Orchestrating Success

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Leaders Lead for a Position of Power Myth
It’s the BOSS syndrome. It’s not effective. Your position and title is not enough to motivate others to follow you. It’s like when your mom said “Because I’m the parent”, it didn’t inspire cooperation, it probably inspired defiance. Tip: People follow clarity and energy Learn to communicate your vision so people understand where they are going…they want to follow, help them do it. Leadership isn’t about power of position, it’s about influence. Be the influencer and you’ll attract people who have a passion for your vision.

* There Is Only One Leader Myth
In autocratic or charismatic leadership models, there is only one leader who makes all the decisions and calls all the shots. The style is that the one leader commands lots of followers. It’s all about ego and not about teamwork.  Tip: Leaders become successful if they empower, coach, and mentor others. Leaders equip and empower others to lead. This is a related topic to #1, which is about power. If there’s only one leader who holds all the power, then the team is not effective or efficient. Transformation leadership is about a culture of high performing leaders. The organizational leader builds leaders on teams. This is creating and ensemble of excellence by building high performing, high functioning, synergistic cultures.

* Leaders Always Have All the Right Answers Myth Somewhere we have learned that the leader must have all the right answers…WRONG? I don’t know who made this up, but it’s 180 degrees off. Those whose we lead naturally come to us for answers to questions. We make it worse by attempting to answer all questions because we think it’s our responsibility. Tip: Learn to ask good questions. Leaders ask the right questions and then listen carefully to the answers. Leaders are mentors of other leaders in the organization. We coach and mentor others on fulfilling our vision and mission. Make sure that others are right and take the focus off of being right yourself.
* Leaders Control Everything Myth Leadership is about the future, not the past. Joel Barker has the best quote about leadership, “A leader is someone you would follow to a place you would not go to by yourself.” Effective leaders cultivate respect because they build strong relationships. Trying to control everything is a sign of insecurity. Tip: The effective Transformational Leader defines the end result and then coaches, mentors, and empowers others to achieve those results. Failure is a way for team members to learn better leadership skills. We assist in order to minimize the risk of failures…which we reframe as learning opportunities.
* Leaders Know More Than Anyone Myth Educational degrees may mean you have a good education, but it doesn’t necessarily mean you are a good leader or that you have any practical knowledge. Transformational Leadership is modeled after the military, in that it’s a culture of high performing members, who understand objectives and tactics to achieve those objectives. Their leader is in front, but not in control. Everyone on the team is an expert at some level. Tip: Learn to be a student of leadership and commit to continuing improvement. Transformation of an organization begins with the leader’s own transformation. The culture is a reflection of the leader. Leaders learn from everyone and from every situation. Those who think that they know it all are missing out on their own personal improvement

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We all do things that we wish we had not done. Those are usually called “Learning Experiences,” unless the event creates a catastrophic backlash or questions the leader’s integrity.

We can use whatever words we want to use, however, in some circumstances those words might create negative results that diminish the credibility of the leader. Choice of words is power, and choice of words is integrity, especially for the entrepreneur and thought leader who must establish a position of influence to support a niche.

Here is my list of behaviors that bring down leaders in any type of organization:

* Ignoring Signs of Problems: There are many reasons that leaders don’t respond to issues that arise in day-to-day activities. First, the leader is unsure of what to do when surprised by unexpected actions or results. The top reason I observe for leaders at any level not responding to unacceptable behaviors or actions is a fear of not being liked. The script that leaders play to themselves is that they must be liked for people to want to follow them. That’s not true. It’s important for people to respect the leader and trust in the leader’s abilities in order to be an active participant. A musical analogy for this dynamic is this: the conductor stops the rehearsal and points out that the trumpets are too loud and that the flutes are not in tune. The conductor presents these as facts and not as a personal criticism. The conductor then defines the prescription to the problem as follows: trumpets, take the dynamics down one level and flutes, you are slightly flat. The players are not offended and the rest of the orchestra is not horrified. It’s just the reverse. If the conductor did not address the problems and provide the solution, then they would be considered a poor leader. Leaders in business could benefit from this model. Define the problem. Address it as soon as possible. Be factual and specific in the analysis of the problem as well as the solution. It’s possible because the orchestra has established a culture of high-performance standards that everyone understands and supports. Tip: Deal with the problem as soon as it is noticed or the problem only gets worse, costs money, wastes time, and damages relationships.
* Cutting off Team Members with Ideas: It’s only the insecure leader who doesn’t want to gain the perspective of others on the team. If the leader can’t respect the opinion of team members, then it might time to get a new team. Tip: Don’t attempt to be right all the time; instead, work to make others always right. This way time and energy are available to focus on the top leadership priorities that only the top leader can do.
* Taking Back a Delegated Project: Nothing is more damaging to team spirit and personal initiative than the leader who takes back a project or assignment to do themselves. There are two messages implied in this action: 1) the person to whom it has been assigned is not capable of successfully completing the project; or 2) that there is no chance of anyone other than the leader being successful. This is a no-win action. There is a full set of leadership competencies tied to delegation. Most leaders do not even know that these competencies exist and certainly don’t know that they are needed. Tip: Learn about the reciprocity of leadership over-functioning and team under-functioning. Teams under-function mostly because the leader does it all. What’s the point of even trying?
* Valuing Results and Not Individuals: Effective leadership depends on effective relationships. Value results. Emphasize results. Focus on results. And constantly work on relationships. Tip: Learn to develop healthy boundaries so relationships don’t depend on people “liking” the leader,

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Today’s resource:

A facilitation tool for solving problems
Problem Solving Is a Process, Not a Snap Decision
Few leaders or teams really understand how to create a process to develop lasting resolutions for problems. I have been a serious student of facilitation for many years. It was a logical segue from being a musical conductor. The basic concept is similar in that the facilitator (conductor/leader) guides a process for a group to function at their highest potential and using the best collective thinking skills. This is not “group think” in which each person caves in to the mandate of the leader without thinking for themselves.
One facilitation tool I learned and perfected over 30 years of leading groups is problem solving. I’ll share the concept in this post. It’s difficult, however, to download 30 years of experience into 500 words. This overview will provide a perspective for creating your own process.
The Problem: A situation is identified…a problem to solve, an opportunity to pursue, a conflict to resolve, etc….and the group wants to identify a solution right away and proceed with implementation. This is a flawed model because there is not a full understanding of the facts on either side of the problem.
Here are the problems a quick solution misses:

* Is the Problem Really the Problem? If each person in the group is asked to write a definition of the problem, it’s typical that there will be many definitions of what the problem is. The process is flawed from the start because each person is attempting to solve a different problem – the one they see. It’s important to develop consensus on this.
* Is There an Understanding of Why the Problem Exists? Proceeding with resolution that actually fixes the problem depends on an understanding of the facts. Creating solutions that last is important. This means understanding what problem you are solving.
* Is There Knowledge of Alternative Solutions? One solution rarely provides a lasting result. One solution rarely encompasses all the issues. Moving too fast to seek resolution might limit the options and keep the right option hidden.
* Is There a Potential Sequence of Steps to the Result? Defining one step to a solution often misses incremental steps in a process for lasting results.

So, a quick fix is fast, flawed, and temporary. This does not represent effective leadership. Here is the problem-solving model I have learned and improved over many years:

* Clearly State the Problem: Get input from the group in defining the problem. Often the perceived problem is not really the problem. Many times the problem is one step back or one level higher than the stated problem. Sometimes there are multiple problems. Therefore, the team might need two problem-solving exercises to fully accomplish its goals. Have the group come to consensus on the exact language that clearly defines the problem. The exact language is essential. Changing one word typically derives two different outcomes. This takes time, however, it will save lots of time…and money…and stress…and relationships…in the long run.
* List ALL the Parts of the Problem: All means all. Create a comprehensive list. Be open to reviewing and revising the problem statement. Getting this perspective reveals things that people may not have previously been aware of and how it will impact their thinking. Group these ideas by concept, issue, topic, or another definition. Give weight to the items. This way the group sees which ones are more important.
* List ALL the Potential Solutions: Do not prioritize. Do not judge. Do not limit the options. Once the list is complete, reflect on the list. See if ideas can be combined for strength.

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Any idea that’s held in the mind and emphasized, that’s either feared or revered will begin at once to clothe itself in the most convenient and appropriate physical form that’s available. – Andrew Carnegie (to Napoleon Hill)

I dream my painting and I paint my dream. – Vincent van Gogh
A person who aims at nothing is sure to hit it. – Anonymous
(evernotecid://38EBC3B1-1615-450C-96F7-43B1DA086D16/ENResource/p12171)The Problem
Entrepreneurs think that having a plan stifles their creativity. Musicians know that having a musical score (a strategy) and having the skills to play (implementation skills) empowers them to perform with full access to their creativity. Having a plan allows the entrepreneur full access to their creative spirit because they can use their energy and brain power to execute the plan and not be held back by trying to figure out what to do next – then doing something out of order – then having to redo it. This is not an example of good leadership.
Most entrepreneurs do not have written goals. Many of those who have written goals do not have an implementation process in place. Here is a short overview of setting goals that work.
The Concept
By writing down your goals and objectives, you will have an action plan for success. You will have a clear picture of what you want to have happen and what its cost and benefits will be. You will know where you are going and how you will get there. Focus on exactly what you want and go for it – with conviction and determination – and you will succeed.
Begin by putting your name at the top of the goals worksheet. There is a realization that happens at that moment that is the beginning of success. You are the only one who can do this. You are the only one who can take responsibility. You are the one who will have a great impact on your life and the lives of others.
Write down your goals. Goals that are not written down are only dreams. Write them down and move into action immediately.
Choose goals wisely. Goal achievement is one thing–what you become and what happens to you and your team in reaching each goal is another thing.
Take time to think! Take time to plan! Take time to study! Don’t confuse activity with achievement. Do not just say that you will succeed. Don’t wish that you could succeed. Don’t just expect the counsel of the successful. Act on the plan yourself.
The Process

* Clearly define your goals. Write them down in specific, measurable terms. Establish a completion date.
* Identify obstacles to reaching your goals.
* Determine who’s involved in or impacted by your goals.
* List all the activities or objectives necessary for reaching your goals. Group them in 90-day benchmarks if the goal is more than 6 months away.
* Sequence all activities. Concentrate on a single step at a time. Walk before running.
* Estimate the time necessary for each objective and the total time for the goal.
* Activate key activity dates on your planning calendar.
* Begin action immediately
* Be persistent in your plans. Don’t let obstacles or naysayers steal your vision.
* Share your goals with anyone else whom you feel will help you along the way (maybe everyone listed on your goal sheet) or the team as a whole.

Goals are SMART:
Specific
Picture what the end result will look like.  Know what it is so you will know when you arrive. Be very specific.  The goal must be written down to count as a goal.  Otherwise, it is only a dream, which can change with a whim.

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“We should not judge people by their peak of excellence, but by the distance they have traveled from the point where they started.” ― Henry Ward Beecher

Leaders Are Constantly Working on Skills
For Nonprofit Leaders:
1) Nonprofit Performance Magazine
(evernotecid://38EBC3B1-1615-450C-96F7-43B1DA086D16/ENResource/p11986)
For the first time ever, nonprofit leaders have a leadership magazine dedicated to the needs of the social benefit sector…we are pleased to introduce Nonprofit Performance Magazine, the resource designed specifically for the nonprofit leader. Each quarter, this magazine will feature cutting-edge thinking from leaders in the fields of leadership, organizational culture, and nonprofit management, and special guest features. This magazine extends the work of the SynerVision Leadership Foundation and JMI, Inc., the creator of Professional Performance Magazine since 1989, by focusing on best practices, strategic thinking, and a collaborative mindset in creating a new culture of success for nonprofits.
I have been working in the church for over 40 years, and have also been working with nonprofit (social benefit) organizations for over 30 years as an outside resource. There are recurring issues that present challenges to leaders in this arena, so I decided to launch a magazine to bring the best thinking from the most progressive leaders. The stories are timeless, so you’ll want to claim every issue and hang on to them for future reference.
We are offering a free digital subscription, so register now at http://nonprofitperformance.org (http://nonprofitperformance.org)
 
Recurring Topics:
Leadership: Tools and Skills to Build a Strong Culture of LeadersMember/Stakeholder Engagement: Keeping Them Interested and InvolvedFunding: How to Attract FundsStewardship: Managing Resources of People, Time, Money, etc.Teambuilding for Teams: Staff, Volunteers, Boards, CommitteesThe Academic Desk: Current Research Summaries and ResourcesThe Design Corner: How the Visual Impacts Our WorkMore than a Chair: Tools and Systems to Move Beyond Traditional ThinkingNonprofits that Work: Case Studies of Successful NonprofitsPlanning: Creating a Strategy that Delivers the Vision and Mission

2) Online Leadership Resources:The Community for Community Builders
(evernotecid://38EBC3B1-1615-450C-96F7-43B1DA086D16/ENResource/p11988)
SynerVision Leadership University is a community for community builders. We invite you to be part of an outlet that creates growth for your organization. There is a free level with lots of content, and a premium level providing more content and interactive sessions for only $8 per month! See more at http://synervisionleadership.org (http://synervisionleadership.org/)
Here are benefits of this unique online community:

* Peer-to-peer sharing of best practices
* Learning from nonprofit thought-leaders
* Video content on leadership organizational issues
* Blog posts on current topics
* Google Hangout Mastermind problem solving
* And more…mostly user defined

Check it out for free: http://synervisionleadership.

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Validation Is Asking the Right Questions

We conduct surveys with the wrong questions and are not looking for data. We are mostly looking for a validation of our idea, position, or plan.
I meet many leaders in the concept stage for a proposed enterprise. Whether it’s a business or a tax-exempt organization, there are similar comments: “People really like my plan!” I ask if those who like the plan made a commitment to support it. Silence is the typical response.
We ask if they like the idea (certainly, everybody will like the idea) without asking if they would make a purchase and recommend it to others. Or, in the case of a nonprofit, if they will donate or sponsor it.
In the case of a mature enterprise, there’s a different, however, similar situation. The leader is not vulnerable enough to ask the hard questions and then listen to be able to receive information that will improve the entity, the performance of the culture, or their own performance. We, as leaders, typically are not willing to open up and receive information that will fill in the gaps in our perspective in order to be a better leader. It’s time to change that.
I’m not always the best at doing this, however, I continue to work on my own personal gaps.
Here are my principles for questioning:

* Ask contrasting questions: If the questions are all just with prejudice in supporting your bias, then what’s the use? Ask one question that is directed to your position, framing the question as such. Next, reverse the paradigm or ask if the person has a different point of view to share. Ask why.
* Ask open-ended questions: We often ask yes or no questions or multiple choice questions. Those types of questions are not as helpful as open-ended and neutral questions, such as, “Tell me about…” or “Comment on…”
* Listen carefully with intention for words and inflections: The choice of words and the emphasis and inflection can impact the meaning of the response. If there’s an inconsistency in words and emotion, then ask for clarification.
* Listen and observe: Look for and make eye contact. Focus on the person and don’t take notes until they have completed their statement. Observation will reveal as much or more that just the words.
* Leave a minimum of 4-seconds of silence after the other person has finished speaking: After observing and listening with intention, take a moment to make notes. This validates that the person has been heard. Silence is clarifying for the listener, as well.
* Do not defend your position: Just listen with intention and give yourself time for reflection. Being defensive might shut down a communication channel that’s helpful. Listen, give time for reflection, ask for a future time to respond. If you are also asking these questions of others, it might be helpful to get other perspectives to get the full picture.

Making good decisions depends on complete data.

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Dreams are not the opposite of reality. Dreams inform reality. – Seth Godin*

Leaders struggle with apparent conflicts and opposite strategies. Transformational Leadership is about transforming thoughts as well as cultures.
Here are some conflicts that challenge me:

* Perfection versus Moving Ahead
* Details versus The Big Picture
* Systems versus Creativity
* Approval versus Vision
* Push Leading versus Pull Leading
* Providing Answers versus Asking Questions
* Micromanaging versus Coaching

When I was in elementary school, dreaming was discouraged. When I studied piano as a child, I was taught to read the notes and not make things up. In my first job, I was required to follow the rules and to not challenge the system. Things were different then.
Things haven’t changed much in some circles, however. Leaders in charge are limited in their scope by their conditioning, both from their nuclear family and from what they have been taught.
Leadership has been and is continuing to be redefined. The transformation continues with those who are capable, willing, and attentive.
What we have been taught and what we have inherited are not working in today’s world.
The culture we create and lead is a reflection of our skills and vision.
Organizational transformation begins with the leader. There are many pathways to transformation. One channel is defined as Transformational Leadership. It’s a style of leadership defined by Burns and Bass in the 1970s and ’80s. I have added to their data with my musical profile in my Conducting Transformation paradigm.
To have a look at what’s taught, get my free report, “Building the Business of Your Dreams” at http://theleaderaccelerator.com You will receive the report along with a series of videos and questions to help you think about your own transformation. In the series of messages, you will receive an invitation to a personal session with me without cost. You can define what you want to accomplish in that session.
Are you comfortable moving to a place that might not feel comfortable?
Sometimes where we need to move is a place we most resist. My job is to help you feel comfortable if needed, or to challenge your comfort level if that’s what you need and request.
If you are tired of the mundane? Let’s chat about it.
Check out my program http://leaderunbound.com

* Seth’s blog: http://sethgodin.typepad.com/seths_blog/2015/07/opposition.html
 

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