Thursday, 11. February 2010 by Ronald T. Brown, Ph.D.
The debate between leadership and management has been raging for years. The distinction between management a leadership is useful one, in that it help a person to reflect on their own behavior by asking, “Am I really leading?”
So what is the differences between Managing and Leading?
In his book “On Becoming a Leader”, Warren Bennis describes the differences between managers and leaders:
* The manager administers; the leader innovates.
* The manager protects and maintains; the leader develops.
* The manager focuses on systems and structure; the leader focuses on direction.
* The manager relies on aligning people and systems; the leader inspiring people toward the future.
* The manager embraces reality; the leader investigates it.
* The manager focuses on the day-to-day; the leader keeps a long-range perspective.
* The manager asks how and when; the leader asks what and why.
* The manager has his or her eye on the bottom line; the leader has his or her eye on the horizon.
* The manager accepts the status quo; the leader challenges it.
* The manager is the classic good soldier; the leader is his or her own person.
*** The manager does things right; the leader does the right thing. BOTH ARE NEEDED!
Another influential thinker on the distinction between management and leadership is John Kotter. In his book, “What Leaders Really Do”, John makes the important observations:
* “Leadership and management are two distinctive and complementary actions. Both are necessary for success in a complex and volatile business environment.”
* “Most U.S. corporations today are overmanaged and underled.”
* “Strong leadership with weak management is no better, and is sometimes actually worse, than the reverse.”
* “Management is about coping with complexity… Without good management, complex enterprises tend to become chaotic… Good management brings a degree of order and consistency…. Leadership, by contrast, is about coping with change… More change always demands more leadership.”
The fact is that leadership and management are both important - they are two distinctive systems of action - both are necessary, as they seek to meet different needs.
Tuesday, 09. February 2010 by Ronald T. Brown, Ph.D.
The concentration camp of Auschwitz was a killing machine during WWII, where exterminations were conducted by Nazis on an industrial scale. An estimated three million people were killed through gassing, starvation, disease, shooting, and burning.
One man who died at Auschwitz was a Catholic Priest named Maximilian Kolbe…
In 1936, Maximilian supervised a friary near Warsaw Poland where, during World War II, he and the other friars sheltered Polish refugees, many of whom were Jews.
In May 1941 the friary was closed by the Nazis, and Maximilian and four companions were taken to Auschwitz where they worked with the other prisoners carrying logs. Maximilian also carried on his priestly work surreptitiously, hearing confessions in unlikely places and celebrating the Lord’s Supper.
To discourage escapes, the Auschwitz had a rule that if a man escaped, ten prisoners would be killed in response. In July 1941, the Nazis thought a man from Kolbe’s bunker had escaped. (After this incident, the “escaped” prisoner was found drowned in the camp latrine.)
“The fugitive has not been found!” the commandant Karl Fritsch screamed. “So ten of you will die in his place in the starvation bunker.” Ten men were selected, including Franciszek Gajowniczek, who had been imprisoned for helping the Polish Resistance. When he was selected, Franciszek could not help but cry out, “My wife! My poor children! What will they do?”
Suddenly and silently, Maximilian Kolbe stepped forward. Astounded, the Nazi commandant asked, “What does this Polish pig want?” Maximilian took off his cap, and stood before the Commandant and requested, “I am a Catholic Priest from Poland; I would like to take this man’s place because he has a wife and children.”
The Commandant remained silent for a moment, then accepted the request. The Nazis had more use for a young worker than for an old Priest. So Franciszek Gajowniczek was returned to the ranks, and Maximilian took his place.
Soon after Kolbe was thrown with 9 other men into the starvation bunker and left to die. One by one, the men died of hunger and thirst. After two weeks, only four were left alive. But since the cell was needed for new prisoners, the camp executioner came in and injected a lethal dose of cabolic acid into the left arm of each of the four remaining men. And soon it was all over…
So Father Maximilian Kolbe was executed on August 14, 1941, at the age of forty-seven, a martyr of charity. His body was removed to the crematorium, and without dignity or ceremony, disposed of.
** And the man he saved - Franciszek Gajowniczek - What happened to him?
Franciszek Gajowniczek lived a full life, dying on March 13, 1995, in Poland at the age of 95… 53 years after Kolbe had saved him from execution. Franciszek never forgot the Priest. After his release from Auschwitz, Gajowniczek spent the next five decades paying homage to Father Kolbe. Every year on August 14 he went back to Auschwitz and honored the man who died on his behalf.
Friday, 29. January 2010 by Ronald T. Brown, Ph.D.
“Everyone has talent. What is rare is the courage to develop the talent to the uncomfortable place it leads.” Abraham Lincoln
The pathway to success can be complicated - full of turns, difficulties and distractions that can divert us from our goal and dreams. Below a one formula for “Success in Life” that shows the many factors that contribute to one's ongoing success.
S = (GMEDS – I) * T(HC)
- S is “Success in Life” – (which includes inner Peace, Joy, and Living out one’s purpose)
- G is “God” – All we have comes from Him.
- M is “Our Mental Map” – includes three constructs: Core Beliefs, Attitude, and Knowledge – Our knowledge, attitude and core beliefs drive our behaviors; our behaviors then drive our results; and sustained results determine our lifestyle.
- E is “Energy” – Fatigue makes cowards of us all. Managing one’s energy is more important than managing our time.
- D is “Definiteness of Purpose” – Where we have clearly defined goals, and a plan to attain them.
- S is “Skill” – We develop skills. Talent is God given.
- I is “Interference” – This includes negative self talk, fear, lack of trust, poor work ethic…
- T is “Time” – We are each given 8760 hours each year. We need to leverage these hours wisely.
- H is “Daily Habits” or Rituals – Developing patterns of constructive daily habits will directly determine the level of success we eventually achieve and sustain.
- C is “Coachability” – No one reaches high levels of success alone. We all need various “coaches” to help us get there, and to be receptive to their counsel and feedback.
** Sustained success is not easy – but it is definitely attainable if a person remains focused and committed to the right path.
(Adapted from a formula provided by John Wright - a successful performance coach and business man)
Sunday, 24. January 2010 by Ronald T. Brown, Ph.D.
The “5 Whys” is a simple problem-solving technique that helps leaders get to the root cause of an issue quickly. Made popular in the 1970s by the Toyota Production System, the “5 Whys” strategy involves assessing a problem by simply asking: “Why?”... at least five times!
Very often, the answer to the first “why” will prompt another “why” and the answer to the second “why” will prompt another and so on - hence the name “The 5 Whys” strategy.
The benefits of using the “5 Whys” method of problem solving is it helps to quickly determine the root cause of a problem - and it is easy to learn and apply. When looking to solve a problem, start by simply asking: “Why?” This simple question is then repeated over and over until the root cause of the problem becomes clear.
The following is an example of the 5 Whys analysis and problem-solving technique:
1. Why is our client, ABC Corp., unhappy? Because we did not deliver our services when we said we would.
2. Why were we unable to meet the agreed-upon timeline for delivery? The job took much longer than we thought it would.
3. Why did it take so much longer? Because we underestimated the complexity of the job.
4. Why did we underestimate the complexity of the job? Because we made a quick estimate of the time needed to complete it, and did not clearly break down the individual stages needed to complete the project.
5. Why didn’t we do this? Because we were running behind schedule on other projects. We were rushed… Therefore, we need to review and revise our current estimate and specification procedure - adding manpower if needed.
The 5 Whys strategy is an easy and often-effective tool for uncovering the root of a problem. Because it is so elementary in nature, it can be adapted quickly and applied to most any problem. (Bear in mind, however, that if it doesn’t prompt an intuitive answer, other problem-solving techniques may need to be applied.)
Tuesday, 19. January 2010 by Ronald T. Brown, Ph.D.
After speaking to a group of business men and women, a person asked Dr. Tom Hill to
sum up what unsuccessful people fail to do, or recognize, that keeps them average or below average in their endeavors. Here was his answer:
Lack of passion - They lack of a burning desire to be, and do, their best.
Lack of focus - They lack a clear picture of what they want to attain - lack a clearly defined goal.
Lack an understanding of the principles of success, though this knowledge is everywhere - in books, tapes, etc.
Lack of discipline.
Dr. Hill went on to say that he has the following taped above his desk:
A) Trust your gut
B) Make the complex simple
C) Tap the power of every individual
D) Tap the power of information
E) Master quality
F) Target. Target. Target.
Dr. Tom Hill is an Entrepreneur and Executive Coach
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Friday, 15. January 2010 by Ronald T. Brown, Ph.D.
I saw the documentary about “Young@Heart” on PBS the other night. I found it quite inspiring.
Young@Heart Chorus is a fluctuating group of about two dozen singers in Northhampton MA, whose average age is 80.
The documentary concentrates on the rigorous preparation for a 2006 concert at the Academy Theater in Northampton. Guided by the chorus’s demanding longtime director, Bob Cilman - instead of comfortable walks around the block, rehearsals (three a week) are demanding hikes over hilly terrain - yet the challenge only makes the “summit” that more exciting.
* The first video clip is a song sang during their performance at the theater. The second clip is an earlier performance for inmates. Enjoy.
Clip One
Clip Two
Monday, 11. January 2010 by Ronald T. Brown, Ph.D.
“Do not stay in the stronghold. Go into the land of Judah…” (1 Samuel 22:5)
The Bible tells the story when the young man, David (the guy who killed the giant Golliath as a teenager), was later in life hiding out in a cave near Adullum, along with about 200 of his fighting men. David was in the process of fleeing King Saul, the ruler of Israel at that time. Saul was on the warpath seeking to find and kill David - and David was content to just hide out in a mountain cave and wait things out.
But one day, a prophet of God came to David and told him that it was time for him to leave the stronghold and go up into the land of Judah. That God wanted him to quite hiding, trust Him, and venture in the direction of David’s future and calling.
* When life gets tough, or outside forces like the economy beat us down, it is easy to just want to ride things out safely tucked away in some cave. But God did not call us to be cave dwellers – He calls us to be willing to move out to claim the work and calling He has placed on our lives.
What are you hesitating to try? What are you fearful of venturing out to capture? How is your comfort zone preventing you from reaching the summit of a dream? Don’t let your comfort zone back you into a prison of your own making. Instead, step out. Lean into your future and embrace the risk of stepping out toward your promised land.
(Adapted from a devotional by Os Hillman)
Thursday, 07. January 2010 by Ronald T. Brown, Ph.D.
“If you don’t think of yourself as a leader, then you’re limited in your thinking. Leading is the way we help move people into action, including ourselves. The question is not whether you are a leader, but how well you lead.” — Bruce D. Schneider
Monday, 04. January 2010 by Ronald T. Brown, Ph.D.
Recent finding about the nature of intelligence:
1) Existing standardized IQ tests totally fail to predict success in life or business. (Because IQ only narrowly relates to one’s overall intelligence.)
2) Emotional maturity has been scientifically proven to be an indispensable contributor to rational decision thinking and decision making – key attributes which lead to high levels of success.
3) New research is showing that “overall” intelligence is (to a large extent) learned.
Four Major Factors of Overall Intelligence:
1) Intellectual Intelligence (IQ): is largely genetic, but can be honed (or heightened) by curiosity, discipline in study, and by exposing yourself to a wide range of experiences.
2) Emotional Intelligence (EQ): is the ability to manage your own emotions. It begins with your ability to recognize your emotions, then understand them, and finally to manage yourself out of “emotional hijackings.” (A person’s emotions can get “hijacked” by an event or strong emotion… like excess fear, anger, bitterness,…)
How to develop EQ:
• The first step to a high EQ is growing in your ability to recognize, or be aware, of your emotions. THIS IS NOT AS EASY AS IT SEEMS… We all can loose sight of our emotions… Being aware of our emotions requires constant reflection and forms of feedback.
• The second step is to manage your emotions… (primarily by managing your self-talk.)
• The third step to concentrate (to be fully present) so you are not caught off guard in any type of situation which may occur in the day.
3) Social Intelligence (SQ): If EQ is the ability to manage your own emotions, then SQ has to do with recognizing and managing the emotions in interpersonal relationships. EQ is directed inward. SQ is directed outward, and involves:
• The ability to recognize the emotions of others
• The ability to empathize with those emotions
• The ability to listen well
• To really care
• And the ability to resolve conflicts in a healthy way
4) Change Intelligence (CQ): This type of intelligence has a huge impact on one’s ability to lead others and organizations.
• Where you quickly recognize the need for change
• Are emotionally comfortable with change - can emotionally come to peace with the need for change
• And can confidently lead yourself, and others, down the path of change
SO WHAT IS THE POINT?
** Research has shown that World Class Performers may only have an average IQ, but definitely have highly developed EQ, SQ, & CQ’s. This again shows that success is developed…
Thursday, 31. December 2009 by Ronald T. Brown, Ph.D.
People resist change
People resist being changed
Therefore… as a leader, when facilitating a needed change, expect resistance.
How much resistance a leader will receive depends on:
• The nature and scope of the proposed change.
• The existing organizational culture and history – how change has been embraced in the past.
• The experiences and value systems of each employee or volunteer.
• The “perceived need” for change.
When faced with a situation that requires people to change, they will:
1. Experience anxiety and discomfort.
2. Tend to equate change with loss. (Loss of control, security, comfort zone…)
3. May experience the feeling of being “alone” in the change process. (Creating support groups can help combat this.)
4. Will have different “levels of readiness” to change. (One size does not fit everyone.)
5. Tend to claim they lack the needed resources to enact the change.
6. Have personal limits on how much change they can handle.
7. TEND TO REVERT BACK TO THE FORMER STATE WHEN THE PRESSURE IS LET OFF.
** So… How can a leader moderate, or minimize, these dynamics of change?
Well, there are many things a leader can (and should) do. But one needs to start by taking the time answer these 6 critical questions:
1. What is changing?
2. Why is it changing?
3. What’s in it for me?
4. How will I be impacted?
5. What do you specifically need from me in this change process?
6. How will I get the knowledge, skills, information, and support that I need to implement the change?
