Tag Archives: impact

“Experts” Need Not Apply

Posted on by
1

ExpertHave you noticed how many “experts” there are out there today? No matter what the problem/challenge/opportunity before you, there is an expert who has an answer. That might seem like a great thing, and it can be in some cases. I’m just not at all sure that “experts” make the best leaders. Let me explain.

Experts know a lot about the thing they know about. In fact, I have run into many an expert who thinks they have THE answer about their area of focus. And that is exactly the problem. When you become an expert, when you have THE solution, you quit gathering new information, considering additional possibilities, or calculating the impact of changing variables. You have devoted years of effort to create an amazing hammer . . . and as a result, everything starts to look like a nail.

If an expert doesn’t make the best leader, who does? A life-long learner. It is fine to be a life-long learner with a lot of experience — in fact, that is highly desirable. So what is the difference between an expert and a life-long learner with a lot of experience? The former thinks they have found the answer, the latter is continually looking a better solution. The best leaders are seekers — not in terms of the “what” of their mission, but certainly in terms of the “how”.

Even when it appears they are at the top of their game, a leader committed to learning is always looking for ways to improve, to extend their reach, to have a greater impact. How?

  • They listen. To those who receive their services, those who provide their services, the “experts” who are happy to offer solutions, and others in the field . . . all of whom can contribute to a greater understanding of the issue at hand.

 

  • They challenge. Even when their organization enjoys great success, and it would be easy to sit on their laurels or pat themselves on the back, they are looking for a better way — either through small tweaks or bringing an entirely new approach to their efforts.

 

  • They don’t put limits on their thinking. It doesn’t matter if a concept comes from a different industry, from someone with no experience, or if it seems “impossible” given the current environment. “Why not?” and “What if” are regular parts of their conversations.

The best leaders continually expand their understanding. They can have a great deal of expertise, but always consider their efforts a work in progress. “Making it,” being an “expert” is a stopping point. Learners don’t stop. Who do you think is most likely to move your organization forward?

Breaking Away from the Herd

Posted on by
Reply

Horse

In today’s world, where best practice and evidence-based practice and the push to achieve specific performance measures are often heralded (and funded) as THE path to success, it seems we have lost sight of the fact that while these things may be effective in achieving one specific outcome, they are not the panacea for organizational impact or finding new ways to solve stubborn challenges.

I’m not saying there is no value in “best practice.” I think there is. We have trained our staff in six different evidence based practices, and I believe they are an important part of our success . . . but no more so than our willingness to also try new, untested, creative strategies for overcoming our biggest obstacles. When we stop looking in new directions because others have chosen to fund and build rules around following one single path we, in effect, give up on finding new, perhaps better, solutions. Are you willing to sacrifice that possibility for the comfort of following the herd?

As Gary Keller and Jay Papasan noted in their book The One Thing, “Anyone who dreams of an uncommon life eventually discovers there is no choice but to seek an uncommon approach to living it.” Translated into organizational language, if we want to have an uncommon (new/breakthrough/life-changing) impact on those we strive to serve, it is unlikely we will get there by simply following the “standardized” path. We have to break away from the herd and chart our own course. Granted, that sounds great in theory, but it can be much harder in actual practice. For example . . .

Our organization provides services to struggling children and their families. We are paid to provide services to kids. We believe the best way to have a lasting positive impact on a child is to serve the whole family — in fact, the first item on our list of “how we do things around here” says “The client is the family system.” We are paid to provide services to kids. So we have to make hard choices about investing in a new path, one that we believe will yield better results for our young people, even if the current rules and funding are a deterrent to forging that path.

If being successful were simply a matter of following the status quo, we wouldn’t need leaders, just obedient followers. The leader’s challenge is to determine when to follow the proven path and when you need to step out in a new direction — because to do any less would be to settle for stopping short of your mission.

Maybe it’s time to take a deep breath and break away from the herd.

Acquiring a Taste for Sausage

Posted on by
1

Sausage On A ForkWhile I’m not a picky eater, I have never been fond of sausage. I attribute that to the fact that I’m a farm girl . . . and probably know just a little too much about what goes into sausage. Apparently, I’m not the only one.

I’ve often heard the legislative process compared to sausage-making, and I would put state-wide or national “systems change” in the same category. In each case, there are lots of different parts involved, and it’s not a pretty process, so it seems an apt comparison. Given that, why would a leader — who presumably has more than enough balls in the air inside their organization — go looking for other messy, time-consuming processes to insert themselves into outside their organization? No, insanity is not the word I was looking for here. Mission impact is.

Large-scale systemic change has the potential to impact far more lives than individual organizational actions, but it is not a task for the faint of heart. It takes the conviction to stand strong on principles, but be flexible on details . . .The patience to listen to divergent points of view and find common ground on which to build . . . The perseverance to invest the time and energy to wade through the sludge to get to a palatable product on the other side. And that can be a high price to pay when leaders are more often measured on their short-term outcomes than their long-term impact. (Okay, so maybe insanity is the right word.)

And yet, as I write this blog on an election day, the sentiment of “if you don’t participate in the system, you don’t have the right to criticize it” comes to mind. Is someone really a leader if he or she continuously points out the flaws in a system, and yet does nothing to try to impact change within that system? Don’t those who turn to us for care deserve to have us dream big dreams on their behalf, even if it means we have to put up with a bit of pain and suffering in the process? Think about it. If we aren’t around the table, how do we know that someone else will protect our mission on our behalf?

As I’ve mentioned in previous blogs, I think sometimes leadership comes down to doing what your gut keeps telling you to do, even when you really don’t want to do it. Because the bottom line is, it’s not about you. It’s about the mission.

So for those leaders who like to move at a fast pace, who perhaps lack patience, and like to be in control . . . maybe the best way to make a lasting difference is to take a deep breath, and acquire a taste for sausage.

Avoiding the Collaboration Camel

Posted on by
Reply

Bichon maltais blanc assis & coquin sur fond blanc

Collaboration is currently a major push among non-profit and governmental funders, and I believe working collectively with complementary organizations can be a powerful force for positive change. If that sounds like a bit of a qualified statement, it is. Notice I said “can be” not “is”, and that positive change comes in partnering with complementary organizations, not just any organization.

Collaboration is a means to an end. It is something you do to reach a clearly stated goal. It is not (or at least in my opinion should not be) the goal in and of itself. Collaboration does not mean any organization in the community that offers a certain type of service has to be included in the discussion, nor does it mean every party has an equal part to play in the effort. Lastly, collaboration does not mean that the “big fish” takes all the risk, but all parties share equally in the rewards.

Let me reiterate, I think collaboration, when done well, can be extremely effective in addressing complex, multi-layered challenges. Unfortunately, all too often, it is not done well. I have seen far too many instances when the pressure to collaborate has led organizations to spend untold hours on efforts that merely spin in circles, rather than gaining traction in moving toward the goal. And then there are the committees where participants give lip service to collaborating while also trying to grab maximum gain for their own organization rather than working for the common good, contorting the original goals in strange directions. As the saying goes, a camel is a horse designed by committee . . . and I’ve seen a lot of camels lately.

So how do you avoid wasting your resources on a collaboration camel? First of all, pick your partners carefully. Shared values are ideal, or at the very least a shared understanding of the goal, the risks and the rewards are critical for a successful collaboration. As much as possible, it should be an “effort among equals” where each participant is aware of what they bring to the table, and how their contribution complements the other participating organizations in meeting the stated goal.

Secondly, you have to be willing to lay your cards on the table with all the collaborative partners. Resist requests for a meeting before the meeting/meeting after the meeting/side meeting. These are usually made by those looking to contort things for the benefit of their own organization (read camel makers). Open, transparent communication is critical for effective collaborations. Yes, that sometimes means having hard discussions within the committee, which builds far more trust than side conversations going on around the meeting.

Third, no matter how committed you may be to the collaborative goal, you also have to keep your organizational limits in mind. Sometimes, the answer simply has to be no . . . to continuing the collaborative effort if everyone isn’t playing by the same rule book . . . to walking down a path that may look good on paper but isn’t sustainable in practice . . . to agreeing to an effort that will divert you from more important strategic goals, just so you can look like a “team player.”

The impact that can come from a strong collaborative effort is too important for you to settle for anything else. Besides, there are enough camels out there.

Don’t be Afraid to Turn the Page

Posted on by
Reply

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.

A Roadmap for How . . .

Posted on by
Reply

Vintage compass

 

Today as I was going through a file related to our organizational strategy, I ran across a document from more than seven years ago related to my expectations for senior staff. I think this document is as relevant today as it was when it was written because it focuses more on the “how” than the “what.” Unfortunately, in our fast-paced world, the “what” changes not only from day to day, but often from hour to hour. For that very reason, the clearer you can be on your “how”, the more your staff will have a roadmap to guide their actions and allow them to respond to situations quickly and with confidence. I share these expectations not because I think they will be a fit for every individual or organization — they won’t be — but to challenge you to consider what you would include in a “roadmap for how” for your organization. In my experience, you can get to your destination much faster when you have a map.

 

DDR Expectations of Senior Leadership Staff

The quick and dirty . . .

  • Treat others as you would like to be treated
  • Always take the high road
  • No surprises
  • We have to be the grown-ups

Probably more what you had in mind . . .

  • I expect they are fully committed to the mission and vision of the organization and that they exemplify agency values in their interactions with individuals, both internal and external to the organization.
  • I expect they have the baseline knowledge necessary to fully carry out their job, or have developed a plan for acquiring baseline knowledge.
  • I expect the driving factor in decision-making is what is in the best interest of the agency as a whole, not personal or departmental priorities.
  • I expect the work within their area is consistent with, and supports the fulfillment of, Chaddock’s strategic and operational plans.
  • I expect when they come to me with a challenge, they will also come with potential solutions for consideration. My job is to offer guidance and feedback, not “solve their problems”.
  • I expect them to balance short-term urgency with long-term importance.
  • I expect them to be accountable to their team, including me, in carrying out their job responsibilities, and recognize that the decisions of one team member impacts the rest of the team.
  • I expect communication among the team, and with me, to be proactive rather than reactive, identifying upcoming decisions/activities before they occur rather than reporting afterwards.
  • I expect them to make the hard decisions in a thoughtful, caring and timely manner. I also expect them to understand that I’ll do the same, and although they may not always agree with my decisions I expect them to support them.
  • I expect them to look out for their team members, and raise concerns or observations in a supportive manner when appropriate. I also expect that they are receptive to the feedback from their team.
  • I expect them to model transparency in their actions, and foster two-way communications throughout the organization. Hierarchy is not a hideout.

Button, Button, Who’s Got the Button?

Posted on by
Reply

ButtonIf we are honest with ourselves, we all have buttons . . . those things that might not seem like a big deal to other people, but which drive us crazy. Maybe someone interrupting others in a conversation pushes your buttons, or people who focus on the negative even in the best of situations. For me, it’s people who are chronically late. I’m not talking about a one-time unique circumstance (after all, life happens), I’m talking about those people who consistently think a deadline is a guideline, or that the start time of a meeting is a general target. In my book, persistent tardiness is rude and, especially in a work setting, missed deadlines are unprofessional. Now I realize our culture has gotten much more lax about such things . . . so call me a rebel, I believe punctuality is important.

The funny thing is, we have a tendency to try to hide our buttons, rather that letting those who work with us know what they are in advance. I don’t know, maybe people have this illusion that by the time you get to position of leadership you should be “button free.” Reality check — if there is someone out there who is immune to having buttons, I have yet to meet them. But buttons don’t need to be seen as a major character flaw to be hidden (provided you don’t have 47 of them, or they cause you to treat others badly), but rather as a part of your unique make-up just like your gifts and graces. If fact, trying to hide your buttons can have a negative impact for everyone involved. Think about it . . . you will likely get aggravated with those who have, perhaps unwittingly, repeatedly pushed your buttons, and they may be totally unaware they were doing something that bothered you.

How much better is it for those who work with me to know in advance that I’m a stickler for deadlines than to strain our relationship just because they don’t place the same value on timeliness that I do? Likewise, I will do things out of respect for my colleagues “quirks” not necessarily because those things are important to me, but because it makes working with them go much more smoothly.

Have you taken the time to learn the buttons of those you work with most closely? If not, you may be doing something that is silently driving them crazy. And while any single “button push” may not seem like a big deal, the cumulative affect can have a significant impact on your working relationship, and ultimately your organization’s success.

Being sensitive to people’s buttons may seem like a little thing that you don’t have time for, but the most effective leaders realize that it’s the little things that can have the greatest impact on undermining or energizing your efforts — buttons and all!