Hatching Change
One of the things I am always saying is that I do not like the words, “buy-in.” It has been my experience that if you have to go get buy-in for some new initiative or change, you have already failed. Done correctly, the buy-in should happen organically as the change or initiative is being planned. As Ken Blanchard said in Simple Truth #22, “People Who Plan The Battle Rarely Battle The Plan” of Simple Truths of Leadership: 52 Ways To Be A Servant Leader and Build Trust, Making Common Sense Common Practice by Ken Blanchard and Randy Conley, “…people have a hard time getting behind an organizational change effort they have had no part in creating” (p. 61). That’s why I am such a believer in the Vantage Points Model (MG Taylor Corporation). The Vantage Point Model reminds us that we should gather as many stakeholders from different points of view as possible (philosophy, culture, policy, strategy, tactics, logistics, and tasks). Blanchard went on to tell us that, “When they [people] can play a part in implementing the plan and are allowed to express their concerns and contribute their ideas and feedback, they are more likely to align behind the plan and help accomplish it” (p. 61). Thus my point about “buy-in.”
If we have been inclusive during incubation phase of the change process or initiative building, then there should already be buy-in because it was the group’s initiative to start with. If all those with a stake in the change or new initiative have been represented this will get us to a better product in the end. I have witnessed initiatives in schools fail, that were good ideas, because teachers and/or students were left out of the incubation phase. After the hatching the change or initiative I heard, “That was a good idea, but failed because no-one asked the ones (teachers) that would be implementing it. We could have told them to do x, y, and z and it would have worked.” There were so many times when I was a teacher or principal that we had some school process we needed to correct or create and almost every time that we got stuck trying to figure it out, it was the students who would come up with the solution that actually worked.
So next time you need to hatch change, don’t forget to gather representatives from all groups that will be affected by the change.
Inviting Instead Of Commanding
Ken Blanchard said, “Servant leaders know people want to be part of the team. They invite their people to follow them in a side-by-side working relationship that the people have had a part in creating” (p. 59) in Simple Truth #21, “Servant Leaders Don’t Command People To Obey; They Invite People To Follow” of Simple Truths of Leadership: 52 Ways To Be A Servant Leader and Build Trust, Making Common Sense Common Practiceby Ken Blanchard and Randy Conley. We know that leading by title does not work. We also know that command and control does not work.
Relationships, walking the talk, skills, and results make you a leader. Titles should confirm leadership but they can never bestow it. The weight of many leaders I have encountered titles has made them forget that those titles do not account for the wisdom to evolve. It’s like the principal who forgets what it was like to be a teacher. Or, the person leading principals who was never a principal. Leadership should be about inspiring people to believe in themselves, to believe in their gifts, to believe in their potential, and to believe in something much greater than their own self-preservation.
The essence of the great servant leaders I’ve witnessed has been a positive team environment, honest/transparent communication, helps, engages, and appreciates. Remember, leadership is earned through behavior.
Leading With Love
“I believe servant leadership is love in action” (p. 55). Ken Blanchard said this in Simple Truth #20, “Love Is The Answer. What is The Question?” of Simple Truths of Leadership: 52 Ways To Be A Servant Leader and Build Trust, Making Common Sense Common Practiceby Ken Blanchard and Randy Conley. For the last couple of years I’ve been thinking about and discussing love as the key to best serve those in our lives. The Bible verse Blanchard chose to reference here written by Paul the Apostle to Corinth, Greece is a great. Check it out:
4. Love is patient, love is kind. It does not envy, it does not boast, it is not proud. 5. It does not dishonor others, it is not self-seeking, it is not easily angered, it keeps no record of wrongs. 6. Love does not delight in evil but rejoices with the truth. 7. It always protects, always trusts, always hopes, always perseveres. 1 Corinthians 13:4-7 | NIV
Regardless of your beliefs, that’s a pretty good, what I would call “Leading With Love” statement. Think about the self-serving leader(s), the antithesis of servant leaders, that you have worked with. Blanchard told us they are envious, brag a lot, and certainly aren’t very patient. My experience is they are the ones that continually tell you how they are not all those things. We all have pieces of Paul’s call to serving with love that we need to work on, or at least I do. Are you leading with love?
From Subordinary To Partner
Ken Blanchard said, “Face the fact that your people already understand that you don’t know everything.” (p. 53) in Simple Truths of Leadership: 52 Ways To Be A Servant Leader and Build Trust, Making Common Sense Common Practiceby Ken Blanchard and Randy Conley. I could name you a handful of people who call themselves leaders who have not faced that fact. In fact, I’m not sure they know they don’t know everything. As a person who is comfortable being the dumbest person in the room, Simple Truth #19, “No one of us is as smart as all of us,” reminded me how important it is to surround ourselves with great and creative minds and then actually listen and appreciate their input.
When we work alongside each other, recognize each other’s strengths, and hear each other ideas evolve and progress ensues that would be tenuous when done alone. Blanchard pointed out that there are self-serving leaders who have no idea what their people are capable of and that they are capable of much more. Or, as I have experienced in the past, won’t turn you loose to do the things that play to your strengths. We must remember that “everyone’s contribution is needed and appreciated” (p. 53). Don’t let your best people leave because they want to be a partner and not a subordinary person.
Working Smarter
Ken Blanchard said, “It’s about preparing and training their people to do their own work, then getting out of their way so they can achieve their goals” (p. 51) in Simple Truths of Leadership: 52 Ways To Be A Servant Leader and Build Trust, Making Common Sense Common Practiceby Ken Blanchard and Randy Conley. In Simple Truth #18, “Don’t work harder; work smarter,” we are reminded that delegation after we have developed the right people is the smart play. It’s important to find efficient ways to help those we serve tackle their tasks and achieve their goals.
If you’ve ever tried to put “Don’t work harder; work smarter” into action for yourself or others, you know it’s not always as easy as it sounds. Finding ways to get more done while keeping our owner and those we serve stress levels low often proves to be more difficult than it seems. One thing I believe leaders need to do is reduce the to-do list noise will provide a laser-focused team the energy and creativity needed to produce the best results.
Then it becomes about optimizing how projects are approached. We are empowered when we are given the appropriate autonomy to make decisions and get the wrk done on our own and even have the space to make mistakes and learn from them. We must not forget, however, that we must take the time to build up our team’s strength and morale. This must be true development, not just a motivational video clip played at the end of a Friday staff meeting. In order for all this to work, teams must be fully developed and have the technical skills/knowledge to do the job. Are you working smarter?
We Should Not Need Trumpet Lessons
We were taught to catch ourselves doing things right in Simple Truths of Leadership: 52 Ways To Be A Servant Leader and Build Trust, Making Common Sense Common Practiceby Ken Blanchard and Randy Conley. In Simple Truth #17, “It’s Okay To Toot Your Own Horn,” we we given two really good points:
- “When people appreciate what you’re doing, don’t say, ‘Yes, but…’ Instead tell them you appreciate their noticing” (p. 49).
- “Along the same lines, when someone pays you a compliment, simply smile and say, ‘Thank you.’ Don’t disagree with them – that’s like telling the person they don’t have good judgement or aren’t very smart” (p. 49).
Those two points are great personal growth reminders and things I need to continually work on. These remind us to not be modest to a fault. If we underrate your own abilities, it’ll be hard for anyone else to recognize them. We need to give ourselves credit for our expertise.
When reflecting on the metaphor of tooting your own horn, however, I believe it is a leaders responsibility make sure those they serve do not need to take trumpet lessons. Instead we need to development a community where everyone is noticed for their contributions. We all know people who get ahead because they are gifted artists at the practice of getting the boss’ recognition—even if others have done most of the work. And we’ve seen the boss’s that don’t have the awareness to see through this. Then, in many organizations, those with their heads down doing the work are overlooked. It is a leaders responsibility to find these people. It is about awareness. Great teams shine the light on each other when they deserve it.
Becoming Humble
Last year in Leading Like Charlotte’s Web I wrote, “Wilbur was humble. ‘Why did you do all this for me?’ Wilbur asked. ‘I don’t deserve it. I’ve never done anything for you.’ ‘You have been my friend,’ replied Charlotte. ‘That in itself is a tremendous thing.’ People respond well to humility because it shows that you place yourself at the same level as others, and not above them.” I am also reminded of Drybar’s seventh core value: “7. Nothing is sexier than honesty and humility! Arrogance and cockiness are gross. Actions speak louder than words. Be sexy.” I wrote about those core values in Core Values Are The Heart &Soul. Humility does not show weakness or confidence. It shows we recognize something pretty obvious – no one knows everything. The great leaders know what they don’t know and understand there are things they don’t know they don’t know. But, learning from and with others, asking questions, and asking for help are hallmarks of an effective and humble leader.
Giving others credit when things go well and taking full credit when things do not go so well were considered the hallmarks of a servant leader in Simple Truth #16, “People With Humility Don’t Think Less Of Themselves, They Just Think Of Themselves Less”, in Simple Truths of Leadership: 52 Ways To Be A Servant Leader and Build Trust, Making Common Sense Common Practiceby Ken Blanchard and Randy Conley. We are at a time when I hope more will become more humble. Especially when it comes to intellectual humility. We need to open our minds to learning. With intellectual humility we become wiser. It is really about realizing that we can learn from opposing views and have more constructive discussions, even when we disagree. Practicing intellectual humility allows us to be less judgmental of others.
Ask, Don’t Assume
I’m always amazed at how many leaders think they know what the people they serve want, need, or motivates them. In fact I discuss a lot that we need to ask not guess. Many times providing the wrong things is worse than nothing at all because it proves you have not taken the time to get to know those you serve, or their needs. Ken Blanchard reminded us of this when he said, “Motivate your people in an effective and personal way” (p. 43). Loving those we serve is all about personalizing for each person’s needs.
In Simple Truth #15, “Never Assume You Know What Motivates A Person”, in Simple Truths of Leadership: 52 Ways To Be A Servant Leader and Build Trust, Making Common Sense Common Practice by Ken Blanchard and Randy Conley we learned that “The reality is that people have personal reasons for what motivates them” (p. 43). If we are serious about building relationships, ask, don’t assume
Stop Look & Listen
I have always tried to imagine myself more as a helper instead of leader. Hopefully this keeps me grounded and lowers the power differential between myself and those I serve. We must remember that the people we serve or those seeking help are in a position in which they must be able to trust in our knowledge and guidance. Ken Blanchard told us that “When your people are your focus, they know they are part of a team and are motivated to give you their best efforts” (Blanchard & Conley, 2022, p. 41). This was a great reminder in Simple Truth #14, “The Best Use Of Power Is In Service To Others”, in Simple Truths of Leadership: 52 Ways To Be A Servant Leader and Build Trust, Making Common Sense Common Practice by Ken Blanchard and Randy Conley.
People need to feel safe and secure before they can bring their best selves to the workplace and in order to be able to do their best work. If left to itself, the power differential can get in the way of those we serve sense of safety. Building relationships is key here. I once had someone remind me that we need to lead like we are at a railroad crossing – stop, look, and listen! Which in turn enables us to learn how to be best help those we serve.
What Does Success Look Like?
“They’re not sure how to please their boss, how to behave around their teammates, or what a good job looks like” (Blanchard & Conley, 2022, p. 39). Ever been there? I’ll bet many of you reading this have experienced this. Or, after listening to a leader pontificate about all her great values have someone lean over to you and say, “All talk! She doesn’t actually do or live out any of that.” I have experienced this all first hand and it’s not a good place to be. We all need and deserve to know what the expectations are and what success looks like. In fact, that is one of my favorite questions to ask: “What does success look like?” And, as we work shoulder to shoulder with those we serve, we need to model the expectations. As a teacher, principal, and superintendent I always said, and still do, that our students will live up to our expectations – so, let’s set them high and model them.
Then in Simple Truth #13, “You Get From People What You Expect”, in Simple Truths of Leadership: 52 Ways To Be A Servant Leader and Build Trust, Making Common Sense Common Practice by Ken Blanchard and Randy Conley reminded us that expectations are so much more than words. We were also reminded that “You must walk your talk, or your words are meaningless” (p. 39). This really resonated with me as I have always been such a believer in modeling by walking the talk and walking the walk. In fact I have a picture in my office of penguins walking the talk. I used it as the feature photo of the blog post Walking The Talk! and am using it again for this post because it means so much to me and is such an important reminder. We need to paint a very clear picture for all those we serve, by walking the talk, of what success looks like.
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