8 Ways to Find Freedom

Freedom ignites passion, imagination, and initiative; control destroys it.  Freedom feeds vitality; control oppresses and limits. Freedom, however, is dangerous.

Freedom is essential because their expertise exceeds yours, in their area. If you know more than everyone on your team, you have a weak team.

Effective leaders set people free.

Finding freedom:

#1. Freedom regarding method not mission. Free environments require mission-clarity between individuals and organizations. Every free environment is mission driven or it’s confused, diluted, and ineffective. Furthermore, all participants must know how personal mission aligns with organizational mission.

#2. Freedom needs the big picture. Silos create enemies. Free people know how their behaviors and performance impacts others. They know how they matter.

#3. Freedom necessitates constant feedback. Freedom without feedback is paranoia. People without feedback develop personal, self-serving agendas. It’s their only option.

#4. Freedom requires information and transparency. Secrets indicate manipulation; transparency creates confidence, responsibility, and accountability. In free environments everyone knows everything they need to know.

#5. Freedom calls for equipping. Don’t bother developing people if you aren’t going to set them free to perform with new skills. Developing people sets them free to serve others.

#6. Freedom requires responsibility or anarchy results.

#7. Freedom thrives on clarity. Confusion ends freedom because it feeds chaos.

#8. Freedom is protected by cross-functional teams. Individuals acting independently destroy organizational freedom. People responsible to others can be set free.

Danger:

Freedom is dangerous. Putting Band-Aids on old systems is futile. Freedom takes time.

How can leaders step toward free organizations?

What hinders free environments?

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Post in a picture by Larry Coppenrath: “Finding Freedom“

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10 Powerful Strategies to Build Your Confidence

(Photograph courtesy of NASA Langley Research Center)

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Repeating the past in a changing world makes you irrelevant and insignificant. Employing old strategies in new situations tends toward failure.

Transition, turbulence, and change test leadership-confidence.

Danger and beauty:

The danger of confidence is quantity – too little paralyzes; too much and you’re an arrogant fool with a closed mind.

The beauty of confidence is lower stress and quiet boldness both in you and those around you.

True competence:

Confidence connects to competence through past performance. Competency during turbulence, however, is the ability to adapt – not repeat – in order to create the future.

Confident leaders:

1. Prepare for uncertainty, challenge, and opportunity. They don’t have all the answers – they establish predeterminedprocesses and procedures for finding answers.Know your response to tough situations before they occur. What is your response to challenging questions, for example. Hint: Don’t give solutions immediately.
2. Know confidence and certainty are different. Certainty focuses on outcomes and outcomes aren’t always certain. Confidence focuses on process and next steps. Hint: Your next step is usually too big if it traps you; take a smaller one.
3. Remain calm; they aren’t frantic they’re focused. Hint: Ask hard questions; avoid accusations.
4. Believe they can change things through others. Hint: Great teams build confidence.
5. Keep curiosity alive. You don’t know now but believe you’ll find out. Hint: Keep asking hard questions.
6. Embrace mistakes. Peter Mcintyre wisely said, “Confidence comes not from always being right but from not fearing to be wrong.” Hint: What are we learning? (Notice “learning” not “learned”)
7. Move forward with imperfect knowledge. Reject perfectionism while pursuing excellence. Hint: Focus on the best available solution.
8. Prepare cautiously – execute boldly. Hint: Don’t second guess.
9. Display good posture. Hint: Stand tall.
10. Express gratitude and give compliments. Hint: Focus on the best in others.

How do you face uncertainty?

What is the impact of too little or too much confidence?

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Overcoming the Destructive Power of Passion

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Passion drives all success but it also stands in the way.

The dark side of passion:

#1. Independence: Successful leaders never succeed alone, they inspire others. Passion may motivate you to focus on your actions while neglecting the power and importance of others.

You’re all jazzed about YOUR impact. Effective leaders, on the other hand, get jazzed about the impact of others. Leadership-passion doesn’t exclude it includes.

#2. Decisions: Passion drives decisions. Passion off the hook drives foolish decisions. Passionate people don’t think things through. Excitement drives short-term decisions and neglects long-term consequences.

#3. Risks: Passionate risk-takers scare people. Passion minimizes danger. Learn to focus on points of stability while stepping into the unknown.

#4. Closed: Passion closes ears and turns people into pushers.

#5. Snap: Passion motivates snap decisions.

#6. Stubborn: Passionate people have more emotion than brains. They won’t back down from foolish snap decisions.

The dangerous danger of passion is it short circuits short-term processes at the expense of long-term goals. Passion focused on noble outcomes changes the world. On the dark side, passion may destroy itself.

Isn’t it interesting that the dark side of passion reveals the power of passion?

Have you seen the dark side of passion? What happened?

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People who Change the World

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People who change the world are like everyone else except they do something. They are moms, dads, men, women, young, old, rich, or poor. Some are educated – some not. Race isn’t the issue, either.

People who change the world all begin at the same point – the point where you may be today. “They all seemed to start out as critics,” Beverly Schwartz, author of, “Rippling.”

You’ll never change anything until you’re displeased with something. All leaders change things but the dark side of change is distress, disappointment, disgust, dissatisfaction, and displeasure.

The power of criticism is you become like the critic you listen to. People who change the world say, “…Yes to themselves.” Schwartz. The courage to change things begins with the courage to not like things.

People who change the world always do the next thing. “They took the next step and did something…” Rippling.

4 qualities you need:

Schwartz says people who change the world, … All, at a minimum, possessed four inherent qualities:

1. Purpose allows inspiration to replace fear with action.
2. Passion kindles and nourishes a “follow ones heart” courage.
3. Patterns that become models and guides for others to follow.
4. Participation by others who believe, follow, and join. They think boldy, act locally, and scale globally. They possess “ego-limiting ownership” that gives place to others.

The steps to changing the world begin with saying yes to yourself and move to gathering participants.

Rippling:
Beverly Schwartz, in Rippling, has explained and illustrated the path all leaders follow to effect radical change. My favorite parts of the book are the beginning and end where Beverly lays out the qualities and strategies for effecting change.

What are the qualities of the change agents you know?

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Six Secrets of Inspirational Leadership

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The real test of leadership isn’t what you do
it’s what you inspire others to do.

Great leaders inspire others to contribute greatly. The shift from individual contributor to inspiring others may be your greatest leadership challenge. They – not you - become central.

Six Secrets of Inspirational Leadership 

#1. Pushing people isn’t inspiration. Ever feel like you’re pushing people to do what you want. It’s unsatisfying, frustrating, and draining. Think pushing ropes. If you feel like you’re pushing ropes you aren’t leading you’re manipulating, coercing, or pressuring.

#2. Inspired people pull you, you don’t push them. The test of inspiration is igniting passion in others. Once you inspire someone, they frequently go further than you expect. They challenge you to reach beyond your initial expectations. They press you, you don’t press them.

#3. Shared values are foundational to inspiring. Don’t ask people to align with your values, align with theirs. When you determine what makes someone tick you’ve found the secret to inspiring them.

#4. Tell the truth about challenges, optimistically. The bigger the challenge the more valuable their contribution becomes. Minimizing devalues.

#5. Asking inspires – telling deflates. Telling makes people feel like cogs. Asking makes them participants. Participation fuels passion. Ask things like:

1. Is this who we want to be?
2. Why is this important?
3. How can we move toward our goal or vision?
4. What do you bring to the cause?
5. How can I help?
6. What’s next?

#6. The map they draw is better than the map you give them. You’re pushing ropes when you come down from on high and say this is where we’re going and how we’re getting there. You lose power when you tell and gain it when you ask.

Even more tips: “Seven Proven Ways to Inspire Others“

How can leaders ignite passion in others?

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Why Powerful Women Should Talk Less

It’s perilous to ignore the way people expect you to behave. Like it or not, we have stereo typical expectations when it comes to talking and power.

We expect powerful men to talk more than their less powerful counterparts. This is not true for powerful women.

Women – men – who talks more:

You’d be wrong if you believed women talk more than men. Both genders use about 16,000 words a day, on average. We talk about different things, however. Women talk more about relationships and men about sports and gadgets. (Research reported by NPR)

Powerful women – powerful men – who talks more:

Powerful men talk more than less powerful men. However, powerful women talk with the same frequency and duration as less powerful women. Additionally, powerful men talk more than equally powerful women. Why? Women worry about backlash.

Justified concern:

Are concerns over backlash justified? Absolutely!

Powerful men are perceived as more competent when they talk more. Surprisingly, powerful women are perceived as less competent when they engage in the same behavior as powerful men. (Research: “Who Takes the Floor and Why: Gender, Power, and Volubility in Organizations“)

Application:

It’s expected, even desirable, for powerful men to talk more in comparison to those less powerful. On the other hand, current stereo typical attitudes call for powerful women to talk less.

What types of backlash, other than being perceived as less competent, do powerful women encounter when they talk “too much?”

How do you decide it’s time to fight a stereo typical belief vs. adapting?

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16 Secrets for Dealing with an Empty Tank

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You can’t lead with an empty tank.

16 energy drainers:

1. Incomplete tasks.
2. Responsibility without authority.
3. Proving you’re right rather than seeking best solutions.
4. Following urgencies rather than priorities.
5. Pretending you’re something you aren’t.
6. Feeling alone and disconnected.
7. Procrastination. Go do that dirty deed before it does you in.
8. Negative people and complainers.
9. Reactive rather than proactive living.
10. Incompetence both in you and others.
11. Living for the approval of others.
12. Uncommitted teams.
13. Unmotivated individuals.
14. Being taken for granted.
15. Backstabbers and gossips.
16. Bitterness and resentment.

Bonus: regret.

Thanks to the Leadership Freak Facebook crew who inspired the list of energy drainers.

16 ways to fill your own tank:

1. Develop the team around you.
2. Trust someone.
3. Humble yourself to a trusted advisor. Find someone who listens to the things you really think but don’t feel you can say.
4. Hang with can-do rather than can’t-do people.
5. Begin asking, “Does this matter?” Do more of what matters and less of what doesn’t.
6. Find a brag buddy and share your successes and accomplishments. Brag buddies celebrate; they don’t diminish or out do.
7. Stop something without starting something new.
8. Hire a coach. Mine is Bob Hancox.
9. Build friendships outside your organization.
10. Finish a task.
11. Spend time in self-reflection.
12. Change a routine.
13. Breathe deeply.
14. Pray.
15. Create gratitude lists.
16. Forgive.

Bonus: sleep.

Treat yourself like you matter because you do.

What drains your tank?

How do you fill your own tank?

Post in a picture by Larry Coppenrath: Running on Empty

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How Talking Makes Leaders Dumb

Dumb people talk – smart people do. Talking makes you seem smart. Talking without doing, in reality, makes you dumb. Doing is the only thing that makes you smart.

Stuff in our heads doesn’t make us smart until it’s put into action.

If you can’t describe it, you can’t do it. If you can’t explain it, you don’t know it. Terms like success, progress, innovation, and improvement are wishful thinking apart from defined outcomes and visible behaviors.

• The first step of success is defining the win.
• The first step of progress is describing next steps.
• First steps require deadlines and accountability.

Bonus: sustained success calls for supportive teams.

Defined outcomes apart from next steps are wishful thinking. Worse yet, talking makes people feel they’ve done something when they haven’t.

Meetings are pooled ignorance when they don’t define, describe, and measure actionable results and next steps. Action makes teams smart; talking – without action – makes them dumb.

Try defining:

1. Effective leader.
2. Father or mother.
3. Family.
4. Fun.
5. Personal and organizational success.
6. Growth.
7. Progress.

Try identifying:

After defining an effective leader, for example, describe in behavioral terms the next step toward becoming your definition.

If you believe effective leaders motivate or encourage, for example, you can’t get it done until you can describe how it’s done.

Extraordinary success demands clear definitions and actionable next steps.

How can leaders move toward more doing and less talking?

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How to Build Your Leadership Brand

People who aren’t known for something haven’t done anything.

“How to Build a Brand,” was the title we settled on for a recent presentation. It included social media content and making money using your online presence.

Leadership brand building:

On the negative side of brand building, I know leaders who are “save the day” leaders. They love being the hero. Others are backstabbing asses. Still others feel threaten by the success of those around them.

What you’re known for determines the way people talk about you. The way people talk about you is your brand.

You’re known for what you contribute even if it’s negative. Ultimately, positive brand building is about giving not getting.

1. Building your brand is about bringing value.
2. Repeated behaviors create brands, negative or positive.
3. Competency creates positive brands.

Five questions for leadership brand building:

1. Who am I? You must know who you are before you can get where you want to go.
2. What am I great at?
3. Who do I want to be?
4. How am I known?
5. How do I want to be known – in ways that align with who I am?

These questions apply to both individuals and organizations.

Brand building has a slimy reputation because of manipulators and facade builders. Forget it! Be who you are or you’ll empty your soul and destroy yourself with stress. I’m a reformed people pleaser, I know.

Leadership brand building is contributing positive value, authentically.

There’s more to leadership brand building than five questions. What other factors contribute to effective leadership brand building?

Post in a picture by Larry Coppenrath: Brand Building

Tapping the Secret Power of Leadership

How can leaders powerfully drive home essential principles and values without seeming pedantic?

I’ve had teams leave meetings early to participate in community service. Yes, six people left 30 minutes early to go feed the homeless. Couldn’t they wait? Yes. Couldn’t we schedule community service on another day? Yes.

I’ve had teams disrupt meetings by arriving late after engaging in community service. Was it necessary? No. But it was more powerful than words.

Symbolism:

Communicate values with symbolic acts. Is it more effective to say we believe in community service or let people see we believe in community service?

In, “Leading at the Edge,” Dennis N.T. Perkins tells the story of Captain Ernest Shackleton’s failed Antarctic expedition that began December 5, 1914. They lost their ship, the Endurance, October 27, 1915, but saved themselves on May 10, 1916. I love the story.

The second factor:

Perkins identifies 10 critical factors that enable extraordinary success during extreme adversity. The second critical leadership factor is, “Set a personal example with visible, memorable symbols and behaviors.”

Shackleton knew survival was a tension between speed and weight. “He himself set the example, throwing away, with a spectacular gesture, a gold watch, a gold cigarette case, and several golden sovereigns.” Perkins continues, “In this dramatic gesture, Shackleton personally demonstrated that only items that had value in terms of survival were important.”

Something more:

Shackleton’s symbolic gesture also demonstrated, “I’m one with.” Throughout the journey, he bore the weight of leadership without personal perks or exemptions. In truth, Shackleton frequently assigned the toughest duties to himself.

Wondering:

If you’re wondering, the first critical factor Perkins lists is, “Never lose sight of the ultimate goal, and focus energy on short-term objectives.

What symbolic gestures do you or your organization employ?

What other critical leadership factors enable extraordinary success in extreme conditions?

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I recommend, “Leading at the Edge.”