Tag Archives: power

Shades of Gray

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White Painted Textured Background With Brush StrokesIt seems far too common these days to find headlines that reflect an apparent lack of ethics in leadership. How does this happen? What has led to what some might consider to be an ethics crisis among leaders? Is it power? . . . ego? . . . a lack of morals? Undoubtedly in some cases, it is one or all of these things. In other cases, however, the issue is not so black and white.

Choices between right and wrong are fairly easy. It’s making choices between two “right” answers that gets a bit trickier . . . where each possible choice reflects a core value of the organization, and a decision has to be made regarding which value should take precedence in a given situation. Suddenly, a leader may be faced with a whole lot of gray.

Should decisions be made in the best interest of . . .

. . . the individual or the organization?

. . . short-term or long-term impact?

. . . responsibility or loyalty?

. . . duty, rights, virtue or relationships?

It all depends on where you are standing, the perspective you choose, as you weigh the options.

When external rules or expectations would direct an organization to take a course of action that would not be in the best interest of a specific individual, what is an organization to do? Look out for the individual and risk some degree of sanction for the organization? Perhaps . . . if you used an individual lens. What if such sanction would impact the organization’s ability to serve other individuals in the future, would that change the decision? Does the degree of harm — to the individual or the organization — factor into the decision? So many shades of gray.

Leaders have to deal, often on a daily basis, with the messy reality of competing demands, pressures, expectations and values. Courses of action that may seem clear in hindsight are often mired in a gray fog at the point a leader must choose a path forward. That is simply the reality of leadership. So how does one make the “best” ethical decision?

  • Clearly articulate organizational values and the predominant perspective the organization will use to guide decision-making. For example, “we will act in ways that sustain the organization for the long term.”
  • Engage in transparent dialog to gain a variety of perspectives. At times, a leader may not even recognize there could be other perspectives to consider. Voicing the dilemma, encouraging feedback, and discussing options can help clarify the path forward.
  • Step back from the issue at hand. When you look at any decision too narrowly it can keep you from considering the full implications of a decision. Ethics can be a slippery slope when you look at individual decisions in isolation.

Know your values and priorities, openly discuss the tough decisions, and look at the big picture. The answer still may not be black and white, but taking these steps can help a leader reduce the shades of gray.

Golden Leadership

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golden-leadershipWhat does one write in a leadership blog the day after one of the most contentious, divisive national elections in recent history? We need more leaders. I’m not talking about individuals who covet positions of leadership for the perceived power and prestige such roles might bring. I’m talking about people who feel compelled to step up to the plate, right where they are, to change a circumstance.

True leadership is not about a position. It is about having a purpose, and how you treat others on the way to fulfilling that purpose.

Which should be a source of encouragement, regardless of whether you are excited, anxious or in a bit of a stupor about the results of yesterday’s election. You can step up and take a leadership role, right now, right where you are, to work toward an improved circumstance. How?

For starters, listen. When was the last time you truly listened to someone who had a perspective different from your own — not with the goal of telling them why and how they are wrong, but to try to understand where they were coming from? You aren’t going to change someone’s perspective simply by shouting louder or questioning their intelligence, and you won’t make the best decisions by only listening to those who already agree with you. Granted, part of leadership is making decisions that won’t please everyone, however if you can allow those with a different perspective to feel heard, and treat them with respect, it is likely you will gain followers even if they don’t agree with every decision you make.

Secondly, be willing to question your thinking. No one is “right” all the time. And just because a decision might have been the best solution with one set of circumstances, when variables change sometimes the most appropriate response changes too. I’m not suggesting that you don’t hold true to your values and purpose. You absolutely should. However rigidity and an unwillingness to consider new information or to look for a “third way” doesn’t expand your influence or strengthen your position, it only makes it harder to accomplish your goal.

Finally, take the plank from your own eye before you go after the speck in someone else’s. Pointing fingers, being judgmental or condescending or patronizing lessens your own credibility more than that of those you are calling out. Again, that does not mean you should condone inappropriate actions or downplay your values, but somewhere along the way it seems we checked respect at the door. You can disagree with someone, or make the hard decisions, while still being respectful.

 Bottom line, the golden rule really is still golden. Treat others the way you want to be treated. If you are less than enthusiastic about those seeking positions of leadership, be a role model of the kind of leader you want. On this “day after” my challenge to each of you is simply this . . .

Be a golden example.

Catching the Wind

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Power Generating Windmill

I’m at a conference this week, and my head is spinning … in a good way. Even on the plane on the way here, I dove into a book on strategy that had been on my reading list forever. As so often happens, it seems I was supposed to read it at this point in time, because the book is now littered with tabs highlighting ideas that are relevant for our organization right now. Between the book, networking with colleagues, and listening to compelling speakers, my mind is bursting with ideas that could help move my organization forward. It’s like a big gust of wind that turns the blades of a windmill.

As a leader, we really are a bit like a windmill for our organizations. The gale of a new idea can get our blades moving in such a way that energy can be generated throughout the entire organization. And the best way to catch the wind is stand tall and stretch in multiple directions. Unfortunately, far too often, when times get tough leaders hunker down and turn their focus inward. It’s almost like they’re rolling up their blades to conserve energy . . . Except what they are really doing is lessening the chance that they will be able to take advantage of a jet stream of inspiration that might be headed their way if they would only stretch out to grab it. How many times is a learning opportunity like a conference the first thing to go when times get tight . . . or you feel too overwhelmed by the crisis of the day to read an insightful book or article . . . or you convince yourself you don’t have time to pick up the phone and ask for the input of a respected colleague? A lonely pole standing on a hillside doesn’t generate much energy.

Sure, you have to use discretion. It’s interesting to me that “old time” windmills, like the one on my farm when I was growing up, had about 10 relatively short, closely placed blades. Today’s wind turbines usually have only three far-reaching arms, and yet they generate far more energy than the earlier versions. Likewise, today’s leaders have to focus in a few key areas to have the greatest impact. Trying to be all things to all people (i.e. sending short blades in all directions) may keep you spinning, but rather than generating more energy that tactic only serves to wear you out. If I tried to go to every conference or workshop for which I received an invitation, I would never be in the office. And the list of books I would like to read would probably take me years to get through. As a leader, you have to pick your few key areas of focus — absolutely — but once you have done that, don’t pull in your blades when times get tough, or because someone questions if that’s a good use of your time and resources. Reaching out may be the best way to find the ideas, and build the momentum, that will power your organization for years to come.

It’s a leader’s job to catch the wind and propel your organization forward. And to do that, you have to reach out.

The Power of AND

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ANDTake a moment and consider how your leadership perspective might change if the words “but” and “or” were banned from your vocabulary . . .

That would mean you could never again say things like:

“What our client really needs is “X”, but we could never get “Y” to pay for it.”

“Do you want me to look at the big picture, or deal with the details?”

“Sure that sounds like a great idea, but let’s be practical.”

“But” and “or” limit your potential. They are creativity killers. They require trade-offs. They feed into a scarcity mentality. “And”, on the other hand, is about abundance. It is about stretching your thinking in new ways, and considering multiple possibilities. It’s about not stopping when you run into the first closed door . . . or even the second.

Make no mistake, infusing “and” in an organization can be challenging . . . some might even say not realistic . . . and yet it’s worth the effort to stick with it. When you reach a tipping point, when “and” becomes part of your culture, a new energy is released and exciting things start to happen. “And” attracts the kind of people who reach for more, who aren’t willing to settle, who have an inner drive to live your mission. Don’t believe me? Consider two organizational approaches to the same situation . . .

“This family really needs X, but our contract won’t pay for it.” (Depressing dead end, right?)

“This family really needs X, and our contract won’t pay for it, so how else can we help them get their needs met?” (Feel the energy, and the permission to be creative?)

Same situation. Change three letters — but to and — and suddenly staff are at least thinking about different options, peering outside the box to look for new possibilities. No one broke any rules, or ignored reality, they simply didn’t view the current situation as an end of the discussion. Which organization do you think is going to attract the most passionate, motivated staff — the game-changers who can ultimately help your organization succeed?

If you want “and” people in your organization, it is up to you to role model “and” behavior. Try it for a week. Stop yourself every time you respond to a challenge with “but” or “or”, and consider what new possibilities might present themselves if your approach was “and.” At the end of the week, reflect on your outlook, your energy, and your accomplishments.

Good week? Things seem to fall into place? Enthused about pursuing a new idea?

That, my friends, is the power of “and.”