Leadership … What’s Love Got to Do with It?

Love, Midtown, New York City, NY_Thomas R. Stegelmann

Photo Credit: Love, Midtown, New York City, NY, by Thomas R. Stegelmann, Flickr

In 1984, when I was launching into my pre-teen years, Tina Turner released her classic song, “What’s Love Got to Do with It.”

I’m sure just about anyone growing up in the 80’s can hear the chorus in their head right now…

 

 

Oh what’s love got to do, got to do with it
What’s love but a second hand emotion
What’s love got to do, got to do with it
Who needs a heart
When a heart can be broken.”

In some circles, this philosophy likely governs the work of leadership as well—keep love and emotion out of it.

Leadership … What’s Love Got to Do with It?

While Turner’s song was both fun and popular, I’d argue that it’s really bad leadership advice. Those engaged in the study and practice of leadership may not immediately think of love when they think of leadership,  but I’d argue that the best leaders know how to love well in their leadership work.

Hired Hearts

Providing helpful perspective on the relationship between leadership and love, Bruce Winston argues that leaders need to see followers as hired hearts instead of hired hands. As hired hearts, followers, just like leaders, are whole individuals that are motivated by authentic consideration and care.

On this point, Kathleen Patterson argues that in contrast to fear-based approaches to leadership, love in leadership creates an atmosphere where respect, trust, and dignity are fostered.

A Range of Loves

Now when we speak of love for followers, this love, of course, needs to be distinguished from the classic form of love we consider on Valentine’s Day. For instance, when I say “I love you,” this means different things depending on the one to whom I speak it. The love I have for my wife is different that the love I have for my children. Similarly, love for friends, extended family members, neighbors, and coworkers is also different. Love is different in each of these relational contexts, but is nevertheless important and meaningful.

One of my favorite authors from the 20th century is C.S. Lewis. In his book The Four Loves, Lewis engages such distinctions in love by contrasting four Greek words for love: storgē (family bond love), philía (friendship bond love), erōs (erotic bond love), and agápē (unconditional bond love). While love for one’s spouse should encompasses all four of these loves in its highest form, love for friends and coworkers is more limited, though still rightly called love.

Agape Love & Leadership

For leaders, perhaps the most helpful of Lewis’ four loves is the agape form of love. Speaking of such love around the term agapao love, Bruce Winston notes that agapáo love means to love in a social or moral sense and that “this Greek word refers to a moral love, doing the right thing at the right time for the right reasons.”

That’s a helpful way to understand leader love. Doing the right things at the right time for the right reasons. Servant leadership commitments clarify this a step further by asking whether leaders are considering the needs of followers and empowering them in their work of serving the needs of others.

This is why Kathleen Patterson believes that servant leadership is based on love at its core and that “true leadership is based on love.” With a primary commitment to followers, servant leaders drive their organizations’ missions forward toward success as they commit first to caring for (loving) their followers.

Loving Us along the Way

One of my colleagues, Mark McCloskey, argues that followers bring three core questions to their leaders. These questions often are not verbalized, but the degree to which followers have answers to these questions drives commitment and performance.

  1. Do you know where you’re going?
  2. Can you get us there?
  3. Will you love us along the way?

Clear vision and leadership capacity are at the core of the first two questions. The third question speaks more to the character and values guiding the leader. Followers want to know that not only will things get done, but that they will also experience loving leadership along the way.

What’s Love Got to Do with It? – Everything!

So, back to our question: What’s Love Got to Do with Leadership? When leadership is done well, I argue that love is at the core of that leadership practice. It is done with the good of followers in mind (doing the right thing at the right time for the right reasons), and it’s done in the right manner (loving people along the way).

Leader Love and You

Whether leadership love is a foreign concept or an intuitive practice for you, I encourage you to take some time this week to think through how love is shaping your leadership practice. How are you engaging your followers with consideration and care? How are you serving your followers as they aim to serve others? How are you caring for and loving your followers along the way in carrying out your organization’s mission?

Authentic Collaboration — Avoiding Collaboration Overload

 

collaboration_Jennifer-Leonard

Photo Credit: collaboration, by Jennifer Leonard, Flickr

I’m a fan of teamwork. Team leadership was an area of focus for me in my Ph.D. dissertation research entitled Servant Leadership and Team Effectiveness. See some of my positive affirmations of teams in the following posts:

While teams have many benefits, there are challenges associated with teams as well. See a previous post in which I highlight and discuss the following 6 Challenges of Teams (subtitle…Removing the “I’s” from Your Team):

  • Ingrown
  • Indecision
  • Inaction
  • Inefficiency
  • Inequity
  • Inconsideration

Collaborative Overload

In a recent HBR article, Cross, Rebele, and Grant take up another important challenge in an article entitled “Collaborative Overload: Too Much Teamwork Exhausts Employees and Saps Productivity.”

In their article they provide several important cautions surrounding team member exhaustion, and in so doing remind us to not overload on a good thing. The core of the identified problem in the article is expressed in the following manner:

Although the benefits of collaboration are well documented, the costs often go unrecognized. When demands for collaboration run too high or aren’t spread evenly through the organization, workflow bottlenecks and employee burnout result.”

Cross, Rebele, and Grant go on to recommend solutions to this problem that are focused on better managing collaboration through efficient organizational and team practices. This is good advice.

Authentic Collaboration

As I engaged their work, I also began to think of another solution that I’ll label “Authentic Collaboration.”

From my experience with teams, groups, and committees, the problem is not too much collaboration, but rather too much of the wrong type of collaboration.  Let me explain.

When participants in a collaborative process are playing a role on the team, group, or committee that is authentic and meaningful, this type of collaboration tends to be energizing. When participation is inauthentic and merely procedural, this type of collaboration tends to be energy draining and feel like wasted time.

Meaningful Participation

Often from positive motivations, leaders and administrators tend to draw people into a collaborative experience because these leaders and administrators need a representative from diverse divisions or interests in their organizations.

When this practice is about wanting to authentically hear voices from these unique perspectives, this can lead to meaningful and authentic collaboration. However, when this practice is simply about wanting to placate an organizational perspective or voice, and the voice at the table is not authentically desired by leadership, this can lead to unproductive and inauthentic collaboration.

Again, I would argue collaboration is not the problem, but rather the wrong type of collaboration. When people are invited to the table of collaboration, the invitation needs to be authentic. Help people to be good stewards of their time by facilitating meaningful participation for all involved on the team, group, or committee.

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What has been your experience with collaboration? What problems and challenges have you faced? How have you engaged these problems and found meaningful solutions? Take a moment to share your experience below.

The Power of Vision, Part 5

Visions-of-Color_Joe-Dyndale

Photo Credit: Visions of Color, by Joe Dyndale, Flickr

I’m in a mini-series focused on the power of vision. Here’s a snapshot of where we’ve been in the series:

  • In Part 1, I began by providing the following definition of vision: vision is a picture of a preferred future. Further, I described the major work of leaders as communicating this picture of a preferred future in a manner that is compelling and unifying.
  • In Part 2, I engaged the capacity of vision to provide passion, motivation, direction, and purpose for life and leadership.
  • In Part 3, I engaged how leaders can help to make vision stick by casting the vision well, celebrating the vision well, and living the vision well.
  • In Part 4, I engaged how leaders can identify their burning passion and compelling vision.

This week, I’d like to provide a final encouragement as you consider the vision you are meant to pursue in the year ahead.

Looking to Your Future

As I write this post, New Year’s Day is just around the corner. In many ways, the start of a new year provides an opportunity for us to do what we should be regularly doing throughout the year—looking to the future and planning in light of it.

As you look out the future, what is the picture of a preferred future both for you and your organization?

First, what does this preferred future look like both personally and professionally?

  • Personally: What is your personal vision … for you, your family, and your community in the days, weeks, months, and years ahead?
  • Professionally: What is your professional or organizational vision … for you and the community you serve in the days, weeks, months, and years ahead?

Second, what does this future look like at different points along the way on the journey toward your preferred future?

  • What does it look like weeks in the future?
  • What does it look like months in the future?
  • What does it look like years in the future?

Developing a Strategy for Visionary Planning

Weekly Carve out 15 minutes at the beginning of each week in order to prioritize your schedule and insure you are working toward your preferred future.
Monthly Carve out 2 hours to evaluate the previous month and then plan for the coming month in light of your visionary priorities.
Quarterly Carve out a day (workday length) in order to evaluate progress in light of your personal and professional vision. Use this evaluation to make adjustments for the coming 2-3 months.
Annually Carve out a 1-2 day retreat (getting away to a hotel, cabin, or retreat center) where you can have focused time not only evaluating the past year, but also reevaluating your overall visionary priorities. This is an annual time to insure that the direction of your life and leadership is moving toward a preferred future in light of the things that matter most in life.
Seasonally (each 5-7 years) Carve out a week or more every 5-7 years for a season of deep rest, refreshment, and renewal. This is not about simply taking a vacation—something that likely happens every year—but rather taking a genuine sabbatical from the normal routines of life. Some professions may allow for this seasonal time to be multiple months of rest, refreshment, and renewal. For other professions and work contexts, this seasonal time may be limited to a typical vacation week. In either case, find a path for intentional reflection on the trajectory of your life and leadership.

Have you seen tangible progress toward major visionary dreams you had 5 to 7 years earlier (degrees you wanted to complete, job changes you wanted to pursue, organizational goals you wanted to accomplish, etc.)?

As you look out into the next 5 to 7 years of your life and leadership, what are your major visionary priorities for the years ahead? What course corrections need to be made now to help navigate toward this preferred future? How can you adjust your schedule, budget, and general pace of life to make space for prioritizing movement toward this preferred future?

Engaging major life questions like this takes time and space for rest, renewal, and reflection. Take time not only for vacation and recreation, but also for sabbatical in order to tackle such visionary reflection and dreaming in your life.

 Vision: the Tool for Leading from the Front

Whether thinking of vision personally, professionally, or organizationally, vision is a powerful tool for your life and leadership.

Engaging the power of vision in leadership, Burt Nanus shares these thoughtful insights:

Vision is the main tool leaders use to lead from the front.
Effective leaders don’t push or production their followers. They don’t boss them around or manipulate them. They are out front showing the way. The vision allows leaders to inspire, attract, align, and energize their followers—to empower them by encouraging them to become part of a common enterprise dedicated to achieving the vision.

Rather than simply using push and production techniques, as leaders we need to learn to lead from the front. Vision provides the essential tool for moving from extrinsic motivation to intrinsic motivation. Vision provides the path for painting a picture of a hopeful future that motives us personally and others organizationally. As Nanus notes, “Vision is the main tool leaders use to lead from the front.”

Taking Your Next Visionary Steps

As you look to your future, the key is to pay attention and make changes based on this visionary reflection. In the week ahead, I encourage you to take some time to pay attention to your preferred future (your vision), and begin to take steps toward this preferred future in practical, tangible, and meaningful ways.

God’s best to each of you as you make strides toward the things that matter most in your life.


Here are all of the post links for this series:

The Power of Vision, Part 4

Colorful-vision_Lu-Lacerda.jpg

Photo Credit: Colorful Vision, by Lu Lacerda, Flickr

I’m in a mini-series focused on the power of vision.

In Part 1 I began by providing the following definition of vision: vision is a picture of a preferred future. Further, I described the major work of leaders as communicating this picture of a preferred future in a manner that is compelling and unifying.

In Part 2, I engaged the capacity of vision to provide passion, motivation, direction, and purpose for life and leadership.

In Part 3, I engaged how leaders can help to make vision stick by casting the vision well, celebrating the vision well, and living the vision well.

This week, I’d like to take on how leaders can identifying their burning vision.

“What Precedes Vision?”

In a 2005 talk at the Global Leadership Summit, bill Hybels provided his reflections on “The Leader’s State of Mind.” The focus of Hybels’ speech was engaging the following important questions:

  • What precedes vision?”
  • What gives birth to vision?”

Most leaders understand the importance of casting a vision for their people. Just yesterday I heard about a family company that spent a part of their day focusing on vision casting. As I sat in the stands at my girls’ high school basketball game this friend shared with me that the president of the family-owned company he works for spent a couple hours with employees sharing and talking about the implications of their company vision.

This work of vision casting is vital. When leaders have a vision, the advice shared last week is critical—cast the vision, celebrate the vision, live the vision.

But … how do leaders arrive at a vision for their team, division, or organization? Or, in the words of Hybels, “what gives birth to vision?”

Finding Your Burning Vision

What an important question to engage.

As Hybels discussed this he shared the example from the cartoon Popeye the Sailor man. When Olive was threatened, Popeye would get to a breaking point where he would say:

That’s all I can stand, and I canst stands no more.”

In many ways, this line captures the heart of what passionate leadership is about. Rather than simply having a functional and lackluster vision, visions that change businesses, organizations, and societies arise from “Popeye-like” passion that sees something and says, “That’s all I can stand, and I canst stands no more.”

“I Canst Stands No More”

So what in your life raises that type of passion? In Hybels’ words, “What can’t you stand?

This is the seed from which passionate vision often arises. When you consider your life, your leadership, your team, your organization, your work, your context for life, what in your life raises the response, “That’s all I can stand, and I canst stands no more?”

  • Is it the need to see students effectively engaging in learning in the K-12 environment?
  • Is it companies providing real value through effective research and product development?
  • Is it about your industry operating ethical standards?
  • Is it about working toward justice in some tangible way due to the needs of the oppressed or marginalized?
  • Is it about creating health rather than dysfunction in organizations?
  • Is it…?

Of course the list could go on to many other areas.

The key is to think through your life, your leadership, your context.

  • What bothers you?
  • What do you see that needs to be fixed?
  • What problems can you not stop thinking about and want to contribute toward a solution?

Living into Your Passion

Identifying your passion is the first step to identifying your burning vision. If this is not immediately clear to you, take some time in the week ahead to consider what it is that you “canst stands no more,” and then find a tangible way to live into this passion in your life. What first step can you take to consider a visionary response to this area of helpful discontentment?

The reality is, you will likely have multiple passions based on the multiple spheres of your life. Consider:

  • What is your burning vision for your team, business, or organization
  • What is your burning vision for your family?
  • What is your burning vision for your personal and professional life?

Although Popeye may not be the first “sage” we think of in identifying our passion and burning vision, it is a great metaphor to spur us on as we consider our burning vision and work to live into this vision with passion.

Next week we’ll take up some final vision reflections as we think through the visions we are meant to pursue in the year ahead.

As always, I love to hear your thoughts. Please share your reflections below.


Here are all of the post links for this series:

The Power of Vision, Part 2

vision_EladeManu

Photo Credit: vision, by EladeManu, Flickr

I’m in a mini-series focused on the power of vision.

Last week I provided my definition of vision as a picture of a preferred future, and described the major work of leaders as communicating this picture of a preferred future in a manner that is compelling and unifying (see Part 1).

This week I want to take some time to engage why vision is so powerful.

Visioneering

In his book, Visioneering, Andy Stanley makes the following observation:

Too many times the routines of life begin to feel like shoveling dirt. But take those same routines, those same responsibilities, and view them through the lens of vision and everything looks different. Vision brings your world into focus. Vision brings order to chaos. A clear vision enables you to see everything differently.”

What Vision Provides

Building on these observations, Stanley notes that vision helps to weave four things into the fabric of our daily lives:

Passion

Vision evokes passion…. A clear, focused vision actually allows us to experience ahead of time the emotions associated with our anticipated future.

Motivation

Vision provides motivation. The mundane begins to matter. The details, chores, and routines of life become a worthwhile means to a planned–for end.

Direction

[Vision] serves as a road map…. Vision simplifies decisions making…. Vision empowers you to move purposefully in a predetermined direction.”

Purpose

Vision translates into purpose. A vision gives you a reason to get up in the morning…. Purpose carries with it the momentum to move you through the barriers that would otherwise slow you down and trip you up.”

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As you look to a picture of a preferred future for your life and organization, how is this work of “visioneering” (or vision casting) providing passion, motivation, direction, and purpose for you? In what ways has vision helped to provide clarity and focus to your life and leadership?


Here are all of the post links for this series:

Taking the Next Step — How to Improve Individuals and Organizations

Photo by Justin Irving; new Vikings Stadium in process.

Photo by Justin A. Irving; new Vikings Stadium in process.

One of my favorite quotes from W. Edwards Deming is “Your system is perfectly designed to give you the results you’re getting.” What a great reminder. And, this helpful reminder raises a key question: What are your results telling you?

Deming is a key figure in operations management and the pursuit of continuous improvement within operational systems. Management theories like Total Quality Management (TQM) and beyond have been significantly shaped by Deming’s key principles. While Deming’s work is primarily designed for macro operational settings, the lessons are helpful for both organizations and individuals. What are your results telling you organizationally? What are your results telling you individually?

Here are a few highlights from Deming I offer for your consideration

Deming’s 14 Key Principles

Deming is known for 14 Key Principles in his approach to management. I will not review all of these here since they get into specific dimensions of organizational operations. However, here are a few high points of these principles from Deming’s book Out of the Crisis.

  1. Prioritizing the Creation of Constancy of Purpose: “Create constancy of purpose toward improvement of product and service, with the aim to become competitive and to stay in business, and to provide jobs.” Improvement at the organizational and individual level does not come by constantly changing focus. Deming’s first point reminds us of the importance of staying the course, remaining focused, and keeping our aims before us. Are you constantly changing your aims, or are you maintaining constancy of purpose and staying focused on what matters most?
  2. Committing to Improve Constantly: “Improve constantly and forever the system of production and service, to improve quality and productivity, and thus constantly decrease costs.” Whether at the organizational or individual level, what problems or challenges exist in the system? If “your system is perfectly designed to give you the results you’re getting,” then what problems need to be addressed and are you asking this question regularly?
  3. Taking Action toward Transformation: “Put everybody in the company to work to accomplish the transformation. The transformation is everybody’s job.” If, as noted above, we have identified the problems holding us back, then it is time for action based on these identified problems. Deming’s final point is a call to action. If at an organizational level, this means focusing everyone’s attention on the problems that need to be addressed and the transformation that is desired. If at an individual level, this translates into prioritizing desired outcomes and shaping our decisions and actions toward this desired transformation.

Deming’s Wheel (P.D.C.A.)

Deming's Wheel

In addition to Deming’s 14 Key Principles, another helpful lesson from Deming’s thinking is Deming’s Wheel. Deming’s Wheel is a four stage process focused on (1) planning, (2) doing, (3) checking, and (4) acting, and helps to simplify core steps along a path of continuous improvement.

  • Plan: Plan an improvement
  • Do: Do the activity planned
  • Check: Check the results of this activity
  • Act: Act on these results in order to make future improvements

Whether at the organizational or individual level, Deming’s Wheel of PlanDoCheckAct provides a memorable model for engaging in continuous improvement. Consider what transformation you desire in your life or in your organization. (1) Make plans for an improvement. (2) Do the planned activity toward this improvement. (3) Check the results of the activity you did. (4) Act/Revise your future planning based on the observed results.

Your system is perfectly designed to give you the results you’re getting.” What are your results telling you? Perhaps Deming’s approach to continuous improvement will provide you with some practical insights on how to take the next step toward improvement both organizationally and individually. It’s time to Plan – DoCheckAct.

Where to Look for Better Performance in Your Work

"Here's looking at you, kid" - Jaskirat Singh Bawa, Flickr

Photo Credit: “Here’s looking at you, kid” – Jaskirat Singh Bawa, Flickr

I read about a unique and interesting study recently. The primary aim of the study was examining the impact of various combinations of employees and customers seeing or not seeing each other while work is performed and how these combinations affect customer satisfaction with the product provided.

An Eye on Cooks and Diners

Researchers Ryan Buell and Tami Kim set up scenarios in a live cafeteria environment:

  • Scenario One: Cooks and diners not in view of one another
  • Scenario Two: Diners only could view cooks
  • Scenario Three: Cooks only could view diners
  • Scenario Four: Diners and cooks both in view of one another

In each of these scenarios, diners would rate the quality of the food. The key finding in this study was that cooks who could view diners while preparing their customer’s food had the highest food quality ratings.

The Extra Ingredient in the Recipe of Work

Of this finding, Buell notes:

“We’ve learned that seeing the customer can make employees feel more appreciated, more satisfied with their jobs, and more willing to exert effort. It’s important to note that it wasn’t just the perception of quality that improved—the food objectively got better.”

Though not difficult to understand, this is a powerful finding from a unique study.

Who Are You Serving through Your Work

Most readers likely will not identify with the specifics of the cook-diner relationship. But all of us can think about the people we serve through our work, whether we are paid or not. Who are the customers, students, members, friends, family, and colleagues who benefit from our work?

The takeaway is the importance of focusing on these people while we work. And, if at all possible, to create an environment where we can regularly see those we serve through our work.

Keeping Your Eye on Your Customer

If you care about adding value to the lives of your customers—those you serve—find ways to keep these people in mind and in view while you do your work. Buell and Kim’s research suggests that you will perform best and provide the best products and services when you do.

Keep your eyes on the people you serve!