Tag Archive for: Culture

What Are You Mastering?

/in /by

The question of what unique abilities, traits, and practices that inspire and enable certain people to rise up and achieve greatness in their chosen vocations is one that has fascinated me for some time. It’s estimated that it takes upwards of ten thousand hours of practice to become a master, a world-class expert in a skill or a profession. An accomplished artist told me the other day that you need to paint full time, at least forty hours a week for two years before you are even ready to start selling your work.

Those rare individuals who dedicate their lives or their work or their desires to what they feel called to do inspire me.

Perseverance is a quality that may not always earn you the respect of the world but will give you the self-respect, well being, and inner peace to live a life of deep satisfaction. No one takes pride in doing something easy. It’s invigorating to keep at something even when it gets uncomfortable or difficult. It’s inspiring to stick with something you believe in, day after day, month after month, year after year, even if the world does not understand or support you.

It’s never too late to start the process of mastery. Many writers, artists, musicians, professionals, parents, and even some athletes, come into their prime later in life. If it takes ten years to become a master, wouldn’t you rather spend ten years on the journey of mastering than on the path of regret? You’re going to be ten years older in ten years anyway. Why not devote yourself to something worthwhile?

What inspires you? What have you started lately? What have you persevered at? What have you dedicated yourself to?

Activate Your Energy With A Renewed Purpose For Living

/in /by

I recently came across a fascinating story that illustrates how having a higher purpose – beyond self-interest – can activate your passion, your zest for life. Not only does this story have application for your personal life; it also has a strong and relevant business imperative as we attempt to build cultures that awaken the human spirit, engage people, and ignite their passion. Every employee needs a purpose where he or she feels their energies and focus are taking them somewhere. An authentic leader’s work is to find a way to active this – with yourself and others.
A news report a few years ago from Biloxi, Mississippi, powerfully illustrates how important a reason for living – beyond your own self-interest – is to activate your energy (see Og Mandino’s University of Success, p. 8).

A  twenty-four year old dancer jumped from a wharf in an attempt to commit suicide. As she later put it, she was “tired of living.” A young man saw her jump and, forgetting that he didn’t know how to swim, stripped off his coat and leaped in after her in a blind attempt to save a fellow human being. He began to thrash about in the water and was in serious danger of drowning when the young dancer, her own despair momentarily forgotten, paddled over to him, grabbed hold of him and pulled him safely ashore. Instead of ending her own life she saved the life of another.

In that crucial moment when she saw the young man struggling for life, her own life suddenly gained something it had lacked before: a purpose. What ended up drowning beneath the wharf that day was not this woman’s spirit, but her despair. She had known in a dramatic flash the difference between having nothing to live for and something to live for, and having pulled the young man to safety, she was herself taken to the hospital, treated for exposure, and released with a new lease on life.

Why do you get out of bed in the morning? What gets you up early? What keeps you up late? Where are you going? What are you doing to foster a sense of purpose – both in yourself and in those you serve as a leader? When’s the last time you had conversations that focused on these questions?

photo credit: Charged (license)

Everyday Heroes: The Leaders In Organizations Who Are Not In Charge

/in /by

In every office, in every community, in every organization, there are true leaders. Most of the time they aren’t the ones with the titles. But they meet our criteria for leadership in that they have followers. People listen to them and are influenced by them. These true leaders are the ones that get the real story because people trust them. They are the beacons that attract the signals in an organization. People go to these people for their cues. They are focused on the right thing and on what matters. They are liked and they are respected. They have no interest in climbing the corporate ladder or playing the corporate games. They don’t seek the limelight. They don’t seek “leadership” or even have a desire to influence. In fact, this is the very thing that makes them so influential. Their lives are about service, not self-interest. They inspire those around them. They are the difference makers. And they get their power not from their position, but from their presence. They are what we call everyday heroes – people who quietly and humbly go about their work, bringing their talents and their passion and their vision to whatever they do. And they make the world around them a better place.

I’m curious:

If you know of these everyday heroes, send their contact information to me. I’d like to connect with them and learn from them.

  • What motivates these “everyday heroes?”
  • What matters to them?
  • How did they get to be this way? What shaped them?
  • How do you hire for these people?
  • How do you acknowledge these “everyday heroes?” How do you support them to lead others in a productive way? How do you ensure that you keep them engaged?

An Inspiring Learning Community of Leadership

/in /by

I work with some absolutely amazing clients who so often inspire me. Such was the case this week as I spent two days with a group of principals and education leaders and their trustees from the St. Albert Protestant Schools Division.In my years of working with leaders, this was truly one of the most cohesive, trusting, authentic, caring, wise group of leaders than I have perhaps ever worked with. They had created a learning community together in a way I have never seen before.

No egos running things. Trustees, principals, assistant principals, and administrators learning together, supporting and caring about each other, mentoring each other, and holding each other accountable. You don’t get this kind of community in a workshop. You build it through years of dedicated commitment, intentional action, and amazing leadership. While there are great leaders everywhere, I was inspired by how this group collectively have come together to create a community in it’s truest sense.

These men and women get what education is about: creating a learning community, passion, character, and love. They get to the true spirit of the vital work of inspiring young people to meet the future with confidence and courage. During the two days I shared with them my vision of turning schools into a community. This community of leaders, imperfectly and humanly, are living this vision, as a “possibility of living into, not a standard to live up to…”

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 classrooms and hallways are transformed into a village, 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 regard 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. It can’t be legislated, controlled, coerced, or even motivated. 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.

Great leaders in education, as well as teachers, don’t often get much public recognition. And they don’t seek it. They’re too busy contributing to the lives of our future leaders. But I felt it was important to acknowledge and celebrate the success of this remarkable group of true professionals.  My hats off to you St. Albert Protestant School leaders. I am a better person for  having spent two days with you.

Leadership Lessons From A Beloved Mayor

/in /by

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.

The death recently of Tom Menino, Boston’s longest-serving mayor, is a reminder of the special leadership qualities that can make a politician cherished as an icon.Upon his death, 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.

  1. 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 gathering. 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.
  2. 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’.
  3. 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.”
  4. 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.
  5. 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 him 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.

Authentic Leadership, Character, and Structural Integrity

/in /by

Some of the best conversations I have had have come after a presentation when sitting in a lounge debriefing and philosophizing with participants. Such was the case this past week, in a conversation with a project engineer, Steve Kay, who works for the City of Grande Prairie. I’ve always had great respect for engineers and the profession of engineering. They are probably the most trusted profession in the world, and no day goes by without us – knowingly or unknowingly – experiencing the trust we have put in an engineer. Every building you enter, every bridge you cross, every road you drive on has been designed and approved of by an engineer.

In my workshop we talked about the importance of strong character in your work as a leader. Just as engineers must ensure their designs satisfy given design criteria predicated on safety, so, too, must we all have a degree of structural integrity of self-respect and credibility to hold up to the demands that are placed upon us. In the context of structural integrity in our personal lives, I asked Steve what he had to say about strong character and personal integrity. Here’s what he had to say:

“I consider your ‘character’ as how you truly are. Character will impact how much you accomplish in your life. Character determines whether or not you are worth knowing. Character will make, or break, every one of our relationships. Character is the will to do what is right, regardless of personal cost. It’s about doing what you say you’re going to do, when you say you’re going to do it….I feel obligated to the premise of public safety as the underlying decision making tool… That implies that I can’t take a break from it….I keep on track by looking at a sign I made up and hang in my office to remind me: NO COMPLAINING!”