Purpose in Leadership on Patheos

Faith-Work

I’m excited to point you toward another channel through which I’ll be sharing thoughts. The Purpose in Leadership blog was invited to join the Patheos Faith and Work Channel, and this will allow me to share the type of reflections offered on this blog with a wider audience. I’ll continue to post regularly through both Purpose in Leadership blogs.

—  Purposeinleadership.com Blog
—  Patheos Purpose in Leadership Blog

As a faith-based blog channel focused on the integration of faith and work, I will be regularly sharing posts on leadership, work, and vocation.

Here is a highlight of the last five posts shared through the Purpose in Leadership blog on Patheos. Enjoy!

#7 … Top Posts from 2015 — 37 Barriers to Change

Barrier 4 - Love Wins

Photo Credit: Barrier 4 – Love Wins, by hji, Flickr

In a previous post I shared some observations on my top blogs posts from 2015. In the coming weeks I will be taking time both to share new content and to share some of the top viewed posts from the past year.

The #7 post from 2015 was …

37 Barriers to Change

Change is an unavoidable reality in organizational life. Like death and taxes, change is part of life whether we like it or not. As a normal part of life in organizations, leaders must understand well but common barriers to change and how to effectively negotiate these barriers.

Continuity & Change

One of the key thought leaders on managerial theory in the 20th century was Peter Drucker. Peter Drucker regularly emphasized the importance balancing continuity and change in thriving organizations.

Organizational leaders have the responsibility of guiding their organizations in such a way that communities both benefit from time-tested practice (continuity) as well as creativity and innovation (change).

Facing Barriers to Change

Because change is a reality leaders must engage, it is vital that leaders understand not only their goals in a change process, but also the forces that are working against change.

In this top post from 2015, I present 37 barriers to change that leaders regularly face. Take some time to familiarize yourself with these key barriers.

Here’s a link to the Purpose in Leadership #7 post from 2015:

37 Barriers to Change

Leading Emotional Culture in Organizations

Emotion_Joe-Shlabotnik

Photo Credit: Emotion, by Joe Shlabotnik, Flickr

I’m in a mini-series engaging the importance of organizational culture.

I began by engaging Why Organizational Culture Matters (“Why Culture Eats Strategy for Breakfast”). In that post, I engaged the questions…

  • What Is Organizational Culture? And,
  • Why Does Organizational Culture Matter?

Based on answers to these questions I concluded that leaders must focus on both smart strategy AND healthy culture in their leadership work.

Next, I presented a case for Engaging the Emotional Side of Organizational Culture, and discussed the following:

  • Why emotional culture matters for organizations, and
  • What leaders can do to positive create and shape a healthy emotional culture.

At the end of that post I noted recommendations from Barsade and O’Neill — three key steps in this process:

  1. “Harness what people already feel”
  2. “Model the emotions you want to cultivate”
  3. “Get people to fake it till they feel it”

At this point I want to take some time to provide additional reflections around these points and encourage you regarding how you can positively shape the emotional culture of your team or organization.

Here are reflections on each of these steps.

What Can Leaders Do about It?

“Harness What People Already Feel”

Because organizational members are already experiencing and exhibiting, this also means that many are likely already exhibiting the desired emotional culture. The key from a leadership and managerial perspective is to “catch” these individuals doing the right thing.

On this point, Ken Blanchard argues that one of the most effective managerial practices is to focus on what employees are doing well—catching them doing the right thing. This practice can be applied to nurturing healthy emotional culture.  One example from the Barsade and O’Neill article was a “kudos board” used in an ICU hospital unit. It was board used to celebrate how the hospital staff embodied the desired emotional culture in their unit and organization.

“Model the Emotions You Want to Cultivate”

In addition to harnessing what people already feel, leaders and managers modeling the emotions they want to cultivate is also vital. Barsade and O’Neill provide the following managerial example:

If you regularly walk into a room smiling with high energy, you’re much more likely to create a culture of joy than if you wear a neutral expression. Your employees will smile back and start to mean it.”

“Get People to Fake It Till They Feel It”

Authenticity is important. But it is important to not only express present feelings, but to nurture other positive and healthy feelings that are productive for employees, customers, organizational constituents, and the organization as a whole. I see the authentic way of talking about this is around the language of aspirational emotional culture.

It is okay to recognize the gap between where individuals are presently and intentionally or strategically working toward the aspirational reality. Both spontaneous and strategic emotional expression is meaningful and valuable.

In many ways, this is what emotional intelligence is all about—the appraisal and expression of emotion. Emotional intelligence begins with recognizing what is happening at the emotional level in ourselves and others, and then responding to and out of these emotions in ways that are healthy and productive.

Social psychologists support the idea that conformity to group emotional expression norms is a common reality in life. Such conformity to emotional norms benefits both the individual and the organization. Based on these realities, Barsade and Olivia O’Neill recommend approaching emotional expression through what they call deep acting. In contrast to surface acting, deep acting may be used in developing long-term solutions: “with this technique, people make a focused effort to feel a certain way, and then suddenly they do.”

Emotional Cultures Do Not Improve
without Focus at All Levels

The above strategies are practical recommendations for how to proactively create and shape a healthy organizational culture in your organization, division, or team. Consistent with the above, it is important to emphasize that no organizational level is exempt from this work—especially top level management and leadership.

On this point, Barsade and O’Neill note:

Just like other aspects of organizational culture, emotional culture should be supported at all levels of the organization. The role of top management is to drive it. …it’s up to senior leaders to establish which emotions will help the organization thrive, model those emotions, and reward others for doing the same.”

Healthy Emotional Culture and You

As with most leadership endeavors, the best place to start is looking in the mirror and seeing what positive steps you can take to influence others around you. Here are a few questions to trigger your thoughts on this topic:

  • As you consider the insights on nurturing a healthy emotional culture in your organization, what can you do in the coming days, weeks, and months to make progress on your organization’s emotional culture?
  • Are there emotions you can express even tomorrow (e.g., nurturing joy through regular smiles)?
  • Are there systems you can set up that provide opportunity for individuals and organizations to better pay attention to the emotional climate and culture in your organization?

For some, this work will be natural and easy. For others, this will be hard work. In either case, healthy organizational culture includes healthy emotional culture. Take time to prioritize the emotional health of your organization’s culture in the coming days.

Top 10 Posts from 2015

Gold top 10 winner

Photo Credit: Gold top 10 winner, by Sam Churchill, Flickr

It is always fascinating to see which posts drew the most attention from the previous year. Not only is this simply interesting data to see, but it also is extremely helpful in receiving feedback on what you and other readers of this blog find valuable and interesting. Providing valuable and meaningful resources is what motivates me in this journey.

In this brief post I’d like to engage two areas:

  • First, I’d like to share a few thoughts about what’s ahead for this blog in 2016.
  • Second, I’d like to share some broad observations about the Top 10 Posts from 2015 before sharing them with commentary in the coming weeks.

Looking Ahead to Blogging in 2016

As I launch into another year of blogging, I have several thoughts that stand out.

First, blogging takes effort! I have a new respect for other bloggers and the work they put into their reflections. Blogs like this don’t just happen. They take time, energy, and thought. It is work, but I count it a labor of love.

Second, the effort is worth it for me because of three convergent reasons:

  1. I enjoy the process of learning and writing so these reflections, though work, represent enjoyable work for me.
  2. Blogging helps to keep me fresh in thinking through important topics related to leadership and life. Rather than simply relying on previous study and reflection, this blog is helping me to keep my reading and reflection in the area of leadership fresh.
  3. I find great joy with something I enjoy doing that also provides value for others. It is encouraging to hear how many of the blog posts this past year have been helpful for those who care deeply about engaging their work and leadership with purpose and meaning.

Finally, now that I’ve had over a year of weekly posts, I think I’m ready to start moving to two posts a week on this platform. Part of this arises out of wanting to both create new content as well as highlight themes from last year’s top posts. I now have topics for posts mapped out through early spring, and will likely settle into a pattern of sharing one new post each week and then utilizing a second post to engage past themes and/or seasonal topics.

Looking Back on Blogging in 2015

As I look back on the top posts from 2015, there are some interesting observations to highlight.

First, Drawing from the top 10 most viewed posts in 2015, five of these posts were published in 2015 and five were published in 2014. In other words, not only were new posts of interest to readers, but previous posts from 2014 continued to receive engagement.

Second, of the five posts published in 2014, three of these were also the top three posts read in 2014. The interest in these posts in 2014 continued into 2015.

Finally, the posts covered a wide variety of topics. Here is an example of the wide range of topics covered in the top posts from 2015:

  • Strategy (two posts on this theme)
  • Vision
  • Teams
  • Change
  • Communication
  • Servant leadership
  • Vocational Discernment
  • Marriage Lessons
  • A Tribute to a Life Well-Lived

Sharing these Top Posts

Though I plan to mix new posts with reflections on these top posts from 2015, I intend to share these top posts that received significant engagement in the past year. I hope both the new posts in 2016 and the top posts from 2015 will continue to empower and equip you as a reader with valuable lessons from life and engaged with purpose.

Thanks  for your part in this journey!

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

11 Lessons for Those Feeling “Stuck” or “Trapped” in their Careers

Limitless, by David Melchor Diaz, Flickr

Limitless, by David Melchor Diaz, Flickr

Have you ever had the feeling of being “stuck” or “trapped” in a career or job? Most people have at one time or another.

The question of what to do with this “stuck” feeling is vital for anyone facing a challenging season, and is at the heart of what I’d like to engage in this brief reflection.

Changing Your Work Context

Sometimes this experience or feeling leads toward a shift away from one’s current role, whether this shift is dramatic or more subtle.

One expression of this might be the bold step of quitting a job even though a next step is not in place. Another expression of this might be putting your résumé out and getting a feel for other options. Still another expression of this might be going back to school in order to eventual make the jump out of a current role.

Changing Your Perspective on Your Work Context

Other times, the answer is not a shift away from a role or organization, but rather a shift in perspective within that role or organization. This path is about taking a proactive posture toward the stuck feeling. Rather than seeing this as something brought upon you by the organization or others, this is about shifting to take ownership and responsibility for what you have control of as you face this feeling.

Advice for Getting Unstuck

On this point, Robert Steven Kaplan provides thoughtful reflections in his HBR article entitled Reaching Your Potential. Here are some recommendations and reflections drawn from Kaplan’s work for those desiring to move out of this feeling of being “stuck” and “trapped.”

  1. Understand Your Strengths and Weaknesses
  2. Use this Understanding to Guide Your Career Choices and Goals
  3. Identify Three or Four Tasks that Are Central to Your Work Responsibilities; Make Sure You Excel at These
  4. Show Character and Leadership within Your Role and Organization
  5. Put the Interests of the Company and Your Colleagues ahead of Your Own Interests
  6. Be Willing to Speak Up, Even Voicing Unpopular Views
  7. Don’t Play It Too Safe
  8. Identify Your Dreams
  9. Develop Skills to Realize these Dreams
  10. Demonstrate Courage to Pursue these Dreams
  11. Remember their Will be Bumps Along the Way

What Are Your Next Steps for Getting Unstuck?

Although we could identify other recommendations to add to these, Kaplan provides great insight here for those wanting to move forward from this place of feeling stuck. The key is to move away from a passive posture and on toward an active posture of taking ownership in moving toward your career potential.

What steps have been most helpful for you in getting “unstuck” in the context of your job?

Solution-Based Leadership

time Equals Solutions Not Problems, by One Way Stock, Flickr

time Equals Solutions Not Problems, by One Way Stock, Flickr

Leadership thinker Brian Tracy makes the following comment about leaders and followers:

Leaders think and talk about the solutions.
Followers think and talk about the problems.

This quote reminds us that leadership effectiveness is not just about skill and capacity; it is also about a leader’s focus. Although leaders must face problems, effective leaders take these insights on the problems faced and then work to shift attention toward reflection on relevant solutions.

Dr. Jeffrey Matteson is a friend of mine who works as a district superintendent within the State of New York. Not only is Jeff a good friend, but he is also one of the most competent leaders I know.

Jeff shares the following about the importance of leaders focusing on solutions:

In acknowledging the problem-based focus of followers, the leadership challenge is to turn their attention to potential solutions. Establishing an outlet for organizational members to provide feedback on problems is rarely necessary in contemporary organizational leadership. Problem and barrier identification come naturally. A solutions-based leader intentionally institutes a feedback loop for solutions from the front line and responds prescriptively so the appropriate medicine is applied to the identified ailment.”

If “problem and barrier identification come naturally,” then a core leadership responsibility is to take these insights and move the organization to the next step of making solution identification of equal importance for the collective thinking and discussions in the organizational community.

Solution-based leadership is about raising the focus, sights, and aspirations of the community toward a positive vision of the future. This happens most effectively as the collective energy of the community—leaders and followers alike—give their time and attention toward solution identification and implementation.

In light of this…

  • Where is your focus as a leader? Are you spending your time thinking more about problems or solutions?
  • Where is the focus of the followers with whom you work? How are you intentionally raising the sights of these individuals from a focus on problems to a focus on solutions?

In the days ahead, make steps to move the conversation to a solution-based approach to leadership.