Byron's Babbles

Leadership Influence Formula

The ability to influence others is crucial to a person’s success as a leader. Let’s face it, leadership is influence. All of the successful and effective leaders I have encountered developed the way they communicate and influence. After activities involving identifying Mount Rushmorean leadership influencers in their life yesterday, our 3D Leadership participants in Georgia set out to develop the top 5 list of leadership influence. This very creative group went a step further and invented a leadership influence formula.

This happened because of a lively discussion while trying to narrow the list down to five. This had taken place using one of my typical strategies of having participants fly airplanes with their personal top three influencer traits. They then glided their airplane to someone else and so on. We then compiled the list and got down to eight. As you can imagine, it got lively at this point.

The beauty of our 3D Leadership Program is that our participants come from all positions. We have teachers, facilities professionals, principals, and many others represented. This gives us the unique ability to have all vantage points represented in a discussion. This affords us what Dr. Nicky Howe and Alicia Curtis call “diversity of thought” in their great book, Difference Makers: A Leader’s Guide To Championing Diversity On Boards. They contend that what really matters are not the visible differences between people but their unique perspectives on the world.

What I believe we are creating through our cohorts of 3D Leadership participants is an organizational culture that is committed to fostering open-ended, inclusive dialogue. It is about recognizing that every person is a rich tapestry woven together from a million threads. Participants’ age, background, experiences, abilities, job responsibilities, gender, race, family story, and many other things all matter. There is a fallacy that people who look alike have the same views. Nothing could be further from the truth, though.

Bottom line is, this “diversity of thought” enabled us to develop a pretty cool leadership influence formula. Here it is: Innovative + Integrity + Compassion/Caring + Listen + Inspire = Leading By Example. Pretty powerful, don’t you think? As we decided, even you wanted to switch some traits out, if you were doing all the parts of this formula, you would be getting along pretty well.

Do you follow the additive value of this formula? If you follow these traits you will stack things in your favor to quickly become a key person of influence.

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A Cup Full Of Mindfulness

I finished the great book, Overworked and Overwhelmed: The Mindfulness Alternative, by the great author Scott Eblin this week. I have enjoyed learning more about mindfulness ever since taking a mindfulness course at Harvard University. I believe in the power of mindfulness, but just not very good at it – or so I thought. Then while reading this book, Eblin taught me that some of the things I do are mindfulness activities and I just need to recognize them.

One of the things he pointed to was having objects in our offices that remind us of our core values, goals we have, or other important events or people. These serve as reminders to bring us back to a state of mindfulness. I do have objects in my office that do this, but what actually came to mind was my coffee cup collection. My coffee cup collection is extensive. But, it is not like you think. They are not all up on a shelf collecting dust. No, they are in the cupboard ready for use – a different one every day.

For example, as I am writing this post, I am drinking coffee from the cup I got when my family and I toured The Hermitage. The cup serves as a reminder of the leadership of Andrew Jackson and the importance of spending quality time with family. When I am using that cup, I am taken back to that excursion. It really does take me to a state of mindfulness.

Anyone who has traveled with me knows if the trip has been great I will be in a gift shop somewhere buying a coffee mug. Certain mugs inform about my identity or affiliations. I have mugs from my alma maters and favorite sports teams, places I’ve traveled to, conferences I been to, and organizations I’m a member of. I do not just leave selection to chance either. I actually think about what kind of motivation or mindfulness I need at the time. Just like my Clarity First coffee cup given to me by another great author, Karen Martin, reminds me of being mindful of always bringing clarity as a leader. My coffee cups become my loyal mindfulness partners that don’t judge me.

My coffee cups also earn my affection because of the hot beverage they contain. Research shows that just wrapping your hands around a warm mug can conjure up warm feelings toward others. Pair that with the mental reminders of the message or pictures on the cup and you have the environment to practice more effective mindfulness.

These mindful moments with my coffee cups set a positive tone for the rest of the day. What do you have that reminds you to be mindful each day?

Are You Setting Precedent?

This week while reading On Grand Strategy by John Lewis Gaddis I came across a phrase from Queen Elizabeth I. She was reported to have said: “It is much better to set precedent than to have to live by it.” I loved this. To me it meant that she understood the importance of being an innovative leader and the power leaders have for setting the course for the future. One precedent she set was to rule by good counsel and trusted advisors. Many times I hear people in meetings saying that we don’t want to set precedent. Well, I say if it is a good thing then we probably should set a precedent. We basically have three choices: sit back and accept the status quo, let someone else lead, or we can lead by setting new precedents.

A great example of the latter was George Washington. Washington was well aware that he had been given the power to shape the American presidency. He believed that the precedents he set must make the presidency powerful enough to function effectively in the national government, but at the same time these practices could not show any tendency toward monarchy or dictatorship. He was said to have commented frequently that, “I walk on untrodden ground.” There are many things that Washington set the precedent for during his presidency that are still in place today. A few include:

  • Being called “President”
  • Presented the State Of Union as a speech (Thomas Jefferson broke the tradition, but Woodrow Wilson started again)
  • The White House protocol still used today of mornings and daytime for business and afternoons and evenings to entertain visitors
  • Because of Washington’s love for being at Mount Vernon, he set the precedent of presidents retreating to their homes or other places.
  • He set the precedent of a maximum of eight years in office (FDR broke that precedent, but in 1951 we made the constitutional amendment for a two term limit)

Never forget, great leadership is about standing for something bigger than yourself, and setting a precedent where it is needed. After all, an organization’s culture, or country’s culture for that matter, is a reflection of its leaders. Which means it all starts with you.

Hailey’s Energy Bus

Several years ago I read the great book, The Energy Bus, by Jon Gordon. It is an outstanding book written as a fable. The book is written from the perspective of a middle manager (George)  who is leading a team heading nowhere. Through a series of events he ends up riding a city bus with a positive motivation guru at the helm and a group of “energy” converts in the seats. After riding the bus for two weeks he has learned 10 lessons.

I was reminded of this book this past Thursday night while working with our Carolinas 3D Leadership participants in Kannapolis, North Carolina. The participants were working on a creative activity of putting 10 of the top influencers of leadership in their lives into a collage. Low and behold as I’m circulating I find Hailey’s Energy Bus. It immediately took me back to The Energy Bus book. Hailey Wade Odum realized that these leaders who influenced her, gave her energy. The energy to be a great teacher leader and K-5 STEM Lab instructor at Cabarrus Charter Academy Elementary School. She even tweeted, “Hop aboard the #Leadership #EnergyBus.” Jon Gordon would have been proud!

This really made me think about the ten lessons in The Energy Bus. They all applied to Hailey’s picks of her top ten influencers. Here’s the ten lessons (rules):

  1. You’re the driver of your bus.
  2. Desire, vision, and focus move your bus in the right direction.
  3. Fuel your ride with positive energy.
  4. Invite people on your bus and share your vision for the road ahead.
  5. Don’t waste your energy on those who don’t get on your bus.
  6. Post a sign that says, “No Energy Vampires Allowed” on your bus.
  7. Enthusiasm attracts more passengers and energizes them during the ride.
  8. Love your passengers.
  9. Drive with purpose.
  10. Have fun and enjoy the ride.

All of these rules I’m sure went into Hailey’s picks of her influencers, but in listening to her report out I believe that rules 2, 3, and 9 were pretty important in the decision. It’s all about personal responsibility. We are each responsible for the direction of our lives. And the direction of our lives is shaped by each day, each thought, and each person we use as a mentor or exemplar. If we are complacent in our lives we let others drive for us. We need to be driving our own energy bus. Have you ever felt out of control? Well, it’s time to take charge and drive your own bus. In my experience, the realization that my efforts now can reap big rewards in the future has always been very empowering.

The other thing we spent time visiting about is that people are constantly being added to our bus. As our lives evolve and we continue to iterate and reinvent ourselves, some of our influencers will change. Unlike like the real Mount Rushmore that is literally carved in stone, our personal Mount Rushmorean leaders should be molded such to be constantly evolving. Who’s on your ENERGY BUS?

Be You!

Last night at our Carolinas 3D Leadership gathering I was struck by a phrase that Stephanie Klingler, the Assistant Principal at Cardinal Charter Academy, put on one of the projects we were working on. The project was identifying Mount Rushmorean leaders and the influence other leaders have on us. Her statement was:

“Be You! Stay strong. Get up! Be the example to others.” ~ Stephanie Klingler

Super powerful, don’t you agree? If Leadership is about influence then this is the example we want to be and what we want modeled for us. It’s about being authentic and doing what Machiavelli taught us: to declare. Who we are is how we lead, pure and simple. Being a great leader is really the simple act of being you. It’s about putting your experiences and what you believe into a package that guides how you lead and the example you are. Stephanie’s statement says it all: be you, be strong, be an example, and keep getting up. It is who she is.

Stephanie is on the left with her mobile office for being a leader of learning!

If we want to lead and be a Rushmorean (yes, I made that word up) leader, then we must know ourself. Being ourself means being authentic. It is okay to be you. It’s really the only person we can be. As my friend Sally Hogshead teaches us, you need to be the best you you can be. The fascinating you! The best way to become an effective leader is to find congruence between what you think, say and do. That said, in order to become an effective leader you have to know who you are: your values, your strengths, what you stand for, why you stand for it, and what your ethics are. Then act on them with conviction and without apology. This is what I believe Machiavelli meant when he says we must “declare.”

Are you being YOU?

When Leaders Go Bad

This guest post originally appeared on the Giant Leap Consulting Blog.

When Leaders Go Bad

By Bill Treasurer

 

 

 

When you think of the word “leadership,” what comes up?

 

Most people view leadership as connoting the best of the best, the demonstration of high ideals, and living and acting with high integrity.

 

But as long as there have been leaders, there have been leaders who compromised their integrity.

 

In fact, the very first story ever put to the written word, The Epic of Gilgamesh, centers on immoral leadership. Gilgamesh, the king of Uruk, brings us the idea of droit de seigneur, or “lord’s right”, which is the right of the leader to exercise jus primae noctis – the king gets to deflower the community’s virgins on their wedding nights. Why? Because he could, that’s why.

 

It’s the behavioral latitude, the “because I can” freedom, that necessitates the joining of morality to leadership. Just because you can do things that non-leader’s can’t, doesn’t mean you should. But it is also the “because I can” freedom that cause some leaders to lead in a compromised and self-serving way. The unwritten understanding that leaders and followers share is that when you’re the one who set the rules, judge others’ performance, and doles out the rewards, you have more power and freedom than those who don’t get to do these things. Others serve at your pleasure and are accountable to you, not the other way around.

 

Leadership is massively important, particularly during times of intense challenge and change. But leadership is also massively seductive. Leaders are constantly being told how special they are. Think, for example, of the privileges that leaders are afforded that non-leaders don’t get. Leaders get bigger office spaces, more agenda airtime, better perks, more deference, and fatter salaries. They also get less flak when they show up late for meetings, interrupt people, or skirt around policies or processes that everyone else has to follow. Even the simple fact that there are far fewer leaders than followers illustrates their comparative specialness. The fact that not everyone gets to be a leader suggests that they are born of a different cloth, a cut above the rest of us mere mortals.

 

Followers, too, as the hands who build the pedestals that leaders sit on, contribute to, and often enable, the embellishment of the specialness of leadership. Every time followers bite their tongues, say “yes” when thinking “no”, mimic their leaders’ style, or capitulate to unethical directives, the specialness of leadership is reinforced. Very often, the more special followers treat leaders, the more leaders start to believe in their own specialness. It feels good to have one’s ego stroked by eager-to-please followers, and, before long, some leaders start surrounding themselves with suck-ups and sycophants just to keep the pampering going.

 

Given how special leaders are told they are, is it really surprising that some would be seduced into thinking that they are “better” than everyone else, that they deserve more of the spoils, or that they should be free to act with impunity?

 

Should it really catch our attention that some leaders are more concerned with the privileges that they can get by being a leader, instead of being grateful for the deep privilege it is to make a positive and lasting impact on people’s lives when you’re entrusted with leading them? Is it really shocking that some would succumb to thinking that they are the focal point of leadership and not the people that they’re charged with leading? There really isn’t anything surprising or shocking about it. Hubris is what you get when a leader becomes spoiled.

 

While all of the real-time costs of hubris are high, perhaps none is as costly as the sheer loss of potential for all the good that could have been done–and all the lives the leader could have positively impacted–had he not become so enamored with his own power. The most damaging impact these “leadership killers” have is on a leader’s potential legacy.

 

The primary job of a leader is to develop other leaders.

 

Above all, leadership is a tradition that is carried and passed from generation to generation. A leader’s legacy is built by nurturing and developing the talent and skills of the people who are doing the work on the leader’s behalf during his tenure.

 

At the core, a leader’s most important job is not to acquire more power, but to help empower others so they, too, can find their leadership and do some good in this world, thus extending the tradition of leadership. The potential to inspire new generations of leaders gets snuffed out when the “leadership killers,” including hubris, are calling all the shots.

 

THINK ABOUT: How are your actions today going to affect your legacy tomorrow? What will those whom you’ve led in the past will say about you long after you are gone?

 

About Bill Treasurer: 

Bill Treasurer is the founder of Giant Leap Consulting and author of five books on courage and leadership, including the international bestseller, Courage Goes to Work. His latest book The Leadership Killer is co-authored with CAPT John “Coach” Havlik, U.S. Navy SEAL (Retired).

 

Giant Leap has led over 1,000 leadership programs across the world for clients that include NASA, Saks Fifth Avenue, UBS Bank, and eBay. More at: CourageBuilding.com. 

Harvesting Time

IMG_4802I heard someone mention the thought of harvesting time this week. Really, I had never given much thought to the idea of time being something to be harvested. But, really it is something that we need to think about and be very deliberate about how we harvest. Most of the philosophical thought on time is spent thinking about the sowing of the seeds for harvest, but the timing and how we harvest is just as important. In agriculture we must have machines set properly and know the exact time when the crop is right – whether that be ripeness, moisture content, or ground conditions. We should also take this same care in the thought of the harvesting of our time.

Now is the accepted time, not tomorrow, not some more convenient season. It is today that our best work can be done and not some future or future year. It is today that we fit ourselves for the greater usefulness of tomorrow. Today is the seed time, now are the hours of work, and tomorrow comes the harvest and the playtime.” W.E.B Du Bois

I love the quote above. As a civil rights activist and first African American doctoral graduate from Harvard University, W.E.B. Du Bois certainly understood the idea of harvesting as much out of the time we have available today – not for some other time that might be convenient. Even though I do not at all believe the socialist ideals that Du Bois did, particularly related to communism, I do share some of his other ideals. As Martin Luther King, Jr. said, “Du Bois was not afraid to speak his mind regarding what he believed was best for others.” W.E.B. Du Bois represents a great example of how leaders are not always liked by all.

An important lesson to be learned from Du Bois is the fact that he used every moment for accomplishing good. We must consciously decide what we want to spend our time on. Time is our most valuable possession. Our time on Earth is limited. Therefore, we must be productive, harvest our time wisely, and improve the lives of others.

Reflections From My Son On Martin Luther King, Jr.

Quotations From Martin Luther King, Jr.

Last weekend my son was doing homework and asked if he could discuss his answers to an assignment with me. Of course I was a willing participant. It turned out to be a great discussion and chance for me to learn just how values driven and principled my son had become.

It was a great English class assignment where the students were given nine quotes from Martin Luther King, Jr. and asked to react with what he/she believed the meaning of the quote was or how to use the quote to make the world a better place. I thought it was a great assignment for reflection. I was so blown away by our discussion that I asked my son if I could share his answers on my blog. He said yes! So, on this day that we honor Martin Luther King, Jr., here are some quotes and some reaction from my son, Heath:

“The ultimate measure of a man is not where he stands in moments of comfort, but where he stands at times of challenge and controversy.” ~ Martin Luther King, Jr.

This shows how a person should stick to his or her core values and principles when in a time of challenge. This quote is as good today as back in his time.

“We must learn to live together as brothers or perish together as fools.” ~ Martin Luther King, Jr.

This explains how we need to get along and not fight within. We need to be united and not be separate.Because if we don’t, we will all go down as fools. This is also a good quote to relate to today in our current political environment.

“A man who won’t die for something is not fit to live.” ~ Martin Luther King, Jr.

This just shows that we need to be willing to go all in on our thoughts and beliefs. As Patrick Henry said, “Give me liberty or give me death. The quote is saying they you need to be committed to what you believe in and be ready to die for it.

“Faith is taking the first step even when you don’t see the whole staircase.” ~ Martin Luther King, Jr.

This shows that you have to be comfortable even when you aren’t comfortable. You have to be able to take a chance even though you don’t know how the end result will be.  

“Like an unchecked cancer, hate corrodes the personality and eats away its vital unity. Hate destroys a man’s sense of values and his objectivity. It causes him to describe the beautiful as ugly and the ugly as beautiful, and to confuse the true with the false, and the false with the true.” ~ Martin Luther King, Jr.

We need to practice civilized disdain, where we understand each other’s differences and respect the different opinions of each other. This will allow us to work together and reach consensus.

“Nothing in the world is more dangerous than sincere ignorance and conscientious stupidity.” ~ Martin Luther King, Jr.

Do your research to know what all sides believe in and knowing the details of the issue.

“Injustice anywhere is a threat to justice everywhere. ~ Martin Luther King, Jr.

Even if we see an injustice of someone or something that doesn’t affect us personally we still need to be concerned and help those who are being hurt.

“I have a dream that one day…the sons of former slaves and the sons of former slave owners will be able to sit down together at the table of brotherhood.” ~ Martin Luther King, Jr.

He wanted all cultures and races to come together and understand each other and respect each other. 

“I have a dream that my four little children will one day live in a nation where they will not be judged by the color of their skin but by the content of their character. I have a dream today!” ~ Martin Luther King, Jr.

It doesn’t matter where you come from or what zip code you live in we all are fellow human beings. He wanted people to not judged by the race or color but by how good of a person you are and their skills and talents.

Hopefully you’ll take some time to reflect like we did. Today, we honor Martin Luther King, Jr., the de facto spokesman of the Civil Rights Movement, for his key role in directing our nation closer to its goal of equality for all.

MacGyver Intersectional Leadership

I don’t watch a lot of television, but tonight I have scheduled time to watch the new episode of MacGyver. I love the old, original show that ran from 1985-1992, but also really like the remake version. I can’t wait for the 8:00 start time for the show. MacGyver is the poster child of resourcefulness and core values. There really needs to be a little MacGyver in every leader.

There are times in our leadership careers when we are faced with unforeseen circumstances that don’t fit the usual textbook solutions. What we do at those times will go a long way to determine our success or failure. So, what can we do? We need to be be like MacGyver and look for the solutions, not look at the problem. I love watching him look around for what’s available and really out of context to the problem till he uses his knowledge and skill to put it all together. We need to encourage purposeful efforts to find unusual concept combinations to solve the opportunities we have.

Skills and talents are not labels, they are tools, ‘MacGyver’ tools that allow leaders to improve how their organization functions.  When organizations dare to move from a weakness-fixing organization to a talent-focused organization, they will enjoy improved productivity, greater efficiency, new levels of engagement, higher retention rates, and overwhelming organizational improvement.

Really, people are more likely to bring something new to the organization if they are not recruited to fill an established role. And if they are motivated and engaged, they will be able to find intersections between their skills and the organization’s needs.

If you notice, all the members of the Phoenix Foundation team on MacGyver all have different skills. If we want to generate intersectional ideas, we should seek and provide environments where we and our team members will work with people who are different from us. In The Medici Effect, What Elephants and Epidemics Can Tell Us About Innovation, author Frans Johansson wrote: “A sure path to inhibit your own creativity is to seek out environments where people are just like you.” We all come to the table with with different skills and we need to develop those skills and search for the intersections.

In Cracking Creativity, Michael Michalko describes taking “thought walks” in order to look for random combinations or get new, fresh ideas for solving opportunities. I compare this to how MacGyver walks around and looks for items to put together to form a potential solution. Michalko tells this story about a group that did a successful thought walk: “A few months back, a group of engineers were looking for ways to safely and efficiently remove ice from power lines during ice storms, but they were stonewalled. They decided to take a “thought walk” around the hotel. One of the engineers came back with a jar of honey he purchased in a gift shop. He suggested putting honey pots on top of each pole. He said this would attract bears. The bears would climb the pole to get the honey, and their climbing would cause the poles to sway and the ice would vibrate off the wires. Working with the principle of vibration, they got the idea of bringing in helicopters to hover over the lines. Their hovering vibrated the ice off the lines.” All of that from a jar of honey. Amazing, right?

We need to learn from MacGyver and step into an intersection of fields, disciplines, or cultures, and combine existing concepts into a large number of extraordinary new ideas. So let’s stop looking at the problem and use our skills and talents to search for solutions.

Unintended Consequences: Minimizing  the ‘Oops Factor’ in Decision Making

This guest post originally appeared on Forbes. 

Unintended Consequences: Minimizing 
the ‘Oops Factor’ in Decision Making

By Rodger Dean Duncan

“Unintended consequences” is the term for outcomes that are not the ones foreseen by a purposeful act.

When a manager consistently gives tough assignments to a worker who’s proven himself to be reliable, the go-to employee may begin to feel “penalized” by the additional load while the less reliable workers get a free ride. What was intended as a compliment and vote of confidence turns out to be an unwelcome burden.

In medicine, unintended consequences are called “side effects.” Have you listened carefully to television commercials for drugs? The list of side effects is often longer than the narrative promoting the medicine. Why would we be warned that a product purported to relieve a simple ailment may also produce paralysis, high blood pressure, thinning hair, skin rash, weight gain, blurred vision or even thoughts of suicide? Because the lawyers said so.

The old caution of “don’t operate heavy equipment while taking this medicine” seems to have morphed into “this pill will help your headache, but it also might kill you.” Caveat emptor indeed.

The fine print on an over-the-counter pain remedy I bought said it caused “irritability” in one in 10,000 users. It turns out that the first day I took one of those pills I was “irritable.” (I’m relying here on the assessment of an independent observer: my wife.) Irritable or not, I felt special. At that ratio there are fewer than 32,000 of us in the entire United States. We could rent Madison Square Garden and throw a party. The capacity of Madison Square Garden is only 18,200. But I’m confident a lot of us (at least those still taking the pain remedy) would be too grouchy to attend anyway.

I should be embarrassed to admit it, but sometimes I don’t bother reading the list of possible side effects. This behavior is risky, much the same as failing to read the terms and conditions on a contract before checking the box claiming to have read the terms and conditions. 

As Isaac Newton observed, “for every action there is an equal and opposite reaction.” In business, as in the rest of life, most every action we take has the potential for consequences we didn’t anticipate. Some of those consequences may be serendipitous, like the “accidental” invention of the Post-It® Note by the guy at 3M Company who brewed up a batch of sticky-but-not-too-sticky adhesive. And some consequences are unpleasant, like a profit-based bonus system that inadvertently motivates people to trim spending on maintenance and safety issues.

Is there an absolutely foolproof way to make decisions? No. But there are some common sense guidelines that can help:

1. Decide what to decide. Many decisions can and should be delegated to others. Not only does that give them the practice, but it enables you to devote attention to those decisions that legitimately require your laser focus.
2. Be collaboratively independent. Confer with subject-matter experts, but avoid getting mired in decision-by-committee. Solicit the views of credible sources, but be prepared to own your own decision.
3. Avoid information bloat. Tom Hanks’ character in “You’ve Got Mail” said it well: “The whole purpose of places like Starbucks is for people with no decision-making ability whatsoever to make six decisions just to buy one cup of coffee. Short, tall, light, dark, caf, decaf, low-fat, non-fat, etc.” Information overload can lead to analysis paralysis, which can lead to fuzzy thinking, which can lead to faulty decisions. Keep it simple.
4. Define your desired outcome. As we learned in Alice in Wonderland, “if you don’t know where you’re going, any road’ll get you there.” To the extent possible, clarify what your desired result would “look like.” Establish a handful ofSMART goals (Specific, Measurable, Attainable, Relevant, Time-bound).
5. Beware getting stuck in the thick of thin things. Most of the hundreds of decisions and choices we make each day are relatively inconsequential—which dental floss to buy, or which salad dressing to order. Save your decision-making energy for the issues that really matter.
6. Don’t expect perfection. Gather the best information available. Weigh the pros and cons of your options. Then decide. You’re unlikely to have all the answers, or even all the questions. And you can’t anticipate every possible consequence. Just be ready to build your wings on the way down.

Again, most decisions come with no guarantees. But remember this uncomfortable reality: failing to make a decision is, in itself, a decision. With consequences.

***********************************

Rodger Dean Duncan is bestselling author of LeaderSHOP: Workplace, Career, and Life Advice From Today’s Top Thought Leaders. Early in his career he served as advisor to cabinet officers in two White House administrations and headed global communications at Campbell Soup Company. He has coached senior leaders in dozens of Fortune 500 companies.