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Leadership: The Inner Voice of Change

Dan Cathy (2011) said, “Being a leader means being able to help others discover and then live out their potential by inspiring them to seek it every day” (p. 27).  Inspiration must be accompanied by practical application.  My passion to inspire followers flows from one of my core principles of leadership: Continuous growth.

            My life and leadership are anchored in the belief that I must maintain a state of learning and intellectual exploration.  Obolensky’s (2010) survey/test of my leadership in light of his Telling, Selling, Involve, and Devolve matrix highlighted two areas of potential improvement.

            First, the test determined that I currently lead from an Involve/Sell perspective in which it is harder for me to “let go and allow follower’s room for growth,” and secondly, I may be “working harder than necessary.”  Delegating was a difficult challenge for me early in my leadership.  Over the years it has become easier although it rears its ugly head at time.  By establishing trusting relationships, I have been able to delegate more often and in the process, avoid micromanaging. Moreover, the survey identified that I may also be using too direct of an approach in my leadership.  

            Operating from a place of continuous growth and improvement, these insights have helped me create an atmosphere where followers can lead and grow along with me. I’ve found that one of my greatest achievements is sharing in the successful maturation and development of those that I lead.  Watching younger men and women take the initiative and demonstrate courage in leadership has become the most satisfying aspect of leadership.

Has your thinking changed over the course of the past six weeks, if so; why, and, if not; why?

            The Strategic Leadership course and Obolensky’s Complex Adaptive Leadership have equipped me with the tools necessary to face and direct complex situations.  In the military, complexity is ubiquitous.  Traditionally, leaders were taught to understand the intricacies of each situation, to understand the enemy, and to lead with directness—believing the mission must always come first.  However, the military has changed, warfare and strategy has changed, and I have changed. 

            This course has caused me to look at every situation and realize there will be uncontrollable dynamics hidden within each one.  With countless leadership books in my office, Obolensky’s desire to “build on and not replace” them has equipped me to integrate his teachings into the writings of other great authors like Kouzes, Posner, Heifetz, Godin, Maxwell, Collins, and Kellerman.  Obolensky (2010) said, “Complex Adaptive Leadership is not about throwing away traditional leadership wisdom.  It is about challenging the underlying assumptions of leadership and seeing leadership in a different way, which means letting go (but not necessarily abandoning) some long held beliefs” (p. xiv).

            This course and assignments have pushed me to implement new interpersonal strategies, pause before acting, and release control to both the situation and the people.  With these tactics, I’ve been educated in the potential of people and the power of the process.

What is the significance of this in the context of your future leadership goals and objectives?

            In an article titled, Change Starts at 4 A.M., Tim Willard (2011) said, “As leaders, we are often pressured to stay ahead of the pack.  In order to do so we set out to be razor sharp.  We seek to grow our influence; we pride ourselves in our professional acumen and our ability to see beyond the status quo.  And, in the right order and context, these things are fine” (p. 97).  Recognizing the value and power of change, Tim continued and added, “But if we truly desire to be a voice of change, industry standard is not enough.  As we peer into the rich concept of change we come face to face with a definition of leadership that will, if we let it, change us” (p. 97).

This class, the discussions, Obolensky’s text, and the assignments have all impacted my definition and understanding of leadership.  But, the greatest change and the deepest challenge came as I sat alone and reflected upon my life and my leadership.  Am I making a difference?  Are people better because of me?  Are my motives clear, and more importantly, pure?  Have I become a better employee, pastor, husband, father, and friend?  These are the true metrics.  Like Willard said above, industry standards and bottom line profits cannot be the sole litmus test of our effectiveness as leaders.  The true test is, “Have I helped others become better?”  I believe I have.

My present and future leadership and influence will be determined not only by the immediate result but the long term—and sometimes painstakingly slow—changing of those whom have allowed me access to influence.  This course has helped me become a guide: One that is confident in complexity and adaptive in attitude.

Steve

Cathy, D. (2011). Chick-Fil-A Leadercast Journal. Voices of Change, 1-134.
Obolensky, N. (2010). Complex adaptive leadership. Burlington, VT: Gower Publishing.

Willard, T. (2011). Chick-Fil-A Leadercast Journal. Voices of Change, 1-134.

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Profits and Prophets: The Power of People

In The Art of Possibility, Benjamin and Rosamund Zander (2000) said, “A monumental question for leaders in any organization to consider is this: How much greatness are we willing to grant people” (p. 73)?  As a conductor with the Boston Philharmonic Orchestra, Benjamin Zander understands the importance of synthesizing talent.  He explains in the chapter titled Leading From Any Chair “Leaders should speak to the passions of their people and look for opportunities to hand them the baton” (p. 74). 

Zander quoted a musical student, Amanda Burr, who said, “I learned leadership is not a responsibility—nobody has to lead.  It’s a gift, shining silver that reminds people huddled nearby why each shimmering moment matters.  Things change when you care enough to grab whatever you love, and give it everything” (p. 74).  Leadership has evolved from being about the qualities of one to encompassing the passions of many.  In today’s complex world of technology, knowledge, and globalization, leaders are learning that there is a significant competitive advantage in creating an atmosphere where passion and commitment meet goals and objectives.  

St. Luke’s Communications and the Morning Star company have demonstrated that people are committed to greatness.  They have achieved profits and double-digit revenues that debunk McGregor’s Theory X perspective and embraced his Theory Y.  Creating a firm with no bosses, no promotions, and no hierarchy can feel as scary as walking over Niagara Falls on a tightrope.  However, demonstrating trust and releasing the human desire to achieve may be the new frontier for organizational success.  For those who doubt its validity and discount its success, they need to look no further than the model implemented at W.L. Gore & Associates.

Alan Deutschman (2004) in a Fast Company article tells of Gore’s approach as “A place with hardly any hierarchy and few ranks and titles.  He [Gore] insisted on direct, one-on-one communication; anyone in the company can speak to anyone else.  In essence, he organized the company as though it were a bunch of small task forces.”

Diane Davidson, a new Gore employee kept asking, “Who’s my boss?”  Her sponsor (a fellow colleague assigned as mentor; not boss) replied, “Stop using the B-word.”  Davidson found that “your team is your boss, because you don’t want to let them down.  Everyone’s your boss, and no one’s your boss.”

At Gore, leadership is not about being in charge.  Leadership flows from talent.  Deutschman (2004) defines leadership at Gore as “natural leadership.”  He said, “Leaders aren’t designated from on high.  People become leaders by actually leading, and if you want to be a leader there, you have to recruit followers.  Since there’s no chain of command, no one has to follow.” 

Gary Hamel (2011) said, “Inefficiency stems from top-heavy management models that are both cumbersome and costly” (p. 50).  Highlighting the success of Morning Star, Hamel explains that “Employees (colleagues) are ridiculously empowered yet work together like members of a dance troupe” (p. 52).  By operating with a view of self-management, Morning Star and the team at St. Luke’s are encouraging a trust in people.  In speaking of Morning Star, Hamel said, “Developing personal mission statements facilitates a shift from “rule-driven compliance to peer-negotiated accountability” (p. 53). 

Likewise, Diane L. Coutu (2000) referencing St. Luke’s Communications said, “At other firms, people can hide.  They can hold back.  But here we repeatedly ask people to go where they have never been.  Our employees must take nothing for granted; they must peel away all the levels of their personalities to become who they really are” (p. 145).

Releasing passion in a company is similar to releasing a person’s gift or talent in a church.  At The City Life Church (TCLC) in Newport News, Virginia, Pastor Fred Michaux believes a person’s gift makes room for them.  Meaning, your passion and abilities as designated through service ultimately creates a place for you to lead.  In short, the church is not about a place of titles, positions, and pulpit possibilities.  Rather, it is a dynamic operation of individual hearts collaborating on a mission to bring the Gospel to the community while facilitating personal transformation and healing.

Like Morning Star, St. Luke’s, and W.L. Gore, The City Life Church does not operate from a rigid hierarchy; but rather, within concentric circles of accountability.  While there are pastors and leaders at TCLC, they are created organically.  Fancy credentials and traditional titles are not promoted and advertised.  Flying in the face of religious tradition and current church hierarchy, TCLC believes that leadership is not bestowed but recognized. 

Outreach programs, adult ministries, and missionary initiatives are “managed” based on an individual’s influence and peer followership.  People are not “assigned” to teams but rather a team is built based on its gravitational pull.  In short, followers support ministries that connect to their passion.  With a culture of experimentation, population promotes the success, failure, or continuation of a ministry.  It echoes the simplicity of the 1989 film, Field of Dreams, “If you build it they will come” quote.  In other words, if they “don’t come” then the church doesn’t force it.  By letting the congregation determine its needs, individual leaders merely facilitate a path and help guide rather than force people into traditional boxes such as Sunday School or small groups. 

Today’s press-and-click expediency has forced church leaders to rethink new ways to reach the next generation of up-and-coming leaders.  Since the process of spiritual maturity is a lifelong journey, individuals can get frustrated with the process.  By integrating the church with mentors and coaches, Pastor Fred has released people who want to help other people.  Giving people freedom to minister to others has created a church of pastors rather than the mantle of leadership resting on one man.  One pastor cannot possibly meet the demands of a large church with over 200 members.  By letting leaders lead and coaches’ coach, each individual member feels valued. 

Coutu (2000) said, “People scream out for individual mentoring which has replaced conventional management in many ways” (p. 146).  Historically, congregants were led merely by Sunday morning sermons.  The pastor visited a family only during difficult times.  At TCLC, everyone has taken on the responsibility of helping everyone.  It is not the pastor’s responsibility to disciple, teach, and develop new leaders.  One person cannot possibly pray with every person for every need. 

Lastly, TCLC is similar to W.L. Gore in that there are functional ministries and structures; however, these structures merely highlight passions and generate focus.  They do not operate within an atmosphere of self-entitlement or royalty and rank.  They recognize they are servants of a higher calling.  From profits to prophets, both TCLC and W.L. Gore realize the potential of their people and are willing to take great risks in promoting these beliefs. 

Steve

References:

Coutu, D.L. (2000). Creating The Most Frightening Company On Earth. Harvard Business Review, 78(5), 142-150.

Deutschman, A. (2004). The Fabric Of Creativity. Retrieved from http://www.fastcompany.com/51733/fabric-creativity

Hamel, G. (2011). First, Let’s Fire All The Managers. Harvard Business Review, 89(12), 48-60.

Zander, R., & Zander, B. (2000). The art of possibility. Boston, MA: Harvard Business Review Press.

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For Effective Change: Follow-the-Leader

When I was a young boy growing up in a small farm town in western Pennsylvania, one of the games we used to play was Follow-the-Leader.  As we took turns at the helm, each boy would find himself enthralled in an exciting and adventurous journey through woods, old barns, and small waterways.  One never knew what was around the bend.  While playing both the leader and the follower were fun, the leader role carried a deeper level of anticipation.  Climbing trees and scaling bridges—while already enjoyable—was even more so knowing there were a handful of others exciting tracing your steps slightly unsure of where they would end up.

As an adult, the geography may be different but the game remains the same.  Follow-the-Leader continues in business, sports, and non-profit agencies.  Fortunately, I’ve had the opportunity to fill both roles again though the expectations inherent in leader and follow are much more complex than they were when we were children.  If leaders hope to be successful, they must be clear about their vision, passionate about the journey, vigilant of the leader-follower relationship, and lastly, they must produce results.   

In regard to the challenges facing today’s leaders, Brown (2011) said, “The globalization of markets, the downsizing of workforces, the flattening of hierarchies, the reengineering of work processes, and the spread of information technology are all part of a revolution in the way we do business.  These changes are happening at the same time and fast.”  In short, we need leaders.  With all the challenges, changes, and uncertainty of our times, it is the men and women with vision, passion, loyal followers, and results that will rise to the top and lead the changes necessary for success. 

Change does not happen accidentally; rather, it is initiated with a specific purpose and it requires leadership to function properly.  The first trait of a successful leader in a change initiative is vision.  In short, they must define reality.  Leaders reach their goals by identifying, shaping, and representing the shared ideas and values of their organization (Gini & Green, 2013).  As stated earlier from the childhood game, leaders must know where they are going.  As kids, we knew if a leader repeatedly required us to stop, turn around, and go back, then it wouldn’t be long before he was replaced.  Furthermore, his opportunities to lead became less and less. 

Ronald Reagan once said, “To grasp and hold a vision is the very essence of leadership.”  Warren Bennis, one of our world’s foremost leadership expert said, “All leaders have the capacity to create a compelling vision, one that takes people to a new place.”  Bennis looked at scores of leaders, and determined that none of them possess all of the characteristics of great leadership.  But every good leader, he found, has vision (Cohn & Moran, 2011).  Before a leader initiates a system-wide change, the leader helps the organization identify the difference between where it is and where it would like to be, and then proceeds to design and implement appropriate organizational development interventions (Brown, 2011).

Ben Stein has made a career acting and speaking with a passionate-less, monotone voice.  Undeniably humorous and witty, it is the antithesis of a passionate leader.  Though this example is extreme it hopes to make a point.  When leading a system-wide change initiative, leaders must be passionate about the prospect of a better future.  Great leaders are able to tap into the power of their deepest aspirations.  Passionate leaders demonstrate that they have put a lot of thought into their vision and are able to speak convincingly about the way in which the organizational mission and their personal passions are intertwined (Cohn & Moran, 2011).

If I may use the Follow-the-Leader example yet again: kids follow because they are excited about where the journey may lead them.  The leader is normally the one shouting with excitement, “Follow me!” and as they climb over and under a myriad of obstacles their passion never wanes.  The same holds true for adults.  Leaders will require great effort and sacrifice from followers and at times they will have to climb over, under, and around some hurdles as they implement new and innovative change strategies.  If the leader doubts the way or loses enthusiasm for the journey, the followers will follow suit and eventually the change effort will stall.  Leaders demonstrate passion because they believe.  When vision combines with passion, leaders are born.  However, as John Maxwell said in Failing Forward, “He who thinks he leads, but has no followers, is only taking a walk.”  That leads me to my next leadership characteristic: the importance of the leader-follower relationship.

Brown (2011) said, “The implementation of a large-scale change program is almost impossible without the investment of all levels and elements of the organization” (p. 90).  He goes on to add that the collaborative relationship between internal and external practitioners (or leaders and followers) provides an integration of abilities, skills, and resources.  It embodies such qualities as trust, respect, confrontation, and collaboration.  In coaching the 2008 USA Olympic Basketball team to a gold medal, Coach Krzyzewski said, “Leadership boils down to strong relationships.  Before I can be an effective leader, I have to know the players, they have to know me, and we have to know and trust each other” (Cohn & Moran, 2011).  

Fortunately, Coach K won the gold medal.  Four years earlier with many of the same players, the USA team lost in Athens to Puerto Rico and a week later lost again to Lithuania.  If that wasn’t bad enough, they finally lost to Argentina and settled for a bronze medal finish.  Players, coaches, and fans were humiliated.  The NBA was embarrassed on the world’s stage.  Leaders need vision, passion, and a great relationship with their followers.  However, at the end of the day, it all comes down to results.  Without success, as the 2004 Olympic Basketball team and the band of children following their leader discovered, all the vision, passion, and camaraderie matters little. 

The final trait that warps around the other three and holds them together is success, results, and positive transformations.  As Gini & Green (2013) said, “All forms of leadership are about transformation.  Leadership is not about maintaining the status quo; it is about initiating change in an organization” (p. 7).  Change is always difficult.  It requires strong leaders with deep perseverance to continue moving forward when times are challenging.  Leaders are defined by their results.  If people and processes remain the same after the leader moves on, it begs the question “Did the leader lead?”  Effective leadership is not about making speeches or being liked: leadership is defined by results, not by attributes” (Gini & Green, 2013). 

Leadership is not for the faint-of-heart.  It is difficult, challenging, and can be exhaustively frustrating.  However, no matter the toil, when a person believes in a better way and has the desire to bring it to life, they suddenly find themselves connected with others and generating collaborative enthusiasm.  Before long, there is a movement, a change initiative that inspires hope for a better organization and a better life.  At the end of our days our life is often measured by results and the question we all ask: “Did I make a difference?”  Passionate leaders with a vision for a better tomorrow joining forces with other like-minded people can count on producing long-lasting results.  Whether the change is organizational or personal, it’s the leader in all of us that shouts, “Follow me!” as we journey toward a better tomorrow.

Steve

References:

Brown, D.R. (2011). Organization development. Upper Saddle River, NJ: Pearson

Education, Inc.

Cohn, J., & Moran, J. (2011). Why are we bad at picking good leaders? San Francisco,

CA: Jossey-Bass.

Gini, A., & Green, R.M. (2013). 10 virtues of outstanding leaders. Malden, MA: John

Wiley & Sons, Inc.

Maxwell, J. (2000). Failing forward. Nashville, TN: Thomas Nelson, Inc.