Byron's Babbles

“Easy To Say, Harder To Live By”

“What have I become during the pandemic?”

I had another Frank Reagan (Tom Selleck) Blue Bloods quote that made me do some reflecting. He said, “Easy to say, harder to live by.” We all have heard people say, or said things ourselves that are very easy to say, but much tougher to actually do. I wrote about another quote from Frank Reagan in “Life Isn’t Fair, But You Can Be.” It’s easy to set set ambitious goals or say you will do the right thing, but it is a much harder thing to do the work to achieve them.

We talked about this last night during 3D Leadership. The participants made Flat Stanley’s and Flat Sarah’s representing what they have become during the COVID-19 Pandemic. Almost everyone talked about new and exciting things they are doing or have started to do again. Many talked about how at first was easy to get down, but then once they started learning and doing it became exciting to be doing great new things.

Remember, it’s easy to say. Much harder to do. But, it’s the hard stuff that separates the ordinary from the extraordinary.

66 Days To A New Habit

First of all it is important to note that as I write this post we are in Day 66 of the COVID-19 global pandemic. I blogged about the day, March 11th, that I am considering our first day of these uncharted times in The Day We Started Down The Path With No Footprints. The other night in one of our 3D Leadership gatherings I had the participants make their own Flat Stanley or Flat Sarah that represented who they had become since March 11th when the WHO (I thought that was a rock band) declared COVID-19 a global pandemic. O.k., the WHO is the World Health Organization.

Participants could either make the their Flat Stanley or Sarah using materials in their homes or using an online resource we gave them. The group did a great job with these and they were very creative. I found it interesting that many of the participants discussed how they had picked up, developed new, or restarted old habits. One participant said, “It takes a month to build a new habit.” She was referring to now doing a better job of exercising. Of course, I had to check and see if there was any research that backed this claim of taking a month to develop a new habit up.

Here’s what I found: Phillippa Lally, a health psychology researcher at University College London, did a study published in the European Journal of Social Psychology, Lally and her research team decided to figure out just how long it actually takes to form a habit. So, what was concluded from the study? On average, it takes more than 2 months before a new behavior becomes automatic — 66 days to be exact. And how long it takes a new habit to form can vary widely depending on the behavior, the person, and the circumstances. In Lally’s study, it took anywhere from 18 days to 254 days for people to form a new habit. But, as was stated, 66 days was the average. Thus, why I chose today to write this post. We are exactly 66 days into this pandemic.

So, why is the length of time it takes to form a habit important? During these challenging times, everyone in the world has been forced to change their routines, be creative, try new ideas, learn new ways of doing things, slow down focus on some of the most important things (in education-the most important content), and connect with people and in the case of education, students, in effective ways we never thought possible. The abrupt shift to remote instruction changed many aspects of our lives. In my case I continue to say I have grown in great and unimaginable ways during this time. In education, I continue to say that we have grown in the aspect of school no longer being a place.

Let me be clear; I realize there are those, and maybe even me still, that the crisis will be catastrophic. This post is not intended to minimize the seriousness of the consequences many people face, or may be facing. I believe that many of us have grown in our ability to be o.k. with feeling bad or being comfortable with uncertainty. Personally, I continue to see this crisis as a challenge to overcome and a conduit for personal growth. The 3D Leadership participant who talked about it having been a good time to use the month to develop new and better habits, I believe, had in mind that we can see the loss of our, pre-pandemic and regular life as a chance to focus on other aspects of your life that have been neglected because we’ve been too busy to address them. We have also identified areas we want to work on or improve in our lives and focus on developing those areas. We need to all use this break from “normal life” to seek balance in our life and pursue aspects of our lives that we did not have time for before the crisis.

We need to use our responses to the crisis as an opportunity to learn and grown and become more positive, adaptable, and resilient which will, no doubt, serve us well when the current crisis passes. We can all create new structures and routines in our lives around school, work, daily activities, and social life. Finally, and most importantly, we can take action. Keep in mind, we’ve already had the 66 average days it takes to make a new habit become automatic. Are you happy with your new habits?

Gaps In Our Consistency

Screen Shot 2020-04-21 at 11.44.58 AMAt one of our most recent gatherings of 3D Leadership, a topic came up that the participants were calling “gaps in our consistency.” When I asked about these gaps they said they were the things that really kept them from being great teachers and the schools which they taught from being as great as they could be. One of the most important tools in effective schools is consistency. Research and practice have proved that school leaders and teachers must be consistent every day in carrying out their duties if they want to improve student performance and conduct. Here is what the teacher leaders said the gaps were:

 

  • Being Reactionary
  • Everything done short term/constant change
  • Lack of training to make sure initiatives/processes could be implemented
  • Relationships must be in place for there to be the trust for everything to be going well
  • Besides the why, there needs to be the what and the how
  • Teachers need to teach and not be auditors

Really, what any teacher wants is to be able to get to work and feel like what he/she is doing are the right things to be doing. What teachers don’t need are things constantly changing or different expectations or directions. These result in confusion. It is really about being on the same page and staying on the same page. Consistency really can be the protagonist or the villain of great accomplishment. There is a difference between being agile and continually changing focus, priorities, and behavior patterns.

One of the biggest problems that inconsistency brings on an organizational and personal level is a loss of trust. Judgement becomes not trusted, follow through on initiatives is not trusted, and trust that what is being implemented today will even be important as soon as tomorrow. The administration and staff must operate like a single coherent unit. If we are able to build this consistency in any organization we can build what researchers have called a “culture of consistency.” We need to recognize our gaps in consistency; delivering consistently can have a profound impact on our effectiveness.

My Revolving Rushmore

IMG_8286One of my favorite sessions that I do for 3D Leadership is called Setting Your Leadership Style. I start off by playing the awesome music video of the song by Alter Bridge, Show Me A Leader. Since we are having to do these on Zoom™ instead of in person here are some takeaways from the chat box and discussion:

  • Do not compromise values
  • Don’t compromise on beliefs
  • We need great leaders so hope never dies
  • There needs to be one clear message (clarity)
  • The only thing to do is next right thing
  • Can’t survive without strong leadership
  • #FarmKidsRockToo (couldn’t leave this off – it was added for my benefit)

Screen Shot 2020-04-06 at 10.45.46 AMThen comes one of my favorite activities that I call Rushmorean Leadership which was then followed up by an activity called Extending the Influence. The activity calls for teacher leaders to bring pictures to identify four great leaders to put on their own personal Mount Rushmore. Then they bring six additional pictures to extend the influence. Part of the share out was in small groups (the ability to do this on Zoom™ is incredibly intuitive and has lots of options to customize for the facilitator’s needs) and part was done by FlipGrid™.

One of the questions I always like to ask is if the participants’ Mount Rushmore would look the same a year from now or would have looked the same a year ago. There were varied answers to this ranging from yes to no and then everything in between, like maybe one or two different. Then a triad of things were said by participants that really struck me:

  • We never know when we will meet the next person that will go on our Mount Rushmore.
  • Who will be the next to influence us?
  • My revolving Rushmore

This reminded me of the beginning monologue phrase in William Shakespeare’s As You Like It, “All the world’s a stage, And all the men and women merely players; They have their exits and their entrances; And one man in his time plays many parts, His acts being seven ages.” To me, this means that people come into our lives and we enter other peoples lives for a reason, a season, or a lifetime. When we treat every encounter as a chance to impact, influence, or inspire we bring purpose to our lives. Most people that enter our lives are seasonal and they’re with us for a reason. Once that reason is fulfilled life has a way of moving them on. We also need to remember, the influence the great impact that others that we have never met influence us. Think about the influence of the four Presidents on Mount Rushmore and the impact they have on us. Remember, you also are influencing someone you haven’t even met. Thus, we really do have a revolving Rushmore.

IMG_8163So, why use Mount Rushmore as the through line for this activity? Mount Rushmore is not just big; it is about the ultimate bigness – a monument to monumentalism. Think about the bigness of the role that individuals that you would place on your personal Mount Rushmore have had. Borglum, the sculptor, was obsessed with the bigness of America: the heroic story of a handful of tiny East Coast colonies growing to becoming an entire continent. Think about the four Presidents that were chosen with that bigness and growth in mind. Jefferson wrote the Declaration of Independence and expanded the country’s size with the Louisiana Purchase. Teddy Roosevelt made sure the Panama Canal happened, thus connecting the United States globally.

When I think about the idea of our own revolving Rushmores, I remember the rush of emotions that I felt when seeing Mount Rushmore in person for the first time. That rush contained thoughts of patriotism as well as awe. The awe was about the scope of the project as well as the awe in our ability to create and our human weirdness. Why had we done this? Why does this monument that the sculpting began on in 1927, with a dedication by Calvin Coolidge exist? I believe it is because of the great value we place on those who have had influence on us. Think about the work on Mount Rushmore that spanned some 14 years. A lot happened in our country during that 14 years. Leaders came and went and world/country history changing events happened.  There was the Great Depression, World War II, and three different Presidents. President Franklin Delano Roosevelt was there for the Jefferson dedication (there was a separate dedication as each face was finished). And, Mount Rushmore was finished one month and one week before the attack on Pearl Harbor.

Is that a lot of history, or what? The sculpting alone is a monument to our tenacity. The hardness of the granite is a monument to the very strong foundation built by the founders of our country. The granite is so strong and hard it is said to only erode one inch per 10,000 years. When you think about it, our country has had a revolving Rushmore of those that have been on our “stage” and made a huge difference. This is no different than our own lives and the people who have been major players, making entrances and exits, playing many parts. Those great people who enter our “stage” make us who we are and make up our own revolving Rushmore.

Being Perfectly Imperfect

IMG_8246I am always amazed at the twists and turns our 3D Leadership gathering discussions take. It is amazing because there is always so much learning that takes place. Last week’s gathering which was virtual with individuals from Florida, Georgia, Tennessee, South Carolina, and North Carolina was no exception. I already blogged about one twist in learning we took in Leading Like Yoda. We also spent a great deal of time discussing how leaders are built by learning from their imperfections.

“Leaders are built by learning from their imperfections.” ~ 3D Leadership Participants on April 2, 2020

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My Andrew Jackson Bronze

The question that prompted the discussion was about whether those leaders that most influenced us were perfect or did they have imperfections? The group immediately started responding with the fact that the leaders were imperfect and that recognizing those imperfections was the ultimate in transparency and authenticity. I even held up my bronze of Andrew Jackson and talked about all the great things he was and did as a leader, but there were so many things he did that were very wrong. He serves as a reminder of how we need to be humble and remember that all humans are imperfect and flawed creatures. I was moved that our discussion led us to talk about how it was those imperfections that attracted us to leaders. Particularly if those Rushmorean leaders were working hard to improve their imperfections.

“The long road to character begins with understanding that all humans are flawed creatures.” ~ David Brooks in The Road to Character

Screen Shot 2020-04-05 at 12.16.18 PMToday we are even faced with the bigger issue that David Brooks argued in his great book The Road to Character: society has made a shift, from a focus on humility and reservedness to a focus on individual desire. I call this desire “ambition.” Many times ambition begins to rule our purpose. This becomes very dangerous and takes us from a moralistic world view to one of being self-centered. We must check our moral compass, according to Brooks, and strive to become/stay virtuous. The core of what makes a human “human” are displaying the traits of kindness, bravery, honesty, and devotion. Brooks argued that people, and I would argue our children/students, are beginning to obsess over themselves and live only for their own desires.

IMG_8245One thing that we discussed in our 3D Leadership gathering that Brooks also discussed in The Road to Character was how many of us have shifted our lives to revolve around how we achieve, and no longer why. The effect is profound. Again, we can see well documented cases of this ambition taking over our purpose. I have blogged about a couple of such cases in When Purpose & Passion Turn Into Ambition and Passion At Ambition’s Command. But how do we change this? By embracing the flaws inherent in all of us. One of our participants called us “Perfectly Imperfect.” I loved that, and if we work off of that to learn from and correct or mistakes and failures every day, it would be a great start.

Doing things like being honest about our flaws can help us overcome self-centeredness  and embrace deeper social values, like love and connection to others. As Yoda said, “Much to learn you still have.” If we are going to thrive and maybe be that next person on someone else’s personal Mount Rushmore then we must free ourselves from pride. We must embrace the assistance of others admit our own flaws. Through that we will become more authentic and transparent, thus being a better inspiration and role model for others; while being happier, more fulfilled, and worthy.

Leading Like Yoda

Last night we created personal Mount Rushmores in our 3D Leadership gathering. I was surprised to have a new leader added to the list – Yoda. Of all the years I’ve been doing this, this is the first time a participant has put Yoda on their personal Mount Rushmore. Moreover, last night there were two people out of the group of 48 that picked Yoda to be on their personal Mount Rushmore.

So of course I had to dig into Yoda as a leader. In the Star Wars universe, Yoda might be the single most important hero. Yoda is wise and insightful and brings many leadership lessons to the forefront to help us all become better at serving those we lead. Of course, several Yoda quotes were thrown out in the course of the gathering, like:

  • “Do or do not. There is no try.”
  • “[Luke]: I can’t believe it. [Yoda]: That is why you fail.”
  • “You must unlearn what you’ve learned.”
  • “Much to learn you still have.”
  • “Fear leads to anger. Anger leads to hate. Hate leads to suffering.”

One of the things I took away from some really great discussions was that we need to remember that thinking about the future is really important for finding direction, but don’t do it at the expense of what we are currently doing. We need to focus on the task at hand. Spend time in the moment. Be present. It will make us more efficient, and we’ll notice more.

Yoda often taught his pupils through action. We decided last night that leaders are built by learning from their imperfections. Yoda gives us an example of what one participant said she would like to be: “Fair, compassionate, and motivational.” Challenges will push and motivate us. In this time of uncertainty we must focus on continuing to learn so we can help the world triumph. As the group taught me last night, the only thing to do is the next right thing.

Influencer, Inspiring, & Impactful

At yesterday’s Indiana 3D Leadership gathering I was inspired to do some deeper studying, which is usually the case, because of discussion that took place. I usually say the discussion inspired me, but for this post I’m contemplating what to call it. More on why I say that, later in the post. Last night we did an activity that I call Rushmorean Leadership which was then followed up by an activity called extending the influence. The activity calls for teacher leaders to bring pictures to identify four great leaders to put on their own personal Mount Rushmore. Then they bring six additional pictures to extend the influence.

As with everything this Indiana group does, I was blown away. What struck me last night, however, was that one participant talked about the persons on their board as influencers. Then the next referred to the leaders as inspiring and yet another referred to the her chosen leaders as impactful. For some reason I just had to ask the question of the group: What’s the difference, if any, in these descriptors? A great discussion ensued, which then led to me studying deeper this morning.

We all know that leadership is not about a title or a designation. We also know, and I’m glad we discussed this in depth last night that ambition is not a favorable characteristic of great leaders. For ambition will take over purpose. Influencers, we decided, spread passion for work, causes, innovation, or change. Those that inspire evoke a sense of energy. Finally, impact involves getting results. Impact is ultimately the measuring stick of the influence or inspiration.

Influencers cause us to think about things differently. They help us to shape our purpose, passion, and core values. Interestingly several participants had parents on their boards and referred to how they had influenced their lives.

In contrast, those that inspire help us gain motivation. This inspiration may be in the form of receptivity, positivity, or motivation. There is research that links inspiration to motivation. This inspiration causes us to actively engage in environments that lead toward self growth and fulfillment of needs.

The more I studied and reflected on all this I formed the opinion that most, if not all, of the leaders chosen by the group were influencers who were creating an impact. These individuals were all helping to create constructive cultures, whether in organizations, nations, or globally. In their five star book, Creating Constructive Cultures: Leading People and Organizations to Effectively Solve Problems and Achieve Goals, Janet Szumal and Robert Cooke of Human Synergistics International ask the question: “As a leader, how can you both directly and indirectly influence your organization to ensure that members can independently and interactively solve problems and achieve the organization’s goals more readily and effectively?” I love the question because it has both directly and indirectly. Of the ten leaders each participant brought pictures of, some influenced directly, eg. parents. Others influenced indirectly, eg. Michelle Obama.

One thing is for sure; in all cases the individuals chosen embodied the necessary styles to create constructive cultures. All strove to create the cultural norms necessary for creating constructive cultural styles. See the constructive styles below:

So, I’ve come to the conclusion that influencing, being inspiring, and being impactful are not mutually exclusive. They go hand in hand when being a model of personal growth for us and creating constructive cultures.

Play Time For Leaders

I so enjoyed my extra day that we all had today because of this being a Leap Year. I spent the day with aspiring teacher leaders at Knowledge Academies in Nashville, Tennessee facilitating a 3D Leadership gathering. Because I am always so inspired at each of these gatherings I tend to have something to blog about after most of them. Today was no exception, and because I so wanted to have a February 29th (Leap Year) entry – here it is. Today’s through line of the program titled The Focused Leader was “Your Leadership Toy Box.”

“To infinity and beyond!” —Buzz Lightyear

The first activity involved the participants picking a toy, playing with the toy, and then answering the following questions. If this toy was in your Leadership Toy Box:

  1. How does this toy represent great leadership traits?
  2. How could you use this toy to be a great leader?

We then shared these out after some quality play time. I was so blown away by the responses that I asked for volunteer guest posts to put into this blog post. Here are three of those responses:

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Lori Tharp

Toys and Leadership?

Today in the NEI 3D Leadership Cohort session, we were asked to select a toy and explain ways it could be a leadership tool.  I selected two – a kaleidoscope and a Chinese finger trap.  I was excited to answer this question since I have always been a kid at heart!  After all, toys have always been a part of my life:  My kids played with toys.  I used to work in Children’s Ministry, then I worked as a preschool teacher.  My husband sells vintage and current toys and one of my favorite movies is Toy Story!  – so, this was “right up my alley!”

When I looked into the kaleidoscope at an object, I could see that the one image turned into many objects – showing a whole new perspective of the image with many facets.  When I turned the kaleidoscope around and looked through it at the opposite end, I could only see one image.  As I apply this to leadership I realized, as leaders, we should learn to see the things from a wider perspective – or different angles.  We can all have the same goal or the same focus, but we need to be able to view ideas, opinions and suggestions from the perspectives of others, and ultimately, work together as a team…which leads me to the other toy I selected – the Chinese finger trap.

Looking at the Chinese finger trap – a simple little toy that traps the victim’s fingers in both ends of a small cylinder woven from bamboo. If you place your fingers in each end and pull outward, this only tightens the grip of the trap.  Push your fingers together, it loosens up. The pieces of bamboo seem to be very fragile, and if it was only one piece, it would probably break.  This little device is actually many pieces of bamboo woven together, which makes it very strong as one small unit.  This reminds me of leadership. Working together as a team, makes us a stronger, tighter unit.  We can accomplish more together than we can alone.  Good leaders are aware of this, and they value the input of the other team members. Sometimes, though, we need to tighten up as a team, and sometimes we are so rigid we need to loosen up!  Either way, leaders work as a team!

The possibilities are endless if I were to use these items in the classroom as a leadership tool.  I could just imagine the kids in the class exploring these toys and finding fun and creative ways to use them.  I could learn just as much from them!

Lori Tharp
Special Education Teacher at Knowledge Academies
“I realized, as leaders, we should learn to see the things from a wider perspective – or different angles.” ~ Lori Tharp
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Jane Rogers

Chinese Yo Yo….. A leadership tool???

I was asked today to explain how a Chinese Yo-Yo as a leadership tool.  At first, I thought “Why did I pick this toy?”  Then after studying it, I thought as you throw the paper out it could be really fun to just bug people with it and see how long it would take to get them to ask me to stop.   As I studied it I saw that there were different colored dots and different sizes.  The larger one made me think that a leader needs to be “big” and strong and take charge.  The medium dot represented that a leader needs to know when to step back and mix in and work collaboratively with everyone.  The smaller dot reminded me that a leader must allow the team to be forefront and allow them to grow and shine.  A good leader should know when to take charge and when to step back.  As I played with the toy, throwing it out and in, it showed me that a leader needs to be flexible, adjustable, fun and maybe slightly annoying.  I can see myself using it in my classroom, as a pointer to get my kids to stay engaged and would want me to call on them by slinging the toy towards them.   So yes, a Chinese Yo-Yo can be leadership if you allow your self to look at it in a way you might never have thought of.

Jane Rogers
Special Education Teacher
Department Lead
“A good leader should know when to take charge and when to step back.” ~ Jane Rogers
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Quintarius Grigsby

Up Up & Away

Hello my name is Mr. Quintarius Grigsby. I am a Science Instructor at Knowledge Academies, basketball coach, and Christian minister. I teach Biology, Physical Science, Chemistry and I have a a background in Agricultural Sciences. At the 3D Leadership meeting the toy I chose was the World War ll Hell Cat Fighter Jet replica. Its symbolic warlike features resonated with me in such a way that I had to choose it as an identifiable leadership tool. Due to its frame and features it helps me to to remember how disciplined I am, and that I am free enough to believe that the sky is the limit. Bombs and missiles represent potential power that is destructive upon release. I believe just like the Hell Cat Fighter Jet, I have the power and influence to destroy the negatives which represent the enemy that limits us from being successful. The wings on the jet also represent freedom. This toy replica can be utilized to inspire others who desire to ascend beyond where they are now. (Leadership is a process, not a position.)

“Due to its frame and features it helps me to to remember how disciplined I am, and that I am free enough to believe that the sky is the limit.” ~ Mr. Quintarius Grigsby

We really can, as you just read, learn a lot from playing with toys. Toys can inspire new ways of thinking about leadership, teamwork and accomplishing our goals. Whether it’s motivation, wisdom or practical advice, there are some great lessons we can all take away.

Arguing The Value Of Our Experiences Is Futile!

Posted in 3D Leadership, Humble Leadership, Leadership, Ontological Humility, ontology, Radical Candor by Dr. Byron L. Ernest on February 27, 2020

I just finished reading one of my favorite books for the third time. If you’ve ever had one of those books that you learn something new from or discover something you missed the first times you read it, you understand where I’m coming from. The great book I’m referring to is Radical Candor: Be A Kickass Boss Without Losing Your Humility by Kim Scott. I’m not sure a person shouldn’t read this book once a month, but more importantly one should put in place the lessons learned from this great book.

Something I believe separates her writing from other books in the leadership genre is how Scott shares her mistakes and missteps right along with the successes. In other words, she practiced what she preached in the writing of this book. Scott truly takes her commitment to herself as seriously as any other professional responsibility. Ironically, as I was writing this post I got a text from a school leader I am mentoring asking me to share my top five leadership books. This book will, no doubt, be on the list I suggest to her.

I have always been impressed with the ontological approach to leadership and with ontology. Much of what Scott taught us was how to form the work community necessary for each of us to “be” when answering the question of “what can we create together?”

In the book, Scott refers to “ontological humility.” The source she referenced is Fred Kofman’s book Conscious Business: How To Build Values Through Values. Ontological humility is the idea that none of us has sole claim on reality or truth. We must recognize that others have equally valid perspectives that deserve our consideration and respect. You don’t have to read very many tweets, be a part of an organizational team, or be involved in very many meetings to know ontological humility is not practiced very well in many settings. Make no mistake, it is tough to live this as a value. But, it is an important leadership trait to hone.

In fact, I try to bring ontological approaches into all leadership development gatherings I do. Additionally, it is an important part of the coaching and mentoring I do. I blogged about it in Leading With Natural Self Expression. This intuitive and natural expression that forms our leadership comes from our recognizing our experiences and the experiences of others. In education it is these experiences that enable teachers to bring real world relevance into lessons for students. Bottom line is we must understand the experiences that form our colleagues’ reality. Scott posited in the book we need to understand the past experiences of our colleagues all the way back to kindergarten.

One of my favorite quotes that I wish I knew who to credit it to is:

“To argue with someone else’s experience of reality is futile…To add their experience to yours is possibly useful.”

Read that one more time and let it sink in. Pretty deep, right? This is why the teaching of Scott in Radical Candor is so important. We must better understand ourselves, our thoughts, and our actions. Then, and only then, by understanding those on our team can we understand how to coach, mentor, provide praise, criticism, or other guidance effectively. Notice, Scott promoted guidance versus feedback. Just the term “feedback” alone, she taught us, makes us bristle. We need to care personally and challenge directly. These are the ingredients necessary for Radical Candor™️ to flourish. How well are you practicing ontological humility?

How Do You Play Leader?

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This past weekend at our Indiana 3D Leadership Gathering, we did a toy activity that involved Lite Brites®. Participants made a picture that represented how the Lite Brite® could be used for great leadership. The activity was called “How Do You Play Leader?” The groups did a great job with their pictures. While they were sharing out I wrote down a few notes. Check out what I wrote down here:IMG_7860

I was particularly struck by the statement that “Great leaders really don’t have to try!” I asked the person to dig a little deeper into that comment. She said that a leader who is authentic and is himself or herself instead of trying to be someone else or copy someone else is much more effective. Great leaders find a system that works for her or him, rather than trying to force oneself into a prescribed notion of a what a leader has to be. If we know ourselves well enough, we can take steps to go about leading effectively. Situations change what we need to do, but should never change who we are. We need to make sure we’re treating all team members as we would want to be treated. We need to be genuinely interested in learning something new every day from our team, and they will follow you. It’s all about relationship building. I blogged about this in Let’s Have Lunch Together!

There was also a deep discussion about how teams are most times brought together by a certain amount of randomness and disorganized connections. Great leadership connects the randomness. Leaders should be the key connectors of team members. Support them them to understand their value in the organization. Leaders need to respect all team members. Respect comes in different forms: respecting time, respecting opinions, respecting diversity, respecting the culture, and more. When we trust and respect our team members and connect with them, they will respond with dedication and enthusiasm. Because of this, our connected team members will see clarity, levels of engagement across the organization, a positive culture and community, and most of all, improvement in communication. Remember, trust builds through connections with people and forms the bedrock of a team. Teams are built on human cooperation. Without relationships, we’ve got no team.