Many of the stresses that can contribute to police burnout occur all at once. They don't wait until the officer is ready for them.
I use this policing example to illustrate the need for senior leadership in any profession that deals with people, to pay particular attention to this specialized area of leadership development.
Avoiding burnout needs to be on your curriculum prior to deployment and an ongoing topic of learning and discussion throughout a policing professional's career.
While I may provide leadership and executive coaching for you as senior leadership, you need to adopt that same coach approach for the leaders and staff on your team.
What contributes to police burnout? A conversation with two seasoned officers who were in their 40's gave some insight. We don't pretend this is in any way exhaustive, purely anecdotal.
Like anyone else who has to work with people, law enforcement officers carry a huge burden of stress, maybe more than many other professions. The big difference is that officers often get the stressors all at once.
While much more could be said about law enforcement burnout, here's the initial view from two officers in response to the question, “What do you feel is the leading cause of burnout amongst police officers that you are aware of?” The fact that they had immediate answers indicates high awareness of the problem. They didn't have to spend time thinking long and hard about it. It shows the reality of the specter of burnout was top of mind.
For those of you leading other organizations, ask yourself what your key people would say if asked the same question.
Long Shifts Twelve hour shifts often mean 14 hours with commute time. Sometimes things like the volume of paperwork and sitting can be tedious. Other times it is active and requiring the highest levels of alertness. But for the whole 12 hours you're 'on'. That means that adrenaline levels remain up all the time and spike during tense situations.
Decreased Respect for Authority Over time, there has been a steady erosion of respect for police officers. It is not uncommon to see young people give cops the finger and display other acts of disrespect.
Attitudes of Other Officers Younger cops coming on the force will often complain about jobs that are assigned to them. “Why do I have to do that again?” The spread of griping seems to have increased over time. “We shouldn't have to feel like baby sitters with these kids. They're cops. Do your job.”
Blurring of Your Own Identity It's often a challenge separating what you do from who you are and who you were before you became a cop. You see your job as your identity. Lines are blurred and inability to always succeed when the public is in need carry over into your view of yourself. It just means you put a lot of stress on yourself and sometimes even hold yourself accountable for things that are outside of your control.
Whether or not you agree or disagree with this anecdotal account isn't the point. The point is that when asked about police burnout, officers can immediately point to what they perceive are contributing causes. It points to the need of an ongoing environment of conversation and support where the effect of these things would be lessened.
That's where the 'coach approach' comes in, making and taking the time for individual discussion with each officer in a climate of non-judgment and with a view to personal and professional growth.
First, it would be valuable to experience coaching for yourself. In addition to your own professional development, you could use this time to develop a strategic approach to coaching the people on your team.
Spending time one-to-one with your team members is not about fixing the weak. It is about fostering and boosting existing strengths and being proactive at avoiding burnout with each and every individual.
Friday, July 31, 2009
Saturday, July 25, 2009
The Latest Leadership Definition
Why does a leadership definition make a difference?
Because it is reflective of the leader who uses it.
I am all for each one of us having our own definition of leadership if serves the individual and the organization well. In fact this is probably more the reality than the exception.
Rather than seeking to get what is a squishy topic definition (leadership) just right, and be all encompassing and technical, why not just admit most independent thinkers will adopt that which reflects their particular approach to leadership ... that which 'rings true' for them in the daily give and take of working with people and making things happen.
For the record, here is the definition of leadership I have used for about 25 years now.
Leadership is discontent in motion.
Sometimes I'll add that leadership is creative discontent in motion.
You see, it is part of who I am. Part of how I explain myself to the world. I believe that leadership is going somewhere. Leadership looks at what is and realizes it can be improved on. Then it reaches toward what is possible.
Management maintains what is. Absolutely vital if 'what is' is serving people with great efficiency and effectiveness.
Leadership reaches for what is possible. Equally vital if 'what is possible' will make things better.
I want to see people be the very best they can be. In working with hundreds of young men and women, I always saw them as tremendous gold mines of potential and absolutely enjoyed working shoulder-to-shoulder with them ... still do, when I have the occasion. It's the same with our current leadership and executive coaching clients. Leadership sees yet to be tapped potential in people.
I want to see systems - ways of doing things, improved. It is my belief that almost every regularly repeated activity can be looked at as a system, and that almost any system can be made to work better ... even the large systems of causes, projects and programs. They can be improved.
It's a restless discontent with the way things are. It's creative in offering options and solutions that capture the imagination and can be translated into practical on-the-ground action. It's in motion because it is results oriented. It mobilizes people, capturing their attention and shifting their vision of what can happen.
So there it is. The next time you write up that page of leadership definitions, include mine. Leadership is discontent in motion. Put my name beside it, Gary Wood. Put it right after your definition of leadership ... the one that is reflective of the way you think and work.
Because it is reflective of the leader who uses it.
I am all for each one of us having our own definition of leadership if serves the individual and the organization well. In fact this is probably more the reality than the exception.
Rather than seeking to get what is a squishy topic definition (leadership) just right, and be all encompassing and technical, why not just admit most independent thinkers will adopt that which reflects their particular approach to leadership ... that which 'rings true' for them in the daily give and take of working with people and making things happen.
For the record, here is the definition of leadership I have used for about 25 years now.
Leadership is discontent in motion.
Sometimes I'll add that leadership is creative discontent in motion.
You see, it is part of who I am. Part of how I explain myself to the world. I believe that leadership is going somewhere. Leadership looks at what is and realizes it can be improved on. Then it reaches toward what is possible.
Management maintains what is. Absolutely vital if 'what is' is serving people with great efficiency and effectiveness.
Leadership reaches for what is possible. Equally vital if 'what is possible' will make things better.
I want to see people be the very best they can be. In working with hundreds of young men and women, I always saw them as tremendous gold mines of potential and absolutely enjoyed working shoulder-to-shoulder with them ... still do, when I have the occasion. It's the same with our current leadership and executive coaching clients. Leadership sees yet to be tapped potential in people.
I want to see systems - ways of doing things, improved. It is my belief that almost every regularly repeated activity can be looked at as a system, and that almost any system can be made to work better ... even the large systems of causes, projects and programs. They can be improved.
It's a restless discontent with the way things are. It's creative in offering options and solutions that capture the imagination and can be translated into practical on-the-ground action. It's in motion because it is results oriented. It mobilizes people, capturing their attention and shifting their vision of what can happen.
So there it is. The next time you write up that page of leadership definitions, include mine. Leadership is discontent in motion. Put my name beside it, Gary Wood. Put it right after your definition of leadership ... the one that is reflective of the way you think and work.
Friday, July 24, 2009
Work-Life Balance, Should a Criminal Lawyer Have Any?
Would lawyer burnout surprise you? Not likely, and even less so if you read this great post from Houston, Texas, criminal defense lawyer, Mark Bennett, that lays out the issue of work-life balance from the criminal lawyer's perspective. A great read that makes you think.
Mark lays out the problem:
We lawyers are a pretty messed-up bunch—more emotionally and psychologically messed-up than the mean. We suffer from higher incidences of alcoholism, drug abuse, and depression than the general population.
The lawyer whose career is his whole life, who defines himself in terms of his prowess as a lawyer, is in for disappointment and trouble. Because if you are your successes, then when a case doesn’t end as hoped, you are the failure. A common sequel: the fruitless search for fulfillment in ultimately self-destructive behavior.
Interesting. Sounds like leaders and executives in other other professions I've worked with ...
When we define ourselves by what we do we are already headed down a slippery slope. What we do is to be an expression of who we are, not the determinant. But if allowed, it can become all consuming and what we do can become a vivid picture of who we have allowed ourselves to become.
Mark makes the case:
The lawyer who can strike a healthy balance between clients and family, between career and avocation, between work and life is going to be happier and more fulfilled than the lawyer whose personal life is in smoking rubble because of his monomaniacal fixation on being Lawyer. In other words, a lawyer is a better lawyer when he is happier and more fulfilled.
Then the part about real life and the reality of a balanced human body, mind and soul.
When we’re in trial the clash is most obvious: we work 16- or 18-hour days, and our families cope. Even when we’re not in trial, though, clients’ problems don’t keep bankers’ hours.
Still, even the accused benefit from balance because balance is essential to creativity. If our clients need our creativity (they do), they can’t afford for us to bill 2300+ hours a year (sleep less), spend every waking hour at our desks (exercise less), and eat at the office (eat worse), all of which are crushing to creativity.
Mark doesn't offer solutions in this post. There is an existing culture and system that precludes easy solutions. That didn't seem to be his purpose. But the way he comments on the issue is excellent.
If we had jobs rather than vocations—if, for example, we worked in offices counting widgets or with Thomas DiCicco in a Boca boiler room lying to people—there would be nothing at work competing with our responsibility to take care of our families. We could arrive at work at 8:00, have an hour to ourselves for lunch, cut out at 5:00 and leave the job behind. Work-life balance would be easy.
Doesn't that ring true for most leaders and executives? Work isn't always a simple formula of 8 to 5, with an hour for lunch. We work every day to bring balance into our schedule. Some leaders and executives can make it happen and either don't know how or don't wish to for other reasons. For others of us, balance is a hard fought victory when we do gain it.
Those of us looking on obviously want the best lawyers possible working on criminal cases. Read Mark's post and get a glimpse of the real life challenges faced by the professional who not only wants to give their best but wants to have a life that allows them to have some best to give.
Mark lays out the problem:
We lawyers are a pretty messed-up bunch—more emotionally and psychologically messed-up than the mean. We suffer from higher incidences of alcoholism, drug abuse, and depression than the general population.
The lawyer whose career is his whole life, who defines himself in terms of his prowess as a lawyer, is in for disappointment and trouble. Because if you are your successes, then when a case doesn’t end as hoped, you are the failure. A common sequel: the fruitless search for fulfillment in ultimately self-destructive behavior.
Interesting. Sounds like leaders and executives in other other professions I've worked with ...
When we define ourselves by what we do we are already headed down a slippery slope. What we do is to be an expression of who we are, not the determinant. But if allowed, it can become all consuming and what we do can become a vivid picture of who we have allowed ourselves to become.
Mark makes the case:
The lawyer who can strike a healthy balance between clients and family, between career and avocation, between work and life is going to be happier and more fulfilled than the lawyer whose personal life is in smoking rubble because of his monomaniacal fixation on being Lawyer. In other words, a lawyer is a better lawyer when he is happier and more fulfilled.
Then the part about real life and the reality of a balanced human body, mind and soul.
When we’re in trial the clash is most obvious: we work 16- or 18-hour days, and our families cope. Even when we’re not in trial, though, clients’ problems don’t keep bankers’ hours.
Still, even the accused benefit from balance because balance is essential to creativity. If our clients need our creativity (they do), they can’t afford for us to bill 2300+ hours a year (sleep less), spend every waking hour at our desks (exercise less), and eat at the office (eat worse), all of which are crushing to creativity.
Mark doesn't offer solutions in this post. There is an existing culture and system that precludes easy solutions. That didn't seem to be his purpose. But the way he comments on the issue is excellent.
If we had jobs rather than vocations—if, for example, we worked in offices counting widgets or with Thomas DiCicco in a Boca boiler room lying to people—there would be nothing at work competing with our responsibility to take care of our families. We could arrive at work at 8:00, have an hour to ourselves for lunch, cut out at 5:00 and leave the job behind. Work-life balance would be easy.
Doesn't that ring true for most leaders and executives? Work isn't always a simple formula of 8 to 5, with an hour for lunch. We work every day to bring balance into our schedule. Some leaders and executives can make it happen and either don't know how or don't wish to for other reasons. For others of us, balance is a hard fought victory when we do gain it.
Those of us looking on obviously want the best lawyers possible working on criminal cases. Read Mark's post and get a glimpse of the real life challenges faced by the professional who not only wants to give their best but wants to have a life that allows them to have some best to give.
Thursday, July 23, 2009
14 Questions Leaders Should Ask BEFORE Agreeing to Serve
These 14 questions leaders should ask before agreeing to serve could potentially save you and a lot of other people from an unsuccessful and less than satisfying experience.
I can't tell you how many times leaders and executives bring up the concern for coaching that too many meetings, committees and requests for help are drowning them.
There are literally millions of boards, committees, special projects and all other manner of initiative in place and active right now in North America and across the globe. And much of what they are doing is worthwhile. But if the wrong people are tasked with doing worthwhile things, little good will be accomplished.
It's not that the wrong people are not good people. In many cases they are leaders who have accomplished much. They know how to get things done and have proven themselves. It's just that this particular task is not for them. They should never agree to be a part of it, no matter how worthwhile.
Other times, leaders have some personal work to do first. Matters in their own life require first priority before exporting their personal baggage, no matter how subtly, to others.
So, when faced with the call to serve, sometimes pleading with you to serve, take the time to do this exercise. No matter how good the cause, you just can't do everything, nor were you designed to do everything.
Sit down with a piece of paper and a pen and write out the answers to the following questions. That way you will be very intentional in your thinking. Writing it out will capture your thoughts concisely. This will enable you to make a better decision and reflect on the answer you return.
1. What expectations are there of me in this position? From whom?
2. What are my three biggest assumptions about this task? Are they true?
3. Am I really committed to this cause and the people it represents?
4. Do I have confidence in the senior leadership and feel I can support them?
5. Can I make the time for this leadership responsibility without creating excessive stress?
6. Do I and my spouse agree about this decision?
7. Leadership issues take discernment. Am I a discerning person and can I improve that competency?
8. Do I have any hidden agenda that could sabotage meetings or others on my team?
9. Are there any continuing things in my life that if people knew about them would disqualify me from serving?
10. Are there relationships or situations I should clean up before serving in this responsible position?
11. Am I a good team player or do I generally want my own way?
12. How have I been prepared for this task? Experience, skills, interests?
13. What is being said to me about this decision? Faith, family, friends, mentors etc.?
14. To what degree am I willing to change so that I can make a more effective contribution?
Many of our clients have checked themselves against this list and vastly improved their decision-making in this area. The benefits? Reduced stress from meetings and being a part of something that your heart just really isn't in, no matter how good it is ...
I can't tell you how many times leaders and executives bring up the concern for coaching that too many meetings, committees and requests for help are drowning them.
There are literally millions of boards, committees, special projects and all other manner of initiative in place and active right now in North America and across the globe. And much of what they are doing is worthwhile. But if the wrong people are tasked with doing worthwhile things, little good will be accomplished.
It's not that the wrong people are not good people. In many cases they are leaders who have accomplished much. They know how to get things done and have proven themselves. It's just that this particular task is not for them. They should never agree to be a part of it, no matter how worthwhile.
Other times, leaders have some personal work to do first. Matters in their own life require first priority before exporting their personal baggage, no matter how subtly, to others.
So, when faced with the call to serve, sometimes pleading with you to serve, take the time to do this exercise. No matter how good the cause, you just can't do everything, nor were you designed to do everything.
Sit down with a piece of paper and a pen and write out the answers to the following questions. That way you will be very intentional in your thinking. Writing it out will capture your thoughts concisely. This will enable you to make a better decision and reflect on the answer you return.
1. What expectations are there of me in this position? From whom?
2. What are my three biggest assumptions about this task? Are they true?
3. Am I really committed to this cause and the people it represents?
4. Do I have confidence in the senior leadership and feel I can support them?
5. Can I make the time for this leadership responsibility without creating excessive stress?
6. Do I and my spouse agree about this decision?
7. Leadership issues take discernment. Am I a discerning person and can I improve that competency?
8. Do I have any hidden agenda that could sabotage meetings or others on my team?
9. Are there any continuing things in my life that if people knew about them would disqualify me from serving?
10. Are there relationships or situations I should clean up before serving in this responsible position?
11. Am I a good team player or do I generally want my own way?
12. How have I been prepared for this task? Experience, skills, interests?
13. What is being said to me about this decision? Faith, family, friends, mentors etc.?
14. To what degree am I willing to change so that I can make a more effective contribution?
Many of our clients have checked themselves against this list and vastly improved their decision-making in this area. The benefits? Reduced stress from meetings and being a part of something that your heart just really isn't in, no matter how good it is ...
Wednesday, July 22, 2009
Children Teach Us How to Avoid Burnout
Children teach us how to avoid burnout.
Burnout and Children? Yes the two seem far apart, and for good reason. Children can teach us a lot about running-on-full when we feel like we're full time running-on-empty. They can teach us some valuable lessons on how to deal with stress, people, ourselves and a whole lot of other things.
Watch children and implement that special something they can teach you. Not only will your own leadership improve but you'll most certainly reduce stress and the chances of burnout. If you take your leadership seriously, book some time to learn from children. Be intentional about sitting and watching to learn.
And if they don't have kids at home, send your staff out to observe children and learn.
You Will Learn How to:
Relax
Trust others
Be curious
Get enough rest
Be enthusiastic
Take risks and try new things
Be yourself
Not have an image to manage
Be flexible and adapt to the circumstances
Care for those around you
Keep learning
Keep it simple
Adopt great big new thinking
Use your imagination
Share with others
Really enjoy laughter
Remember to incorporate these tips from kids into your own personal stress management toolbox.
Go to respected advisors
Notice interesting things
Return affection
Get over conflict real fast
Forgive
Work together
Organize a group task
See new possibilities
Change roles
Play to your strengths
Appreciate others who are different
Accept the rules but play hard within them
Take on assignments with enthusiasm
Be clear
Tackle new experiences expecting great things
What do they all have in common?
A great attitude.
If we're intent on avoiding burnout, then we must watch and learn from children. There are solutions right in front of us, if we'll take the time to observe and meditate on what we see.
Observe children. Beat Burnout. Thrive.
Burnout and Children? Yes the two seem far apart, and for good reason. Children can teach us a lot about running-on-full when we feel like we're full time running-on-empty. They can teach us some valuable lessons on how to deal with stress, people, ourselves and a whole lot of other things.
Watch children and implement that special something they can teach you. Not only will your own leadership improve but you'll most certainly reduce stress and the chances of burnout. If you take your leadership seriously, book some time to learn from children. Be intentional about sitting and watching to learn.
And if they don't have kids at home, send your staff out to observe children and learn.
You Will Learn How to:
Relax
Trust others
Be curious
Get enough rest
Be enthusiastic
Take risks and try new things
Be yourself
Not have an image to manage
Be flexible and adapt to the circumstances
Care for those around you
Keep learning
Keep it simple
Adopt great big new thinking
Use your imagination
Share with others
Really enjoy laughter
Remember to incorporate these tips from kids into your own personal stress management toolbox.
Go to respected advisors
Notice interesting things
Return affection
Get over conflict real fast
Forgive
Work together
Organize a group task
See new possibilities
Change roles
Play to your strengths
Appreciate others who are different
Accept the rules but play hard within them
Take on assignments with enthusiasm
Be clear
Tackle new experiences expecting great things
What do they all have in common?
A great attitude.
If we're intent on avoiding burnout, then we must watch and learn from children. There are solutions right in front of us, if we'll take the time to observe and meditate on what we see.
Observe children. Beat Burnout. Thrive.
Tuesday, July 21, 2009
Work-Life Balance, a Work in the Park
For what I think is a good perspective on work-life balance for one self-employed leader, I suggest you read Tim Grey's post. His might be the case of having your cake and eating it too.
The post caught my attention because I spent today writing at Gull Lake Park overlooking a perfect summer's day shimmering lake in beautiful Gravenhurst. I was able to turn out a lot of work, soak in the gorgeous day and feel reinvigorated at the same time.
Some of us who are self-employed do get this type of little perk from time to time. As Tim points out, we often work the long hours to earn it.
Enjoy your summer.
The post caught my attention because I spent today writing at Gull Lake Park overlooking a perfect summer's day shimmering lake in beautiful Gravenhurst. I was able to turn out a lot of work, soak in the gorgeous day and feel reinvigorated at the same time.
Some of us who are self-employed do get this type of little perk from time to time. As Tim points out, we often work the long hours to earn it.
Enjoy your summer.
Monday, July 20, 2009
The Power of Decision and Focus
A now deceased but prodigious author illustrates the power of decision and focus.
Through the years, you could connect me up with a good James Michener novel (saga!) and I'd be a happy guy. I never read a lot of fiction, probably far less than I really would have enjoyed, but on those occasions I did, few came close in my mind to matching the craft and storytelling of this author. He is actually credited with more than 40 titles of both fiction and non-fiction.
Michener was noted for the detailed research he put into his work. He was once asked if he could explain his process for book writing. His explanation: “I begin four or five years in advance. I keep thinking about things, what I would like to do, I make little outlines, and then I come to the moment of decision and I dig in.”
What can a “moment of decision” cause a person to do? Michener explains his strategy for getting things done, “I get up at 7:30 a.m., and work very diligently all morning. I quit about noon. I never work in the afternoons, almost never, and I do this seven days a week, month in and month out until the book is written.”
There is power in a decision. You can feel the change of energy that takes place once clarity is reached and the course set. It is like finally lifting the sail into a solid breeze. Movement begins and predetermined direction becomes apparent. Like Michener, if purpose is coupled with focus and consistent routine and effort, volumes of work can be accomplished. Important things can happen.
It bears asking. Do our priorities receive this kind of decision and focus? To do so could change the course of our life, our business or our organization.
Saturday, July 18, 2009
Do it, Ditch it, Delegate it or Delay it
If you adopt the practice of do it, ditch it, delegate it or delay it, you can gain minutes or even hours each and every day.
"Napoleon is said to have...[put] all routine letters aside for two weeks before replying to them. He claimed that during that period most matters had taken care of themselves; those that had not, he could now handle in a more leisurely manner. On the other hand, whenever time was critical Napoleon moved swiftly. “The reason I defeated the Austrians, “ he once said, “is because they didn't understand the value of five minutes. Edwin Bliss, Doing it Now, 1984, Bantam Books
Take action right now to deal with what is at hand. Do it.
Throw it in the garbage. Say “No.” Get it off your desk. Ditch it.
Give it to the appropriate person to deal with. Delegate it.
Put it aside for attention at a later and more opportune time. Delay it.
You can literally gain hours every day by carrying out one of those four functions as often as possible. In order to develop this into a habit, write it out on an index card and review it several times daily for a few weeks until you are acting consistently. It’s a sure fire way to gain yourself valuable time.
Here are a further five days of action.
DAY ONE
It's simple time management strategy. But do you practice it? We may be seasoned executive level leaders and still need to periodically examine how we do on the basics. How are you doing? Tell the truth and resolve to make needed changes.
DAY TWO
Delegate something today that you have for too long kept on your own plate. Notice the relief.
DAY THREE
Today, practice clearing your desk, inbox or email more quickly. Make good decisions promptly and act on them without further thought. Be aware of doing this over the next few days. Catch yourself being distracted and change direction immediately.
DAY FOUR
Take hold of the bottom two inches of your inbox pile. Throw it in the garbage. This one act will improve your efficiency significantly. Do the same thing next week until you get it.
DAY FIVE
Articulate the difference between procrastination and good delay. Notice yourself doing both today. Practice good delay if and when the situation is appropriate.
This was adapted from my new book, 52 Solutions for Those Who Need a 25 Hour Day. For another practical 51 Solutions, purchase the book. Work through it every day for a year and you will revolutionize the way you go about your work. You will achieve more of higher quality work. It can mean greater success, less time wasted, increased income and more satisfaction.
We can always improve by revisiting the basics.
"Napoleon is said to have...[put] all routine letters aside for two weeks before replying to them. He claimed that during that period most matters had taken care of themselves; those that had not, he could now handle in a more leisurely manner. On the other hand, whenever time was critical Napoleon moved swiftly. “The reason I defeated the Austrians, “ he once said, “is because they didn't understand the value of five minutes. Edwin Bliss, Doing it Now, 1984, Bantam Books
Take action right now to deal with what is at hand. Do it.
Throw it in the garbage. Say “No.” Get it off your desk. Ditch it.
Give it to the appropriate person to deal with. Delegate it.
Put it aside for attention at a later and more opportune time. Delay it.
You can literally gain hours every day by carrying out one of those four functions as often as possible. In order to develop this into a habit, write it out on an index card and review it several times daily for a few weeks until you are acting consistently. It’s a sure fire way to gain yourself valuable time.
Here are a further five days of action.
DAY ONE
It's simple time management strategy. But do you practice it? We may be seasoned executive level leaders and still need to periodically examine how we do on the basics. How are you doing? Tell the truth and resolve to make needed changes.
DAY TWO
Delegate something today that you have for too long kept on your own plate. Notice the relief.
DAY THREE
Today, practice clearing your desk, inbox or email more quickly. Make good decisions promptly and act on them without further thought. Be aware of doing this over the next few days. Catch yourself being distracted and change direction immediately.
DAY FOUR
Take hold of the bottom two inches of your inbox pile. Throw it in the garbage. This one act will improve your efficiency significantly. Do the same thing next week until you get it.
DAY FIVE
Articulate the difference between procrastination and good delay. Notice yourself doing both today. Practice good delay if and when the situation is appropriate.
This was adapted from my new book, 52 Solutions for Those Who Need a 25 Hour Day. For another practical 51 Solutions, purchase the book. Work through it every day for a year and you will revolutionize the way you go about your work. You will achieve more of higher quality work. It can mean greater success, less time wasted, increased income and more satisfaction.
We can always improve by revisiting the basics.
Friday, July 17, 2009
Overload! When it has to be Done and You Have to do it.
I frequently work with leaders who are experiencing overload.
I define overload as "too much." They are stretched to the limit. They haven't hit burnout, but if the present trend continues on for long, they might.
This is particularly prevalent amongst leaders of smaller companies and nonprofits who carry out multiple tasks. They don't yet have the employees to delegate to or they work with a volunteer or transient staff.
I know the territory well and have looked for some answers to one particular question. "When it has to be done, and you have to do it, and it's just too much, what can you do?" There are no easy answers, but I think there is help.
First, let's get a taste of the criticism leveled by others who mean well, but don't always understand.
He must not be able to delegate.
She must not be able to manage her time very well.
He must be a workaholic.
She did that for years, and we never heard a complaint from her.
So what CAN you do? For those of you who know what I am talking about, you know the answers don't come easy. What follows is not an attempt at trite, pat answers.
View your situation spiritually. When it has to be done, God will give what you need to get it done. God will give strength commensurate with the need. If it is a problematic situation, concentrate on God's presence and support being with you through it.
Break it down into as small of pieces as you can. Emotionally you can handle something smaller easier than a large overburdening "must." Writing it down can often change the nature of anxiety and ease the pressure. Mentally handle the steps versus the whole.
Take conscious breaks, even if they are short. Be conscious of renewal however short it might be. Focus on enjoying something totally unrelated to the task. Celebrate completion and success at each and every stage.
Tell the truth. Be very clear about what is going on. Cut through any emotional layers and state objectively what is happening or not happening. Look at it from other people's points of view also. Solving something that doesn't really exist won't work. Solving the symptom rather than the cause doesn't work long term either. But if you can name the real problem, you can be intentional about addressing it.
Start planning for the long term. If there is a problem, you can't solve it today. But you can begin to develop a strategy that will address the problem down the road.
Consider your future. Extend the present conditions out another 5 years. Can you see yourself there? If you can then stay put and work on solutions. If you can't, then radical changes may be in order. This isn't easy. Our lives are complex. There may be a whole number of indicators coming together showing it is time to move on.
Share with others. Find those who care and understand. They may not be able to change the situation, but they can listen.
Consider working with a Coach. Make the investment to work with a personal Coach to see yourself and your situation clearly and know what to do next. Uncover potential blind spots. Think through new strategies and approaches to moving forward.
Get some good laughs. Find some happy, positive, funny people to be with. Be intentional about creating the time to do it and have some good fun.
I define overload as "too much." They are stretched to the limit. They haven't hit burnout, but if the present trend continues on for long, they might.
This is particularly prevalent amongst leaders of smaller companies and nonprofits who carry out multiple tasks. They don't yet have the employees to delegate to or they work with a volunteer or transient staff.
I know the territory well and have looked for some answers to one particular question. "When it has to be done, and you have to do it, and it's just too much, what can you do?" There are no easy answers, but I think there is help.
First, let's get a taste of the criticism leveled by others who mean well, but don't always understand.
He must not be able to delegate.
- There are some things that are sensitive enough that they can't be delegated.
- Sometimes the people who could make themselves available, don't.
- If it needs to be done now and in the midst of a tight schedule, sometimes showing someone how can take longer than just doing it yourself.
She must not be able to manage her time very well.
- Even the best time manager hits periods of "too much" when volume is the challenge, not efficiency.
He must be a workaholic.
- The work does have to get done.
- Deadlines are important.
- Others may leave but some work can't wait until Monday.
She did that for years, and we never heard a complaint from her.
- But she was a different person who lived a different life in a different time.
- Maybe she did fit one or more of the categories already mentioned.
- Our emotional energy levels are different.
So what CAN you do? For those of you who know what I am talking about, you know the answers don't come easy. What follows is not an attempt at trite, pat answers.
View your situation spiritually. When it has to be done, God will give what you need to get it done. God will give strength commensurate with the need. If it is a problematic situation, concentrate on God's presence and support being with you through it.
Break it down into as small of pieces as you can. Emotionally you can handle something smaller easier than a large overburdening "must." Writing it down can often change the nature of anxiety and ease the pressure. Mentally handle the steps versus the whole.
Take conscious breaks, even if they are short. Be conscious of renewal however short it might be. Focus on enjoying something totally unrelated to the task. Celebrate completion and success at each and every stage.
Tell the truth. Be very clear about what is going on. Cut through any emotional layers and state objectively what is happening or not happening. Look at it from other people's points of view also. Solving something that doesn't really exist won't work. Solving the symptom rather than the cause doesn't work long term either. But if you can name the real problem, you can be intentional about addressing it.
Start planning for the long term. If there is a problem, you can't solve it today. But you can begin to develop a strategy that will address the problem down the road.
Consider your future. Extend the present conditions out another 5 years. Can you see yourself there? If you can then stay put and work on solutions. If you can't, then radical changes may be in order. This isn't easy. Our lives are complex. There may be a whole number of indicators coming together showing it is time to move on.
Share with others. Find those who care and understand. They may not be able to change the situation, but they can listen.
Consider working with a Coach. Make the investment to work with a personal Coach to see yourself and your situation clearly and know what to do next. Uncover potential blind spots. Think through new strategies and approaches to moving forward.
Get some good laughs. Find some happy, positive, funny people to be with. Be intentional about creating the time to do it and have some good fun.
Thursday, July 16, 2009
The Importance of Critical Thinking
The predominance of uninformed opinions only highlights the importance of critical thinking. We are a society easily swayed. Say it loud enough and long enough and we will accept it as truth. We poorly select our sources and are fed assumptions, 10 second sound bites, loud voices, covert and overt agendas, never ending messaging and spinning of events and often just plain downright ignorance of the facts ... and we are told it is truth.
We are exposed to everyday conversations with those who didn't do their homework, don't know what they are talking about, yet speak as if they are authorities. We throw opinions around like candy. And let's not get on our high horse about this. We probably all do it to some degree or another, particularly around certain close issues. And there is nothing wrong with having an opinion. It's preferable to being blank. But we want to have opinions that are built on endeavoring to gain an understanding of the facts, opinions that have been thought through with openness to perspectives and adjustment, opinions that fit reality and not extremes.
I remember seeing a small but global Christian group follow the agenda of a handful of leaders bent on purging themselves of a certain way of thinking. The masses didn't think or at least kept quiet. Therefore they didn't question and stand up and it caused problems and sadness right around the world throughout the whole group. It took time, but the few achieved their agenda. And in the course of my coaching I am daily reminded of the politics of the corporate world, where good ideas yield to internal agendas and watching of the backside. Fear, posturing and power run the agenda and executives ... visionaries who advocate staying ahead of the curve are subdued by those cowering in the curve, their unproductive thinking leading them to maintain what is and rarely reach for what is possible.
Where are the daring, thorough, informed thinkers? Who do we listen to? What are the characteristics of good thinking? What types of thinking lead to the best results? How do we personally stem the practice of unproductive thinking? Maybe this post is my call for leaders, executives and professionals, across all spectrum of media, for-profit, non-profit and government endeavors to become better thinkers and less the hostages of not wanting to appear different. It's a call for me to examine the quality of what I have been thinking and to boost the way I go about it.
In his book, The Thinker's Way, John Chaffee says, "No wonder we live in an increasingly unthinking society - people are being encouraged to believe that all opinions are equal, both the informed and the uninformed, the intelligent and the ignorant."
Let's reclaim thinking. We do not have to think what others think. We have to think for ourselves. We do not have to accept gobbledygook, lies or even assumptions for truth. We are perfectly at freedom, or at least we should be, to disagree with each others thinking, advance an alternate view and be willing to have it held up to the light of thoughtful examination. Better independent thinking (versus herd mentality thinking) will lead to better decisions and more effective actions. And that will most surely be a positive thing.
We are exposed to everyday conversations with those who didn't do their homework, don't know what they are talking about, yet speak as if they are authorities. We throw opinions around like candy. And let's not get on our high horse about this. We probably all do it to some degree or another, particularly around certain close issues. And there is nothing wrong with having an opinion. It's preferable to being blank. But we want to have opinions that are built on endeavoring to gain an understanding of the facts, opinions that have been thought through with openness to perspectives and adjustment, opinions that fit reality and not extremes.
I remember seeing a small but global Christian group follow the agenda of a handful of leaders bent on purging themselves of a certain way of thinking. The masses didn't think or at least kept quiet. Therefore they didn't question and stand up and it caused problems and sadness right around the world throughout the whole group. It took time, but the few achieved their agenda. And in the course of my coaching I am daily reminded of the politics of the corporate world, where good ideas yield to internal agendas and watching of the backside. Fear, posturing and power run the agenda and executives ... visionaries who advocate staying ahead of the curve are subdued by those cowering in the curve, their unproductive thinking leading them to maintain what is and rarely reach for what is possible.
Where are the daring, thorough, informed thinkers? Who do we listen to? What are the characteristics of good thinking? What types of thinking lead to the best results? How do we personally stem the practice of unproductive thinking? Maybe this post is my call for leaders, executives and professionals, across all spectrum of media, for-profit, non-profit and government endeavors to become better thinkers and less the hostages of not wanting to appear different. It's a call for me to examine the quality of what I have been thinking and to boost the way I go about it.
In his book, The Thinker's Way, John Chaffee says, "No wonder we live in an increasingly unthinking society - people are being encouraged to believe that all opinions are equal, both the informed and the uninformed, the intelligent and the ignorant."
Let's reclaim thinking. We do not have to think what others think. We have to think for ourselves. We do not have to accept gobbledygook, lies or even assumptions for truth. We are perfectly at freedom, or at least we should be, to disagree with each others thinking, advance an alternate view and be willing to have it held up to the light of thoughtful examination. Better independent thinking (versus herd mentality thinking) will lead to better decisions and more effective actions. And that will most surely be a positive thing.
Wednesday, July 15, 2009
Summer Camp Bus Roll-over Highlights Safety
It's that time of year ... summer camp. Alice and I spent 25 years helping around camp. For 10 of those years I served full-time as the Executive Director. We gave up our early careers to be involved with camp. I have been privileged to see several generations regularly return to camp and bring their friends. I think the love for camp and what it can do is in my blood.
I believe every child should have the opportunity to go to camp.
You'll understand then why I cried when I first heard everyone was safe from last Thursday's bus roll-over, the very bus that was carrying a number of the kids and their cabin leaders from 'our' camp, back home to meet their parents after a great week of friends and activity.
Thankfully, when it was all done, there were no life-threatening injuries. One camper suffered a broken collar bone. We can thank God that what could have been so much more serious, wasn't. One media report praised the staff for immediately putting their first-aid training into practice. Motorists stopped and gave assistance. Fire and police personnel arrived quickly.
The Directors conducted themselves admirably. They managed a hundred and one things during a high stress period ... no easy feat. And they did it with a new camp arriving that very day.
A few years back I developed a program of best practices for Christian camps. It consists of 88 practices which can be measured year over year (or less) and targeted for improvement. As a reminder, here are the headlines from the Safety section.
I called these the Attitudes of Excellence because attitude drives action. Directors and their boards will determine the level of attention they pay to each of these points.
When it comes to risk and safety, "It'll never happen to us" won't do. This camp would have never dreamt of a bus roll-over. It was out of their control. But they could do something about the attitude and training of the staff on that bus. And that's probably why staff were mentioned for their quick action in taking control of the situation. They had an attitude of excellence that made them realize camp wasn't over until campers were safely back home with their parents.
They were as prepared as they could be for whatever might happen. And when the unforseen did happen, they took the best actions they could. Our appreciation to the staff. Our prayers and support to the campers and parents involved.
Directors, Boards ... of summer camps ... use this as a strong reminder. Risk is real. Take it seriously. Be as prepared as you possibly can for anything to happen. Rejoice when it doesn't.
I believe every child should have the opportunity to go to camp.
You'll understand then why I cried when I first heard everyone was safe from last Thursday's bus roll-over, the very bus that was carrying a number of the kids and their cabin leaders from 'our' camp, back home to meet their parents after a great week of friends and activity.
Thankfully, when it was all done, there were no life-threatening injuries. One camper suffered a broken collar bone. We can thank God that what could have been so much more serious, wasn't. One media report praised the staff for immediately putting their first-aid training into practice. Motorists stopped and gave assistance. Fire and police personnel arrived quickly.
The Directors conducted themselves admirably. They managed a hundred and one things during a high stress period ... no easy feat. And they did it with a new camp arriving that very day.
A few years back I developed a program of best practices for Christian camps. It consists of 88 practices which can be measured year over year (or less) and targeted for improvement. As a reminder, here are the headlines from the Safety section.
- Buildings, equipment and locations are safe
- A current emergency response plan is in place
- Staff is regularly trained to carry out the emergency response plan
- Campers review what to do in emergency situations
- Government and industry standards are met or exceeded
- Insurance coverage meets or exceeds the industry standard
- Designated staff supervises safety procedures
- Safety is a priority, not an option
I called these the Attitudes of Excellence because attitude drives action. Directors and their boards will determine the level of attention they pay to each of these points.
When it comes to risk and safety, "It'll never happen to us" won't do. This camp would have never dreamt of a bus roll-over. It was out of their control. But they could do something about the attitude and training of the staff on that bus. And that's probably why staff were mentioned for their quick action in taking control of the situation. They had an attitude of excellence that made them realize camp wasn't over until campers were safely back home with their parents.
They were as prepared as they could be for whatever might happen. And when the unforseen did happen, they took the best actions they could. Our appreciation to the staff. Our prayers and support to the campers and parents involved.
Directors, Boards ... of summer camps ... use this as a strong reminder. Risk is real. Take it seriously. Be as prepared as you possibly can for anything to happen. Rejoice when it doesn't.
Friday, July 10, 2009
Nonprofit Executive Directors, Listen Up
I recently read the 2007 national study, Ready to Lead, Next Generation Leaders Speak Out. I think it came out in 2008. I'm sorry I didn't read it earlier but it's time to give a big 'read this' to those leaders who follow my posts.
The study examined survey results from 5,754 respondents (next generation leaders) across United States who had never served as an Executive Director of a nonprofit before.
I couldn't help but think back to my years in leadership. It struck me in tone that this report uncovers a lot of Executive Directors busy doing administrative work and really caught in a hierarchical leadership style ... effectively disconnected from the needs of those they serve and from the leaders who actually deliver that service. Thankfully it's not all.
Don't get me wrong. Somebody has to prepare for board meetings and raise funds. There is nothing wrong with doing those tasks. But if your days are spent behind a desk it's probably not good. In my opinion the disconnected leader is deadly for the organization.
They need to get out there and help clean some toilets.
The next generation leaders offered a few insights for current Executive Directors to digest.
Replace dated power structures. If it isn't working well, find something new. Don't perpetuate a poor thing. Next generation leaders want a collaborative approach.
Help staff build strong external networks. To raise up a new generation of leadership, have them meet, learn from and work with other seasoned leaders. Help them build connections and expand their horizons.
Be a mentor. Work with as many emerging leaders as you can. Be generous in teaching them what you know. Don't condescend but work shoulder-to-shoulder. Many will rise up to the challenge. (Please, if you're really not much of a leader, don't pass your poor practices on. The work will only go downhill.)
Be a good role model. These are the men and women who will take over decision-making. It is from you they will learn about life-work balance, handling conflict, loving your spouse and a thousand and one other things. Don't just talk it, live it.
Pay reasonable salaries and provide benefits. The assumption that financial sacrifice is just part of the nonprofit job is generally not acceptable to the next generation of leadership. Struggling and serving don't work so well.
Engage in succession planning. Ask yourself if you are still the right person for the job. Start making provision for a smooth transition of leadership, even if that is a few years down the road.
Recognize generational differences. Don't assume people are like you or that they should be like you. A younger generation have the same passions to see the mission accomplished but they may not be you in style, approach or priorities.
There is much more in this report. It's another must-read for Executive Directors of non-profits. As part of your executive coaching engagement with us, you might wish to address the next generation's list. You will find I have a LOT to say about it.
The study examined survey results from 5,754 respondents (next generation leaders) across United States who had never served as an Executive Director of a nonprofit before.
I couldn't help but think back to my years in leadership. It struck me in tone that this report uncovers a lot of Executive Directors busy doing administrative work and really caught in a hierarchical leadership style ... effectively disconnected from the needs of those they serve and from the leaders who actually deliver that service. Thankfully it's not all.
Don't get me wrong. Somebody has to prepare for board meetings and raise funds. There is nothing wrong with doing those tasks. But if your days are spent behind a desk it's probably not good. In my opinion the disconnected leader is deadly for the organization.
They need to get out there and help clean some toilets.
The next generation leaders offered a few insights for current Executive Directors to digest.
Replace dated power structures. If it isn't working well, find something new. Don't perpetuate a poor thing. Next generation leaders want a collaborative approach.
Help staff build strong external networks. To raise up a new generation of leadership, have them meet, learn from and work with other seasoned leaders. Help them build connections and expand their horizons.
Be a mentor. Work with as many emerging leaders as you can. Be generous in teaching them what you know. Don't condescend but work shoulder-to-shoulder. Many will rise up to the challenge. (Please, if you're really not much of a leader, don't pass your poor practices on. The work will only go downhill.)
Be a good role model. These are the men and women who will take over decision-making. It is from you they will learn about life-work balance, handling conflict, loving your spouse and a thousand and one other things. Don't just talk it, live it.
Pay reasonable salaries and provide benefits. The assumption that financial sacrifice is just part of the nonprofit job is generally not acceptable to the next generation of leadership. Struggling and serving don't work so well.
Engage in succession planning. Ask yourself if you are still the right person for the job. Start making provision for a smooth transition of leadership, even if that is a few years down the road.
Recognize generational differences. Don't assume people are like you or that they should be like you. A younger generation have the same passions to see the mission accomplished but they may not be you in style, approach or priorities.
There is much more in this report. It's another must-read for Executive Directors of non-profits. As part of your executive coaching engagement with us, you might wish to address the next generation's list. You will find I have a LOT to say about it.
Thursday, July 9, 2009
The Christian Leader's 5 Most Stress Relieving Prayers
The Christian leader's 5 most stress relieving prayers are not neat tidy little formulas which once uttered create magic. They are as much about attitude and posture as they are about pronouncement.
Every passage of scripture can form the source of a prayer that springs from the heart of the leader. Search out your own. Make them daily habit and they will transform your life and your leadership.
Leadership is transformational. It is as much about changing the leader as it is affecting those led. Absorbing the intent of these simple lines will transform us. Living them out will transform the world.
Perhaps the most important thing of the day that any leader or executive does is to stop and pray. We little understand the degree of blessing that comes to the men and women of a committee, an organization, a company or a country who has a praying leader.
Every passage of scripture can form the source of a prayer that springs from the heart of the leader. Search out your own. Make them daily habit and they will transform your life and your leadership.
Leadership is transformational. It is as much about changing the leader as it is affecting those led. Absorbing the intent of these simple lines will transform us. Living them out will transform the world.
- Not my will, but yours be done. Luke 22:42
- Without you I can do nothing. John 15:5
- Only one thing is needed. Luke 10:42
- Forgetting what is behind. Phillipians 3:13
- Throw off everything that hinders. Hebrews 12:1
Perhaps the most important thing of the day that any leader or executive does is to stop and pray. We little understand the degree of blessing that comes to the men and women of a committee, an organization, a company or a country who has a praying leader.
Wednesday, July 8, 2009
Do Less to Achieve More
Do less to achieve more. It sounds odd but it works. In order to maximize your attentiveness, you may be well served by diminishing the number of responsibilities you have. Doing less things will give you more time and emotional energy for high-priority tasks.
Sit on fewer boards, cancel some personal obligations, cut back on attending so many meetings, and spend less time out for the evening. Do whatever you have to do, to devote the time and energy you need to achieve this important outcome. If it is worth achieving, you need to focus on it, make sacrifices for it and create time for it.
Be very sure that this is an activity of sufficient priority to cause you to make such significant changes. You will realize a side benefit of greater clarity around what is really important to you.
You're looking to use your focusing powers to create more of what matters most to you in the moments you're able to schedule. When you realize what's really important, then say no to anything that consumes time but doesn't bring you closer to what matters most to you. If you can't say no, delegate it, speed through it, or eliminate it. Robert Cooper
Five Days of Action
DAY ONE
If something is of sufficient priority, you need to concentrate on it. But you may be distracted by too many other responsibilities. Some may have to go, no matter how good they may seem. Take some time today to prioritize. What really needs doing? What needs to be dropped because you're too overstretched to devote true attention to the priorities?
DAY TWO
Take action today to drop those responsibilities that you determined yesterday needed to go. Make the phone call. Write the email. Send the message. Take action.
DAY THREE
Concentrate like never before on what matters. Get clarity. Take ownership. Put supportive structures in place, start and build momentum. Determine today to start making your actions reflect the priorities in your mind.
DAY FOUR
Some things take time to ease out of. Be committed to the decision you have made. Take actions today to be very clear about your leaving or your duties ceasing. See that steps are being taken to replace you and, if necessary, train those who will follow you.
DAY FIVE
How can you convey to your key people that being involved in less may actually accomplish more? Communicate this powerful insight and strategy to them.
This post was adapted from my new book, 52 Solutions for Those Who Need a 25 Hour Day.
Sit on fewer boards, cancel some personal obligations, cut back on attending so many meetings, and spend less time out for the evening. Do whatever you have to do, to devote the time and energy you need to achieve this important outcome. If it is worth achieving, you need to focus on it, make sacrifices for it and create time for it.
Be very sure that this is an activity of sufficient priority to cause you to make such significant changes. You will realize a side benefit of greater clarity around what is really important to you.
You're looking to use your focusing powers to create more of what matters most to you in the moments you're able to schedule. When you realize what's really important, then say no to anything that consumes time but doesn't bring you closer to what matters most to you. If you can't say no, delegate it, speed through it, or eliminate it. Robert Cooper
Five Days of Action
DAY ONE
If something is of sufficient priority, you need to concentrate on it. But you may be distracted by too many other responsibilities. Some may have to go, no matter how good they may seem. Take some time today to prioritize. What really needs doing? What needs to be dropped because you're too overstretched to devote true attention to the priorities?
DAY TWO
Take action today to drop those responsibilities that you determined yesterday needed to go. Make the phone call. Write the email. Send the message. Take action.
DAY THREE
Concentrate like never before on what matters. Get clarity. Take ownership. Put supportive structures in place, start and build momentum. Determine today to start making your actions reflect the priorities in your mind.
DAY FOUR
Some things take time to ease out of. Be committed to the decision you have made. Take actions today to be very clear about your leaving or your duties ceasing. See that steps are being taken to replace you and, if necessary, train those who will follow you.
DAY FIVE
How can you convey to your key people that being involved in less may actually accomplish more? Communicate this powerful insight and strategy to them.
This post was adapted from my new book, 52 Solutions for Those Who Need a 25 Hour Day.
Tuesday, July 7, 2009
The Adventure of a Lifetime
Occasionally in life you meet a truly remarkable individual. You can usually look back and comment on some particular quality that made them stand out in your mind and elevated them to a place of esteem.
I have lived with such a remarkable individual for 36 years.
Alice is my wife, my best friend and my confidante. We met some years earlier but were married on this day in 1973. We believe we have lived an adventure that is a whole story in itself. I love to tell the early parts of that adventure and have Alice correct me where I embellish our first meeting in grade 8 and my awkward attempts at getting her to notice and skate with me at the local arena a couple of months later.
We've traveled a long way since then. Marriage, children, life. Thousands of people have crossed our paths, some of them remarkable individuals in their own right, who have impacted who we are today.
Around all the people and the ordinary and extraordinary details of our life together are stories ... stories of both great joy and real tears, of stepping out and living life to the full ... all stories that are uniquely ours.
In my recent book, 52 Solutions for Those Who Need a 25 Hour Day, I said of Alice, “I have never walked alone in leadership or business. We have walked together.” If you have ever done it, even for a short time, it is something special to spend time with a remarkable individual. You learn so much. Sometimes even moments can change you. Imagine that walk lasting an adult lifetime.
So to whoever is reading this ... just know that I love Alice Wood. By God's grace we have enjoyed 36 wonderful, adventurous years. I dream of many more. We shall see what unfolds ...
I have lived with such a remarkable individual for 36 years.
Alice is my wife, my best friend and my confidante. We met some years earlier but were married on this day in 1973. We believe we have lived an adventure that is a whole story in itself. I love to tell the early parts of that adventure and have Alice correct me where I embellish our first meeting in grade 8 and my awkward attempts at getting her to notice and skate with me at the local arena a couple of months later.
We've traveled a long way since then. Marriage, children, life. Thousands of people have crossed our paths, some of them remarkable individuals in their own right, who have impacted who we are today.
Around all the people and the ordinary and extraordinary details of our life together are stories ... stories of both great joy and real tears, of stepping out and living life to the full ... all stories that are uniquely ours.In my recent book, 52 Solutions for Those Who Need a 25 Hour Day, I said of Alice, “I have never walked alone in leadership or business. We have walked together.” If you have ever done it, even for a short time, it is something special to spend time with a remarkable individual. You learn so much. Sometimes even moments can change you. Imagine that walk lasting an adult lifetime.
So to whoever is reading this ... just know that I love Alice Wood. By God's grace we have enjoyed 36 wonderful, adventurous years. I dream of many more. We shall see what unfolds ...
The Lone Voice of Leadership
Sometimes one person is the lone voice of leadership, the one who sees circumstances and solutions with a clarity that those around them, higher in the organizational chart or not, do not yet see.
The leader makes the case for change. They paint pictures to illustrate the needs and the solutions. They articulate the vision to all who will listen. They work with numbers and trends and statistics to help others 'get' it. They work every political avenue they know to effect positive forward moving change.
This is the task of holding a vision of what can be. This is the burden of leadership. While others maintain what is and react to circumstances by staying in the middle of the curve with the pack, this leader shows uncommon courage and travels outside the pack and at the leading edge of the curve.
This leader points the way. They see what is possible. They position for future possibilities. They do not profess all the answers. But of one thing they are assured. This is the way forward. This is the path to follow. This represents the future.
If you are that leader ... press on. Persevere until your voice is heard, your case understood and your vision has been translated into action. If necessary consider it success to have even one other see what you see and begin to advocate for it. Then add another, and another ... until a tipping point is reached and what was once yours becomes the common stock of all.
The leader makes the case for change. They paint pictures to illustrate the needs and the solutions. They articulate the vision to all who will listen. They work with numbers and trends and statistics to help others 'get' it. They work every political avenue they know to effect positive forward moving change.
This is the task of holding a vision of what can be. This is the burden of leadership. While others maintain what is and react to circumstances by staying in the middle of the curve with the pack, this leader shows uncommon courage and travels outside the pack and at the leading edge of the curve.
This leader points the way. They see what is possible. They position for future possibilities. They do not profess all the answers. But of one thing they are assured. This is the way forward. This is the path to follow. This represents the future.
If you are that leader ... press on. Persevere until your voice is heard, your case understood and your vision has been translated into action. If necessary consider it success to have even one other see what you see and begin to advocate for it. Then add another, and another ... until a tipping point is reached and what was once yours becomes the common stock of all.
Monday, July 6, 2009
Simplifying Life and Leadership
Do you ever feel the need to simplify your life or your leadership?
We often have far more than is really necessary. This does not mean that we have to divest ourselves of all our possessions, interests or involvements. It does mean that we can probably make our lives a whole lot more uncomplicated and uncluttered than they are.
The more that there is, the more you have to attend to it and put energy into it. Those very same possessions, interests and involvements can become weights that slow us down from running the race of life with energy, focus and settled satisfaction.
Periodically through life and leadership, we need to reflect on questions like ...
Do I need as many ...
Do I need to be involved in ...
Do I need to ...
Do I need as much ...
Are there areas where I am not content? Why is that? Is it acceptable to me? What can I do about it?
For years I have periodically gone through a simplification process. Usually I consider it when I take some type of personal planning retreat. I do it because I want to work with excellence. I want my attention to be focused and my full energy available. I want to be at my best, both in life and in work.
Alice and I have simplified. We have carefully considered the involvements we could commit to. In some cases we have cut out all but those we felt necessary. Other times we felt certain new commitments could be added for a period of time. We have also culled possessions, decided on vehicles and a number of other considerations around which we asked, "Are we simplifying or complicating our lives more? Are we creating more or less to worry and fuss over?
Simplifying is different for each one of us. But the end result is the same. It lets us move with greater agility and less attachments, better focus and fewer distractions.
We often have far more than is really necessary. This does not mean that we have to divest ourselves of all our possessions, interests or involvements. It does mean that we can probably make our lives a whole lot more uncomplicated and uncluttered than they are.
The more that there is, the more you have to attend to it and put energy into it. Those very same possessions, interests and involvements can become weights that slow us down from running the race of life with energy, focus and settled satisfaction.
Periodically through life and leadership, we need to reflect on questions like ...
Do I need as many ...
Do I need to be involved in ...
Do I need to ...
Do I need as much ...
Are there areas where I am not content? Why is that? Is it acceptable to me? What can I do about it?
For years I have periodically gone through a simplification process. Usually I consider it when I take some type of personal planning retreat. I do it because I want to work with excellence. I want my attention to be focused and my full energy available. I want to be at my best, both in life and in work.
Alice and I have simplified. We have carefully considered the involvements we could commit to. In some cases we have cut out all but those we felt necessary. Other times we felt certain new commitments could be added for a period of time. We have also culled possessions, decided on vehicles and a number of other considerations around which we asked, "Are we simplifying or complicating our lives more? Are we creating more or less to worry and fuss over?
Simplifying is different for each one of us. But the end result is the same. It lets us move with greater agility and less attachments, better focus and fewer distractions.
Sunday, July 5, 2009
Self-Stewardship, 12 Lessons for Leaders
We get powerful lessons in time management from Jesus. Really they are lessons in self-management. Those who lead in any capacity would do well to study the life of the Lord. He didn't come to specifically teach us about business management, time management or executive leadership, but his life is exemplary of such. In brief:
Yes, the list could go on. If you and I put into practice these 12 actions of our Lord, we would probably revolutionize our lives, our leadership and the businesses and organizations we lead.
- He kept to his purpose. His schedule flowed from his purpose.
- His purpose was determined by periods of prayer.
- He didn't perform or manage his image for others.
- He carried himself with an unhurried calmness versus a frenetic busyness
- He never used the word "should" referring to himself
- He had good friendships, Mary, Martha, Lazarus etc
- He lived lightly, enjoyed children, didn't grasp things
- He focused his attention on one person at a time
- He allowed those things he needed to deal with and left the rest
- He changed pace - periods of intensity, periods of being alone
- He dealt with whatever came up exactly when it needed to be dealt with
- His focus was on finishing his assignment with excellence
Yes, the list could go on. If you and I put into practice these 12 actions of our Lord, we would probably revolutionize our lives, our leadership and the businesses and organizations we lead.
Friday, July 3, 2009
Lawyer Burnout, A Personal Message to You
Lawyer burnout is no illusion. The profession consistently loses tremendously skilled professionals to burnout and career disillusionment. You may have started into law with a burning desire to help people and now you're left questioning whether or not you've made much of a contribution at all.
You probably prided yourself in you ability to find solutions and navigate through tough problems to successful outcomes. And now you feel pretty powerless to solve your own problems.
You may be fighting an unwillingness to let anyone else know the depth of your discouragement. You probably pictured that success would provide plenty of time for a rewarding personal and family life and now you feel like you haven't known what balance is for an awfully long, long time.
The key symptoms of burnout in law firms are similar to other professions, a loss of energy, a loss of involvement, a loss of effectiveness and a loss of health or sense of well-being.
The starting point for a solution that will lead to good outcomes is relatively simple to spell out – admit there is a problem. You don't have to know all the details. Tell your spouse. Tell a trusted colleague. Tell us.
As a lawyer, an executive, a leader, you have been highly trained to provide help to others. I'll bet you received little to no training at all around receiving help yourself. Burnout in lawyers ... and this includes you ... will only be solved by dealing with the truth and knowing when to bring in assistance.
More information isn't always the solution. You may need personal assistance. You may need to work with someone who is confidential and non-judgmental and someone where you and turning this situation around can be the focus.
Depending on what you are experiencing, you may need to check with a doctor. You may also contact your local lawyers assistance program and access the resources they make available to you. Alternately you might work with a professional coach to deal with burnout before your situation further deteriorates.
Bottom line? Admit you are feeling burned out. Let someone else assist you for a change. You probably need it.
You probably prided yourself in you ability to find solutions and navigate through tough problems to successful outcomes. And now you feel pretty powerless to solve your own problems.
You may be fighting an unwillingness to let anyone else know the depth of your discouragement. You probably pictured that success would provide plenty of time for a rewarding personal and family life and now you feel like you haven't known what balance is for an awfully long, long time.
The key symptoms of burnout in law firms are similar to other professions, a loss of energy, a loss of involvement, a loss of effectiveness and a loss of health or sense of well-being.
The starting point for a solution that will lead to good outcomes is relatively simple to spell out – admit there is a problem. You don't have to know all the details. Tell your spouse. Tell a trusted colleague. Tell us.
As a lawyer, an executive, a leader, you have been highly trained to provide help to others. I'll bet you received little to no training at all around receiving help yourself. Burnout in lawyers ... and this includes you ... will only be solved by dealing with the truth and knowing when to bring in assistance.
More information isn't always the solution. You may need personal assistance. You may need to work with someone who is confidential and non-judgmental and someone where you and turning this situation around can be the focus.
Depending on what you are experiencing, you may need to check with a doctor. You may also contact your local lawyers assistance program and access the resources they make available to you. Alternately you might work with a professional coach to deal with burnout before your situation further deteriorates.
Bottom line? Admit you are feeling burned out. Let someone else assist you for a change. You probably need it.
What Do You Mean, Leadership Development?
Before engaging a coach for 'leadership development', you had better get a grip on what exactly leadership development is in the context of how you want to use it.
To book yourself or sponsor staff for leadership development coaching doesn't mean much by itself. What is it you wish to accomplish?
... and any number of other things that would impact the daily life of a leader.
I think Steve Roesler gives some very cogent advice in his recent post, Leadership: Coaching Clarity Needed,
When it comes to coaching--or any kind of consulting activity--90% of the success or failure lies in the contracting phase. So:
a. Get clear about who initiated the coaching request. If it was a boss, make sure to understand what that person is looking for and why. Which means asking, "Who really set this process in motion?"
b. What are the specific results desired from the coaching engagement? While Leadership is a sexy catch-all phrase, maybe the real issues are managing team performance, running better meetings, or initiating conversations with colleagues in other corporate locations. (All three of those have emerged after probing underneath the Leadership umbrella during contracting).
c. Is coaching the best way to get at the desired growth? The fact of the matter is that some things are skills that can be learned in other ways. And if you ask yourself how you best learned Leadership, the thoughtful answer will probably be "from leading." Be prepared to suggest expanded responsibility. People grow by being lifted up and then stepping up.
Clarity rules! If you can name it, you can do something about it. If you wish to establish new skills, change a particular attitude or adjust the way you go about whatever ... write it down clearly and then make focused effort to work on it.
If you want to achieve specific goals with coaching, fuzzy ideas and articulation about leadership development may not get you there. Zero in.
Here are sample statements from executives we have coached. Each of them started out as 'leadership development' type requests. But they had something more specific in mind. Notice how their statements are becoming more refined.
This means that the coaching can be more targeted. We can more quickly zero in and get to work on those things that matter.
And even for your own personal and professional development work ... be crisp and clear and you will better be able to develop your own personal development plan. You will have specific topics to work on. You will be able to set realistic targets because you will know what you are talking about.
Clarity rules!
To book yourself or sponsor staff for leadership development coaching doesn't mean much by itself. What is it you wish to accomplish?
- Adjust a career limiting behavior
- Improve communication skills
- Learn how to develop and articulate vision
- Create connections both inside and outside the organization
- Handle conflict better
... and any number of other things that would impact the daily life of a leader.
I think Steve Roesler gives some very cogent advice in his recent post, Leadership: Coaching Clarity Needed,
When it comes to coaching--or any kind of consulting activity--90% of the success or failure lies in the contracting phase. So:
a. Get clear about who initiated the coaching request. If it was a boss, make sure to understand what that person is looking for and why. Which means asking, "Who really set this process in motion?"
b. What are the specific results desired from the coaching engagement? While Leadership is a sexy catch-all phrase, maybe the real issues are managing team performance, running better meetings, or initiating conversations with colleagues in other corporate locations. (All three of those have emerged after probing underneath the Leadership umbrella during contracting).
c. Is coaching the best way to get at the desired growth? The fact of the matter is that some things are skills that can be learned in other ways. And if you ask yourself how you best learned Leadership, the thoughtful answer will probably be "from leading." Be prepared to suggest expanded responsibility. People grow by being lifted up and then stepping up.
Clarity rules! If you can name it, you can do something about it. If you wish to establish new skills, change a particular attitude or adjust the way you go about whatever ... write it down clearly and then make focused effort to work on it.
If you want to achieve specific goals with coaching, fuzzy ideas and articulation about leadership development may not get you there. Zero in.
Here are sample statements from executives we have coached. Each of them started out as 'leadership development' type requests. But they had something more specific in mind. Notice how their statements are becoming more refined.
- "Develop some benchmarks for the company and understand how to use them best"
- "To get away from the edge of burnout"
- "I need assistance in relating to the board."
- "I need help in making a smooth transition of leadership."
- "Become someone who deals better with staff performance problems"
This means that the coaching can be more targeted. We can more quickly zero in and get to work on those things that matter.
And even for your own personal and professional development work ... be crisp and clear and you will better be able to develop your own personal development plan. You will have specific topics to work on. You will be able to set realistic targets because you will know what you are talking about.
Clarity rules!
Wednesday, July 1, 2009
Work-Life Balance - An Examination
Work-life balance is on the minds of the Lattice Group, who describe themselves as a grassroots campaign to get young people to consider the issues of work-life conflicts in their own lives. Considering these are the men and women who are our emerging leaders, their voice is welcome and fresh in the discussion of work-life balance.
They have produced an excellent overview, well worth the read. They lay out the problem as such:
The current work-life model is organized around an ideal worker with immunity from family life and personal commitments. Individuals who exercise their family and personal responsibilities often cannot perform as ideal workers and suffer marginalization in the workforce as a result. Difficulty reconciling work and family life minimizes men’s involvement in family life and women’s opportunities for career advancement. Currently, the United States offers some of the least generous work-life policies of any developed nation.
After further laying out their premise, the authors then go on to examine three predominate views of balance and what proponents of these views have to say.
The Lattice Group provides an examination of the issues that will make you think ... great background material for further discussion around both the boardroom and the diningroom table.
They have produced an excellent overview, well worth the read. They lay out the problem as such:
The current work-life model is organized around an ideal worker with immunity from family life and personal commitments. Individuals who exercise their family and personal responsibilities often cannot perform as ideal workers and suffer marginalization in the workforce as a result. Difficulty reconciling work and family life minimizes men’s involvement in family life and women’s opportunities for career advancement. Currently, the United States offers some of the least generous work-life policies of any developed nation.
After further laying out their premise, the authors then go on to examine three predominate views of balance and what proponents of these views have to say.
- Balance is Unrealistic.
- Balance is Good for Business.
- Balance is a Social Responsibility.
The Lattice Group provides an examination of the issues that will make you think ... great background material for further discussion around both the boardroom and the diningroom table.
Top 3 Criteria for Newly Hired Executives
A recent article by Clark Waterfall titled Success Metrics for Newly Hired Executives examines what criteria 60 CEO's used to determine how successful newly hired C-level and VP-level executives were after a year on the job.
The question was asked: “In evaluating the success of an executive hire after 12 months, what would be the top 3 criteria that you would use?” Here they are:
The Executive has Exceeded Performance Expectations. The CEO felt the individual had exceeded the goals, milestones and objectives for their specific role.
The Executive Established an Internal and External Reputation as a Functional Expert. Essentially, this means that the executive has built his or her own political/social capital with internal peers and external influencers, customers, vendors, or other external relationships key to the success of the company.
The Executive has Become a Good Culture Fit with the Team. This was selected over the other 4 remaining metrics offered by a more than 2 -to-1 margin. A good merge improves the ability to get business done.
The question was asked: “In evaluating the success of an executive hire after 12 months, what would be the top 3 criteria that you would use?” Here they are:
The Executive has Exceeded Performance Expectations. The CEO felt the individual had exceeded the goals, milestones and objectives for their specific role.
The Executive Established an Internal and External Reputation as a Functional Expert. Essentially, this means that the executive has built his or her own political/social capital with internal peers and external influencers, customers, vendors, or other external relationships key to the success of the company.
The Executive has Become a Good Culture Fit with the Team. This was selected over the other 4 remaining metrics offered by a more than 2 -to-1 margin. A good merge improves the ability to get business done.
Fix Your Frazzled Future
Many people see a pretty frazzled future stretching out in front of them. Not that it will be unusual, the past was frazzled, today is frazzled, so why should tomorrow be any different?
A few years back I remember one Canadian survey that showed more than 3 million Canadians described themselves as workaholic and caught up in the struggle to juggle. 4.9 million indicated time for family and friends was limited.
Seems they work, they work some more, they try do a bunch of things in between working and then they wonder how to get the personal energy and fulfillment needle from empty back up to full.
Consider these three approaches.
Graduate the past. You’ve probably taken the lessons and done the exam. So don’t continue going to classes – graduate. Somebody misused you as a stepping stone to their bright future. Forget it. You still have lots of options and room for success. Your home life was poor. Graduate it. Take the lesson and make your new home different. Make sure the lesson is learned and move on. Sometimes you can spend so much time looking back that you keep running into trouble here and now. Graduate it and fix your gaze forward.
Attract the future. How sure are you of what you really want? Most people only have some vague notion. If you ask them who they want to be or what they want to be doing ten years from now, they haven’t got a clue. Don’t let circumstance or other people determine your future as far as it depends on you. Take responsibility. Make a list of who, what, when, where and how. Be clear and concise. Want to get out of the high pressure job you are in? Want to change your environment? Then say it. When you know what it is you want, you’ll more likely realize it. You are more likely to make plans and work toward it.
Harness the power of today. Now is the time. There is power in making a decision today. There is power in taking action today. Now is powerful if you harness it. Don’t live in the past hoping to change what has already happened. Don’t live in the future using those overworked phrase, “Someday I’ll ..." When Jesus referred to living life He indicated He had come so we could squeeze every ounce of fullness out of today. Why? Because today is powerful. Regardless of who I am or where I am, I can make decisions today. I can take actions today. I can change attitudes, enjoy others and enjoy living today.
A few years back I remember one Canadian survey that showed more than 3 million Canadians described themselves as workaholic and caught up in the struggle to juggle. 4.9 million indicated time for family and friends was limited.
Seems they work, they work some more, they try do a bunch of things in between working and then they wonder how to get the personal energy and fulfillment needle from empty back up to full.
Consider these three approaches.
Graduate the past. You’ve probably taken the lessons and done the exam. So don’t continue going to classes – graduate. Somebody misused you as a stepping stone to their bright future. Forget it. You still have lots of options and room for success. Your home life was poor. Graduate it. Take the lesson and make your new home different. Make sure the lesson is learned and move on. Sometimes you can spend so much time looking back that you keep running into trouble here and now. Graduate it and fix your gaze forward.
Attract the future. How sure are you of what you really want? Most people only have some vague notion. If you ask them who they want to be or what they want to be doing ten years from now, they haven’t got a clue. Don’t let circumstance or other people determine your future as far as it depends on you. Take responsibility. Make a list of who, what, when, where and how. Be clear and concise. Want to get out of the high pressure job you are in? Want to change your environment? Then say it. When you know what it is you want, you’ll more likely realize it. You are more likely to make plans and work toward it.
Harness the power of today. Now is the time. There is power in making a decision today. There is power in taking action today. Now is powerful if you harness it. Don’t live in the past hoping to change what has already happened. Don’t live in the future using those overworked phrase, “Someday I’ll ..." When Jesus referred to living life He indicated He had come so we could squeeze every ounce of fullness out of today. Why? Because today is powerful. Regardless of who I am or where I am, I can make decisions today. I can take actions today. I can change attitudes, enjoy others and enjoy living today.
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