfort.
As I contemplate all of this, I wonder if people stay in the same job, or go to the same gym, or continue to attend the same church for similar reasons. The thrill of a challenge is gone, needs aren’t being met: yet, it’s comfortable. I know what to expect here and I know what is expected of me.
And besides, change creates discomfort.
Are you willing to allow yourself the discomfort?
Tuesday, February 28, 2012
What a Difference a Year Makes
Do you ever pause and consider where you were a year ago?
At this time last year ...
Easton wasn't here; but we knew he was coming.
Shannon and Justin weren't parents.
Lamar and Jennifer were not Uncle and Aunt.
Ryan wasn't here either; and we had no idea that he would be joining us.
The pool of our dreams was still a dream and there were no plans of building it. Now it waits for the warm weather to return.
Lolly-Pop Sundays hadn't been invented.
We hadn't found LifeChurch Fort Worth.
Jordan wasn't engaged, but we thought it would happen.
Janelle didn't have a full-time job; but now she has one she loves.
At this time last year ...
Easton wasn't here; but we knew he was coming.
Shannon and Justin weren't parents.
Lamar and Jennifer were not Uncle and Aunt.
Ryan wasn't here either; and we had no idea that he would be joining us.
The pool of our dreams was still a dream and there were no plans of building it. Now it waits for the warm weather to return.
Lolly-Pop Sundays hadn't been invented.
We hadn't found LifeChurch Fort Worth.
Jordan wasn't engaged, but we thought it would happen.
Janelle didn't have a full-time job; but now she has one she loves.
Friday, February 24, 2012
Angel Flight
On his CD, Revival, Randney Foster sings a song called Angel Flight. Its a song about the pilots who fly the bodies of soldiers who were killed in action home.
Its a powerful song that took on new meaning for me this week.
Our friend Jimmy Whitlock lost his son Nick last weekend. Nick was a special ops pilot whose plane crashed in Africa. Jimmy's oldest son called me Monday with the news. As he called, his father was on his way to Dover to meet the plane that was bringing Nick's body home.
This Saturday, Nick will make his final journey and be brought home to Newnan, Georgia.
I cannot imagine the pain of such a loss. When I spoke to Jimmy this morning I told him that Nick loved to fly and he loved his country. Jimmy told me how proud he was of Nick. "He was making a difference."
I pray that the Whitlock family will experience the fullness and sufficiency of God's grace as they walk through this together.
Angel Flight
All I ever wanted to do was fly
Leave this world and live in the sky
I left the C130 out of Fort Worth town
I go up some days, I dont wanna come down
I fly that plane called the Angel Flight
Come on brother, you're with me tonight.
Between heaven and earth, you're never alone -
on the Angel Flight, come on brother, I'm taking you home.
I love my family and I love this land
But tonight this flights for another man
We do what we do cause we heard the call
Some gave a little but he gave it all
I fly that plane called the Angel Flight -
Come on brother, you're with me tonight.
Between heaven and earth, you're never alone -
on the Angel Flight, come on brother, I'm taking you home.
come on brother, I'm taking you home.
The cockpit's quiet and the stars are bright -
Feels kinda like church in here tonight.
It don't matter where we touch down -
On the Angel Flight it's a sacred ground.
I fly that plane called the Angel Flight -
Got a Hero riding with us tonight.
Between heaven and earth, you're never alone -
on the Angel Flight, come on brother, I'm taking you home.
come on brother, I'm taking you home.
come on brother, I'm taking you home.
come on brother, I'm taking you home.
Its a powerful song that took on new meaning for me this week.
Our friend Jimmy Whitlock lost his son Nick last weekend. Nick was a special ops pilot whose plane crashed in Africa. Jimmy's oldest son called me Monday with the news. As he called, his father was on his way to Dover to meet the plane that was bringing Nick's body home.
This Saturday, Nick will make his final journey and be brought home to Newnan, Georgia.
I cannot imagine the pain of such a loss. When I spoke to Jimmy this morning I told him that Nick loved to fly and he loved his country. Jimmy told me how proud he was of Nick. "He was making a difference."
I pray that the Whitlock family will experience the fullness and sufficiency of God's grace as they walk through this together.
Angel Flight
All I ever wanted to do was fly
Leave this world and live in the sky
I left the C130 out of Fort Worth town
I go up some days, I dont wanna come down
I fly that plane called the Angel Flight
Come on brother, you're with me tonight.
Between heaven and earth, you're never alone -
on the Angel Flight, come on brother, I'm taking you home.
I love my family and I love this land
But tonight this flights for another man
We do what we do cause we heard the call
Some gave a little but he gave it all
I fly that plane called the Angel Flight -
Come on brother, you're with me tonight.
Between heaven and earth, you're never alone -
on the Angel Flight, come on brother, I'm taking you home.
come on brother, I'm taking you home.
The cockpit's quiet and the stars are bright -
Feels kinda like church in here tonight.
It don't matter where we touch down -
On the Angel Flight it's a sacred ground.
I fly that plane called the Angel Flight -
Got a Hero riding with us tonight.
Between heaven and earth, you're never alone -
on the Angel Flight, come on brother, I'm taking you home.
come on brother, I'm taking you home.
come on brother, I'm taking you home.
come on brother, I'm taking you home.
Monday, February 20, 2012
I can’t motivate anyone …
Legendary football coach Lou Holtz once said, "I can't motivate anyone. All I can do is remove those who won't motivate themselves."
I think about that every time I teach "Motivation Theory" in my classes. His quote begs the question:
Is motivation something that our boss does to us, or is it something we do for ourselves?
Gretchen Spreitzer and Robert Quinn make a similar point about empowerment in their book, A Company of Leaders. They state that empowerment is not something someone does to you, but something you do for yourself.
If this is true, what is the leader's role in empowerment and motivation?
I think my job is to create an environment where people can empower themselves by providing the resources and tools they need.
I need to run interference and remove the obstacles – just like any good left tackle does!
I need to give them "permission" to empower themselves … and to not resent it and punish them when they do.
I can’t motivate anyone …
I think about that every time I teach "Motivation Theory" in my classes. His quote begs the question:
Is motivation something that our boss does to us, or is it something we do for ourselves?
Gretchen Spreitzer and Robert Quinn make a similar point about empowerment in their book, A Company of Leaders. They state that empowerment is not something someone does to you, but something you do for yourself.
If this is true, what is the leader's role in empowerment and motivation?
I think my job is to create an environment where people can empower themselves by providing the resources and tools they need.
I need to run interference and remove the obstacles – just like any good left tackle does!
I need to give them "permission" to empower themselves … and to not resent it and punish them when they do.
I can’t motivate anyone …
Thursday, January 5, 2012
Six Significant Conversations
A brief conversation.
One sentence in the middle of a broader conversation.
Yet, for some reason that comment stuck with you. It may have even changed the entire direction of your life.
Or, your eternal destiny.
I have been thinking about the most significant conversations I have had thus far in my life. Here are six:
Guy Owen February 1973: I attended a YoungLife meeting in February of 1973. My motive for attending was to see a girl I was interested in. So interested that I was willing to attend a "religious" event like YoungLife. What a surprise! Entertaining, upbeat, and fun. And a very clear presentation of the gospel. I realized that like all people I was a sinner, separated from God, and that no amount of good works could reconcile me to God. But Guy shared the good news with me that Christ had paid the penalty for me and that I simply needed to receive the free gift of salvation by inviting Jesus into my life.
Laura Marsh, June 15, 1973: For a couple of years I had been hearing about a girl that went to Lamar High School who was "crazy about me." Well, I finally met her after one of our baseball games. June 15, 1973 to be exact. We began "going steady" and had to rely on our parents (and Laura's sister Ellen) to shuttle us because we were both still in Driver's Ed with learning permits only.
By the way, 1973 was very good year!
Coach Howington, 1977-78ish: Sometime during my college years I was trying to decide whether to go to Law School or to become a teacher. Coach Howington had a one question response: "Where can you best serve the Lord?"
Lee Van Zant, 1978 (Professor of Economics at Austin College): I had gone to summer school every summer after my freshman year at Austin College. I had enough credits to graduate early, but was considering staying for one more semester to take some additional courses. Lee told me, "J.Lee I think you've gotten all you can get out of Austin College and its time to move on." Sometimes we need a nudge to leave the nest.
Jim Schierling, 1990/91: Jim was the pastor at Mid-Cities Bible Church. I met with him every Friday morning for almost a year as he invested in me. The "career question" was stirring again as I was thinking of going back to school to get my PhD. Jim said, "I think it would be best if you can align your job with your gifts."
Jim Quick/Jim Lewis, 1993: I link these two conversations together because they were so similar it was like we were reading from a script. The conversations happened one week apart during a lunch at the same restaurant. Quick had been my management professor during my MBA; Lewis was my mentor in the business world. I was teaching full-time at UTA (4 courses per semester during my lunch and at night) and working full-time at Air-Dreco. But, I was becoming increasingly unhappy with the Air-Dreco culture.
Both Jims knew I was unhappy and asked me what I would really like to do. To each of them I responded, "I would really like to go back to school and get my PhD so I could make a living doing what I love: teaching." Each of them then asked me why I didn't do that. I gave the same response to each: "I can't afford to. We have 4 children and Laura doesn't work outside the home."
The first Jim responded,"We need to find you a benefactor." I thought that would be nice, but I had no idea how that would happen.
The next week, the same script played out with precision ... right down to the second Jim asking "Why don't you do that?" and my exact response, "I can't afford to..." Then, the script changed. The second Jim's response was, "What if I provided the financial support you need to do that."
I almost fell out of my chair. He loaned us the money that provided the initial funding for me to pursue my PhD.
Six significant conversations that changed my life.
What are the significant conversations that impacted your life?
One sentence in the middle of a broader conversation.
Yet, for some reason that comment stuck with you. It may have even changed the entire direction of your life.
Or, your eternal destiny.
I have been thinking about the most significant conversations I have had thus far in my life. Here are six:
Guy Owen February 1973: I attended a YoungLife meeting in February of 1973. My motive for attending was to see a girl I was interested in. So interested that I was willing to attend a "religious" event like YoungLife. What a surprise! Entertaining, upbeat, and fun. And a very clear presentation of the gospel. I realized that like all people I was a sinner, separated from God, and that no amount of good works could reconcile me to God. But Guy shared the good news with me that Christ had paid the penalty for me and that I simply needed to receive the free gift of salvation by inviting Jesus into my life.
Laura Marsh, June 15, 1973: For a couple of years I had been hearing about a girl that went to Lamar High School who was "crazy about me." Well, I finally met her after one of our baseball games. June 15, 1973 to be exact. We began "going steady" and had to rely on our parents (and Laura's sister Ellen) to shuttle us because we were both still in Driver's Ed with learning permits only.
By the way, 1973 was very good year!
Coach Howington, 1977-78ish: Sometime during my college years I was trying to decide whether to go to Law School or to become a teacher. Coach Howington had a one question response: "Where can you best serve the Lord?"
Lee Van Zant, 1978 (Professor of Economics at Austin College): I had gone to summer school every summer after my freshman year at Austin College. I had enough credits to graduate early, but was considering staying for one more semester to take some additional courses. Lee told me, "J.Lee I think you've gotten all you can get out of Austin College and its time to move on." Sometimes we need a nudge to leave the nest.
Jim Schierling, 1990/91: Jim was the pastor at Mid-Cities Bible Church. I met with him every Friday morning for almost a year as he invested in me. The "career question" was stirring again as I was thinking of going back to school to get my PhD. Jim said, "I think it would be best if you can align your job with your gifts."
Jim Quick/Jim Lewis, 1993: I link these two conversations together because they were so similar it was like we were reading from a script. The conversations happened one week apart during a lunch at the same restaurant. Quick had been my management professor during my MBA; Lewis was my mentor in the business world. I was teaching full-time at UTA (4 courses per semester during my lunch and at night) and working full-time at Air-Dreco. But, I was becoming increasingly unhappy with the Air-Dreco culture.
Both Jims knew I was unhappy and asked me what I would really like to do. To each of them I responded, "I would really like to go back to school and get my PhD so I could make a living doing what I love: teaching." Each of them then asked me why I didn't do that. I gave the same response to each: "I can't afford to. We have 4 children and Laura doesn't work outside the home."
The first Jim responded,"We need to find you a benefactor." I thought that would be nice, but I had no idea how that would happen.
The next week, the same script played out with precision ... right down to the second Jim asking "Why don't you do that?" and my exact response, "I can't afford to..." Then, the script changed. The second Jim's response was, "What if I provided the financial support you need to do that."
I almost fell out of my chair. He loaned us the money that provided the initial funding for me to pursue my PhD.
Six significant conversations that changed my life.
What are the significant conversations that impacted your life?
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