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.

 

Are you a boss or a leader?

One’s self is at the base of everything. Every action is a manifestation of the self. A person who doesn’t know [him or herself] can do nothing for others. —Eiji Yoshikawa, Japanese historical novelist

When you think about the bosses you have had in your life, you’ll find there are at least three kinds:

1) Those who help you to become a better employee and get your work done more effectively;

2) Those who hinder you and make it more difficult to get your work done;

3) Those who inspire you, help shape your character, and actually change your life. These kind of leaders don’t just make you a better employee, they make you a better person.

How is it that some bosses are merely bosses, while others are leaders and mentors? Why do some bosses merely manage the work, while others influence and build your moral fibre, model and teach new attitudes and behaviors, and create a constructive legacy for future generations? What is the distinction? And what can be done to turn people from a boss into a leader?

All organizations need bosses to manage the work-flow and keep projects on schedule. But most organizations are over-bossed and under-led. It is our premise that the distinction between a “boss” and a “leader” ultimately lies in one’s presence, not in one’s position. Leadership cannot be reduced to technique or position or power. Leadership comes from the strength of one’s authentic presence — the identity and integrity of the leader. At the core of all great leaders is an integrated human being. Simply put, being an authentic leader is synonymous with being yourself. It is that simple, and it is also that difficult. Influencing others begins with knowing yourself. Leadership – the capacity to inspire and engage others toward a vision – is about presence, not position. This means you don’t need a title to be a leader; you only need a decision: to make the world a better place by your presence.

While most leadership development programs focus on the “practices” of leadership, ours focuses on the presence that lies at the core of leadership practices. While you can learn the tools, we help you develop yourself as the tool user: who you are as a person. With a stronger, more integrated presence, you become a better leader in every area of your life: at work, in your family, and in your community.

Regardless of their title, or even lack thereof, great leaders make the effort to understand what motivates them and what their priorities and personal values are. They strive towards alignment of what they do with who they are. This leads to discovering their authentic power and a truly rewarding and fulfilling life. When you discover this power, you will not only find the key to real leadership; you will find the key to life. A life aligned with your authentic self is life with greater balance, inner peace, vitality, meaning, and overall well-being. Leadership that is authentic helps those you love and serve reach unimaginable potential.

David Irvine, Speaker and Author

 

The Authentic Side Of Mothers: Reflections on Mothers on Mother’s Day

With Mother’s Day here, let us all make time to reflect on the value that our mothers had on our lives. Even if you feel she may not have given you what you wanted, she gave you what you needed. How are you expressing gratitude for, or gratitude to, your mother today?

Here’s some reflections about my mother.

I suppose it goes without saying that I wouldn’t be here today if it weren’t for my mother, Joyce Irvine. But I also would not be who I am today were it not for my mother. The vital impact she had on me as a mentor, teacher, guide, and healer came from the strength of something that lay beyond all those roles.

Soon after Joyce’s untimely death in 1999, my sister and I were leaning out her condominium and discovered a worn-out box on the upper shelf of one of her closets. Curious to see what might be inside, we opened it to find hundreds of tattered letters. As we sat and started poring through them, we soon realized that these were piles of love letters written to Joyce by her young husband, Ted Harling, from the cockpit of a Lancaster Bomber over a war-torn Europe where he served as a flight lieutenant during World War II. Within the pile there was also a group of letters that were Joyce’s letters to Ted.

A deep and sincere appreciation along with a resounding sadness swept over me as we read these letters. We realized that many of those long missives written by an exposed, loving, romantic, and anguished young war bride were actually returned to her unopened after Ted was killed in action, leaving her a two-year-old daughter to raise with no father.

There are myriad ways that a mother can impact her son or daughter’s life, and something very profound happened to me the day I read my mother’s love letters. I started to see that beyond the traditional concept of “mother” is a real woman with genuine emotions, passion, pain, and pleasure. We expect our mothers to be the stable rock in our lives and amidst our expectations we somehow miss the authentic humanness that lies below the surface of what we know as our “mother.”

It seems strange that I didn’t see this vulnerable side of my mother while she was alive. I was blind to most of her romantic side, her fearful side, her imperfect side. I also know that in her need to be a “strong” and “good” mother, she wasn’t willing to expose these aspects of her personality. As for my part, I know that when she was alive I spent more energy reacting to her instead of valuing her. Now that our personalities don’t block us, I am able to appreciate her with a renewed level of respect, love, and gratitude. Having survived the death of two husbands, the Great Depression, World War II, being a single parent for many years, and pioneering a career at a time when mothers were expected to stay at home, my mother was perhaps the most courageous woman I have ever known. It has taken me many years to appreciate the strength of her audacious, compassionate spirit. She was a tremendous inspiration to me.

What I offer are three lessons from these insights:

1. Let us recognize the inner lives of our mothers. May we realize with a deeper sense of appreciation, not just the things that our mothers “did” or “do” for us or to us, but also who this woman is and was: a real human being with a real history, real needs, real dreams, real emotions, and real values. This is what we need to value most about our mothers.

2. For mothers, it is okay at times to expose your real feelings, to be more vulnerable with your children and not be afraid to show more aspects of who you are as a person. Your children need to see this side of their mother. How can we possibly help our children deal effectively with the traumas of life if we shelter them by hiding our vulnerable side from them? They need to see us facing life honestly as they must learn to do the same.

3. For those of you who are mothers, you don’t have to be perfect. You just have to be more fully human. As you come to know yourself and share this self with those you love, you will offer your children a gift of inspiration. And who knows: one day they may unwrap this gift. For those of you who are mothers, my hope is that as you take some time out of your busy lives to tune in and attend to the humanness of the “real,” authentic self that lives beyond the roles, responsibilities, and expectations that come with being a mother, you will discover more appreciation and compassion for yourself.

I conclude with a tribute to my mother by passing along some of her amazing wisdom I discovered in her journal, months after her death:

“Every parent, no matter how hard they try, will be both a blessing and a curse to their children. My hope is that my children will appreciate the ‘blessing,’ if not immediately then later in life, and perhaps more importantly that they will take the ‘curse’ and, like an oyster irritated by a grain of sand, over time use it as a catalyst to build layers of character and understanding—thus producing a pearl. —Joyce Irvine

I got it Mom. Happy Mother’s Day to mothers everywhere.

 

Passion, Vision, and Persistence: Leadership And A Group Of Committed Mothers

“Although ski jumping was an official event in the very first Olympic Winter Games in 1924, women weren’t granted the right to compete at the highest level in the sport until last Wednesday – 87  years later. The International Olympic Committee’s decision to include women’s ski jumping in the 2014 Winter Games in Sochi, Russia, might not have come about without the persistence and hard work of four Calgary mothers who fought for their daughters to have an equal footing with men in the sport.” (Calgary Herald, April 10, 2011)

This decade-long fight against tradition is a great leadership story about passion, vision, persistence – and love. It’s also a story of integrity and fighting a principle that, in the words of the mothers, “just wasn’t right.”

The irony of this inspiring story is that all four young women whose mothers’ determination changed years of tradition have since moved on and will likely not be competing themselves. This story reminds me of an old Chinese proverb that says, in essence, “The true meaning of life is to plant trees, under whose shade you do not expect to sit.”

Well done ladies. A leaders’ legacy. Many women will be jumping in the shade of your contribution for years to come.

David Irvine, Speaker and Author

Jumping Out Of Bed: Creating An Inspired Workplace

“Going to work is a chore. It’s just a job. A necessary evil. A prison sentence. Doing time. Collecting a paycheque. I hate it.” How often have you heard someone talk about his or her work in these terms? Perhaps you have spoken this way yourself on occasion. Perhaps you speak this way more often than you’d like.

While we all may feel this way at times, what if most of your life was spent hardly waiting to get to the office? What if your workplace inspired you rather than depleted you? What if you jumped out of bed to get to work because you were so excited about getting there?

My passion is to make this world a better place to work. Work is so vitally important to our well-being, and life is far too short to spend these  hours in misery. We will all spend thousands of hours at work so why not have a great workplace culture?

So whose responsibility is it to make your workplace great? It is my notion that organizational culture starts with you, not your boss or your boss’s boss. While bosses set the tone, create the environment, and establish the culture, you are the one who actually creates the culture. Every employee is responsible for the culture within and around them. You make the difference.

And just how can you create a great culture in your workplace?

1. Be authentic. Engagement comes from being who you are. Bringing your values, your aspirations, your passion, and your unique talents to work lights a fire inside you. Work is a tool to create and express what matters most. When you have a purpose for coming to work and clear values with a commitment to serve others through your role at work,your energy will soar.

2. Build trust. Trust is the foundation of every relationship. Without trust, work will be a miserable place. And trust starts with you. Start by identifying your “Significant Seven,” the top people or groups of people you depend on or who depend on you, and make trust your number one priority with them.

3. Be accountable. Accountability is the ability to be counted on. Being dependable with others starts with being dependable to yourself. Do you keep commitments to yourself? Do you see yourself as a person who is accountable?

What is your way of ensuring that  you jump out of bed in the morning to get to work? How do you create an inspiring workplace for yourself and others you work with?

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

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?

Transforming An Organization Into A Community: A Leadership Vision

Leadership is about transforming your culture into a community. A community is a place where work is meaningful, not just menial, where you support people to be genuine contributors, not just “task doers,” where people are honestly valued, rather than used up, where you invite intentional conversations, not just superficial exchanges.

Communities are places where “units” are transformed into “neighborhoods”, where there is a sense of belonging, shared vision, pride, ownership, and a commitment to service; where “command performance” is replaced with a bone deep commitment to courageously seek participation.

Community is where paint-by-number management programs are replaced with a profound, yet simple respect for realness, honesty, and respect for the dignity of everyone, which in turn results in an authentic expression of the human spirit.

Fostering this kind of culture is akin to being a gardener. While results are paramount, culture can’t be legislated, controlled, motivated, or coerced. 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 consideration and vigilance.

Three questions emerge from this vision for your consideration and reflection.

1.     Who is responsible for creating this kind of culture in your workplace?

2.     Who are the leaders in your organization?

3.     How do you go about transforming the culture of an organization?

RCMP “Hero” Saves Teen

It’s about time a good news story was written about the RCMP. These men and women risk their lives daily for us and rarely get the credit they deserve. This past week, a 15-year-old Abbotsford girl  thanked an RCMP constable who risked his life when he threw her out of the path of a run-away truck. Constable Jim Moir suffered a crushed leg when he was pinned between two trucks while saving Buffy-Anne Troy.

This type of bravery matches my observation of working with all levels of the RCMP across the country. Some of the finest leaders I’ve ever met work for this great organization. The RCMP, and it’s 30,000 employees, is not without it’s blemishes and obstacles, but it’s about time that we shine a light on the thousands of actions they get right every day, instead of the mistakes they make.

Because of my extensive work with the force, I am able to go on a ride-along every so often in my local community. I think that if every Canadian had this experience even once, our view of the RCMP and the vital work they do on our behalf would change substantially.

Service With A Cause: Our Lives Depend On It

My good friend, Ray Robitaille, a senior police officer with the Calgary Police Service, will leave for Afghanistan next month as part of a peace-keeping mission. Ray is leaving his young family behind for eight months to work on the United Nations/European Union mission to help train Afghanistan’s national police force. He is making sacrifices because he stands for something important. I admire him greatly for this, and I know, with his skills and experience, he will make a significant contribution to this cause.
What principles do you stand for? What sacrifices have you made lately for a cause greater than your own self interest?

Organizational Culture and The Power Of Discovering Your Gifts

A video clip of a homeless man begging for money with an amazing voice on YouTube this week went viral and soon gained him national attention and job offers. Within three days, Ted Williams, a 53-year-old former radio announcer who became homeless after battling drugs and alcohol, appeared on morning news programs to talk about job offers with the Cleveland Cavaliers basketball team and Kraft Foods and his stunning instant rise from begging on the streets.

Mr. Williams told the Today Show that drivers in Columbus would drive by just to hear his golden voice and upbeat greeting while advertising his “God-given gift of voice” when panhandling. He hopes to become a radio program director and support his children. His response to how we should treat the homeless was, “Don’t judge a book by its cover. Everybody has their own little story.” A good lesson, not just pertaining to the homeless, but for all of us who are preparing for our talents to shine more brightly in the world.

Since reading this amazing story, I have been reflecting on the gifts that everyone of us have. Are we creating workplaces that awaken the unique abilities of people? Are we getting our talents “off the streets” and into the hearts of the community? Are we shining a light on people’s capabilities? This is what a great culture is: it’s a place where employees at every level have a chance to be their best, realize their potential, and be recognized for their contribution – in the service of others. We need to strive for more than “satisfied” employees; we need to cultivate loyal employees. Investing the time and energy to foster this kind of environment is what it takes.