Creating Glorious Space for Reinvention

Baggage barricades your future.  Leadership baggage includes past:

1. Disappointment with others.
2. Unresolved conflict.
3. Broken relationships.
4. Personal failure.
5. Failed plans.
6. Financial frustrations and business setbacks.

Releasing baggage is like cutting sandbags from balloons. In, “Leadership and the art of the Struggle,” Steven Snyder explains how to see baggage clearly and expose it wisely.

Embracing the struggle enables reinvention.

Glorious space:

Clinging to baggage weighs down, clogs up, and produces victims of persistence.

Refusing to let go empowers baggage
and assures repetition of the past.

Embracing the struggle rather than rejecting it creates space for new opportunities. Listen to Steven and me talking about letting go of my personal baggage (1 min. 34 sec.): 

Positive Baggage:

Success seduces and convinces leaders that what worked in the past works today.

Leadership baggage includes success as well as failure.

Frustration over the changing workforce, for example, indicates baggage. The inability to adapt because past strategies don’t work today indicates you’re clinging to the past. Those who learn and adapt rise and reinvent themselves and their leadership.

Longing for the good ole days indicates baggage.

Frustration over the present suggests you’re hanging on to the past. Accepting “what is” enables transformation. Rejecting realities, frustrates.

Bill Gates and Baggage:

Steven Snyder personally watched Bill Gates reinvent his leadership. Early in Microsoft’s history every manager was more technically savvy than their direct reports. That approached worked for ten years.

As Microsoft grew, Bill adapted his leadership model. Microsoft began hiring managers with more management expertise than technical savvy.

Past success didn’t become baggage for Bill Gates.

Steven Snyder on Bill Gates and the inverted hierarchy (2 min. 32 sec.): 

Your approach to baggage, both positive and negative, is pivotal to leadership effectiveness, business success, and personal opportunity.

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“Leadership and the Art of the Struggle,” by Steven Snyder is recommended reading.

Leave a comment on today’s post for a chance to win 1 of 25 copies of, “Leadership and the Art of the Struggle.” Selection on 3/18.

How can leaders release baggage?

Three Qualities Traditional Leaders Reject

Image source by Petr Kratochvil

Regurgitating and recycling what you already know bores others, antiquates leadership, and destroys organizations.

Get out of yourself before you shrivel and die.

Growth, innovation, and future-building centers on what you don’t know and haven’t done.

Three surprising qualities of growing leaders:

#1. Receptivity:

Traditional leaders are unwelcoming. Traditional leaders expect you to receive their ideas; they don’t receive yours. Power, prestige, and position thrive in unreceptive, threatening environments.

Tell-me-more leaders, go further than,
I-already-know leaders.

Stop looking down your nose at outsiders, front line employees, and new hires. Adapt to them; don’t force them to adapt to you.

Growth lies around and outside.

#2. Withholding judgment:

Traditional leaders make judgments; growing leaders withhold judgment.

Judgment crushes baby ideas.

Quick minded decision makers inadvertently destroy growth. Stow what you think you know in the attic. Judgment ends growth and begins stagnation.

Keep in mind, stability requires decision making. Withhold judgment, don’t end it completely.

#3. Curiosity:

Traditional leaders fear looking foolish. They need to know. Curiosity celebrates what isn’t known. Courageously look foolish.

Emptiness is opportunity.

The downside of curiosity:

1. People want to know what you know as well as what you don’t.
2. Questions feel pushy and threatening when filled with expectation.
3. Constant curiosity spirals inward and downward.
4. Creating options causes confusion.

Curiosity is a means not an end. Use curiosity to challenge stagnant ideas and disrupt antiquated systems.

Most importantly, curiosity unearths new goals and next steps. Curiosity builds the future. On the other hand, curiosity without progress is stagnating indulgence.

What traditional leadership qualities stunt growth and innovation?

What leadership qualities inspire growth, innovation, and future-building?

Redefining Practical

“Most men lead lives of quiet desperation and go to the grave with the song still in them.” (Often attributed to Thoreau)

I’ve been asking people, “If you started over, knowing what you know today, what would you do differently?”

Paul Smith, author of, “Lead with a Story,” said:

“I’d . . . be less practical in my career choice, and more passionate; I’d pursue bigger ideas, and smaller paychecks; and I’d surround myself with people that share my interests, instead of my income bracket. If we all did that, I think we’d be more excited to get to work than to leave; give more to society than we take; and enjoy more meaningful relationships along the way.”

Can you hear Paul’s song? Maybe practical isn’t practical, after all.

Less practical:

Paul is the Director of Consumer & Communications Research at Procter & Gamble. He spends his days observing and researching what it takes to connect with, inspire, and motivate change in human behavior. He sounds like a practical guy!

Is it time to redefine practical?

The new practical is:

1. Dancing with ideas.
2. Hanging with passionate people who standout rather than fit in.
3. Knowing and following your heart.
4. More art, less efficiency.
5. Joy.
6. Embracing dissatisfaction. Don’t pretending everything’s OK.
7. Spending time in reflection.
8. Rejecting conformity. Just say it, conformity is dull!

What if impractical becomes the new practical?

Practical about being impractical:

I feel like a flower child from the 60′s. My practical voice hates this type of post. Just for today, I’m redefining practical.

You won’t redefine practical in one giant leap. Let the song start softly. Pursue one item from the “new practical” list.

By the way, leaders are less practical than you think. They chase dreams, reject conformity, and take risks.

More:

Paul’s book: Lead with a Story

Paul on Leadership Freak:

The Untapped Secret of Leadership Success

How a Director at P&G Turned Failure to Success

How can you embrace the new practical, today?

Seeking and Seeing Breakthrough Moments

Hate surprises? Plan on staying the same.

Surprises propel into the future or drive into the past.

Problem is, surprise signals uncertainty. Organizations hate uncertainty. Extraordinary leaders realize surprise is a catalyst not an enemy. Reject surprises to your own peril.

Surprise energizes innovation.

I asked the “expert on surprise,” Soren Kaplan, “If you could start over, knowing what you know today, what would you do.”

Soren replied:

1. Embrace uncertainty rather than fight it.
2. Use the natural paradoxes of life as a source of creativity.
3. Seek out surprises to challenge assumptions.
4. Never settle for incrementalism but rather always go for the breakthrough.”

Soren’s response helps me understand why organizations like Cisco, Colgate, Disney, Medtronic, and Visa consult with him.

Incrementalism or breakthrough:

I think breakthroughs are often the result of a series of incremental advances. But Soren said, “Never settle for incrementalism.” I called him to explore.

Soren doesn’t reject the power of incremental advances. He imagines, however, a life of maximum impact. He dreams of making a big difference, of breaking through.

Seek:

Seek breakthroughs. Don’t wait for them to find you.

You may see breakthroughs coming. It’s more likely they’ll surprise you. One morning you’ll shield your eyes from their awkward glare.

Whether you see breakthroughs coming or they surprise you, seek them.

1. Embrace uncertainty.
2. Use paradoxes.
3. Seek surprises.
4. Never settle for incrementalism.

Sadly, breakthrough moments are missed because you don’t seek them or you don’t see them when they arrive.

Breakthroughs happen when:

1. Frustration outweighs satisfaction.
2. Someone believes in you more than you believe in yourself.
3. Fresh eyes observe stale attitudes.
4. Someone courageously names the elephant in the room.
5. New faces cross your path.

Listen in: Soren talking with me about surprise.

Soren’s book: Leapfrogging. (A favorite of mine)

Soren on Leadership Freak:

• The Cure for Pessimism
• How to Find Your Breakthrough
• Finding Your Future Failure

How can leaders see breakthrough moments?

How can leaders seek breakthrough moments?

8 Ways to Choose Wide over Narrow

Typical business wisdom says, narrow your focus. Successful organizations do a few things very well. Less is more, but not always.

4 perils of narrow:

1. Shuts down rather than turns on.
2. Closes off rather than opens up.
3. Rejects rather than explores.
4. Pulls back rather than reaches out.

Narrow establishes limits. Reject the perils of narrow. Go wide.

8 ways to go wide:

1. Look toward people, not away. Narrow reflects arrogance and detachment.
2. Move toward problems and challenges quickly and responsively.  Jump in the mud optimistically.
3. Release don’t restrict. Go narrow with what and wide with how. Patton said, “Don’t tell people how to do things. Tell them what to do and let them surprise you with their results.”
4. Do what you can with what you have. Limited resources invite protective attitudes. Protecting preserves the past but doesn’t build the future.
5. Talk into not out of. Pursue yes. Saying no is the easy way out.
6. “Do for one what you wish you could do for all,” Andy Stanley.
7. Trust your strength. You’ll find a way.
8. Act humanely. Acceptance isn’t approval. Narrow equates people with performance. Wide accepts people even when performance falls short.

Warning:

Choosing wide over narrow, like other leadership principles,  calls for wisdom and discretion.

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I asked my friends on Facebook to fill in, “Choose wide over narrow when _______.” One response was, “When choosing cake.” Check out the rest.

Which “wide” principle most challenges you?

How can leaders choose wide and not become too thin?

Read testimonials.

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The Five Powers of Leadership Rituals

Innovative leaders wrongly resist patterns. They fear repetition constricts and bores. “Don’t fence me in.”

However, rituals set leaders free.

Think of rituals as tiny behaviors that yield disproportionate benefits. One of mine is rising early and placing my fingers on the keyboard. It’s 3:44 a.m. as I type this. I wasn’t sure what would come out until I touched the keys.

Rituals express conscious intentions not unconscious habit.

Doug Conant’s chief of staff told me he thanks his office staff at the end of each day. I’m certain she looks forward to his personal visit at days end.

Gratitude is an intentional ritual not an unconscious habit for Doug. It’s a leadership ritual he’s sincerely performed for years. He wrote over 30,000 thank you notes to Campbell’s Soup employees during his 10 year stint as CEO. By the way, Campbell’s employee roster was fewer than 30,000.

Rituals:

1. Open doors to more.
2. Clear minds for what’s next.
3. Establish safe platforms.
4. Provide predictability.
5. Unleash creativity.

Habits become boring but rituals add vitality.

Opportunity:

Where can you adopt rituals?

1. Greetings when days begin.
2. End of day farewells.
3. Project kick-offs.
4. Debriefing sessions.
5. Feedback conversations.
6. Responding to interruptions.
7. ???

Power:

Intention breathes life into ritual. How do you want people to feel after you greet them in the morning? Use your intention to create a tiny ritual. Perhaps it’s a pause after saying good morning that expresses receptivity.

Create a ritual for interruptions.  Maybe it’s removing your hands from the keyboard when someone pops their head in your office door.

What rituals might enhance your leadership effectiveness?

Where might rituals fit your office or organization?

How to Give Birth to Your Dream

It’s been over a year since I talked with my wife about a dream I have for enriching the lives of an exclusive group of highly dedicated college students. Recently, the opportunity arose to discuss it with key players who could make it happen.

Responses are nearly immediate and universally enthusiastic. Next week I’ll host a vision meeting to clarify mission and identify key issues.

Gathering a team:

Share your vision with committed individuals who already share your values. I have many friends who don’t value students the way I do. I’m not sharing this dream with them. They’re great people, but approaching them would be like pushing rocks up hill.

Leadership Lesson #1: If you have to convince others your vision has value, you may be talking to the wrong people.

Leadership Lesson #2: If you share your vision with those who share your values and they aren’t enthusiastic, re-evaluate your vision. For example, ask:

1. Is it relevant?
2. Is it timely?
3. Does it address real needs?
4. Do outcomes justify investments?
5. Is it a communication issue?

In this case, enthusiasm emerged quickly. I’m pressing forward.

Warning: Avoid surrounding yourself with yes-men. Executing a radical vision requires hard thinking and harder work. Head-nodders won’t take you there.

Power of great ideas:

Great ideas inspire others to think their own ideas.

They take your vision and run with it. On one hand, you want them to run. On the other, it may feel like they are changing or stealing your vision.

Great dreams require great teams.

Leadership Lesson #3:

Cling to core outcomes and invite others to mold and make your vision. Letting go gives space for others to own.

Participation in formation
inspires profound ownership. 

I’m not suggesting you forget your dream. I’m saying; invite others dream along with you.

How can leaders facilitate the birth of a dream?

What pitfalls should be avoided?

The Rest of the David-Goliath Story

David versus Goliath is the quintessential story of winning in the face of insurmountable challenges.

Most know the story of the shepherd boy, with a sling and stone, who defeated the mighty warrior. You may not know the rest of the story.

When David – the shepherd boy – arrived in military camp he was bringing food for his brothers. He was a young errand boy with a girly fanny pack, at best.

He saw the giant – insurmountable obstacle – and volunteered to take him on. But, they laughed him off. He was young. He wasn’t trained or experienced.

Lesson one: Great ideas come from unexpected people.

The trained military recruits, including the king, tried to equip David with the best military technology available.

Lesson two: Those who aren’t doing anything love to tell others how to do something.

David tried their suggestions but knew they wouldn’t work. He tossed away current technology and faced the giant with a shepherd’s sling and stone. He did it all wrong.

Lesson three: Bring yourself to the challenge.

David succeeded in spite of those who tried to “transform” him. Warren Bennis said, “Becoming a leader is synonymous with becoming yourself.”

There is, of course, a faith component in the story. The principles stand none the less.

How to Find Your Breakthrough

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If you already know the answer, you’re not going anywhere.

I don’t think you can lead if you hate surprises. Leaders rise up during uncertainty and press through ambiguity; they embrace surprises. But how? Why?

The surprising truth is surprises
represent the path to breakthroughs.

Soren Kaplan thought he knew about giant leaps forward until he had his own. It happened in a surprising coffee shop in France where he’d taken his family to live while he worked and wrote his book on breakthroughs.

Kaplan says, “When I began this book, I thought I knew where big breakthroughs came from.” Not surprisingly when Soren told his publisher he wanted to write a book about surprises they told him, “Leaders don’t want to read about surprises. They don’t like them.”

Soren prevailed and the newly releases book Leapfrogging: Harnessing the Power of Surprise for Business Breakthroughs is the result.

“If things are entirely clear all the time it’s less likely you’ll have a breakthrough.” Soren Kaplan.

Kaplan told me dealing with the unknown – the feeling of lack of control – is essential to breaking through.

“We have a tendency to go back to the behavior that has given comfort in the past. We try to establish stability and certainty.” Soren Kaplan.

I’ve seen the tendency to run for comfort in my own life. We come to the place of uncomfortable uncertainty and turn around. Seeking comfort ends breaking through.

Kaplan suggests:

1. Stop pretending you know when you don’t. Believing you know enough ends learning.
2. Realize surprises challenge assumptions.
3. Do something and learn. Research shows it doesn’t matter what you do as long as you do something that aligns with values and seems right.
4. Take the smallest step you can take that gives the biggest impact.

Where do breakthroughs come from?

How do you navigate the surprising world of surprises?

The Untapped Secret of Creating Passion

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I took a small team into a space that needs transformation and asked them what could be done to make the space youthful and vibrant. They weren’t to consider “how” to do it, at least at first. Just imagine possibilities.

Imagination ignites enthusiasm,
instills engagement, and deepens commitment.

About 40 minutes into the conversation, one person began taking the lead. Why did this one rise up? Why did they end up standing in front of the group with everyone else sitting down?

He wasn’t the most creative person in the room. He was the most passionate. He took the lead because he imagined himself and others in the new environment.

“People can’t do things they can’t imagine.”
Peter Jensen, author of, The Winning Factor.

Everyone in the group contributed in significant ways. Everyone was creative. Everyone is dedicated, talented and committed. The one who imagined most rose to leadership.

Leading with imagination:

Jensen suggests leaders use imagery to tap the power of imagination. “Good coaches make constant reference to what they would “see” and “hear” in optimum situations… Ask, ‘What would I see you doing, and what would I hear you saying, if you were demonstrating the qualities of a caring leader,’” for example.

How do you imagine your team and organization when they’re at their best?

Clarity:

People can’t go where they can’t imagine.

Tell people what you want. Jensen says, “Paint clear pictures of what is desired.” Leaders who constantly correct are helping people “not do.” Successful leadership is more about doing than not doing. Jensen suggests leaders:

1. Encourage mental rehearsal.
2. Imagine someone they know who has a high level of competence at the task.
3. Ask performers about their end goal, their dreams, and their vision.

How have you seen imagination change others or yourself?

How can leaders tap the power of imagination on a day-to-day basis?