The Invisible Mother – And The Invisible Leader

This story came to me from my good friend Don Campbell. My apologies for not knowing it’s source. It speaks to the work of mothers, and may we all celebrate the work of mothers today. Take a few minutes to appreciate you mother. But this story, in a larger way, speaks to the humility and egoless work of all great leaders at all levels and in all walks of life.

“It all began to make sense, the blank stares, the lack of response, the way one of the kids will walk into the room while I’m on the phone and ask to be taken to the store. Inside I’m thinking, ‘Can’t you see I’m on the phone?’

Obviously not; no one can see if I’m on the phone, or cooking, or sweeping the floor, or even standing on my head in the corner, because no one can see me at all. I’m invisible. The invisible Mom. Some days I am only a pair of hands, nothing more! ‘Can you fix this? Can you tie this? Can you open this?’

Some days I’m not a pair of hands; I’m not even a human being. I’m a clock to ask, ‘What time is it?’ I’m a satellite guide to answer, ‘What number is the Disney Channel?’ I’m a car to order, ‘Right around 5:30, please.’

Some days I’m a crystal ball; ‘Where’s my other sock? Where’s my phone? What’s for dinner?’

I was certain that these were the hands that once held books and the eyes that studied history, music and literature –but now, they had disappeared into the peanut butter, never to be seen again. She’s going, she’s going, she’s gone!?

One night, a group of us were having dinner, celebrating the return of a friend from England. She had just gotten back from a fabulous trip, and she was going on and on about the hotel she stayed in. I was sitting there, looking around at the others all put together so well.

It was hard not to compare and feel sorry for myself. I was feeling pretty pathetic, when she turned to me with a beautifully wrapped package, and said, ‘I brought you this.’ It was a book on the great cathedrals of Europe.

I wasn’t exactly sure why she’d given it to me until I read her inscription: With admiration for the greatness of what you are building when no one sees.’

In the days ahead I would read — no, devour the book. And I would discover what would become for me, four life-changing truths, after which I could pattern my work: 1) No one can say who built the great cathedrals – we have no record of their names. 2) These builders gave their whole lives for a work they would never see finished. 3) They made great sacrifices and expected no credit. 4) The passion of their building was fueled by their faith that the eyes of God saw everything.

A story of legend in the book told of a rich man who came to visit the cathedral while it was being built, and he saw a workman carving a tiny bird on the inside of a beam. He was puzzled and asked the man, ‘Why are you spending so much time carving that bird into a beam that will be covered by the roof, No one will ever see it ‘ And the workman replied, ‘Because God sees.’

I closed the book, feeling the missing piece fall into place. It was almost as if I heard God whispering to me, ‘I see you. I see the sacrifices you make every day, even when no one around you does’.

‘No act of kindness you’ve done, no sequin you’ve sewn on, no cupcake you’ve baked, no Cub Scout meeting, no last- minute errand is too small for me to notice and smile over. You are building a great cathedral, but you can’t see right now what it will become.’

I keep the right perspective when I see myself as a great builder. As one of the people who show up at a job that they will never see finished, to work on something that their name will never be on.

The writer of the book went so far as to say that no cathedrals could ever be built in our lifetime because there are so few people willing to sacrifice to that degree.

When I really think about it, I don’t want my son to tell the friend he’s bringing home from college for Thanksgiving, ‘My Mom gets up at 4 in the morning and bakes homemade pies, and then she hand- bastes a turkey for 3 hours and presses all the linens for the table.’ That would mean I’d built a monument to myself. I just want him to want to come home. And then, if there is anything more to say to his friend, he’d say, ‘You’re gonna love it there ….’”

As mothers, we are building great cathedrals. We cannot be seen if we’re doing it right. And one day, it is very possible that the world will marvel, not only at what we have built, but at the beauty that has been added to the world by the sacrifices of invisible mothers.

David Irvine, Speaker and Author

 

 

Success Beyond Success

Due to their success in the last couple of seasons, our daughter’s U16 soccer team in Cochrane has moved up to Tier I, the highest level of soccer in the province for this age group. To see a team coming from a town of 12,000 people hold their own against the best U16 soccer players in Calgary is inspiring. I am so proud of Chandra and her team for this accomplishment.

And when you get to this level, it becomes all about winning. The parents from these all-stars in the city are brutal. They are intense. The girls are intense. The teams are intense. It seems that their life is all about the game, and winning the game.

It reminds us that we always need to keep success in perspective. This is a game, after all. And these are teenage girls. It’s not the Olympics. It’s not a professional sport. And even if it was, what really matters? The points on the board? The wins? The gold medal?

While the game itself is amazing, what really matters is the joy of playing, the proficiencies that are mastered, the life-skills that are learned, the habits that are established, the relationships that are developed, the passion that is fostered, and the character that is built.

One level of success is on the scoreboard on the field, but the success beyond the success is on the scoreboard in your heart.

David Irvine, Speaker and Author

My St. Amant Experience

Last week I was in Winnipeg working with some wonderful leaders and front-line professionals who have dedicated their lives to work with people with disabilities. The conference was sponsored by St. Amant, a not-for-profit organization that offers a wide range of programs and services to support individuals and their families in Manitoba with developmental disabilities and autism. I am a better person for having spent two days with these inspiring, caring, and dedicated people. Thank you St. Amant.

I was privileged to be there on the first day to hear the lunch speaker, Ian Brown, who shared his very moving and human journey of raising a son who was born with a disability. I liked Ian’s story. And I liked how he told it. He was real. He articulated beautifully the depth of his journey with eloquence and with a simple and magnificent expression of the English language. It is truly an authentic journey that inspired everyone who had the privilege of hearing Ian. I bought a copy of his book after he spoke and I would recommend it. It’s a beautiful story.

Here’s a review on the back cover by The Walrus:

“Given the current glut of smug daddy blogs and cutesy mommy memoirs, it’s bracing to read a story about parenthood in which there is something so extraordinary at stake.”

The name of the book: The Boy In The Moon: A Father’s Search For His Disabled Son, by Ian Brown, published by Vintage Canada, 2010

David Irvine, Author and Speaker

Easter… A Time For Reflection

Easter, especially in recent years, has been a time for reflection for me. A time for taking inventory. A time for letting go. A time for renewal. A time for resurrection.

As we grow and evolve, things in our lives need to die to make room for something new. Hanging on too tightly to our old ways of thinking, our old familiar patterns and habits, our possessions, our achievements, our accumulations, blocks new growth.

Death is a part of life. It’s integral to the human experience. When we resist death, we resist life and can’t live fully. Death, letting go, surrendering to what is, is all part of living authentically with richness.

I have been taking an inventory of what I’m letting go of these days:

• I have experienced the death of two close friends and a family member this past month. Grieving is not easy, and it is necessary.

• As my business grows to a new level, I am letting go of my need for control. In the past, I have had a strong need for independence and the accompanying illusion of control. When I work alone, I avoid some hassles that come with collaboration, but I can’t take my business to a new level alone. I need others. I am letting go in order to make room for new relationships. It’s not easy, and it is necessary.

• I am letting go of my need for certainty, and learning that uncertainty is a necessary ingredient to a full, rich life.

In grief, new, enriched relationships are born. Letting go of my belief that my security lies in my external world, my need for control, independence, and certainty, means that inner peace, new connections, new opportunities, and a renewed life emerge. In letting go I learn to trust at a new level. New resources arise.

Letting go isn’t complicated. It’s a simple decision.

What are you letting go of these days? What is emerging? What is calling you?

David Irvine, Author and Speaker

Leading Authentically With An Ego

Realities in recent times have demanded a new approach to leadership. I recently had a very stimulating dialogue with a group of CEO’s about the difference between the ego and the soul and what it all has to do with being an influential leader. In an age of spiritual awakening and consciousness, leaders driven by their ego will soon become obsolete.

The ego, that mental image of yourself formed from your personal and cultural conditioning, attempts to provide you with a sense of security, safety, and worth. Your ego demands recognition and wastes energy in resentment if it doesn’t get enough attention. But the ego, by it’s very nature, is empty. It’s like a hole inside of us that is in a continual state of dissatisfaction and restlessness, constantly pursuing “more” to fill itself up. To the ego, the present moment hardly exists. Only the past and future are important to the ego, for these are what it depends on for its survival. While the ego is essentially dysfunctional, there are times when it can be a positive, necessary force, such as when growing into adulthood or pursuing certain goals. Then the ego can be helpful, providing you can observe it and not get attached.

There also resides in each of us, to a lesser or greater degree, an authentic self, a soul, an essence of who we really are. Your soul doesn’t care about rejection, titles, possessions, successes, failures, or how scared you are. The soul cares only about expanding and expressing itself. It is your guide, and your true source of power. This inner source of strength comes from developing your capacity to delay gratification, learning to courageously face the demands of reality without escaping, developing the capability to see the long-term effects of actions, and achieving quietness of mind. Such cultivation requires a lifetime of dedicated personal work, guided by masters. A cultivated, integrated authentic self is, in today’s world, a leader’s greatest tool. Cultivation, or becoming more fully human, is the primary leadership issue of our time and lies at the core of our work.

Deciding to embark on this arduous journey called leadership requires a decision to go inside yourself and learn to discern the impulse of the ego from the voice of the soul. If a decision comes from the ego, you’ll never be satisfied. You’ll always want more. Authentic leaders channel their ego needs away from themselves and into the larger goal of building a great organization. It’s not that authentic leaders have no ego or self-interest. Indeed, they are incredibly ambitious—but their ambition is first and foremost for the greater good, not themselves.

I end this blog with a wonderful poem attributed to a Chinese sage, Wu Wei Wu:

Why are you so unhappy?

Because ninety-nine percent of what you think,

And everything you do,

Is for your self,

And there isn’t one.”

 

David Irvine, Speaker and Author

 

12 Keys To Leadership: You Do Know When It’s Real

Below are 12 key messages that underlie my fundamental philosophy of leadership. Most of these messages aren’t mine. I’ve borrowed them from many of the great leaders I’ve had the privilege of working with over the years:

1) Leadership is about inspiring and engaging people to work toward a compelling vision – by seeing the gifts and potential of others more clearly than they see it in themselves and being able to communicate it in their own unique way. Martin Luther King never said, “I  have a strategic plan.”

2) There are too many consultants and speakers telling organizations how to be leaders. Leadership is contextual. The best an outside consultant can do is help you decide what kind of leadership is needed in your organization to achieve your purpose and help you get there.

3) Leadership is about presence, not position. Great leadership cannot be reduced to technique or title. Great leadership comes from the identity and the integrity of the leader. Leadership is the way you live your life. Your power as a leader comes from being an integrated and real human being. This makes every person in your organization a potential leader.

4) You don’t get promoted to being a leader. You get promoted to being a boss but you don’t get promoted to being a leader. There’s a big difference between a boss and a leader. Holding a position of leadership is like having a driver’s license. Just because you have one doesn’t make you a good one.

5) You aren’t a leader until someone decides that you are. You have to earn the right to be a be called a leader, and you aren’t one until you have earned it in the eyes of others. In the words of Margaret Thatcher, “Being powerful is like being a lady. If you have to tell people you are, you aren’t.”

6) As a leader –  whether it’s in the home, your community, or in your organization – you will continuously need to balance supports with demands. You don’t help people by pushing them when they need to be supported, nor do you help them by supporting them when they need to be pushed. You never get this balance perfect, but great leaders work at it – every day.

7) Great leaders achieve organizational goals. Authentic leaders help you find your voice in the process. Authentic leaders align the interests, values, and goals of the organization with the interests, values, and goals of the employee. This is employee engagement at its finest, and it’s what attracts, retains, and inspires greatness. Authenticity is about finding your voice and inspiring others to find theirs. Authentic leaders earn their credibility by being authentic. You know when it’s real.

8) Leadership is ultimately about service. Turn your organization chart upside down. Take care of your people so they can take care of the customer. Serving, however, is different than pleasing. Serving is about meeting people’s needs so they can get their job done. Pleasing is about meeting people’s wants. Serving breeds commitment. Pleasing breeds entitlement.

9) Your best leadership program will be over a cup of coffee. You’ll never be able to lead by sitting at your computer. Make building trust your number one leadership priority and spend a large portion of your time connecting with the people you serve. Find out what matters to others and do all you can to meet their needs. Listen relentlessly.

10) Leadership isn’t about you. It’s not about how great you are, how noble you are, or how profound you are. Leadership is about others and what you do to give credit to others. If you are going earn the credibility to influence others – long term – you better have a strong enough ego that you can leave it at the door. Credibility comes from giving credit, not taking it. People don’t remember what you said; they remember how you made them feel.

11) Leadership is largely a matter of love. If you aren’t comfortable with the word love, call it caring, because leadership involves caring about people, not manipulating them. If you don’t care about people or about your work or about why you get out of bed in the morning, you might consider doing yourself and your organization a favor and get out of the position of leadership.

12) If you want to improve your capacity to lead, put your focus on finding ways to enjoy leading more. While I’ve met a few incompetent leaders who actually enjoy leading, generally speaking, the best leaders I know enjoy what they do. Put your efforts in finding joy in your work as a leader, and you’ll be a better leader.

What is your leadership philosophy? Have you shared it lately with the people you serve and love?

David Irvine, Speaker and Author

 

Thoughts About Norway, Grief, and Deepening Your Presence

I’m not quite sure why the tragedy this week in Norway has affected me so much. After all, terrorism frequently shakes our world with inhuman attacks on civilized society. Deranged individuals intermittently wreak acts of horrific violence leaving disaster and grief in their wake. It’s getting harder to listen to the news and easier to disassociate from the psychic disturbance of these acts of insanity, simply as a way of preserving my own sanity.

But for some reason I can’t seem to let go of Norway and the unspeakable tragedy that fell upon this beautiful country and her people. Perhaps it’s because my own daughter has been to Norway at an international youth camp. Maybe it’s because Norwegian youth have stayed in our home and endeared us to the loving and gentle nature of Norwegians. As I sit here in a state of shock and horror, I’d like to share some of my thoughts about responding psychically to tragedy, senseless and otherwise. Not because I necessarily have anything particularly wise or profound or helpful to contribute on the subject, but because writing this article may aide my own healing.

As a student of life, it is my belief that every experience provides an opportunity to grow and deepen our authentic presence so that we might influence the world with greater impact through that presence. Here are a few of my reflections from the Norwegian tragedy.

1.     Let life touch you. If you are going to earn the necessary credibility to be a leader, you have to be able to touch others. And you can’t touch others if you are not touched. You have to know the full spectrum of the human experience, both the ecstasy and agony of life. One of the qualities of authenticity is the willingness to be open and receptive. Take time for the important events in your life to strike home, to affect you. Don’t be in a hurry. Read the news. Be aware of what’s happening in the world. If something stirs you or irritates you as you read, sit with it. Write about it. Talk about it. Mediate or pray about it. Try to resist the temptation to run from it by shifting too quickly to your next experience. The journey to authentic living and authentic leading is through the heart. Learning to be still when discomfort surfaces can be a vital way to access your authentic self.

2.     Be objective about world events. In an age of technology, where scenes of violence and tragedy are so readily available to us, it’s not sensationalism that moves you or helps you grow. Much of the media’s portrayal of catastrophes is meant to entertain, to sell news, to keep us distracted. Don’t get seduced into the media’s obsessive exposé of violence that stimulates our curiosity. Study an intelligent approach to a tragedy for a measured time. Let your emotions and intellect come to the surface. Then let go and move on with your life.

3.     Accept pain as a part of life. The human experience is one of both ecstasy and suffering. When we accept that, we no longer suffer. To pretend that life should be void of pain, disease, and uncertainty, is both naïve and inauthentic. While senseless disasters and injustices seem to prevail, we would do well to not fight reality, but learn to face it – with dignity and grace. While it seems easier to accept “natural” disasters, such as hurricanes and tornadoes that kill people than it is to accept deranged people who deliberately destroy, the senseless destruction of life has been around since the beginning of time. It would do us all well to accept this. Acceptance is not the same as resignation. Acceptance of life on life’s terms, and living in alignment with the present moment is a surrendering process that leads to peace in the midst of unspeakable pain.

4.     Find a spiritual centre in the mystery. While many find religion a source of strength during chaos and uncertainty, discovering a spiritual centre is different. Religion gives you certainty; spirituality gives you peace in the uncertainty. Religion provides you a map and a path to take you out of the darkness; spirituality helps you embrace the darkness by valuing the mystery. Religion is a concept lived in the future; spirituality is an experience of oneness in the present. Religion is paint by numbers; spirituality is the masterpiece.  Religion is a prescription given for an ailing soul; spirituality is the spontaneous flow that prevents the ailment. The first is the response to sickness the second the absence of illness. While not necessarily mutually exclusive, religion and spirituality are distinct. When we accept and embrace the experience of being fully alive in the midst of suffering, injustice and mystery, settle our minds, and find within a deep and sustaining power beyond our own thinking, therein lies peace. When we let go of the need for certainty and security from a world attempted to be run on our terms, we begin, in the words of Joseph Campbell, “to let go of the life we have planned and embrace the life that is waiting for us.” This is the magic of fully being alive in this wondrous human experience. It is then that we can understand how leadership – the ability to inspire and engage others in a cause beyond self-interest – is not a position. It is a presence.

David Irvine, Author and Speaker

Employee Engagement: Lessons From My Father

As Father’s Day approaches this weekend, I have been reflecting on my late father, Harlie, one of the first leaders in my life. He was a true mentor leader – even though I didn’t fully realize it when he was alive. Here’s some lessons I learned from him and hopefully you can relate them to your work as a leader.

1. Give what you expect from others. Harlie engaged me by first being engaged himself. Leadership is about energy, and if you want energy on your team, you must bring energy to your team. Energy – whether it’s positive or negative – is contagious. Harlie was passionate about so many things. He was passionate about learning, about growing, and about life. As a former national gymnastics champion, he kept himself in great shape. He lived what he led. If you want engagement from others, you must be engaged.* We cannot give what we do not have.

2. Be motivated by love. Great leadership is largely a matter of love. If you are uncomfortable with that word, call it caring, because leadership involves caring about people, not manipulating them. Dad was tough on me when I needed it, but I never doubted his motive: he genuinely cared. He cared more about me than the results which were a means to a higher end. Harlie was motivated by love. You can’t fabricate love; people will see right through you. What you can do is decide to care about people. People don’t care how much you know until they know  how  much you care.

3. Live your passion. Our basement was filled with evidence of Dad’s passion: exercise equipment, a tumbling mat, weights. Every morning Dad would exercise at the crack of dawn. Although he couldn’t always get me engaged, especially in my early years, he lived his passion. He preached the importance of exercise without saying a word. When I was in junior high, Dad took me to the YMCA to teach me how to exercise on the parallel bars. I didn’t have the strength to lift myself up, much less do any maneuvers on them. After several disappointing attempts, Dad soon got the message: I was just not meant to be gymnast. Even though I have memories of him being disappointed that he couldn’t engage me in gymnastics, he kept his own passion alive.

4. Tune in to what drives people. When I was 14, dad was teaching me to drive our old 1954 Chev truck. When I pulled over into a farm yard a mile from our home, dad sensed that something was wrong. We sat in silence for a few moments and I opened up about an incident in physical education class. “We ran a mile  and I couldn’t finish it without walking… I came in last, but I want to be the best miler in our zone track meet next year.” Dad knew little about running, so we went to the library and found every book we could on running. Dad became my coach, and the next spring I won the mile race in our zone track meet. Everyone has a passion. Everyone is engaged about something. The key is to create the space to listen and tune in to what matters to people. When you are committed to helping people find and express their voice – their unique gifts and passion, you’ll get engagement.

5. Have a vision of greatness. Greatness wasn’t an external thing for my father. His life was about making a difference, not making a buck. He never had a mission statement. But he had a mission and it was expressed in how he lived his life. When you have a vision, whether it’s expressed explicitly or implicitly by your actions, it inspires people. In his “I have dream speech,” Martin Luther King did not say, “I have a strategic plan.” While plans may be necessary, it is dreams that inspire, uplift, and engage us. “If you want to build a ship,” writes Antoine de Saint-Exupéry, don’t herd people together to collect wood, and don’t assign them to tasks and work, but rather teach them to long for the endless immensity of the sea.” Whatever your vision, live it well and you will inspire others to engage with you.

6.  Be a good gardener. Dad was a good gardener and he taught me a lot about leadership by the way he gardened. No plants ever grow better because you demand that they do so or because you threaten them. Plants grow only when they have the right conditions and are given proper care. Creating the space and providing the proper nourishment for plants – and people as well – is a matter of continual investigation and vigilance. But another reality about gardening is that you really don’t have much control over the harvest. Despite your best efforts, for a myriad of reasons, some plants simply won’t make it. You can’t engage everyone. It’s a reality we all live with.

David Irvine, Speaker and Author


* For more information on engagement, see David’s book, Becoming Real: Journey To Authenticity.

 

Building A Culture By Design

David Packard, one of the co-founders of Hewlett Packard and creator of the “HP Way” said, “It has always been important to create an environment in which people have a chance to be their best, to realize their potential, and to be recognized for their achievements.” He and his business partner, Bill Hewlett, understood the vital importance of culture when they built a company with the intent to have a competitive advantage. They understood that if you are committed to attracting and keeping the best people, providing the best possible service to customers, getting a grip on results, and staying profitable – long term – then you better be committed to building an aligned culture.

The passion and promise in our work is to build cultures of trust that attract, inspire, and unleash greatness. What we have learned about culture includes:

1.     While goals give you direction, culture gives you the energy to get there.

2.     You already have a culture, even though you may not be aware of it or able to clearly articulate it. Culture answers these questions: What is my experience of being here? What is our way of doing things? What do we value? You are going to have a culture anyway, so why not have a great one.

3.     If you are committed to attract and retain the best talent, culture will be the most important investment of your time and resources. This is because your best people have a low tolerance for compliance and insist on engagement. The talent pool is not only shrinking, those within it are educated, connected, and grounded in the idea of personal choice. They want to be appreciated, acknowledged and loved. They want opportunity. They want to work with people who are non-judgmental, willing to give them the benefit of the doubt, willing to listen and mentor, willing to trust and willing to stand for their success. A tall order but that’s the new reality.

4.     Culture is not what people say, but how they behave. It is shaped one person at a time, usually starting at the top. People are watching all the time and if it is perceived that there is more reward for delivering organizational results than there is for how those results are achieved, then people will either disengage or disembark.

5.     You can either create your culture by default or design. If you are committed to create your culture by design, somebody has to make the decision about the kind of culture you are going build, and everybody needs to understand the process you are using to build it.

6.     While it is always easier to build than it is to change one, changing a culture is always possible.

Ten Steps To Building An Aligned Culture

Leaders of a culture or subculture live at any level of an organization. They are what we call “culture makers.” Culture makers are people within a culture who are committed to building a better environment around them, and thus are deciding to be leaders (with or without a title). These could be entrepreneurs, divisional leaders, department heads, non-profit or team leaders, committed employees at any level, or even parents. It is these culture makers that we focus on to build an aligned culture. So here, in abridged form, is our process for building an aligned culture.

Step 1. Define your culture. Decide on the scope of the culture that you are committed to build – that lays within your sphere of influence. Is it your company, department, division, community association, team, family?

Step 2. Define your leadership team. Identify your 5-6 key leaders – allies that you will depend on to build your culture. These will be people who have the positional power, capacity, and commitment to make it happen. Be sure you have a Chief Emotional Officer on your team: a person with the positional power as well as the passion (a monomaniac with a mission) to take accountability for the culture.

Step 3. Get alignment at the top. Identify your core values that you, as a leadership team, are committed to living. Have an “offsite” leadership meeting to ensure that you are all committed to living the values, first with each other and then with your entire culture. If you are a “subculture” – a culture within a larger system, you will want to take the larger organizational cultural value statements and make them real for your culture.

Step 4. Develop a team “code of conduct” with your leadership team. Once you have decided upon your core values, you will need to develop a process that outlines your promises to each other: how you will hold yourself and each other accountable for living these values. This is about turning values into specific expected behaviors.

Step 5. Assess Alignment – And Connect to Reality. Decide on a process for assessing your current alignment between your “vision,” your “claim,” and your “reality” as an entire culture. In order to do this you will need to pay attention to the “visible” culture and the “real” culture – your current reality. You may need to take the time to get into the hallways, the coffee conversations, etc. to get to the grapevine and current reality.

Step 6. “Roll out” your values with your entire culture. Once you are clear about the current alignment, meet with your entire culture. With your leadership team at the front of the room, outline your vision for this culture, your core values, your assessment of the current reality and the degree of alignment you see between your vision, your claim, your reality, and your leadership code of conduct. Explain how you expect to be held accountable for living these values as positional leaders – your promised actions as a leadership team.

Step 7. Have each of your leadership team members define – and build – their own leadership teams. Meet with each member of your leadership team and help them define their own leadership teams and go through the same process with their respective teams. This will continue throughout the culture until, ideally, every person is eventually assigned to a “leadership team” or at least closely affiliated with a leadership team.

Step 8. Engage your employees – at every level. Begin and sustain the process – and build trust – through the power of courageous conversations. Create conversations around your values. Turn conversations about values into mutually agreed upon actions and promises. Tell the story. Shine the light. Acknowledge when and where individuals lived one or more of your values. Repeat the message.

Step 9. Define how you will convey to stakeholders outside the culture how you will live your values. How will you convey your values to your customers? What needs to be written in your marketing materials/web site, etc.?

Step 10. Get your values into every system. Bring values into your hiring processes, your performance management system and HR practices. Only promote leaders who are living the values. Make it tough to not live the values.

David Irvine, Speaker and Author

 

Bridges Of Trust: Making Accountability Authentic

Everyone’s saying it: organizations needs to be accountable. Leaders need to be accountable. Employees need to be accountable. So why do most accountability programs fail?

The concept and experience of accountability needs rejuvenation. You have to get to the deep meaning of accountability. You have to be clear about who you are accountable to, “for what specific results,” and “for what matters most.” If you aren’t, accountability becomes just another organizational buzzword, or worse, a hammer to punish people,

Accountability, when understood and applied effectively, will transform the your organization, your work, and your life. Accountability is the keystone of trust, the foundation of labour and life.

In it’s simplist form, accountability is the ability to be counted on. Real accountability is rooted in the behaviour of people. It is not, as some think, a character trait or something embedded in an organization. Accountability is determined by how you act.

When people accept real accountability, life in an organization or in a relationship is straightforward and productive. No one needs a pack of dogs eating their homework or a fresh pile of excuses to explain incomplete tasks. People do what they say they are going to do—and paradoxically when this happens real accountability creates enormous freedom and the opportunity for creativity.

Real accountability leads us back to our roots as people with integrity, unleashing the human potential that can so easily be suppressed. In our complex organizations, our busy families and our fast paced society, accountability can be diffused or completely lost—and when accountability is lost, we lose touch with our core. When we grasp real accountability we get a grip on results.

Accountable Behaviours

Real accountability requires you to do four things consistently:

1. Take Ownership. No one but you cares about the reason you let someone down. Deciding, once and for all, that all blame is a waste of time, will change your life forever. Decide to give to others what you expect from others. Be the change that you wish to see around you. Deciding that you have helped create the world around you – and therefore you are the one to step into healing it – is the ultimate act of accountability. Ownership means choosing service over self-interest, contribution over consumerism, and gratitude andgenerosity over entitlement. Ownership makes you a force in the world that changes the world. George Bernard Shaw knew this when he said, “This is the true joy in life, the being used for a purpose recognized by yourself as a mighty one; the being a force of nature instead of a feverish, selfish little clod of ailments and grievances complaining that the world will not devote itself to making you happy.”

2. Carry through to completion the responsibilities entrusted to you. Henry Ford once said, “you can’t build a reputation on what you’re going to do.” Real accountability means only making promises you know you can – and will – deliver. Real accountability also requires you to search for and clarify accountabilities that are assumed in your roles, to judge which accountabilities you accept, and to carry those accountabilities through to completion. When you make a promise to someone you now have a creditor, where a debt is owed. Once you have made the promise, accountability means that you then deliver on your promise. When circumstances prohibit you from fulfilling your promise, let the creditor know as soon as you know, that the commitment is jeopardized. Negotiate, at this point, to minimize damages and re-commit to a new course of action.

3. Stand up for your actions. Real accountability depends upon transparency. Others need to know who did what, and who is accountable for doing something. Standing up for your actions in public is very relaxing when you are confident that you have acted ethically and with your best efforts. Standing up for your actions is another aspect of ownership, in that it means owning up to mistakes. Though owning up publically for the mistakes you make may not be comfortable, it takes less effort and results in more respect than hiding or running from the truth. No one ever thought less of a person who stood up and said, “I’m accountable for that.”

4. Stand behind your results. The effects of your actions—your results—matter more than the actions themselves. Yes, you sent the memo, but did the memo produce the desired effect? You explained to your child how much a pencil hurts when jabbed into an uncle, but has her behaviour improved? People are accountable for producing a result, not just for taking an action. Real accountability encompasses the unintended results as well as the ones you mean to produce. When you act to stop a child’s unsocial behaviour, you are also accountable for the effect your actions have on the child’s sense of safety and love. Or when you produce a high quality running shoe, you are accountable for the effect your plant’s effluent has on the local water supply. Real accountability requires an acceptance of responsibility for all the results your actions (or inactions) produce.

David Irvine, Speaker and Author