People don’t usually wake up one morning and say “I think I’ll be unethical today.” It’s more of a gradual slide away from the moral center.
— Bill George
Several years ago I heard leadership expert Bill George talk about the idea of “true north,” which he defines as an internal ethical compass. He said it is shaped by a leader’s personal experience and it guides their leadership decisions.
The comment above has stayed with me. As we’ve seen in recent ethical failures by business and government organizations, most often it can be traced to a gradual path of unethical leadership decisions rather than one big mistake. For George, that can be traced back to the lack of a clearly defined moral center.
Transformational leadership needs to be ethical. And in order to be ethical, it needs to be authentic. George has identified five key areas for developing this kind of leadership:
- Knowing your authentic self
- Practicing your values and leadership principles
- Understanding your motivations
- Building your support team
- Staying grounded by integrating all aspects of your life
You can explore this topic futher by reading the True North book and using the reflection activities available on the True North web site. Consider these reflection questions from the introduction activity:
- Do you understand your purpose?
- Do you practice your values?
- Do you lead with your heart?
- Do you establish connected relationships?
- Do you demonstrate self-discipline?
Think about leaders that you admire and who demonstrate their “true north.” How might you want to follow their examples?
Dee Anne Bonebright
It takes more than saying the right things to be a transformational leader; you have to do the right things! And that takes work.
Through their work transformational leaders demonstrate Idealized Influence, the first of the 4 I’s that Anita described in her post on Monday. Just like the lead biker in a team time trial, they don’t just have a powerful message or good ideas. They lead by example. They are the type of leader who isn’t afraid to roll up their sleeves and work along side you.
In fact, through their actions they become such a positive role model that people are inspired to follow. The following actions or behaviors are often listed when people describe a transformational leader. They:
- Walk the talk
- Would never ask you to do something they wouldn’t do
- Stay true to their values without worrying about outside opinions
- Spread enthusiasm and integrity
- Provide real-life examples through their actions
- Take personal risks when it is the right thing to do
- Inspire through action
Becoming a more transformational leader is a lot of work, but the trust and engagement you build can set the stage for success.
Posted in building teams, Engagement, Leadership, leadership development, leading authentically, Motivation
Tagged engagement, integrity, Leadership, leadership development, motivation, transformational change, transparency, trust, values
Devinder Malhotra, the new interim chancellor for Minnesota State, has stated that there has never been a better moment in time for our leaders to make a profound difference. Due to the challenges we face, the complexity of a system of colleges and universities, and the incredible difference our schools can make in the lives of the people of Minnesota, now is the time to be a leader.
One type of leadership Malhotra was highlighting is defined by Bernard Bass in his groundbreaking book, Transformational Leadership. Transformational leadership works well in exceedingly complex organizations made up of diverse and challenging work groups that need to feel empowered to succeed in times of great uncertainty. Sound familiar?
Transformational leadership is best recognized by the impact it has on people in the organization. This type of leadership causes people to trust, respect, and even admire, their leaders. Transformational leaders:
- Hold positive expectations for their people and show their people that they believe they will succeed.
- Focus on and demonstrate that they care about their people’s personal and professional development.
Can you picture the leaders who have made a difference in your life through their transformational leadership?
Posted in building teams, Engagement, higher education, integrity, Leadership, mission and vision, trust
Tagged engagement, higher education, integrity, Leadership, transformational change
Ok, I admit it. This post is a day late. I stayed up until 3:00 a.m. on Tuesday night watching the presidential electoral college vote results and the commentators trying to explain how all the predictions were wrong. Then on Wednesday, more analysis and exploration of what happened. I promise, this will not be a political post, but the election of president-elect Trump highlights how hard it is to predict the future! And we have a long history of getting predictions wrong.
So, how do leaders build organizational capacity to meet future challenges when it is so hard to see what will happen in the future?
Gary Hamel encourages leaders in his book What Matters Now (2012) – to go back to the basics and focus on values to prepare for an uncertain future. He lists the following as “pivotal, overarching concerns” for leaders:
- Values – act as a steward and take actions that demonstrate concern for your people and organization.
- Innovation – provide opportunities for all your people to contribute their ideas to meet your customers’ needs.
- Adaptability – “future-proof” your company by relentlessly pushing for internal change to match external changes. Hamel stresses the need to “seek out the most discomforting facts you can find and share them with everyone in your organization.”
- Passion – clearly demonstrate that your people are affecting the outside world with their work. Highlight the importance of each and every person’s day-to-day work.
- Ideology – examine, discuss and challenge the status quo. Make it safe for people to express their opinions and concerns.
We may mess up predicting the future but Hamel implores leaders to speak up for “the good, the just and the beautiful” to better prepare for the uncertainty ahead.
The following link provides a detailed summary of What Matters Now.
Posted in build organizational talent, building teams, change and transition, Developing Capacity, Engagement, integrity, Leadership, leading authentically, stewardship, stewardship
Tagged Change, engagement, innovation, integrity, Leadership, organizational culture, stewardship, values
If the people on your team have to ask “Where is the meaning in my work?” something is wrong!
In his book Meaning, Inc. , Gurnek Bains ecourages leaders to bring the organization’s mission and vision to life through meaningful work. Between actual work time and digital connections people spend over half of their waking hours “at work.” Understanding how those work activities are making a contribution to customers (students at Minnesota State), the community or larger society will make work more meaningful.
While each person on your team has their own personal values and beliefs about what is important, there are actions that leaders can take to strengthen meaning at work. Bains identifies the following leadership activities that help create more meaningful work:
- Discussing and supporting personal stretch goals that are related to the vision.
- Focusing on the unique strengths and talents that each person brings to work.
- Documenting, evaluating, providing feedback and highlighting each person’s work and contribution to group efforts.
- Clearly linking individual and team work activities and accomplishments to wider issues.
- Ensuring that short-term goals don’t conflict with the deeper organizational purpose.
- Role modeling stated ideals.
Making sure your people know the difference their work makes in the lives of other people builds meaning. And meaning is powerful.
Posted in common good, communication, Engagement, higher education, Leadership, leading authentically, mission and vision, Motivation
Tagged communication, engagement, higher education, integrity, Leadership, motivation, organizational culture, stakeholders, values, vision
One leadership competency that is always important is the ability to respond in the moment. I am going to take a quick detour from stewardship and share a powerful set of stories and images from the past week. This photo by @NickLenz captures what it means to be a leader in higher education. Students, faculty, staff, administrators and interim president Ashish Vaiyda all joined together for a rally this week in response to the stabbing incident in St. Cloud, Minnesota.
I have been proud to read the stories of how one of our schools has demonstrated true compassion in response to a tragedy and unwavering support of students and community members who are threatened because of their ethnic background. They all stepped up in a public arena and led a rally for unity. Afterwards they also hosted small group discussions.
I will let their words and pictures speak for themselves.
#StCloudUnited twitter feed
MPR News story
Bring Me the News story
St. Cloud Times story
Stillwater Patch story
KNSI radio story
Have a peaceful weekend.
Posted in Accountability, common good, equity, higher education, integrity, Leadership, leading authentically, racial tension
Tagged accountability, cultural competency, diversity, equity, executive presence, higher education, integrity, Leadership, organizational culture, Tragedy at Work, values
A missed meeting, a forgotten call, a misunderstood comment, making a tough decision or just screwing up – crash! Trust is broken. What now?
I know I have experienced the challenge of rebuilding a trusted relationship. Sometimes it feels impossible, yet other times it can be done. Why is that?
You may be like me and wonder why with some people trust shatters with the slightest bump and with others it takes a giant jolt to disrupt two-way trust. The Harvard Business Review recently published a summary of a research project that looked at differences between people in maintaining and restoring trust. The four researchers discovered that our mindset regarding growth actually influences our trust in other people. If we have a fixed mindset, meaning we believe that people’s attributes are stable, we will tend to maintain trust or maintain distrust and actually overlook or ignore current interactions or behaviors. On the other hand, people with a growth mindset, who believe that attributes can be developed and changed, pay attention to current behaviors. This means they develop and lose trust quickly and also can quickly rebuild their trust in others!
Understanding our own and others’ mindset can help us take action when we inevitably need to rebuild trust. For those on our teams who have a growth mindset, we should be prepared to continually take small actions to demonstrate trustworthiness. Even if you have strong relationships, they are looking at what you have done recently. Apologizing and quick statements reinforcing your integrity will be heard and accepted.
Losing the trust of someone with a fixed mindset is tougher. When it happens you need to prepare for a longer and more challenging effort to restore trust. Small actions will be ignored and they will be looking for long-term evidence that you are trustworthy. In fact, you may need to first focus on the idea that people can change and look for examples of people who have successfully made changes. Then you can move on to providing repeated examples of your interest in rebuilding the relationship.
Experiencing the crash of breaking trust is never good but it is a reality for leaders. Learning how to repair a shattered relationship with everyone on your team can help you keep moving forward.