Session 2: Jim Collins author of Good to Great and How the Mighty Fall.
“Greatness is largely a matter of conscious choice and discipline.”
Series of Stages in Failure:
Great -->Good -->Mediocre -->Bad -->Irrelevant -->Gone
There's an analogy between sick organizations and people who have cancer. Both are already sick on the inside, but still look strong on the outside. The disease may be well advanced before any signs of its presence become obvious.
Stage 1: Hubris born of success: Outrageous arrogance that inflicts suffering on the innocent.
Stage 2: Undisciplined pursuit of more that allows growth to exceed capacity.
Stage 3: Denial of risk & peril: warning signs are denied and a culture of denial takes hold.
Stage 4: Grasping for salvation:
Stage 5: Capitulation: It’s over; capital is squandered.
As Collins was discussing the stages of organizational decline, I couldn't help but think of the parallels with individual derailment.
Stage I: Failure of Self-Awareness
Leaders on the road to derailment have an acute lack of self-awareness. Knowing ourselves and our inner thoughts informs us of the needs, desires, hopes and moods of others that we might respond appropriately.
This self-awareness parallels emotional intelligence. It involves empathy, consideration and attentiveness to employees' interests. Derailing leaders seem oblivious to how their behavior impacts others and the resulting failure to build a strong alignment alliance. They have huge blindspots and can’t see beyond their own understanding of their personal truth.
Stage II: Hubris: Pride before the Fall
Power provides one of the most revealing tests of a person’s character. While a failure of character manifests itself in many ways, arrogance stands as the most self-destructive.
Just as humility seems to be at the epicenter of leadership effectiveness, arrogance is commonly at the root of a leader’s undoing. Arrogance is the "mother of all derailers."
Arrogant leaders seem to eschew feedback that's beneficial to any leader. They become “truth-starved.”
Stage III: Missed Early Warning Signals
Like people who ignore blatant warning signals and cross railroads in front of a train, derailment signs are usually there, but not heeded.
Otherwise-talented leaders don't see the signals of subtle but persistent feedback about their inner state, or other's diminishing confidence in them.
Early warning signs should have jarred their attention to avoid the danger ahead. Instead, these distracted leaders barrel ahead toward the inevitable crash.
Stage IV: Rationalization
When it finally becomes apparent that a leader is losing his or her constituents' confidence, defenses are heightened. A siege mentality takes over, and the leader starts to rationalize.
In Stage IV the leader isolates himself and becomes increasing insulated from the information that could either fend off disaster greatly limit the damage.
The most damning consequence is that derailing leaders lie to themselves. Some may even believe, “I'm too important to fail.”
The derailing leader twists data to fit their world view. In an attempt to maintain psychological equilibrium, the derailing leader believes the lie, despite many warning signs.
Stage V: Derailment
Derailment is not inevitable, but without attention to development, it is probable. Just like the fall of mighty organizations, derailment is a process that proceeds in predictable stages.
Ignoring the early warning signs puts us in great peril.
As with organizational failure, the steps toward derailment are largely self-inflicted. Derailment is more the result of what a leader does to him or her self than it is what happens to them.
Are there subtle warning signs that you're ignoring?
Are you isolating yourself from feedback and loyal criticism?
Are you taking a step onto the path that leads to derailment?
Is your internal GPS system telling you to "make a safe and legal u-turn?"
Will you heed that inner voice?
Saturday, August 14, 2010
Thursday, August 12, 2010
The View from the Summit - Part One
Summit: "the highest point or part."
When you are at the summit, you have a different perspective. You can see farther and you can see the big picture unfolding. Like the coach who sits in the press box, you can see the plays unfolding. The view provides a perspective that the coach on the sidelines doesn’t have.
Last week I had the opportunity to go to the Summit: The Global Leadership Summit sponsored by Willow Creek Community Church. Being at the Summit, I have some new perspectives on leadership and I will be sharing those insights and my reflections with you.
Session 1: Bill Hybels
Leaders move people from Here to There.
There is a preferred future that releases passion. This is the promise on the other side and provides a purpose for the temporary, yet painful, discomfort of making deep change. The point of beginning for deep change is not to make there seem wonderful, but to make here sound awful.
The change process begins by creating a sense of urgency that will overcome the sources of complacency. The leader’s role is to create a sense of “Holy Discontent” with the current situation.
While going there may be risky, staying here is even more risky.
We can’t stay here!
It takes Fantastic People to move from Here to There.
The greatest joy of leadership is assembling a team of fantastic people. They have character, competence, chemistry and fantastic people fit the culture of the organization. When there is a fit, people flourish.
Mile Markers and Celebrations.
Deep change may take 18-36 months. Leaders need to keep people on the journey. There is excitement at the beginning of the journey and great anticipation as we approach the end, but in the middle people hope wains. The mean-time between here and there is mean. Vision leaks. People forget how bad the past was and cannot yet see the promise of the future.
Therefore, leaders need to generate, plan for, and celebrate short-terms wins that provide hope that we will get there.
Whispers from God.
We don’t get from here to there without hearing from God in the process
John 10:27: “My sheep listen to my voice; I know them, and they follow me.”
I hear from God primarily through his Word. But I also hear directly from His Spirit. He puts thoughts in my mind that are not my thoughts.
Do you think God speaks? If you felt God was transmitting to you, how concerned would you be about the quality of your antenna?
“The smartest moves I have ever made as a leader didn’t come from my own wisdom, but from whispers from God.”
Can you say: “Speak Lord, your servant is listening.” (1 Samuel 3:9)
Will you do everything in your power to hear and heed His voice?
When you are at the summit, you have a different perspective. You can see farther and you can see the big picture unfolding. Like the coach who sits in the press box, you can see the plays unfolding. The view provides a perspective that the coach on the sidelines doesn’t have.
Last week I had the opportunity to go to the Summit: The Global Leadership Summit sponsored by Willow Creek Community Church. Being at the Summit, I have some new perspectives on leadership and I will be sharing those insights and my reflections with you.
Session 1: Bill Hybels
Leaders move people from Here to There.
There is a preferred future that releases passion. This is the promise on the other side and provides a purpose for the temporary, yet painful, discomfort of making deep change. The point of beginning for deep change is not to make there seem wonderful, but to make here sound awful.
The change process begins by creating a sense of urgency that will overcome the sources of complacency. The leader’s role is to create a sense of “Holy Discontent” with the current situation.
While going there may be risky, staying here is even more risky.
We can’t stay here!
It takes Fantastic People to move from Here to There.
The greatest joy of leadership is assembling a team of fantastic people. They have character, competence, chemistry and fantastic people fit the culture of the organization. When there is a fit, people flourish.
Mile Markers and Celebrations.
Deep change may take 18-36 months. Leaders need to keep people on the journey. There is excitement at the beginning of the journey and great anticipation as we approach the end, but in the middle people hope wains. The mean-time between here and there is mean. Vision leaks. People forget how bad the past was and cannot yet see the promise of the future.
Therefore, leaders need to generate, plan for, and celebrate short-terms wins that provide hope that we will get there.
Whispers from God.
We don’t get from here to there without hearing from God in the process
John 10:27: “My sheep listen to my voice; I know them, and they follow me.”
I hear from God primarily through his Word. But I also hear directly from His Spirit. He puts thoughts in my mind that are not my thoughts.
Do you think God speaks? If you felt God was transmitting to you, how concerned would you be about the quality of your antenna?
“The smartest moves I have ever made as a leader didn’t come from my own wisdom, but from whispers from God.”
Can you say: “Speak Lord, your servant is listening.” (1 Samuel 3:9)
Will you do everything in your power to hear and heed His voice?
Sunday, August 1, 2010
The Books of Summer
One of my favorite movies of all time is For Love of the Game.
There's a line in the movie when Billy Chapel meets Jane. Her car has broken down on the highway as she was trying to get out of town. He asks her why she's getting out of town and she responds, "Because summer's over and I missed it."
I have had several summers in the past that I could describe with that quote. Not so this summer. It has been an easy and relaxing summer. We took several mini-vacations and even the pace at the university was less intense than summers past.
So, there has been an expanded opportunity to read. Here's the book list for the summer (Boldfaced titles are highly recommended!):
There's a line in the movie when Billy Chapel meets Jane. Her car has broken down on the highway as she was trying to get out of town. He asks her why she's getting out of town and she responds, "Because summer's over and I missed it."
I have had several summers in the past that I could describe with that quote. Not so this summer. It has been an easy and relaxing summer. We took several mini-vacations and even the pace at the university was less intense than summers past.
So, there has been an expanded opportunity to read. Here's the book list for the summer (Boldfaced titles are highly recommended!):
Judgment: How Winning Leaders Make Great Calls, Noel Tichy & Warren Bennis
Miles From Nowhere, Nami Mun
David: A Man of Passion and Destiny, Chuck Swindoll
Think Again: Why Good Leaders Make Bad Decisions and How to Keep it From Happening to You, Sydney Finkelstein, Jo Whitehead, & Andrew Campbell
Rescuing Ambition, David Harvey
Beach House, Jane Green
Raising Cole: A Father’s Story, Marc Pittman
Heart of the Matter, Emily Giffin
Losing the Promised Land: Elisha and the Kings of Judah, John MacArthur
The Girl with the Dragon Tattoo, Stieg Larsson
What is God Really Like? Craig Groeschel, Editor
Counterfeit Gods: The Empty Promises of Money, Sex, and Power, and the Only Hope that Matters, Timothy Keller
The Girl Who Played With Fire, Stieg Larsson
Practicing Greatness: 7 Disciplines of Extraordinary Spiritual Leaders, Reggie McNeal
Leaders Who Last, Dave Kraft
The Girl Who Kicked the Hornet’s Nest, Stieg Larsson
Yep. I read the Stieg Larsson trilogy. Perhaps the best thriller/spy novel books I have read in a long time.
Wednesday, July 14, 2010
No Offs
Have you ever played the domino game 42?
Its a great game. If you like the card games of Spades or Hearts, you would love 42. Its all about bidding, catching tricks, or trying the set the other team's effort to make their bid.
42 is based on one point for every trick you catch (7) + the value of all the multiple of 5 dominoes you catch (3-2, 4-1, 5-0, 6-4, 5-5). If you catch all of those, the points add up to 35. So, 7 + 35 = 42.
In 42 sometimes you draw a hand that is a "lay down" hand. You have all the high trumps and the rest of the hand is doubles. There's no point in playing out the hand because you cannot be set. So, you just lay it down.
Lay down hands have "no offs." Offs are "weak" dominoes that you hope you can walk through on the last hand of the round.
If the logic of 42 escapes you, find one of your Aggie friends. They play 42 at the Dixie Chicken in College Station and keep score with chalk marks on the tables.
If the math of 42 escapes you, you may need remediation because even the Aggies get the math of 42.
I have been thinking for a while about albums in my collection that have no offs. You know how it is - you buy an album (yes an album is the correct term - even if its a CD or MP3 download. I know - I am old school.) You bought the album because there is a really good song or two, but the rest of album isn't so good ... it has lots of offs.
But every once in a while, you get an album that has no offs.
Here's my list of No Off Albums:
Guy Clark, Old Number One
Neil Young, Harvest
Leon Russell, Leon Russell
Elton John, Goodbye Yellow Brick Road
Goodbye Yellow Brick Road actually deserves extra credit. Its a double album with no offs. If Elton was playing 42 with that album he would have bid "two marks" or 84. And he would have made it because Goodbye Yellow Brick Road is a "lay down hand" that has "no offs."
So, what are your no off albums? I'd like to know.
But, there are rules to the game: Live albums and greatest hit compilations are not eligible for the list.
So, review the hand of albums you have and make your bids!
Its a great game. If you like the card games of Spades or Hearts, you would love 42. Its all about bidding, catching tricks, or trying the set the other team's effort to make their bid.
42 is based on one point for every trick you catch (7) + the value of all the multiple of 5 dominoes you catch (3-2, 4-1, 5-0, 6-4, 5-5). If you catch all of those, the points add up to 35. So, 7 + 35 = 42.
In 42 sometimes you draw a hand that is a "lay down" hand. You have all the high trumps and the rest of the hand is doubles. There's no point in playing out the hand because you cannot be set. So, you just lay it down.
Lay down hands have "no offs." Offs are "weak" dominoes that you hope you can walk through on the last hand of the round.
If the logic of 42 escapes you, find one of your Aggie friends. They play 42 at the Dixie Chicken in College Station and keep score with chalk marks on the tables.
If the math of 42 escapes you, you may need remediation because even the Aggies get the math of 42.
I have been thinking for a while about albums in my collection that have no offs. You know how it is - you buy an album (yes an album is the correct term - even if its a CD or MP3 download. I know - I am old school.) You bought the album because there is a really good song or two, but the rest of album isn't so good ... it has lots of offs.
But every once in a while, you get an album that has no offs.
Here's my list of No Off Albums:
Guy Clark, Old Number One
Neil Young, Harvest
Leon Russell, Leon Russell
Elton John, Goodbye Yellow Brick Road
Goodbye Yellow Brick Road actually deserves extra credit. Its a double album with no offs. If Elton was playing 42 with that album he would have bid "two marks" or 84. And he would have made it because Goodbye Yellow Brick Road is a "lay down hand" that has "no offs."
So, what are your no off albums? I'd like to know.
But, there are rules to the game: Live albums and greatest hit compilations are not eligible for the list.
So, review the hand of albums you have and make your bids!
Friday, July 9, 2010
Bad Leadership - Part 2
In a previous post, I discussed the seven types of Bad Leadership that were identified by Barbara Kellerman.
She points out that in every case of bad leadership, followers played an important role. They either actively supported the leader’s behavior, or passively allowed it … and failed to confront.
There are several explanations for follower compliance in cases of Bad Leadership:
1. The follower’s values may actually be aligned with those of the leader. As with Jim Jones and the People’s Temple, these followers drank the Kool-Aid and cannot see the leader as “bad.” In fact, they become the most ardent supporters of the leader and actively seek to eliminate any who dissent.
2. The follower doesn’t have the courage to speak up. This is often due to having seen others who spoke up being berated or even dismissed. As I write this I am reminded of the quote: “All that is necessary for evil to prevail is for good people to do nothing.”
3. The follower actually see’s the leader’s behavior as bad, but cannot afford to lose their position. In spite of the bad leadership, these followers are being compensated – through position, prestige, and income – in a way that they would not be in any other organization. They don’t stay because they want to; they stay because they have to.
I have had the privilege of having had several mentors. Early in my career, the founder and CEO of the company I was working for took me under his wing. One of the many lessons I learned from him was: “Don’t defend a bad job.”
The lesson had to do with defending shabby work – either my own or that of someone who worked for me. The basic lesson was this: own the problem. Don’t deny that it exists. Do whatever you can to fix it.
I think that’s a good lesson for followers: “Don’t defend a bad job.” Don’t deny problems with a leader’s behavior. Do what you can to help the leader.
I realize that this can be difficult. Often when a leader is derailing, he or she is not open to feedback and those who raise questions or attempt to confront the issues, are punished or dismissed.
Yet, to continue to support a derailing leader may require a follower to compromise their own integrity.
It’s a tough call, but: Abandon the mission before you abandon your integrity.
She points out that in every case of bad leadership, followers played an important role. They either actively supported the leader’s behavior, or passively allowed it … and failed to confront.
There are several explanations for follower compliance in cases of Bad Leadership:
1. The follower’s values may actually be aligned with those of the leader. As with Jim Jones and the People’s Temple, these followers drank the Kool-Aid and cannot see the leader as “bad.” In fact, they become the most ardent supporters of the leader and actively seek to eliminate any who dissent.
2. The follower doesn’t have the courage to speak up. This is often due to having seen others who spoke up being berated or even dismissed. As I write this I am reminded of the quote: “All that is necessary for evil to prevail is for good people to do nothing.”
3. The follower actually see’s the leader’s behavior as bad, but cannot afford to lose their position. In spite of the bad leadership, these followers are being compensated – through position, prestige, and income – in a way that they would not be in any other organization. They don’t stay because they want to; they stay because they have to.
I have had the privilege of having had several mentors. Early in my career, the founder and CEO of the company I was working for took me under his wing. One of the many lessons I learned from him was: “Don’t defend a bad job.”
The lesson had to do with defending shabby work – either my own or that of someone who worked for me. The basic lesson was this: own the problem. Don’t deny that it exists. Do whatever you can to fix it.
I think that’s a good lesson for followers: “Don’t defend a bad job.” Don’t deny problems with a leader’s behavior. Do what you can to help the leader.
I realize that this can be difficult. Often when a leader is derailing, he or she is not open to feedback and those who raise questions or attempt to confront the issues, are punished or dismissed.
Yet, to continue to support a derailing leader may require a follower to compromise their own integrity.
It’s a tough call, but: Abandon the mission before you abandon your integrity.
Monday, July 5, 2010
The Benefits of Margin - Part 2
These days, the calendar has lots of open space. Scheduled appointments and meetings are few and far between. This works very well for a person who likes to be spontaneous, and having margin means you can respond quickly to opportunities.
Like a couple of weeks ago: My friend Mark emailed me that he was in town that day. The email came in around 9:00 and we had lunch that day.
That was actually the start of a great week. Tuesday I had coffee with an executive I am coaching. Then had lunch with Jon - one of the Sunday Men.
On Wednesday I spent the afternoon with two more executive coaching clients.
I had lunch with Justin on Thursday. That afternoon, I went to see Toy Story 3 with Laura, Jennifer, Shannon, Landrie & Karsyn (5 of the seven significant ladies in my life).
On Friday afternoon, I had another executive coaching session.
When the week began, I only had 2 things planned. By the end of the week, I'd had one of the best - and fullest - weeks I've had in a while.
There's a lesson here:
Margin provides freedom. But with that freedom comes the responsibility to use it wisely and invest in others.
I think I will call that the stewardship of margin.
Like a couple of weeks ago: My friend Mark emailed me that he was in town that day. The email came in around 9:00 and we had lunch that day.
That was actually the start of a great week. Tuesday I had coffee with an executive I am coaching. Then had lunch with Jon - one of the Sunday Men.
On Wednesday I spent the afternoon with two more executive coaching clients.
I had lunch with Justin on Thursday. That afternoon, I went to see Toy Story 3 with Laura, Jennifer, Shannon, Landrie & Karsyn (5 of the seven significant ladies in my life).
On Friday afternoon, I had another executive coaching session.
When the week began, I only had 2 things planned. By the end of the week, I'd had one of the best - and fullest - weeks I've had in a while.
There's a lesson here:
Margin provides freedom. But with that freedom comes the responsibility to use it wisely and invest in others.
I think I will call that the stewardship of margin.
Friday, July 2, 2010
The Benefits of Margin - Part 1
These days I have a lot of margin in my schedule. One of the benefits of this is that I am getting a lot of reading done.
I try to vary the reading so that it is balanced: History, Biography, Leadership, Theology, and some novels. Laura always gets concerned when I read with a pencil in my hand. She knows that it is not "light" reading when I underline and write in the margins.
I have also developed the habit of reading more than one book at a time. I have books I read in the morning during my "quiet time." (By the way - I don't like that phrase. Its way too churchy for me, but I don't know what else to call it. If you have suggestions for an alternate label, please let me know). I just finished another of the John MacArthur Old Testament studies - Losing the Promised Land. I am not sure what I will read next in this slot.
Then I have books I read when I am riding the bike at the gym. Yes, I do that - because I need something to keep my mind occupied for 45-60 minutes. The current gym book is What is God Really Like? It is edited by Craig Groeschel and contains several chapters written by pastors who participate in the One Prayer project.
Then I have books I read at night. I read myself a bedtime story. Right now, I am alternating between a novel: The Girl with the Dragon Tattoo and a biography: John Adams. These books are competing for my attention; the dragon tattoo has been winning the last few days.
After 25 years of being gainfully overemployed, having so much margin has required some adjustments on my part. I am finding a new normal in a schedule that is not packed wall-to-wall with meetings, presentations, and other events. Actually, this new normal fits my preference for non-structured and spontaneous living very well.
I am blessed to have margin.
I try to vary the reading so that it is balanced: History, Biography, Leadership, Theology, and some novels. Laura always gets concerned when I read with a pencil in my hand. She knows that it is not "light" reading when I underline and write in the margins.
I have also developed the habit of reading more than one book at a time. I have books I read in the morning during my "quiet time." (By the way - I don't like that phrase. Its way too churchy for me, but I don't know what else to call it. If you have suggestions for an alternate label, please let me know). I just finished another of the John MacArthur Old Testament studies - Losing the Promised Land. I am not sure what I will read next in this slot.
Then I have books I read when I am riding the bike at the gym. Yes, I do that - because I need something to keep my mind occupied for 45-60 minutes. The current gym book is What is God Really Like? It is edited by Craig Groeschel and contains several chapters written by pastors who participate in the One Prayer project.
Then I have books I read at night. I read myself a bedtime story. Right now, I am alternating between a novel: The Girl with the Dragon Tattoo and a biography: John Adams. These books are competing for my attention; the dragon tattoo has been winning the last few days.
After 25 years of being gainfully overemployed, having so much margin has required some adjustments on my part. I am finding a new normal in a schedule that is not packed wall-to-wall with meetings, presentations, and other events. Actually, this new normal fits my preference for non-structured and spontaneous living very well.
I am blessed to have margin.
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