5 LEADERSHIP LESSONS FROM A BELOVED MAYOR

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Boston is one of my favorite cities. I get there at least once a year for work or to visit friends. For my daughter’s thirteenth birthday, we flew to Boston for a rare opportunity to see a Red Sox game and a Bruin’s game in the same day. The Fenway Park experience will be embedded in our hearts forever. There is something inexplicable about being in Boston. The beauty, the arts, the people, the universities, the passion, and the pride of community – that shone especially brightly through after the marathon bombing – all contribute to making Boston a magnificent place. But there is something else that has been a part of the splendor that has stood out in this city for more than the past two decades: Boston’s former beloved mayor.

Tom Menino, Boston’s longest-serving mayor, is a reminder of the special qualities that can make a politician cherished as a leader. Upon his death, back in 2014, Harvard’s paper, Crimson Staff, stated, “Boston lost its longest-serving chief executive, Harvard lost a partner, and the community lost a symbol of Boston’s cohesiveness, toughness, and spirit of renewal.”

There aren’t many politicians that are called ‘beloved,’ but that’s how most people in Boston would describe him after his more than five terms of office. Tom Menino was part of the fabric of Boston and the lessons about the importance of leadership that can be learned from the life of Tom Menino are worth noting. I have listed some of Menino’s attributes that describe his presence as a leader.

  • Be connected. With his constant presence in the neighborhoods of Boston, more than half of Boston’s residents had personally met their mayor at one time or another. ‘Tommy’ Menino attended every possible event, ribbon cutting, and other public gatherings. People who met him said he was warm and genuine. He was authentic. Based on the hundreds of tributes after his death, Tommy’s down-to-earth, accessible manner and understanding of people made him highly regarded, both as a politician, a leader and as a person.
  • Be a champion for the minority. Among Mr. Menino’s main priorities were “providing every child with a quality education; lowering the crime rate; and promoting a healthy lifestyle for all city residents.” Defender of the poor, those captive to their environments, and minorities, Menino stood strong as a principled leader of Boston, making it a great and beautiful ‘town’.
  • Be humble. Months after leaving office, Menino was diagnosed with an advanced form of cancer. When he announced his illness, he made it clear that he did not want people to feel sorry for him, reminding the public that there are people worse off than him. He did not want to be treated any differently because of this illness. His attitude was the same as all previous challenges he had faced: “We’ll get through it.”
  • Be principled. As a boy, Menino and his family experienced prejudice because of their Italian ethnicity. Thus, he was a staunch opponent to discrimination, and had zero tolerance for prejudice or racism of any kind. Menino stood up for justice by marching in the city’s gay pride parade and refused to march in South Boston’s St. Patrick’s Day parade because it banned LGBT advocacy groups. As a bridge builder in a city that had long been accused of inadequately handling race relations, Mayor Menino shattered the mold and stood for justice by connecting the gap.
  • Be courageous. Leaders who get things done require toughness, discipline, and courage. In the aftermath of the Boston Marathon bombings, Menino checked himself out of the hospital despite a broken leg to attend the memorial service and deliver his tribute to the victims and to the city. Menino knew that to be a leader you aren’t going to make everybody happy. Having the courage to stand for what he believed in was more important to him than popularity. The paradox was that by living and leading this way he was hugely popular.

Mayor Menino demonstrated an incredible human touch through the power of his authentic presence. Determination, work ethic, and an unyielding dedication to serving others were the hallmarks of this mayor. These qualities, along with his commitment to banish the racial polarization that had planted itself in Boston, solidified his legacy as one of America’s great public servants.

However, no leader or person should ever be emulated entirely. No one is perfect, and by observing carefully, you can learn as much from a person’s weaknesses as you can from their strengths. In order to serve the greater good, at times you have to exercise your power and be loyal to your followers. The Boston Globe noted once that, “Mayor Menino favored certain developers,” took a personal interest in almost every construction project, and often banished enemies “to the political wilderness.” He was even seen by some as a bully. Sometimes ridiculed for his lack of vision and eloquence, he was not known as the greatest of public speakers nor was he a leader with a profound ideology. But none of these criticisms overshadow Menino’s overwhelmingly assured legacy. To the contrary, these weaknesses helped make him who he was.

Reflecting on the life and lessons of the leaders in our lives – both the ones we are drawn to as well as those who repel us – can make us better people and better leaders. With all his strengths and weaknesses, Menino embodied what a politician can be. His lessons of hard work, dedication to those he served, and devotion to a purpose larger than himself should inspire us all as leaders to pursue our purpose with passion and a renewed sense of focus.

10 Keys For Leading In The Layoffs

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If your business is at all connected to the oil patch, layoffs have become so common this year that it is unusual to meet a senior manager who hasn’t had to manage a reduction in their work force or isn’t in the midst of planning one. It is helpful to reflect on ways to provide leadership in times of downsizing and uncertainty

The decision to downsize and the choice of who is to be laid off can be so wrenching that many managers have little energy left to consider what happens after the layoff.  How do you help the shell-shocked survivors recover and move forward in a productive way? How can you rebuild a great culture after you have laid people off? How can you build morale and increase employee engagement when you are downsizing your workforce?

Below are ten strategies for guiding your culture toward cohesiveness, engagement, and trust while laying people off. Even if your organization isn’t currently cutting back its workforce, you will find these approaches helpful in the midst of any change:

1) Acknowledge the emotions. During layoffs, people go through a wide range of legitimate feelings and they need structured opportunities – half an hour a week or the first ten minutes of a meeting – to express honestly how they are doing. Just because people didn’t get laid off doesn’t mean they’re happy.

2) Make it safe to open up. As a leader, you aren’t responsible to fix the feelings that arise; people have to take responsibility to deal with their own emotions. Your job is to create a respectful and safe space where people can open up and feel support from the organization. Let people know that being honest will never be a career limiting decision. If you find people are holding back in these sessions, get them into smaller groups where you know there are pockets of trust.

3) Allow some space for grieving. People need space to grieve and say good-bye to their colleagues and friends. I’ve seen people cry and hug as they walk out the door. You cannot make it worse by inviting people to be honest. It’s about being human, and supporting this helps create a more fully human organization. How can we expect people to be engaged if we don’t accept and support people to be where they are?

4) Exercise patience – with yourself and others. Recognize that when people are in shock they behave in uncharacteristic ways. When people are vulnerable they may act out or blow their top. Don’t be surprised if it happens to you. As managers, you’ve been busy planning and managing the layoff and solving problems. Cut yourself some slack and don’t forget to apologize personally to anyone who got in the path of your outburst.  Emotional turmoil is all part of the transition process. It is a positive step forward and everyone needs to learn to deal with emotions constructively in a way that doesn’t inflict pain or fear.

5) Respect that people are in a transition. One day everything is fine; the next day a layoff is announced. One day you have a department with a hundred people; the next day there are sixty-five.  These are external changes that can happen quickly. Transition, the reorientation that people go through to come to terms with the change, takes time and intentional leadership. Give people time and clarity to understand the process of transition and the time to work through it.

6) Focus on creativity and community, not productivity. While it’s unrealistic to expect that work is going to stop while people come to terms with their emotions, putting added pressure on them when they are hurting and stressed by the workload creates mistrust, destructive tension, increased anxiety, and low morale. There’s always a drop in productivity. Smart leaders understand this and work with it. Getting the group to help you solve problems and come up with creative solutions is a good way to get support yourself, get collective wisdom from your team, and give people a sense of meaningful importance.

7) Create an opportunity for people to have some degree of control. Destructive stress is created when people feel they don’t have any influence over what is happening. There are two fundamental questions that need to be answered in tumultuous times:

  • What are we committed to preserve? Not all change is good. We have to be clear and have some control over what we won’t allow to change.
  • What must we be willing to let go of? People need to be given the opportunity to acknowledge and say good-bye before they can start to think about the future.

8) Share as much information as you can. Tell people what you know. Tell them what you don’t know. Information eases stress.

9) Bring a compass with you. It is a habit of human beings to run faster when we have lost our way. In these chaotic, uncertain, demanding times, we just don’t know what we will face ahead of us, and there is no road map to take us there. It’s more important than ever to stop and get your bearings. Be guided by a vision, values, and principles, both personally and organizationally, rather than by emotions or the pressures of others.

10) Build a Bridge and Get Over It. Eventually, even with all the support and strategies for being creative and building a collaborative community in your organization, you have to get on with your work and your life. You have to take accountability for your own emotions and reactions, and make a decision to change your attitude, support your organization, or move on.

For those who have experience with layoffs and downsizing, you know that, while the current reality may be chaotic, one can always take solace in the fact that the sun will rise tomorrow to allow you to get on with the next chapter of your life. Look forward to the adventure with some focused planning, a firm resolve, a renewed vision for the future, patience, perseverance, and a positive outlook.

If your organization is currently undergoing significant change, feel free to contact me to explore how I might help guide you through the transition process.

7 WAYS TO DEVELOP UNSHAKABLE CHARACTER

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There is no real success in the world that can be separated from being a good person.

In 1944, in Marzobotto, a small town near Bologna, Italy, two thousand civilians were massacred by Nazi troops. The Nazis were retaliating for acts of sabotage committed by members of the Italian resistance. One young German soldier, however, refused to take part in the massacre and was shot.

While few of us will ever face losing our life to live in accordance with our conscience, everyone of us have opportunities every day to choose character over comfort. In our leadership and cultural alignment programs we teach that great character is the foundation of great cultures. Like the roots of a tree, character is hidden to the world, but is vital to an aligned, sustainable organization and life. It’s not the fierceness of the storm that determines whether we break, but rather the strength of the roots that lie below the surface. And, like that German soldier, having strong roots of character determines our strength and our courage.

Twenty-three centuries ago, Aristotle distinguished between what he termed “external goods,” such as prosperity, property, power, personal advancement and reputation, and “inner goods,” what he referred to as “goods of the soul,” including fortitude, temperance, justice, compassion, and wisdom. He taught that the good life is not one of consumption, but of the flourishing of these deeper, hidden virtues.

Unshakeable character calls you to shift from being the best in the world to being the best for the world, to strive not for what you can get, but what you can be, to endeavor to be a better person, before you attempt to be a better leader. Respectful and civil societies, organizations, and families depend on the self-respect, dignity, and the civility earned by their members, acquired by living with strong character.

Below are seven ways to develop unshakable character. Take a little time to notice the effect of these simple choices on your self-respect, your well-being, and your responses to those you love and serve.

  • Take a character assessment. Take a personal inventory of your character. How are you doing in such areas as compassion, reliability, honesty, courage, prudence, contribution, and maturity? Are you one person in public and another in private? Like a business that takes regular stock of its inventory, this is a fact-finding process. There can be blind spots to seeing yourself, so get feedback from the most important people in your life. Being a good person precedes being a good leader.
  • Let go of what you want. Prudence is the common sense – that unfortunately is not so common any more – to live with what you can do without, and the ability to find joy in what is here. Every so often it’s good to surrender something we want, but don’t need. In a world that confuses wants with needs, debt continues to rise as character continues to erode. Practice enjoying not getting everything you want, and find freedom in enjoying what you have.
  • Do something difficult every day. “Do the hard stuff first,” my mother used to say. The earlier in the day you get the difficult work done, the better you’ll feel about yourself and the rest of your day will go better. Whether it’s having a difficult conversation, getting up and getting some exercise, or taking a risk, character is built on the foundation of overcoming the natural tendency to take the course of least resistance.
  • Clean up after yourself. Something eats away at your character when you leave your messes for someone else to look after.
  • Look beyond yourself. Character means choosing service over self-interest. Character grows in the soil of concern for others and the commitment to act on that concern. It is always a win-win when we find ways to make life better for someone less fortunate than ourselves.
  • Spend less than you earn. This is truly one of the best character habits you can develop. Spending less than you earn, whether it’s reflected in your home, your car, or the stuff you buy, is another version of prudence. The space you create in your life by doing so will give you freedom, renewed worth, and contentment that money will never buy.
  • Practice gratitude. Gratitude is integral to strong character. It’s the antithesis of entitlement, the poison that contaminates character. Be an appreciator, rather than a depreciator, of everything that shows up in your life, including opportunities disguised as problems. What you appreciate, appreciates.

Character is not developed over night. It’s a life-long process. Just as it takes years of unseen work to have an “overnight” success, great acts of character come from years of small habits, diligently and persistently lived each day. The payoff is profound: self-respect, freedom, peace of mind, and the courage and clarity to build a better world around you. The nineteenth-century British writer William Makepeace Thackeray captured the essence of character in four lines:

Sow a thought and you reap an act;

Sow an act and you reap a habit;

Sow a habit and you reap a character;

Sow a character and you reap a destiny.

 

6 Lessons From A Dying Person

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In the fall of 2013, my sixty-one year-old brother, Hal, was in Vancouver to receive the award for Alberta’s Outstanding Family Physician. Three days before the award ceremony he had a seizure and a few days later came the grave diagnosis: a grade III Anaplastic Astrocytoma – an aggressive, inoperable tumor intersecting three lobes of his brain. The prognosis was grim. With no treatment, he would live an estimated three to four months; with aggressive radiation and chemotherapy, one to three years, and with a miracle, longer.

For the past two and half years I have traveled with Hal through what he has been calling his “Adventure with an Astrocytoma.” This so called ‘adventure’ was at first a grinding mix of aggressive radiation and chemotherapy treatments, with accompanying aphasia, memory loss, itching rashes, seizures, headaches, nausea, diarrhea, and so little energy that putting his feet on the floor in the morning can be called success. Hal’s limbs got skinny and his belly grew from the steroids that prevent brain swelling. With the medication experimentation, the days when he was able to get himself outside into the sunlight and around the block was a ‘Mount Everest’ accomplishment.

While I wouldn’t wish this hell on anyone, I am surprisingly grateful. Hal and I have spent more time together in the past thirty months than we have the previous thirty years. We’ve done some reminiscing; we’ve said “thank you” and have forgiven each other. Every time that we are together, we now say that we love each other. And we make time to hang out when he simply can’t get out of bed, can’t utter a word, and I have no clue what to say. This whole imperfect and human experience of being together in an awkward and clumsy way has somehow been a blessing. This reminder of the impermanence of life has strangely increased my life’s quality. My marriage and my relationships with my daughters have improved as I’ve slowed down and made a little more room to be a bit more present a little more often with those that matter most to me. Being open to the pain of Hal’s experience has deepened my experience of being alive, what matters in life, and what it means, more fully, to be human.

Below are six lessons I have learned thus far on this adventure with my brother and his astrocytoma:

1) Don’t procrastinate getting to your bucket list. If you have some things you are planning to do when you retire, don’t wait. Do it now. The preciousness of life is not realized in the future. It is realized only in the present. There is no guarantee that the future will meet your current expectations.

2) Take time to connect. Life is so short. Every relationship as you know it today eventually ends. Don’t wait for the end to be near to appreciate what is here now. Besides, we never know how abrupt and unplanned that ending can come. You really don’t know what you’ve got till it’s gone. Don’t miss opportunities to be present to the people around you.

3) Embrace the realization of life’s impermanence. “Impermanence is life’s only promise to us, and she keeps it with ruthless impeccability,” writes the poet Jennifer Welwood. The older you get, the more opportunities arise to be with people who are in the sunset of their life. Be with people when they are dying whenever you can. Embrace the experience of dying along with the pain, and your life, and the lives of those still around you, will be enriched.

4) Take regular sabbaticals. In today’s world, with its relentless focus on success and productivity, we have lost touch with the balance between work and rest. Constantly striving, so many of us feel exhausted and deprived in the midst of abundance. Carve out regular time each week for rest, renewal, time with friends and family, and a few moments for yourself.

5) Take care of your health. When you have you health, you have a thousand wishes. When you don’t, you have but one. Don’t take your health for granted. Good health is a source of wealth. Being free of pain is one of life’s most vital blessings. While you can’t necessarily control your health, you can certainly influence it – with good habits. Later life will test your disciplines.

6) Renew your faith. Times of loss afford us immense opportunities to renew, strengthen, and deepen our own personal and individual experience of spirituality. Take time each day to commune with nature and witness the intelligence within every living thing. Spend time in a sanctuary away from the demands of the world. Sit silently and watch a sunset, or listen to the sound of the ocean or a steam, or simply smell the scent of a flower.

The reminder of impermanence awakens you. The awareness of death magnifies what’s important in your life. Remember to stop and embrace fully that which surrounds you. The life you have today won’t last forever, and remembering this will help you appreciate and grasp it more deeply. And in turn, you will amplify your impact while enriching and nourishing the lives of those you lead and enlarge. There is no better personal or leadership development than coming to terms with your humanity.

Seven Ways To Enlarge The Lives Of Others – The Work Of The Best Leaders

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“Believe in your heart of hearts that your fundamental purpose, your reason for being, is to enlarge the lives of others. As you enlarge the lives of others, your life will be enlarged. And all the other things we have been taught to concentrate on will take care of themselves.”   – Pete Thigpen, Former President, Levi Strauss

Not long ago, I had the privilege of touring the plant of a client who hired me to help improve the culture of his organization. As we wandered around, the CEO introduced me to everyone we came across – in the halls, the offices, the labs, and on the shop floors. But he didn’t just know everyone’s name and title. He made a point, whenever possible and appropriate, of making a brief – and positive – comment about everyone. When he introduced me to the janitor, the caretaker’s eyes widened and brightened as the CEO told me how he puts pride into everything he does and that he’ll be greatly missed when he retires next month after more than a quarter century of service. Every employee smiled as they were introduced and the CEO said something positive about the unique contribution they individually made to the well-being of this company. This CEO understands a fundamental responsibility of leaders: to enlarge the lives of every one of their employees.

As I think of my own staff, I realize that I often take them for granted. I give them work to do, put pressure on them to deliver on their accountabilities, and attempt to give them support to do their work. But do I actually make a conscious effort to enlarge their lives? We all get into our routines, our habits, our mundane patterns. In a world of incessant demands, it is easy to lose touch with the people around us and the real work of leadership.

Here are seven ways to enlarge the lives of others:

  1. Care. Enlarging the lives of people isn’t a technique. You can’t fake it. People will see right through you. We all get busy and forget to notice people. Your staff will forgive you for forgetting. What they won’t forgive you for is not caring. Enlarging the lives of people involves caring about people, not manipulating them. People are uplifted and better by being around people who care about them.
  2. Serve. Serving means having a commitment to people’s growth as much as finding the resources to help them get their job done. Serving means making the success of others more important than your own. Serving means making others look good and being willing to not take the credit. Great leaders know that you can’t necessarily make people happy, but you can help them take pride in themselves and their work – by seeing their worth, beyond what they may see in themselves.
  3. Make Time. Enlarging the lives of others takes time. Take time to learn names. But more than that, take time to learn about what matters to people you serve, the names of their family members, and the kind of things they do when they are away from work. Leadership is more than just wandering around. It’s tuning in. It’s paying attention. It’s being in touch. Carry a notepad and make a note of what’s important to the people on your team.
  4. Challenge. If you are going to enlarge the lives of others you have to push them beyond their comfort zone. You have to set a standard that stretches them. And you have to encourage them. “You can do this;” “I trust you;” and “I believe in you;” are enlarging statements. Then model the way. When was the last time you encouraged someone to go beyond what’s easy? When is the last time you did something for the first time?
  5. Accountability. Collin Powell, the former US Secretary of State, once said that “everyone on a team knows who is and who is not performing and they are looking to you as the leader to see what you are going to do about it.” You don’t enlarge the lives of people when you let them off the hook or hold back from having the difficult conversations. Set clear standards and hold people accountable. It enlarges the lives of everyone.
  6. Safety. Enlargement is about creating an environment where people can grow. Bruce Lipton, a cellular biologist, says that a cell has only two options in life: to grow or to protect. If the cell perceives its environment to be toxic it will go into protection mode. When it perceives its environment to be nourishing, it will enlarge. To enlarge the lives of others, you must create an environment that is physically and psychologically safe – safe to work without harm, safe to make mistakes without fear, safe to be honest without retribution, safe to be yourself without judgment.
  7. Appreciation. Appreciation is about acknowledging (both privately and publicly) effective, productive action. Appreciation is recognizing people when they take special care in a delivery, when they go out of their way to fix a glitch in a product, when they make a customer feel extra special, when they send the order out early, when they go the extra mile. Appreciation isn’t empty praise. Appreciation is genuine recognition when someone makes a difference. It’s about catching people doing things right rather than succumbing to the seemingly natural tendency to criticize. Say thank you. What you appreciate, appreciates.

When you are mindful and intentional about making these actions a habit, the lives of people around you will naturally enlarge. As you help people grow in this way, it will inevitably come back to you in the form of commitment, loyalty, and results. As you enlarge the lives of others, your life and your organization will be enlarged. And all the other things we have been taught to concentrate on really do seem to take care of themselves.

Not All Change Is Good – Seven Things I’m Committed To Preserve

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When we moved to Cochrane, Alberta to raise our children in 1991, there were no traffic lights in this small foothills community. Today, there are more than fifteen and it takes about five times longer to cover the same distance through town. You no longer buy fly rods at the fly shop. You buy them at Canadian Tire. The fly shop has gone out of business. The two locally owned bookstores, the best you could find anywhere, no longer exist. We now have a Walmart, Staples, and Sport Check. This little town has changed a great deal in the past quarter century.

I’m all for change. Change is not only a good thing; change is required. Change is an integral part of life. “In times of change,” wrote the philosopher Erick Hoffer, “learners inherit the earth, while the learned find themselves beautifully equipped to deal with a world that no longer exists.” What I’ve been reflecting on though, is that as necessary as change is, not all change is necessary. Not all change is healthy. Whether you are renovating your home, reorganizing your workplace or redesigning your organization, starting a new relationship or new job, moving, adjusting to being new parents, loving your parents through the aging process, coming to grips with a life-threatening illness, or maybe several of these things at once – remember to ask one fundamental question of yourself and of those you are entrusted to lead: “What are we committed to preserve in the midst of this change?”

While reflecting on the changes that are happening in my life, I developed a list of what I’m committed to preserve. In the middle of the changes you are going through, what are you and those you live and work with committed to preserve? Here’s my list:

1)    Character. Character means knowing what’s right and doing what’s right, even when it causes you discomfort. Character is doing what’s honest and honorable, even when costs you financially. If your character is situational, that is, if it changes with the whims of your circumstances, you won’t have the foundation of self-respect to get through the change.

2)    Faith. Faith is the inner sanctuary where hidden permanence and power reside. My faith strengthens and supports me, allowing me to lean on a compassionate force beyond myself. My faith gives me a compass in the wilderness, a private north star to navigate the journey.

3)    Family. Family is the base camp on life’s Mount Everest ascent. Family is where you stock up, replenish, and take shelter from the storm. Family gives you a place to come home to. Family – whether immediate, extended, or inner circle of most trusted friends – gives you the stability and constancy you need to deal with whatever life throws at you. Change can be lonely, but it can’t be done alone.

4)    Health. Regardless of whatever changes are happening in the tyranny of the urgency around me, rigorous healthy habits sustain me. Ensuring that I get adequate rest and exercise, spending time in the sunlight and in nature, and eating food that strengthens rather than depletes, gives me the energy needed to thrive in change and embrace new possibilities.

5)    Traditions. What I admire about the RCMP, the armed forces, and other law enforcement and emergency services agencies is that they are steeped in tradition and fortitude. But families, communities, and individuals must also maintain traditions. Traditions and strong rituals keep people anchored and stable during the storms of life.

6)    Caring. It doesn’t cost to care. Caring is about taking time for the people in your life that matter, even if you don’t have the time. Caring is about paying attention to the little things, despite the chaos that may surround and pull you into the fray. Caring is about staying connected, even when the world seems to be falling apart.

7)    Attitude. “Everything,” wrote Viktor Frankl, the Holocaust survivor and author, “can be taken from a man but one thing: the last of the human freedoms-to choose one’s attitude in any given set of circumstances, to choose one’s own way.” Whether it’s an attitude of caring or an attitude of building, when the world around you is a problem finder, you can always be a solution maker.

So… in the midst of all the changes happening all around you, what are you committed to preserve?