WHAT IS YOUR PERSONAL MISSION STATEMENT?

Every organization must have a mission – a vision – a reason for “being.”  Though a business can (and does) impact society by providing jobs, work is a necessary part of the process of producing results NOT the result of an organization’s efforts to create meaningful activity.  Work without purpose may keep an organization busy (for a time) but may not produce the income needed to sustain its activities unless it is fulfilling a need better than anyone else.  Without a mission, an organization cannot focus its resources towards the accomplishment of an identified purpose, choose the direction it should go or qualify the decisions it must make to be a vital and contributing part of the business community.

In order to be effective, an organization’s mission statement must clearly (and concisely) define why a business exists, what it does, and (sometimes) who it serves in a way that can be easily remembered and communicated.  Nike has established the phrase, "To bring inspiration and innovation to every athlete in the world" as its mission statement – implying what it does by who it serves (they have also become well established by the tag line “Do It” over the years).  "Our mission: to inspire and nurture the human spirit one person, one cup and one neighborhood at a time" is the stated purpose of Starbucks Company as it references the inspirational experience it hopes to provide consumers.  Coca Cola’s mission, “To refresh the world - in mind, body and spirit; To inspire moments of optimism - through our brands and actions; To create value and make a difference everywhere we engage” states what the company does (again focusing upon the inspirational) without ever saying what it produces.  Kohl’s mission, “To be the leading family-focused, value-oriented, specialty department store offering quality exclusive and national brand merchandise to the customer in an environment that is convenient, friendly and exciting” says what it is without limiting itself to any particular product or brand – but, even with such a broad statement of purpose it is finding that the battle against on-line competition is great.  While no two mission statements are the same, each successful enterprise must be able to state why it exists by communicating what is being provided in a way that people understand – whether it be the primary product, an emotional or inspirational reaction to the product or the change / difference that results from their being in existence.

We often accept that business needs a mission – a purpose and reason to exist – but fail to transfer that essential reality to our own lives.  In order to establish value in ourselves, everyone needs to establish a PERSONAL mission statement to guide their individual actions, efforts, activities and the way their values are expressed.  A personal mission statement is a bit different from a company mission statement, but the fundamental principles are the same – it should provide clarity and a sense of purpose (whether people see what is being done or not – as a Mission Statement should be internally self-guiding rather than externally validating).  It should define who you are and how you live – not necessarily what you may do (or not do) when others are watching. 

When we drift without purpose towards an unidentified objective we often take a long time to accomplish very little.  Though we cannot miss a target unless it has been clearly identified and posted, cannot fail unless we establish goals and objectives and will never be disappointed if we do not seek to be something more than we have already become, life without purpose (objectives and challenges) becomes meaningless.  A sailboat needs a sail (to capture the wind) and a rudder (to set a course) if it is to move forward.  It needs a keel to stabilize its journey and an anchor to hold it in place during times of rest.  Though there are many parts and pieces that work together to make a sailboat move ahead, unless a destination has been identified and deliberate action is taken to move towards it, the best wind, the most favorable seas and the mildest conditions will be wasted unless a “reason to sail” has been established.  A boat does not need sails, rudder or keel if it is content to float upon the sea – to simply bob upon the water – but it will never be more than a useless hull without a defined purpose and a planned destination.  Unless we (personally) know what we wish to accomplish through the actions we take and the decisions we make, we will never learn what we need to know (do or understand) in order to add value (to ourselves, our friends or our society) – becoming more of a burden to those around us rather than truly making a difference in this life.  We must dedicate our actions, our efforts and our thoughts towards the accomplishment of SOMETHING if we hope to accomplish ANYTHING – and must identify what that “something” might be if we hope to focus our efforts, abilities and aspirations upon its realization.  Drifting through life without purpose is like building a boat without balance, power or a way to steer its course – you can become a functional “barge” able to carry the load of another but cannot choose where to go, how to get there or how the burden you carry can be removed without the active assistance of others.

Writing a personal mission statement offers the opportunity to establish what is important to us, often allowing us to make a decision that will focus our thoughts and establish a course of action rather than wasting energy and resources without knowing where we might want to go or how we might want to make a difference.  As we establish a personal mission statement, we should seek to ask the right questions rather than trying to provide the correct answers – to expand our horizons to regions we have not yet explored rather than limiting them to our “known and comfortable” universe.  An individual mission may be as simple as “I will make a difference in all I say or do,” or “I will live everyday with Integrity and vow to make a positive difference in the lives of others by exercising my abilities for the good of all people.” It may a “short term” objective like, “I will complete my education so that I can pursue a new career.”  It may be as complex (and convoluted) as, “I will apply wisdom to advance myself (and others around me) while seeking and establishing new opportunities that add value to my community.  I will never give up (though I may occasionally give in) while seeking to bring to fruition all that I might hope or imagine myself to be.”

  

Make your dreams become reality by “memorializing” them in writing – by telling another about them so they can hold you accountable for their fulfillment – to establish a Personal Mission Statement.  While establishing your mission statement, make sure it connects your own unique purpose with the profound satisfaction that comes from that purpose being fulfilled (or you may lose interest in “moving on” when the going gets tough or “following through” when popular opinion is against you).  As for me, I would seek to contribute more than I take from life, to help more than I need assistance and to leave this world a better place (having seen and experienced its fullness) by leveraging the gifts I have been given to accomplish all that I have the ability to influence (and accept what I cannot).  Do not live another day (or take another breath) without establishing a purpose for your existence so that you can not only enjoy what you have accomplished but that you might also become all that you might be.

THE DEFINITION OF SUCCESS: ACCEPTING NOTHING LESS THAN WHAT YOU HOPE TO ACCOMPLISH BY BUILDING UPON WHAT YOU HAVE PREVIOUSLY DONE

Sometimes an individual is able to succeed, grow and prosper because of a unique skill set, a captivating personality, an influential and motivating mindset OR plain good luck in spite of (rather than because of) the things that are consciously done to create the success.  More often, however, much planning, analyzing, forecasting, and “sweat equity” go into bringing individual thoughts and dreams to fruition.  An individual must selflessly invest his or her time, money and effort to realize the returns that inevitably come when one mortgages their short-term leisure time for long-term rewards – but accomplishing anything, one must envision the future, determine how it can be enacted, then steadfastly advance towards its realization. 

One must closely monitor progress and constantly identify obstacles that could hinder the accomplishment of goals, either avoiding their negative impact or minimizing their effect, in order to help guarantee success.  Changes to established plans should be considered carefully before acting, but actions should be intentional rather than reactive or in response to temporary conditions.  A person will never be able to reach his or her full potential when focused intently upon the path rather than the prize at its conclusion – when looking back to where they have been rather than ahead to where they wish to travel – more concerned with stumbling than learning from each fall.

Individual success can be directly linked to the power a person allows him or herself to take (and the responsibility assumed for each intentional action taken) when contributing freely and creatively to growth.  In order to maximize the chances of success, an individual should first envision the future and where he or she may fit.  Questions that should be asked should include what does one WANT to be, WANT to accomplish, or can realistically EXPECT to achieve?  To taste success one must start with a conclusion - a goal or set of expectations – before embarking upon the path towards accomplishment.  Without an end point, one will never know when one chapter has concluded so that another can begin.  Life without purpose can be eventful but is rarely satisfying.  It may be full of new beginnings but is strangely at a loss for “ends.”  We cannot achieve what we do not believe BUT we will never know how much is possible until we truly identify our abilities, gifts and talents before openly and honestly expressing our expectations and desires for a different or improved future.

Once a goal has been established, an individual must determine how it can be accomplished.  What knowledge or ability must be attained to achieve the goal?  Who must be brought into the solution (to maximize the chances of success) and who should be excluded from its execution (to minimize the potential of failure)?  Too often, training is an afterthought to the accomplishment of a dream.  When we start act without thought we may taste limited success but it will be realized in spite of ourselves rather than because of anything that we intentionally did or could easily replicate.  In order to advance ourselves we must do things differently than they have been done in the past so we must develop new tools, thought processes and methodologies that can be leveraged to build alternative paths that lead to previously unconsidered destinations.  Seeking to leverage that which is common knowledge often reveals only what has been previously accomplished.  In order to fulfill our potential we must expand our horizons beyond the “here and now” to the “what if” and “why not”.

To achieve greatness, people MUST steadfastly advance towards the realization of their dreams.  In order to continually move forward, systems must be put in place to identify obstacles that could hinder progress AND to justify warranted changes.  An individual will never reach his or her full potential should he or she focus too intently upon the path rather than moving towards the prize at its conclusion.  Perhaps we should all take the time to chart a path upon which we can travel, setting our targets high, so that we can be an integral part of a well planned solution RATHER THAN simply a piece of the puzzle or a part of the problem that someone else must resolve.  Only by choosing to envision the future, to enact a solution and to steadfastly advance towards self-actualization (while keeping our eyes on the goal) will we ever achieve our true potential.

One’s potential is not measured by what he or she has done but rather by what he or she is capable of doing.  The potential of an individual is not an accounting of where he or she has been but rather an anticipation of where they might go.  In order to realize our full potential we should recognize and acknowledge the accomplishments of our past, allowing ourselves to bask but for a moment in the memories of what we did – as we let go of what we have proven possible while moving on towards those things that could only have been imagined.

MAKING SOUND DECISIONS

Whether you feel it best to simply avoid them, live in frustration because of them or view them as an opportunity to shine, decisions are a necessary part of life.  Though some parents (and supervisors) try to protect others from the consequences of poor choices by catching them before they fall – preventing them from experiencing any negative ramifications by insulating them from failure – nobody is completely isolated from the decision-making process.  Some may wish they had a map that would provide a definitive route upon which to travel but the road to change is fraught with danger.  Others would like a detailed instruction sheet so that they know that the actions they ultimately take have a high likelihood of succeeding – preferring to act in ways that would guarantee predictable and consistent results rather than potentially significant rewards if a chance of devastating loss might also be present.  A select few, however, view each decision that faces them as an opportunity to choose which road to take, what path to follow, when to climb (or circumvent) a mountain as they celebrate the chance to act intentionally and exercise independent judgment to accomplish new and different things.

There are as many approaches to making decisions in life as there are people living it – and therein lies the problem.  Since no two people are alike, no two decisions will be alike, either.  There are very few absolutely “correct answers” to a question (though some may be better than others) NOR is any one answer completely wrong (as each solution presents different variables towards the resolution of an issue).  Regardless of the situation, the level of disruption or magnitude of change required, any intentional action taken is better than inaction or unintentional action that results in unintended consequences.  Reviewing and refining the possible actions we could take prior to acting helps to minimize risk and maximize success but far too often individuals delay their actions by dwelling upon why they should not act rather than considering why they should.  A fulfilled and worthwhile life is truly the ongoing result of what we choose to do and the actions we take (or intentionally choose NOT to do or take).

Making solid decisions that result in life-changing experiences requires careful consideration, intelligent planning and intentional action. Most successful individuals establish rules they use to hold themselves accountable for their actions (or their intentional lack of action) so that progress can be monitored and modifications implemented along the way rather than waiting until a destination is reached only to find that it is not where they wanted to go. While everyone lives by some set of values and ethics, some of the rules that provide the “highest return on investment” in the decision-making process would include:

·  It is OK and natural to dislike parts of any job, situation or relationship. It is NOT OK to avoid, refuse to do, or ignore the parts you dislike – or to discuss openly your dissatisfaction with others not having a need to know your opinion.  We accomplish much more when we move forward with a positive attitude than we do if complaining as we go about things we cannot influence or control.  Good decisions are the result of intentional disruptions or informed conformity.

·  It is OK to make a mistake but not OK to repeat the same mistake. Everyone that makes decisions will make their share of wrong decisions.  You have probably never initiated action if you are never wrong.  Most prefer that every choice they make would lead them to prosperity BUT it is OK to make a wrong decision on occasion as long as a lesson was learned.  Learn from your errors, using them as a springboard to leap forward when making decisions based on firm principles and reasonable information.  People will usually work with you – help you make intelligent decisions) – as long as you continue to show measurable progress or the ability (and willingness) to grow.

·  Focus on things you can control rather than worrying about those you cannot. Identify obstacles that are within your sphere of influence so you can remove them and act accordingly.  Actively seek to eliminate the hurdles that are outside of your control by giving them up to someone having the ability to influence or change them.

·  Lying, cheating, or stealing is intolerable if one expects to be valued or respected during the decision making process.  If you are the best performer or individual with the highest results – but those results came through dishonesty or at someone else’s expense – you will not be respected, credible NOR working (or participating in an ongoing relationship) for very long.  It is always more profitable (but much harder) to elevate others and bring ourselves along than to raise ourselves and expect others to grab on as we pass them by.
           

·  Results are recognized – effort is merely a means to the end. Do not seek praise for working hard or contributing greatly – recognition will follow the successful completion of objectives (and will be given to all involved).

·  All individuals may speak, question, and have a voice in any decision but that does not mean all votes are equal. Life is not a democracy.  Input is valued but the individual responsible for the ultimate success of any endeavor must make (and live with the results of) the final decision. Do not confuse “equal” with “equitable” as you live life – nor a democracy with efficiency.

·  Nothing is impossible in life.  While some solutions may not be cost-effective, are seemingly impractical or beyond our ability to implement, “I cannot,” “It is not possible,” and other self-defeating attitudes should not be allowed to enter (or rule) our lives.  Well thought-out solutions to issues you may encounter while doing your job (or during life in general) are not reasons for celebration, they are simply expectations of the way you should continually exhibit and utilize your abilities while striving for new decision, actions or solutions.

Everyone comes to a fork in the road – a decision point that forever changes what they have done or where they are going – redirecting all efforts and activities towards the accomplishment of what has yet to materialize.  Do not walk blindly upon an uncharted path or you may end up missing a turn and becoming helplessly lost within an impossible maze – unable to find an end OR return to the beginning for a fresh start. Establish the rules YOU choose to live by then keep them close to you, guiding your steps and actions as you consciously and intentionally decide to act AND act to implement your decisions.

VALUE THE TIME IT TAKES TO ACHIEVE GREAT THINGS

Why is it that people tend to rush to judgment, hurry up only to wait, and do ANYTHING just to keep moving rather than “stopping to smell the roses?” Though time is seemingly in abundance when we have nothing to do, it passes far too quickly when we would prefer it to stand still.  We always have time to do something over when we could have simply done it right the first time. We seem to worry more about how quickly we can finish the race than we do about the results that our practice produce or the joy found along the way. People far too often worry needlessly about things outside of their control rather than identifying the things over which they have (and are able to exhibit) influence THEN intentionally acting upon them.  Individuals too often fear they do not have the time to slow down so they can appreciate the things around them because of the expectations they have placed upon themselves for unrealistic or unreasonable results. We often find ourselves slaves to the very clock we so desperately seek to master as we keep ourselves busy to the point of exhaustion so that we can complete a journey in as little time as possible only to find we are too tired to enjoy the destination once we arrive.  We live our lives thinking that once we have achieved something we can move on rather than realizing that life is a series of “beginnings and endings” which overlap, run concurrently and exist in perpetuity as we move from one event to the next.  We must learn to value our time as we seek results or we will find that our time slips from us without our consent as we chase concepts rather than realizing dreams.

Many people complain about their lemons rather than celebrating the opportunity to make lemonade. The weather is too hot – or too cold – but rarely do we find it ideal. We are too busy to exercise but complain that we do not like what we have become. We do not find satisfaction in what we have accomplished as we tend to dwell upon only what has not been finished – refusing to acknowledge the progress we have made while moving towards an end goal until it has been reached.  We spend more time wishing we had something rather than being grateful for what we actually possess. We have become a nation of complainers and criticizers as we seem to derive more satisfaction from bringing others down in order to make ourselves look better RATHER THAN elevating ourselves in order to pull others up with us.  We must learn to accept that we ARE NOT equal in our gifts, talents or abilities so we should not expect equality in our results.  We must recognize that time spent wisely will lead to the accomplishment of great things while time wasted will result in doing what has always been done and achieving what has already been mastered.

Perhaps we should take the time to ask WHY someone acted in a way we might feel foolish or ill-advised.  Rather than expediting our condemnation while attempting to elevate ourselves in the eyes and ears of those beholding our ranting we should take time to see if OUR perspective might be the cause of exasperation rather than another’s actions – to look towards ourselves first to identify what we may have done to contribute to the problem rather than blaming others to cover up any role we may have played.  Think of how much our words might matter if we offered advice and counsel rather than critically dismissing another’s action as being worthless, wrong or misguided. Doing something for another or telling them how badly they performed because they may have done something wrong (or differently than you might have) provides a short term “fix” as it changes the immediate results BUT it does not alter individual thought processes or behaviors. Rather, telling someone what to do, how to do it and when to act creates dependency (rather than innovation) and compliance (rather than creativity) while creating an environment that caters to the cautious – to those willing to do what they are told – rather than rewarding those applying their experience to accomplish things not yet considered possible.  Removing the time that others might use to learn can resolve a problem quickly but does nothing to foster problem-solving by those directly involved.  Correcting a “wrong” by stepping in and taking over may expedite a solution but will not prevent the problem from recurring in the future.

  

When people rush to see how much they can do or see they often minimize the enjoyment of what they actually saw or accomplished – always thinking what else could have been done rather than finding satisfaction in what they did. We recently vacationed in the West Indies where people tend to live a different pace and find as much joy in their journey as they do in reaching their destination.  Houses are built from the top down (rather than the bottom up), living quarters being constructed upon “stilts” leaving the lower level open until it is needed for more housing, a business or enclosed storage.  People do not seem to “miss” what they do not have as they find joy in those around them and satisfaction in what they DO have.  Far too often we are unhappy with our lives and our accomplishments as we seek the things others have (only to find they do not satisfy us should we be able to claim another’s results as our own).  We can be far too quick to blame (and too slow to seek responsibility) should we choose to play the “hurry up and wait game,” often too busy assigning “fault” and transferring blame to seek a workable solution and ensure its timely implementation.

Though we cannot alter the seasons or slow life’s progress, we can stop chasing blindly the hands of time as they race relentlessly around the clock. The sands of time will not bury us if we become the master of our own universe by taking the time to appreciate not only where we are going but also how, when and IF we chose to arrive.  To accomplish great things we must recognize and reward progress – both our own and that of those around us – rather than simply focusing upon what did (or did not) happen.  When we value our time – and consider the time spent by others to be just as valuable – we are able to focus our efforts on not only the “ends” but also the “means” as we realize our dreams and make them our realities.

TO MANAGE OR TO LEAD? THAT IS THE QUESTION...

A manager mobilizes others to act in order to accomplish a defined goal or objective.  Managers identify (and communicate) expected results then train, direct or tell others what must be done to accomplish specific tasks.  The shortcoming with managing, however, is that doing things “by the book” and “as expected” inhibits innovation, creativity and change.  Unfortunately, many managers put what is accomplished above how it is done, inadvertently demonstrating that the ends are more important than the means.  Managers who dictate who does what, how is it to be done and what is an acceptable outcome can accomplish much BUT will rarely inspire others to greatness nor improve upon “what is” by discovering “what could be.”  Through the application of a specific and highly honed skill-set, managers successfully:

·         Identify objectives

·         Communicate expectations

·         Monitor progress and modify processes and

·         Acknowledge results

We know that when someone moves into their first management role it is common to do what their favorite manager did OR intentionally act differently than their worst supervisor.  Far too often, however, employees are promoted into management because they were great “performers” and are expected to pass their exceptional abilities on to others (without being equipped with the tools necessary to make this transfer).  Managing tends to be accomplished through “carrot and stick” directives – with an emphasis on the stick and a minimization of the carrot.  These traditional methods of managing people at work, however, are being challenged by social and cultural factors within today’s workforce.  Some Managers get frustrated with this emerging reality as they keep behaving the way they always have (believing that if they show consistency of style and predictability of reactions employees will eventually adapt) expecting to motivate a different workforce. 

A leader accomplishes transformational change through people.  While great leaders are typically good managers, a strong manager does not necessarily have the ability to lead.  Leaders accomplish change by inspiring others to act (without fearing failure) rather than expecting them to act as directed.  Leaders are able to leverage the strengths of employees having diverse backgrounds, experiences, values and expectations to achieve a common goal or shared outcome.  A Leader must be willing to change course while keeping sight on the objective, recognizing that anything worth accomplishing often presents risks and challenges that must be overcome – that changing conditions, new information, or unexpected obstacles are temporary obstructions in life’s pathway to success.  Leaders who embrace change and welcome different perspectives are open to new ideas and often accomplish much more than could have been done individually.  Successful leaders must periodically reflect upon “how” things are done rather than focusing solely upon “what was done” and must work with (rather than through) others in order to achieve success.  A great leader accomplishes much by consistently:

•         Building and maintaining relationships
•         Identifying and satisfying the needs of all those invested in an outcome
•         Motivating and rewarding individuals while acknowledging the contributions of a team
•          Establishing trust and showing respect
•          Setting goals, communicating expectations and providing feedback, and
•          Allowing people to learn from (rather than punishing them for) failure

It is difficult to get employees to act independently and take accountability for their actions – embracing both the lessons of their shortcomings and the success of their accomplishments – if they are “told” how to do what they have been assigned rather than being “sold” on why something must be done and allowed to participate in choosing how it might be best accomplished.  The days of an autocratic and directive management style are long gone, replaced by a need for adaptability, responsiveness and oversight.  A good leader NEVER lessens the requirements or expectations of a job nor diminishes individual performance standards or overall results.  Today’s leader must, however, understand how to leverage (and acknowledge) individual strengths to accomplish corporate objectives.  Clearly communicating expectations then effectively engaging others to establish processes and procedures that will accomplish required objectives then monitoring and measuring activities while staying out of the way of progress are the keys to successful leadership.  While managers can still help to identify problems, strong and effective leaders become a vital part of most new and innovative solutions.  

THERE IS MORE TO LEADING IN LIFE THAN CAPTURING (OR CONTAINING) THE WIND

Every team needs a leader – but rarely can one individual set the course, trim the sails, maintain course and stabilize the ship by him or herself without the help or assistance of others.  True leaders emerge during times of trouble, turmoil and strife – riding the strength of their convictions to success – as they leverage the abilities of others to accomplish exponential multiples of what they could have achieved by themselves.  While there should be very little difference in one’s leadership style when facing success OR unexpected hurdles (whether at work, at home or in a relationship), far too many “competent” individuals take full responsibility for accomplishments and excuse their action (or inaction) by blaming them on or deferring them to others rather than sharing credit for things done well and accepting responsibility for actions that may have led to unwanted consequences.  A good leader bends to fit into their surroundings rather than standing firmly against life’s storms.  An exceptional leader utilizes all the resources at his or her disposal to ensure success, safety and continued progress rather than seeking personal praise and short term-gain (popularity, acceptance, being “liked”) while pursuing excellence. 

Leadership (and life) could be thought of as a ship at sea – needing a form of propulsion, a means of stabilization, a method to control direction and a way to hold fast in order to safely travel a charted course in the pursuit of a not yet discovered destination.  When setting and communicating a course of action, a Leader must take responsibility for his or her actions AND the consequences of the team’s actions by taking ownership of a situation rather than blaming another for an unfortunate circumstance – accepting and facing reality while constantly pushing towards an anticipated destination.   He or she must act as a sail by capturing the wind to push the team forward – anticipating and avoiding changes in the winds that could disrupt progress.  Without a sail (or motor, for the less classical thinker), a ship will drift endlessly upon the currents without intentional motion or expected results.  A sail pushes a ship forward much as a good leader encourages forward progress by recognizing and anticipating the contributions of each member as the team progresses towards a final destination.  When propulsion is removed, a ship will stall.  When leadership is missing, a team may wallow and a relationship may drift aimlessly and before eventually (possibly) reaching a destination (which is often unplanned, unexpected and less than ideal). 

A ship needs both a rudder and a keel in order to “stay the course” as it progresses forward.  Without some form of steering a ship cannot turn – and while the quickest path between two points IS a straight line, life rarely provides unobstructed access to our goals.  Without some kind of stability – a keel or ballast beneath the surface – a ship will tilt, lean and possibly capsize before it reaches its destination.  A Leader must ask the right questions when investigating a situation – listening for useful input from others – while steering around obstacles (or correcting missteps) in the pursuit of a final objective.  A Leader takes his or her personal obligations (and credibility) more seriously than his or her personal work expectations.  Anticipated or planned objectives invariably change but a course charted by intentional thought and navigated with integrity can lead a team through any unexpected obstacle or unwanted disruption.  Trust is not earned easily but MUST be attained through consistent demonstration within an individual’s life as it often becomes the stability that keeps a team on course.  While taking the easy road that needs no navigation or situational stabilization (ignoring a situation or partially concealing a truth) may be less painful and create fewer short-term disruptions or distractions, individuals preferring to dodge responsibility for their choices and actions will never be seen as credible leaders when they are provided the opportunity to lead – and straight and narrow paths through waters having no turbulence are rarely encountered in life.

A ship cannot travel forever without stopping for replenishment.  While a sailboat needs only the wind to move forward and a nuclear-powered ship could theoretically travel nearly forever, both have to stop at some point to resupply.  A ship does not typically reach its final destination by accident and without an adequate anchor (or anchorage) holding the ship steady – providing safety from the elements – a crew could not rest (causing the journey to become dangerous).  Ships need an anchor to secure them while considering a new course BEFORE venturing forth if a destination is to be reached with maximum efficiency.  Likewise, a team needs “an anchor” to hold it back long enough to examine how it must proceed as it seeks new and innovative resolutions.  Fools rush in – leaders step back so they can understand what was done, why it happened and what could be done differently BEFORE pushing relentlessly forward.  UNLESS a leader can identify sails, rudders, keels and anchors within his or her team – accepting each part’s abilities and limitations – the path to success will never be traveled without tragic mishap.  Life Leadership requires us to acknowledge sails, stability, direction and time for reevaluation if we are to be successful as we move towards effective problem resolution and the intentional accomplishment of our objectives.  

MAKE A DIFFERENCE BY BEING DIFFERENT

Far too often we become disillusioned with what we have – seeking other rewards or greener pastures – without first identifying OUR OWN role in the disappointment we feel or the conflict we experience.  People confronted with occupational crisis or personal catastrophe rarely ask themselves what they did (or did not do) to contribute to their situation.  We tend to blame others for our shortcomings rather than facing the reality that our own actions or decisions – our inaction or avoidance – may be (or have caused) a major share of the problem standing between us and accomplishment.  We turn our backs on relationships that have cooled rather than trying to feed the fire without ever learning that the smoldering embers we thought had died could have provided a more encompassing flame when properly fed and intentionally nurtured than the most out of control wildfire that might unintentionally cross our path.  We walk away from jobs where we have proven ourselves to seek opportunities provided by an unknown employer – often running from what we know and choose to leave behind rather than enthusiastically seeking new experiences after a thoughtful examination of what we might be accepting as an alternative reality.

A number of people seek something for nothing – asking not what they can do to contribute to the well-being of others but rather what others can do to elevate them.  They expect their needs to be provided for by others – be it income, a job, housing, comfort, warmth, validation, acceptance, security or a plethora of other things that could (and should) be internalized for intentional action rather than externalized for charitable contribution.  They want all that others enjoy without saving or investing the sweat equity needed to earn it.  They want all things possible handed to them without putting forth the effort needed to initiate change.  Rather than lifting themselves up they seek to bring others down – to take what they feel they deserve from the efforts of others rather than contributing to what they receive through their own initiative – creating equality at the lowest (rather than the highest) common denominator.  They seek support and acceptance from others when they have failed rather than trying to lift themselves up after acknowledging and owning their shortcomings – seeking absolution rather than resolution.  These people are part of the problem with this world rather than part of the solution – part of the illness we fight rather than the cure we wish to distribute.

Some people seek to build upon (rather than accepting as a destination) “what is” as they pursue what is not yet theirs – often seeking to realize things or situations not yet fully imagined.  They see life as opportunity rather than entitlement.  They may fall two steps back when taking each single step into an undiscovered world BUT never stop moving as they seek to accomplish their established goals AND move from them once realized towards new horizons.  These people accept responsibility for their actions should they contribute to failure, either learning from the mistake so that it will not be repeated or correcting the problem by addressing their individual shortcomings.  They see a relationship as a living, breathing organism – something that needs to be nurtured through constant attention (and compromise) rather than allowed to drift aimlessly on its own without oversight.  They see our land of freedom and opportunity as a place where extreme individual effort results in unprecedented reward – where nothing is outside the reach of those willing to work hard to bring possibilities to fruition – rather than an unlimited resource that will never run dry as it fills the needs of those unwilling to work for their rewards.  These people are part of the solution in life – part of what “could be” rather than rooted in “what is” or stuck in “what should be.”  They seek (and eventually achieve) what is possible rather than waiting for what life may eventually provide.

In order to MAKE a difference in life, you must be willing to BE different.  You cannot remain “one of the crowd” caught up in what everyone else finds acceptable or “do things the same way they have always been done” if you expect change.  If you feel the world owes you something you do not currently have (or see any chance to accomplish or receive it) you should look to see what effort you have invested to earn the reward you seek.  If you think others are unfairly receiving the rewards you deserve (and you should get them because they do), try to replicate their investment (of time, experience, risk and ability) or intensify your own internal efforts so you, too, might generate a favorable return (rather than expecting it to be provided to you without effort or action).  Our future lies firmly within our own control, but what we see as “possible” may be vastly different than that seen by others based on where we cast our vision and what we accept as a path towards an eventual destination (rather than seeing each journey as a destination in and of itself).

To those looking over their shoulder – focusing upon paths already travelled rather than roads yet to come – tending to live in the past (finding comfort in what was once reality but may never again be realized) – we should offer help to redirect their vision towards what has yet to be rather than allowing it to rest upon what has already been accomplished.  To those seeing their present as all they could ever need or want – resting on their laurels while finding comfort within what has been attempted, abandoned or completed without seeking even the most easily attainable rewards resting just beyond their limited horizon – we should offer encouragement so that they might be able to rise from the perception of achievement to accept the challenges of accomplishment.  To those casting their vision forward – seeing the potential of what might be achieved as being well worth the risk of temporary setbacks – accepting the challenges an unknown future presents as an opportunity to excel rather than a threat to fail – we should offer to walk beside them as they join us on journey towards not yet realized possibilities.  To make a difference, we must dwell upon “what was” only long enough to recognize the value our past contributes to the decisions we must make and the actions we must intentionally take to bring our future to fruition.  Reach up as you reach out – lifting others with you as you climb the ladder of success – and the difference you make will be felt throughout time (and eternity).

THE PATH (AND POWER) DIFFERENTIATING LEADERS FROM MANAGERS

Leadership and management are not synonymous.  Though some feel they must be “fully in control” if they are to be “in charge” of a situation – that to acknowledge challenge or criticism weakens their position of authority – they lose the power of leadership when they force others into being managed.  Many feel that leading and managing are synonymous – that to lead they must actively and overtly establish themselves as being in charge – of managing and controlling the actions of another.  What they do not easily realize that leaders are often rugged individualists able to assume power and authority by the sheer presence of their strength while managers are instruments necessary for the accomplishment of assigned tasks but often fail to rise above their surroundings.  Managers need to plan, measure, monitor, coordinate, solve, hire, fire, and so many other things. Typically, managers manage things. Leaders lead people.  The definition of a leader is someone who has followers – people who believe in the leader’s values, abilities, and judgments enough that they are willing to support him or her as they are led towards a shared destination.  This is far different from managing someone’s actions or directing them to accomplish an assigned activity as no loyalty or belief is required when direction comes from a position of assumed power rather than one of sincere trust.  At the risk of over-simplifying a complicated issue,

MANAGEMENT is:

·         Coordinating and directing activities in order to accomplish defined goals or objectives

·         Telling others what to do (and, often, when/how to do it)

·         Assigning and overseeing specific activities that must be performed by others to complete work or projects in a predictable and proven way

·         Directing, measuring, and correcting work activities intended to accomplish assigned tasks

·         Accomplishing personal or corporate objectives through the efforts of others

·         Top down directives with little room for self-expression

·         More autocratic than democratic – often accepting responsibility for success

·         Minimizing chaos (maximizing order and control) to produce structured results

·         Working through others to accomplish objectives

·         Expecting others to do as they are told so things are done correctly

·         Making sure people are doing things right

LEADERSHIP is:

·         Defining objectives then facilitating discussion on how best to accomplish them

·         Asking for input from others before telling others what should be done

·         Assigning responsibility for and providing accountability to others for the work they do

·         Demonstrating practices and welcoming input that will improve results

·         Accomplishing shared objectives through the efforts of the team

·         Lifting (and holding) the team up so it can accomplish great things

·         More democratic than autocratic – but responsible for both successes and failures

·         Allowing controlled chaos to create effective solutions

·         Working with others to accomplish great things

·         Not asking others to do what they would not do themselves

·         Making sure objectives are being accomplished and credit is being given appropriately

Those who cannot differentiate power from authority often diminish their ability to rise with their team – choosing instead to raise themselves upon the work, effort and accomplishments of others OR minimize the work of others so they appear to have risen without doing anything to advance their cause or purpose.  Individuals unable to accept success as a stepping stone rather than a destination – as a point from which to leap rather than a place upon which they settle – often find themselves chasing windmills rather than harnessing the wind.  They find that coasting downhill is easier than pedaling up and accept living in the valley rather than climbing to the next peak – choosing to manage their current situation rather than leading in the discovery of a new solution.  Those seeking power often do so at the expense of gaining respect – mortgaging their long-term integrity for a short-term taste of recognition.  Seeking power focuses efforts on the means rather than the ends – on how something should be accomplished rather than on what must ultimately be achieved – often inhibiting creative efforts that might exceed (rather than simply meeting) expectations.  Those accepting authority find themselves given more power than they could ever have imagined for when authority is assumed the responsibility (and reward) for outcomes is freely given.

To bring others along with us as we accomplish great things we must lead rather than manage – pull others with us rather than pushing them from behind.  We must establish and demonstrate confidence in our own abilities before we can expect anyone else to have confidence in us.  Anyone can manage by imposing their will upon those around them – by forcing compliance through a position of power.  Only those willing to learn, to apply their knowledge and exercise their authority (by sharing successes and assuming blame) will become leaders – finding the most effective passage through whatever obstacle presents itself - at work, at home or in their personal relationships.

ESTABLISHING AND MAINTAINING A HIGHLY EFFECTIVE TEAM

When people perform individually, it is relatively easy to identify and measure 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 (but are more than willing to accept accolades for positive outcomes). Organizations embracing the formation of teams before recognizing these human characteristics may never fully achieve their anticipated results – often thinking that great things happen when all contribute equally without considering that every team needs focus, direction and a driving force. When building teams, we should ALWAYS consider the following:

Management should provide the “content” to be considered (overall direction that defines authority, scope of activity and any boundaries that may exist) without controlling the “context” of a team’s considerations (allowing it to operate independently within established parameters).  An effective team must provide workable solutions that receive the group’s endorsement and “buy-in” if it seeks to make significant contributions yet it must also be empowered to move forward towards a solution (without necessarily needing to see a destination prior to beginning the journey) and be allowed to learn from failure (without fear of immediate negative repercussions).

Do not expect team members to take untested ideas through a non-monitored process OR make decisions based on a “risk vs. reward” litmus until they have been equipped with the appropriate team-building tools to maximize their chances of success. 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.  A single focus must also be identified prior to “releasing” the power of a team with someone (formally or informally) designated to keep all efforts directed appropriately – tolerating detours but keeping them from distracting or delaying progress.  A formal (or informal) leader will serve to keep teams “on task” and focused - to push through individual preferences and outspoken contributors as solutions are developed. While teams are great “action units,” they often need to rally behind a champion to accomplish their collective goals.

Work teams should enhance individual contributions and refine singular efforts by stretching the limitations of each person’s knowledge, experiences and abilities through the power of group thought and interaction.  When properly leveraged, the power of diverse thoughts and an inclusive culture can create new solutions not previously considered by applying different ideas and perspectives to tried and true processes.

Think of an emerging team as a young bird having the ability to fly but not yet knowing how to accomplish that objective.  If raised within a cage, a bird can learn to fly but will do so ONLY to fulfill its natural purpose of flight but without reason or purposeful destination.  If allowed to fly freely, however, a bird will grow, strengthen and explore previously uncharted regions but may wander to new territories that seem more inviting than “home.”  If trained and nurtured properly before being allowed to leave the nest, the bird will soar to the heavens, explore and accomplish much then return home to celebrate what was done before embarking anew the next day. 

When properly assembled, trained, and allowed to function without disruptive outside interference (from management, policy, practice or established procedures), teams pay dividends to those investing in their development and success.  Allowing a team to run free without parameters, training or oversight control provides complete flexibility but often inhibits its ability to produce desired results UNLESS the collective spirit of individual entities can be leveraged towards a single objective by an internal filter (leader) who makes sure all interests are served.  An overly controlling or inadvertently disruptive leader, however, can hinder the growth of teams AND their ability to contribute.

As with a young bird, when the team is trained, developed and allowed to explore within an area having defined parameters – knowing its potential AND its limitations – it will grow, contribute and find comfort “at home.”  If allowed to seek its own rewards for non-monitored activities that enter uncharted areas without at least passive oversight and control, a team MAY become successful but will often be without loyalty to its originator, accountability to organizational expectations or responsibility for the intended (or unintended) consequences of its actions – flying freely upon the wings you intended it to utilize for the accomplishment of a common good and a corporate objective.  Take time to nurture and build your team BEFORE setting it free IF you seek to harvest the fruits of your labor and share the resultant rewards with an empowered and effective team.