Ronald T. Brown, Ph.D. author of The Courageous Life, is an organizational consultant with a special interest in coaching courageous and effective leaders.
Posted on August 21, 2009 by Ronald T. Brown, Ph.D.
Doing unto others…
In the early days of flying, transporting mail by air became a huge business. But it was also dangerous in those flimsy planes that were used after World War I. Of the first forty pilots employed with the U.S. Mail service, thirty-one died carrying the mail. In fact, the life expectancy of a pilot was four years. Finally, in 1922, the pilots worked out a deal with their supervisors. If the supervisor of an air field told a pilot that he had to take off to deliver the mail - even though the pilot thought the weather was too dangerous, the manager had to be willing to sit in the plane’s second seat and fly once around the field. That next year, there were no U.S. Mail pilot fatalities.
** Due to the pressures of the bottom line, sometimes a leader will pressure a subordinate (either overtly or subconsciously) to complete a task that is either unethical, unsafe, or premature.
Paul Carroll & Chunka Mui write, “Humans are hardwired to come up with bad strategies.” When under pressure, making a wise leadership choice can be extremely difficult because of the following natural tendencies in humans:
- Humans tend to focus in on an answer very prematurely, long before they honestly evaluate all the information available.
- People have difficulty remaining objective while they sort through contradictory information.
- People have a strong tendency to conform to the wishes of a group, rather than raise objections that test ideas - especially if there is a strong personality in the senior leadership role.
- People don’t learn as much as they could from mistakes because we typically suffer from overconfidence - and have elaborate defense mechanisms to explain away our failings.
Posted on August 18, 2009 by Ronald T. Brown, Ph.D.
USEFUL FORMS OF POWER:
William E. Smith, PhD developed a useful framework for organizational change by utilizing three complementary forms of “power” (using the term “power” from a positive perspective): 1) Appreciative Power; 2) Influence Power; and, 3) Control Power.
To keep things less theoretical, these can be respectively renamed as: “Get the Big Picture” Power; “Get-on-Board” Power, and “Get It Done” Power.
1) “Get the Big Picture” This form of power is often exercised by visionaries and effective executive leaders as they develop and communicate a vision for the future that inspires people to take action. “Get-the-Big-Picture” power does not get things done, but it does develop the framework(s) by which people discover what they should be doing.
2) “Get-on-Board” Power is the form of power that is generated through human interaction and persuasion/influence. This form of power is exercised by people who are excited by what they are doing, and who want others to come alongside them for the journey – join them in the pursuit of a worthy dream or goal. Hence, “Get-on-Board” power is most useful when special effort needs to be made to help people get excited, form effective and energized teams, and/or help people passionately join a cause.
3) Finally, “Get-It-Done” Power is the power involves having the authority to actually direct people and resources. “Get-It-Done” power is the dirt-practical, rubber-meets-the-road power that enables all good dreams to be realized.
** All three uses of “power” need to be wisely leveraged at various times in the life of a leader – and of a leadership team.
Posted on August 14, 2009 by Ronald T. Brown, Ph.D.
“The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it.” – Michelangelo
This quote by Michelangelo is still true today. Many of us aim too low! One person who believed it is necessary to individuals to “aim high” was Victor Frankl - Victor believed that man’s primary motivator in life is his quest for meaning.
** The video below presents a few of Victor Frankl’s key thoughts and quotes:
(
Hints
: Use the pause button if needed. Once the video is going - press the “HQ” for better picture quality.)
“If we take man as he is, we make him worse, but if we over estimate a man - we promote him to what he really can be. If you don’t recognize a man’s search for meaning, you make him worse. You make him dull, you make him frustrated…” - V. Frankl
Posted on August 11, 2009 by Ronald T. Brown, Ph.D.
Leadership involves a moral and ethical dimension in regard to “how” and “why” a leader chooses to exert influence over another person. Because leadership is fundamentally about influencing others, the study of leadership begs the moral question of
how
we choose to exert that influence.
- Rick Teerlink, former CEO of Harley-Davidson, asserted what he called “The Moral Foundation of Leadership.”Without these
four
cornerstones in place, one’s leadership is not likely to be either effective, nor long lasting.
The Moral Foundation of Leadership includes
: (with corresponding reflective questions.)
1) Truth-Telling:** The truth, as you see it and communicate it to others, is a great crucible that burns out wannabe leaders and hardens true leaders.
“Am I willing to tell people the truth (as I see it)?”
“Would I like to have my actions reported tomorrow in the national newspaper?”
2) Promise-Keeping:** Broken promises undermine a leaders credibility very quickly.
“Before I make a promise, do I consider whether I can, in fact, keep it?
“Would my employees, and others, argue publicly that I kept my promises?
“Have I made promises I have not kept?”
3) Fairness:** Fairness ensures that followers will get their fair share of the rewards.
“Would my various stakeholders argue that they are being treated fairly in my organization?”
“Am I deceiving myself that those who would argue otherwise… are just being unreasonable?”
4) Respect for the Individual: ** The first three moral cornerstones can be distilled into this last one.
“Do I know the names of the people I meet daily.”
“Do I look the people I meet daily in the eye - and am I “with” them for that brief moment?”
“Do I listen to what others say, or do I interrupt and interject my own thoughts?”
** These four cornerstones provide different perspectives into the single moral concept of leading with integrity.
Posted on August 07, 2009 by Ronald T. Brown, Ph.D.
We are all blind to ourselves in various ways. We just do not see ourselves for who we really are. As an African proverb states, “Alone, I have seen many marvelous things, none of which were true.” The fact is, we do not see reality without the help of others.
And since we all have these blind spots, we need to continuously seek the wisdom and perspective of individuals who know us very well. For there will be times when our life is reflecting poor attitudes or behaviors - and though we may not recognize this, those around us will.
There have been times when I thought I was balancing my work and family quite well, only to later find out that my wife or children were feeling neglected. And though I was not aware this was happening, it was the feedback from my family that helped get me back on course.
And there are other useful sources of feedback as well…
For example, there is the weight scale in the bathroom. Whenever I try to convince myself that I am immune to foods with a high content of sugar, or think I can go a couple of weeks without working out, the scale in my bathroom is quick to correct my thinking. My point is, whenever your life starts to drift out of balance, it will send signals intended to help you get back on track. But these signals will only help if you look for, and then embrace, the feedback sent your way.
I have a love-hate relationship with the concept of feedback. Though I agree feedback is useful… I have a natural tendency to believe I am already perfect, or that others don’t notice my faults.
** And I know I’m not alone in this. It’s been my experience as a consultant that many leaders struggle with receiving feedback from their peers or subordinates without becoming defensive and personally upset by what is said.The reason for this is pride. Pride prevents you from humbly seeking and accepting what others see in your life. But since you are blind to yourself in some areas, the seeds for your future growth and success will always be found in the feedback being sent to you from these various sources. Feedback really is the breakfast of champions.
I challenge you to embrace the concept of feedback and find out what other people think about how you are living your life. What feedback would your subordinates, close friends, and spouse provide regarding your life? And when you receive the feedback, look for patterns and themes. If one person says you are an elephant, they are probably delusional, but if three or four people say you are an elephant . . . then, in some odd way, you are an elephant. Accept what other people observe in your life and resist the temptation to be defensive by simply thanking them for their honesty.
Posted on August 04, 2009 by Ronald T. Brown, Ph.D.
In his book, “Level Three Leadership” James Clawson writes, “Leadership is about managing energy, first in yourself, and then in those around you. When you walk into an organization, you can tell quickly what the energy level is – and therefore the quality of the leadership in the place. If the energy is low, the leadership is likely to be weak.”
Dr. Jim Loehr and Tony Schwartz agree, writing“Managing energy, not time, is the key to enduring high performance as well as to health, happiness, and life balance…”
Many people have good ideas, but have such low inventories of energy that nothing much happens with those ideas. And from a leaders perspective, if you cannot generate the energy needed to intently focus on your own goals and dreams, how can you expect to be able to focus the energy of those you lead?
** So where does “leadership energy” come from? What are the sources that create an inflow of energy into a leader’s life?
–
A leader creates, and manages, their energy by focusing on 4 key areas
:
1)
Their Dreams
~ The Bible says that without a vision, the people will perish. Well this is true in our personal lives as well – without a clearly defined and articulated dream, our lives will slowly start to dry up and shrivel. But a clearly defined dream will untap reservoirs of energy we never knew existed.
2)
Their Core
~ Without a healthy and centered core – or a healthy inner spirit – our lives will exist in a continual state of inner unrest.
A strong inner core is built upon
: Having clarified the specific values and purpose that our lives and actions will be founded upon (and then aligning our lives to that purpose and values.); Having come to peace with who we are, and how we have been created; And finally, by honestly discerning (and admitting) in what ways we are “broken” – or where we personally need inner psychological or spiritual healing – then, place ourselves on a path that will eventually bring healing to those areas of brokenness.
3)
Their Health & Diet
~ Amazingly, exercise gives you more energy than it uses. Moderate exercise, like a 30-minute walk is refreshing and energizing. Eating healthy foods like more fruits, vegetables and whole grains – instead of fat and sugar – creates energy as well. Simple… Your body runs better with the proper kind of fuel.
4)
Protecting Their Faith
~ The Bible states that, “according to your faith, so will it be done unto you” (Matthew 9:29). “Nothing splendid has ever been achieved except by those who dared to believe that something inside of them was superior to circumstance” – Bruce Barton. A compelling faith creates energy (and passion) out of thin air… believe it or not.
** Great leaders are stewards of their own, and their organization’s energy. They begin by carefully managing their own energy, while also mobilizing, focusing, investing, channeling, renewing and expanding the energy of those around them toward a common and preferred future.
** How has your energy management been lately – both in yourself, and in those you lead?
Posted on August 01, 2009 by Ronald T. Brown, Ph.D.
When his writing is not over my head, I really like reading C. S. Lewis. In “The Business of Heaven” – Daily readings from C. S. Lewis – he writes:
“The Russians, I am told, report that they have not found God in outer space… The conclusion some people want us to draw from the data is that God does not exist, and the corollary – Those who think they have met Him on earth are suffering from a delusion. But other conclusions might be drawn:
1) We have not yet gone far enough in space. There had been ships sailing on the Atlantic for a good time before America was discovered.
.
2) God does exist, but is locally confined to this planet.
3) The Russians did find God in space without knowing it, but they lacked the requisite apparatus for detecting Him.
4) God does exist, but He is not an object which is either located in a particular part of space or diffused throughout space.
The first two conclusions do not interest me. The sort of religion for which they could be a defense would be a religion for savages: the belief in a local deity who can be contained in a particular temple, island, or grove. That, in fact, seems to be the sort of religion about which the Russians – or some Russians, and a good many people in the West – are looking for. It is not in the least disquieting that no astronauts have discovered a god of that sort. The really disquieting thing would be if they had.
Looking for God – or Heaven – by exploring space is like reading or seeing all Shakespeare’s plays in the hope that you will find Shakespeare as one of the characters… Shakespeare is in one sense present at every moment in every play. But he is never present in the same way as Falstaff or Lady Macbeth… My point is, if God does exist, He is related to the universe more as an author is related to a play… If He exists, mere movement in space will never bring you any nearer to Him, or any farther from Him, that you are at this very moment.
You can neither reach Him, nor avoid Him, by traveling to Alpha Centauri or even to other galaxies. A fish is no more, and no less, in the sea after it has swam a thousand miles than it was when it set out… Space-travel really has nothing to do with the matter. To some, God is discoverable everywhere; to others, nowhere. Those who do not find Him on earth are unlikely to find Him in space. But send a saint up in a spaceship and he’ll find God in space as he found God on earth. Much depends on the seeing eye.”
Courageous peolpe are known for taking fearless steps into their future. They are know for taking decisive
ACTION
.
Highly successful people know a major key for attaining high levels of success is having the couarage to simply take…
action
. To step out in the direction of thier dreams and goals.
** When Jeff Bezos decided to start Amazon.com, he left his job on the East Coast and headed to Washington State. He had his wife drive him and their belongings across the country so he could stay on the phone constantly; convincing potential investors and vendors why Amazon would be a success.
Even seemingly small
, yet courageous, actions can lead to great success - for small steps will eventually lead to larger steps - as your momentun in a new direction continues. Sir Isaac Newton’s principle that a “body at rest tends to remain at rest, and a body in motion tends to remain in motion,” definitely applies to priciples of success.
Once you’ve taken that first step (even a small step) in a new direction, the next step will seem easier to take - leading to more steps in the future as your momentum and confidence increases… if a mindset of courage remains within you.
** What (even small) step can you take today toward one of your dreams? What will be your second and third steps as well?
Time is a leaders most valuable resource. Therefore, learning to manage the constant onslaught of interruptions is a skill one must learn - enabling a leader to make the most effective use of the limited time they do have.
**
The following are a few disciplines a leader can incorporate to do this
: 1) Establish daily “closed door” hours, where you are not to be interrupted by staff - unless the office is burning down! (This won’t work unless you hold your staff accountable to this rule… for they will surely test your resolve.)
2) Have your office assistant pre-screen and manage your incoming emails and calls. Establish guidelines for which kind of emails and calls your assistant can deal with themselves.
3) Take your work out of the office to a quiet place for a few hours - and turn off your cell phone.
4) Continue to increase your ability to delegate, empower, and let others manage tasks - with your minimal oversight.
5) Hold regular staff meetings, and tell staff to wait to address non-critical issues until these meetings.
So a simple thought
:
** As a leader, since it is essential for you to manage your time and interruptions carefully - how have you been doing lately? How can you get better?
In “The Nature of Leadership”, Joseph White writes,“To be a great leader, you have to be successful at achieving change - important, consequential change… Making change successfully is a leader’s most important, yet greatest challenge.”
To this end a great leader utilizes the following 5 qualities to produce results:
1)
INNOVATION
: Great leaders are original thinkers, and often contrarians. They are usually guided by a few big, yet revolutionary ideas. ** For Abraham Lincoln, it was eliminating slavery. For Ronald Reagan, it was crushing Communism.
2)
RISK TAKING
: Great leaders are informed risk takers, who also have a consistent track record (yet not perfect record) of success. They act decisively, not recklessly, to utilize change in a positive way. ** Herb Kelleher took full advantage of the deregulation of the airline industry in 1978 by launching Southwest Airlines.
3)
SPOTTING TALENT
: Great leaders have an insatiable appetite for outstanding talent. They know they need people different from themselves - who are stronger and smarter - so they can achieve their highest aspirations. ** Steve Jobs, a very smart entrepreneur, recognized that he needed strong, professional leadership for his promising start-up. He set his sights on John Sculley, an outstanding executive slated to become CEO of PepsiCo, as the ideal CEO for Apple Computers. Steve then set out to lure Sculley to join the team at Apple.
4)
HELICOPTER VIEW
: Great leaders have an extraordinary sense of perspective. They routinely position an immediate challenge into the larger context of the past - and future - while keeping the organization’s mission and practical realities firmly in mind. ** In his directive for America to send a man to the moon by the end of the decade, President John F. Kennedy understood, despite the enormous challenges, reaching that goal would unify and position the United States as a technological leader for decades to come.
5)
THE SPARKLE FACTOR
: Great leaders have a compelling presence. Every great leader, regardless of his or her personality, has a special, compelling something. There’s no formula for development this type of “sparkle.” But you know it when you see it. ** Ronald Reagan was courageous, well spoken, warm, energetic, and thoughtful. He had a compelling and courageous presence - which gave him persuasive influence when he sought positive change in America, an throughout the world.
