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 3

 

Vision-of-Transformation_Hartwig HKD

Photo Credit: Vision of Transformation, by Hartwig HKD, Flickr

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

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

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

This week I want to take some time to engage how leaders can help to make vision stick.

Making the Vision Stick

In a 2003 talk at the Global Leadership Summit, Andy Stanley provided his reflections on the importance of vision and how to make vision stick for organizations.

Why is this an issue for leaders? As most leaders can attest, vision tends to “leak” in organizations. The vision is put forward for all the key constituents and everyone seems to be on board and excited. Then a few weeks, or even a few days, go by, and suddenly the demands of day-to-day life and organizational needs turn the attention of people away from vision.

In light of this, leaders must be very intentional in working to help vision land and stick with their people. On this point, Stanley argues that leaders must do three primary things with vision: Cast it! Celebrate it! Live it!

Cast it! Celebrate it! Live it!

Casting the vision provides DEFINITION:

Casting the vision helps everyone in the organization to be on the same page. But the vision that is cast bust be clear first. Sometimes when we start talking about vision we realize it’s unclear. As Howard Hendricks states it: “if it’s a mist in the pulpit, it’s a fog in the pews.” Vision must not be “clear as mud.” Vision needs to be exceptionally clear to the leader so that it may be clear for followers once communicated.

Celebrating vision provides INSPIRATION:

Celebrating the vision helps everyone know what a “win” is for your organization. It helps put “skin” on the vision for your people. Make celebration a part of your culture. Celebration is what brings the vision alive to your people. Build in mechanism to celebrate. Normalize and regularize celebration. Tell the story well so that vision comes alive.

Living out the vision provides CREDIBILITY:

Leaders living out the vision helps you to be a leader worth following. When we live it out whether we’re the leader or not, this moves us from leading from position to leading from influence. The vision becomes connected to who you are. People want to know whether or not a leader is living the vision, not just talking about the vision. Without leaders living it, followers may question whether the credibility of the vision is intact. You can’t ask people to do something that the leader is not willing to do themselves.

Leading with Vision

As you lead with vision in your community, how are you working to cast it well, celebrate it well, and live it well? Take a moment to share your story below.


Here are all of the post links for this series:

Leading Organizations Fit for People

Facescape_Viewminder

Facescape, by Viewminder, Flickr

Organizations are increasingly utilizing data-based approaches to decision making. These approaches provide helpful insights for organizational leaders aiming to be responsive to their constituents and markets.

Losing Sight of People

Noting this trend from a marketing perspective, the following quote from a recent Harvard Business Review article identifies a hidden danger such approaches:

“As marketers continue their love affair with analytics,
there’s a danger that they’ll lose sight of their customer’s humanity.”

In marketing circles, the “4 P’s” of marketing are often emphasized:  Products, Price, Place, & Promotion. In my MBA program, my Marketing Management professor emphasized that those leading in the realm of marketing must not forget about a fifth “P”—People.

Servant Leadership in the Organization

Whether in the realm of marketing or in broader discussions of organizational leadership, such insights are vital. Leaders must remember the priority of people in the work of lead. Leaders must never lose sight of the humanity of their followers, team members, customers, and constituents.

From a servant leadership perspective (Find my blog series on Servant Leadership here), the core of effective leadership involves putting the needs of followers before the self-interest of leaders. But such principles of leader-service are not just about certain leadership roles. It involves looking at the totality of the organization and working hard to keep the focus on people.

Management 2.0

Gary Hamel discusses such principles around the concept of what he calls Management 2.0. At the heart of Management 2.0 is asking the question of whether or not our organizations are fit for human beings.

The industrial revolution brought about significant management strides that contributed to increased levels of organizational performance. But such strides often came with a cost of dehumanizing organizations.

Within the Management 2.0 movement, organizations are again seeing significant change in management that contributes to increased performance. In contrast to previous approaches to management, these recent changes focus on advancing organizational goals while also recognizing and working with people’s humanity. They focus on making organizations that are fit for human beings, not just fit for organizational output.

Principles of Management 2.0

Principles often associated with Management 2.0 often include the following:

  1. Openness
  2. Community
  3. Meritocracy
  4. Activism
  5. Collaboration
  6. Meaning
  7. Autonomy
  8. Serendipity
  9. Decentralization
  10. Experimentation
  11. Speed
  12. Trust

Leading Organizations Fit for People

As you consider the role you play in your organization, how are you using your leadership and management responsibilities to move toward principles that take the humanity of your people seriously? Are you working to help create organizations that are fit for humans?

Perhaps you see other principles that help to nurture this type of culture. I’d love to read your thoughts. Please take a moment to share below.

 

Wide-Angle Leadership

Lense, by Richard Heaven, Flickr

Lense, by Richard Heaven, Flickr

What makes leaders distinct from other organizational members or employees?

This question may be answered several ways, but one key answer centers on ownership and perspective. First, leaders bring ownership to their work—they own challenges and problems rather than pass them off to others. Second, leaders bring perspective to their work—they focus on the big picture and see how the various parts work together.

Leadership Lenses

When thinking of lenses for leadership, I imagine the diverse lenses available to a professional photographer as a helpful leadership metaphor.

For instance, there are macro lenses that allow for a magnified perspective of the micro level as a photographer captures images extremely close to the subject. Through macro lenses, we can gain great perspective on small and particular objects at a granular level.

There are also wide-angle lenses that allow photographers to capture a broader perspective on the subject. Through macro lenses, we gain great perspective on broad and sweeping views of the whole of a scene.

I would argue that leaders need to draw on both of these metaphors in their leadership practice. They need to be able to zoom in on the details of an issue, but they must bring to this detailed analysis the broad perspective that comes from seeing the big picture. While organizational members or employees have their specific area of work, leaders not only look at the specifics, but also the specifics within the context of the whole.

Wide-Angle Lenses and Organizational Perspective

If you desire to move into leadership within your organization, one of the first steps is to begin thinking like a leader from your particular vantage point. This means that you need to begin using not only the macro lens of seeing details, but also the wide-angle lens of looking at the big picture.

Wide-angle leadership is about looking at the organization as a whole. In a traditional business setting, this means thinking through how various departments and units need to work together to bring success to a particular venture. From product development, to marketing, to sales, to customer service, and beyond, wide-angle leaders are not content to just pay attention to particular job responsibilities, but rather to think like owners and look at the whole of the venture in broad perspective.

“That’s Not My Job”

How many times have you either heard, or perhaps said, the phrase “That’s not my job.”

As opposed to those who think like leaders, organizational employees who are not thinking like leaders are often solely focused on what is in their job description alone. If a question, need, or demand arises that is outside of that job description, the response may simply be: “That’s not my job,” or “That’s not my problem.”

If one does not aspire to leadership responsibilities, “That’s not my job” may work as a response. But for those that want to progress into leadership responsibilities, such a response no longer cuts it.

Aspiring leaders must begin to think like leaders. Aspiring leaders push aside the “that’s not my job” logic and begin to take ownership of the problems as a whole and the solutions as a whole. They begin to think and act like owners.

Ownership over Excuses

Leadership comes down to taking ownership rather than making excuses. Leadership comes down to moving beyond just the narrow concerns of one’s job, and seeing how these narrow concerns connect to the big picture of the whole enterprise. Leadership is about ownership over excuses.

Wide-Angle Leadership

Not only is leadership about ownership, leadership is also about gaining perspective on the broader situation. Marketing leaders cannot simply be concerned with marking problems. Product development leaders cannot simply be concerned with product development concerns. Sales leaders cannot simply be concerned with sales problems. In contrast to just looking at problems at the micro level, leaders need to gain wide-angle perspective to inform area-specific problems.

In other words, wide-angle leadership is holistic leadership—seeing the unique demands of a particular business area in light of how the whole of the organization works. In contrast to a “just doing your job” mentality, leaders recognize that part of their job is about seeing the big picture, and this comes by engaging in wide-angle leadership as particular problems are addressed.

Next Steps—Starting to Think and Act Like a Leader

Leaders bring ownership to their work—they own challenges and problems rather than pass them off to others. What opportunities do you have to take ownership and responsibility in your work? Are you intuitively responding with a “That’s not my job” approach, or are you learning to take ownership for solutions?

Leaders bring perspective to their work—they focus on the big picture and see how the various parts work together. What opportunities do you have for taking a wide-angle approach to your work? Are you learning to see the big picture rather than just focusing on your specific area of work responsibilities? While you need to deliver on your particular job responsibilities, this will be best accomplished when done from a place of wide-angle leadership perspective.

BUSY = The Enemy of Strategic Leadership

Strategy, Stefan Erschwendner, Flickr

Strategy, Stefan Erschwendner, Flickr

Leaders vs. Managers

The work of managers and leaders is different (See my previous post on key distinctions of leadership and management here). In larger organizations, some roles have the luxury of focusing on one or the other. Increasingly, organizations are looking to individuals to fulfill both roles within the same position.

Individuals are being ask to consider both giving direction (a leadership function) to their team and organizational unit and also guiding processes with efficiency of execution (a managerial function). Drawing on John Kotter and others, here are some key difference between leadership and management.

Leadership is about Doing the Right Thing by:

  • Direction Setting
  • Aligning
  • Motivating

Management is about Doing Things Right by:

  • Planning and Budgeting
  • Organizing and Staffing
  • Controlling and Problem-Solving

Vision, Strategy, & Goals

Both “Doing the Right Thing” (leadership effectiveness) and “Doing Things Right” (managerial efficiency) are vital in organizations. While both of these activities require time and attention, and busyness can be the enemy of both healthy leadership and management, perpetual busyness is especially the enemy of the leadership function of direction setting.

Time is required for setting direction as a strategic leader. It requires time to think. It requires time to reflect.

Healthy organizational vision, organizational strategy, and organizational goals come best to those who pull back from busyness for intentional time to think and reflect.

Identifying the Right Strategy

The issue is not whether or not your organization has a strategy. The issue is whether or not you have the right strategy. Leaders must continually be asking whether or not they are focused on the right things for their organization.

While strategic questions may be asked in seasons of busyness, thoughtful answers to these questions often only come when enough mental bandwidth is freed up in the life of leaders. Strategic insights come most often when there is intentional space to think and reflect.

Hard Work vs. Busy Work

Certainly hard work is core to successful organizations. Organizations thrive when talented members pull together with conscientious, attentive, and coordinated work.

But hard work and busy work are not the same thing. Busy work is not necessarily the hard work that your organization needs. As I share in another post, make sure that you Don’t Confuse Motion with Progress (see related post here). It is possible to be busy and not be effective.

The Work of Leaders = Time for Thought and Reflection

So what is the Hard Work to which leaders must devote their time?

One answer to this is to engage in the work of thought and reflection. This seems simple, but actually there are many factors that often work against this strategic priority for leader time management. Demanding schedules, organizational fires that need to be addressed, requests for time and attention, and just general busyness can work against this “simple” leadership agenda. In response to such demands, it is all too easy for leaders choose busy work over hard work.

Over time, in the face of such realities organizations often create a work climate that validates busy. This validation is rooted in the belief that busy = hard work, and that hard work = organizational performance. While it sometimes works this way, often we are making assumptions that are not accurate.

Sometimes working smarter rather than just working harder requires a different pace—a pace that provides space for the leadership work of thought and reflection. So how are you making time for this vital work of strategic leadership?

Making Time for the Work of Strategic Leadership

Leaders must make time for the work of strategic leadership. This is especially important because the cultures of our organizations are often working against finding this time. It doesn’t just happen—leaders must make time for this vital work.

Some of the most effective public leaders have made time for this work. Warren Buffett is known for insisting on time to just sit and think almost every day. Bill Gates was known for taking a full week off twice a year in order to think and reflect about the strategic needs of Microsoft.

7 Questions for Leaders Engaging the Work of Strategic Leadership

  1. Are we staying focused on what matters most?
  2. What is changing around us that requires a strategic course correction?
  3. What are we doing that needs to be ended or scaled back?
  4. What are we doing that needs to be continued or scaled up?
  5. What are we doing that needs to be improved or strengthened?
  6. What is missing? What are we not doing that needs to be introduced?
  7. What’s next? What is our next top priority for strategic focus?

Taking Time for the Work of Strategic Leadership

The work of strategic leadership is vital for organizational health and effectiveness. Are you too busy for strategic leadership, or are you making time and setting busyness aside for this essential leadership work?

Find some time in the next month to step back from the busy pace of leadership so that you may engage these 7 questions in the work of strategic leadership.

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For additional reading on strategy and leadership see Strategic Foresight: The Past, Present, and Future Focus of Leadership

9 Effective Leadership Practices

Number Nine, by Mario Klingemann, Flickr

Number Nine, by Mario Klingemann, Flickr

Servant leadership is a good idea. The core of servant leadership is about leaders placing follower needs at the highest priority level. Most would agree this is a good idea. The question many do raise, however, is whether or not this good idea is also effective?

Thankfully social science research methods can help us. One of the benefits of social science research is its capacity to confirm the utility or effectiveness of practices that are inherently valid philosophically or biblically.

Good Ideas that Work

For instance we do not need research to inform us that humility is important for individuals and leaders; this is an argument that may be made practically, philosophically and biblically. The validity and importance of humility may be argued apart from research. However, research can come alongside logic and experience to confirm the utility or effectiveness of an idea like humility. This is what was found by Jim Collins in his research on Level Five Leaders. Not only is leader humility ethically-good and biblically-consistent as an idea—an argument that may be made biblically, philosophically, and practically—Jim Collins found through research that leader humility is also effective.

Servant Leadership: An Good Idea Whose Time Has Come

A similar argument may be made for understanding servant leadership. The importance and validity of servant-oriented leadership practices can be argued ethically, morally, philosophically, practically, and biblically apart from questions of its utility and effectiveness. However, it is powerful when leadership practices that are ethically-good and biblically-consistent are also found to be effective.

While servant leadership is a good and values-based model of leadership practice—and this alone is enough for leaders to utilize servant leadership practices—it is also helpful to know that servant leadership is effective. And indeed it is. Servant leadership is not only a good idea. It works.

9 Effective Leadership Practices

So what characterizes servant leadership? What leader behaviors are consistent with servant leadership practice?

Here are 9 core leadership practices that I’ve identified as not only good ideas, but also as effective.

Cluster One — Beginning with Authentic Leaders

Practice 1: Modeling what Matters

Practice 2: Engaging in Honest Self-Evaluation

Practice 3: Fostering Collaboration

Cluster Two — Understanding the Priority of People

Practice 4: Valuing and Appreciating

Practice 5: Creating a Place for Individuality

Practice 6: Understanding Relational Skills

Cluster Three — Helping Followers Navigate toward Effectiveness

Practice 7: Communicating with Clarity

Practice 8: Supporting and Resourcing

Practice 9: Providing Accountability

In the coming weeks, I’ll unpack each of these practices and provide reflections both on why they are important and how leaders may use them to effectively guide their followers.

For those wanting to dig a bit deeper, please check out my article entitled “A Model for Effective Servant Leadership Practice.”

Leadership, Work, and the Priority of Purpose

Purpose Logo, leesean, Flicker

Purpose Logo, leesean, Flicker

Purpose matters. As evidenced by the popularity of Rick Warren’s The Purpose Driven Life—a book that has sold over 30 million copies—people have an innate desire to know that their lives matter and that their lives are shaped by a sense of purpose. One CEO, Dave Dillon, expressed it this way: “All human beings want to find meaning in their lives.”

Purpose and Leaders

While purpose is a priority for all human beings engaged in all types of work, purpose holds unique importance for leaders. Why is this? Leaders have an important role to play in shaping the culture and direction of the organizations they lead. Will this culture and direction be shaped by an anemic vision of life and organizational purpose, or will it be shaped by a vital sense of purpose and mission that connects to something larger than themselves and contributes to the flourishing others?

Engaging the importance of purpose for leadership, Bill George, former CEO of Medtronic, asks the following questions: “What is your True North? Do you know what your life and leadership are all about, and when you are being true to yourself?

Personal and Organizational Purpose

Although this begins with a personal sense of purpose for leaders, this “True North” purpose is vital at both the personal and organizational levels. Does the leader personally have a sense of purpose guiding their life? Does the leader also see a greater sense of purpose in the work organizationally? Understanding purpose at both the personal and organizational levels is vital for leaders and followers alike.

Theologically-Based Purpose

Amy Sherman provides thoughtful reflection on purpose and vocation in her book Kingdom Calling: Vocational Stewardship for the Common Good. In discussing the core of Christianity Sherman writes: “The gospel of the kingdom tells us not only what we’re saved from, but also what we’re saved for. We have purpose, we have a sacred calling, we have a God-giving vocation….”

In other words, God has made, shaped, and redeemed our lives for a purpose. The Bible reminds us that “we are his workmanship, created in Christ Jesus for good works, which God prepared beforehand, that we should walk in them” (Ephesians 2:10). Because of the gospel, our lives are not only moving away from something but our lives are to be oriented toward and for something as well.

Practically-Effective Purpose

Not only is purpose in work and leadership a theologically grounded idea, it is also practically effective and backed by a growing research base. In another post I highlighted the work I’ve been doing with the Purpose in Leadership Inventory (PLI). Along with additional leadership variables such as goal-orientation and follower-focus, the variable of purpose in leadership is showing strong statistical relationships with other important variables. Purpose in leadership—a leader’s sense of personal and organizational purpose—is significantly related to leadership effectiveness, follower job satisfaction, follower organizational commitment, and follower sense of person-organization fit.

Identifying Your Purpose

Amy Sherman argues that our vocational sweet spot is found at the center of three domains: (1) God’s priorities, (2) personal passions and gifts, and (3) the world’s needs. Understanding this vocational sweet spot goes a long way in understanding one’s purpose. Bill George makes a similar affirmation arguing that “following your passions will enable you to discover the purpose of your leadership.”

Understanding your purpose as a leader is not simply about personal fulfillment. Understanding your purpose and how this relates to the organization you serve shapes the lives of others. Leader purpose helps followers to be more satisfied in their work, have a better sense of their fit in the organization, and have increased commitment to their work and to their organization.

Taking the Next Step with Purpose

So what is your purpose? What is the “True North” that guides you in your life, work, and leadership? Whether taking to time to read a book such as Bill George’s True North, or engaging with a peer or coach who may help you better clarify your vocational sweet spot and sense of purpose, purpose needs to be a priority. Take time to prioritize reflection on purpose in your life, leadership, and work in the coming days.

6 Challenges of Teams — Removing the “I’s” from Your Team

Join Our Team, by Craig Taylor, Flickr

Join Our Team, by Craig Taylor, Flickr

The use of teams and team-based structures in organizations continues to grow. Teams are associated with many benefits. One of my discussions on the benefits of teams is here (Groups vs. Teams: What’s the Difference?).

In addition to benefits, the use of teams also has challenges associated with it. We are told there is no “I” in team. Beyond individuals bringing a commitment to the team over themselves, I’d like to also share my short lists of “I’s” to remove from teams.

Ingrown: The first “I” to remove is the challenge of groups becoming ingrown. This is just another way to talk about the reality of “group think” that teams face.  When individual members of teams are not willing to speak up and make their perspectives known, this passive posture of team participation can work against innovation and creativity. In contrast to the dynamic of group think, team members need to be willing to challenge one another’s ideas and pursue new insights, new discoveries, and new innovations as they seek to pursue the team mission.

Indecision: The second “I” to remove is the challenge of indecision. In contrast to the point above, sometimes groups are characterized by sharing many new perspectives and ideas, but the open-ended process of idea generation never translates into decision. This can translate into a form of creative paralysis for teams—always generating new ideas and perspectives, but not making decisions on the questions the team is facing.

Inaction: The third “I” to remove is the challenge of inaction. This “I” of inaction can be a result of several factors. Inaction can be a result of the indecision noted above. But at times inaction is not about indecision but rather lack of fortitude or conviction in moving from decisions to action as a team. Inaction can also be due to lack of role clarity. When assumptions are made and people do not bring clarity and commitment to their role in moving toward actions, these assumptions can also result in inaction. Teams must gather a broad range of perspectives as they resist group think, and then they must land on decisions, clarify team member roles in light of these decisions, and then be willing to act on these decisions as they work toward the teams mission together.

Inefficiency: The fourth “I” to remove is the challenge of inefficiency. As identified in a previous post (Groups vs. Teams: What’s the Difference?), team process often can take longer than working as an individual or in a group process that simply brings together individual work. However, teams benefit from limiting this dimension of inefficiency. Although teams can take longer, it is important to maximize efficiency as the team pursues quality in its common work.

Inequity: The fifth “I” to remove is the challenge of inequity. If you’ve ever participated in a group project over the course of your schooling process, it is common for there to either be an uneven workload distribution or an uneven effort given to the workload of the team. This is an issue of equitable workload. Teams want to have team members that are full participants—team members that fully show up and engage the team process. Removing the “I” of inequity requires that team members are willing to hold one another accountable and call underperforming members to step up in their commitment to the team’s common work.

Inconsideration: The sixth “I” to remove is the challenge of inconsideration. When people come together in group and team processes, there is significant opportunity for conflict and dissention to emerge. Some of this conflict is substantive in nature—team members disagreeing over their ideas and perspectives. Other conflict is relational in nature—team members disagreeing over personal matters related to the interpersonal dynamics. Whether substantive or relational, a key solution to such conflict is consideration among the team members. Rather than engaging with inconsideration, effective teams care for one another. They care for the ideas of other members of the team. They care about the health of relationships on the team. They understand that erosion of team cohesion due to either substantive or interpersonal conflict is a threat to the health of the team and the team’s capacity to care out their mission.

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We are told “there is no I in Team.” This is a helpful reminder that team members need to primarily be about the needs of the team rather than their own self-interest. However, there are many other “I’s” that need to be removed as well. Teams need to face and remove the “I’s” on their teams—they need to remove the dynamics of tending toward the I behaviors of Ingrown, Indecision, Inaction, Inefficiency, Inequity, and Inconsideration.

How is your team doing? Are there any lingering “I’s” to remove in your team?

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.

Top 5 Blog Posts from 2014

2014 was my first year entering the blogging world on the writing end. This new year marks my 15th year teaching in higher education, and this blog has been a great place for me to share some of the core lessons learned over the years. Blogging is a helpful pathway for sharing insights in a brief and accessible format. I have enjoyed learning a bit about blogging this first year, sharing reflections on leadership, and connecting with a many new people through this format.

As I look back on my first year of blogging, here is a list of the Top 5 Blog Posts from 2014. Feel free to take a look at these posts that drew the most attention from Purpose in Leadership readers.

Top 5 Posts from 2014

  1. 37 Barriers to Change 

    Barrier 4 - Love Wins, by hji, Flickr

    Barrier 4 – Love Wins, by hji, Flickr

  2. 7 Levels of Leadership Communication

    Communication, by elycefeliz, Flickr

    Communication, by elycefeliz, Flickr

  3. Groups vs. Teams: What’s the Difference?

    Working Together Teamwork Puzzle Concept, Scott Maxwell, Flickr

    Working Together Teamwork Puzzle Concept, Scott Maxwell, Flickr

  4. Leader Resiliency … Face Reality, Find Meaning, Forge a New Path

    by Arya Aiai, Flickr

    by Arya Aiai, Flickr

  5. 6 Characteristics of Organizations with Vision

    mind_scratch, Ultima visión, Flickr

    mind_scratch, Ultima visión, Flickr

Thanks for taking an interest in the Purpose in Leadership blog, and I hope some of the blog posts in 2014 were helpful to you.

Blessings to you as we press into 2015 together!

– Justin A. Irving, Ph.D.