What Are You Capable Of Achieving?

What are you capable of achieving? Have you set goals and met them?

You don’t know what you have the capacity for until you reach for it. You don’t know what you are capable of achieving until you must or you choose to reach for it.

We all know people, who against great odds have done some pretty incredible things. Sometimes adversity created a context that meant they either reached for ‘the impossible’ or collapsed. Other times it was a conviction that they could reach some hitherto unattainable goal that drove them forward.

The point is, you just don’t know what you are capable of.

There are, however, some things we do know.

• You are capable of more than you think you are. If you are able to think, “I could never do it” then you are capable of thinking, “Maybe I can go a lot farther toward doing it than I previously thought.”


• If you don’t even try it is a ‘for sure’ that you won’t achieve it. In fact if you don’t try, you won’t achieve anything.


• If you do try, you will have the satisfaction, whether or not you ever achieve it, of having given it your best shot.


• Every small step achieved builds confidence. It provides proof that you can if you try. One step builds on another and leads to success.

When you achieve it, who knows what else you might actually be capable of. Maybe way, way beyond your previously small thinking.

So, what are you capable of? You don’t know. And I don’t know. But I can predict that you are capable of achieving far more than you currently think you can.

One Trait of a Good Leader, Their Not-to-Do List

One trait of a good leader is their not-to-do list. Written or remembered,  the successful leader's not-to-do list saves them from a lot of stress and the potential for overload and burnout.

Great leaders know so well what they will say 'yes' to, that saying 'no' generally comes easy.

The not-to-do list allows us to create boundaries around out time and talents. It allows us to avoid being spread too thin. It prevents us from potentially slipping into attitudes that devalue others and depreciate ourselves.

Those leaders, executives, owners and professionals around us who we admire for really achieving good things, do not get involved in everything. They understand their limits and work within them. Whether they operate a successful business from home or run an international empire from the office with the commanding view, these men and women have clear boundaries.

Sometimes they tick people off when they say 'no' to a request. But they get things done ... the right things ... things that move causes, projects and programs forward. They appear to have a great ability to focus on those priorities that will best advance the ball.

"Today many are harming themselves through the temptation to do more than their limits will allow. Walking, running, and ambition are not necessarily unhealthy. Too much, however, is universally unhealthy. Overload is like that. The problem is not with the 'load'. The problem is with the 'over'. Richard Swenson, Margin, 1992, NavPress

We live surrounded by the cult-of-busy. People busily doing things, but achieving little, happy to have the bragging rights of being 'too busy' under the guise of complaining about work.

The leader ought not to live like this. Yes, you may be busy. Let's not kid ourselves. There is a lot on your plate. But your busy is directed and engaged. It is focused on priorities. It takes its energy from attending to those things which are most important and which when achieved will make the biggest impact.

Creating the First Draft of Your Not-to-Do List

• Answer this question, 'What matters?". Check last weeks to-do list against this question. Were you working on what matters? Did you achieve those few things that would make the biggest difference? Or did your time get chewed up with items of lesser importance? Or worse yet, frittered away?


• Write down those things which you are not prepared to do or which are simply not effective things for you to be doing. As a leader there are some key activities that you should be spending considerable time on and others that are just not the best use of your time.


• Think about how willing you are to allow other people to do what needs to be done. Can you let them take the responsibility? Possibly fail to get it as well done as you think you can do it? Deal with the consequences? In other words before you make your not-to-do list, think about your attitudes toward others and just how important you find yourself to be.


• Write the not-to-do list.

Possible Not-to-Do's. I will not:

• Say yes to every request for my presence at some function.


• Agree to sit on as many boards.


• Take my work home on these nights of the week.


• Allow that particular area to run understaffed, causing pressure on me.


• Agree to as many conference calls.


• OK so many meetings that require my involvement.


• Agree to speak as often in places that involve considerable travel.


• Allow interruptions during my most productive hours.


• Agree to hear a problem without the person providing a potential solution.


• Stay any longer in an area than 10 years.


• Try to troubleshoot technical problems myself.


• Accept the invitation to long lunches.

You get the idea. See how you do with your list. And then execute it with intention and focus. As you work with your personal coach, develop your personal not-to-do list. Let it guide you as you become increasingly more effective.

As an executive coach working with leaders, it is important for me to assist my clients in being more effective and productive. The not-to-do list is a simple lifelong tool, probably underestimated, that can make a big difference in seeing real, measurable improvement in that very same effectiveness and productivity.

9 Common Traits of History's Most Effective Leaders

There are 9 common traits of history's most effective leaders. This according to Charles A. Tribbett III, Andrea Redmond, and Bruce Kasanoff, authors of the 2004 book, Business Evolves, Leadership Endures.

I think it is worth reviewing their observations in 2010 and I certainly recommend reading what they have written. As we are called on to provide effective leadership, each one of these traits is worth striving for.

1.    The Commitment Not to Lead a Little Life: If there is one trait that leaders share throughout history, it is the unshakeable commitment to live a life that matters.

2.    Vision: To lead others, leaders must have a destination in mind and be absolutely commited to making a vision come true.

3.    Voice: Armed with commitment and vision, leaders need a voice – a manner of communicating that others not only hear but also wish to follow.

4.    Heart: Leaders with heart are capable of inspiring others through example, whether this takes the form of incredible work ethic or a contagious passion.

5.    Team Building: To leave a lasting legacy many leaders build organizations that are not dependent on one person, but are self-sustaining entities in which people and processes work toward common goals.

6.    Backbone: There are times when mere talent and insight are not enough, and leaders have to summon unimaginable strength and internal fortitude to persist in the face of overwhelming obstacles.

7.    Listening: Real listening empowers leaders as it conveys the information needed to make wise decisions.

8.    Emotional Intelligence: By understanding and managing not only one’s own emotions, but also those of other people, leaders earn deserved respect, trust and confidence.

9.    Diversity: History, business and nature teach us that the surest way to survive – and thrive- over the long run is to foster diversity of thought, behavior and approach. Tomorrow’s leaders must master diversity.

Like me, you probably don't feel like you are the epitome of all nine of these characteristics. But, along with many other traits that the leaders you respect show, these nine can challenge us to reach up and forward to be the best that we can be.

Decision Making Questions Leaders Should Ask BEFORE Agreeing to Serve

Over several years, I have developed 14 decision making questions leaders should ask BEFORE agreeing to serve in any capacity, paid or voluntary, business or nonprofit.

As my coaching clients have spent time with the questions and their answers, good decisions have been made.

Here are a ten of the fourteen questions. If you are being asked to assume responsibility, whether it be a promotion, new company or new leadership role, take the time to sit down with a piece of paper and a pen and write out your answers. That way you will be very intentional and capture your thoughts concisely. This will enable you to make a better decision about your future.

1. Am I really committed to this cause and the people it represents? If you are not, don't put yourself or them through the pain. Those who take ownership will put their all into it and stand a far better chance of success.


2. Do I have confidence in the senior leadership and feel I can support them? If any doubt lingers about the senior leadership, deal with the questions now. You will have a lot to do with them and your current inkling may end up your lengthy headache ... or worse.


3. Can I make the time for this leadership responsibility without creating excessive stress? In reality, how much time do you think this will take? Knowing your own style, will you allow it to consume your time to an unhealthy degree. Preemptive action may be necessary.


4. Do I and my spouse agree about this decision? If you don't ... don't. If you enjoy a good relationship with your spouse, they are your first line of defense in making a good decision. They know you, care about what happens to you and how it will impact the family.


5. Leadership issues take discernment. Am I a discerning person and can I improve that competency? Some leadership positions require real wisdom. There are tricky issues to deal with. If that's not you, then say no. If you are willing to grow in this area, then move forward humbly and open to learn.


6. Do I have any hidden agenda that could sabotage meetings or others on my team? If being in this role is all about you, your agenda may be the unspoken problem in every meeting. Deal with that stuff now, not later. Be up front about truth.


7. Are there any continuing things in my life that if people knew about them would disqualify me from serving? Get those things cleaned up now. Don't live with guilt and the fear of being 'found out'. Failures are not final. Learning from them is priceless.


8. Am I a good team player or do I generally want my own way? The organization is headed for trouble with a dictator at the helm. If you see yourself as the great ruler, get down off your pedestal. Learn how to work with the team. Provide great leadership and you will garner the respect that can dramatically move things forward.


9. How have I been prepared for this task? Experience, skills, interests? Simple question with big importance. What has brought you to this point? The sum total of who you are will determine where you go and how you lead the organization or project forward.


10. To what degree am I willing to change so that I can make a more effective contribution? There's the rub. Are you willing to change? Those who are intentional about looking hard at themselves and making real personal and professional change, move forward. Others languish at the level of their refusal to do what's needed to reach up to their potential.

Fast Response, the Small Business Entrepreneur's Advantage

The hallmark of a small business entrepreneur is that they can give a fast response.

We all have a sense that corporate and government wheels grind slowly as decision making winds its way through successive layers of bureaucracy. But the small business person can make a decision quickly. Do they? Often yes. But many times no.

Often hanging on to a dream, a method, a boast, an image or a feeling, the small business entrepreneur waits too long to respond quickly to reality and implement needed changes. The result is that they either run out of time or money and suffer the consequences.

Odd, isn't it that these business leaders can make a lightning fast decision and turn their small enterprise in a new direction. They have the ability to change quickly. All they need to do is say the word. But they hesitate.

Hesitation isn't because of outside influences so much as it is because of those internal 'struggles' to hang on to that dream, that way of doing things, the pride that made the boast, the image that has been put out into family and community and the feeling of control that the unfamiliar path would challenge.

Those who run successful small businesses make considered but quick decisions. They don't let internal self-talk and feelings get in the way of taking the actions that are needed to move successfully forward.

Don't wait too long to make needed adjustments. Be honest with yourself about what is holding you back from doing what you know needs to be done. Then decide and move fast.

Running a small business isn't for the faint of heart. But to those who can make the decisions that need to be made, it can be a very successful, lucrative and totally fulfilling enterprise.

Thumbs Up to the Everyday Executive

The everyday executive is the norm. The public image may not match.

It may be that in the public mind there is a skewed image of an executive now days. Since the economic meltdown a year ago the public has only heard about executives milking their companies and their clients for millions,  flying about in their fancy jets and rewarding themselves for getting the public purse to pay for their incompetence.

The public has seen the high and mighty fall from their ponzied perch and they are sick of the image.

But ... there is a much different world out there. It's a world of ordinary men and women who lead businesses and nonprofits, who go to work like everyone else, working hard to make the wheels of business go round or devoting themselves to see that people get services and assistance in times of greatest need.

Not every executive is a greedy man or woman. Yes, they may be paid well compared to many. It goes with the job and it's not right or wrong, good or bad. In the world of business it just is. Not every leader is self-absorbed and ready to sell their soul for money or power. No, the vast majority of men and women, executives and leaders, work from a position of integrity and ethic. They support their family and their community. They put in the hours to make things happen.

Let's give a thumbs up for these men and women who keep significant causes, projects and programs moving forward. These everyday executives are the unsung heroes who stand right alongside the everyday worker ... both significant in their different but necessary roles.

I know whereof I speak. I get to work with the everyday executive ... every day. And I can tell you they are made of the same stuff as you and me. They carry major responsibilities and heavy workloads. Contrary to popular belief, they do care about those who report to them. They care a lot.

So, as you meet the everyday executive today in the parking lot or in the grocery aisle or at the gas pump, nod and say hello. They've probably had one demanding day and they sure could use a smile.

4 Ways Leaders can Create a Motivating Work Environment

Women in Business crafted an article titled, Motivating Staff Without Money: Four Budget-Free Ways to Move Forward.  The article outlines four ways leaders can create a motivating work environment. Taking advantage of them don't cost a lot of money, but they aren't designed to be cheap. They are designed to be effective in developing people and improving business.

Perceptively they note that,  contrary to popular perception, your job as a manager is not to motivate your staff. Motivation is internal. Instead, you are responsible for creating an environment in which people can motivate themselves.

Perhaps one of their suggestions will be of benefit to you or spawn a new approach unique to your organization. I quote and have adapted from their original article.


Operate in an Atmosphere of Open Communication - More companies adhere to the philosophy of minimal communication rather than "open book" management. In other words, senior management often assumes that the less employees know, the better.

This doesn't make for a motivating environment. A few simple suggestions:

• Research your organization and its competition on an Internet. Get that competitive blood flowing. Have them improve the public presentation of your company.


• Get listed in Who's Who in Finance and Industry or Ward's Business Directory. Seeing your name lets you know you matter and are a contributor.

Yes, it is simple, but build on it.

Recognize People with Potential - Nothing says confidence and trust like putting someone in a position of leadership with the ability to make decisions.

• Placing future leaders into management development roles. This is not only good for the individual but for the long term success of the company.


• Give your employees more responsibility to test their leadership skill. Some will rise to the challenge. Others may not. But you will be developing capacity all the while.
  

Respect and recognition are two proven ways to retain employees.


Support External Training Workshops - People are much more inclined to feel like they're making a positive contribution to your organization if they're in a learning curve.  Challenge them to challenge themselves.

• Training organizations offer countless one-and two-day offsite workshops. The cost is minimal. Two or three seminars per employee per year may add very little to your overhead budget and allow employees a one-day "sabbatical" to reflect on their careers as well as to reinvent themselves in light of your company's changing needs.
  

There may be a very good return on investment from providing relevant, practical workshop opportunities. I would suggest having some accountability attached to it. Develop a method whereby the employee provides feedback after the workshop on how the learning will be best integrated into their day to day work or translated into department, team or company practice.

Welcome Opinion -  By empowering people, you telling them that they matter to you and your business. By listening to them, they may even have some good ideas about how to make things smoother or more profitable.

Listen to employees. Listening to people may not always be easy, but it can be very beneficial. And when those gems appear that empower the individual and strengthen the organization, you will understand that the effort put into inviting comment and listening to it was more than worth it.

Executive Boldness, Unlocking Leadership Paralysis

Correct me if I'm wrong, but there seems to be a general dearth of executive boldness. No, I don't mean there are a lack of executives out there. Generally ... the people are there. The boldness is not.

Some leaders are wired to be bold, but they are hamstrung by politics and procrastination.

To unlock leadership paralysis and avoid mediocrity requires a different way of thinking ... thinking that isn't occupied with looking over its shoulder and watching its backside wondering what people will think and whether or not it's 'correct' or good for your own future.

Executive boldness puts others at the center. It sees possibilities and a better future and goes for it. Boldness puts itself out there ... on the line, going for what is best.

Five Starting Points

1. Make your own decision - Don't be double minded, tossed here and there by every opinion expressed. Listen carefully. Do your analysis. Decide and stick to your decision.


2. Be willing to fail forward - Great achievements have been built on the learning experiences of failure. No leader has made significant gains without having first felt the sting of failure. But what they did different than most was embrace that failure as a stepping stone to the future. They got up and kept going.


3. Don't analyze it to death - There is a time for everything, including moving forward. Some things can stay so long in the thinking stage that they simply die there. Or the time for them passes. Or interest is lost. Or the original vision blurred and put on the back burner. You get the idea. Once you have the essentials, act.


4. Stand out and stand up for something - If it's an idea worth being out in the world, take a stand for it. Don't be mamby pamby. Stand up and be counted. Cast your vision to any who will listen. As articulately as possible make your point in writing, in person and anywhere it will advance your idea.


5. Live above the level of mediocrity - Hum drum leadership abounds. Never, never settle for less than your absolute best. Aim for excellence in all you do. If it's really that good, then you have products and initiatives in your head that need to be translated into reality. Ride the wave of excitement in giving life and leadership your best shot.

If we are going to unlock leadership paralysis and practice executive boldness in corporate, government, business or nonprofit, it will have to start with you and me. Now go out and find a Coach and talk about your next (or first) big bold move.

Leadership Mediocrity

Don't let your leadership be remembered for mediocrity. Step out. Attempt great things. Take the 'risks' that can lead to a  significant difference in people's lives.

I don't know what you lead, but this is your hour. This is your chance to make a difference. You may be in government. You may run a business, small or large. You may be a corporate leader. Perhaps you work in the community, struggling for dollars to advance your cause. Regardless, do what you do with passion and skill.

Significant causes, projects and programs need men and women who will reach for excellence in all that they do. They need individuals who are not afraid to test their limits and perhaps even fail in the attempt ... men and women who believe that what they are doing is worth doing with everything they've got.

People follow those who know where they are going. They listen to those who have a cause. They hear passion and purpose.

You will be remembered. The question is for what.

Leaders Under God

As leaders, we do well to remember that we are responsible ultimately to God.  We are, when all is said and done, leaders under God.

It does not matter whether the leader acknowledges this or not. It remains a fact and will be proven so when we all stand before Him.  But to embrace it is to access divine resources for daily responsibilities ... and far, far more.

The leader in relationship to God through Jesus Christ does not walk alone. He carries out his responsibilities fully conscious that He is loved and strengthened and given wisdom and capacity to lead from God. There is no foolishness in embracing this quality of relationship with the God who does not change.

God is over all. He does not invite us to include him on some list along with all our other personal and business priorities. He invites us to see him over all priorities. Not the first priority but OVER all priorities. He is God over all and He refuses to slip to number two or three or right off our list of interests altogether. He is above lists and desires that we meet Him there, in awe and wonder at His altogether unique nature and position.

Why in 2009 would we still talk about thoroughly modern and enlightened leaders embracing God? Because He still exists.

God never went anywhere while we were becoming so enlightened. He never stopped extending the invitation to relationship while we ran after the multitudes of 'things' and 'isms' and pursuit of success and dollars to replace Him.

He is still there, calling leaders to surrender to His love for them and His ability to speak and work into their experience ... transforming their hearts and minds and the the way they think about and carry out work, life and leadership.

God has been so misrepresented by the behavior of those who identify themselves under His name. But He himself has not changed. As He was in the beginning, so He remains today.

Food for thought.

Motivating Staff to Action

We're all interested in motivating staff to action, empowerment and creating a culture of excellence. We want to embrace diversity, develop potential and achieve synergy. More buzzwords ... they are so easy to say, aren't they.

But you and I need to put meaningful thought and action behind them if we truly want to see others reach their greatest potential while contributing to the year over year success of the organization.

I came across an interesting article on motivation by Tim Millett,  Motivating Staff ... What's the Buzz?. The author notes:

The interesting aspect of employee motivation is that there are many workers, both management and staff, who are motivated to succeed, but unfortunately that potential success is not seen as related to their current position or the tasks they are performing on a regular basis.

The symptoms? Staff who feel overlooked, under-appreciated and are looking for 'the right opportunity' to come up somewhere else. Meanwhile the organization gets bogged down in buzzword talk, training and motivational speeches. The results?

There is an enormous untapped potential in the labour force of most companies simply because people feel removed from the processes that equate to company success. That leads to a workforce searching for personal meaning (eventually with a position at a competitor!) or a workforce that is not mentally or emotionally connected to the company mission and thus underproductive.

So what's to be done?

The path to motivating staff is to focus on the mission of the company and then translate that mission into personal success.

How? The author offers several solutions.

• Creating a corporate culture that promotes staff involvement and reduces resistance to change


• Developing responsive management that values employee input


• Encouraging team participation


• Developing team leaders able to motivate others


• Becoming an organization that is able to cross traditional functions and communication barriers


• Creating positive energy that promotes individual success while also advancing company progress

I want to emphasize again what Tim says, The path to motivating staff is to focus on the mission of the company and then translate that mission into personal success.



I think that statement is worth taking some serious time to think about.

Practice Saying This: "Thank You"

Saying "thank you" still works in what seems to me to be an increasingly nasty and less mannerly public and private sector.

Manners are necessary in several directions. Customers need to learn to say please and thank you. Rude, demanding and uncaring far too often seem to dominate.

And on the other side of the equation, I don't know if working with the public is at an all time low, but service manners often seem similarly poor, disengaged or insincere. You may agree or disagree.

But I will tell you what is the grease that keeps the wheels of industry - private or public, for profit or not - moving. It's recognizing what someone has done and saying, "Thank you" for it. A simple thank you can go a long, long way to motivating people to keep going and do well.

Leaders and executives ... practice saying this ... Thank you; Great job; Really appreciate what you did here. Thanks for doing this.

A 2007 Smart Business article titled Thanks is worth a re-read. According to a then referred to study:

... 35 percent of workers and 30 percent of chief financial officers (CFOs) cite frequent recognition of accomplishments as the most effective nonmonetary reward.

People consider saying thank you a reward. I realize it's not the only motivator but organizationally you just can't get anything less expensive to implement. The harder part will be making the organizational attitude adjustment. But just start personally. Appreciation is infectious.

If you happen to be like a leader who told me years ago that you shouldn't have to run around saying thank you to people for what they should be expected to do, you may need an attitude adjustment.

If you are a leader who takes this to heart and wants to use genuine appreciation as one of your best motivational tools ... thanks for reading this.

This Past Week, Four Important Posts

August 24: How to Deal with Resistance to Change

Resisting needed change has destroyed relationships, marriages, families, organizations, companies, programs and nations. Change starts with the individual. On Monday, we provided an 8 step strategy to initiate change. That doesn't mean it will be easy, but it does mean that it is possible. It's going to first of all mean a change of attitude that embraces the new possibilities that change will produce.

August 25: Whose Problem is It?

Knowing who it is that has the problem is the vital first step in finding solutions. Someone else may have projected their problem on you for years. You have lived with the burden of it. No more. If it is their problem, let them live with it. Being released from the guilt or shame will let you establish boundaries,  take better care of yourself and let them know that if they desire solutions, they will have to be the ones to take action and make change.

August 27: What Makes a Good Leader Work with a Coach?

What do great leaders know and practice that the vast majority of other leaders don't? They work with a Coach ... not because they have big problems but because they want to be better prepared to deal with big problems. And not only that, they want to be more aware of opportunity when it shows itself. Coaching for the successful leader is not so much remedial as it is transformational. Thursday's article outlines the top 12 areas that successful leaders and executives have proactively used our coaching .

August 28: An Example of Employee Engagement

On Friday we examined how one company changed their thinking ... and their approach after 50 years. They engaged their employees in the larger context of what the company was doing. It raised a sense of place and contribution. The end result for the company was more engaged and satisfied employees and increased profit. You may have golden ideas hidden in your staff but there is no encouragement or environment to get them out. Achieving employee engagement isn't a 'hope so' exercise. It will require a solid change of culture and attitude. It will require good leadership.

What Makes a Good Leader Work With a Coach?

What makes a good leader work with a Coach? They have their act together, don't they? They effectively carry out their own work each day, not wasting a lot of time but getting things done. They work well with their staff. The company, organization or division they direct is moving along as well as any other. So why would they think about working with an executive coach? Or why would their organization think of having them engage a coach?

It's simple really. Because they know they can always do better. In fact they want to do better and achieve more. Great leaders are characterized by consistent growth. Stagnation, the status quo, staying on the plateau, these are not in their vocabulary except to be avoided. They believe in and go after personal, professional and organizational growth.

Even though you are doing just fine right now, what would you work on with an executive coach? Where can you grow yourself and your leadership team ever further? What would you like to learn and implement to give you that edge that will translate into greater success? Have you really reached your highest and best potential in each of these areas?

People

• Managing Critical Conversations, Conflict and Confrontation


• Motivating, Leading and Developing Others


• Succession Planning and Grooming for Advancement


• Building Key Relationships – Family, Work, Community

Personal

• Time Control, Managing Stress and Dealing with Burnout


• Meaningful Contribution and Career Satisfaction


• Character Growth and Personal Development


• Changing Possible Career Limiting Behaviors

Process

• Increasing Daily Productivity and Effectiveness


• Planning, Goal Setting and Decision Making


• Fostering Significant Ideas and Projects


• Maximizing Opportunities in Change and Transition

Aware, growing leaders believe they and the organizations they lead can do better and achieve more. They are restless until they see that happen.

Police Burnout

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.

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 ...

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.

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 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.

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.

1. Balance is Unrealistic.


2. Balance is Good for Business.


3. 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.