Tag Archives: values

Follow the leader

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.

Todd Thorsgaard

 

 

 

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Who would have predicted that!

dewey-winsOk, 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:

  1. Values – act as a steward and take actions that demonstrate concern for your people and organization.
  2. Innovation – provide opportunities for all your people to contribute their ideas to meet your customers’ needs.
  3. 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.”
  4. 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.
  5. 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.

https://www.getabstract.com/en/summary/leadership-and-management/what-matters-now/17412?dfs=wxmmqkfksovueayhlzbvluhtiwngbj&rf=DLZPJVUFWN&utm_campaign=share&utm_souce=getAbstract&utm_medium=email&u=MNSCU

Todd Thorsgaard

Where’s the meaning?

where-is-the-meaningIf 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.

Todd Thorsgaard

Passion? At work?

passioninspirationwork2Last 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:

  1. What is your organization’s purpose – the strategic vision. The what and how of your organization.
  2. 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!

Todd

 

Stewardship and tragedy

scsu-rallyOne 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.

Todd Thorsgaard

Speak from your heart

Wow, the entire room just broke out in applause!

I just witnessPrinted that in a Board of Trustees meeting after a speech by one of our newly appointed presidents. These meetings are usually formal but her message  touched us deeply. She spoke from her heart! We knew she was the right person to be the new president as she shared her story as a first generation college student herself, who now lives and breathes the urban metro university life.

Getting comfortable speaking from your heart can be a challenge, but learning how to do it will help you communicate in ways that truly share your message and literally compel people to listen.

Anett Grant, president of Executive Speaking, Inc., shares five steps for speaking from the heart in her 4 Minute Read in FastCompany.

  1. Tell a powerful opening story from your own life. Open yourself up to bring your audience closer to you.
  2. Make sure your story directly connects to your overall message. This ensures that it is your message that is retained and influences people, not just the story.
  3. Connect your message to your audience’s own experiences. Help your audience clearly recognize how your message is relevant to them.
  4. Share a brief concluding story. Bring your message home by telling a personal story that relates to your overall message but adds a different aspect.
  5. Wrap up! Conclude with a brief summation of your message to ensure that people clearly understand your key points.

People may not always applaud, but when you speak from your heart your message gets through.

Todd Thorsgaard

Communicate to accelerate!

Accelerate-455x687“Great communication – no matter the topic – always connects with people’s feelings and with what they find meaningful.”

John Kotter from his latest book, Accelerate: XLR8

Can you remember projects that you “got to” work on compared to projects that you “had to” work on. The feeling of energy and the opportunity to do work that made a difference. I recently listened to one of our state university presidents talk about the amazing and once-in-a-lifetime opportunity we have to contribute to transforming higher education. All of us felt the emotion in his message and it resonated with meaning for each of us.

In his latest book, XLR8, John Kotter shares ideas to help leaders communicate in a way that creates this type of “get-to” mindset. Communication that “captures people’s attention in a way that almost compels” them to engage in their work with messages that describe both the urgency and the opportunity to make a difference in a meaningful way.

A starting point for leaders is to focus and align people’s energy and enthusiasm using what Kotter calls “Big Opportunity” statements. These statements must include both emotion and reason. At Minnesota State Colleges and Universities we have an opportunity in front of us that is described in the following statement:

Charting the Future is a strategic effort to help change how we work and encourage collaboration among MnSCU institutions to better prepare our students for success and achieving a more prosperous Minnesota. We are imagining a better world for our students, our colleges and universities, and our communities across the state.

Creating “Big Opportunity” statements that are realistic, emotionally compelling and memorable can help you connect with both your people’s heads and hearts.  “Big opportunity” statements are:

  • Short:  Less than one page so they are easy to share and can reach more people.
  • Rational: They need to make sense in the current reality so they are not dismissed immediately.
  • Emotionally Compelling: Speak to the hearts of all relevant audiences.
  • Positive: Focus on the opportunity and what “burning desire” people have to make a difference.
  • Authentic: It feels real, is believed in by you and demonstrates your level of excitement.
  • Clear: Provide clarity and focus.
  • Aligned: Supports or is consistent with existing mission or vision statements.

Leaders who are able to communicate with their heart and heads can unlock the potential and passion of the people they lead.

Todd Thorsgaard