Tag Archives: culture

Bad Leaders

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bigstock--174355768No one intends to be a bad leader. And yet, it seems there is no shortage of individuals in positions of leadership who fall short of what we would call a “good leadership.” There are plenty of resources out there that outline the traits of a good leader, but far less focus on what happens to result in someone being considered a bad leader. Knowing what to avoid, however can be as instructive to a leader as knowing what to strive for.

Fundamentally, there are two kinds of bad leaders — those who are ineffective, and those who are unethical. Ineffective leaders may have noble ends in mind, but they fall short on the means they use to get there. Unethical leaders may be very effective (in that they accomplish their intended goal) but the ends they are working toward, or the means they use to get there, may be illegal or immoral.

Let’s start with the ineffective leader, because they are far more common. These individuals are working toward a noble cause, they just are not able to achieve the results needed to get there. Why? I’m sure we could fill pages with the ways that leaders are ineffective, but let’s start with the big “Cs.”

  • Communication. This is probably the number one reason why leaders don’t succeed. They fail to clearly communicate their vision. That doesn’t mean they don’t talk a lot, it just means they aren’t conveying a clear, concise, consistent message.
  • Culture. Ineffective leaders often don’t focus enough on “the way we do things around here.” Expectations, accountability and transparency can slip off course pretty easily if not tended to. If the leader doesn’t really listen, treat people with respect or live out the organizational values, the culture will follow suit.
  • Courage. It is hard to make the decisions that lead to success. There is risk, and pushback, and uncertainty, and sometimes it feels safer for a leader to stay in a comfort zone and not rock the boat quite so much. Such a leader might not accomplish the ultimate goal, but they’re still plugging away, right?!!

While many of us think we would never fall into the unethical category, it can be a bit of a slippery slope. To what degree to the ends justify the means? There are also several “C’s” on the path toward unethical behavior, and each step in this direction makes the next one easier to take.

  • Conceit. When leaders start to believe that they know better than anyone else, that they are smarter, and above the rules that apply to everyone else, they are starting down a dangerous path.
  • Callus. Unethical leaders have little concern for the impact of their actions on others. They see “collateral damage” as the cost of success, because their goal is more important than the impact they may be having on others.
  • Corrupt. By the time an unethical leader reaches this point, the other two C’s have often convinced them that there is a justifiable reason for their inappropriate, immoral or illegal activities. Few leaders start here, but sadly some end up here.

When you “C” it this way, perhaps the lines between good leaders and bad don’t seem quite so clear cut. Bad leaders provide a cautionary tale for those of us striving to be good leaders. We just have to be willing to “C” the difference.

The Culture of Innovation

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bigstock-142999232Innovation has become the business buzzword du jour of late. The business press is filled with articles and guides on how to be more innovative. And while there are nuggets of insight and helpful information scattered among the books and articles, I think those well-meaning authors who try to boil innovation down into a 5-step plan short-change their readers.

Innovation is not a 5-step plan. It is a messy paradox of contradictions, and there is not one “right” way to do it. Innovation can be about tweaking something to make it more effective or developing a totally new concept. It requires structure and flexibility. Urgency and patience. It requires one to chart a clear path, and have a willingness to press ahead without knowing the final destination. It is energizing and exasperating. Perhaps most importantly, it is not a set of tasks, it is a culture that develops over time.

I’m not suggesting that every organization has to be innovative. Much of the world is designed to reward coloring inside the lines. In many ways, that is a safer, easier approach and individuals can build successful, rewarding careers by leading within established guidelines. And even within organizations noted for being innovative, significant portions of their operations may follow a more traditional approach. So what is different about innovative organizations? Their culture.

Culture is “how we do things around here” — what we believe and how we think, feel and behave. Is it okay to challenge someone up the organizational hierarchy? What does the organization lead with . . . people or profits, mission or metrics? Now please hear me . . . all four are important components of success . . . an innovative company still has to be able to keep the doors open. A culture of innovation, however, has to have a higher tolerance for the messiness of trial and error and the fluidity required to maximize the unique gifts and graces of people scattered throughout your organization.

John Kotter’s concept of a dual operating system visually captures what this type of culture may look like, with part of an organization functioning in a more traditionally hierarchical way, and other parts much more fluid, drawing from all areas of the organization. In such a culture, it is okay — it feels safe — for someone with more front line experience to tell someone from an administrative function that their idea simply won’t work (respectfully, of course) and then offer their suggestions for a better approach. Good ideas are the great equalizers, and there is a spirit of productive experimentation as opposed to “this better work or else . . .”

Building a culture of innovation doesn’t happen with a pep talk or a plan. It happens based on your approach, your attitude, and your willingness to act . . . one step at a time. Maybe you’d better get started!

Stepping Out on Faith

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steppingoutinfaith

“When you get to the end of all the light you know and it’s time to step into the darkness of the unknown, faith is knowing that one of two things shall happen: either you will be given something solid to stand on, or you will be taught how to fly.” ― Edward Teller

As much as people like to think that leadership is about vision and strategy and building a solid culture and high-performing teams — which, of course are all part of it — there seems to be far less focus on the role that faith plays in effective leadership. While some use the term more generically, as in “I have faith (confidence) in my team to make the best decision”, I believe for many leaders faith from a spiritual sense is also a key driver in their success.

For me, these two types of faith are intertwined. Faith in my people comes from experiencing first-hand their commitment to our clearly articulated values and operating practices (SMAC me), which are built on a foundation of faith. While having confidence in my team is important, I don’t think that is the kind of faith that Edward Teller was referring to in the quote above. Rather I think he is talking about the nudges, the feeling in your gut (divine guidance), the tug on your conscience that compels you to make a decision, even when you don’t know exactly how that decision will play out.

In my experience, you often have to “step into the darkness” before a door will open, or a path will be made clear. For leaders who like to be in control of a situation (that’s not just me, right?!?) making a decision to take a leap into the unknown can cause more than a few sleepless nights. I absolutely believe that when I seek His guidance, God will provide. I also believe He expects us to do our part — which to me means planning, considering scenarios and financial implications, etc. Unfortunately, it’s a bit trickier to figure out when you have reached the threshold of “doing your part.” Because sometimes (okay many times) stepping out in faith involves a fairly healthy level of risk. It is one thing to take that type of risk for yourself, but leaders often have to take such risks on behalf of their board, their staff, and all who turn to them for care — which is an even heavier responsibility.

So how do you know if the tug on your conscience really means you are being called to step out in faith? While I make absolutely no claim of being an expert, in my experience when there is something that you really don’t want to do, and you have done everything you can to rationalize a different course of action, and your gut still won’t quiet down, it’s time to step out in faith. Some of my most “visionary” decisions really weren’t so much about MY vision as the confidence that there was a plan, which would become clear if I would just move forward along the path.

Is it time for you to take that step?

Culture Eats Strategy

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PacMac

“Culture eats strategy for breakfast.” — Peter Drucker

Amen! When it comes to organizational success, culture can make the difference between reaching your goals and falling short . . . as Mr. Drucker pointed out, more so than strategy, and I believe more than hard work or innovation. Yes, it takes a clear vision, dedication, and creative ideas to succeed, but culture provides either the gas to move those things forward or the steady leak that will cause them to sputter to a stop.

The trouble is, culture is a hard thing to wrap your arms around. It can be incredibly powerful but hard to define . . . it’s about attitudes, beliefs, behaviors, and norms that are reinforced over time . . . it’s the “urban legends” and unwritten rules that informally get passed on to individuals throughout the organization. Simply describing your intended culture doesn’t make it so. Rather it is philosophy and actions, repeated over time, that shape culture.

My agency is situated on a large campus, similar to many college campuses. When I first joined the organization, part of the culture was that you did not walk on the grass — you walked on the sidewalk to get to where ever you needed to go, even if that was not the most direct path. I don’t think I ever saw that rule written any where, it was just the way we did it here at Chaddock. To this day, twenty years later, and even though I had a hand in trying to change that aspect of our culture, I still occasionally twinge when I see someone cut across the grassy parade ground to get to another building. That is the power of culture.

So how do you change a culture if you can’t really define it or measure it, and you can’t dictate it from “on high”? First and foremost, I believe you have to identify a few key behaviors that you and your team consistently model. If you want to build a culture of transparency, for example, you need to repeatedly demonstrate an openness to sharing the good, the bad, and the ugly with your staff and board, rather than simply cherry-picking the information that paints the picture you desire. Pick one or two behaviors for your team to start with, and when they gain traction you can add a couple more.

Secondly, you need ask questions and listen. Why are staff carrying out a process in a way that makes no sense to you, or resisting a change that will make their lives easier? If you approach the question with the assumption that they are intelligent, well-meaning people who want the best for the organization (thereby modeling a culture you would like to foster), you are more likely to have the patience to peel back the layers to identify the reasoning behind their behaviors. “We’re required to do it that way,” is one we’ve had to battle. It seems like a plausible response given the vast number of external regulations that govern our work, but once you dig down a bit . . . Who requires it? . . . Could we look at the current rules and see if that is still the case? . . . we have sometimes found that the parameters we thought we had to work within no longer (and maybe never did) exist. As a result, a simplified process can be put into place without the resistance that comes when staff feel like you simply don’t understand the impact of a decision on a rule that “they know” they are required to follow.

Trying to shift a culture is a case of needing to go slow to go fast. Changing “the way we do things” takes time and patience but, given the momentum that you can gain as you go, it actually takes far less time and energy than battling well-intentioned resistance or fixing issues that have arisen because of attitudes or behaviors that are not aligned with who you want your organization to be.

While a leader can’t “make” a culture happen, if we want to effectively implement strategy then being aware of, and taking steps to positively impact, organizational culture should be at the top of your priority list.

It’s time for breakfast.