ESSENTIAL REQUIREMENTS FOR POWERFUL LEADERS: HUMILITY, HONESTY AND INTEGRITY

An election year is upon us and we hear endless political promises designed to say what we want to hear without concern as to the possibility of their ever coming to fruition. It seems that the days of “making a difference” are gone. We now focus more on making voters happy. Candidates once talked of what they would do if elected. Now they spend more time discussing what the other candidate failed to accomplish. We hear much about who is to blame but very little about solutions (and nothing about how much the “fix” will cost OR where sustainable funds will come from). Leadership seems to be an investment with diminishing returns today but ONLY because we allow our leaders to dodge the tough questions. Far too many fail to lead because they do not inspire anyone to follow them. Think about a leader that you have admired. I would bet that many possess the following qualities:

Great leaders tend to display a fierce resolve to do whatever is needed in order to achieve greatness without really caring who gets the credit for the work as long as the results are achieved. If we accept this as an indicator of human success, it seems in conflict to what we see as being great qualities in the people we measure by “traditional standards” regarding their personal accomplishments. Seldom do we look at “process” because we focus more upon what great things were done than looking into how they were accomplished.

Ask most people who they feel are the true leaders and you will probably hear the name Steven Jobs, Jack Welch, a President of the United States or some outspoken champion of change. All have accomplished highly visible things. While these individuals may be change agents, they are not as effective as a humble leader able to foster “buy in” to process change such as a teacher you once had whom you still remember or a spiritual leader that truly helped transform your life. Max DePree, a great West Michigan leader, wrote that “Leaders don’t inflict pain; they bear pain.” In order to lead effectively, one must consistently demonstrate humility, honesty and integrity so that people want to follow (noting that “following” should never be done blindly – it MUST include independent thought, analysis and consciously directed efforts).

Humility is disciplined strength. Humble leaders are quick to give credit and slow to accept praise. While a leader must be competitive in order to grow an organization, the manager who takes all the credit will find him/herself without a team to enact change! Think about how different a sporting event would be if the coaches took all the credit for their team’s success. Some would call such an event a debate…but it surely would not be much of a game when played “one on one” without team participation!

Honesty is living, speaking and acting with a truthful sincerity that is free from deceit or fraud. Communicating honestly means to speak plainly and pointedly – stating all facts and assumptions considered before a decision was made – so that people know what you are saying AND (perhaps more importantly) why you are saying it. Respect is not purchased by cashing in an astounding vocabulary…it is earned by simply stating one’s position so that it can be clearly understood and acted upon. While we have the right to freely and openly express our beliefs (short of harming another), we ARE NOT given the right to be taken seriously in all that we say – unless we have earned it by consistently demonstrating a high level of integrity through our actions.

Integrity is the value one establishes when he or she adheres to moral and ethical principles as guiding factors in the decisions they make – when moral character and honesty is expressed within all their personal and business interactions. People respect individuals perceived as “having integrity,” trusting what they say and willingly following where they lead because they know “where they are coming from” in everything that is said or done. Saying what you mean – then doing what you say – are two of the greatest attributes a leader can possess. Nobody is perfect – we are all human, and humans make mistakes. The way we deal with those mistakes, however, will either insure our ascension within an organization or guarantee our fall. While leaders must provide a clear sense of direction, they must be honest in accepting the blame when efforts fail. An individual able to do so will have gained immense credibility within his or her organization…credibility that will translate exponentially into positive results.

While charismatic leaders may produce “quick fix” solutions with lower risks (cutting costs and making splashy, quick change usually saves money in the short term), sustained success comes through leaders providing stability, long-term growth, and coordinated group effort. Perhaps more of us should learn how to balance ego with humility – to put corporate and employee growth before our own – so that we might reap the rewards of organizational success.

Now that the election hype is beginning anew, we should offer a bit of business-oriented advice to our soon-to-be-elected leaders. We expect more than promises – we expect honest actions to resolve the problems you have so aptly identified during your campaign rhetoric. We are frustrated with campaign promises not kept, with politicians quickly moving from “What do you need me to do?” to “What must I do to be re-elected?” We put our trust in the democratic process upon which this great country was founded (and has worked so hard to maintain) only to become “sick and tired of being sick and tired.”

Humility, honesty and integrity are leadership characteristics we should all strive to achieve. They are also, however, the attributes that our elected officials must be held most accountable. As “the people” speak (shouting loudly for change), we must not allow our elected leaders to do “the same old thing” rather than what they are promising will be accomplished. Compromise is necessary within a fractionated political machine – but do not allow your leaders to compromise the honesty, integrity or values you seek as you prepare to vote this fall.

THREE KEYS TO ACHIEVING SUCCESS

What things must you do or consider in order to be successful – to navigate through the competitive world in which we live without drifting into a minefield? We are doing more with less in almost every area of our lives. Our workplaces are more productive, on-line resellers with a limited selection of low-cost items are threatening more traditional retail outlets and we face more competition for the limited number of jobs available in today’s market. In order to rise to the top I would offer three characteristics that seem to prevail within successful individuals:

1) Successful individuals recognize that things done within today’s world may not be good enough for tomorrow. We typically prefer not to “fix things that are not yet broken.” If an individual can anticipate when their “good thing” is about to end AND have developed alternative ways to leverage their strengths into different avenues, he or she will probably thrive. Change for change sake is not a good thing BUT being afraid to change when necessary will hold you back as others move forward. People recognized as successful leaders do not typically spend too much time asking “why” things are the way they are because they focus on “what else” might be or “why not” do them differently. They challenge proven methods, holding on to those that are effective while replacing and refining those that lose their relevance.

2) Individuals driving change and achieving success typically exhibit a relentless sense of urgency – a continuous need to investigate new methods, try new things, and implement new processes. They are rarely happy with what they have – they seek to build upon the talents they have been given. They never feel that “good enough” is OK – they continually seek to expand their horizons. They rarely sit and watch the world go by – they tend to rest only long enough to recharge as they move forward. Rather than being content with the status quo, successful individuals defer to others the business of maintaining so they are free to identify alternative paths and “roads less travelled.” To these, an “end” is not a destination but rather a new beginning.

3) Successful people maintain open communications with others as they gather the information necessary to make informed decisions. They talk to other knowledgeable individuals, listen to their input, and readily act upon what they hear (rather than simply talking and listening without acting). Asking questions with the intent to elicit solutions (rather than simply questioning others to elicit opinions) signals productive communication. While “working within a team” is an important concept within today’s world, NEVER allow someone to convince you that contributing to a team is sufficient. Every team needs a leader to successfully galvanize the diverse input that individual member brings to a team – a leader to chart its path and set its direction. As a sailboat would be worthless without a rudder or a keel, a team is unproductive without a champion lending wind to its sails.

These three characteristics…sensing (and anticipating) the need to change, moving forward with urgency, and seeking input that will lead to a concerted effort at accomplishing change are keys to personal success. Recognizing and using these keys will help release your full potential!

MULTITASKING – THE POSSIBILITIES AND PITFALLS OF DOING TOO MUCH AT ONCE

Individuals able to accomplish several tasks at one time often feel as though everyone should be able to do the same. After all, what competent person should not be able to talk on the phone while reading a book and watching television? A growing body of evidence indicates that many people trying to accomplish more than one project at a time may actually be less efficient than those “slow dinosaurs” preferring to complete one task before moving on to the next. Before expecting people to juggle three balls at a time, without dropping one, consider the following:

1) People who multitask can be less efficient than those who complete one project then move on to the next because shifting focus can increase the complexity of the task.
2) When people shift from one task to the next, it is usually because they need a break or run into a dead end. Returning to the task too soon requires the brain to shift gears AND overcome the reasons you shifted focus.
3) Managing two mental tasks, particularly with the same part of your brain, reduces the available brainpower for either task.

Short-term memory loss or changes in your ability to concentrate are signals that you may have pushed too far or tried to do too many things at one time.

Is there a secret that those who can effectively coordinate several projects at a time have discovered? Is there any “brain exercise” make it more “fit” to function in an efficient, multitasking manner? If they wish to, people can improve their ability to accomplish several things at once by consciously performing one of several intentional acts.

1) Meditation, or other exercises that allow for the willful control of one’s mental focus, helps improve the brain’s ability to shift gears. Being able to “compartmentalize” issues, moving smoothly from one to the next, is a result of selective focus.
2) Weeding out distractions helps one focus on the important things without chasing red herrings. It is tough to listen to your favorite song on the radio while carrying on a conversation as you are using the same part of your brain for two things. It is much easier to look at a beautiful picture and discuss it because you are using two different parts of your brain.
3) Whenever doing two tasks at once, or even when switching between tasks, try to avoid shifting between similar activities. The more different tasks are (i.e., changing from developing a budget to taking a plant tour), the easier it will be to switch “mental focus” back and forth without distraction.
4) The more often a person does a task, the less thought it takes to perform it. Practice not only “makes perfect,” it frees up more of the brain to do other things, as less thought is required.

Is it wrong to multitask? I think not. Is it right to expect everyone to do it? Probably not, but if you want to push just a bit, think about a person’s strengths, weaknesses, and learning style before expecting them to accomplish several activities at one time. If you want others to handle more than one thing at a time, help them to focus, compartmentalize, and move on to a completely new and different task (even if it is not yet finished) rather than fretting about things not yet accomplished when “abandoning” the last project. Remember, even parallel paths appear to cross as they stretch into the horizon. As long as you keep moving forward – without stopping - all things will eventually come to fruition EVEN IF they are not “finished” before you begin something new!

PARALLEL THINKING PATTERNS OF EFFECTIVE TEAMS

Teams can allow for the efficient pooling of ideas when developing practical solutions to complex worksite challenges. They can also create complex solutions to practical challenges if not checked. Many organizations rush headlong into the dissolution of traditional management structures, eliminating one (or more) layers of management, anticipating that employees will immediately embrace the opportunity to “make a difference” and work together towards the accomplishment of a single corporate objective. Sadly, such a transformation rarely happens easily.

When people perform individually, it is relatively easy to identify and measure both the effort expended and the results achieved. It is human nature, however, that people prefer to accept credit without blame, exhibit authority without wanting accountability, and make decisions without assuming responsibility for potential negative consequences. Organizations embracing the formation of teams before recognizing these characteristics may not realize their anticipated results. Before abandoning an even marginally successful “traditional” management structure, consider the following:

Teams must receive training to understand how each member fits into the process, leveraging every member’s unique abilities to make the “sum of all parts” a greater contributor to the Organization’s bottom line than would have been their potentially conflicting individual efforts.

Teams should receive an overall direction that defines their authority and any boundaries that may exist before they can operate independently. Management should provide the “content” to be considered, not necessarily the context with which to consider it. Do not try to control a team. An effective team should provide workable solutions that result in the group’s endorsement and “buy-in,” which will help to assure success in its efforts.

Most effective teams have a leader. A formal (or informal) leader will serve to keep the team “on task” and focused - to push through individual preferences as solutions are developed. A spokesperson will typically arise within a team – do not discourage the process. While teams are great “action units,” they often need to rally behind a champion to accomplish their group goals.

Teams should act through consensus rather than taking a “majority rules” approach. To achieve the best chance of success, every team member should agree on a solution prior to its being implemented as taking a vote and moving towards the solution that MOST feel is acceptable does not provide for group buy-in AND tends to create “win/lose” situations.

Work teams introduce multiples into an organization – stretching the limitations of an individual through the power of group thought. This power creates new solutions by applying different ideas and perspectives to tried and true processes. Do not expect team members to achieve success by taking untested ideas through an unmonitored process with little or no training.

Teams are like electrical circuits. Teams that “think in series” (one action accomplished before moving on to the next):

Accumulate a number of ideas before working through them one at a time.

Are like a single electrical wire extending over a long distance carrying a defined amount of power through a limited channel. All productive activity stops if the singular focus of such a team is disrupted.

Since all actions are funneled through a single “thought-line” in a series circuit, it will take a longer time to distribute the power of the team.

Teams that “think in parallel” (many actions taking place at the same time focused to produce a single result) establish alternate routes, paths or patterns in the problem solving process allowing great things to happen through grouped abilities. When teams “think in parallel” they:

Anticipate obstacles before they occur to function more effectively.

Channel a “defined amount of power” through multiple lines, carrying it to its pre-determined destination quicker.

Allow activity to shift to another avenue (rather than being taken off-line) should a disruption occur.

Teams properly assembled, trained, and allowed to function without disruptive outside interference pay multiple dividends. Several heads are better than one when multiple and diverse thought patterns can be melded into a singular action accomplishing significant results. Focusing on the importance of individual contributions tends to minimize the effectiveness of teams. When creating teams, however, leverage the collective spirit of individual entities – but focus a team’s actions through an internal filter (leader) to make sure that all interests are served, all ideas are gathered and everyone is “on the same page” when action is taken.

LOOK BEYOND “WHAT IS OBVIOUS” TO EXPERIENCE “WHAT IS POSSIBLE”

Our first impressions and preconceived notions influence our attitudes as we work with others. Until (and unless) we allow ourselves to view people with an open mind, seeking the value they bring rather than limiting the contributions they may make, we will not be able to realize their significance. We must dig deeper as we deal with others – continually seeking to identify the “method to their madness” as we deliberately limit the “madness from our own methods.”

Unfounded perceptions can negatively influence both thinking and action – potentially undermining both individual contribution and organizational success. I was working with the owner of a small machine shop that was struggling financially. The owner told me that he would like to have a “whole shop full of employees like the 76-year old who had retired before coming back to work, citing his loyalty and leadership ability as being inspirational to his other employees. His employees told me they were always looking for other opportunities – not so much because they did not like the work but rather because they did not want to end up working until they died because they couldn’t afford to retire.” I then spoke to the 76-year old and found that he was aware of what the owner and his fellow workers thought – but that neither knew the REAL reason he worked – that “if I ever met his wife I would know why he still came to work!” Often our perceptions can taint our thinking. ALWAYS take time to learn the facts before leaping to judgment!

Acting on available information without asking for clarification can often lead to disaster.
Many years ago, my wife and son were engaged in a heated discussion when I arrived home from work. It seems that he had been sent to the principal’s office for “hitting a kid with leaves” on his very first day of kindergarten. She could not understand why “throwing leaves at someone” was an offense worthy of a principal’s attention. He could not understand why she kept asking him about the situation after he had clearly and concisely answered her questions. I looked at my son and asked, “How big of a stick were the leaves attached to?” Upon hearing the “right” question he brightened and made a circle with his fingers and said, “Oh, about this big – nobody asked me that!” We often lose sight of where we are going because we are so focused on what we know as determined by where we have been and what we have experienced. Never form an opinion without first thinking about all the things that COULD BE rather than simply focusing upon what we think IS.

Others truly do matter in life. They can lift us up or weigh us down depending on how we view their contribution to our well-being. If we verify our perceptions before we pass judgment we can often avoid making assumptions that could lead us down the wrong path. If we ask for help and opinions from others before acting on our own – particularly when they may have already “been there and done that” – our journey can become much easier. If we truly seek what others can contribute (and listen to their words when we see their mouths moving) we may find support and affirmation coming from unexpected sources all around us. People will always say (and do) the strangest things. Make sure you pay enough attention to what they are saying or doing (and sometimes what they may NOT be saying or doing) that you can enjoy the difference their input makes in your life (AND you in theirs). Maximize the harvest this life offers by intentionally acting with discernment – by ALWAYS seeking prior to judging and listening prior to acting.

BEING A MANAGER

Organizations often move the “best technician” into supervision or take their most efficient employee and expect them to teach - usually without any training or support. Employees who were but “one of the gang” Friday are expected to be “leaders of the pack” Monday – with nothing more than a “personnel change notice” and a congratulatory memo. New managers are often expected to correct all that was wrong in the past by reclaiming lost efficiencies and improving employee morale – often only because they demonstrated unique initiative or innovation in their own work. Such an expectation (implementation of change without preparation for the ramifications of change) is destined to fail. Any employee considering a move into leadership should consider the following:

As a Supervisor, you are no longer a friend to your past peers. You must confront and address the weaknesses you once accepted in others. You have to praise good work, discipline to correct marginal performance, determine pay increases and treat individuals equitably rather than equally. Rather than striving to be “popular,” the best testament to a successful transition is hearing that you are “consistent.”

Accept the fact that some turnover will occur within your department when you take over. A new supervisor or leader creates change – and some employees do not accept change easily. Identify where you cannot afford turnover, taking steps to protect your vulnerabilities.

You must embrace and communicate corporate direction, oversight, goals and visions. It is your responsibility to show people not only where the organization is going but also how they are instrumental in completing the journey successfully. As an employee, you may have complained about “oppressive Company policies.” As a manager, you must support and enforce these same policies unless or until they are changed.

Give credit for success while accepting blame for false starts and “learning experiences.” You must often minimize your need for personal recognition by giving credit to your employees for the ideas you have planted. You must typically encourage them to take the road less traveled more often than you tell them what to do. You must often accept the “pain” so that all may “gain.”

You must praise in shouts while criticizing in whispers – recognizing that as determined as you may be, you cannot make the journey alone. You must develop others behind you as you grow – being lifted towards the top upon their shoulders rather than using them as rungs to step upon as you climb the ladder of success – as individuals rarely rise until a competent successor has been identified and developed to take over.

As a leader, you have greater responsibilities and are accountable for better results. You will take larger risks in order to gain potentially greater rewards. You must determine the direction not only for yourself but also for a group now counting on you for guidance. You must administer the directives of others while remaining true to yourself. Should you disagree with a policy or directive, actively seek to modify it rather than blindly accepting it – BUT support it until changed.

The transition to leadership is not easy. Recognizing the potential risk (as well as the inevitable reward) when making the change, however, will allow you to move forward with a sense of purpose. Most importantly, identify a mentor or confidant with whom you can speak openly and honestly – seeking their assistance whenever necessary to resolve issues before they become problems as you actualize your full leadership potential!

WHY NOT?

One should never allow the apparent unreasonableness of a course of action keep him or her from attempting its completion. We should accept the fact that ANYTHING is possible rather wasting time and effort convincing ourselves to accept defeat before reaching for its alternative. The measure of a solution is in its practical and economic feasibility, not its conventional wisdom or ease of accomplishment.

One cannot be lost if they do not know (nor care) where they are going. One can never fail if they have no plans to succeed. One will never taste disappointment if they have no desire to feast upon success. When we have no destination in mind, we will never reach the end of our journey, for when we do not know what “the end” looks like, we will never know to stop once we have arrived. In order to accomplish anything in life, one must accept the reality that SOMETHING is going to happen regardless of their personal involvement. To thrive, a person must dream of things not yet attained and pursue them until they become reality. To succeed, he or she must be willing to invest energy into bringing their dreams to fruition!

Identifying a solution by starting at the desired result and working backwards can help focus efforts and energies towards the resolution of a task. Starting at the end helps one anticipate lurking pitfalls and problems – allowing one to avoid blind alleys and false starts. People who achieve greatness first expect greatness then figure out how they will accomplish it RATHER THAN starting on a path having no plan or purpose hoping to reach a great destination.

To accomplish great things an individual must demonstrate a sense of determination. A successful person will never repeatedly take the easy road for it often leads towards failure. If success were truly easy, anyone could find it! An innovator will seek an alternate path leading to a different resolution when one road does not bring them to success. Often the effort needed to fail is as significant as that required to succeed! Planning and determination are keys that direct and focus effort towards the accomplishment of dreams - and that allows us to learn from our failures.

If we dare to accomplish our dreams – to be deliberate in our planning and steadfast in our follow-through - we avoid disappointment by recognizing that a temporary failure puts us no further behind than we started. We might rekindle passion for our jobs…our lives…our activities…by seeking not the probable but the possible…not the easy path but the road less traveled.

As another new year begins, toss caution to the wind by stepping outside of your box. We are vessels neither half-empty nor half full waiting impatiently until we can begin to achieve our full potential. Make a resolution to challenge convention this year – to try something different or visit somewhere new – as you bring dreams to fruition by simply asking “Why not?”