Tag Archives: team

Seeing It First

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Businessman with binoculars spying on competitors.As leaders, we have the rare privilege and responsibility of peering through the fog to view the destination ahead. We have to see it first, and then help our teams embrace the path if we are to have maximum impact for our organizations. Of course, the way forward is rarely clearly marked or smoothly paved — if it were, there would be no need for a leader! How, then, does one go about clearly seeing the destination so you can bring it into focus for your team?

  • You won’t find your path by looking behind you. It is good to understand where you have been, and how that experience has shaped your team’s skills and potential. However, once you have identified these things, looking harder at the past does nothing to illuminate the way forward.
  • Use your mission as a compass. There is so much noise out there today, telling you that you “have to” go one way or another . . . here is the easy path . . . this route has the surest funding . . . “everyone” is going this way . . . Listen to what others are saying, but check your compass before you choose a trail.
  • Robert Frost had it right. Sometimes taking the road less traveled can make all the difference in extending your mission reach. There is some degree of risk in virtually every decision. If you understand your team’s unique gifts and graces, and you are clear on your mission, what may look like a risky option to others may actually be the most calculated and reasonable path forward.
  • Look up! You can’t see the mountaintop by looking at your feet. There is a time for checking your footing, but that time is not when you want to bring the destination into focus. You can be standing in one spot and see two totally different things depending on which direction you are looking. Look up.
  • Describe it, in detail. A leader can often see things from his or her vantage point that are not obvious to those on the front lines. It is our job, once we see the destination, to describe it in such a clear and compelling way that our staff members can see it too and are excited to make the trip with us.

Regardless of how foggy it may seem, an opportunity is out there. Before an organization can rally its efforts toward reaching the destination, however, a leader has to see it first.

Seeing the Curve Ball

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Baseball Pitcher Throwing focus on BallLast night, I went to my nephew’s baseball game. From where I was sitting, in an elevated position on the third base side of the field, it looked like some of the batters were taking rather poor swings at the pitches. Of course, had I bothered to move to a position behind the plate and level with the batter, I would have noticed that the pitcher had a pretty impressive curve ball. I couldn’t see that from my vantage point however, all I could see were the swings. As a leader, are you aware of how many curve balls your team is being pitched on a daily basis, or do you only notice that they aren’t getting as many hits as you expected?

In all likelihood, your team is dealing with a fair number of curve balls, change-ups, and drop pitches. They know how to hit the fastball. They know how to adapt to fluxuations in the strike zone. But sometimes, that curve ball is going to get them. When that happens, do you as the leader/coach yell at them to keep their eye on the ball and try harder? Do you shout the standard words of encouragement from your perch on the hillside? Or, do you investigate what is really going on so you can help your team member respond more effectively in the next at bat.

It’s easy to say “of course” you would want to see first-hand what is going on, but do we really? After all, leaders have their own curve balls they are trying to deal with, they are working on the line-up for the next inning/big project, they are talking to players about how to adjust their position in the field, never mind all the chatter and advice from the crowd that is going on in the background. Can’t your players just figure it out and hit the stinking ball?

Sometimes, really seeing what your people are dealing with is hard. You have to put the four other things you are thinking about on hold to focus on helping your players identify the adjustments they can make to predict, and effectively respond to, the inevitable curve ball. That may mean you need to change your perspective so you can see the situation more clearly, or ask them about their experience rather than assume that you know what happened. There could be any number of variables affecting their performance that you could be totally unaware of unless you ask.

It is hard to see a curve ball from afar. So get in there, support your team, let them learn from your experience. Helping your players hit the tough pitches out of the park not only adds to the team’s score . . . it’s a leadership homerun as well.

Making Pie

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Apple And Pear Pie

There is an old, rather ragged-looking, but very prolific pear tree in our yard. No matter how wet or dry the year, this old tree cranks out buckets and buckets of pears. Until recently, we just sort of accepted the tree as part of the yard. The dogs liked the pears, it was a bit of a pain to mow around, but all in all we didn’t really think much about it . . . until this year, when my husband gave an acquaintance a bucket of pears and to show her thanks, she gave us a pie . . . pear pie. Amazing!

Pear pie??? That’s the reaction of nearly everyone I mention it to. Virtually no one has heard of pear pie. But believe me, just because you haven’t heard of it doesn’t mean it’s not a good idea! Yes, I now have started making pear pies, and exposing others to the joy of this unique dessert . . . and more importantly, I have now recognized, and am starting to capitalize on, the unique resource I’ve had right under my nose for more than 16 years.

How often do we do that in our own organizations . . . ignore the unique resources that are right under our noses? Maybe it’s land or buildings that could be used differently, or people with special skills, or a way of viewing the world that allows you to see pie when others only see a ratty old tree. Sure people will tell you that you’re crazy, that they’ve never heard of such a thing . . . that doesn’t mean it’s not a good idea!

Every organization has it’s pear trees. They are usually not flashy. They won’t jump up and down to get your attention, they’ll just faithfully hang in there waiting to be discovered. As the leader of such an organization, it is your responsibility to either discover your hidden (or at least not noticed) fruit-producers, or at the very least, listen to your own explorers/dreamers/crazy-thinkers when they share ideas about the potential they see in a resource that is already in your midst.

Is every idea a winner? Of course not. (My attempts to make bread from the fruit of the paw paw tree in our yard being a prime example.) But that doesn’t mean you stop exploring new possibilities! That doesn’t make it okay to get stuck in the rut of seeing things the same way as every other organization. It simply means that idea didn’t work. And there are plenty more out there . . . ideas, I mean. You just have to be willing to see what’s before you with new eyes.

Maybe, just maybe, it is time for you to start making pie.

Tea Bags

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I’ve always been a fan of the Eleanor Roosevelt quote, “A woman is like a tea bag. You can’t tell how strong she is until you put her in hot water.”

Of course, you could easily replace the word “woman” with “leader.” A key tenet of leadership 101 is that, as a leader, it is not a matter of if you will find yourself in difficult, challenging situations — hot water — but when. And as much as you might think you know how you will react in such situations, you often don’t until you are in the midst of it.

Usually “hot water” entails a higher than average number of uncontrollable variables. For those leaders who like to be in control at all times (know any of those?!?), this can be extremely challenging. Add to this the fact that your staff will be watching how you respond to give them an indication of how they should respond. Remember, calm begets calm . . . even if you have to fake it till you make it!

So how do you steep the strongest leadership out of a hot water situation?

First, realize that no matter the situation, there are things you can control. You can choose to take a deep breath, which will help move you out of the reactive, fight/flight/freeze part of your brain and into the part of your brain where you can think rationally. This is the first step toward responding in (what at least appears to be) a thoughtful, decisive manner. In most cases, there aren’t nearly as many things that you “have to” do as some external source might want you to think. You might “have to” do them to get the response the external source is seeking, but it may or may not produce the outcome you want. In fact, your calm consideration is usually the best antidote to an external frenzy.

Stonewalling, acting like everything is okay, going “underground”, or looking for a scapegoat is much the same as ripping a hole in your tea bag. All your power seeps out, and in the end you will often end up having to swallow the bitter dregs . . . and deal with the lingering aftertaste for a long time to come.

It is also good to remember that a bit of hot water every now and then isn’t necessarily a bad thing. Hot water mixed with a good tea bag can wake you up, keep you on your toes, and hone your focus on what is most important (. . . that would be your mission, your people, your long-term viability . . .)

As a tea drinker, I like my morning mug steaming, strong, and filled to the brim. Two or three of those, a deep breath for good measure, and I’m ready to face whatever comes my way.

One Big Happy Family

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Middle Eastern / Western Business People Looking Up At Camera

I lead an organization that serves young people and their families. We strive daily to give struggling families tips and tools to function more effectively. I suppose it should come as no great surprise that many of those same concepts apply in the workplace. So what are some of the key “parenting tips” that may be helpful to a leader?

  • Look for what is going on “underneath” the behavior. We’ve all seen children have a melt down, dig their heels in, or act in other frustrating ways. With kids, it is easy for us to recognize that often times they are not responding to the specific situation at hand, but an underlying issue . . . they are tired, or hungry, or feel left out. With adults, we tend to simply respond to what we see as unacceptable behavior — their defensiveness, or lack of organization, or general snarkiness — rather than what is causing the behavior. Sure, we can do that (after all, they’re adults, right?!?) . . . but the result is likely to be a lot of unnecessary confrontations and not much long-term change in behavior. Sometimes, as the leader, we have to get off our high horse and take the time to figure out what is really going on with someone. Then we can respond to the real issue, rather than react to the behavior.
  • Sibling rivalry is a fact of life. “His piece is bigger than mine!” . . . “She always gets to do whatever she wants!” . . . “That’s not fair!” . . . Sure, adults may be a bit more subtle than kids, but many still have a competitive spirit and the innate need to succeed. These are not bad things in and of themselves. The best teams have a strong desire to get ahead. As a leader, however, you need to be aware that when there is a real or perceived shift in the “standing” of one team member (more time, attention, money or power), it is reasonable to expect a reaction from one or more members of the team. How you as the leader respond will likely determine if the rivalry is a momentary blip on the screen, or becomes a wedge within the team.
  • Sometimes, it stinks to be the grown-up. As a parent, sometimes you have to make decisions that your kids don’t understand or think are unfair . . . Or you have to make decisions that are hard at the time, but you know will be for the best in the long run. Sometimes, you don’t have the answers, but you still have to make a decision. You get the picture. Gathering input from a number of perspectives, weighing options and trying to gain consensus are important. And even when these things don’t result in a clear direction, you as the leader still have to choose a path. Will it be the right path 100% of the time? Nope. And if you have a history of being fair and understanding with your team, they will likely extend the same measure of grace to you.

Lest you think this leadership gig is nothing but challenge and aggravation, I draw on one more parenting tip. Parenting, like leading, is not supposed to be neat and tidy. It is hard and scary and amazing and wonderful, and for many of us what we are called to do. Sure there are days that make you want to pull your hair out . . . and those days make us appreciate the other days — the majority of days — when you know that you were made for this.

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.

A Roadmap for How . . .

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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.

Look Out for that Bus!

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Bus

If you get hit by a bus tomorrow . . .

I have started so many discussions with my Leadership Team this way that it has become a standing joke in our organization.  And while it may have resulted in a bit of bus phobia among the team, they all also recognize that part of their job expectations include grooming their successor.

Succession planning and building the bench-strength of your organization is one of the most important responsibilities of a leader — regardless of whether you or your senior staff plans to retire any time soon. Of course, that means giving up a bit of control, which admittedly is something many of us have a hard time with (yes, this is the pot talking to the kettle!)

Giving up control of the details, however, is a far cry from giving up responsibility for establishing a leadership culture within your organization. That one’s all yours. Leadership philosophies are a dime a dozen, and so it is your responsibility to set the tone for the leadership style that will be rewarded in your organization.  And guess what? You can’t just pick up the latest best-selling leadership book and find a perfect fit. To be effective, you have to do some of soul-searching, and a bit of trial and error, to find the style that is the best fit for you and your organization.

Right out of college, I tried to be a Debra. I really tried. Couldn’t pull it off. The only time Debra is really a fit for me is if I’m talking to my insurance company, or if I’m in trouble with my mother. Otherwise, I’m a Debbie. I am not an overly formal, rule-laden leader. I encourage my Leadership Team to challenge my thinking, and I believe in being as transparent as possible with my staff (if I trust them with the kids, I ought to be able to trust them with the numbers!) If you try to “wear” a leadership style that isn’t a fit for your authentic self — trying to fulfill some picture of what you thing leadership “should” look like — your staff will smell it a mile away and your credibility will suffer.

But back to the bus . . .

In my experience, the key to good succession planning is to deliberately develop a leadership culture within your organization. Impacting culture is not a one-shot deal. It takes a consistent layering of efforts to make the concepts part of the vocabulary of the organization. We have done it through multiple versions of an internal  “Leadership Academy” that has ranged anywhere from 9 – 18 months, through all-staff meetings and focus groups and intentional discussions, and most importantly through our actions. People who have demonstrated the leadership style we espouse have advanced in the organization, and those who don’t have either remained stagnant or are no longer with the organization.

Jim Collins has had a significant impact on our leadership culture, as have John Kotter and Max DePree, along with less traditional thinkers such as Chris Guillebeau, Dan Ward and Daniel Pink. We held supervisor discussions on books such as The Speed of Trust by Stephen M.R. Covey, which gave us a shared language with which to break down departmental silos.  And after a while, really cool things started to happen. People started talking more, and solving problems themselves, rather than “running them up the flag pole” for fear of what would happen if they made the wrong decision. Not every time, but we’re definitely moving in the right direction.

Today, we are consciously making choices to prepare for staffing needs five years down the road. We actively work to align staff members’ “gifts and graces” with the needs of our organization. We encourage staff to take little risks  — that will either build their confidence or teach them that someone can stub their toe and survive. And we challenge our supervisors to find creative ways to maximize the unique skills of their staff, even if that means supporting them in moving to a different role in the organization.

And slowly but surely, we are overcoming our fear of buses. We have a clear plan, on paper, of who would step in if any of our directors were incapacitated. Would those “designees” have to stretch to fill the larger role? Of course they would, but they all also possess the core skills and experience necessary to keep us moving forward.

Sooner or later, there will be a bus coming your way. Are you prepared?