Category Archives: leadership competencies

A model of integrity

In recognition of President’s Day and our continuing dialogue on integrity this month, it’s a good opportunity to focus on a president who exuded integrity. George Washington, our nation’s first president, demonstrated integrity both on the battlefield and in the nation’s highest office. In the words of author and historian David Hackett Fischer, Washington possessed “integrity, self-discipline, courage, absolute honesty, resolve, and decision, but also forbearance, decency, and respect for others.”

Washington’s integrity was tested in the early years of our new nation, especially during the Revolutionary War. By 1777-78, he was commanding troops and had suffered losses in all major battles against the British. Retreating 18 miles north to Valley Forge, he helped his soldiers build log cabins where they stayed the winter in freezing cold conditions. With the lack of food, cold, illness, and a demoralized army, he lost at least a dozen men each day to death or desertion.

Washington urged Congress to send the troops food, but Congress advised him to steal food from nearby farmers. But that didn’t pass Washington’s integrity test. Even though local farmers were selling their corn and beef to the British, who paid in gold, Washington rejected Congress’s advice and promised to hang any soldier caught stealing food. Washington won the trust of his troops who were impressed with his integrity.  The next summer, his men who had trained hard over the winter, won a victory that set the stage for overcoming the British and gaining independence for America.

During Washington’s presidency, his integrity was tested often.  For instance, he recognized that America’s integrity, both at home and abroad, depended on honoring its war debt. Some Americans wanted to default on payments to those at home and in France who had invested in the war for independence. Some advised repaying part, but not all of the debt. Washington clearly saw this as an issue of integrity and persuaded Congress to pass a tariff to pay all our debts.

Washington wasn’t always popular with everyone, but he was respected and trusted. And that trust went a long way to ensure Washington’s success as our first president even when he did make mistakes. As Dr. Burton Folsum, Senior Fellow in Economic Education, Mackinac Center for Public Policy, observes, “Politicians of weak character are often second-guessed and challenged on their motives. Washington’s strong character helped Americans forgive him when he made errors in judgment.”

In Washington’s own words, he expressed the value of always acting with the deepest integrity:

“Without virtue, and without integrity, the finest talents and the most brilliant accomplishments can never gain the respect, and conciliate the esteem, of the truly valuable part of mankind.” – George Washington

Anita Rios

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Are you congruent?

Congruent, what’s that? Congruence is defined as behaving in a way in which your values and your actions match. Sounds simple, right?

Over the last decade or so, I’ve done quite a bit of coaching with leaders who are preparing to interview for various leadership roles. One of my best pieces of advice to them is to demonstrate congruence in their interview. That is, when they say they have particular values, strengths or abilities, they need to be able to give clear examples of those things and weave them throughout their interview.

Demonstrating congruence is important for leaders at all times, not just in an interview setting.  When your actions match your values, it gives people confidence that you lead authentically and act with integrity. Still, demonstrating congruence is not easy.  It’s one thing to have the self-awareness to know and communicate your values, but it’s another thing to ensure that your actions always follow your espoused values.

In her chapter on Congruence in the edited book, Leadership for a Better World, Tricia R. Shalka, says “Acting in congruence means you give time and energy to the things you say are important. If you say your family is most important but you choose to work 80 hour weeks and, via technology, are never truly with your family 100%, is that congruent with saying your family is most important? Probably not.”

So how can you ensure that your values and actions are congruent? Here are a few questions for you to ponder:

  • What are my core values?
  • How do my actions demonstrate my values?
  • What actions have I taken recently that are clearly aligned with my values?
  • What actions have I taken recently that are not aligned with my values?
  • Do I need to change my actions to bring them in line with my espoused values? Or do I need to re-evaluate my values and communicate them honestly to myself and others?
  • How can I demonstrate congruence with those I lead?

Last week I was struck with the congruence that Dr. Annette Parker demonstrated while sharing her story of her early career. She started working at a GM plant fresh from high school and only later began her education at a community college, quickly becoming a tutor and then an instructor.  Dr. Parker continued her education and rose through her career to become a president of a community and technical college, and now leads collaborative workforce development efforts for the system. Her career has demonstrated the way she values both technical and continuing education for herself and others.

What examples of congruence have you seen in yourself or leaders around you?

Anita Rios

 

 

How did you decide that!

You have gathered input, asked questions, mulled options and finally reached a tough decision and then you hear “How did you reach that decision!” And it is an accusation not a question. In fact it actually feels like a challenge to your integrity as a leader. Luckily a close examination will usually reveal not a lack of integrity but a lack of transparency on the decision-making process you used.

Writer John Cutler highlights this point in his article “Decision Making Transparency.”  People on your team want to know how you are making the decision and how they will be involved. It is crucial that you communicate this information with your team before, during and after decisions. Cutler recommends that you ask yourself the following:

  1. Who makes the actual decision?
  2. Who will be impacted by the decision?
  3. What criteria are being used to make the decision? Factors, budget, timing, scope, requirements, regulations, etc.?
  4. What are we attempting to maximize, minimize, improve, reduce, develop, or achieve?
  5. How will we involve others in the improvement of decision-making?

Answering these questions and sharing the information will help ensure that your decision-making actions are transparent and demonstrate integrity.

Todd Thorsgaard

 

 

 

Radical transparency?

Last week when I was preparing to meet with one of our university leaders, I noticed that her email to me had an interesting tagline. At the end of her email signature and institution’s mission, she had added a postscript. It read:

PS: “Please forward this email to those I may have inadvertently missed. Anyone who needs this information is welcome to being in the loop. Let me know who I missed so I can add them to future correspondence. Radical transparency is a fundamental practice I choose to follow.”

Wow! After reading it, I began to think about how her message not only communicated that she was committed to transparency, but was a declaration of her values AND a demonstration of integrity. Many leaders say they practice transparency in their communications, but few go to lengths of demonstrating it in this way.

At the end of our meeting, I asked her about the postscript in her email and remarked on its uniqueness. She affirmed that this practice has built trust among her teams. (I have to add that it is just one of the many things she does to create a productive work environment on her campus.)

As we were talking, she remarked that anyone who doesn’t think that their emails are completely public is fooling themselves. Everything we communicate online is open to sharing and can circle the globe quickly.

The phrase radical transparency makes me smile, in that it communicates transparency to the extreme. Simply defined, radical transparency includes actions and approaches that radically increase the openness of organizational process and information.

In that one postscript, this leader clearly demonstrates her integrity with every email message.  What practices do you employ that demonstrate integrity?

Anita Rios

“Tell me more about that….”

(Click on image to expand)

To truly understand someone you need to care about them, at least a little bit. As a proud introverted leader that sounds daunting. Yet a close look at the Gallup Q12 Engagement Index shows that a “manager caring about their people” is a clear determinant of employee engagement!

How can you get to know your people while still respecting and acknowledging the natural boundaries that exist between leaders and their teams? You are busy, your people are busy, and you are their boss. Leaders can’t become best friends or confidants, but genuine caring about employees as a whole person is crucial. For most leaders the problem isn’t the genuine caring but figuring out HOW to show their interest and caring in a work setting.

A recent article in Forbes highlights “Seven Ways a Leader Can Get to Know Their Team Better” with practical ideas.

  1. Help Your People Succeed Anywhere, Not Just in Their Current Role. Remind yourself and your people that success and development in their current role will help them in their future, regardless of where they choose to go.
  2. Schedule Regular Celebrations. This isn’t a new idea but in the chaotic world of work it is easily overlooked. Taking time together and talking about non-work topics builds stronger relationships.
  3. Manage By Walking Around. Get up and informally talk with your people. Share personal anecdotes and inquire about non-work activities, milestones, and experiences.
  4. Talk Naturally During Downtimes. Take advantage of the time before meetings, in the hallway, on the elevator, or while webinars are starting to chat about anything other than work.
  5. Ask About Displayed Photos, Trinkets, Mementos, Art Work, etc. This is my favorite! I started the post with a saying I have posted on my wall and I have many stories behind it. What your people display is important to them and asking about it will help you truly connect.
  6. Make Sure to Listen! All your hard work will be for naught if you don’t actually listen. Enough said.
  7. It Requires Variety. Genuineness and caring is not one size fits all. When you open up your interactions to the whole person you need to be flexible and adaptable.

Ask about that photo and see what you learn. I bet it will be interesting.

Todd Thorsgaard

Where to start?

Many days being a leader feels like this image. Where do you start?

Being a leader is complicated! Not only do you have your own job you are also responsible for leading and managing a team of people, representing your organization, collaborating with other leaders and functions, developing talent, making decisions, communicating up, and on and on. It can feel overwhelming.

To help all our leaders at Minnesota State we asked successful leaders across the system to identify what knowledge, skills, abilities and attributes were key to their success. Based on their answers we identified 11 Leadership Competencies that serve as a framework and a starting point for leadership success. You can see them above. We would also like to share them with you, our readers, in 2018. Each month we will focus on one competency and share insights, current literature, experiences and opportunities for your feedback and ideas. January will kick off with Understands Self and Others.

Our 11 Leadership Competencies are broken in four key leadership roles as follows:

Leader of Self

  • Understands Self and Others
  • Acts with Integrity

Leader as Relationship Builder

  • Values Diversity
  • Communicates Effectively
  • Builds Trust

Leader as Manager

  • Delivers Customer Service
  • Builds Organizational Talent
  • Demonstrates Good Stewardship

Leader as Innovator

  • Articulates Vision and Mission
  • Builds Organizational Capacity to Meet Future Challenges
  • Demonstrates Effective Decision-Making

Todd Thorsgaard

Dancing with change, and watching the dance

Best of HigherEDge, first published on February 7, 2014

Ron Heifetz’s concept of viewing organizations “from the balcony” frequently comes up in our leadership development programs.  It’s been helpful to me as a reminder to keep my eye on the big picture. Bonus:  Todd Thorsgaard provided another view of this concept in this post from November 2015.

Dee Anne Bonebright

One of the first elements in leading change is to assess the current state. When we’re busy leading day-to-day efforts,  it can be easy to lose the sense of the big picture. We can forget to take time to think about where we are now, and where we want to go.

Ron Heifetz is one of my favorite authors on change. His concept of “getting on the balcony” has been useful to me and to participants in our leadership development programs.  Here’s how he describes it in his book Leadership Without Easy Answers.

Rather than maintain perspective on the events that surround and involve us, we often get swept up by them. Consider the experience of dancing on a dance floor in contrast with standing on a balcony and watching other people dance. Engaged in the dance, it is nearly impossible to get a sense of the patterns made by everyone on the floor. Motion makes observation difficult. Indeed, we often get carried away by the dance. Our attention is captured by the music, our partner, and the need to sense the dancing space of others nearby to stay off their toes. To discern the larger patterns on the dance floor – to see who is dancing with whom, in what groups, in what location, and who is sitting out which kind of dance – we have to stop and get to the balcony.

What helps you to step back occasionally and take a look from the balcony?

Dee Anne Bonebright