THE YEAR AHEAD: Lessons From Selma the Sheep

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At the end of each year I reflect on my progress and blessings from the previous year and clarify some of my intentions for the coming twelve months. In the midst of this musing I like to read the children’s book Selma, by Jutta Bauer. Selma is a humble little book about a humble little sheep that poses a big question, “What is happiness?”
Selma is a sheep who is happy when she eats a little grass, plays with her children, exercises, chats with a friend, and falls fast asleep. When asked what she would do if she had more time or money, Selma replies simply that she would do exactly the same thing: eat a little grass, play with her children, exercise, chat with a friend, and fall fast asleep.
As I look to the year ahead, three lessons from Selma come to mind.
#1. Bring an attitude of gratitude into each and every day. Selma is a great book with a beautifully delivered reminder that happiness comes from appreciating what you have. A consumer culture is very good at making us want more and more, implying that more is always better. Until we know deeply within ourselves what enoughactually feels like, we will continue to be seduced by the pursuit of more. When I emerge from the holiday season after spending time with people who matter most in my life, catching up on some good reading and simply being, I have a deep appreciation for these everyday blessings and I feel a profound sense of gratitude.
#2. Define success on your own terms. Selma is not admonishing us to sit around and do nothing. A ship is safe in the harbor, the saying goes, but that is not what ships are for. It’s important to spend time in personal reflection,  away from the voices of the world to discover your sense of purpose. Dream big. And then get to work to become the kind of person it takes to get there. A fulfilled life is not void of focus and disciplined effort, but Selma teaches us not to allow the world or the opinions of others define our success. Success must come from within. Happiness does not come from “getting” or “having;” it comes from self-respect earned through contribution, service, and dedicated labor devoted to a cause. Stephen Covey wrote, “If you carefully consider what you want to be said of you at your funeral, you will find your definition of success.”
#3. Live each day fully. Remember that life is lived not yesterday or tomorrow but today. In Salutation To The Dawn, The Sanskrit writer, Kālidāsa, reminds us that a life well lived is a life lived fully in the coming twenty-four hours.
Look to this day!
For it is life, the very life of life.
In its brief course
Lie all the verities and realities of your existence:
The bliss of growth;
The glory of action;
The splendor of achievement;
For yesterday is but a dream,
And tomorrow is only a vision;
But today, well lived, makes every yesterday
a dream of happiness,
And every tomorrow a vision of hope.
Live well, therefore, each day.
In this coming year may we discover within ourselves what matters most. And may we have the courage to live in alignment with our heart’s desire.

JEKA AND THE POWER OF ONE: How Ordinary People Can Make An Extraordinary Difference

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Not all of us can do great things. What we can do is small things with great love.                                                     – Mother Teresa
For more than twenty years, Jeka was my ticket agent at the Air Canada check-in desk at the Calgary International Airport. An ordinary job, you might say: greeting and checking in passengers, arranging flights, assigning seats, tagging baggage. But Jeka was no ordinary ticket agent. She was passionate about her job. She cared. Jeka would be at work by 4:00 AM, thirty minutes before her assigned shift. In the half hour before her colleagues arrived, Jeka would print out the names of every passenger who was due to check in that morning. She took the time to acquaint herself with the regulars, and would greet us by name and a cheerful “Good morning” when we hauled our tired bodies to the check-in desk for an early flight.
Jeka was forever jolly, and her ever-animated upbeat demeanor would always help start my travels a little lighter, a little more positive, and a little more willing to pass on her enthusiasm to others after our encounter. Our brief connection stood out as a highlight in the sea of transactions in the day of a business traveler.
Every Christmas I would get a personal card from Jeka, with a cheerful note of thanks for my loyalty to Air Canada and a message of appreciation for helping to brighten up her day in my travels.
I once asked Jeka what inspired her to be so friendly and ever so positive.
“It’s pretty simple. Air Canada has been good to me, but I’ve always been determined about one thing. I will never let a bureaucracyturn me into a bureaucrat. I just want to brighten up the day for every person that comes my way. Every time I brighten up another person’s day, it makes my day better. Whatever you give out, comes back to you.”
Last month I was passing by Jeka’s check-in counter and I made my usual stop to say hello and get my “Jeka hug.” I knew that retirement was around the corner for her, but I did not realize it was coming so soon.
“Tomorrow afternoon!” she exclaimed enthusiastically and tearfully. “After 40 and a half years with Air Canada, I’m going to be sitting on that big chair in the check-in area with balloons and a cake and I’m going to say good-bye to all the great customers and colleagues who have been so good to me all these years.”
As we hugged, I apologized for not being able to join her in the celebration and I asked if I could take her picture. As I walked away, I looked back briefly for one last impression of my good friend and bright spot at the Calgary airport.
“Don’t you go putting that picture up on Facebook now and making a big deal of all this!” she winked as she waved one final good-bye.
We really do make a difference. Mother Teresa was right. Not all of us can do great things. What we can do is small things with great love. In this one wild and precious life, each of us will leave a legacy. The question is, what will be yours?

Balancing Work And Rest: Be Productive by Making Time To Be Unproductive

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My good friend, Fr. Max Oliva, a Jesuit priest and author of several books, has an MBA and leads retreats and ethics seminars for parishes and business professionals across the USA and Canada. Years ago, I asked him “How do you renew yourself in the midst of such busy and full life?”

“To be productive, I regularly make time – usually a full day a week – to be unproductive.” He had good friends who were ranchers and he would spend a day a week just hanging out at the ranch – being unproductive.

In today’s world, with its relentless emphasis on success, achievement, and productivity, we have lost, in the words of Wayne Muller in his book, Sabbath: Finding Rest, Renewal, and Delight In Our Busy Lives, “the necessary rhythm of life, the balance of work and rest. Constantly striving, we feel exhausted and deprived in the midst of great abundance. We long for time with friends and family, we long for a moment to ourselves.”

All of life is a fluctuation between effort and rest. We need both – every day and every week. Effort is not truly effective unless we have properly prepared for it by resting and renewing. Times when we are unproductive to renew and rejuvenate, and away from the tyranny of the urgency, gives us the power necessary to make our best effort. It is not good to rest too long and it is not good to carry on great effort too long without rest. The successful, productive life is a proper balance between the two.

We all require Sabbaths in some form. What are you doing to rest, to renew, to be unproductive?

Achieving Engagement From Productivity

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I’m concerned about the focus these days on employee engagement as if it were some kind of “special thing” to be pursued outside the usual day-to-day operations of a workplace. Engagement isn’t a goal to be sought. Rather, it’s an outcome of good leadership. The goal should be a well-run organization. The best run organizations have engaged employees, not because they are necessarily pursuing “an engaged workforce,” but because they are committed to a well-run organization. If you keep your eyes on the right priorities – on the right prize – engagement will naturally follow.

An adaptation of Gallup’s Q12 Index (https://q12.gallup.com/) provides a suggested checklist for leaders. If you sincerely pursue these endeavors toward a well-run organization, employee engagement will follow. In other words, these behaviors can assist the leader to do a much better job.

Don’t try to accomplish this massive list all at once. Start with getting a read on how your employees might perceive your leadership and begin to take action in any of these areas. Action on any one item on the checklist below will result in a better, well-run, engaged organization.

  • Are you doing everything you can to clarify the kind of employee you need on your team? Are you clearly assessing the kind of skills and attitude required of an employee before you hire them, so that in the hiring process you get the right kind of people on the bus? While you may refine behaviors, don’t count on changing people’s fundamental values.
  • Are you explaining to your people exactly what you expect from them, both in terms of operational results and the kind of behaviors you need to see demonstrated to support your values?
  • Are you doing everything you can to give them the skills, tools, resources, and capabilities to succeed at their job?
  • Have you linked your expectations with the purpose of your organization so they feel their contribution is valued?
  • Have you assessed their strengths so they are doing what they do best every day?
  • Are you getting out of your office at least every week and catching them doing their job well? Are you recognizing and celebrating success?
  • Do you genuinely care about them as people? Have you listened to what matters to them, what they value, and how you can best support them to use their job to achieve their personal goals?
  • Are you encouraging your employees to grow, learn, and develop themselves? When was the last time you recommended a good book for them to read?
  • Do you allow genuine input and collaboration from your team so their opinions actually matter? While you can’t possibly make every decision by consensus, do you explain – and demonstrate – that their input on as many decisions as possible will be taken seriously?
  • Do you set high standards and hold people to account to those standards? “Everyone knows who is and who is not performing, and they are looking to you, as the boss, to see what you are going to do about it.” (Collin Powell)
  • Are you encouraging the development of good friendships at work?
  • Are you openly talking with people about their progress toward the achievement of both personal and organizational goals – so there are no surprises if/when you do an annual review?
  • Are you bringing humility to your leadership by being honest, vulnerable, and teachable?
  • Are you making it safe for people to risk making mistakes, while ensuring that they learn from these mistakes?
  • Are you creating a culture of ownership, so that employees are encouraged, and held accountable to create conditions for success on their own rather than depending solely on you, the boss, to deliver this?

Moving into a position of leadership does not give you more power. What it gives you is more accountability. Leading a well-run organization takes time, patience, and a clear intention. Set a goal for a productive workplace and employee engagement will follow.

Are You A Wall Maker or a Bridge Builder?

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Our power went out this morning. Two seconds after I turned the light on in our kitchen everything went black – and quiet. It’s amazing how much noise caused by electricity there is in a house. We were in the dark for about four hours. In the big scheme of things, compared to hurricanes, fires, floods, and terrorism, losing your power for four hours is definitely a luxury problem.
It turns out that our entire neighborhood was affected by the outage. A transformer somewhere on our line blew out. The electric company had crews on site responding to the call within a half an hour at 6 AM. One of our neighbors, who called in the outage, ranted at the serviceman as if it was his fault for the power going out. When Val, my wife, met the repairman, she chose to be grateful that he got up early and arrived as soon as he could. She thanked him for his efforts, offered him a cup of coffee, and expressed a sincere appreciation for him coming out when he did. She built a bridge with him rather than created a wall. She helped to start his day – and her own as well – a little better. And we both, as neighbors, got our power back on at the same time.
My grandmother, in her old-fashioned wisdom, said this much more simply: “You catch for more flies with honey than you do with vinegar.” While I’m not sure that anyone actually wants to catch flies, you really do make more friends and get more accomplished by being ready to lend a hand than by being rude. Bringing qualities of empathy, civility and respect to your life and the lives of others will always provide a better chance of getting the results you want than entitlement, bitterness, and antagonism. Being part of the solution will take you farther than adding to the problem.
Are you a wall maker or a bridge builder? Here are five ways to be a bridge builder:
1)    Decide to be an encourager. Everyone needs encouragement. Mark Twain said once that you can live two months on a sincere compliment. When you look for ways to encourage others, you will find your efforts will come back to you – in some form. Encouragement is about giving courage to those around you.
2)    Don’t blame your helpers. Don’t blame the repairman for your electricity going out. Don’t blame the airline agent for your luggage not making the flight. Don’t blame the waitress if the restaurant is short staffed. Don’t blame the health care worker for your injury. Decide, once and for all, that all blame is a waste of time and your life will change forever. Help your helpers. Don’t blame them. Most of us really are doing the best we can.
3)    Give what you expect. There are two kinds of people in the world: those who help and those who hinder; those who lift and those who lean; those who contribute and those who consume. The more you look for ways to give, the more you will be given in return.
4)    Give what you expect. My parents used to say, “You don’t get what you expect. You get what you give.” If you want help, be helpful. If you want support, be supportive. If you want appreciation, get so busy appreciating others that you don’t have time to feel sorry for yourself. Watch how valuable it is to create value for others. It was Zig Ziglar who said, “You will get all you want in life if you help enough other people get what they want.”
5)    Practice gratitude. The antidote to entitlement is gratitude. What you focus on grows. What you appreciate appreciates. A friend told me this week how she tripped and fell off the curb crossing the street. As she picked herself up from the asphalt and was observing the scrapes on her knees and hands, she looked up and saw a car turning carelessly into the path where she would have been if she hadn’t fallen. Be thankful even for what appears as obstacles in your life. Gandhi said once: “Divine guidance often comes when the horizon is the blackest.”
Supreme Court of Canada Chief Justice Beverly McLachlin was at the University of Alberta last week to deliver the Department of Philosophy’s annual public lecture. The lecture was about the landmark moments in Canada’s 150-year constitutional history. In her speech, McLachlin delivered an implicit rebuttal to the spirit of nationalism, racism, and prejudice so prevalent in the world these days. Some nations, she told her audience, define themselves by exclusion – by borders, by walls. In contrast, she insisted, Canada defines itself not by walls but by bridges.
As you step back and observe your own history and your own life, how will you define yourself? Will you be a wall maker or a bridge builder?

Employee Engagement: Is it Really The Boss’s Responsibility?

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I grew up in a day and age well before “employee engagement”. I had five different jobs before I finished my university education: I worked on farms and ranches, survey crews, a cement company, a geriatrics unit in a psychiatric hospital, and as a janitor. I learned a lot in those jobs. I learned the value of education, to value people who were skilled at a trade, and the value of hard work.

I remember when, after pouring concrete for ten straight hours, the foreman over heard me complaining about how much I hated the work. He took me aside and said, “Son, we don’t have complainers on this crew. They call this thing work because you get paid to work. You don’t get paid to sit around. If you want to sit around, stay at home and don’t get paid. We pay you well to work, but we don’t pay you to complain. Do that on your own time.”

If I would have talked my bosses in those days about “employee engagement,” I believe they would have thought I had beans for brains. I can picture the foreman on the concrete crew saying, “My work is to get the job done; not to motivate you.”

I know we have supposedly come a long way and are now purportedly smarter in how we manage people, and allegedly are more skilled in the practice of leadership. While everyone agrees than an engaged workforce is beneficial, all of the insights and leadership efforts haven’t moved the dial much on getting them there. In all our efforts to create an engaging environment in our workplaces, I’ve never seen more entitlement.

Like children, the more people do for us, the more we expect. When I was a family counselor, I noticed an intriguing phenomenon: the children in a family that are the angriest at their parents are often the children who have been given the most.

Don’t get me wrong. I think it’s wonderful to learn to communicate with our staff and create an engaging, inspiring work environment. There is lot of research that says happier, more engaged employees are more productive.

Here are five responsibilities of a boss that will help engage employees:

  • Help create a clear vision. People largely change for one two reasons: inspiration or desperation. Great leaders create a powerful why, a clear and compelling shared purpose or cause that inspires.
  • Hire the right people. (I know, many of you had no choice over the employees that work on your teams; you are already behind the eight ball).
  • Be clear about what is expected. Ambiguity breeds mediocrity. You need to provide clarity as to the operational accountabilities as well as the kind of attitude that is needed to do the job, and build a link between each employee’s contribution to the why.
  • Support your team with a servant mind-set. Service leadership doesn’t mean pleasing leadership. Service leadership means understanding what supports are required for your employees to get their job done, and that you have their back to do whatever you can to give them the resources and capabilities to do what is expected. What your job isn’t, is to make them happy.
  • Hold them accountable by following through on the consequences. “Everyone on your team knows who is and who isn’t performing, and they are looking to you as the boss to do something about it.” said Colin Powell, the Former United States National Security Advisor. There are consequences to actions, both negative and positive. You don’t build a great place to work when you have low standards or when you let people off the hook. People need to see courage in their leaders, not coddling.

There is, no doubt, a need for caring in the workplace. We absolutely have to support and encourage people and create a place where they can feel safe to be honest and who they are. But let’s be careful because too much support and not enough demands can breed a culture of complaint and entitlement.

What I’m saying is that I’m not convinced that it’s the boss’s responsibility to get an employee engaged. If you can, that’s great. And if you can’t, don’t lose any sleep over it. It’s not your responsibility. Either people want to get their heart into the game or they don’t. You can still be a great leader even if you don’t get everyone on board. Relax and enjoy leading. Who knows? Maybe we’d be better off if bosses got back to what their ultimate job is: to make sure the job gets done and gets done well.