My response has taken me a while to complete. Whenever I watch That Nhat Hahn, I am calmed by his words but they always seem so simple. I say to myself, “Well if all I had to do was take time to meditate and wash dishes, I could be that mindful too!” Instead, I find myself making lists of lists for all the day-to-day occurrences of life…work, home, people to follow-up up with. I even have a list of people to hold and send energy to because of what they are dealing with. I try to program in all the world demands…as well as my mindfulness. I know this is not the answer.
I appreciate Kim’s comments about the sermon on washing dishes. My grandmother was a home economics teacher prior to becoming a mother of six girls. She would always say that lots of dirty dishes are sign of a good gathering so enjoy the memories of it while doing the dishes. Ironically, I don’t remember her washing many dishes but I agree with the point. How many of us choose to wash dishes? I know mine go straight into the dishwasher. I think part of our challenge is to be intentional about when and how we choose to be mindful because society has given us all the options and excuses to skip that time. For some it might be washing dishes or filing paperwork, for others it might be folding laundry or drinking a cup of coffee and watching the sun rise. How do we give people the permission to choose their time for mindfulness?
Over seven years ago while writing curriculum for National FFA, they offered an intense facilitation workshop for those of us going out to train teachers on the curriculum. Each of us presented and were coached on our presentation style. The tip I have held onto the most was on how to close a session. The coach said, “Stop, take three breaths, think about the experience and then speak from your heart about what has occurred and what you hope for the participants.” Essentially, ensure you are present in the moment and allow mindfulness to take over and support the process. I know the power this holds. Anytime I am not present in my work and rush, I am doing a disservice to those whom I am entrusted. I think our workplaces would be transformed if mindfulness towards those each employee holds in trust (other employees, customers, etc) were honored. This is the role of a leader.
PROMPT
An area of personal and academic interest is mindfulness. I am interested in how mindfulness can generate clear thinking, intentional action, and connectedness. What I have increasingly found, particularly in corporate America, is that there is little “room” and hence value, for reflection. Action equals results. Inquiry can be threatening. But how can we grow and be content without robust refection?
I invite you to watch a 6-minute video clip from That Nhat Hahn, a Buddhist monk and respected authority, in mindfulness. Click or Copy/Paste to play: http://www.youtube.com/watch?v=aubF7v-MlMM
I am curious how you see mindfulness influencing the leadership process; in general, and how the practice of mindfulness can enable change in our organizations, at home, and in life? If you have critique or questions that linger, I invite these as well.
Sunday, March 14, 2010
Thursday, March 4, 2010
Identifying and Hiring Leaders
This past week I had the chance to attend the Randall L. Tobias Center for Leadership Excellence’s Multi-sector Leadership Forum in Indianapolis. While there, I read this prompt and thought I would use it as my lens for this learning opportunity. Vickie Cook, Dean of the School of Education at Greenville College, discussed leadership needed for schools of education. She commented that it is hard to identify and hire the leaders needed for the future. When I asked why this is the case, she responded that it has to do with the culture of the educational institution hiring process. After being a part of a hiring process myself earlier this year for a tenure-track position at a research university, I have an appreciation for her point. But I think it also boils down to the fact that in academia (and most fields) people are hired, first and foremost, for his or her expertise followed by their teaching or research (if applicable). These elements have a tendency to build egos and not value the ‘soft skills’ of adaptive leaders.
Juana Bordas of Mestiza Leadership International discussed the need for multi-cultural leaders who learn from the past; look for and appreciate a collective identity; and have a spirit of generosity. These leadership attributes are closely aligned with adaptive leadership principles. From Juana’s remarks I could imagine some signs of these leaders are the way they talk about their experiences…who they learned from, how they honor their culture and background, the respect they show for equality and diversity, and how they share successes and show gratitude with others.
Jean Lipman-Blumen of the Drucker School of Management discussed the need for ‘connective leaders’ who understand that "the world has changed, and we must change with it." These leaders know themselves and others and recognize the interconnections that bind us all together. “They see leadership not as personal privilege, but as communal responsibility. They balance the needs of themselves and others through collaboration, mutual respect, and encourage all to assume responsibility at every level.”
In summarizing these remarks, it has affirmed for me the critical need for ‘adaptive leaders,’ especially as Stephen points out the Level 5 leaders attempt to mitigate ambiguity, while adaptive leaders cultivate it. I do agree with Mark that, “ironically, the strongest ‘adaptive leaders’ are often marginalized in the selection process.” My experience says that Kim is right about cultivating a culture of adaptive leadership and identifying the attributes that support it…and then hiring to those. Regardless of the title (connective, adaptive, etc), there are attributes of these leaders we can see and identify. Those who are known for selflessly making connections that raise the whole ship and support others. In the end, my gut can usually tell who ‘gets it’ and anytime I have not trusted it, I’ve been sorely disappointed.
STIMULUS
I believe that the weakness of Adaptive Leadership principles are in the identification and selection of what Jim Collins (2005) describes in Good to Great as ‘Level 5’ leaders. Leaders who have a rare combination of fierce professional determination coupled with a personal humility. Clearly, while their professional perspective is relentlessly driving results, their approach is more like a world-view, a form of being that recognizes the collective success of their organization to be much greater than their own. Ironically, the strongest ‘adaptive leaders’ are often marginalized in the selection process.
So how does a company find such folks? To me they are virtually unidentifiable.
Juana Bordas of Mestiza Leadership International discussed the need for multi-cultural leaders who learn from the past; look for and appreciate a collective identity; and have a spirit of generosity. These leadership attributes are closely aligned with adaptive leadership principles. From Juana’s remarks I could imagine some signs of these leaders are the way they talk about their experiences…who they learned from, how they honor their culture and background, the respect they show for equality and diversity, and how they share successes and show gratitude with others.
Jean Lipman-Blumen of the Drucker School of Management discussed the need for ‘connective leaders’ who understand that "the world has changed, and we must change with it." These leaders know themselves and others and recognize the interconnections that bind us all together. “They see leadership not as personal privilege, but as communal responsibility. They balance the needs of themselves and others through collaboration, mutual respect, and encourage all to assume responsibility at every level.”
In summarizing these remarks, it has affirmed for me the critical need for ‘adaptive leaders,’ especially as Stephen points out the Level 5 leaders attempt to mitigate ambiguity, while adaptive leaders cultivate it. I do agree with Mark that, “ironically, the strongest ‘adaptive leaders’ are often marginalized in the selection process.” My experience says that Kim is right about cultivating a culture of adaptive leadership and identifying the attributes that support it…and then hiring to those. Regardless of the title (connective, adaptive, etc), there are attributes of these leaders we can see and identify. Those who are known for selflessly making connections that raise the whole ship and support others. In the end, my gut can usually tell who ‘gets it’ and anytime I have not trusted it, I’ve been sorely disappointed.
STIMULUS
I believe that the weakness of Adaptive Leadership principles are in the identification and selection of what Jim Collins (2005) describes in Good to Great as ‘Level 5’ leaders. Leaders who have a rare combination of fierce professional determination coupled with a personal humility. Clearly, while their professional perspective is relentlessly driving results, their approach is more like a world-view, a form of being that recognizes the collective success of their organization to be much greater than their own. Ironically, the strongest ‘adaptive leaders’ are often marginalized in the selection process.
So how does a company find such folks? To me they are virtually unidentifiable.
Wednesday, February 17, 2010
A few thoughts on leaderhip in popular media...
A few years ago a group of mothers who have been trained to facilitate a reading curriculum in their children’s elementary schools came to tell us about their work at a conference I attended. They described how they had started with just following the curriculum and it lead to them finding other needs in the classroom that they then engaged each other and other parents in meeting. When an audience member asked the mothers how it felt to be leaders for the community, they paused. Then one said, “I never have thought of myself as a leader, I was just doing what needed to be done.” Since then, I have continued to run into amazing community leaders with similar responses. Perhaps in part because of what Mark identified as “the preconception of heroic leadership…is still being powerfully reinforced in media.” Because of this, I was determined to identify a few current media examples to the contrary.
This past year, a show called “The Philanthropist” had a short run on NBC. The 60-minute drama tells the story of Teddy Rist, a billionaire vigilante, that travels the world and ends up providing financial and other support to those affected in the given locale. Steve Gunderson with the Council on Foundations commented, “It’s great entertainment. His life is exciting. His solutions arrive in sixty minutes. And he always succeeds. I wish philanthropy was really that fun and that easy. The show is a romanticized, action/adventure depiction of a powerful businessman’s efforts to find meaning in his life by applying his fortune and acumen to the problems of struggling communities in developing countries.” I found the show a bit cheesy but enjoyed each week seeing how Teddy became aware of the cause, learned more about the cause by working with people close to the issue and then found creative ways to engage his family, friends and colleagues in supporting the effort. Sometimes (ok, a lot of the time) there was the dramatic speech but he also rolled up his sleeves and became involved. In light of Kim’s prompt, I wonder if this isn’t the bridge…building from the more heroic or Great Man leadership to that of at least situational leadership. Showing that anyone can make a difference (especially those with money!).
But maybe we are as a society beginning to see the value of the shared leadership approach. Record numbers of Americans weekly tune in to watch the reality show “Extreme Home Makeover.” How can you not feel good about (and probably cry) watching someone else be helped by his or her community (and a bunch of celebrities)? Sure the celebrities on the show give what Elise referred to as the “theatrical dynamics” but I would argue that the local support especially of the builders and key volunteers instill the courage, pride, hope and determination to make the effort a reality.
THE PROMPT:
Popular texts are rife with examples of leadership in action. One model of leadership is that of the ‘heroic leader’. Although contemporary leadership theory is moving away from this model to one of distributive or shared leadership, working definitions of the singular leader still embody many of the characteristics of the heroic leader, particularly in relationship to influencing and motivating followers. Attached is a video clip from Branagh’s adaptation of Shakespeare’s “Henry V” (1989) of the “St. Crispin’s Day Speech”. After viewing the clip, reflect on how this piece of popular culture may or may not be relevant to contemporary leaders and followers as a means of role modeling leadership communication, vision/purpose, sense of belonging, or other leadership qualities and skills that emerge for you.
This past year, a show called “The Philanthropist” had a short run on NBC. The 60-minute drama tells the story of Teddy Rist, a billionaire vigilante, that travels the world and ends up providing financial and other support to those affected in the given locale. Steve Gunderson with the Council on Foundations commented, “It’s great entertainment. His life is exciting. His solutions arrive in sixty minutes. And he always succeeds. I wish philanthropy was really that fun and that easy. The show is a romanticized, action/adventure depiction of a powerful businessman’s efforts to find meaning in his life by applying his fortune and acumen to the problems of struggling communities in developing countries.” I found the show a bit cheesy but enjoyed each week seeing how Teddy became aware of the cause, learned more about the cause by working with people close to the issue and then found creative ways to engage his family, friends and colleagues in supporting the effort. Sometimes (ok, a lot of the time) there was the dramatic speech but he also rolled up his sleeves and became involved. In light of Kim’s prompt, I wonder if this isn’t the bridge…building from the more heroic or Great Man leadership to that of at least situational leadership. Showing that anyone can make a difference (especially those with money!).
But maybe we are as a society beginning to see the value of the shared leadership approach. Record numbers of Americans weekly tune in to watch the reality show “Extreme Home Makeover.” How can you not feel good about (and probably cry) watching someone else be helped by his or her community (and a bunch of celebrities)? Sure the celebrities on the show give what Elise referred to as the “theatrical dynamics” but I would argue that the local support especially of the builders and key volunteers instill the courage, pride, hope and determination to make the effort a reality.
THE PROMPT:
Popular texts are rife with examples of leadership in action. One model of leadership is that of the ‘heroic leader’. Although contemporary leadership theory is moving away from this model to one of distributive or shared leadership, working definitions of the singular leader still embody many of the characteristics of the heroic leader, particularly in relationship to influencing and motivating followers. Attached is a video clip from Branagh’s adaptation of Shakespeare’s “Henry V” (1989) of the “St. Crispin’s Day Speech”. After viewing the clip, reflect on how this piece of popular culture may or may not be relevant to contemporary leaders and followers as a means of role modeling leadership communication, vision/purpose, sense of belonging, or other leadership qualities and skills that emerge for you.
Friday, February 5, 2010
Obama, Race and Illinois Politics
PROMPT:
Do you see Obama’s race as an impediment to his success as the 44th President? Do you think people in the United States see him first as President or as Black or African American President? How do you think he is perceived by fellow lawmakers on the hill?
RESPONSE:
In 1999 as a Senior at Texas A&M University, I spent time as a intern working for the House Committee on Agriculture in D.C. (the Chairman was from Lubbock, TX). As you can imagine, this entailed the "so important" tasks of answering phones, greeting guests, attending hearings and taking notes for the Committee office, and helping the Press staff. Everyone was preparing for the 2000 Farm Bill. I recall one day when everyone in the office was already committed being asked to meet with the organic cotton farmers from Texas. At this time, organic was not a priority. I wonder how this has changed in the past 10 years? Working in 2006 for the Lt. Governor of Indiana who also serves as the head of the Department of Agriculture, I know that organic and nontraditional ag commodities are beginning to gain credibility and notice (especially in the most recent Farm Bill). I share this story to make the point that my experience has shown that special interest groups and issues "on the fridge" can move into places of priority or influence over time. Much like the healthcare agenda the President has catapulted into center stage. If you consider Roger's Innovation Curve, we know that 16% of the population are innovators or early adopters and 50% are late adopters or laggards. The rest being the early majority. While I would love to think that all politicians are in the early adopter category (which statistically they are not), they represent the entire bell curve of our society. This in itself presents an issue to the fast-paced, change-minded agenda of the President, irregardless of race.
As you know, I moved to Illinois in May 2008. It's interesting to me because I assumed that since President Obama hails from the state of Illinois and was a State Senator, there would be perhaps a deeper affinity or allegiance due to his tie to the state. Perhaps this is more the case in the Chicago area, but I am 3+ hours south of the Chicago and see a significant number of anti-Obama bumper stickers and hear criticism of his agenda from my Republican friends and colleagues. Do I think this has to do with race? I would to not think so but perhaps. The county in which I reside is 95% white and at one time my guess is closer to 99%. I have heard comments from community members that "times have changed" with the number of "blacks" in the community. I have not heard this referred to in regards to the President but one could make assumptions.
This Wednesday, we had a meeting of young professionals in the area to discuss the formation of a young professional organization. A few of us stayed after the meeting to eat dinner and veered into a political discussion. Illinois runs a close second to California regarding the worst state budget issues in the nation. There were three Democrats, two Republicans at the table. Our situation is SO bad that I from the comments shared, I can easily say that everyone there would be fine with taxes being raised if the business of the state was taken care of. We all seemed to be in a state of disgust for the situation...and for legislators not coming together in a bipartisan way to address the issues at hand. One of my colleagues wrote an article (http://www.goodworksconnect.org/forum/20-general-nonprofit/351-the-broken-relationship-with-the-state-of-illinois discuss politics...role of community organizing bipartisanship) comparing the relationship of the state to the nonprofit community to that of an abusive relationship. Interestingly with payments still behind and promises broken, the nonprofit community continues to uphold their missions and suck it up to wait for the state to hold up their end of the agreements. What if everyone working for and with an organizations who is owed money by the state were to not work all on the same day? We would NOTICE the impact! I have a feeling change would become more urgent...and demanded. This is race-neutral. Crisises heighten a sense of urgency for change.
My gut instinct is that, as a community organizer, President Obama knows the risks he is taking but also the importance of embracing the crisises we find ourselves in and using the momentum to implement change, in spite of his opposition AND race.
Sunday, January 31, 2010
Empathy and Volunteerism
Reflections on the article by Nicholas Wade, “We May Be Born with an Urge to Help” from the New York Times science section, December 1. 2009, at www.nytimes.com/2009/12/01/science/01human.html.
What immediately came to mind was a conversation I had over a laid back game of Uno with a guest at the local homeless shelter this past week. He is one week out of a month plus stay at the local halfway house for alcohol and drug addictions. He was telling me about his experience at the House and how much he appreciated the process and staff. He shared that his counselor had been a young woman from a wealthy Chicago home. At first he really wanted someone who had recovered from an addiction as his counselor because they would know more what he was going through. He said she told him that her addiction was helping people like him. This last statement had stayed with me mostly because I know this is true. She emphathized with his situation and used this to help him. I feel so lucky to wake up daily and have an opportunity to work with people like this counselor who strive to make a difference in this world. But why do they do it—it is empathy or deeper?
In reflecting on this article, I think this need to help is innate…and I also believe we are a society that volunteers because if makes us feel good to help others. Maybe this is altruistic…but what would it look like if we were able to tap EVERYONE’s innate need to help and give to one another?
Recently, I heard Rick Lynch (http://www.ricklynchassociates.com/about.htm) speak to the future of volunteerism. It was interesting as he pointed out that the HR model volunteering that was established in the 60s is no longer working. Volunteers now want…
-jobs they want to do
-jobs with an end point
-jobs without a lot of structure
-jobs the volunteer controls
-jobs the volunteer can grow from
-jobs that are fun (things people feel good about themselves)
-jobs that aren't 'jobs'
From working with a variety of nonprofits and volunteering myself, I agree. This means a heightened level of individualism and engagement for anyone leading volunteers. Elise’s question if empathy can be taught is important in this equation as it is up to these leaders to engage the volunteer in tapping into their empathy and appropriately directing it.
What immediately came to mind was a conversation I had over a laid back game of Uno with a guest at the local homeless shelter this past week. He is one week out of a month plus stay at the local halfway house for alcohol and drug addictions. He was telling me about his experience at the House and how much he appreciated the process and staff. He shared that his counselor had been a young woman from a wealthy Chicago home. At first he really wanted someone who had recovered from an addiction as his counselor because they would know more what he was going through. He said she told him that her addiction was helping people like him. This last statement had stayed with me mostly because I know this is true. She emphathized with his situation and used this to help him. I feel so lucky to wake up daily and have an opportunity to work with people like this counselor who strive to make a difference in this world. But why do they do it—it is empathy or deeper?
In reflecting on this article, I think this need to help is innate…and I also believe we are a society that volunteers because if makes us feel good to help others. Maybe this is altruistic…but what would it look like if we were able to tap EVERYONE’s innate need to help and give to one another?
Recently, I heard Rick Lynch (http://www.ricklynchassociates.com/about.htm) speak to the future of volunteerism. It was interesting as he pointed out that the HR model volunteering that was established in the 60s is no longer working. Volunteers now want…
-jobs they want to do
-jobs with an end point
-jobs without a lot of structure
-jobs the volunteer controls
-jobs the volunteer can grow from
-jobs that are fun (things people feel good about themselves)
-jobs that aren't 'jobs'
From working with a variety of nonprofits and volunteering myself, I agree. This means a heightened level of individualism and engagement for anyone leading volunteers. Elise’s question if empathy can be taught is important in this equation as it is up to these leaders to engage the volunteer in tapping into their empathy and appropriately directing it.
Saturday, January 30, 2010
Social Media Revolution: Leadership Considersations
In response to the video is titled: Social Media Revolution: Is social media a fad? Or is it the biggest shift since the Industrial Revolution? (http://www.youtube.com/watch?v=sIFYPQjYhv8)
As you all know, I am very interested in social media and its impact on our organizations and leaders. It has become an important part of my personal as well as professional life. Facebook is where I connect and interact daily with my family and friends as well as work colleagues. It is how I get in input from the young members of the family I work for…as well as build deeper relationships with my fellow co-workers and volunteers. I share updates of my personal life and happenings as regularly as I share professional updates and resources. My updates or “tweets” not only hit my 200+ twitter friends but also feed my profile on LinkedIn and my 730+ friends (including legislators, membership organizations, nonprofits, for-profits, etc) on Facebook. I comment on others statuses, pictures, and notes and they do the same for me. My car was determined and received its name; I chose the phone to buy from recommendations; and have discovered many new restaurants all through my network on Facebook and Twitter. I found our website designer through a social network in Indiana (www.smallerindiana.com). My birthday wish for donations to support local nonprofit treating children with autism raised over $150 through a cause page on Facebook (which if I wanted to know more about autism…the first place I would go is Wikipedia). As you know, I share my prosem responses on a blog (www.closingtraingles.blogspot.com) so my other friends and colleagues can also engage in my experience. And the list continues… I give these examples to say—that I choose social media and the technologies as a way to connect and build relationships. Relationships that I believe are sometimes deeper because of the blurring of my public and private life through these mediums.
Last Summer I went to a new media conference held locally and listened to Lori Martinek (http://www.pplusonline.com/lori.php) share her thoughts on how you can use “social technologies” to build your personal brand. When I asked how to account for this blurring of public and private life, she said that you can keep it completely separate and that it is up to each individual to determine. If one is an authentic leader what would it look like? I agree with Mark that “for way too long many people have had the luxury of living two separate lives.” I assert that social media gives a platform for leaders to be more “real” and open and accessible. I love it when I go to a meeting or community gathering and am instantly able to have a deeper conversation about a happening in someone’s life because of what they have shared online. It matters.
One of my favorite elements of social media is that it flattens hierarchies and provides an opportunity for everyone’s voice to be equal. Geographic boundaries are erased. This also presents a challenge for leaders to even more deeply engage EVERYONE in building the brand and communicating change, especially those in the Millennial and younger generations who have all grown up with technology and have an expectation (not always an affinity for) for its integration in their personal and professional lives. Emmanuel’s point of the impact that the technology divide presents is very real. Actually, I think we will learn and benefit from the mobile technologies being developed in rural, developing countries. This is also an area for leaders to ensure they are engaging everyone regardless of accessibility.
I agree with Elise that social media cannot solely replace face-to-face communication or relationship building but I think it offers unique opportunities to deepen and build those relationships for those who choose to join. I do think that this is way more than a fad. This is only the beginning. Web3.0 is already on its way (http://www.slideshare.net/JohannesBhakfi/web30-986081 FYI: Slideshare is great, free Web2.0 tool for sharing your PowerPoint shows with others). Those leaders not engaging in this fundamental shift in communication and helping their followers plan for the implications will be behind. As leaders, it is imperative to consider and honor this change.
As you all know, I am very interested in social media and its impact on our organizations and leaders. It has become an important part of my personal as well as professional life. Facebook is where I connect and interact daily with my family and friends as well as work colleagues. It is how I get in input from the young members of the family I work for…as well as build deeper relationships with my fellow co-workers and volunteers. I share updates of my personal life and happenings as regularly as I share professional updates and resources. My updates or “tweets” not only hit my 200+ twitter friends but also feed my profile on LinkedIn and my 730+ friends (including legislators, membership organizations, nonprofits, for-profits, etc) on Facebook. I comment on others statuses, pictures, and notes and they do the same for me. My car was determined and received its name; I chose the phone to buy from recommendations; and have discovered many new restaurants all through my network on Facebook and Twitter. I found our website designer through a social network in Indiana (www.smallerindiana.com). My birthday wish for donations to support local nonprofit treating children with autism raised over $150 through a cause page on Facebook (which if I wanted to know more about autism…the first place I would go is Wikipedia). As you know, I share my prosem responses on a blog (www.closingtraingles.blogspot.com) so my other friends and colleagues can also engage in my experience. And the list continues… I give these examples to say—that I choose social media and the technologies as a way to connect and build relationships. Relationships that I believe are sometimes deeper because of the blurring of my public and private life through these mediums.
Last Summer I went to a new media conference held locally and listened to Lori Martinek (http://www.pplusonline.com/lori.php) share her thoughts on how you can use “social technologies” to build your personal brand. When I asked how to account for this blurring of public and private life, she said that you can keep it completely separate and that it is up to each individual to determine. If one is an authentic leader what would it look like? I agree with Mark that “for way too long many people have had the luxury of living two separate lives.” I assert that social media gives a platform for leaders to be more “real” and open and accessible. I love it when I go to a meeting or community gathering and am instantly able to have a deeper conversation about a happening in someone’s life because of what they have shared online. It matters.
One of my favorite elements of social media is that it flattens hierarchies and provides an opportunity for everyone’s voice to be equal. Geographic boundaries are erased. This also presents a challenge for leaders to even more deeply engage EVERYONE in building the brand and communicating change, especially those in the Millennial and younger generations who have all grown up with technology and have an expectation (not always an affinity for) for its integration in their personal and professional lives. Emmanuel’s point of the impact that the technology divide presents is very real. Actually, I think we will learn and benefit from the mobile technologies being developed in rural, developing countries. This is also an area for leaders to ensure they are engaging everyone regardless of accessibility.
I agree with Elise that social media cannot solely replace face-to-face communication or relationship building but I think it offers unique opportunities to deepen and build those relationships for those who choose to join. I do think that this is way more than a fad. This is only the beginning. Web3.0 is already on its way (http://www.slideshare.net/JohannesBhakfi/web30-986081 FYI: Slideshare is great, free Web2.0 tool for sharing your PowerPoint shows with others). Those leaders not engaging in this fundamental shift in communication and helping their followers plan for the implications will be behind. As leaders, it is imperative to consider and honor this change.
Reflections on 2009...2010 Intentions
Over Christmas, we had a conversation about if people really enjoy and read holiday updates. Even though other’s don’t…I do! You get to catch up on someone’s life from their perspective…and the person has a chance to reflect on what has meant the most to them over the past year. One of the things that drew me to (and has continued to engage me) in my PhD program is the encouragement and expectation to be a reflective practitioner—making sense of daily experiences in light of what we learn and know to be true. So as a way of making sense of my past year and setting my intentions for the coming year, here are my top 10 of 2009…and hopes for 2010.
2009 Highlights
1. During a work outing in Florida, we ended up stuck for three extra days in late February. This ended up being my only beach time this year. I totally love playing in the waves, sinking my feet in the sand, and the feel of salty wind in my hair.
2. I started looking at homes early this year…and fell in love with 16 Elm Ridge! It is perfect…not too big on the first floor, guest space upstairs (everyone is welcome) and a cozy basement complete with wet bar. I truly cherished the housewarming party and was thrilled to have friends from Indiana and northern Illinois to visit. I am so thankful to my friends who came to visit as well as help decorate and put finishing touches on my home!
3. During my Mom’s Spring Break, I had a chance to visit Texas. I loved spending time with my Mom and sister on the farm with the bluebonnets in full bloom!
4. I have become quite the fan of boating over the past two years. I am so at peace on the water! When the stars aligned and I was able to sell my jet ski and purchase a pontoon boat all in the same week, I was a happy camper. I especially loved the last few outings in the late summer when my best girlfriends and I spent the day laying in the sun on Lake Shelbyville.
5. In July, the Lumpkin Family who I work for had their family reunion and meeting in Santa Fe, New Mexico. I was so excited that my brother and sister were able to meet me there post-meeting and we had a family reunion of our own with our grandmother. Santa Fe is such a special place and having an opportunity to share time with them there is a forever memory!
6. In August, I started pursuing a life dream…to have PhD. I have felt challenged yet so affirmed by this experience and as a bonus have already started relationships with fellow students that I know will last a lifetime…and lead to many adventures. This year already it led to adventures in the corn fields on Ohio, a lake house in New Hampshire…and a wonderful side trip to visit my cousin Carl and his oh so lovely family in Vermont. And, I am really enjoying the writing even more than expected!
7. goodWORKSconnect.org launched in late August. I have been a part of quite a few new ventures but this is something completely different due to the technology twist. It has been challenging yet rewarding to take what works in person and re-tool for the online community. I have also been really blessed to work with people who truly care about and know nonprofit leaders. The visual of the balloon launch is in the memory lockbox!
8. Just before starting school in August, Ellie the Element found a new home and I found the 4-Runner Mad Max. I have already put the towing package, sun roof, heated seats and 4-Wheel drive to the test! What fun roadtrips to Northern Illinois, Texas, Ohio, Wisconsin, Missouri…and can’t wait for more! By the way, those of you who know and love Murray the Moose (bobble head my friend Heather and I found while in Alaska—Heather has the kiwi), he is back.
9. I am so blessed to have my blood family and adopted family. This year was super special because I was spent a relaxing Thanksgiving with my adopted Obert family and a festive, warm Christmas day on the farm with much of my Mom’s side of the family. It is so cool growing older and peering with my aunts, uncles and cousins!
10. I know I am lucky that I get to spend my day’s helping to make the world a better place. And love that outside of work, I have been able to make a difference as well as make new friends. It has been so much fun to watch Sullivan Area Arts become a reality, the merger of the Moultrie County United Way open new possibilities for the area, Mattoon Rotary continue its growth, Grantmaker’s for Effective Organizations plan for a 2010 conference with some topics I can’t wait to learn about, a Coles County Junto group come to fruition, and a Young Professional Group germinate!
2010 Intentions
1. Updated kitchen
2. Continue PhD work- Seattle, LA, etc.
3. Become an auntie!
4. Quality friend time on lake
5. A trip out to Western US with my bestie!
6. Run at least a 5K
7. GEO conference in Pittsburgh
8. Creative outlet…more singing!
9. Support my friends and family through more intentional communication
10. Make goodWORKSconnect the place to be.
More to come!
Blessings to you and all those you love!
Annie
Wednesday, December 16, 2009
Working "Hyperlocal"
At The Foundation, we are wrapping up a year-long strategic planning process. We find ourselves in an interesting time when our endowment is at its lowest (growing but still low) and our pledges for big projects high. This gives us an opportunity to look at the work we have been doing that has yielded the highest impact while also engaging the community and the family members. Projects where we have been deeply engaged and have built networks in the region seem to fit this the best—be it in education and youth services or nonprofit capacity-building. Much of this network-building has meant identifying and engaging the local “connectors” in planning efforts and then them activating their local network around the cause or project. As most of you know, I have provided the staff leadership to the development, launch and now nurturing of the online nonprofit community www.goodWORKSconnect.org. I have spent the past two weeks meeting with our key partners across the 17-county region that have worked VERY hard over the past year to make this effort a reality. The strategy for 2010 is very in line with Naess’s tenet for local autonomy and control—which in online community terms is “hyperlocal.” We have split the region into four areas based on the population centers and will have action teams working in their own backyard’s promoting the site, it’s in-person trainings that the local team is planning, and providing content. We know that for the effort to be a success in the overall region…we must reach the subregion “tipping points” (Malcolm Gladwell). What I have enjoyed most about my recent conversation is that each subregion is planning to address the given task list for their region in a different way—the way they think will be most effective for the area that they know! I am anxious to see the results and what works!
In the 2010 strategic plan I referenced earlier, we have identified two new areas, the arts and the environment, in which to begin networking building and project development. The environmental aspect is quite promising as our county anticipates Future Gen (http://www.futuregenalliance.org/), Eastern Illinois University’s Renewable Energy Center, Biomass and other green job training at Lake Land Community College, and more. With these large institutions committed to making a difference, there is a prime opportunity to ask the community how they want to be involved as well. Part of this is as simple as providing viable recycling options and energy conservation tactics. My experience has been that everyone wants to feel like they have a voice and can pitch-in to make their world a better place…they just have to be asked for their opinion and help.
THE PROMPT:
This week's stimulus comes from the Deep Ecology movement. And I think it is a very interesting moment of synchronicity that the second week of the Copenhagen meetings on climate change begin tomorrow. The Deep Ecology people give a great deal of attention to what they refer to as "the union of theory and practice." One of the founders of the movement is Arne Naess. This week's stimulus is from Naess' statement about what he refers to as "norms, tendencies, and tenets" of the Deep Ecology Movement. There are seven of these tenets described in the chapter I'm quoting:
"(7) Local autonomy and decentralization. The vulnerability of a form of life is roughly proportional to the weight of influences from afar, from outside the local region in which that form has obtained all ecological equilibrium. This lends support to our efforts to strengthen local self-government and material and mental self-sufficiency. But these efforts presuppose an impetus towards decentralization. Pollution problems, including those of thermal pollution and recirculation of materials, also lead us in the direction, because increased local autonomy, if we are able to keep other factors constant, reduces energy consumption. (Compare an approximately self-sufficient locality with one requiring the importation of feedstuff, materials for house construction, fuel and skilled labor from other continents. The former may use only five percent of the energy used by the latter.) Local autonomy is strengthened by a reduction in the number of links in the hierarchical chains of decision. (For example, a chain consisting of local board, municipal council, highest sub-national decision-maker, a state-wide institution in a state federation, a federal national government institution, a coalition of nations, and of institutions, e.g., EEC top levels, and a global institution, can be reduced to one made up of local board, nation-wide institution, and global institution). Even if a decision follows majority rules at each step, many local inerests may be dropped along the line, if it is too long. (6/7)"
Thursday, December 3, 2009
Reflections on Patience
MY RESPONSE...
Wow, this prompt spoke to me from a variety of angles…
I joke quite a bit that I have patience issues. I really like starting projects or initiatives…yet once they get up and going it is not nearly as attractive to do the careful and often long-term support. I have questioned this in myself for sometime. Is it that I don’t challenge myself with finding the next opportunity? Is it that I am just ready for a new challenge? Is it that I don’t care? In each situation, the next opportunity has “found” me. In reflecting on Mayeroff’s writing, perhaps I have not defined patience in the same way he does. I have definitely fully participated and given fully of myself so perhaps what is meant to find me does. The patience isn’t about the one project or initiative…it’s about the big picture goal of what I am meant to accomplish.
I will admit that my new addiction is the TV show Glee. It has brought up more high school chorus memories than I care to mention. One of my favorite quotes from years of choral singing is “The pause is as important as the note” (Truman Fisher). Most of my memorable spine-tingling moments are pauses before an amazing climax or the final note of a piece. Not being patient with these crucial elements can ruin the piece. This is especially true in any improvisation. When a four-part voice improv begins, all members must listen to the “groove” of the first singer and then build something unique and authentic to complement. If one person loses focus or isn’t present to all voices, the rhythm and the pause; the piece can fall apart.
I also have thought about my journey of singledom over the past year and half. So often I am happy as can be on my own—with my freedoms, friends and chosen fun. But there are days that my patience runs thin with not having the “perfect” partner in my life. Someone to wake up to, to work with house projects on, to go to dinner, etc. I can fully appreciate Mayeroff’s words “I must give myself a chance to learn, to see and to discover both the other and myself; I must give myself a chance to care." A large part of my last year plus has been rediscovering and growing me—and those things that are who I want to be. I know that with this care and patience, what is meant to find me will.
Patience.
The act of waiting for what you intend
But don’t always receive
Right away.
Patience.
The act of listening
For what you may not understand
At the time.
Patience.
To be confused
And in chaos
And let that be ok.
Patience.
The act of caring
To wait for the best
Of what’s to come.
***
THE PROMPT...
"Patience is an important ingredient in caring: I enable the other to grow in its own time and in its own way. (The growth of a significant idea can no more be forced than the growth of a flower or a child.) By being patient I give time and thereby enable the other to find itself in its own time. The impatient man, on the other hand, not only does not give time, but he often takes time away from the other. If we know that someone is impatient with us, or if we are impatient with ourselves, even the time that we might have had is often reduced.
"Patience is not waiting passively for something to happen, but is a kind of participation with the other in which we give fully of ourselves. And it is misleading to understand patience simply in terms of time, for we give the other space as well. By patiently listening to the distraught man, by being present for him, we give him space to think and feel. Perhaps, instead of speaking of space and time, it would be truer to say that the patient man gives the other room to live: he enlarges the other's living room, whereas the impatient man narrows it.
"Patience includes tolerance of a certain amount of confusion and floundering. But this tolerance is not adherence to a rule which says I ought to be tolerant, nor is it a kind of indifference to the other. Rather, tolerance expresses my respect for the growth of the other, and my appreciation of the 'wastefulness' and free play that characterize growth.
The man who cares is patient because he believes in the growth of the other. But, besides being patient with the other, I must also be patient with myself. I must give myself a chance to learn, to see and to discover both the other and myself; I must give myself a chance to care."
Milton Mayeroff
1971
On Caring
New York: Harper & Row, Publishers
17/18
Friday, November 27, 2009
Intuition and Change
Happy black Friday all! :) I am spending the holiday at my best friend's family on their dairy farm in northern IL. It is one of my favorite places....crops still coming out of the field, new baby calves born daily, and just a different gentle way of life I really admire.
****
I appreciated both Mark and Ruby's responses on intuition and its place in their work. While I was with a nonprofit consulting firm out of Indianapolis, I co-facilitated a couple of executive transitions. Some were 30-year execs retiring...other execs transferring to another organization. We used a three-step process from TransitionGuides funded by CompassPoint--prepare, pivot, thrive. Basically it is a process that honors the work of the past executive, works with the board and organization to set their vision for the future, and then choose a new leader best suited to work towards that vision. Essentially, especially for smaller organizations, this is a ideal opportunity to "rebrand" the organization. The organization's that I have seen move through this process and grow with the most promise are those poised to handle change.
I am reminded of the 12 Change Success Factors identified by John Adams in his article "Successful Change Paying Attention to the Intangibles." I find they boil down to the people, their trust, structure for change, and the communication among those involved. So where does intuition come into play?
In change processes, I think there has to be a little "gut instinct" or intuition at play. But there must be trust among the group towards the common vision...as well as a way to communicate when and where the "gut instinct" is informing the process. At the Foundation, we have recently shifted one of our grant programs that works in seven communities across the US...focusing on one every year. In this change, I (as the new staff member) provided support to the grant committee. We outlined our activities for each meeting but did not anticipate the flexibility we would need to exhibit while finding community partners in the focus community. The way I chose to handle this relationship was not ideal for one of our committee members. After re-reading Adam's article, I think that the bottomline was that the committee member and I had not worked much together so he did not trust my work and intentions with the community partner. Also, I did not adequately communicate the assumptions I was making for the partnership. It was a hard and very valuable lesson to learn.
I think that most changes do "stick" at some level. It might not be the ideal result or end change I envisioned or held for the organization....but it might be the "right" change for the organization. Also, the process could have been transformational for an individual, work group, etc. involved in the work. I have found that I never know exactly the impact I have made in consulting with organizations. It has led to board chairs choosing to leave the corporate world to follow their heart in leading a nonprofit, a development director pursuing Master's work, new board members for organizations, and more. I'm always surprised (and humbled) with the "ripple effect" from change processes I have been involved in.
****
I appreciated both Mark and Ruby's responses on intuition and its place in their work. While I was with a nonprofit consulting firm out of Indianapolis, I co-facilitated a couple of executive transitions. Some were 30-year execs retiring...other execs transferring to another organization. We used a three-step process from TransitionGuides funded by CompassPoint--prepare, pivot, thrive. Basically it is a process that honors the work of the past executive, works with the board and organization to set their vision for the future, and then choose a new leader best suited to work towards that vision. Essentially, especially for smaller organizations, this is a ideal opportunity to "rebrand" the organization. The organization's that I have seen move through this process and grow with the most promise are those poised to handle change.
I am reminded of the 12 Change Success Factors identified by John Adams in his article "Successful Change Paying Attention to the Intangibles." I find they boil down to the people, their trust, structure for change, and the communication among those involved. So where does intuition come into play?
In change processes, I think there has to be a little "gut instinct" or intuition at play. But there must be trust among the group towards the common vision...as well as a way to communicate when and where the "gut instinct" is informing the process. At the Foundation, we have recently shifted one of our grant programs that works in seven communities across the US...focusing on one every year. In this change, I (as the new staff member) provided support to the grant committee. We outlined our activities for each meeting but did not anticipate the flexibility we would need to exhibit while finding community partners in the focus community. The way I chose to handle this relationship was not ideal for one of our committee members. After re-reading Adam's article, I think that the bottomline was that the committee member and I had not worked much together so he did not trust my work and intentions with the community partner. Also, I did not adequately communicate the assumptions I was making for the partnership. It was a hard and very valuable lesson to learn.
I think that most changes do "stick" at some level. It might not be the ideal result or end change I envisioned or held for the organization....but it might be the "right" change for the organization. Also, the process could have been transformational for an individual, work group, etc. involved in the work. I have found that I never know exactly the impact I have made in consulting with organizations. It has led to board chairs choosing to leave the corporate world to follow their heart in leading a nonprofit, a development director pursuing Master's work, new board members for organizations, and more. I'm always surprised (and humbled) with the "ripple effect" from change processes I have been involved in.
Wednesday, November 18, 2009
Service Exposing the "Other"
PROMPT
Excerpt from The community of those who have nothing in common. (1994) by Alphonso Lingis, Indianapolis: Indiana University Press. (9-11)
Rational discourse and practice makes nature a communal work and makes our own nature our own work. . . the individual of modern culture, who affirms himself with his inalienable rights and sets himself up as a legislator of his own laws, sets out to produce his individuality as that of a nature closed upon itself. In the human community he finds a work closed in itself and representative of his own thought. As the individual finds that his own thought is representative of the whole system of rational thought, he will find on his fellow man but the reflection of his own rational nature.
Before the rational community, there was the encounter with the other, the intruder. The encounter begins with the one who exposes himself to the demands and contestation of the other. Beneath the rational community, its common discourse of which each lucid mind is but the representative and its enterprises in which the efforts and passions of each are absorbed and depersonalized, is another community, the community that demands that the one who has his own communal identity, who produces his own nature, expose himself to the one with whom he as nothing in common, the stranger.
This other community is not simply absorbed into the rational community; it recurs, it troubles the rational community, as its double or its shadow.
The other community forms when one recognizes, in the face of the other, an imperative. An imperative that not only contests the common discourse and community from which he or she is excluded, but everything one has or sets out to build in common with him or her.
It is not only with one’s rational intelligence that one exposes oneself to an imperative. Our rational intelligence cannot arise without commanding our sensibility, which must collect data from the environment in comprehensible and regular ways, commanding our motor powers to measure the forces, obstacles, and causalities of the practicable field in comprehensible and regular ways, and commanding our sensibility to others to register the relations of command and obedience at work in the social field in comprehensible and regular ways. It is with the nakedness of one’s eyes that one exposes oneself to the other, with one’s hands arrested in their grip on things and turned now to the other, open-handed, and with the disarmed frailty of one’s voice troubled with the voice of another.
One exposes oneself to the other – the stranger, the destitute one, the judge – not only with one’s eyes, one’s voice and one’s silences, one’s empty hands. For the other, the stranger, turns to one, not only with his or her convictions and judgments, but also with his or her frailty, susceptibility, mortality.”
****
RESPONSE
One of my clients in Indianapolis was a new charter school. Their building was not quite ready for the new school year so they asked my organization to help provide team development for their incoming class of 30 Freshman students. I planned some content for the time as well as brought in a few nonprofit organizations to provide ropes course facilitation as well as coordinate community service projects. One of the smaller groups of students ended up at a local thrift store sorting clothes, cleaning the facility and helping with a small construction project. They worked alongside the employees of the store and over the day began to build relationships with them. At the end of the day, Michael, the store manager, asked if he could have a moment to thank the students for their work and share a story. I instantly said yes.
Michael was a handsome mid-aged black man with a personality that instantly pulled you in. He began the his story…sharing that he came from a upper middle class family where both his mother and father had college degrees and professional jobs. He had the ideal upbringing and was the quarterback of his high school football team. He went to college on a full ride. He had everything he needed…yet found himself wanting more once he graduated. He began experimenting with drugs and became addicted. Addicted to the point he ruined his friend and family relationships from stealing and letting people down. After not even a year of drug use, he was homeless. Eventually, he found his way to the shelter that is supported by the thrift store. The shelter and its staff supported him through rehab and helped him rebuild his life. He closed by saying that the shelter had saved his life. He thanked the students for helping save lives like his through their volunteer work…and warned them to never take what they do have for granted. The room—once filled with the adolescent posturing of high school Freshman—was silent.
Most of the students in this school came from families not as well off as Michael’s. There faces, comments on the bus ride home, and sharing with other students the next day was by far one of the most incredible impacts I have ever witnessed. It could never have been planned. It was the raw human experience meeting open hearts and minds at just the right time. I wasn’t moved by tears that day as I have been most other times I have felt moved or touched by the “other.” But it was definitely there.
I write this during my monthly evening volunteering at the homeless shelter. I have met and had conversations with many of the guests…and know they each have their story as did Michael. I wish for each of them the chance to have their story known and honored.
Excerpt from The community of those who have nothing in common. (1994) by Alphonso Lingis, Indianapolis: Indiana University Press. (9-11)
Rational discourse and practice makes nature a communal work and makes our own nature our own work. . . the individual of modern culture, who affirms himself with his inalienable rights and sets himself up as a legislator of his own laws, sets out to produce his individuality as that of a nature closed upon itself. In the human community he finds a work closed in itself and representative of his own thought. As the individual finds that his own thought is representative of the whole system of rational thought, he will find on his fellow man but the reflection of his own rational nature.
Before the rational community, there was the encounter with the other, the intruder. The encounter begins with the one who exposes himself to the demands and contestation of the other. Beneath the rational community, its common discourse of which each lucid mind is but the representative and its enterprises in which the efforts and passions of each are absorbed and depersonalized, is another community, the community that demands that the one who has his own communal identity, who produces his own nature, expose himself to the one with whom he as nothing in common, the stranger.
This other community is not simply absorbed into the rational community; it recurs, it troubles the rational community, as its double or its shadow.
The other community forms when one recognizes, in the face of the other, an imperative. An imperative that not only contests the common discourse and community from which he or she is excluded, but everything one has or sets out to build in common with him or her.
It is not only with one’s rational intelligence that one exposes oneself to an imperative. Our rational intelligence cannot arise without commanding our sensibility, which must collect data from the environment in comprehensible and regular ways, commanding our motor powers to measure the forces, obstacles, and causalities of the practicable field in comprehensible and regular ways, and commanding our sensibility to others to register the relations of command and obedience at work in the social field in comprehensible and regular ways. It is with the nakedness of one’s eyes that one exposes oneself to the other, with one’s hands arrested in their grip on things and turned now to the other, open-handed, and with the disarmed frailty of one’s voice troubled with the voice of another.
One exposes oneself to the other – the stranger, the destitute one, the judge – not only with one’s eyes, one’s voice and one’s silences, one’s empty hands. For the other, the stranger, turns to one, not only with his or her convictions and judgments, but also with his or her frailty, susceptibility, mortality.”
****
RESPONSE
One of my clients in Indianapolis was a new charter school. Their building was not quite ready for the new school year so they asked my organization to help provide team development for their incoming class of 30 Freshman students. I planned some content for the time as well as brought in a few nonprofit organizations to provide ropes course facilitation as well as coordinate community service projects. One of the smaller groups of students ended up at a local thrift store sorting clothes, cleaning the facility and helping with a small construction project. They worked alongside the employees of the store and over the day began to build relationships with them. At the end of the day, Michael, the store manager, asked if he could have a moment to thank the students for their work and share a story. I instantly said yes.
Michael was a handsome mid-aged black man with a personality that instantly pulled you in. He began the his story…sharing that he came from a upper middle class family where both his mother and father had college degrees and professional jobs. He had the ideal upbringing and was the quarterback of his high school football team. He went to college on a full ride. He had everything he needed…yet found himself wanting more once he graduated. He began experimenting with drugs and became addicted. Addicted to the point he ruined his friend and family relationships from stealing and letting people down. After not even a year of drug use, he was homeless. Eventually, he found his way to the shelter that is supported by the thrift store. The shelter and its staff supported him through rehab and helped him rebuild his life. He closed by saying that the shelter had saved his life. He thanked the students for helping save lives like his through their volunteer work…and warned them to never take what they do have for granted. The room—once filled with the adolescent posturing of high school Freshman—was silent.
Most of the students in this school came from families not as well off as Michael’s. There faces, comments on the bus ride home, and sharing with other students the next day was by far one of the most incredible impacts I have ever witnessed. It could never have been planned. It was the raw human experience meeting open hearts and minds at just the right time. I wasn’t moved by tears that day as I have been most other times I have felt moved or touched by the “other.” But it was definitely there.
I write this during my monthly evening volunteering at the homeless shelter. I have met and had conversations with many of the guests…and know they each have their story as did Michael. I wish for each of them the chance to have their story known and honored.
Sunday, November 8, 2009
More on leadership qualities...
I was very drawn to Elise’s poem describing a leader in her life. Sarah whom she describes feel so “real” and authentic. Someone I would trust just from our initial encounter. The attributes described I wholeheartedly agree are leadership qualities needed in the past, present and future…
• inimitable style—“innate rather than inculcated”
• passion—for life and people
• doing what needs to get done
• craft of counsel and practical philosophy
• accessibility
• Carpe diem!
From what I can deduce about Sarah she is probably quite elegant at what Ron Heifetz describes as moving from the dance floor to the balcony and back--gaining perspective from all views and engaging others in the dance. I have heard Ron describe this concept multiple times and each time I have wondered how this awareness and talent can be coached. My experience has been that most people who do this well it is part of who they are…part of their emotional intelligences. Have others found the same or found ways to coach this quality?
As I read the text from Aurelius and compare it to this poem of another great leader, I am struck by why, as a society, we seem to hold up, respect and write about the great, epic leaders more than those who impact our daily lives—like Sarah? Why is more writing done of Fortune 500 companies or nonprofits who have “gone to scale” than the small businesses or nonprofits who have chosen to stay small or serve a local purpose? Are the lessons the same but not as memorable?
• inimitable style—“innate rather than inculcated”
• passion—for life and people
• doing what needs to get done
• craft of counsel and practical philosophy
• accessibility
• Carpe diem!
From what I can deduce about Sarah she is probably quite elegant at what Ron Heifetz describes as moving from the dance floor to the balcony and back--gaining perspective from all views and engaging others in the dance. I have heard Ron describe this concept multiple times and each time I have wondered how this awareness and talent can be coached. My experience has been that most people who do this well it is part of who they are…part of their emotional intelligences. Have others found the same or found ways to coach this quality?
As I read the text from Aurelius and compare it to this poem of another great leader, I am struck by why, as a society, we seem to hold up, respect and write about the great, epic leaders more than those who impact our daily lives—like Sarah? Why is more writing done of Fortune 500 companies or nonprofits who have “gone to scale” than the small businesses or nonprofits who have chosen to stay small or serve a local purpose? Are the lessons the same but not as memorable?
Nonprofit Leadership Qualities
PROMPT
"Maximus was my model for self-control, fixity of purpose, and cheerfulness under ill-health or other misfortunes. His character was an admirable combination of dignity and charm, and all the duties of his station were performed quietly and without a fuss. He gave everyone the conviction that he spoke as he believed, and acted, as he judged right. Bewilderment or timidity were unknown to him; he was never hasty, never dilatory; nothing found him at a loss. He indulged neither in despondency nor forced gaiety, nor had anger or jealousy any power over him. Kindliness, sympathy, and sincerity all contributed to give the impression of a rectitude that was innate rather than inculcated. Nobody was ever made by him to feel inferior, yet none could have presumed to challenge his preeminence. He was also the possessor of an agreeable sense of humor."
Marcus Aurelius, Meditations, Number 15
Please reflect on this meditation, offered by Marcus Aurelius (AD 121-80), a Roman emperor and Stoic philosopher. He describes qualities of leadership. How do you resonate/not resonate with his characterization? And how would you compare modern leaders to these ancient ideas? Are some of these traits worth emulating today? Which ones would you keep and which ones would you throw out? Consider the varying contexts -- ancient history and modern society today.
RESPONSE
Earlier this week, I went to the coffee shop across the street from my office for lunch and a little PhD time and read this prompt just prior to a meeting. My meeting was with a businessman who is a devoted board member for a variety of nonprofits in the community. He is interested in making the move from business to the nonprofit sector. During our conversation about the nonprofit world, he asked what I saw as the ideal personality and leadership qualities of a nonprofit leader. Many of the qualities we discussed were described by Marcus Aurelius including passion for the cause, selflessness, and authenticity. As a nonprofit leader, you become the holder of the mission of the organization and the vision for aspired change. This means that the work is not about the leader; but the people this leader is inspiring or ensuring are helped. The nonprofit leaders I respect the most see this as their life’s work or mission. Many would classify my description above as “servant leadership.” I believe that the ideal nonprofit leader is just that.
We also discussed the vital role of nonprofit leaders to embody collaboration, innovation, and sustainability. These could sound in conflict with each other but I feel they are keys for future nonprofit leadership. In describing the book Governance as Leadership, co-author Bill Ryan describes the vital role for nonprofit leaders to embody generative thinking. He describes this as “it frames the problems that we solve, it determines what needs deciding before we make decisions, it suggests what’s worth a strategy before we develop a strategic plan.” If nonprofit leaders are thinking generatively they are always on the look-out for partners to ensure the vision is being accomplished; they are looking for new solutions and to engage those with innovative ideas; and they are making the decisions (sometimes very hard) to ensure the programs and services best accomplishing the mission are sustainable.
Aurelius’s characteristics are indeed still very relevant. The modern leaders of today that I most respect, hold many of these qualities. I do however think that part of being an authentic leader is being able to be vulnerable enough to ask for help when “at a loss.” Maximus’s role as a military leader probably didn’t allow his to do this to his enemies—but I would be highly surprised if he did not find himself “at a loss” every once in a while.
What stood out to me and does in any other ancient text is the rich and poetic tone and nature. What will people reading the work of current philosophers of leadership think? Surely, they will still be experiencing the same “what works” for leadership…but how will they be conveying it? And, what a good reminder…leaders do need to possess a sense of humor!
Wednesday, October 28, 2009
Competition vs. Collaboration
For the work I do in the community and with nonprofits, the "war" methapor is not used near as much as "competition." This term from business is brought into the conversation by well-meaning volunteers from their life experience in the business world. A few months ago I was presenting to a SCORE chapter which is made up of retired business people wanting to give back to the community. My topic was about the Top 10 differences to keep in mind when consulting with nonprofits. I thought we had had very eye-opening, effective time together---then, at the very end, one of the gentlemen raised his hand and said, "Wouldn't all this not be important if nonprofits just realized they were in competition with one another." Uggghhh! So I responded with the following question, "How can you be in competition to do the most good?" I believe that if the mission of nonprofits is to make our world and communities a better place, they should work together to ensure they are doing the most good.
Stephen shared "in leading with friendship, we give ourselves hope that we are all in this together and we all have a responsible to care and sustain one another through positive feedback and fostering shared visions. I reflect on last Christimas when I attended the "Band Together for Kids" event that was put together by five nonprofits serving kids. Proceeds from the evening of music, food, and fun went to a fund that any of the organizations can access to provide "extras" to the children they serve. The leaders of those nonprofits welcomed folks to the event, a few even played in the bands, and they laughed and had fun together...as friends. This event and the friendship and collaboration it exhibited for a shared vision of supporting children is much more compelling and sustainable than assuming competition/war against one another.
Even though it is more compelling to collaborate, our large systems often set us up for war. Our state budget this year in Illinois has meant "war" for many sectors. Just in back payments alone, the state owes nonprofits hundreds of millions of dollars. Also, most who receive state funding have experienced a 10-25% cut in their budgets. When nonprofits go to represent their cause to legislators, they must identify the specific area they represent...seniors, youth, people with disabilities, etc. Budget-related bills have been able to pass because they are tied to these nonprofit services. Ironically, Illinois is one of very few states that does not have a statewide nonprofit alliance or association. With the lack of this unifiying voice, the various silos of the sector have had to fend for themselves. The crisis of this year was more severe than past years (where this is has also occured) but seems to be shifting the conversation. A statewide organization the Donors Forum is beginning to help staff advocacy efforts--especially for the social services system. And I'm sure this is not the end.
How do we choose not to compete or be in "war" when our world of systems in business, economics, government, and more are based on it?
Stephen shared "in leading with friendship, we give ourselves hope that we are all in this together and we all have a responsible to care and sustain one another through positive feedback and fostering shared visions. I reflect on last Christimas when I attended the "Band Together for Kids" event that was put together by five nonprofits serving kids. Proceeds from the evening of music, food, and fun went to a fund that any of the organizations can access to provide "extras" to the children they serve. The leaders of those nonprofits welcomed folks to the event, a few even played in the bands, and they laughed and had fun together...as friends. This event and the friendship and collaboration it exhibited for a shared vision of supporting children is much more compelling and sustainable than assuming competition/war against one another.
Even though it is more compelling to collaborate, our large systems often set us up for war. Our state budget this year in Illinois has meant "war" for many sectors. Just in back payments alone, the state owes nonprofits hundreds of millions of dollars. Also, most who receive state funding have experienced a 10-25% cut in their budgets. When nonprofits go to represent their cause to legislators, they must identify the specific area they represent...seniors, youth, people with disabilities, etc. Budget-related bills have been able to pass because they are tied to these nonprofit services. Ironically, Illinois is one of very few states that does not have a statewide nonprofit alliance or association. With the lack of this unifiying voice, the various silos of the sector have had to fend for themselves. The crisis of this year was more severe than past years (where this is has also occured) but seems to be shifting the conversation. A statewide organization the Donors Forum is beginning to help staff advocacy efforts--especially for the social services system. And I'm sure this is not the end.
How do we choose not to compete or be in "war" when our world of systems in business, economics, government, and more are based on it?
Wednesday, October 21, 2009
Leadership & Friendship
THE PROMPT:
"Woolf (1938) in Three Guineas asked where the procession of educated men was leading. Her list of concerns exists yet today, with others added. The leadership challenges are enormous – an unconscionable rich-poor gap, in this country and world-wide, ghastly wars and internecine strife, violence of all types and degrees, and environmental destruction that threatens the sustainability of all, to name only a few. Underlying these tragedies are conceptions of the self as separate from others and the world. The challenges call for new ways to think about and practice leadership, or as Woolf (1938) said, “by finding new words and creating new methods. (p. 143)
“Metaphors are compelling ‘invisible powers.’ Since metaphors structure both perception and action, conceptualizing leadership as friendship provides a stance toward/with the world that can contribute to shaping new actions and ways of thinking. That friendship stance is grounded in perceptions of connection and interdependence from which emerge a sense of responsibility and care. This conceptualization of leadership as friendship extends the responsibilities of leadership beyond one’s own group.
“Leaders within a friendship orientation can only maintain such a stance by having a vision of Dickinson’s ‘possibles’ that are ‘lit by the imagination.’ Such a view allows leaders to leave behind, at least temporarily, an adversarial approach for one that is more respectful and open to the potential, if not yet actualized, mutuality of the parties involved, as illustrated by the cases above (in the whole article). Leaders practicing within a friendship metaphor call on their imagination to see ‘the possibles’, the possibilities they might otherwise not see. The friendship metaphor asks leaders to affirm the best in human beings, whether as followers, potential followers, or those who are viewed as ‘enemies’ of the leader. It promotes the making of ‘imaginative leaps’ (McFague’s phrase) across a distance. In doing so, it expands our capacities to imagine what ought to be, to act on that vision, and to respect and care for each other in an interdependent world, ultimately shaping a more humane world.”
"Rethinking Leadership: Leadership as Friendship,”Gerri Perreault
Advancing Women in Leadership Online Journal, Volume 18, Spring 2005
http://www.advancingwomen.com/awl/social_justice1/Perreault.html
MY RESPONSE:
As I reflect on Perreault’s writing, I am struck by two current situations where I am experiencing friendship grounded in connections and trust that have led to some amazing “possibles”…as well some challenges:
1. This week I have the opportunity to do one of my favorite activities within the Foundation…go on site visits. Site visits entail reviewing the full grant application from an organization and then spending an hour plus with the leaders of the organization discussing the project in more detail. It is a great way to bring the application to life…and to secure further information I can share with our grant committee who makes the ultimate decision about the grant. Last year was my first year to do site visits and I was able to do so with not knowing many of the potential grantees. This year, however, is different. Over the past year, I have built different levels of relationships and friendships with almost all of the prospective grantees. Three I would call friends, two I am in other networking organizations with, two I serve on other boards with, most have been to at least one of our trainings throughout the past year…and one is even my neighbor! As I review the applications, I have had a hard time looking at the proposed project or activity purely from a mental place. I know the people behind the projects and have a sense for them outside of just what I see on paper. Also, I know that the individual or group of people supporting a project/program are usually what make it succeed. I have had to be very intentional to look as critically as I can to ensure the people and the project make sense. As I reflect on Perreault’s remarks, I am aware that my friendships allow me to make more leaderful decisions but must also be tempered with my logical side of due diligence to ensure I am recommending quality grants.
2. Over the past year I have had a great group of eleven individuals meeting monthly and in between in action teams to bring a regional-wide effort and project to fruition. The group met last week to determine its future goals and structure. It was a very productive meeting and I am excited for the decentralized, local approach we will be trying. Many of these people represent organizations that could be seen as competitors (nonprofit term for “war”)—trying to secure more resources for their particular cause or geographic area. This could not be further from what occurred. These individuals work together and look for ways to build on what’s working in other areas and how to leverage the strengths of the group…and include others that have additional strengths. Could this happen more deeply? Sure. But as I read Perreault’s commentary, I was struck that probably one of the main reasons for their interactions and assumption for collaboration is that the “sense of responsibility and care” has been built. The challenge for me is how to foster it long-term especially knowing that financial incentives come and go, organizational priorities change, and more.
One of my personal soapbox issues is when people say they are partners or collaborating and all it is is an exchange of funds. We all have so much to offer as individuals or organizations that if a need must be met, it will! I loved the word “possibles”…as my experience has been that the most diverse the group, the better the possibles are generated.
"Woolf (1938) in Three Guineas asked where the procession of educated men was leading. Her list of concerns exists yet today, with others added. The leadership challenges are enormous – an unconscionable rich-poor gap, in this country and world-wide, ghastly wars and internecine strife, violence of all types and degrees, and environmental destruction that threatens the sustainability of all, to name only a few. Underlying these tragedies are conceptions of the self as separate from others and the world. The challenges call for new ways to think about and practice leadership, or as Woolf (1938) said, “by finding new words and creating new methods. (p. 143)
“Metaphors are compelling ‘invisible powers.’ Since metaphors structure both perception and action, conceptualizing leadership as friendship provides a stance toward/with the world that can contribute to shaping new actions and ways of thinking. That friendship stance is grounded in perceptions of connection and interdependence from which emerge a sense of responsibility and care. This conceptualization of leadership as friendship extends the responsibilities of leadership beyond one’s own group.
“Leaders within a friendship orientation can only maintain such a stance by having a vision of Dickinson’s ‘possibles’ that are ‘lit by the imagination.’ Such a view allows leaders to leave behind, at least temporarily, an adversarial approach for one that is more respectful and open to the potential, if not yet actualized, mutuality of the parties involved, as illustrated by the cases above (in the whole article). Leaders practicing within a friendship metaphor call on their imagination to see ‘the possibles’, the possibilities they might otherwise not see. The friendship metaphor asks leaders to affirm the best in human beings, whether as followers, potential followers, or those who are viewed as ‘enemies’ of the leader. It promotes the making of ‘imaginative leaps’ (McFague’s phrase) across a distance. In doing so, it expands our capacities to imagine what ought to be, to act on that vision, and to respect and care for each other in an interdependent world, ultimately shaping a more humane world.”
"Rethinking Leadership: Leadership as Friendship,”Gerri Perreault
Advancing Women in Leadership Online Journal, Volume 18, Spring 2005
http://www.advancingwomen.com/awl/social_justice1/Perreault.html
MY RESPONSE:
As I reflect on Perreault’s writing, I am struck by two current situations where I am experiencing friendship grounded in connections and trust that have led to some amazing “possibles”…as well some challenges:
1. This week I have the opportunity to do one of my favorite activities within the Foundation…go on site visits. Site visits entail reviewing the full grant application from an organization and then spending an hour plus with the leaders of the organization discussing the project in more detail. It is a great way to bring the application to life…and to secure further information I can share with our grant committee who makes the ultimate decision about the grant. Last year was my first year to do site visits and I was able to do so with not knowing many of the potential grantees. This year, however, is different. Over the past year, I have built different levels of relationships and friendships with almost all of the prospective grantees. Three I would call friends, two I am in other networking organizations with, two I serve on other boards with, most have been to at least one of our trainings throughout the past year…and one is even my neighbor! As I review the applications, I have had a hard time looking at the proposed project or activity purely from a mental place. I know the people behind the projects and have a sense for them outside of just what I see on paper. Also, I know that the individual or group of people supporting a project/program are usually what make it succeed. I have had to be very intentional to look as critically as I can to ensure the people and the project make sense. As I reflect on Perreault’s remarks, I am aware that my friendships allow me to make more leaderful decisions but must also be tempered with my logical side of due diligence to ensure I am recommending quality grants.
2. Over the past year I have had a great group of eleven individuals meeting monthly and in between in action teams to bring a regional-wide effort and project to fruition. The group met last week to determine its future goals and structure. It was a very productive meeting and I am excited for the decentralized, local approach we will be trying. Many of these people represent organizations that could be seen as competitors (nonprofit term for “war”)—trying to secure more resources for their particular cause or geographic area. This could not be further from what occurred. These individuals work together and look for ways to build on what’s working in other areas and how to leverage the strengths of the group…and include others that have additional strengths. Could this happen more deeply? Sure. But as I read Perreault’s commentary, I was struck that probably one of the main reasons for their interactions and assumption for collaboration is that the “sense of responsibility and care” has been built. The challenge for me is how to foster it long-term especially knowing that financial incentives come and go, organizational priorities change, and more.
One of my personal soapbox issues is when people say they are partners or collaborating and all it is is an exchange of funds. We all have so much to offer as individuals or organizations that if a need must be met, it will! I loved the word “possibles”…as my experience has been that the most diverse the group, the better the possibles are generated.
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