Category: Leadership Development

Output and Input

A post from 2008 that I got to thinking about this week. To this day, I'm struck by the silence on the input side of things.

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It's easy to get excited by the output of one's work.  In many ways, a leader can feel a sense of justification for what's flowing from their perspective tributary. 

If you connect with glowing about your output, then you could be missing something vital.  You could be missing the input.

Here's why you might not think, or like to think about, you input:

  • The input part is the hard work of your endeavor.
  • The input part is the pain of your endeavor.
  • The input part is the fears you've dealt with in the journey.
  • The input part is the hope within your heart.
  • The input part is the sense of destiny you feel deep inside.

There are times I still have to look away from my own "inputs."  But we must look and examine what has gone into what has been produced.   

There are some valuable benefits to embracing the input: 

  • It will keep you from thinking your management style is a 10.
  • It will humble you and bring a sense of thankfulness.
  • It will redefine how you define success.  You'll discover that the journey is where the gold is.  Think about a marvelous road trip and what you see along the way.  The destination can never compare.
  • It will help you know who really digs you.  People who are for you are the ones that have time for you when no one can see the tangible (fame, wealth, influence, etc.) benefits of the output.
  • The world will smile at the thought of you because embracing input implies an inside-out approach.

The input is the gold found in our lives.  Ironic how our age worships output instead.  Some longing for meaning I suppose.

Leadership and the Social Media Frenzy

Wrote this a few years ago, regarding leadership and the social media frenzy, and it still has relevance today.

I'm all-in on the trends created by social media.  This is natural because of my involvement (passion and revenue) in it.  Lois Kelly reminds us though, of how some elements are timeless-leadership and change.  You can read her post here.

If were a poor leader before the social media frenzy, then you're probably still a poor leader.  The way that changes is when you do something relating to your heart.  Anything less is a waste of time, and you don't have as much of that as you think.

I am encouraged by quality leaders who went into the social media arena strong, but are now stronger for the tools (Twitter, blogs, etc.) found there.

Which category do you fall into?  The answer will be an awakening-either way.

Fear and Greed

This post was originally written in 2006, it was timely then and timely now. Is your organization paying attention?

I read today that Jeff Skilling of Enron fame wasn't in "it" for the money.  He just wanted to build a solid business.  I'm not here to judge him, but his comments are telling…as it relates to fear and greed.

Oh, how great it would be if every junior executive/manager got the workshop on fear and greed.  It wouldn't guarantee total bliss, but it might reduce the wrecks.  Sadly, corporations fail to talk about this due to their own addictions.  You see fear and greed can be habit forming.  They seem OK when you first taste, but leave behind ruined lives afterward.

If you're new to management or ownership, take some time to deal with the issues of fear and greed.  No matter how well you think things are going.  Your employees/subordinates will thank you for it.

Thankfulness in the Midst

This post was written in November of 2008. I'm dedicating it today to a dear friend who has refreshed my belief in thankfulness.

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When you think of thankfulness, is it bitter, sweet or both?  In America we're soon to celebrate the Thanksgiving holiday.  This one is quite different than many before.  So many issues pressing against us.

I have many friends who are now downright pessimistic about the future.  They see so much bad on the horizon that it causes them to lose hope. 

One conclusion I've come to is that I don't have the power overcome their fear.  All I can do is live out an example.  To that end, here's what I'm doing:

  • Giving thanks in the midst of hard times.  It's easy to be thankful when all is going your way.  The test of our integrity comes when we have to fight through our own losses.
  • On-purpose indifference to the media.  Don't get me wrong, I'm staying informed.  I'm just not confusing substantive information for selling.  This is big.
  • Continue my habit of speaking about a better future.  Not a future provided, but a future created.
  • Embracing the little things that are large.  For example, one glance to create a connection with another human being, so they know how important they are.
  • Remember, remember, remember that fear only needs my attention in-order to succeed.

I'm confident that by doing the above I will live a life of thankfulness.  That's the best legacy I can leave for my friends.

Faith in Business

What level of faith (belief in something that is real, but unseen) do you have in your business? How about your people? Do you act on this faith even if the brilliance is not seen by many?

The answer to the three questions I posed will tell you a lot about the soul of your business and its true health.

This is the "hard" in hard work.

The Collision of Profit Motive and Meaningful Work

I'm all for profit, wished I had more.  And I'm very into meaningful work. The problem is found in the collision of profit motive and meaningful work.

The problem rears its ugly head when the profit motive starts taking greed steroids.  Meaningful work exits when this happens.  I wish this scenario was rare, but you and I know it's not.  The crazy part is profit and meaningful work can coexist and thrive.

In many ways we live in a tale of two cities.  One city is a place where management (entry to executive) is focused on profit, expenses, quarterly news, and the like.  The other city is a place where the employee is looking and longing for meaningful work.  They're not immature children or idealistic dreamers, just people who understand that life is a limited time offer and they desire to make the most of the time given.  This is the reality and the reason we're in such a mess, relating to how we do and live out our work.

So why are the two at odds?

  1. At some point we put a higher value on things (money, possessions, titles) versus people and the lives they lead.  And what is valued most, is what will get the lion-share of attention.
  2. Greed and power can be just as addicting as any drug.  The person is overtaken and refuses to give it up.
  3. We started telling our children to fit in a box.  See standardized testing as a measure of intelligence, for example.  We've all but poisoned their ability to recognize meaningful work.
  4. Wall Street (for those entities in the publically traded realm).
  5. The absence of courageous leadership inside the halls of management.

I've always been about people-for better or worse, so I'm not writing to offer solutions on how to fix corporate America.  In the spirit of giving you a place to start, a place to begin discovering where meaningful work may be found, I want you to take a look at the following video clip:

 

 

 

The End of Trust

Who do you trust? What do you trust? How do you trust? This is a difficult time for trust in America. Seems like just about everyone is pitching an angle or spin. Many have shrugged and found themselves saying hello to their jaded self.

We've arrived at the end of trust.

It's not so strange when you look back over the last 30 years. In my land of America, we made the mistake of thinking trust didn't need attention. We thought it would take care of itself. Like so many other things in life, trust doesn't just take care of itself. It requires priority and work.

I'll never forget a mentor asking once if I could be trusted with the gifts and talents I'd been given. It cut right through me because I knew he was referring to my ability to understand the meaning of given and my responsibility to live out the trust I ask for from people. That question has been part of my psyche ever since. A gut check for me.

Can you be trusted?

The conclusion is found in the wieght we assign to trust. If it's like a feather, then I hope you'll always be protected because you're going to need it. If it's heavy, I since you'll treat it with great care and respect wherever you give or ask for it.

Trust is a verb like no other in a world that's lost, not found.

Your People Are Smarter Than You Think

If there is any statement I would want a manager/leader to understand, it would be the following:

    "Your people are smarter than you think."

I feel sorry for those organizations that promote, deify, and plain flatter the pants off of management candidates and new hires (including senior management).  I feel even sorrier for those individuals because most of the time they are not prepared to lead.  It's often a case of letting words on a resume or some performance metric around revenue generation that leads to this ride to hell.

On face of it, you might say congratulations are in order for the recently hired or promoted.  I wouldn't want to stop the celebration and I certainly applaud those who desire to lead people.  The problem rests in not taking time to explain some key and essential truths.  And one of those is:

    "Your People Are Smarter Than You Think."

So You may be wondering why the emphasis on that statement?  Here are the reasons why:

  1. People are tired of corporatese (a language that many organizations use to unknowingly frustrate) and false pretense.
  2. People are tired of managers who feel compelled to remind the world that they are the smartest guy or gal in the room.
  3. People often want to do their jobs with excellence, but they now know that Wall Street is often the prettiest girl in the room. And leaves them feeling the need to watch their back while the CEO gushes over the past quarters numbers. I think you get my point here.
  4. People know the world has changed, but often their leaders are vague on the subject and how it impacts them as an employee.
  5. People know that a title and position do not equal leadership. Thus, they won't really follow if they since an embrace of those two.

The Implications of Trust

Saw this post yesterday in Forbes and it got me thinking about the implications of trust.

What strikes me is how our business culture has forgotten or needs to be taught about how trust is built and kept. We definitely are living in a curious time, when it comes to trust. Seems like many have left trust in dust, even though we say its so important.

The vast advances in learning has led to arrogance on the part of business leaders. This is the type of arrogance that threatens the very enterprises deemed to be so valuable to multiple groups.

Can those (family, friends, company, etc.) conting on you trust you? Are you building and strengthening trust everyday?