Tag Archive for: authenticity

LEADERSHIP, LIGHT, AND NELSON MANDELA

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“It is better to light a candle than to curse the darkness.”      – The Christophers

When Nelson Mandela died a few years ago, many leaders around the globe commented that, “a great light has gone out of the world.” Mandela was called a “guiding light in a world rife in darkness” who transformed his country and inspired so many people around the globe.

Nelson Mandela taught us that what leaders do is bring light to the world. Leaders inspire others, not through their position, but through the brightness of their presence. During the dark times of our lives we are reminded to have the clarity and the courage to bring light to those we love and serve. Lighting the world of darkness is a vital aspect of leadership.

As a leader, how can you bring ‘enlightenment’ to the world? How can your presence impact and inspire others more fully? Below is some of what I learned from studying the life of Nelson Mandela, the remarkable leader who inspired the world by being who he was.

  1. Embrace Adversity. Great leaders, leaders with strong character, find a special attractiveness in difficulty since it is only by coming to grips with adversity that you can realize your potential. Leaders who are open to learn, especially in the midst of adversity, are inspiring. Nelson Mandela had many teachers in his life, but the greatest of them all was the dark years of Robben Island. “Prison,” he once said, “taught me self-control, discipline, and focus – the things I consider to be essential to leadership – and it taught me how to be a full human being.” Rather than destroying him, prison matured him, made him a better person, and molded him into the leader he became.
  2. Courage. Courage inspires. But Nelson Mandala taught, through his actions and his life, that courage is not the absence of fear. Courage is facing fear and learning to overcome it.
  3. Integrity. We admired Nelson Mandela, in no small part, because of his integrity – the integrated way he led his life. His leadership, and others who emulate this quality of moral authority, inspires others through self-leadership. Self-leadership involves introspective journeys. This inward journey is not always easy. Consider the admission attributed to Mandela: “My greatest enemy was not those who put or kept me in prison. It was myself. I was afraid to be who I am.”
  4. Forgiveness. After twenty-seven years of being unjustly imprisoned, resentment and bitterness would surely be an understandable response. But instead, Nelson Mandela took the courageous road of forgiveness. It is easy to forgive someone for something done inadvertently, but how do you let go of the past when an enemy has intentionally done you serious harm? Mandela found a way, and in that way, he earned both respect and credibility by choosing reconciliation over retribution.
  5. Service. You cannot lead others if you can’t lead yourself. But you also can’t lead others if you use power chiefly to serve yourself and your ego. Leadership is not about you. It’s about those you love and serve: your family, your community, your colleagues, your customers, your country. Great leaders see beyond themselves. They are compelled to transcend themselves and serve a purpose greater than self-interest.
  6. Civility. Not enough can be said for the simple, yet powerful effect of consideration and respect for ourselves and others. Leaders have an opportunity – and responsibility – to bring civility to their life and work through simple acts of kindness: a smile of support, a word of encouragement, or a sincere expression of gratitude. Civility can be practiced anywhere at any time: to a colleague, a family member, or a store clerk. Civility, including good manners, calmness in the midst of madness, and poise under pressure, is a common-sense leadership approach that is not so common these days.
  7. Renewal. The early years of prison for Nelson Mandela were bleak and trying. The wardens were abusive. The work was back-breaking. The prisoners were permitted only one visitor and one letter every six months. During this time, his oldest son was killed in a car crash. Winnie was in danger. The ANC was in exile. And the apartheid government had consolidated its power. What did Nelson Mandela do to find solace amid all the strife? He planted and cared for a garden. According to Richard Stengel, the author who helped write Mandela’s autobiography, “Nelson’s life was in service to others, and the garden was a respite from the turmoil and storms of the world. In that way, it helped him do his main work. It was not a place of retreat but of renewal.” In the arduous work of leadership, we all need something away from the world that gives us satisfaction and sanctuary, a place apart. “Each of us,” said Mandela, “must find our own garden.” Bringing a light to the world means recharging our minds, refueling our health, and replenishing and renewing our spirits – in the midst of the pressures and demands of the world.

May we each set aside time to reflect upon own unique, authentic ways to rekindle our own inner light and bring that light more brightly to the world that we lead and influence. The world needs, and wants, our gifts.

Seven Ways To Counteract the Gravitational Pull of Mediocrity

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When returning to the office after a holiday or simply getting up in the morning to greet a new day, take a moment to ask if you are inspired or expired? Do you look forward to your life and your work, or do you dread getting out of bed? We all know people who are expired: past their shelf life in a job and resigned to “doing time”; who “quit and stayed.”

Gravity is the downward pull that enables life to exist on this planet. But if you don’t develop habits that counter the pull of gravity at the physical level, you eventually experience its long-term effects on your body, such as hunched shoulders, compression in your back, joints and internal organs, and tired, sagging muscles.

A pull similar to gravity in the cultures we live in is the pull of mediocrity. Mass consciousness is toward what is easy, and if you don’t have a strategy to counter the pull of mediocrity, you will one day find yourself psychologically – and likely physically – hunched over, rigid, tense, sagging, and expired – unable to experience the fullness of your potential.

Here are seven ways to counter the effects of the pull toward mediocrity and help you discover a source of inspiration.

  • Take 100% responsibility for your inspiration. Take a look in the mirror and search for the sources of your own inspiration. We are not going to be inspired everyday, but don’t blame others because you aren’t feeling on top of the world. Maybe you need a simple shift in attitude, a little more rest, or a new set of friends. Perhaps it’s a simple decision to change your attitude. Regardless, it’s your life. Take responsibility for it.
  • Have a vision. The pull to the future is a source of inspiration, whether it’s a list of inspiring goals, a compelling vision, or a dream. Years ago what inspired me to get up at 5:00 AM and run 10 miles in freezing temperatures was a dream to qualify for the Canadian Olympic team. While I didn’t make the Olympics, what I did make were the seeds of good discipline and strong character. Whether you are nine or ninety-five, it’s never too late for dreams that can lift you out of the pull of mediocrity.
  • Live a life of service. Nothing gets you out of self-pity more than making life better for someone else. One sure way to guarantee an uninspired life is the path of self-centeredness. Get out of yourself and adopt an attitude of gratitude. “We are, each of us, a miracle. Within every one of us, the pilot light of hope never dies,” wrote Og Mandino. A sure way to ignite that inner flame is to choose service over self-interest. Concentrating on inspiring others rather than waiting to be inspired, can itself be inspiring.
  • Track your energy level. Be aware of the activities or relationships that energize you and those that consume your energy. Pay attention to the people you spend time with, the food you eat, the music you listen to, the television programs you watch, the work you do, and what you do in the time away from work. Ask yourself what gives you energy and what depletes you. What activities in your life and work fuel that inner flame? Take an ‘energy inventory.’ What do you need to take out of your life? What do you need to bring into your life? Start making choices that increase your energy.
  • Know what inspires you. We all need a well-spring of inspiration from the world around us. An unexpected teacher, a new experience, a great leader, a word of encouragement, a good book, a story or a poem, can all be a source of inspiration. Overcoming a challenge or embarking on a new and unfamiliar adventure can be inspiring. A spiritual practice such as meditation, yoga, or prayer that quiets you and taps into the light within you are also sources for inspiration. Even spending a little time each day improving your attitude can be inspiring. Stay plugged in to the source that supports and sustains you. What inspires you: poetry, song, novels, dance, story, visual arts, film, theatre, time in nature? Who uplifts you? Expose yourself to those guides, writers, poets, artists, musicians, songwriters, environments, actors, teachers, friends, colleagues – anyone or anything that awakens you.
  • Find Inspiring People To Be Around, “In everybody’s life at some time, our inner fire goes out,’ wrote Albert Schweitzer. “It is then burst into flame by an encounter with another human being. We should all be thankful for those people who rekindle the inner spirit.” Who inspires you? Find a book club. Start an Ideas Group, where people take turns sharing good ideas. We have had an Ideas Group in Cochrane, Alberta for the past 16+ years. Or simply develop a good friendship with a person who knows how to bring the best out of you.
  • Be present to life. At some point in your life you will be standing alone, when there is nothing or no one to inspire you. In these moments it is important to remember that your greatest source of inspiration will always be within you. The best way to access this is to be still, even while you are busy, and be present in the present moment. Whether its stopping to realize the beauty of a sunset, the magnificence of a flower, the wonder of a child, or the peace that comes from supporting a friend or colleague, if you are mindful you will discover that life itself is one continuous moment of inspiration after another. Instead of the future or the past, inspiration is your experience of being alive, right now.

The Yoga Sutras Of Patanjali says, “When you are inspired by some great purpose, some extraordinary project, all your thoughts break their bounds. Your mind transcends limitations, your consciousness expands in every direction, and you find yourself in a new, great and wonderful world.”

OPTIMAL HEALTH Maximizing Organizational Capacity Through A Well Functioning Aerobic System

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As a former competitive distance runner, I learned that there is a difference between health and fitness. Health is when all the systems in your body are functioning optimally, especially the aerobic system (your bodies capacity to use oxygen). Indicators of health are energy, endurance, and calmness. Fitness, on the other hand, is the ability to perform a particular athletic activity. Fitness is about speed and strength: a well-functioning anaerobic system.

Many times during my running career, in an effort to get fit, I compromised my health. My ambition was stronger than my capacity. Injuries, low energy, and a decreased immune system were some of the outcomes of this imbalance. As I matured as an athlete, I discovered that in order for the body to work effectively, health and fitness must both be present and in balance.

Unhealthy people fall mostly into two categories: those who are inactive and over-rested, and those who are over-trained and under-rested. Studies are now showing that both inactive people and over-trained athletes exhibit essentially the same symptoms:

  • Low energy
  • Chronic fatigue
  • A depressed immune system
  • Circulatory problems
  • Susceptibility to injuries
  • Hormonal and insulin imbalance

The only difference between the two groups is that inactive people tend to have an excess storage of fat, while over-trained athletes have an insufficient storage of fat.

I use this metaphor when helping leaders improve organizational effectiveness and achieve regenerative success. To succeed long-term, both health and fitness are necessary in organizations and in life. It can be said that leadership represents health, while management represents fitness. Thus, different indicators measure an organization’s fitness and it’s health:

Organizational Fitness                        Organizational Health

Strategy                                                          High Trust

Expediency                                                    Flexibility

Marketing                                                      High Energy

Performance                                                 Endurance

Operational Excellence                              High Morale

Profits                                                             Employee Engagement

Technology                                                    Low Turnover

Organizations focus on the fitness side of the equation when ambition exceeds capacity. Fitness is also easier to measure than health. Managers are reluctant to examine health because it’s hard to quantify and it can point to failings of leadership. An over-emphasis on organizational fitness and an under-emphasis on organizational health will result in imbalance. Indicators of organizational imbalance and ill-health include: exhaustion, disengagement, high turnover (or worse, people “quit and stay”), distrust, an over-reliance on employee engagement surveys and an under-reliance on conversations, lack of focus, inflexibility, and unclear priorities.

To gain some balance and improve your organization’s health try some of the following strategies:

  • Spend less time in front of your computer and more time in front of people.
  • Narrow your priorities. Bring more focus into your work.
  • Start talking about your espoused values, and, more importantly, how you can live them – in concrete behaviorial terms.
  • Whenever you take on more work, ensure you have the resources and the capacity to get it done.
  • Start taking people for coffee, and stop taking them for granted.
  • Catch people doing things right. Shine a light on success.
  • Talk with people, not to Listen more; talk less.
  • Tell more stories, especially when they focus on success.
  • Appreciate good people and good actions. Recognize. Acknowledge. Cherish.
  • Replace entitlement with gratitude.
  • Decide that all blame is a waste of time.
  • Bring a servant mind-set to everything you do.
  • Get more rest.

Nine Questions That Will Change Your Life

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For the past twenty years my work has been devoted to helping leaders, at all levels and in all walks of life, realize and express their true greatness in the cultures where they work and serve. I have been fortunate to work with thousands of leaders from around the world and it has been a remarkable journey thus far.

I have learned from the conscious, authentic leaders that they need more than techniques, tools, and strategies to be a successful leader. The best leaders I have met understand that they also need to grow as people. They understand the importance of character, integrity, wisdom, maturity, and caring. They understand that great leadership starts with being a good person. It is that simple and that difficult.

When asked what life experiences prepared them for leadership, rather than management training seminars or MBA programs, leaders say such things as, “coming to terms with a life-threatening illness”; “spending a month in a silent retreat”; “recovery from an addiction”; “facing the death of a family member”; “raising a family”; or “investing in a long-term coaching or psychotherapy experience.”

Leadership is not an event. It’s not a noun. Leadership is a verb, a life-long process, a journey of coming to know yourself. You don’t get promoted to being leader. You have to earn the right to be called one. There are no effective tools, only tools that allow greater effectiveness by the person using them. Without a tool-user capable of applying the tools consciously, there is no lasting effectiveness. For this reason, the user’s development and maturity are just as important as the development of techniques and their objective excellence.

One of the ways you can mature as a person and thus prepare yourself to lead, is to make room for reflection and contemplation in your life. Below are nine questions that, when reflected and acted upon, will deepen your personal leadership presence.

  1. How much is enough?

Normal body cells grow, divide, and die in a relatively orderly fashion. When cells start to grow out of control, it’s called cancer. Rather than dying, cancer cells continue to grow and form new, abnormal cells. When the human instincts of ambition, achievement, and material success are unbridled, they become cancerous. How much work is enough? How much money is enough? How much success if enough? Work is a tool to create and sustain the quality of life that we most desire. All action, including work, needs to be measured against your values. How much do you need to sustain a good life?

  1. What do you do that you love?

Authenticity is where ability and passion intersect. What do you do that fulfills you? What fills you up? What do you do that brings you meaning? Often people get trapped doing what they are very good at but not passionate about. While these efforts may bring rewards, they don’t bring fulfillment or meaning. What brings you deep satisfaction may or may not be found in your paid work. When you discover work that you both love and are good at, count that as a blessing. Where in your life do you do what you love?

  1. What is your gift?

Every one of us has a unique talent. As the Celtic writer John O’Donohue put it, “You were sent a shape of destiny in which you would be able to express the special gift that you bring to the world. If someone else could fulfill your destiny, then they would be there in your place, and you would not be here. It is in the depths of your life that you will discover the invisible necessity that has brought you here. When you begin to decipher this, your gift and your giftedness come alive. Your heart quickens and the urgency of living rekindles your creativity. When you can awaken this sense of destiny, you come into rhythm with your life…” What is your destiny? What is your gift?

  1. Who do you love?

“I need somebody to love,” sang the Beatles, and they got it right. Devoting yourself to someone and experiencing the full range of the anguish and ecstasy of love, makes you a better person. To love requires courage, vulnerability, compassion, and presence. All these are not just qualities of a good lover. They are qualities of a good person. And they are qualities of a good leader. The decision to love is always a risk, and it is in taking that risk that one meets the full life. In leadership, if you cannot connect, you will be incapable of leading. Embracing love, in all its challenge and splendor, will teach you to live and to lead.

  1. For what purpose?

Leadership is both passionate and consuming work. So strong are the emotions of leadership that they will overwhelm those who have not developed a sense of purpose. A life without purpose is like a ship’s captain without a compass. The winds of demands and distractions, accompanied by the whims of emotions, would shipwreck even the best of us onto a reef of frustration. A sense of purpose inspires you, gives you traction on the steep slopes of self-doubt and discouragement, helps put failures and successes in perspective, and shines a light that enables you to keep walking in the darkness.

  1. Who do you listen to?

Leadership, by its very nature, is a force of attraction. Attraction means others will demand your attention. Technology makes us even more accessible to the wrong or unfocused messages if we aren’t both mindful and strategic. In the frenetic world of overload, listen to the right people through selective hearing and focused attention. Leadership requires both the capacity to listen and the capacity to know who to listen to. It also means learning to listen to oneself, distinguishing your inner voice from the voices placing demands upon us. And one has to structure in time for a nourishing community and self-reflection that helps regain perspective and restores spiritual resources.

  1. What are you committed to?

The poet William Blake once asked, “Does a firm persuasion that a thing is so, make it so? …All poets believe that it does, and in ages of imagination this firm persuasion removed mountains; but many are not capable of a firm persuasion of anything.” What immovable conviction do you have? What is your firm persuasion? What do you know you will complete, regardless of the obstacles?

  1. What difference do you make?

Ultimate success, the success that surpasses success, is significance, the difference you make in the lives of others. Significance is not measured in the balance sheet, the win-loss records, the trophies, or the fame or notoriety you manage to attain. Significance, or supreme success, is found in the hearts and lives you have touched that are in some way better because of knowing you. Significance is ultimately measured in changed lives, strong character, and sustained values, rather than in material gain, temporal achievement, or status. As David Brooks states in his book, “The Road To Character,” there is a difference between résumé virtues and eulogy virtues. What is written on your résumé is very different that what will be said at your funeral. What difference do you make?

  1. What are you grateful for?

I learned years ago from one of my mentors, Dan Sullivan, to make your gratitude bigger than your success. Gratitude is what makes success rewarding and a life-long journey rather than a destination. Gratitude will bring joy and change everything in your life. What you appreciate, appreciates. All efforts to achieve with the intent to impress others, gain approval, avoid rejection, or gain fame will eventually be unsatisfying. Gratitude is what makes success worthwhile, because gratitude enables you to come from a place of wonderment, joy, and personal satisfaction. Don’t climb a mountain so the world will see you, climb a mountain so you will see the world.

My father used to say that it isn’t the answers that determine the character of a person; it’s the questions. Being a good person and a good leader doesn’t require pristine answers to these questions. What it requires is a willingness to carefully seek the truth that speaks to you and the patience to persist, even in the midst of doubt and uncertainty. Becoming a person who has earned the right to be called a leader is a matter of continual investigation and vigilance.

The 80% Principle Of Leadership – Managing By Making Room

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An astute executive once wisely told me, “The problem with leaders today is that they expect 100% from their good people, and not enough from their poor performers.” I was initially puzzled, but after his explanation, I was inspired.

Let me illustrate the principle with an example. Not long ago I asked my sales manager to work three hours overtime to participate in a webinar on social media then give me an assessment. I rarely ask Laurie to work overtime, but she jumped at the opportunity to go the extra mile.

When considering the 80% Principle, there are three potential scenarios when you ask an employee to go the extra mile. If you are stretching people to the max, expecting 100% from them all the time, pushing them to do more with less, thus demanding that they are on 100% of the time, and then ask them to take on an additional project that requires overtime, you have no room for the additional request. In this case they will probably do it for you, but likely with either resentment or stress or both.

And if you have been expecting your good people to give 120% and then ask them to work overtime on a project, they likely start looking elsewhere for a job (if they haven’t already).

The alternative is to give them some room on a day-to-day basis. Don’t stretch them to the maximum. Only expect 80% so there is some space, some room for creativity, innovation, engagement, fulfillment, or connection. You will also likely find that when you only expect 80% from your best people, you’re going to get 100% anyway. But that additional 20% comes from within them, not from you. This kind of relationship breeds commitment and loyalty from those you depend on. Laurie is a part of this third scenario. I expect 80%, she gives 100%, and is always willing to go to 120% when the need arises.

The second part of this formula has to do with underachievers, those who are succeeding, but at less than 80% of their capacity. It is important to get tougher with these people. Don’t ignore them. You get tougher through clearer expectations. Fit people; don’t fix people. Get people into the right roles and then get them to 80%, not 100%. But if, through coaching and support, this doesn’t work, then help them move on in their career.

Three actions:

  • Track your own energy level. Take a careful inventory of yourself: How stretched do you feel? How much room is in your work life (or personal life) to slow down, be creative, think, connect – with your staff, your colleagues, your customers? Have the courage to respectfully negotiate for some space in your work life to express what matters most. If you are stretched to the max, you will convey tension in all your relationships.
  • Have a conversation with your team members about how stretched they feel. Ask your direct reports or those you serve if there is any room in their work life. Negotiate respectfully for some space.
  • Take an inventory of your direct reports who are operating at less than 80% capacity, and have the courage to face them. Be sure you have done everything you can to offer support to those within your stewardship. Have the conversation. Bring clear accountability agreements into your relationships. They must have high standards, clear expectations and ways to measure results, support requirements, and consequences. People need two things from their boss. They need to know you care, and they need performance measures. Be tough on people, be clear with people, but do it with love. No one ever takes pride in doing something easy.

INTERCEPTING ENTROPY How Are You Infusing New Energy?

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On the way home from a family reunion, my sister and I stopped to visit the old farm where we were raised. We hadn’t been back to our homestead since my parents sold it in 1984.

What we found was twenty-eight years of neglect. Weeds were growing up to our waist. Pastures and fences were completely neglected. What used to be a beautiful retreat center had deteriorated to a dilapidated, collapsing barely recognizable shack. There had been virtually no upkeep to the property or the trails in the forest for nearly three decades. We knew not to bring expectations into our visit, but what we discovered was unimaginably deplorable. While we left with joy and gratitude from reminiscing about a good upbringing and wonderful memories, we also left with broken hearts.

What was illustrated to us that day was the second law of thermodynamics: anything left to itself will, over time, lose it’s energy and break down until it reaches its most elemental form. Anything that is not intentionally renewed will break down. Neglect your body, and it will deteriorate. Neglect your car, and it will deteriorate. Watch TV every available hour, and your mind will deteriorate. Have you ever met someone who allowed their career, creative self, mind, relationships, house, or health to deteriorate for twenty-eight years?

While there’s no immunity from entropy as everything eventually breaks down and dies, you can interrupt it, bring renewal to potential deterioration, and slow the process. All things need attention and care. “Use it, or lose it,” the maxim goes. And you can’t blame bad bosses, an ailing health care system, or your marriage partner.

In his book, “Leadership is an Art”, Max Depree expresses that one of the most important responsibilities of a leader is the “interception of entropy.” Intercepting entropy around you begins with intercepting entropy within you. Research indicates that when you have a habit of renewing your health, mind, and relationships, you are a better leader.

While rotting wood, broken windows, weeds, and overgrown vegetation are signs of entropy in and around a house, here are some indicators of entropy in an organization:

  • A dark tension among people
  • No time for celebration and enjoyment or ritual
  • People have difficulty with words like “responsibility”, “service” or “trust”
  • People see customers as impositions on their time rather than opportunities to serve
  • “Getting the job done” takes priority over meeting the needs of people
  • Entitlement and self-interest
  • Problem-makers outnumber problem-solvers
  • Leaders seek to control rather than trust
  • Pressures of day-to-day operations push aside the commitment to vision and values
  • A loss of confidence in judgment, experience and wisdom
  • People forget to say thank you

A leader must be alert to head off entropy by:

  • Infusions of outside energy. Bring in new ideas, relationships, and new ways of thinking about your problems.
  • Communicating vision in fresh ways.
  • Staying in touch with the people you serve: take time to connect, listen, call people by their name, care.
  • Expressing recognition and appreciation relentlessly.
  • Bringing in passion – for excellence, for people, for the work you do.
  • Taking time in your conversations and team meetings to answer these questions: “What is entropy? How might entropy be evident here?” Discuss the idea that “all things need watching, attending to, caring for…”
  • Replacing entitlement and self-interest with gratitude and service.

What creative ways have you found to counter entropy, either in your life or your organization? If you aren’t mindful and intentional, the weeds of entropy will begin consuming your energy.