Tag Archives: gifts and graces

Sail Your Ship

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Sailing To The Sunrise“A ship in harbor is safe, but that’s not what ships are built for.” — John A. Shedd

Easy enough to say about a ship, but what about your organization? How long have you been anchored in the same spot? Sure you keep the deck swabbed, work hard to keep things shined up and even test the sails on a regular basis . . . but how long has it been since you really sailed?

Think about it . . . what was your organization built for? Probably not just hanging out in waters that feel safe. Oh, I understand the hesitation . . . and you’re right, you likely will encounter gusting winds, choppy waters and even a storm or two . . . you may end up drifting into uncharted waters and there is a chance you’ll end up somewhere entirely different from where you thought you were going when you set sail.

All true. But what was your organization built for? I’m guessing it was not to do what is easy, or safe, or free from stress (who needs a leader for that?). To accomplish important goals, you have to push off from the shore and follow the navigational beacons.

  • Use your mission, vision, and values as your compass. Early captains may have used the stars to keep them on course. Your mission, vision, and values are equally reliable in helping ensure you are heading in the right direction.
  • Focus on the destination, not a specific route. Things rarely go exactly as planned. If you are focused primarily on how you intend to get somewhere rather than where you are going, it will be much harder to adapt to changing currents.
  • Count on your crew. If you have built a well-rounded team, you will have a range of gifts and graces to aid you on the journey. Ask their opinion, listen to their insight, and let them help you steer the ship.
  • Know how to cut through the waves. When things get choppy, commit to a path and go. You may choose to head straight through at a good steady speed, or cut to one side or another . . . but rest assured, proceeding slowly or waffling midway through will result in a rough ride for everyone.
  • Go. Studying charts, looking at the forecasts, and getting advice from others are all well and good, but the only way you are going to get anywhere is to start. Even if you’re uncertain. The only guarantee is what will happen if you never cast off. You’ll be safe, but you won’t succeed.

So take a deep breath, and sail your ship.

 

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!

Leadership Lessons Born in a Manger

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This blog was originally posted December 23, 2014. It’s message is as timely for leaders today as it was then. Wishing you and yours a very Merry Christmas.

Nativity Scene

How many leaders today could even fathom their impact being felt throughout the world for more than 2,000 years? Truly, from the most humble of earthly beginnings came the greatest leader that any person could strive to emulate. In this Christmas Season, as we celebrate Jesus’ birth, it seems most appropriate to reflect on a few leadership lessons born in a manger.

  • He was humble, yet would not be deterred from his mission. Twenty centuries later, Jim Collins would describe this as Level 5 Leadership — a paradoxical blend of personal humility and professional will. Jesus set an unreachable bar in terms of knowing it was not about him, but it was up to him. Just because the bar is unreachable doesn’t mean you and I shouldn’t strive to follow his example and make sure the focus stays on the what, not the who.
  • He never lost sight of the big picture, or the importance of little things. Here was a man who clearly knew how things ultimately needed to unfold. In spite, or perhaps because, of that he took time for the little things — an individual conversation or blessing, a meal with friends — that would forever impact those he touched. How many of us either get consumed by the what-ifs, or distracted by the details, and ultimately diminish our impact?
  • He recognized, and built on, the gifts and graces of his team. With all due respect, it was a rather motley crew that he called to serve as his disciples. And then there was Saul (before his conversion to Paul). Seriously, who among us would bring someone who was persecuting us into the fold? And yet, Jesus saw the gifts and graces within each of these souls. Are we as leaders willing to look beyond the safe bet, the likely candidate, to build on the potential hidden in unlikely wrappers? How might we extend our mission reach if we took that risk?
  • He took time to renew his spirit. I know, I know, we don’t have time to step back . . . demands are coming from every direction . . . our staff are seeking guidance . . . a deadline is looming . . . Um, hello, Jesus had to deal with, among other things, 5000 hungry people, a panicked staff, and two loaves and fishes, and yet he still found time to be by himself. If the Son of God needs time for rest and renewal, do you think maybe, just maybe, we mere mortals could improve our performance by taking a deep breath every once in a while?

Clearly, I am no theologian . . . but I do consider myself a student, and one who has barely scratched the surface of the many leadership — and life — lessons born in a manger so many years ago. As you listen to the carols, and perhaps walk past a nativity set, I hope you’ll take a few moments to reflect . . . not only on the babe in the manger, but also on the rich lessons His life holds for all of us who are called to lead. May you and yours have a most blessed Christmas Season.

How Will They Know?

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Christmas Tree and Gifts. Over black background

Have you ever noticed that moments of insight, or reminders, often come in the most unexpected of ways?

Last weekend my boys were home from college, so they had the opportunity to help out a bit as I started decorating for Christmas. I am, perhaps, a bit enthusiastic about this task. As my oldest son finished setting up the third tree he commented, “That’s the last one, right?” “Almost, there is one more little one for the porch.” To which my son replied, “Mom (insert eye roll here) . . . they will know we are Christians by our love, not by the number of Christmas trees we have . . .”

We both chuckled at his comment, but it echoed in my head all weekend. How often, as leaders, do we get so caught up in what we are doing . . . the meetings, the projects, the initiatives, the never-ending to-do lists . . . that it seems to overshadow the why? Sure we often need all those things to accomplish the why, but if we are not careful, over time, we can focus so much on the details of the new endeavor, overcoming the identified foe, reaching projections, that we forget why we were doing all of that in the first place. Is it to grow by X%, to capture more market share, to bolster our own ego?

I hope not. I hope that you started on the leadership odyssey because you believed in something . . . something that tugged on you in such a way that you could not sit on the sidelines . . .that you saw important work and knew you had the gifts and graces to move it forward. And I hope that mission still drives you, because that is what will keep you going among all the minutia that is required along the way. Sure, we all occasionally get consumed by the “stuff” of leadership, but when that happens I challenge you to ask yourself, “How will they know?”

How will your people know your “why”, the mission that compels you, and hopefully your entire organization, forward? Will they know it through your words and actions, or are they left to draw their own conclusions? Do you talk frequently and openly about the underlying purpose of why you are doing what you are doing? When your people see you keeping the “why” front and center, they will be encouraged to do the same. Not only that, but leading off discussions with the why also opens up possibilities that might not be considered if people are only focused on a task, rather than a larger mission.

Meeting performance indicators doesn’t tell people your “why” any more than a fourth tree does. If you are going to accomplish great things you, and your people, have to be clear on the why. So the question remains . . . how will they know?

Give Thanks with a Grateful Heart

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give-thanks

On this day before Thanksgiving, it is of course a time to reflect on what we are grateful for — and for many of us, family and friends top the list. But do we, and individuals and leaders, truly recognize, deep down inside, how blessed we are?

I’ll never forget a Thanksgiving celebration with a gym full of hungry souls listening to a youth choir when a young girl, probably about 10 years old, stepped up to the mic and, her lone voice strong and clear, sang “Give Thanks With a Grateful Heart.” This child had experienced more pain and suffering in her young life than many of us will ever know and yet, on that day, her sincere expression of thanks humbled everyone in the room. I want to be that kind of grateful.

The challenges of being a leader today cannot be denied. Ever-changing regulations, economic and financial volatility, business models that are no longer sustainable, never mind personnel challenges … feel free to add your own crisis du jour. Serious? Quite possibly. Something you have to deal with? Absolutely. Overwhelming? That depends. If you spend all your time staring at the challenges before you, it may feel that way. If you compare them to the many blessings you enjoy, maybe not so much.

How you think about things — the context in which you view them — determines their impact on your life. And the things you focus on most, grow in your minds eye. I don’t know about you, but from where I’m sitting that’s a pretty good argument for focusing on the things for which you are grateful. As a leader, you have a special responsibility in this area because your focus also becomes your people’s focus. Think back to a time when you were especially stressed … I’m guessing your people soon started mirroring your anxiety. Likewise, when you’re cruising on all cylinders it’s amazing how much your organization can accomplish.

I’m not suggesting you become a Pollyanna leader or ignore the difficult things before you. I am suggesting that in the midst of those things you also recognize the many gifts and graces you have been given to tackle such issues head on … creativity, a can-do spirit, a strong and diverse team, individuals outside your organization who are willing to lend a hand (feel free to add to the list.) When viewed through the lens of a grateful heart, “oh poor me” melts away and is replaced by a spirit of “we’ll figure it out.” That is the quiet confidence that comes with a grateful heart. Think of where our world would be if more of us approached our roles with that perspective.

So that is my wish for you this Thanksgiving. Look around at the things cluttering your desk and your mind. Take a deep breath and say out loud, “we’ll figure it out.” Then give thanks, with a grateful heart.

Leadership Lessons Born in a Manger

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Nativity Scene

How many leaders today could even fathom their impact being felt throughout the world for more than 2,000 years? Truly, from the most humble of earthly beginnings came the greatest leader that any person could strive to emulate. In this Christmas Season, as we celebrate Jesus’ birth, it seems most appropriate to reflect on a few leadership lessons born in a manger.

  1. He was humble, yet would not be deterred from his mission. Twenty centuries later, Jim Collins would describe this as Level 5 Leadership — a paradoxical blend of personal humility and professional will. Jesus set an unreachable bar in terms of knowing it was not about him, but it was up to him. Just because the bar is unreachable doesn’t mean you and I shouldn’t strive to follow his example and make sure the focus stays on the what, not the who.
  2. He never lost sight of the big picture, or the importance of little things. Here was a man who clearly knew how things ultimately needed to unfold. In spite, or perhaps because, of that he took time for the little things — an individual conversation or blessing, a meal with friends — that would forever impact those he touched. How many of us either get consumed by the what-ifs, or distracted by the details, and ultimately diminish our impact?
  3. He recognized, and built on, the gifts and graces of his team. With all due respect, it was a rather motley crew that he called to serve as his disciples. And then there was Saul (before his conversion to Paul). Seriously, who among us would bring someone who was persecuting us into the fold? And yet, Jesus saw the gifts and graces within each of these souls. Are we as leaders willing to look beyond the safe bet, the likely candidate, to build on the potential hidden in unlikely wrappers? How might we extend our mission reach if we took that risk?
  4. He took time to renew his spirit. I know, I know, we don’t have time to step back . . . demands are coming from every direction . . . our staff are seeking guidance . . . a deadline is looming . . . Um, hello, Jesus had to deal with, among other things, 5000 hungry people, a panicked staff, and two loaves and fishes, and yet he still found time to be by himself. If the Son of God needs time for rest and renewal, do you think maybe, just maybe, we mere mortals could improve our performance by taking a deep breath every once in a while?

Clearly, I am no theologian . . . but I do consider myself a student, and one who has barely scratched the surface of the many leadership — and life — lessons born in a manger so many years ago. As you listen to the carols, and perhaps walk past a nativity set, I hope you’ll take a few moments to reflect . . . not only on the babe in the manger, but also on the rich lessons His life holds for all of us who are called to lead. May you and yours have a most blessed Christmas Season.

Don’t be Afraid to Turn the Page

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Open book

Sometimes the hardest time, and yet perhaps the most important time, to make a change is when you are starting to feel really comfortable. Your team is firmly in place, you are making progress in extending your mission reach . . . sure you have the typical day-to-day drama, but overall it feels like pretty smooth sailing . . . why in the world would you want to change that?

Quite simply, because change is inevitable. Either you make it, or someone else will make it for you. Somehow over the years, change has gotten a bad rap. Sure it is uncomfortable for a period of time, but if you as a leader have focused your energy on building a clear vision and strong organizational capacity, change is what will lead your organization to exciting new chapters.

Over the course of the last year, we have had several mid and senior level leaders move on to other pursuits, or shift their roles within the agency. Some had the opportunity to fulfill long-term ambitions . . . going into full-time ministry, moving across the country to be closer to family, taking early retirement . . . others were asked to take on a new challenge within the organization to maximize their gifts and graces and further extend our mission reach. In talking to one of these individuals, she captured what I think at least some of our staff were feeling when she said, “It feels like a page is turning for the organization.” She is right, and that’s not a bad thing. The only way to move through a story is to turn the page. No matter how good one particular passage feels, the story ends if you aren’t willing to look towards what comes next.

The amazing thing is, the next page may be even better. Just as a plotline builds over time, I believe our success today is a result of the solid foundation set by those who came before us. And when you turn the page, the “characters” you have been developing have the chance to grow and expand their impact in new and exciting ways. You will never know what these emerging leaders could bring to your organization if they aren’t given the room to blossom.

Will their story line look exactly like the leaders several pages back? Of course not. But the challenges — the twists and turns in the plot — you face today may require a different type of leader than was needed in the last chapter. Not better or worse, just different.

There’s an incredible story waiting to unfold, but it only happens when you aren’t afraid to turn the page.

Playing Chess

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Chess Players

I believe one of the responsibilities of a good leader is the ability to play chess . . . not the kind with pawns and rooks, but the strategic kind where you assess the gifts and graces of those on your team, consider your organization’s long-term strategic goals, and place your key “chess pieces” into pivotal positions several moves in advance of when they need to be there. To be most effective, you have to place them where the “other player” (be that a service recipient, a funder, a referring agency, a competitor, or any combination thereof) is likely to be two turns down the road, not where they are now. In addition, you have to keep your long-term strategy clearly in mind and understand the capabilities of each “piece” so you can respond to, but not be swallowed up by, the moves of the other player(s).

In my experience, there are a few guiding principles you have keep in mind if you want to master organizational chess:

1) You have to be clear on your long-term strategic goals. And please note, responding to a change required by a funder is not “your” long-term strategic goal – it’s your funder’s. You want to play offense in chess, not defense, because once the other player has you in checkmate, you’re sunk.

2) You have to understand the gifts and graces of your current and emerging leaders. I don’t just mean what they do well in their current role. Step back and look at what makes their eyes light up. What are they uniquely passionate about? What type of projects do they “run with” and consistently exceed your expectations? It is important to note that someone can be very capable at a task and not be passionate about it. (That’s the difference between skills and gifts and graces).

3) You have to be willing for your moves to baffle others, and occasionally that even includes the people being moved. But if you’re clear on your goals, you understand the unique capabilities and insights your staff bring to the table — which we refer to as gifts and graces — and you listen to your gut, you really can give Bobby Fischer a run for his money.

The other thing to keep in mind is that chess is a game of long-term strategy. If you need an immediate win, chess is not your game. But as you look down the horizon at who will be taking leadership roles and guiding your organization into the future, you have a unique responsibility to work the board, and move your ”pieces” into positions where they can have the greatest impact — whether it takes one move or four. Mastering chess requires the quiet confidence borne of experience and the insight to anticipate a move before it is made. No doubt a tall order . . . if it was easy, everyone would be playing chess.