Posted on February 28, 2010 by Ronald T. Brown, Ph.D.
Any leader, not matter how good they are, usually deals with 3 types of employees or volunteers:
1) Committed (or Engaged) Employees.
2) Compliant (or Disengaged) Employees.
3) Non-Compliant (Or Actively Disengaged) Employees.
For example, if you are familiar with the TV show “The Office” – you see all three types of these employees present. (The show is worth watching for a comic portrayal of many leadership topics.) In The Office you have employee named “Dwight,” who is an example of a highly committed and engaged employee (though a little weird). Jim is an example of a nice, yet compliant/disengaged employee. And Stanley is an example of an actively disengaged employee.
- So how does a leader deal with these 3 types of employees or volunteers? How should a leader deal with a “Dwight”, “Jim”, and a “Stanley?”
**
First
; a Leader needs to understand the mindset of each type:
1) Committed (or Engaged) employees have a good understanding (and belief) about where the organization is headed – and know where they fit in to that vision and plan.
2) Compliant (or Disengaged) employees question, or are not sure if they believe, where the organization is headed – and are usually unclear where they fit into that vision.
3) Non-compliant (or Actively Disengaged) employees do not believe in the vision, nor do they want to fit into that vision.
**
Second
, a Leader needs to find out which category each employee (or volunteer) is in. You do this by:
1) Continuously clarifying and preaching the vision and purposes of your organization, business, or church. Never stop defining reality and pointing to the future.
2) Take time to carefully observe your people and systems in action.
3) Actively listen and seek feedback regarding how the organization as a whole, and specific employees, are doing. Use surveys, listening sessions, stay connected to the grape vine… to get first-hand knowledge.
4) Then with all this data you have collected, discern where each employee is at.
5) Bring needed change and clarity (see below.) Also, make sure you resource whatever changes you make!
6) Say Thank You to your employees who are adding value – and then start steps 1-5 again.
**
Third
, a Leader needs to act Courageously by making specific decisions on how to deal with, or develop, each employee.
1) For Committed employees, a leader needs to promote, mentor, and resource their continued work and development.
2) For Compliant employees, a leader needs to co-create a plan (with the employee) to move them from a compliant – to a committed employee. If they do not make progress, the leader needs to marginalize that employee or volunteer (or possibly even remove them) from the organizational culture.
3) For Non-Compliant (or actively disengaged) employees, using a short timetable, a leader needs to confront reality and co-create a proactive plan to move them toward engagement – and if no improvement is made, remove them from the organization. Their negative weight to the culture and vision is too great a price to pay.
Posted on February 23, 2010 by Ronald T. Brown, Ph.D.
Dee Hock was the founder and CEO Emeritus of VISA International, an organization that to this day is regarded as the most profitable business on earth. He is a very highly respected leader of leaders - the following are a few of his quotes:
* “Hire and promote first on the basis of integrity; second, motivation; third, capacity; fourth, understanding; fifth, knowledge; and last and least, experience. Without integrity, motivation is dangerous; without motivation, capacity is impotent; without capacity, understanding is limited; without understanding, knowledge is meaningless; without knowledge, experience is blind. Experience is easy to provide and quickly put to good use by people with all the other qualities.”
* “If you don’t understand that you work for your mislabeled ‘subordinates,’ then you know nothing of leadership. You know only tyranny.”
* “If you look to lead, invest at least 40% of your time managing yourself - your ethics, character, principles, purpose, motivation, and conduct. Invest at least 30% managing those with authority over you, and 15% managing your peers.”
* “If you’re in such a position of power and your ego is such that this is not possible, then its essential to have a small cadre of very bright, committed people who are questioning, exploring and understanding emerging concepts.”
* “It is essential to employ, trust, and reward those whose perspective, ability, and judgment are radically different from yours. It is also rare, for it requires uncommon humility, tolerance, and wisdom.”
* “Lead yourself, lead your superiors, lead your peers, and free your people to do the same. All else is trivia.”
* “Make a careful list of all things done to you that you abhorred. Don’t do them to others, ever. Make another list of things done for you that you loved. Do them for others, always.”
* “Money motivates neither the best people, nor the best in people. It can move the body and influence the mind, but it cannot touch the heart or move the spirit; that is reserved for belief, principle, and morality.”
Posted on February 20, 2010 by Ronald T. Brown, Ph.D.
“What we’ve discovered, and rediscovered, is that leadership isn’t the private reserve of a few charismatic men and women. It’s a process ordinary people use when they’re bringing forth the best from themselves and others. Liberate the leader in everyone, and extraordinary things happen.” — James M. Kouzes and Barry Z. Posner
Leadership is a verb, not a noun. Leadership is action, not a position. Leadership is defined by what we do, not the role we are in. Some people in “leadership roles” are excellent leaders. But too many are simply bosses, “snoopervisors,” bureaucrats, dictators, or simple babysitters. Conversely, others who have no formal leadership role in an organization often “lead” in very effective ways.
The process of becoming a leader is a journey of personal development - and though much of this journey involves finding our own way, there are several key “mugs” of development that need to be kept filled… These are:
* Choose Not to Lose. Learning to focus on the possibilities, not our problems is a key lesson of leadership. When faced with obstacles or failure, those who overcome adversity, and learn from those experiences, are the ones who consistently find success.
* Focus and Context. Our Focus and Context is shaped by three vital questions: Where am I going? (my vision); What do I believe in? (my principles and values) and; Why do I exist? (my purpose or mission).
* Responsibility For Choices. Leadership means accepting responsibility for our choices. Leaders realize that their choices, more than chance, determine their circumstances. They refuse to succumb to a victim mentality.
* Authenticity. Leadership isn’t just what we do, it’s founded on who we are. Genuine leadership comes from within. It’s authentic - based on honesty, integrity, and trust.
* Spirit and Meaning. Material success is never enough. Effective leaders take time to align what they do with their deepest desires, values, dreams and passions.
* Growing and Developing. The popular goals of security, stability, and predictability are
deadly
. The closer we get to these dangerous goals, the more our growth will be stunted. True and lasting security comes from a commitment to continual personal growth and development.
* Mobilizing and Energizing. Highly effective leaders boost the energy of others with their passion and appreciation. They engage people’s hearts as well as their minds. They get them involved, participating, and aligned with the higher vision and purposes of the organization.
The more the world changes, the more the principles of leadership stay the same. And they apply to all of us, no matter what role we play in society or organization.
Posted on February 11, 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.
Posted on February 09, 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.
Posted on January 24, 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.)
Posted on January 11, 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)
Posted on January 07, 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
Posted on December 31, 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?
Posted on December 25, 2009 by Ronald T. Brown, Ph.D.
“The difference between who you are today and who you will be in five years will be determined by the books you read and the people you associate with.” – Charles Jones
In this New Year, there will be two primary sources for gaining new ideas which might impact your life in a powerful and meaningful way - they are the books you read and the people you meet. Yet while exposing yourself to new ideas is important, understanding how to incorporate those ideas into your life is even more important. Our growth does not come from intellectually understanding a creative insight, but in being sure we systematically integrate that insight into our life - in a manner which indeed changes our thinking and behavior.
So what happens when you come across a compelling and inspiring idea through a book, magazine article, or person you meet? Do you have a method for translating ideas into action?
Over two thousand years ago, the philosopher Aristotle taught that we “grow into our success.” As an artist increasingly learns how to use the tools of their craft, each of us grows into our success as we intentionally incorporate these new and learned truths into our lives.
Let me ask you this: In the past year, how many books have you read? Can you name one idea from from a book that has been incorporated into your leadership style or personal life? Has there been one idea that has now become second nature to you?
* As you journey this coming year, continue to utilize more effective systems to gather and keep the new ideas you come across. Then regularly review them, and make decisions regarding how to best incorporate them into your everyday life and practice. In this New Year, do not to miss the opportunities of growth that will cross your path.
