The “H” word for leaders – History

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“There are defeats more triumphant
than victories.”  Michel de Montaigne

Personally, my past failures are far more useful and productive than my past successes. Of course, we shouldn’t seek to fail. However, I predict that failing and getting up again has made you who you are today.

“Failure changes for the better,
success for the worse.” Seneca

History is useful in that it helps you understand noble values and lasting priorities. This is true because all personal histories are limited and end with death. In this case, the brevity of your history may teach you to take the long view of life.

Although history unveils noble values and lasting priorities it does not uncover relevant methods. History hinders progress when we cling to methods that worked in the past. Furthermore, history’s magnetism is magnified through repetition. Before long you’re saying, “We’ve always done it that way.” If we aren’t careful, history steals present opportunities.

History and Vision

Most importantly, when crafting a compelling vision, history isn’t a platform and it isn’t a teacher. Vision always breaks with history. History’s grip on our thinking is one reason there is so little visoneering in this world. In this sense, history is more a hindrance than a help to vision casting. The value history offers visoneers is showing what not to do.

“…, true vision is never an arrangement or rearrangement of solutions that have worked in previous circumstances, but springs from the immediacy of today.” (Timothy Butler)

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What are your thoughts on the value of history in a leader’s life?

Do you have an “H” word for leaders?

The “G” word for leaders – Gibberish

This is the seventh installment in the series I’m calling “Alphabet for Leaders.” Today it’s the letter “G.”

Have you listened to a leader saying the same thing over and over again? I have. I’ve been that person. If you’re a talkative leader, you’re producing gibberish. Don’t argue with me, just listen.

Gibberish

1. Rapid chatter like that of monkeys. (OUCH!)

2. Incomprehensible talk; nonsense

Why we talk too much?

Talking too much is a strategy to keep others from talking.

Talking too much indicates you’re self-absorbed or arrogant. After all, why should you have to listen to people who don’t know as much as you do? <sarcasm>

Talking too much may express fear. For example, doctors know that talkative patients are nervous.

You may talk too much because you are under the mistaken idea that talking equals power.

I talk too much when I feel strongly about a topic. Passion fuels my tongue. Furthermore, my mouth goes into overdrive if I’m trying to convince you to agree.

Two ways to kill gibberish.

Are you wondering if you’re a chattering monkey producing gibberish? If you have to wonder, you are. Those who don’t produce gibberish know they don’t, it’s obvious. It may surprise you to know that if you’re a chattering monkey those around you know. Here are two suggestions for killing gibberish.

The solution to gibberish is simple. Stop talking. It’s funny but there is a corollary between opened ears and closed mouths. Opening your ears frequently closes your mouth. Covey wisely says, “Seek first to understand then to be understood.”

In addition, kill gibberish by shifting your strategy. Realize that producing gibberish doesn’t convince or persuade. It irritates. Your most powerful persuasion tool isn’t your mouth it’s your ears. Making people feel understood through listening is foundational to persuasive influence.

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Why do leaders talk too much? How can talkative leaders learn how to talk less?

Getting Serious about Fun

This is the sixth installment in the series I’m calling “Alphabet for Leaders.” Today it’s the letter “F.”

Fun = what provides amusement or enjoyment; Playful often boisterous action or speech.

People talk about fun, believe in fun, encourage fun, and want to enjoy fun but they don’t actually have fun. Appointments postpone fun. Deadlines cancel fun. Deliverables delete fun. Problems push out fun. Frankly, I don’t see enough fun in the workplace. Do you?

If you don’t get serious about having fun you won’t have it.

“People rarely succeed unless they have fun in what they are doing,” Dale Carnegie.

Fun connects people, builds trust, and enhances productivity. I’m closest to the leader’s I’ve had fun with. Cross-country skiing, over-night camping trips, shooting guns, playing cards, a good cigar, or just hanging out strengthens connections. If you aren’t in a tough situation, it’s coming. Fun builds a foundation that sustains relationships.

In addition, fun builds trust. Fun helps ease the strain of offenses, relieves stress, and establishes “second-chance” environments. Furthermore, Stephen Covey clearly explains that trust enhances productivity in, “The Speed of Trust.”

Additionally, as a public speaker, I’ve learned fun opens the heart and mind of an audience. Fun assists hearing and understanding. Fun is a channel for new ideas.

Having fun at work?

Avoid negative fun like off color jokes or hurtful humor.

Appoint a director or fun.

Begin all meetings with stories about people you’ve helped.

Take off your shoes.

Set up a puzzle or some other game in your office or lobby. (Lego’s or some other toy)

Get up from your desk and regularly take a brisk, brief walk.

Candy dish! (or healthy treat)

Enjoy a group lunch.

If you aren’t serious about fun you’re too serious.

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How can people get serious about having fun at work?

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While writing this post John Baldoni tweeted “7 Ways to Enjoy others at work,” post by Mary Jo Asmus. I add it here as another resource.

Leadership vs. Management

Welcome to guest blogger Holly Caracappa

Management oversees task and projects, whereas leadership influences people. So in a sense, management deals with the tangible aspects of life while leadership is more ephemeral. In the workplace, managers rely on incentives – like pay – to motivate subordinates, while leaders offer both inspiration and compensation. This creates a transactional dynamic between managers and employees, where managers leverage compensation and other rewards or punishments at their disposal to receive desired performance. Leaders forge relationships to gain desired results, realizing that they cannot succeed alone.

To avoid going solo, leaders amass followers. Whether through eloquent speeches, a charismatic personality or earthy humor, leaders compel others to follow them – after all, following is a voluntary action. Good managers will create structures and organizations that allow their employees to perform at their best, while micro-managers will stifle creativity, never gain loyalty from their workers and hinder productivity.

While managers minimize risk to ensure stability, leaders embrace risk as a chance to evolve. Leaders consider the long-term while managers focus on the day-to-day. This ability to channel attention onto the important project at hand is necessary. Leaders who rely solely on fervor or bombast will eventually disappoint their followers because their words lack practical backing.

At the university level, one can see the leadership versus management dynamic by looking at the juxtaposition of seminars and lectures. In lectures, professors expound on an area of expertise.  Conversely, in seminars professors guide discussions, sometimes offering insights, but mostly allowing students to discover through collaboration and discourse. Both formats have a role in education because each class format has strengths specific to different types of subject material. Likewise, management and leadership both have a place in the workforce.

Holly Caracappa is a writer for eCollegeFinder.org, an online education portal dedicated to matching students with the top online schools. eCollegeFinder helps students find the best undergraduate, masters and accredited online PhD programs at accredited online colleges.

Selected Comments – 06/21/2010 to 06/25/2010

Thanks for all the great comments!

In order to limit the length of this digest, I’ve selected one favorite from those who left multiple comments. Even at that limitation this post far exceeds the norm post-length of 300 words or less.

Three A’s that Energize Others – 06/21/2010

Kelly – When someone does something on-target you can energize them by using positive accountability. Celebrate their accomplishment, pat them on the back, take the time to show them the impact of their actions.

The Best “B” word for Leaders: Better – 06/22/2010

Jim – “Belief” that the members of your organization can overcome the challenges they face and deliver on the commitments they make.

Dr. Harvey – “BOLD,” not to be confused with being reckless, rash or even heroic, but rather being courageous enough to “do the right thing”. This of course implies leading from … (an) enduring sense of purpose.

Mary – I think “build up” and “bring out” are two more “B” words that leaders must do.

Lenna – What I most appreciate on leaders I’ve known is the human “BE” behind the job title, function, position or market.

The Letter “C” for Leaders: Constraint – 06/23/2010

Richard – Other C words Conflict, Control, Consistency, Conversation, (dis-)combobulation.

Ajay – The main root of constrain is self interest… A leader should be full of candor and credence.

Geoff – Good leadership is about carving new paths and while there are loads of people who will help us do that, they can’t help us with the vision that gets us to our destination.

Kate – In other words, hire your “complement”. That’s a good start. To make it work — there has to be outstanding communication between leaders and their complements.

Dr. Asher – Courage, Creativity and Cohesiveness can make good teams which can deliver and is the prime need for any leader to succeed.

Mark – A Champion Culture – is one where people are encouraged and strive for championship status.

Al – … leaders can really propel their teams to be innovative and creative at all levels by “Cheering” them on.

Three “D” words for leaders – 06/24/2010

Paula – One “D” word that falls into the cure (for discouragement) category is “decisiveness.” I usually want to gain consensus AND keep everyone happy, which can really detract from leading well.

Doc – (sources of discouragement) Denial that there may be a problem. Denial of negative feelings. Denial that we need to change…to even feel better. And sadly, denying hope for others or ourselves.

“E’s” for Exceptional Leadership – 06/25/2010

Tim – With that in mind I submit “Empathy” as an important E-word. Working in a sustainable way with people means making connections with them.

M P Friedman – My Fave: Edge – the leader’s Effort to Enhance and continuously Evolve personal and organizational Excellence and advantage…and Empower others to Enhance and Evolve their Edge.

“E’s” for exceptional leadership

This is the fifth installment in the Alphabet for Leaders. Today it’s the letter “E.”

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Eject any attitudes of entitlement and elitism where leaders build empires rather than equipping employees to exercise leadership. With this in mind, I suggest four “E” words for leaders.

Elevate others. Harry Truman said, “It is amazing what you can accomplish if you do not care who gets the credit.” It’s easier said than done. However, if you keep your eye on a grand vision elevating others becomes easier.

Additionally, you can elevate others by offering education. Zig Ziglar said, “There is one thing worse than training people and losing them, and that’s not training them and keeping them.” I’ll add that mastery and progress are two exceptional motivators. Therefore, providing relevant education that enables employees and volunteers to gain useful skills that propel them toward career goals energizes people.

Third, ego is both your friend and your enemy. You need enough ego to believe you can make a difference. Or, believe that you can learn the skills necessary to make a difference. There’s no room for a poor pitiful me approach. On the other hand, ego is your enemy. Too much ego may prevent you from elevating and educating others. Too much ego may prevent you from seeking help.

Finally, Espirit de corps is your responsibility. You can and you must instill a sense of pride in your team. You can achieve this by, modeling an espirit de corps. The number one factor is crafting and embracing a mission and vision the captures the imagination. In other words, you need a rallying point. Second, highlight the efforts of others who move your organization toward your vision.

Elevate, educate, examine your ego, and create an espirit de corps.

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What “E” words for leaders can you suggest?

Three “D” words for leaders

This is the fourth installment in the Alphabet for Leaders. Today it’s the letter “D.”

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Discouragement

The witness to pervasive discouragement is the plethora of articles, talks, and books on the power of being positive. I’m positively convinced that everyone get’s discouraged. Discouragement’s cold fingers persistently pull at people.

Here’s a 3D downer. Orbiting discouragement you’ll find disillusionment and defeat, the 3D trinity of darkness. Oh my, it’s getting dark in here! I think the deadly sequence could be disillusionment-discouragement-defeat.

Causes of discouragement

Discouragement is caused by; disappointment, slow or no progress, fatigue, lost vision, constant criticism, aloneness, feeling misunderstood or under-appreciated, nagging poor health, failure, and more.

Discouragement is deadly because, if left unchecked, causes eventually become symptoms. For example, discouragement is not only caused by fatigue it creates fatigue.

Curing discouragement

Causes define cures. In my case, one cause of discouragement is aloneness. Sadly, feeling alone turns to self-pity. Then, bam! You have the deadly 3D trio of disillusionment, discouragement, and defeat. However, “letting others in” defeats discouragement. I’m not talking about letting people in for a pity party. I’m talking about working through problems and finding solutions with someone rather than alone. It feels great to let a partner in. Everyone needs a “with.”

It took years for me to admit my wife was right. I keep people out, including her. I solve my own problems. In my mind, it’s a matter of competence. Perhaps it’s pride? In my situation, learning to let others in destroys aloneness and defeats discouragement.

From you to them

Self-awareness enables sensitivity to others. Use your personal mud puddle of discouragement to open your eyes to others who need a lift. Turn from you to them. Napoleon Bonaparte said, “A leader is a dealer in hope.”

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What causes and cures for discouragement can you offer the Leadership Freak community?

Can you delineate more “D” words for leaders?

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The letter “C” for leaders – Constraint

This is the third installment in the Alphabet for Leaders. Today it’s the letter “C.”

You constrain your organization.

The Theory of Constraints (TOC) is the idea that any manageable system is limited in achieving more of its goal by a very small number of constraints, and that there is always at least one constraint (Wikipedia).

The painful truth is – leaders constrain the organizations they lead. Maxwell uses the expression, “The Law of the Lid, when He states, “Personal and organizational effectiveness is proportional to the strength of leadership.” Of all the things I’ve learned about leadership this one hurts the most. It indicates that leaders can’t make excuses and can’t blame others. The buck stops on the leader’s desk.

How are you constraining your organization?

Ask yourself, what’s frustrating about your organization? What are your complaints about the people you lead? Make a good long list because in so doing, you’ll describe and define qualities you must develop in yourself.

For example, a disorganized organization reflects a disorganized leader. Ouch! Furthermore, are your managers poor at delegation? Chances are you are a micro-manager yourself. You can’t let go. Or, you can’t trust. Ouch!

You can also apply this personally. Are the people around you too emotional? Chances are you are too emotional.

Addressing constraints

Begin by bringing the outside in. You can bring the outside in by doing a 360 degree evaluation, hiring a coach or consultant, or finding new blood.

Along with bringing the outside in, adopt a personal and professional development plan. Surprisingly, you will address organizational weaknesses by enhancing your own skill-set.

Lastly, if possible, hire to your weaknesses. Sadly, many leaders tend to hire themselves. What I mean is they hire people who share their strengths and have similar personality qualities. Try hiring someone who compliments your weaknesses.

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Have I pushed the idea of constraints too far?

What word that begins with “C” can you offer leaders?

The best “B” word for leaders – Better

This is the second installment in the Alphabet for Leaders. Today it’s the letter “B.”

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Don’t brag about talents, aptitudes, abilities, education, achievements, or business relationships. Tell me this one thing about your leadership.  Say you’re getting better.

Better is the leader’s best word.

I suggest you give up on best and embrace better. Perhaps Tom Peters wisdom about firms applies to peoples. He says, “Excellent firms don’t believe in excellence – only in constant improvement and constant change.” In other words, they believe in getting better.

In life and leadership you’re always going somewhere. You either move forward or backward but you’re never stationary. Standing still is a dream-world inhabited with fairies and sprinkled with pixy dust populated by those oblivious to their decline. It’s either better or its worse. You could say, the scales are never balanced. They always tip one way or the other.

Five characteristics of better

#1. Better glances at the past.

#2. Better concentrates on the future.

#3. Better reaches forward.

#4. Better is hopeful.

#5. Better expresses confidence.

A surprising way to get better at leading

Gratitude

The path to better leadership is paved with gratitude.

“Gratitude is not only the greatest of virtues, but the parent of all others,” Cicero. Gratitude is absolutely essential to your growth as a leader.

The opposite of gratitude isn’t ungratefulness, its arrogance. In addition, the companions of arrogance are anger, bitterness, and revenge. I’m ashamed to say that I’ve walked the dingy path of ungratefulness. My experience indicates ungratefulness is a black-hole pulling you away from not toward better leadership. On the other hand, the path of progress is lit with gratitude.

Additionally, express gratitude aggressively. Benigni says, “It’s a sign of mediocrity when you demonstrate gratitude with moderation.”

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What “B” word can you offer leaders? Leaving out leadership techniques, how can leaders get better at leading? Or perhaps I should ask what hinders leaders from getting better at leading?

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Leadership Freak,

Dan Rockwell

Three A’s that energize others

Everyone thinks about themselves. However, noble leaders think about themselves in unique ways. They think about living in ways that take others further.

Even though you’re thinking about yourself and your own behavior it isn’t selfishness because you’re thinking about yourself in the context of energizing others to achieve noble ends.

How to energize others?

Abandonment – unreserved dedication to the mission and vision of your organization. Everyone needs to feel you’re passion. I’m not saying jump up and down and get red in the face. I’m saying put enough skin in the game so that failure matters. Don’t hedge your bets. Invest personal collateral in your organizations vision.

When you protect yourself, others
draw back and protect themselves.

Abandon yourself more heavily in vision rather than mission.

Affirmation – make positive statements at least 4 times more than negative statements. You’re always dealing with problems. You’re always thinking about ways to improve your team’s performance. If you aren’t careful you’ll develop a negative attitude. Try this. When you see the bad, say the good. Realize positive affirmations energize others while minor corrections and suggestions demoralize.

Addition – decide to add rather than subtract from others. Find ways to lift others higher than you. One way to “energize by addition” is the challenge/comfort dynamic. Challenge someone to step out of their comfort zone. Let them feel the pressure and then add comfort to them by expressing confidence in their abilities and explaining how you’ll help. When a good person is 70%-80% ready for a new challenge, push them off the cliff and then help them land with both feet on the ground. They’ll be energized.

Editorial Note: I’m proposing to go through the alphabet of leadership. Today is the letter “A.” Tomorrow is “B” and so on.

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What “A’s” of leadership can you add to the discussion?

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Leadership Freak

Dan Rockwell