Posts Tagged ‘toxic’

Who’s In Your Way?

February 9, 2014

shadow

Leading and managing others is a social process. Anyone “out front” faces common obstacles in creating change. To be effective with others, it’s helpful to consider what might be disabling you.

These six questions can identify potential pitfalls. Each requires conscious navigation.

1. What’s that smell?

Understanding the air you and others breathe is essential. You must be able to identify the quality of the “oxygen” around you to influence it. Establishing great culture happens by getting the right folks on board with healthy, functional norms. Root out toxic behavior. When necessary, quickly change out people. Humans have an enormous capacity for delusion, avoidance and denial – especially if self-interest is threatened. Discerning and driving air quality is foundational.

2. Are you a learner?

How you see the world and what informs it is crucial to framing problems as well as their resolution. To ensure perspective, it’s important to actively seeking new knowledge and opinions. A small circle of external advisors can offer extraordinary insights. Being blind to your blind spots is a costly limitation.  Think about your thinking. What could you be missing? Do you know what you don’t know?

3. Are you uncomfortable?

People want familiar and safe. More accurately, we seek what we perceive as comfortable. Regrettably, thinking and behaving in new ways is uncomfortable. To generate forward action, it’s essential to risk and live outside your comfort zone. This pitfall is deep and one of the most common reasons communities and organizations don’t move. Progress requires risk. It must matter more than control. And, that’s not comfortable.

4. Do you have broad shoulders?

Very little important work happens alone.  We need rivals, allies and others involved to secure the best and most progress. How much do you value diverse skills and experiences? Do you invite and engage others in important work? Involve people who think deeply – they are different than those with flip opinions. Be intentional about discovering ways to connect resources and talent that contributes.

5. Is your motive “good”?

Clarifying the underlying motivation for the process and results you seek is important. Because others are quick to judge, knowing your own intention matters a lot. Be sure your ego or “me-victory” isn’t primary. Populist rhetoric won’t sustain important efforts but authentic commitment will.

6. Are you measuring?

Collect data routinely. Simple questions can guide assessment: What’s working? What isn’t? Why? Focus on the right indicators at the right time. Recognize development occurs in stages that may not be linear. Consider the pace, progress, and implications. Then, adapt actions.

Great culture, learning, discomfort, terrific teams, authenticity and active monitoring are big factors in generating change. Take your own inventory today.

Lisa Wyatt, Ed.D. is chief strategy officer and partner in Phillips Wyatt Knowlton, Inc. PWK is a performance management resource for systems and social change with clients worldwide. Lisa has cross-sector and international experience. She is an author and W.K. Kellogg Leadership Fellow. See: www.pwkinc.com

Setting the Leadership Bar

October 22, 2013

highbar

It’s the largest annual prize in the world.

And, the Foundation’s website is clear about selection criteria. You need to be a democratically elected African head of state that has left office in the last three years and demonstrated exceptional leadership. If chosen, you get a $5 million award, plus an annual pension of $200 thousand.

The Ibrahim Prize, established by Sudanese Celtel entrepreneur Mo Ibrahim, has set some standards for leadership in Africa. Standards are specified levels of performance which define expectations.  Across the world, and in the US we have standards for safety, education, manufacturing and for food quality. Professional disciplines, like evaluation and engineering, cite standards as a reflection of their maturity. Leadership has standards, too.

This year, for the fourth time since its inception in 2007, the Ibrahim Prize was not distributed. The aim of the award is to provide a financial incentive to African leaders to shun corruption. But, the Committee was unable to find a winner from any of Africa’s 50-plus countries. Ibrahim said, “We need to really point the finger at where the responsibility lies…Let’s put the light there and let us seek heroes.”

Fareed  Zakaria, CNN host of Global Public Square (GPS), covered this story recently. His analysis: “Africa’s leaders are locked in a marathon to see who can reign longest… a crisis of governance.” He says, many African countries have had the same men in charge for more than 30 years. While these and other states are “nominal democracies” their citizens experience dictators. Their elections and day-to-day culture includes intimidation, fraud, graft and violence.

Despite poor governance, some of the world’s fastest growing economies are African. The continent, according to Ventures Africa has 55 billionaires. There are also advances in education, healthcare, and poverty reduction. So, what’s the new wrinkle?  Zakaria notes that China is now Africa’s biggest trade partner. In contrast to the history of NGOs and Western countries which have tied aid to standards, China is willing to sign trade deals with no strings. This upsets a system which previously valued transparency, democracy and peace.

We know inept leaders and toxic politics can destroy nations, organizations, communities, and individuals. What leadership standards do you set for yourself and the organizations you support? What are the attributes and behavior of people you respect and will follow?

Don’t confuse leadership with a job title. Be ready to withhold the prize if nobody meets the standards. Otherwise, anything goes.

Lisa Wyatt, Ed.D. is chief strategy officer and partner in Phillips Wyatt Knowlton, Inc. PWK is a performance management resource for systems and social change with clients worldwide. Lisa has cross-sector and international experience. She is an author and W.K. Kellogg Leadership Fellow. See: www.pwkinc.com


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