Unless you have a birthday coming up, these are not words you want to hear. Especially at work from your boss. They strike fear and sow mistrust, yet, as leaders, you have information that you cannot share with your people – you have secrets! How do you balance the transparency needed to demonstrate integrity with the confidentiality your position requires?
Karen Seketa, a blogger that I follow, suggested that we think of it as being translucent not completely transparent. Leaders are “not sharing ALL information ALL of the time” but taking “an intentional approach to empowering your employees with the information they need in order to be successful.” When I consult with leaders they get hung up on what they can’t share and they overlook all they can share. Even in the most chaotic and tumultuous times you can share how decisions are being made, how you will keep them informed, how they can be involved and how they can share their concerns with you. People need and want clarity, honesty and how they can be involved. You can share that, even when you can’t share every detail or name or potential option being considered.
Yes, you may have a secret but that doesn’t mean you are hiding things from your people.
Posted in building teams, communication, integrity, Leadership, leading authentically
Tagged Change, change management, communication, culture, engagement, integrity, Leadership, organizational culture, transformational change, trust
As Buddha said, we can use our minds to drive our behaviors. Developing a more strategic way of thinking leads to more strategic behaviors.
In fact, leadership development expert Melissa Karz highlights how having a “strategic mindset gives you a lens to think big in every moment.” In a recent article, she suggests practicing four specific habits to develop your own strategic mindset.
Align to Organizational Objectives. Asking yourself the following questions can help you stay aligned and take the actions necessary to help your team be aligned to the vision, values and goals of your organization.
- Where are we today and where do we want to be in 12 months?
- What skills am I missing, and is my team missing, to accomplish those goals?
- What relationships do I need to build or nurture?
- How are we defining success now, and in the future?
Identify Highest Value Activities. Strategic thinking means scanning all the demands, options, requests, and opportunities and identifying the ones that will best support short-term and long-term success. Prioritization means saying no or delegating. High value activities include:
- Coaching and developing your direct reports.
- Building relationships and networks to facilitate collaboration and a broader perspective.
- Creating a direct line of sight for your team so they can see how their work contributes to the big picture.
Seek Under-The-Radar Information. The reality is that leaders are shielded from much of the information they actually need. It is human nature to withhold bad news or to hesitate to “bother” leaders. To overcome this leaders need to actively seek out information and make it easier for people to share information, even bad news. Practice:
- Asking questions.
- Using mistakes as a learning opportunity.
- Reinforcing open and transparent communication.
- Taking time to meet with colleagues and peers.
- Meeting with people outside your own industry.
Schedule Time for Reflection. Developing a strategic mindset requires action and reflection. Scheduling time to analyze and assess what you have learned, what you want to continue doing, and what you want to do differently is strategic. Just like you schedule important meetings, dedicating scheduled time daily, weekly, quarterly and annually is a challenging but necessary habit to develop.
Over time these habits reinforce a strategic mindset which leads to more strategic behaviors further establishing strategic habits making strategic leadership a part of who you are.
Posted in build organizational talent, building teams, Developing Capacity, Leadership, Strategic leadership
Tagged asking questions, Leadership, leadership development, organizational culture, questions, self reflection, transparency, values, vision
As a confirmed and proud introvert it is hard for me to reach out and ask for help. Others of you may be confident extroverts and struggle to truly listen to others. Either way, when you transition into a new leadership role it is crucial to take the time to initiate conversations and to spend time listening to what others have to say.
Peter Daly and Michael Watson, authors of The First 90 Days in Government: Critical Success Strategies for New Public Managers at all Levels, describe five crucial subjects or themes that new leaders need to understand as they move into a new role or take on a new project. This requires having the following “the five conversations” with your leader or colleagues.
- The Situation Conversation – discover how your boss and others perceive the current standing or status of the overall organization and your unit. Your goal is to ensure a shared understanding of the challenges and opportunities you face.
- The Expectations Conversation – define, clarify, and perhaps, negotiate what success looks like for you in your new job.
- The Style Conversation – discuss and determine how the relationship with your new boss and colleagues or stakeholders will work. How do you each prefer to communicate, what boundaries exist, how are decisions made, and how frequent do you need to interact to ensure trust and success.
- The Resources Conversation – determine what resources are available, what you believe you need, confirm how resources are allocated and begin negotiating to ensure access to critical resources.
- The Personal Development Conversation – mutually identify opportunities and expectations for continual development to ensure success in your current and future roles in the organization.
In reality these will not be distinct one-time conversations but they are a framework to help leaders strategically approach the transition to a new role.
Posted in change and transition, communication, Leadership, organizational culture
Tagged asking questions, career development, Change, communication, Leadership, leadership journey, organizational culture, questions, self-awareness, stakeholders
One aspect of leading for the common good is the ability to lead across boundaries. We’re all familiar with the problem of silos in academia. Many times even well-meaning activities fail to include everyone who has a stake in an issue or tools to help address it. And there are many other potential divisions that can be formed by race, gender, age, even which candidate someone voted for. Bringing people together across these boundaries is a critical leadership challenge.
I recently came across an article in Forbes that made a connection between boundaries and another hot issue in academia – incivility. The author pointed out, logically enough, that much of the incivility we’re dealing with is based on an unwillingness to work together with people that are on the other side of some perceived boundary.
Somehow I hadn’t connected the idea that by leading people to work together across boundaries, we are also creating an environment where people show respect and civility. Here are some recommendations from the article:
- Treat employees as problem-solving partners
- Make sure everyone has a voice
- Provide ways for people to speak up about concerns and ideas
- Build teams that bring diverse people together
- Make sure it’s OK to ask uncomfortable questions
- Promoting collaboration that is focused on the common good
How have you seen leaders effectively lead across boundaries? Do you agree that it promoted an environment of respect and civility?
Dee Anne Bonebright
Image: Hands Across the Divide, sculpture by Maurice Harron, Co Derry, Ireland
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
Last week at our New Administrator Orientation program Chancellor Steven Rosenstone shared his passion for why he comes to work each day and clearly articulated why the work we all do is important.
He spoke about the shared common core value that our colleges and universities are focused on: providing an opportunity for all Minnesotans to create a better future for themselves. He reminded us that our work as leaders is crucial to ensuring that our colleges and universities meet that challenge and that is why we do what we do. His passion was evident and it was infectious!
Author James R Lucas in his book, The Passionate Organization: Igniting the Fire of Employee Commitment, suggests that articulating and sharing your organizational vision with passion helps guide and focus the work people do and enhance commitment. This requires a vision that has two key components:
- What is your organization’s purpose – the strategic vision. The what and how of your organization.
- What are your organization’s values – the cultural vision. This is the element that is often missing or not communicated by leaders. It is the why of your organization.
Passion is expressed when you focus on making a difference and clearly articulate how people’s day to day work contributes directly to the shared values of your organization.
Yes, passion does belong at work!
Posted in building teams, communication, Engagement, Leadership, leading authentically, Motivation
Tagged communication, engagement, higher education, Leadership, organizational culture, values, vision