Byron's Babbles

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.

Advertisements

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.

 

Doing More With Less: Avoid Fake Work

Hey This guest post originally appeared on Forbes.

Doing More With Less: Avoid Fake Work

By Rodger Dean Duncan

In a question-and-answer session following a recent speech, I was asked the following question: “How should we respond when we’re constantly asked to do more with less?”

My answer might not have been particularly comforting, but it was honest: “The challenge to do more with less is industry agnostic,” I said. “Virtually everyone everywhere is being given that challenge. And I expect that will be an ongoing mantra far into the future.”

Judging by the expression on the questioner’s face, I suspect that wasn’t what he wanted to hear.

But I wasn’t finished. The good news, I told him, is that the “do more with less” challenge presents a golden opportunity for smart, proactive people.

Most anyone can do less with more. That’s a no-brainer. Doing more with less requires strategic sorting of priorities. It’s fairly common for business people to tell me that in their organizations “everything is a priority so, therefore, nothing is a real priority.” That’s the equivalent of saying you’re too busy driving to stop and get gas.

One of the most useful ways to sort priorities is to launch a relentless search for fake work.

Fake work is work that’s not explicitly aligned with the strategies and goals of the organization.

Now let’s be clear. Most fake work is not deliberate. Most fake work is perfectly well intended. People who engage in fake work—and that’s most of us at least some of the time, and some of us most of the time—just don’t notice that what they’re doing is not producing intended outcomes.

It’s not that people doing fake work aren’t busy. They’re often very busy. But they mistake activity for results. And working hard is not a barometer, because you can work very hard and still be building a road to nowhere.

You might be doing fake work because you were told to do it. You might be doing fake work because you’re rewarded for doing it.

Fake work thrives when needed results are not clearly and thoughtfully articulated. Fake work thrives when people don’t honestly challenge the value of their activity.

Companies often set expectations, write job descriptions, and review performance in ways that actually promote fake work. This means you can follow directions, complete your assignments, and even get promotions—while spending most of your time on fake work.

Here are some warning signs that people in your organization may be building a road to nowhere:

 People are unclear about company strategy and the things that are most important to accomplish
 The connection between strategy and work is fuzzy
 Hard work is failing to produce results that measurably matter
 Meetings lack clear purpose and seem to waste time
 Despite long distribution lists on emails, it’s unclear who really needs or uses the information
 Offsite meetings often provide distraction, not value
 Some projects suck up a lot of time and other resources, then die a slow death or are killed outright for lack of interest
 People do a lot of paperwork because, well, everyone does paperwork

Of course there are lots of other signs on the road to nowhere. You could make a list of your own.

Most people don’t want to do fake work. Most people want to feel that they’re making positive contributions to meaningful accomplishments.

Remember: Fake work can be invisible because it often masquerades as real work. (Real work is critical activity that explicitly aligns with key goals and strategies.) In this age of everyone trying to do more with less, it’s more important than ever to identify fake work, eliminate as much of it as we can, and replace it with real work.

Here are five quick tips for focusing on real work:

1. Be clear about strategy. Don’t mistake mission for strategy. Mission is about purpose. Strategy is the plan to accomplish the purpose. Make sure job descriptions explicitly focus on work that matters most.
2. Use meaningful metrics. A common cause of fake work is not knowing what results are required and when they should be achieved.
3. Beware the activity trap. Fake work prospers when people are uncertain about priorities. Don’t let busyness overwhelm emphasis. Again, focus on the work that matters most. For example, if a regularly-scheduled meeting fails to produce valuable results, remove it from the calendar.
4. Treat communication as a communal task. Check and double check to ensure that your message was received and understood. Seek feedback. Listen to it. Communication about work issues needs to be simple, clear, compelling, and often repetitive.
5. Understand the people around you. Some people have a knack for handing off projects just when the work gets hard and accountability is on the line. Others invent new projects to prop up their reputation. The key is to recognize how other people’s behavior can cause fake work, hen figure out how to avoid falling into the fake work traps they’re setting. Equally important—and possibly even more difficult—is assessing whether you are the one who’s creating fake work for others.

When you’re asked to do more with less, regard the challenge as an opportunity. Your strategic approach to priorities will set you apart from the complainers and establish a positive example.

That should come in really handy at promotion time.

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

Rodger Dean Duncan is bestselling author of LeaderSHOP: Workplace, Career, and Life Advice FromToday’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.

A Focus on What Is Working

The following is an excerpt from Building Resilience with Appreciative Inquiry by Dr. Jeanie Cockell and Dr. Joan McArthur-Blair

A Focus on What Is Working

By Dr. Jeanie Cockell and Dr. Joan McArthur-Blair

In a problem-based world, it is very challenging to keep a leadership focus on what is working. We believe that focusing on what is working matters as a practice that builds appreciative resilience. Leaders are bombarded by problems every day. A focus on what is working pulls them out of that mindset of problem- and deficit-based thinking to begin to see what is right and what is good inside a team or an organization. Joan worked for a president who made this a practiced part of her leadership. She started every meeting with the question “What do we have to celebrate?” As Joan and other leaders in the room shifted their mind-set to uplift the stories worth celebrating, the entire feeling in the room shifted. The thinking shifted from “We have problems” to “Yes, we have problems needing to be solved, but we also are doing some things right.” 

This particular leader had several catastrophic events occur within the organization in a short period of time. Joan always noted that she started every conversation during those very difficult times with some version of celebrating the skills of the people handling those events.

Focusing on what is working inside a team or organization builds resilience for the individuals and the group by constantly reinforcing a drive to be excellent, not because of fear, but because their successes are celebrated. Celebrating what is working is like depositing resilience into an emotional bank account for later use. This bank account helps leaders deal with uncertainty, fear, and stress. In a crisis, a leader can tell others, verbally or through action, that their jobs, livelihood, and reputation are on the line, or they can share what is working well and uplift the drive of people to repair and rebuild.

It takes a conscious and mindful effort to focus on what is working. It takes the practice of pausing and thinking through the situation from multiple perspectives and asking powerful questions. This practice is easier in hopeful times, and we suggest that these are the times to begin the practice. If leaders practice a focus on what is working in hopeful times, they will find it much easier to do when a crisis arises. It is difficult to focus on what is working in times of despair, yet it is possible if one has practiced in times of hope. As leaders move through the element or state of despair, it is very difficult not to assign blame, seek justice, dole out retribution, or withdraw. In forgiveness, one must hold what is working close to one’s leadership heart, because a focus on what is working and forgiveness are linked together. Without leaders focusing on what is working or on what is possible, forgiveness cannot happen. 

Focusing on what is working well is a practice that trains leaders to seek out the appreciative stance and, in doing so, discover what can be built on and taken into the future.

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

About the authors 

Dr. Jeanie Cockell and Dr. Joan McArthur-Blair, co-presidents of leadership consulting firm Cockell McArthur-Blair Consulting, are the co-authors of Building Resilience with Appreciative Inquiry. The veteran consultants’ latest book explores how leaders can use the practice of Appreciative Inquiry to weather the storms they’ll inevitably encounter and be resilient.

Puzzling Leadership

As you know, the first step in putting a puzzle together is to look at the picture on the box to see what the completed puzzle will look like. As a leader, we need to have a vision (picture) of the final product, and what it is you are trying to accomplish. But, what happens when the puzzle pieces are blank and there is no picture on a box?

It is extremely difficult, if not impossible, to put a puzzle together if you do not know what the picture looks like. It is also difficult to be a good leader if you do not know what you are trying to accomplish. But, if there is a vision and plan the leaders can create the picture and paint the picture one puzzle piece at a time.

I witnessed this yesterday at our Carolinas gathering of our Noble Education Initiative 3D Leadership Program. Our theme for the day was “Setting The Leadership Table.” The main activity of the day involved telling the story. The only catch was that participants had to tell the story by planning and doing a luncheon telling the story of the North and South Carolina schools with the decorum, appetizers, salad, main course, and dessert. There was a budget provided and the participants had two hours to plan, go get supplies, prepare the food, decorate the room, and have their story ready for stakeholder guests to arrive for the luncheon. Here was the agenda for the day:

I loved the planning discussion that ensued. Here are phrases and things that were said that jumped out at me during the discussion:

Now, back to the puzzle metaphor. The participants decided to use a puzzle through line for the luncheon. Genius! Here’s the cool part; the same rules of making a puzzle applied to leadership and successful completion of the project. Here are the steps:

Step #1-Have a vision, know what you want to accomplish

Step #2-Get to know your group members. Interestingly, we talked about this in our “what did you learn” time afterward. It was discussed that the event would not have been near as successful back in January when the group came together for the first time.

Step #3-Identify leadership qualities you will need to be an effective leader

Step #4-Follow the guidelines

Step #5-Understand your importance, where you fit, and what you have to offer. This was a topic many reflected on following the luncheon.

So, here’s the deal: everyone had responsibilities and had to complete a puzzle piece and write the story for their school’s part of “Team Carolina.” I also was asked to complete a piece of the puzzle representing Noble Education Initiative’s (NEI) role in the puzzle of support for the Carolinas.

What we found was that creating the puzzle pieces for our puzzle used the same leadership principles needed for forming an effective team. When forming a group of individuals into a team, you must first figure out the following:

  • Strengths, What are the individual strengths of each one? How can the strength of one, build up the weakness of another?
  • Shape, What does each individual bring to the table as far as expertise and knowledge? Just like a puzzle piece each one will have something to share to the greater picture or vision your trying to create.
  • Edges, Which individuals define the shape and scope of your vision? There will be some that will have definitive edges that will build the foundation of your team, therefore making the picture clearer to all who view it.
  • Odd shapes, Which individuals appear, at first , not to fit into the picture? There will be those that don’t look like they are going to fit or add value to our vision or picture. Sometimes, these are the very pieces that end up truly fitting in and adding a lot of value to the team, making the overall picture clearer.

As I watched the participants put their pieces together and tell their school’s story, they did a great job of keeping the overall picture in view. So many times we lose focus on the overall picture and what do we do? We start to panic and cram pieces together. This is when we are no longer leading but are dictating and mission creep begins to take over. Or even worse, we begin to lose puzzle pieces, and we all know what’s it’s like to put a puzzle together with missing pieces.

The beautiful thing is, that when we do get all the pieces together we have created a beautiful picture, a real team (not just a bunch of individuals), and a true network of schools. How is your organization’s puzzle coming together?

“Big Boy” Leadership

This week I went to Nashville, Tennessee with a group of great colleagues from Noble Education Initiative to put on a day of professional development for Trevecca Nazarene University. The day was amazing, and there was some great learning that went on. Really it comes down to being student centric – whether that student is a college pre-service teacher or a pk-k-12 student in our schools. We must deliver our best each and every day.

Our professional development covered the topics of “A Day In The Life Of Our Indy Schools,” Social Emotional Learning, Restorative Justice, and our Eight Step Process for Continuous Academic Improvement. Plus, we started the day with Mr.& Mrs. Potato Heads and participants making their Potato Heads answering the question: what does education look like on you? At the end of the day, participants had the opportunity to reflect and change their potato head answering the statement: now I look like this. Here is the agenda we used for the day:

On the way down to Nashville we saw signs for Frisch’s Big Boy. Since all six of us seemed to have some affinity or fond memories of going to Frisch’s Big Boy, it was decided that is where we would eat on the way home. Needless to say, I was excited because there is just no better hamburger than the Super Big Boy.

On the way home it became quite fun searching for our Big Boy location. Of course, I became “Big Boy” because I am a “Big Boy.” And…I couldn’t wait to get my picture taken with the iconic Frisch’s Big Boy. In fact, the group was so kind to buy me one of the “Big Boy” banks. It is now a treasured item on my desk.

Then I got to thinking about the principles and core values that guided Dave Frisch, the founder of Frisch’s Big Boy restaurants. He founded on the idea of great food, a great work environment that was fun for employees, and a place of integrity. Who could argue with this?

As I did a little Big Boy studying. I found that Frisch’s Restaurants, Inc. use the value of being “Guest Centric.” Being in the field of education this was interesting to me because we use the term “Student Centered” a lot. I like the “guest centric” terminology better, however, because it refers to internal and external guests. The internal guests are employees. Frisch’s wants to provide its best service and support to its employees. I’ve always said in education we need put teachers first so we can put students first. I love that Frisch’s says, “We will be our best every time by delivering our best and being guest centric to our internal and external customers.” I believe this speaks to empowerment, engagement, and professional growth and development of staff, regardless of the industry we are in.

Frisch’s also has a core value of treating everyone as family (employees and customers), too. Their restaurants have a very diverse workforce and customer base. Frisch’s supports each team member through teamwork, coaching and development, fair treatment, and mutual respect.

Do you practice “Big Boy” leadership?