I thought this article by Pam Taylor really spelled out pretty well, some of the things we Christian leaders need to keep in mind before helping in Haiti. It's a timely reminder of what we all need when wanting to assist others.
For the Love of Haiti
Armchair quarterbacks try to come up with the answers for how to make things work in the rescue efforts in Haiti, following the earthquake. “Why don’t they just…” is often heard wherever people gather. It is all said in an effort to try to find solutions for the daily images of pain and suffering we see broadcast by the media. We are a nation that wants to help. But without knowledge of the culture and the way it functions, our hands are tied and there are bottlenecks preventing or slowing down help getting to the people its intended for.
It is difficult to understand why the help Haiti needs is not readily available in their country already…or why they can’t just google Amazon and have it delivered right to their door.
Even in the best of times, Haiti does not have the resources that we have learned to take for granted. Could it be that at least some of the problems come from confusion caused from trying to “help” Haiti through the filter of our own North American cultural mindset and habits? If that were indeed true, and I believe that it is, what can we do?
A Haitian doctor expressed sincere gratefulness on a news segment, but he then said, “But, this is our country. Don’t tell us what we have to do.” He is a doctor. An educated man. Are you wondering why he said that?
I have been a missionary to Haiti. Was it easy? NO! Not at all. It was indeed a great culture shock. I was, however, fascinated with their culture and with the strength of the people. My own faith seemed puny compared to the faith of the Christian Haitians I came to know and love. I was grateful for their patient perseverance as they taught me how to survive in their land. The nights were eerie with the sounds of the voodoo drums and the dogs howling in response to the evil that was being called forth. It is a place where faith and character are stretched.
So following this earthquake disaster, what can we do to help the people of Haiti the way they want to be helped?
Before anything, we must pray. Pray for wisdom, for cultural understanding, for a peaceful spirit, and a kind heart. Pray for humility. Then, before you dive in:
1. Ask them. Then listen and say it back to be sure you really understand. This is basic to any relationship. Ask what they want. Ask what they need. Ask how soon they need it. Ask what part of it they want you to do. Ask if they have ideas how it can be provided in a way that would be helpful to them…maybe by providing work for them or by providing income for their country. Remember that we don’t know what we don’t know. And they can tell us what we don’t know.
2. Ask about cultural sensitivities. In our zest to meet the immediate needs, we don’t want our help to be perceived as interference, and we want it to be helpful long term, so cultural awareness is a necessity. We mustn’t think we already know. The why is an important aspect that is sometimes overlooked. No matter what previous experience you have had with disasters, all new disasters are unique. Go with fresh eyes and open ears.
3. Listen to them. They had an earthquake. They have great need. Some have never been poor. They have been among the elite and they don’t know how to cope. And many others have been poor for a very long time. This earthquake has compounded their problems, but it does not mean that they should have to sacrifice dignity and honor. All people are empowered and excel when they are treated with respect. We have two ears and one mouth. Perhaps the Creator wanted us to listen with a non-judgmental heart to those in need, twice as much as we speak.
4. Pray for the ongoing, ever-changing wisdom that is needed. It’s all about being the hands and feet of Jesus. If we keep asking Him, “What would YOU do, Jesus? Give me YOUR heart,” He will answer with a smile!
Pam Taylor is a freelance writer, Biblical lay counselor and life coach. Her passion is to help others discover their God-given strengths and invest them fully for His Glory. A former missionary in third world countries and a homeschooling mom, she understands the hidden desires of a woman called into the service of her Lord. You can reach her at www.loavesandfishescoaching.com
Showing posts with label Work. Show all posts
Showing posts with label Work. Show all posts
Wednesday, February 3, 2010
Wednesday, December 16, 2009
The Bible on Leadership and Relationship
I sometimes present on personal effectiveness at conferences and training events. I enjoy doing it, but I will tell you that I am a Bible teacher at heart.
From time to time I am asked to speak to professional groups from the scriptures. Sometimes an entire audience will be made up of leaders who may be spending their day on topics of best practice and professional improvement.
The primary purpose of God’s Word is not to serve as a textbook to teach us about leadership and management. There is a wealth to be learned from the scriptures on those topics, to be sure and I’m happy to teach about it.
The primary purpose of God’s Word is to teach us God’s heart about relationship. God wants an intimate and growing relationship with people, including owners, entrepreneurs, executives and leaders. In giving his Son on the cross, God paid an unimaginable price to have you and me be in a right, intimate and growing relationship with Him. He wants our heart, not our professional curiosity.
If God has our heart, He can influence the way we manage people, advance vision and carry out our own personal work. His transformative work challenges and changes our attitudes.
Out of understanding how valuable we are to God and how much he loves us and desires to form us and fellowship with us flow all sorts of implications for leaders and leadership.
You don’t have to wait until our paths intersect to hear me speaking about it. Seriously … crack open your own Bible and get reading. But if you haven’t done it for awhile, don’t first go looking for leadership principles. Go looking for relationship. It’s there you will find the heart of God.
From time to time I am asked to speak to professional groups from the scriptures. Sometimes an entire audience will be made up of leaders who may be spending their day on topics of best practice and professional improvement.
The primary purpose of God’s Word is not to serve as a textbook to teach us about leadership and management. There is a wealth to be learned from the scriptures on those topics, to be sure and I’m happy to teach about it.
The primary purpose of God’s Word is to teach us God’s heart about relationship. God wants an intimate and growing relationship with people, including owners, entrepreneurs, executives and leaders. In giving his Son on the cross, God paid an unimaginable price to have you and me be in a right, intimate and growing relationship with Him. He wants our heart, not our professional curiosity.
If God has our heart, He can influence the way we manage people, advance vision and carry out our own personal work. His transformative work challenges and changes our attitudes.
Out of understanding how valuable we are to God and how much he loves us and desires to form us and fellowship with us flow all sorts of implications for leaders and leadership.
You don’t have to wait until our paths intersect to hear me speaking about it. Seriously … crack open your own Bible and get reading. But if you haven’t done it for awhile, don’t first go looking for leadership principles. Go looking for relationship. It’s there you will find the heart of God.
Wednesday, October 28, 2009
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:
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.
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.
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.
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.
Tuesday, October 27, 2009
Muskoka Also Hosts 2010 G20 Summit
In addition to hosting the 2010 G8 Summit, Muskoka, Canada will now host the G20 as well. The leaders of 20 nations will visit this area to meet and discuss the important issues of the day. Right in my back yard ...
I mention this because of the positive need for good open doors of communication. Sure, there can be arguments made about optics and politics and all talk, no action and all that goes along with that, but the truth is there are a number of leaders and their team members meeting and talking with each other over the space of several days.
If you can't talk with each other, little is achieved.
Where there is a venue to discuss similarities and differences, national and international needs, hopes and desires, everyone's understanding and appreciation of each other can be raised.
Good relationships are invaluable. But they must be worked at. They take investments of time and energy and as often as possible, proximity.
Where the Summit (or any other meeting) is designed to achieve real goals in an effective manner, good things can be accomplished.
So, leaders, officials, representatives, civil society groups ... welcome to Muskoka as you do your prep work for next summer's Summit. Let's make it one where participants truly are civil, where real goals are aimed for and achieved, where relationships are established and deepened and where ordinary people are the focus and beneficiaries of your consultations.
To benefit from working with an Executive Coach who lives in the Muskoka area where the G8 and G20 will be held, please call. 705.687.2711.
I mention this because of the positive need for good open doors of communication. Sure, there can be arguments made about optics and politics and all talk, no action and all that goes along with that, but the truth is there are a number of leaders and their team members meeting and talking with each other over the space of several days.
If you can't talk with each other, little is achieved.
Where there is a venue to discuss similarities and differences, national and international needs, hopes and desires, everyone's understanding and appreciation of each other can be raised.
Good relationships are invaluable. But they must be worked at. They take investments of time and energy and as often as possible, proximity.
Where the Summit (or any other meeting) is designed to achieve real goals in an effective manner, good things can be accomplished.
So, leaders, officials, representatives, civil society groups ... welcome to Muskoka as you do your prep work for next summer's Summit. Let's make it one where participants truly are civil, where real goals are aimed for and achieved, where relationships are established and deepened and where ordinary people are the focus and beneficiaries of your consultations.
To benefit from working with an Executive Coach who lives in the Muskoka area where the G8 and G20 will be held, please call. 705.687.2711.
Sunday, September 20, 2009
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.
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.
Monday, August 31, 2009
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.
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.
Sunday, August 30, 2009
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.
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.
Tuesday, August 25, 2009
Whose Problem Is It?
Really ... Whose problem is it?
Often we carry around someone else’s problem for years as our own. This is reinforced because they tell us it is our problem. The essential question then is, “Who really owns this problem?” Is it theirs or mine? Am I really dealing with the effects of their problem or is it in fact mine? If it is really their personal problem projected on me, then it really is not my problem.
This shift in thinking from it being "my problem" to "their problem" changes everything. It puts history and circumstances in right perspective. This clarity is important to finding real lasting solutions.
Knowing it is in fact not your problem eliminates guilt feelings and any sense of inferiority or shame. It evokes feeling for the other person and may even lead to new approaches towards helping that person.
Alternately it may mean establishing a clear boundary for the other person that makes it clear they no longer project what it theirs on to you, they no longer throw their trash in your yard. A fence may have to go up between you to protect what is yours.
So ... whose problem is it?
Often we carry around someone else’s problem for years as our own. This is reinforced because they tell us it is our problem. The essential question then is, “Who really owns this problem?” Is it theirs or mine? Am I really dealing with the effects of their problem or is it in fact mine? If it is really their personal problem projected on me, then it really is not my problem.
This shift in thinking from it being "my problem" to "their problem" changes everything. It puts history and circumstances in right perspective. This clarity is important to finding real lasting solutions.
Knowing it is in fact not your problem eliminates guilt feelings and any sense of inferiority or shame. It evokes feeling for the other person and may even lead to new approaches towards helping that person.
Alternately it may mean establishing a clear boundary for the other person that makes it clear they no longer project what it theirs on to you, they no longer throw their trash in your yard. A fence may have to go up between you to protect what is yours.
So ... whose problem is it?
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 ...
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.
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.
Monday, June 29, 2009
Executive Creates Steady Improvement Over Time
Executive creates steady improvement over time. Has a nice ring to it, doesn't it? Small improvements over time add up. I recently wrote about this in "How to Improve Your Leadership". One organization has shown that it is possible and they have the proof to back it up.
The Friendly Society Private Hospital has been named leading employer of choice in the private healthcare sector within South East Queensland, Australia.
Friendly Society Private Hospital team members are provided with attractive remuneration packages, generous salary packaging options, tax free dining, flexible and family friendly rostering, bulk billing for employees and their families via the Afterhours Medical Service and an incredibly strong commitment to ongoing education, training and professional development.
Independent research firm, Best Practice Australia reported that 84% of Friendly Society Private Hospital employees firmly believe the 'Friendlies' is a "Truly Great Place to Work".
Best Practice Australia uses a model based on 5 Types of Culture … from Blame to Success, with the leading Culture being that of Success. This Type of Culture is very close-knit, cohesive and focused with a large number of employees feeling engaged and optimistic about the organization's future.
What put the 'Friendlies' in the Culture of Success category?
The employees who work at the Friendlies say,
• there is a strong sense of purpose and direction
• people have high levels of confidence and trust in Executive Management
• people are optimistic about the hospital's future
• there is a climate of trust and respect amongst employees
• there is a friendly atmosphere throughout the hospital
• the Friendly Society Private Hospital is a Truly Great Place to Work
That is a pretty high endorsement.
And it appears they got there by focusing on what they wanted and steadily moving toward it. The leadership set benchmarks and just kept moving toward them. They weren't struggling for quantum leaps but apparently knew that a steady persistent movement in one direction would build a strong culture and a solid foundation for success.
That's what I advocate for in 52 Solutions for Those Who Need a 25 Hour Day. Persistent, focused action on a number of simple concepts will result in huge improvement and sustainable success over time.
As Jaqui Parle, Executive Director of Best Practices Australia notes:
These results are outstanding for the Friendlies. Having surveyed this hospital five times over the past ten years, it is quite obvious that the cultural change journey has worked. The approach by executive for steady improvement over time (as opposed to large quantum leaps), has really paid off for the hospital.
Well done to the leadership and staff of the Friendlies. Read the whole article. It's a good news story.
The Friendly Society Private Hospital has been named leading employer of choice in the private healthcare sector within South East Queensland, Australia.
Friendly Society Private Hospital team members are provided with attractive remuneration packages, generous salary packaging options, tax free dining, flexible and family friendly rostering, bulk billing for employees and their families via the Afterhours Medical Service and an incredibly strong commitment to ongoing education, training and professional development.
Independent research firm, Best Practice Australia reported that 84% of Friendly Society Private Hospital employees firmly believe the 'Friendlies' is a "Truly Great Place to Work".
Best Practice Australia uses a model based on 5 Types of Culture … from Blame to Success, with the leading Culture being that of Success. This Type of Culture is very close-knit, cohesive and focused with a large number of employees feeling engaged and optimistic about the organization's future.
What put the 'Friendlies' in the Culture of Success category?
The employees who work at the Friendlies say,
• there is a strong sense of purpose and direction
• people have high levels of confidence and trust in Executive Management
• people are optimistic about the hospital's future
• there is a climate of trust and respect amongst employees
• there is a friendly atmosphere throughout the hospital
• the Friendly Society Private Hospital is a Truly Great Place to Work
That is a pretty high endorsement.
And it appears they got there by focusing on what they wanted and steadily moving toward it. The leadership set benchmarks and just kept moving toward them. They weren't struggling for quantum leaps but apparently knew that a steady persistent movement in one direction would build a strong culture and a solid foundation for success.
That's what I advocate for in 52 Solutions for Those Who Need a 25 Hour Day. Persistent, focused action on a number of simple concepts will result in huge improvement and sustainable success over time.
As Jaqui Parle, Executive Director of Best Practices Australia notes:
These results are outstanding for the Friendlies. Having surveyed this hospital five times over the past ten years, it is quite obvious that the cultural change journey has worked. The approach by executive for steady improvement over time (as opposed to large quantum leaps), has really paid off for the hospital.
Well done to the leadership and staff of the Friendlies. Read the whole article. It's a good news story.
Thursday, June 25, 2009
First Quarter 2009 Views About Leadership
A new snapshot is out on first quarter 2009 views about leadership. According to Towers Perrin's Workplace Watch, a new quarterly report on employee opinions, "favorable views about leadership — the top driver of employee engagement — are down in some key areas:
The report compares the first quarter of 2009 with the preceding five quarters and was culled from the opinions of 650,000 employees across a spectrum of organizations, world-wide.
The authors lay out a strategy for leadership to address employee engagement during this time.
Considering the economic climate, several positive signs also emerged from the report. Worth the read.
- Most notably, the percentage of employees agreeing top management provides a clear sense of direction dropped significantly, to 63% from 71% in the fourth quarter of 2008.
- The percentage of employees agreeing that top management provides effective leadership also declined to 50% from 56% at the end of 2008.
- In addition, only 69% of employees agree that they clearly understand their company's broad goals, down a striking 10 percentage points from 79% in the fourth quarter of 2008.
The report compares the first quarter of 2009 with the preceding five quarters and was culled from the opinions of 650,000 employees across a spectrum of organizations, world-wide.
The authors lay out a strategy for leadership to address employee engagement during this time.
- Get leaders out front to talk with employees about the business environment and how the organization is responding, as well as the long-term vision and what the organization stands for.
- Involve employees in efforts to manage costs to help them feel like active contributors.
- Communicate consistently and candidly about both short- and long-term objectives.
- Listen and gather input from employees.
- Promote development opportunities so people can see a future for themselves worth working toward.
Considering the economic climate, several positive signs also emerged from the report. Worth the read.
Tuesday, June 9, 2009
Elmer Wood, Farmer, Custodian and Executive
You can see his tombstone in Cold Springs Cemetery on Manitoulin Island. Elmer has been gone for over 20 years now. The more I have thought on the life of this man and the part he played in my own, the more thankful I am.
To my knowledge he hasn't been mentioned in any books on leadership or management. He isn't quoted from the stage at high priced seminars and executive functions. Elmer started out a Farmer and ended up a Head Custodian. Beyond his local area, few people know his name, where he lived or what he did.
And lest anyone should turn up their nose with smugness, I can tell you with some assurance that if you work on and display the qualities that Elmer Wood displayed, you will be successful in work, life and leadership.
Elmer Wood ... farmer, custodian, executive and ... my father:
If you are an executive, you know these are the very qualities that are needed day in and day out. Amazing isn't it, what we can learn from such a man? And these everyday leaders are all around us, if we care to see and acknowledge them. They have been role models, perhaps never attaining high worldly positions but standing as beacons for the generation that followed them.
I hope when all is said and done, I can stand at the mirror and say,
“Mirror, mirror on the wall. I am my father after all.”
To my knowledge he hasn't been mentioned in any books on leadership or management. He isn't quoted from the stage at high priced seminars and executive functions. Elmer started out a Farmer and ended up a Head Custodian. Beyond his local area, few people know his name, where he lived or what he did.
And lest anyone should turn up their nose with smugness, I can tell you with some assurance that if you work on and display the qualities that Elmer Wood displayed, you will be successful in work, life and leadership.
Elmer Wood ... farmer, custodian, executive and ... my father:
- He made decisions that would affect the future, well-being and success of our organization (our family)
- He carefully thought things through
- He consulted with others, particularly key stakeholders (my Mom and me)
- He made the tough decisions (to leave the farm)
- He believed he could do better (and did)
- He was confident in his ability to learn new skills (and did)
- He never gave up
- He never looked down on others for their choices
- He took advantage of open windows of opportunity (and succeeded)
- He calculated risk and reward (and chose both when it meant positive outcomes)
- He held up a new vision for us to move toward
- His priority was those he cared about most
- His friendships and community mattered
- He stayed positive during stressful times (and there were more than even I know)
- His conduct commanded the respect of those around him (to this day I still hear about him)
- He didn't beat around the bush but got to the point
- He knew his priorities and sacrificed for them
- He gave his responsibilities one hundred percent effort (a model of taking ownership)
- He didn't shy away from work
- He made smaller dollars stretch further (again, probably more than I even know)
- He understood what he could change and what he couldn't (and changed or accepted it)
If you are an executive, you know these are the very qualities that are needed day in and day out. Amazing isn't it, what we can learn from such a man? And these everyday leaders are all around us, if we care to see and acknowledge them. They have been role models, perhaps never attaining high worldly positions but standing as beacons for the generation that followed them.
I hope when all is said and done, I can stand at the mirror and say,
“Mirror, mirror on the wall. I am my father after all.”
Monday, May 11, 2009
Good Relationships Prevent Leadership Burnout
A lot of leadership burnout can trace its roots to draining relationships. Some leaders are just plain stressed and drained of emotional energy because of relationships that demand increasingly more from them each day. When is the last time you took time to think about your world of relationships?
As you move through different types of interactions throughout your day you can almost predict the emotional dynamics and whether the setting will leave you energized or drained.
Are your relationships mutual, receiving or demanding?
A mutual relationship is a wonderful give and take of friendship, respect and interaction. Both parties enjoy it and are strengthened by it. You feel safe to share across a broad range of experiences, feelings and levels of intensity. No unwanted demands are made. Good things flow both ways.
A receiving relationship moves mostly in one direction, towards you. You are on the receiving end of it. Someone is attending to you. They concentrate their time upon you, primarily without expectation of return.
A demanding relationship moves in the opposite direction to the receiving one. It moves away from you. You are attending to the needs of another. As you well know, this last type of relationship can have varying degrees of intensity and energy drain to it. At its best you receive fulfillment in giving to others. At its other extreme it can be a draining experience, the other person focused on themselves, rarely inquiring about you and by action dictating that all giving flow towards them.
Make a picture of the “relationship world” around you at the present time. Take a sheet of paper and draw a large circle. Put your name in the center. Divide the circle into three sections. Name the three sections, mutual, receiving and demanding. Write the names of the people in your relationship world in their appropriate sector. Do they demand from you, purely give to you or is there a mutual, energizing give and take?
Is your relationship world lop-sided? Does it demand more than it gives? Is it sucking you dry without the emotional return you need to keep giving from a full self?
Each of us needs a balance that is unique to us. If you are continuously giving out and are feeling the strain of it, you may need to take action to find greater balance.
What would it take to turn a demanding relationship into a mutual relationship? Would it take educating the other person, setting or enforcing a boundary, a change in your own attitude, a change in setting or dropping the relationship altogether?
See if you can balance your own relationship world to make it healthy. Do you need to cultivate mutual friendships that have been neglected for some time because of other demands? Do you need to seek out receiving relationships that will nourish you? It may not involve many people but it needs to involve the right people.
As you move through different types of interactions throughout your day you can almost predict the emotional dynamics and whether the setting will leave you energized or drained.
Are your relationships mutual, receiving or demanding?
A mutual relationship is a wonderful give and take of friendship, respect and interaction. Both parties enjoy it and are strengthened by it. You feel safe to share across a broad range of experiences, feelings and levels of intensity. No unwanted demands are made. Good things flow both ways.
A receiving relationship moves mostly in one direction, towards you. You are on the receiving end of it. Someone is attending to you. They concentrate their time upon you, primarily without expectation of return.
A demanding relationship moves in the opposite direction to the receiving one. It moves away from you. You are attending to the needs of another. As you well know, this last type of relationship can have varying degrees of intensity and energy drain to it. At its best you receive fulfillment in giving to others. At its other extreme it can be a draining experience, the other person focused on themselves, rarely inquiring about you and by action dictating that all giving flow towards them.
Make a picture of the “relationship world” around you at the present time. Take a sheet of paper and draw a large circle. Put your name in the center. Divide the circle into three sections. Name the three sections, mutual, receiving and demanding. Write the names of the people in your relationship world in their appropriate sector. Do they demand from you, purely give to you or is there a mutual, energizing give and take?
Is your relationship world lop-sided? Does it demand more than it gives? Is it sucking you dry without the emotional return you need to keep giving from a full self?
Each of us needs a balance that is unique to us. If you are continuously giving out and are feeling the strain of it, you may need to take action to find greater balance.
What would it take to turn a demanding relationship into a mutual relationship? Would it take educating the other person, setting or enforcing a boundary, a change in your own attitude, a change in setting or dropping the relationship altogether?
See if you can balance your own relationship world to make it healthy. Do you need to cultivate mutual friendships that have been neglected for some time because of other demands? Do you need to seek out receiving relationships that will nourish you? It may not involve many people but it needs to involve the right people.
Saturday, April 11, 2009
Life-Work Balance
Achieving life-work balance is a challenge for a lot of leaders today. In his article, "Top 10 Ways to Balance Life and Work", Wayne Parker discusses:
His article can be read at:
http://fatherhood.about.com/od/workingfathers/tp/balance_ideas.htm
By being intentional, many of these strategies can be implemented relatively quickly. If you are looking for some solid work life balance activities as you examine and adjust your own life, you will appreciate this.
- Pacing yourself
- Saying 'no' to the unimportant
- Health and wellness tips
- Getting a check-up
- Saying 'no' to being a workaholic
- Simplifying your life
- Finding a family friendly workplace
- Eating together
- Joining a Father's support group
- Having a family night
His article can be read at:
http://fatherhood.about.com/od/workingfathers/tp/balance_ideas.htm
By being intentional, many of these strategies can be implemented relatively quickly. If you are looking for some solid work life balance activities as you examine and adjust your own life, you will appreciate this.
Friday, April 10, 2009
Handling Confrontation
Handling confrontation is not a science. An envied few probably make it seem more like an art. But for the vast majority of executives it's a necessity we would rather do without. Here's the rub: we are the ones who have to deal with it. Every level of the organization faces confrontation. Owners, executives, managers and professionals, none are immune.
Fortunately there are strategies we can learn. Here are twelve things to keep in mind when you are in the thick of confrontation:
- Separate the person's character from their behavior. Never 'attack' the person. Treat them with dignity and respect.
- Don't be sidetracked from the topic. Do not talk about other issues. Refuse to go down the path of confusion. Stay focused.
- If possible, stand up. You will feel more in control reaching your full stature with your shoulders back.
- Speak calmly with a low and controlled voice. Rising and runaway emotions only hamper constructive conversation.
- Plan for a reaction. There will be one of some sort, either passive or aggressive.
- If necessary, have a third person join you to verify information or witness the conversation.
- Stand your ground on what you know to be true. And stick to the facts not the assumptions.
- Speak with clarity. Don't go around in circles. Be respectfully direct. Deliver bad news quickly. People know when something bad is about to happen.
- Maintain eye contact. Be sincere.
- Refuse to engage in an argument.
- Keep control without an attitude of superiority. Act like the wise leader you are.
- A sincere smile can go a long way. In most confrontations you don't feel like smiling, but if there is the smallest reason or opportunity at all, take it.
If you are in leadership, work with your coach on this one. You know how vital it is to improve your skills at this. Your ability at handling confrontation may keep a good employee, mitigate the damage of a disgruntled one, help a professional to step up and reach for their potential or stop a mass exodus.
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