Posts Tagged ‘conscience’

A Leadership Checklist

January 3, 2011

A big income or job title does not magically confer leadership, neither does elected office or a governance appointment. Responding to and creating change is the work of leaders. Social complexity, power dynamics, emerging knowledge, and technology combined with urgent needs create a context where effective leadership is an increasingly difficult assignment.

Leadership development, from unskilled to masterful, reflects a process of maturation. Anyone can get “stuck” at any time. It’s also true some people lead better in some situations than others. However, a fast way forward is an explicit checklist to review as you lead.

Here are seven gentle reminders to do (along with a bit of the counter-factual don’t) that will help you be more effective.

1. Specify Clear Purpose(s).
Defining purpose is integrally linked with setting direction. It is the why of where we are going. Big ideas like excellence, capacity, quality of life, and performance can be manipulated and interpreted in many ways.   Be crystal clear about your intended outcomes.  Specify what result(s) you are after and how success is defined. This enables others to engage in shared work, too.  Don’t offer a confused agenda.  It’s problematic and will continue to plague the work. Beware of substituting a declared purpose, however compelling, for strategy. They’re not interchangeable.

 
2. Seek Visual Acuity.
Constant discovery is an ally. Asking questions and uncovering perspective, facts, and experiences are essential to correcting and improving your sight. The people and organizations that are most “dangerous” are those that insist on being blind about their blind spots. Most political contexts encourage people to share just the “story” you want to hear. Don’t pursue “ blind insistence.” Most of us want to be “right” and like our own (or other) mental models that affirm. Without exception, though, we all have issues or items we can’t see…We also may have some we don’t want to see. Co-option is a common way to ensure cover and conformity.

3. Keep Open Ears (Heart & Mind).
Listening skills are vital to a capable leader. Be sure you listen – inside and outside the organization, committee or task force. Use your ears, heart and mind in listening. Seek out ethical, experienced people who are willing to be candid with you. Any group you lead has foibles, flaws, preferences, comforts and agendas. Talent is comprised of competencies and attributes. Assemble the best you can on both dimensions. Tolerating unethical behavior is a huge error – even great skills never compensate for it. Don’t allow deafness to be an elective disability. Choosing not to hear critique, alternative view point, or considering better, different expertise is foolish.

4. Choose Risks.
Any decision has risk to it. Calculated and intentional risk is essential to creating change. Understand who is helped and hurt by your choices and why. Take responsibility for movement and progress. Site an ambitious new possibility and articulate its benefits. Choose improvement and change. Don’t avoid decisions. It’s irresponsible. Keeping the status quo is inconsistent with leading.

5. Engage Your Conscience.
Leaders interact in a social context. This means they are both in front of and behind others. Humans, like most animals, instinctively prefer the “cover” of a group. Far too often being “in” is better than out – even when “in” is wrong. Use a moral compass that serves the common good. Persuade others why self interest is just far too small an agenda. Be conscious of your own motives and that of others. Don’t ignore values like justice, candor, integrity, compassion and sustainability. Social conformity is how political cultures thrive and block change. It’s why bullying and corruption are far too common.

6. Acknowledge Errors.
Most days most people make errors. They can be simple and unintended or not. Whether a poor word choice, the tone of voice, a decision about strategy, resource allocation, or staff selection — we all make errors. Assumptions get all of us in “trouble.” Although slightly different, misunderstandings can happen easily. Build reflective skills to recognize and quickly correct errors.  Don’t avoid disclosure and authentic apologies. They are important to credibility. Sharing your vulnerabilities and flaws are critical to trust.

 
7. Pursue Learning Daily.
Our own willingness to learn (and change) affects the potential to lead others. Learning is a high standard.  Human development requires a complex chain from new awareness, to knowledge, skills and different actions.  Identify your own “learning agenda,” then pursue it with vigor. Without explicit attention and commitment, learning won’t happen.  Routinely seek constructive feedback from “critical” friends and colleagues. Be sure there are people near you who care enough (about you/your work) to provide far more than praise. Don’t let current habits and ego prevail. You’re not growing if you’re not learning.

Leading change isn’t easy.
Start this year with a handy to-do checklist and beware of the don’ts!

Lisa Wyatt Knowlton, Ed. D. is a strategy architect and partner in Phillip Wyatt Knowlton, Inc. PWK is a performance management resource for systems and social change with clients worldwide. She is also a W.K. Kellogg Leadership Fellow. For more, see: www.pwkinc.com

Leadership for Great Culture

September 14, 2010

When Nelson Mandela and his colleagues secured hard-won positions of leadership he challenged “selfish thinking.” He suggested that “restraint and generosity” guide decisions and the use of power. We all know he offered wisdom and exemplary leadership in a very difficult and complex circumstance. When in power he did not make the mistake of ego: serving self. He was able to transcend this temptation and do the right thing for the common good. He surprised his opposition by rising above the self interests of his constituency to advocate reconciliation over revenge.

 Politics or Performance

Power is about the access to and use of resources. How power “plays” is a key dynamic in any organization. The norms and values that guide power define a leadership culture. In a healthy nonprofit organization, power is used for a specific change mission.  Capable leaders extend influence beyond the organization’s viability. They serve a vulnerable population or serious challenge to quality of life.  Regrettably, this isn’t always the agenda.   Dysfunctional leaders use their power for politics: control and self interest. If you’re willing to look, it is easy is to see whether a leadership culture is focused on politics or performance.

Denial, Avoidance, Blindness

The choice to look away from what exists is denial and avoidance. It happens when a leader  manages relationships and self interest rather than organizational performance.  When someone says, “You can talk to me – but I am not changing my mind.”  Although a  subtle difference, “inattention blindness” is  the  inability to see what’s right in front of us.  It happens when  the desperate circumstances of many become so common they are ignored. It happens when the leadership culture is all politics. When there is no rudder, no conscience, no accountability and lots of ego —anything  goes.

 I believe great leaders step past denial, avoidance, blindness. They face into the wind and are  accountable. They agree with Arne Duncan, the US Secretary of Education, who recently said: “The truth is always hard to swallow, but it can only make us better, stronger, and smarter. That’s what accountability is all about — facing the truth and taking responsibility.”

 Power  as a Tool

Power  that focuses on domination  is oppressive in many ways. It can generate then perpetuate hardships and injustice.  It often  occurs by individuals and groups through gender, age, or racial affiliation. Far too often it occurs by people in jobs whose purpose is to serve. While some  may not find the courage to name it, many people are  offended and perplexed by the examples  these leaders offer. It can severely hamper organization performance. 

When Mandela assumed a recognized position, he  walked past  ego and challenged others about theirs.  He chose  mission over self-interest and competence over cronies.  His altitude didn’t influence his attitude or behavior. His example begs a  question: What surprise can you offer ?

Lisa Wyatt Knowlton, Ed. D. is a strategy architect and partner in Phillip Wyatt Knowlton, Inc. PWK is a performance management resource for systems and social change with clients worldwide. She is also a W.K. Kellogg Leadership Fellow. For more information, see : www.pwkinc.com


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