From New Year’s Resolutions To New Year’s Renewal

Posted January 2, 2012 By David Irvine and has no comments yet.

Making New Year’s resolutions is for those interested in growing, being a better person, and improving themselves. New Year’s is a good time for taking an inventory of our lives to discover where changes need to be made. Just as the fiscal year end of a business  provides an opportunity to take an inventory of stock, a new year provides a opportunity to take stock of our lives. It’s a good time to celebrate successes from the past year, reestablish intentions for the new year, evaluate your life, and set goals for the future. This is a ritual I have done at the close of each year and opening to the next, for many many years now.

Here is some of my thinking about New Year’s resolutions for you to reflect on…

1. Whatever you call it – resolutions, goals, habits – make sure they are yours. Make sure that your intentions are authentically yours, not someone elses. Resist that natural indication to compare and conform with others. Joy in life comes from being true to who you are meant to be. If you are trying to keep up with the Jones, sooner or later they will refinance! One way to ensure that your resolutions will last no longer than a few weeks is to make them out of guilt or inadequacy or inferiority, rather than an honest desire to make a change in your life that comes from within you.

2. Before making any kind of resolution for change, be sure to celebrate the past year. There’s a correlation between those who make resolutions and those who are hard on themselves. It’s always easier to find areas that need changing than to find areas that need celebrating. Make it a point to bring gratitude and recognition of progress into your new year’s resolutions.

3. Along with celebration, bring kindness and patience – for yourself and for others. Life can be difficult, but it’s a lot easier with compassion. A new life is much more likely to grow in the soft, rich soil of compassion than in the rocky ground of judgement. As Thich Nhat Hanh beautifully expresses, “Waking up this morning, I smile. Twenty-four brand new hours are before me. I vow to live fully in each moment and to look at all beings with the eyes of compassion.” When you think of compassion, think first of yourself. This is where true compassion starts.

4. Before making any kind of resolution, ask if you are actually committed to change or if you simply making a resolution because that’s what you do this time of year. There’s nothing wrong with not making a resolution if there’s nothing in your life you want to change right now. And there’s nothing wrong with a resolution for the sake of a resolution. Just be honest when you find yourself “off track” in the middle of January. Don’t make a promise to change if you aren’t ready. Whenever you break an agreement, either with yourself or with others, you erode your self-respect.

5. If you are serious about making changes in your life, find a mentor, someone who will guide you, support you, and hold you accountable along the way. From my experience, you will never make changes in your life alone. You’ll only create discouragement.

6. Take an inventory of what “growth” means to you. Be careful about defining growth as simply “more” or “bigger.” “Bigger” isn’t always better. “More” isn’t always satisfying. Think about growth as qualitative not just quantitative. Just because you lose weight doesn’t mean your life will be better. Just because you make more money doesn’t mean you will be happier. Peace is reflected in your relationship to the present moment, experiencing the beauty and magnificance that surrounds you now. Quality of life will sustain you in a way that quantity never will.

7. Whatever changes you decide to make in your life, make room for rest, renewal, and delight in your busy life. In the relentless busyness of modern life, we probably all need to rediscover the rhythm between work and rest. The only life form that doesn’t rest is cancer. A truly successful life is one of balance, perspective, and presence.

“The object of a new year is not that we should have a new year,” writes G.K. Chesterton. “It is that we should have a new soul.” As you let go of last year may you enter the new with a renewed energy that is fresh and vital. Be good to yourself, and be well this new year.

David Irvine, Speaker and Author

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How is the pace of your life affecting your leadership presence?

Posted November 24, 2011 By David Irvine and has no comments yet.

When I am helping leaders strengthen their authentic presence, I find it is important they understand how the pace of our life affects our connection to others. In the words of the philosopher Piero Ferrucci, we are in the midst of a “global cooling.” Human relationships are becoming colder. Interactions with others are becoming more rushed and impersonal. Values such as profits and efficiency are taking on greater importance at the expense of caring and authentic presence.

Think about it. You make a phone call to a person and you get a digital voice recording with a list of options. You park your car and find out the parking attendant has been replaced by mechanism for inserting your credit card and keying in your license plate number. You send an email to a colleague instead of walking down the hall and having a face-to-face conversation. Rather than playing street hockey with a group of friends, kids are now more likely to be alone in their bedrooms in front of a computer screen. Instead of a face-to-face conversation with a bank teller or customer service representative, we now bank and make many transactions on line. Your doctor, pressed for time, now focuses on the test results and data on a computer screen instead of listening to you and looking at you. Rather than a travel agent that we have come to know and trust, we book vacations on line. We check in at the airport and buy our theatre tickets at kiosks rather than from real people at a booth or a counter.

I’m not interested in going back to the “good old days.” There were lots of problems with those “good old days.” What I am interested in is bringing balance to this world. Do we stop and realize the effect of all this automation and hurried pace on our workplaces, our families, and our lives? One expert on the pace of life, Robert Levine, has been studying time as it is experienced in various cultures. Levine measures three different variables; The time it takes to buy a stamp in a post office, the speed at which pedestrians walk across the street, and the accuracy of clocks in a bank. What he discovered was that there are faster cultures than others, in which punctuality and precision are rewarded, while other cultures are slower and less precise. Western society is the fastest; Brazil, Indonesia, and Mexico are the slowest. Levine doesn’t make a judgment that some cultures are necessarily “better.” There are advantages and disadvantages to both slow and fast cultures. In cultures where the pace is hurried, cardiovascular disease is more widespread.

Is all this technology helping us improve the quality of our connections and the quality of our lives? Is it helping us be more kind and charitable? Much emerging research is telling us that the more we hurry, the less we are able to connect, and the less we connect, the less we care, and the less we care the less real influence we have.

One of my favorite studies along this line was done with a group of theology students who had to listen to a lecture on charity, and then had to move, one by one, to a nearby building. On the way, they met an accomplice of the experimenters. This person was down on the floor, pretending to have fallen and hurt himself. Most of the students helped him. But when they were pressed for time and had to hurry from one building to the next, the Good Samaritans among them drastically lessened. One of the students, in a hurry, even stepped over the unfortunate crying actor and headed straight for his destination. We are kinder when we have more time. And without kindness, how can we possibly influence others?

How hurried are you in your life? How is the current pace of our world affecting you? Have you ever felt “hurried” even when you weren’t in a hurry? How does your sense of continual “hurriedness” affect your kindness, your connections, and your ability to influence others? What are you doing to s-l-o-w d-o-w-n and make a connection?

David Irvine, Speaker and Author

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We Don’t Stay in Organizations; We Stay With Bosses

Posted November 20, 2011 By David Irvine and has no comments yet.

There’s a familiar phrase, “We don’t leave organizations; We leave bosses.” I believe that is true, and I also believe the converse is true. Bosses make a difference – in organizations and with people. Never underestimate the impact you have. I just got off the phone with a plant manager in a Western Canadian company who told me how years ago he was frustrated with his organization and ready to leave. He called his boss, the Western Canadian manager in Edmonton, with the intention to quit.

His bosses response: “Get on a plane. Let’s sit down and talk.”

They took a day together to examine  his concerns, negotiated to create a different kind of work culture, and openly discussed ways that he could get more support from his boss in terms of increased resources and time.

That was ten years ago. Both individuals still work for the company and this person still reports to the same boss. That was a turning point in his company and in his life.

Being a boss doesn’t make you a leader. But, great bosses are also great leaders. Don’t ever diminish the importance of the responsibility that comes with a title.

What are you doing as a boss to make a difference in the lives of those you serve?

David Irvine, Speaker and Author

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

Posted September 25, 2011 By David Irvine and has no comments yet.

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

 

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Obuntubotho – The Essence of Being Human – And of Being A Great Leader

Posted February 19, 2011 By David Irvine and has no comments yet.

When Bishop Desmond Tutu introduced Nelson Mandela at his inauguration as the new president of South Africa, he described him as being a man who had Obuntubotho. “Obuntubotho,” he said, “is the essence of being human. You know when it is there and when it is absent. It speaks about humanness, gentleness, putting yourself out on behalf of others, being vulnerable. It embraces compassion and toughness. It recognizes that my humanity is bound up in yours, for we can only be human together.”

Obuntubotho is not only the essence of being human. It’s the essence of great leadership, because the essence of great leadership is being human.

Who do you know in your workplace or in your life who has this quality of Obuntubotho? When you stop and pay attention, you know when it’s there, and you know when it is absent. As a leader, how are you consciously developing this quality within yourself?

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The RCMP: A Culture Of Trust – Getting The Whole Story…

Posted September 26, 2010 By David Irvine and has no comments yet.

I just came back this week from working with a group of commissioned RCMP officers on the east coast. Some of the finest leaders you’ll find anywhere. While there are certainly areas that need work in the RCMP culture, it is a culture that is far from broken. When these guys put their lives on the line with each other and for the citizens of Canada, there is a level of trust, respect, and camaraderie between them that you won’t find in many organizations. They have rich values: Integrity, Honesty, Professionalism, Compassion, Respect, and Accountability – and work hard to get these values off the wall and into the hearts of their members. The culture of the RCMP is not in Ottawa. That’s only a very small part of the RCMP story. The real culture is in the detachments and the districts across the country. And, like any great organization, there are great commanding officers and bad ones.

Like any organization that is in the public eye, the challenge facing the RCMP is that we live in a “CNN” world, where thirty-second sound bites and headlines create a distortion of the whole picture. This age of technology creates a false impression of reality, where what’s “rare” is perceived as reality, and what’s reality is rare. You don’t know what is going on in Afghanistan by watching a thirty-second news report on the evening news. You learn what’s going on in Afghanistan by spending hours talking with a soldier who came home without his legs, or you spend time people who live and work there, committing their lives to rebuilding a shredded country.

You don’t know what’s going on in the RCMP by watching the sensationalism of a cell-block story in Kamloops or a YouTube video of a tragedy in the Vancouver airport. There is no denying that these events have taken place and the media serves a purpose in holding the organization to account for these catastrophes. There is an element of truth in all news stories. But let’s not forget that these “rarities” are but a small fraction of the reality of the RCMP. If you want to really know what goes on in the RCMP, spend hours on ride-alongs and witness first hand the amazing work these men and women do everyday in this country. Or take the time to visit with staff commanders, corporals, and constables and get their picture of reality, and learn how hard they are working at the detachment level to develop leadership capacity and the development of a culture aligned with their values.

I have nothing but admiration for so many of the leaders I have met in the RCMP. In recent years, I have become associated with some of the men and women who helped organize and run the SwissAir crash recovery, who had to face the aftermath of their colleagues’ deaths in the bloodbath of Mayerthorpe, who organized the security at the Olympics, and who put their lives on the line in daily undercover operations and “routine” policing. We still have a world-class national police force of professionals, many of whom literally give up decades of their lives to make this a safer, more civil society for all of us. Before we pass judgment, let’s be sure we’re viewing the picture from a broad enough lens to give us an accurate representation of reality.

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Passion, Culture, and Commitment

Posted February 14, 2010 By David Irvine and has no comments yet.

Valentine’s Day and the start of the winter Olympics has me thinking about passion. Yes, there is lustful passion, but I’m thinking of the passion that inspires people to bring their whole self to their work. You certainly see passion in an Olympic athlete who has devoted their life to mastering a sport. I learned from my father that it’s a lot easier to be disciplined and accountable if you have a passion. For example, when you are lying in bed debating whether you should get  up to exercise it’s a lot easier if your goal is to be an Olympian. Then you have a reason to be disciplined. You are working for a higher purpose that inspires you.

So, in the work of building an engaged organizational culture, how important is passion? I think it’s very important, but I don’t believe you have to find passion in every task. I’ve met hard working janitors that don’t  find passion in cleaning up other people’s messes and I know stay-at-home parents that don’t find a lot of passion in changing diapers or washing clothes. When I was a competitive distance runner, I was passionate about the sport, but I wasn’t necessarily passionate about every one of my workouts. Sometimes it was just painful and hard work. The same is true about being a CEO. Inspired by the results that my clients experience and the work I do, I am not passionate about every aspect of the “job.”  While some are blessed to experience passion in their work (we call that a vocation), for others, their passion lies away from their work (we call that a fulfilling job). Both are valid.

I think it’s unrealistic and even dangerous to think that you have to be passionate about everything you do in order to feel “authentic” or true to yourself. The expectation that you always have to find passion in every responsibility can lead to narcissism, disenchantment, and self-centered resentment. Anyone that’s been married longer than 2 weeks understands this. The real work of marriage begins when the passion wains. Then you discover the true meaning of character and commitment: extending yourself for the greater good – even when the passion isn’t evident.

So how do you ignite energy and engage people in the midst of drudgery? Two ways: first, by connecting with a higher purpose, a vision that provides a strong enough reason for doing the task, and second, by connecting with talent. Both fuel passion and thus engage people. Passion is important in any relationship but it doesn’t necessarily have to come in the nature of the task. It can come with a strong enough reason to perform the task. Passion comes when you connect a task with the context of your life. For an athlete, passion comes in the dream and satisfaction that the tough, lonely workout is taking you toward the vision. It comes in a marriage when you realize that you are serving a more important goal than immediate self-gratification. It comes in a job when you connect the accomplishment of that job with a purpose that matters to you – at work or at home.

Organizations are the stewards of people’s passion and talent, and leadership is about creating an environment where people are inspired to participate with their full selves. This happens when we find out what matters most to people and then support them to experience their day-t0-day jobs as a tool to make it happen. When you are able to maintain this kind of perspective, you don’t just get committed, loyal employees and a better workplace, you get a meaningful life.

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Authentic Leadership, Haiti, And The Compassionate Heart

Posted January 22, 2010 By David Irvine and has no comments yet.

I have been deeply moved these past several days by the Haiti situation. The unfathomable tragedy that this country has faced, combined with the enormous compassion of the world to reach out and help has been a profound experience. Even though there is so little any one of us in our comfortable homes in North America can do to make a difference, we can all allow this experience to open our compassionate hearts and find ways to bring more gratitude and caring to our lives. Taking time to let life touch us isn’t the same as wallowing in front of the television, numbing ourselves with the drama of CNN images. But it is important to make room to be moved, to connect with, and respond to those that matter most in our lives.

If leaders today want to build engaging cultures with loyal employees and customers, they need to deepen their presence in order to reach those they serve (yes, serve). You need to be real. You need to be authentic. One way to do that is to let life touch you. Don’t deny the reality of the entire spectrum of the human experience. If we move too quickly through life, protecting ourselves from the enormous pain and joy of being alive, we will soon find ourselves unprepared to deal with the demands of being the kind of leaders it takes to inspire and reach the human heart. After all, leadership starts from within. Whether its the death of a loved one, or simply allowing a movie to fully bring us to tears, life is a continual teacher, taking us deeper and deeper into our essence.

A question for reflection… How has allowing life to touch you made you a better person and thus more capable of serving with a compassionate and clear heart?

Categories: Leadership and Culture, Organizational Culture
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