Success in Life…
January 12, 2017 Leave a comment
Success in life should never be measured by a job or career accomplishment, but by the relationships we build and the influences we have on the lives of others.
Leaders who are truly effective are qualified, not by credentials or accomplishments, but by their character.
January 12, 2017 Leave a comment
Success in life should never be measured by a job or career accomplishment, but by the relationships we build and the influences we have on the lives of others.
February 8, 2015 Leave a comment
Social media has been ablaze this week with articles, comments, and creative memes about Brian Williams and the false statements he made about his experience reporting in Iraq in 2003.
Williams’ report, in and of itself, is pretty much meaningless. On the other hand, the significance of his lie permeates much deeper and broader than an event covered over a decade ago.
Americans are so obsessed with meaningless day-to-day nonsense – everything from Bruce Jenner’s gender confusion to what so and so wore last night on Scandal. People think less and less for themselves and rely far too heavily on what the news media tells them is important. The national news media in particular substantially influences what the public knows, thinks, and believes.
For the past couple of decades, the news media in this country have become far more involved in shaping the news, rather than reporting the news. What used to be valued as unbiased reporting has evolved into editorialized pandering to one ideal or another. Every US media outlet I can think of is shamelessly biased either left or right, although they are certainly loath to admit it. All of them, subtly if not overtly, promote their respective political and social agendas.
As the prime time anchor, Brian Williams is the voice of NBC news. As such, both his credibility as a journalist, and consequently the credibility of his entire organization, is now called into question, and rightly so. The credibility of every news organization should be called into question, not because Brian Williams lied, but because the presentation of the news in this country has become disingenuous, cropped and carefully presented in a particular context to deliberately shape public opinion.
We cannot become complacent and accept the blatant falsification of events that are documented and presented as factual, particularly from our news media. Brian Williams should step down permanently, and this incident should be a wake up call to the entire industry.
October 10, 2014 Leave a comment
Simply put, leadership is the ability to influence others.
Ironically, however, the ability to influence others, either in an organization or in the political arena, ultimately doesn’t depend on an individual’s title or position of authority. In fact, those in positions of “authority” often confuse their ability to inflict their will on others (where authorized by their position or title) as a “right” of leadership. This is frequently the case with new managers and those whose motivation for leadership is based on a desire for authority in the form of personal control and power.
These authoritarian relationships may command respect in a superficial sense, but are void of trust and respect. They are based solely on fear rather than empowerment and personal ownership, and offer no provision for alignment of ideas or ideals. In this self-centric mindset, the emphasis on success is internal. The success of both subordinate individuals and the team is viewed by the manager as being dependent upon his or her personal success. These managers tend to believe that in order to validate their own value to the organization they must make themselves essential to the success of the team.
I see this in teams that are largely dysfunctional when the leader is absent. Decisions cannot be made without the manager’s consent. Personal ownership and accountability is stifled and autonomy is restricted. There is little or no basis of trust in the competence and discretion of the team members. This type of manager hordes power, controls rather than leads, and lacks the self confidence to allow subordinates or the entire team to excel in his absence. They make the success of their team completely dependent upon their presence and participation.
I believe that just the opposite is true of superior leaders – that the true measure of success for a leader is not how necessary he is to the team, but in fact how unnecessary he is. This might sound radical or counter-intuitive, but if a leader has truly done his job, the people who work for him should be able to function autonomously for an extended period of time without the necessity of his direct supervision. They should all be aligned both individually and collectively with the organizational vision and goals. They should each have a strong sense of personal ownership and accountability, both to their leader and to each other. They should exhibit integrity and self-discipline. They should be enthusiastic and self-motivated. And finally, they should have a balanced sense of selflessness (teamwork) and drive for personal achievement. This is the very essence of a high performing team, and the best managers and strongest leaders, in effect, actually make themselves less and less integral as their teams become more and more self-sufficient.
The ability to influence others is a powerful and awesome responsibility. Effective, superior leadership, under which individual and team performance is developed and cultivated to its highest potential, requires uncommon, illusive, and perhaps innate personal qualities. It requires confidence and vision with a strong sense of purpose. It requires courage, discipline, and dedication to the development of others. It requires authority without authoritarianism. Superior leaders nurture cooperation instead of mandating compliance. They build consensus and create a culture of alignment in which every member shares in the ownership and accountability.
October 2, 2010 Leave a comment
Chances are you’ve at some point known or worked with someone who has endured a significant personal crisis. Perhaps it was a nasty divorce, a life-threatening personal or family illness, the loss of a spouse or child, or a similar life event that turned their world upside down.
I lost my father to a heart attack just weeks after I turned 17 years old and days before I started my senior year of high school. I can still remember the numbness I felt as I went to school that fall, surrounded by friends whose lives were blissfully unchanged while my own was irreversibly altered. But as difficult as it was, I persevered. It could even be argued that it was easy for me to move forward simply because I still had my entire life before me. But I doubt I considered that at the time. No, I persevered because there was simply nothing else I could do. I couldn’t reverse or change what had happened. Like it or not, I could only adapt and move on.
As bystanders – family, friends, and co-workers, we admire the strength of those who have suffered tragedy and yet are somehow able to keep going. Because we can only imagine their grief and anxiety, we marvel at their ability to continue doing the simplest of daily activities and can hardly understand how they’re able to keep coming to work or to class. The fact is, like me at age 17, they do it because there is simply nothing else they can do. They adapt and move on because there is no other option. They have no choice. Bills still have to be paid, mouths still have to be fed – the responsibilities of life don’t stop.
It’s human nature to sympathize with people in these situations, and there is nothing wrong with that. But I think it’s easy to confuse sympathy with admiration, and there is an important distinction between the two. At the risk of sounding coldhearted, to admire someone who continues to live and work after a tragedy is like admiring a sailor who swims after his boat sinks. Do we admire him for not giving up and drowning? Do we admire his courage? Truth be told, most of us probably do; after all, we’re inspired by stories of perseverance and love to cheer for the underdog. But again, what choice does he have? He can swim and live or he can sink and die – not much of a choice. It’s a simplistic comparison, but I think it relevant nonetheless.
The point I want to make is we have such a natural inclination to admire those who overcome tragedy, we often let it cloud the rest of our judgment about the individual. Specifically, it’s easy to confuse what we perceive as personal fortitude with the reality of professional effectiveness. Surely we’re inclined to assess the individual’s performance more generously in light of the adversity they’ve faced, and this is certainly the right thing to do temporarily while the person heals. After all, no one can be expected to perform at full capacity either during or in the aftermath of a personal crisis. But that’s not what I’m talking about. I’m referring to the tendency to allow our permanent perception of the individual to be skewed due to whatever past tragedy they’ve endured – confusing their fortitude and resilience in moving on with their ongoing effectiveness in their job.
In short, personal fortitude is ultimately no substitute for, and is indeed in this context only marginally related to, good performance. It’s not for me to say how long a person should be allowed to recover from a crisis. That depends on the individual, situation, and circumstances. However, regardless of whatever tragedy the individual has suffered in the past (or even presently endures), eventually his or her performance and professional effectiveness must be judged on its merit. We can admire their strength and perseverance, but that alone is a poor substitution for meaningful achievement.
July 26, 2010 Leave a comment
I have a thing for old tools. Not the ones with cords and plugs, mind you, but old hand tools that predate electricity. The ones guided by hand, powered by muscle, carefully honed and meticulously cared for to retain their edge and effectiveness at doing the job for which they were intended. These are elegant, tactile tools of history, character and quality – tools upon which the livelihood of their owner depended. These tools didn’t sit collecting dust on shelves in garages, used casually or occasionally and allowed to rust. These were tools of journeymen and tradesmen, carpenters, cabinetmakers, shipbuilders, and carriage makers – tools that were passed down through multiple generations. Every one has a story to tell; every paint spot, dent, ding, scratch and chip reflects a different point in time and a different job completed.
Sadly, most of these tools eventually fell victim to post-WWII modern industrialization when mass production, cheap technology, and the population explosion shifted consumer culture from quality and durability to speed and ease of use. Today, we’ll spend $200 on a cordless drill and toss it out when the battery no longer holds a charge. All the while, the noble tools of iron, steel, and wood that built this country sit quietly idle, rusting away in barns and workshops and garages. Few know how to use them, fewer still know how to restore them to functional condition, and just about everyone else wonders why bother doing either. I am one of the relative few who does both.
Opinions on the restoration of old tools vary widely and are frequently debated within their communities of interest. I personally believe that less is more when it comes to restoration. I like the idea of retaining a tool’s character – its scars and marks from use, its patina, etc. I believe a tool should be cleaned and maintained in the same manner as the original craftsman who owned it would have done. A hundred years ago, these tools represented the livelihood of the owner. They were relatively expensive and the woodworkers who owned them relied on them to make a living. They would not have allowed rust to accumulate and would have cleaned and oiled them regularly.
Refining people is not unlike the restoration and care of vintage tools. Regardless of age or experience, there are always rough edges to be eased, working mechanisms in need of adjustment, and business implements to be sharpened to produce the desired result. People in an organization require constant tuning and ongoing maintenance in order to function at their peak capacity. Good leaders exist, not simply as masters of the tools they wield. Rather in the manner of fine craftsmen, they are charged with refining, tuning, and honing the tools in their care, through the edification and development of the men and women they lead.
The refinement of these human tools requires a firm but gently touch. In time, their mettle (pun intended) is reflected in a patina developed through experience, accomplishment, and occasional failure. Skills develop through hands on instruction and are shaped by practice. The quality of results improves as the tool is tuned to achieve the task intended. Adjustments are made, impurities cleaned, and accomplishment is rewarded until eventually the tool attains a confidence, character, and integrity all its own. Shavings are gossamer thin, lines are cut straight and true, and revealed in every achievement is the precision of the tool and the influence of its custodian.
Without constant care, tools become dulled by use – corrosion slowly creeps in, alignment is eventually lost, and the ability of the tool to perform as expected is compromised. Just as the journeyman of 100 years ago was personally responsible for the care and maintenance of his tools, so are the business leaders of people today. In a culture where tools are deemed disposable, easily replaced by a trip to the local home center, leaders of people cannot afford to be so cavalier. These human tools represent the livelihood of the organization. They are relatively expensive and the companies that employ them rely on them to sustain and grow the business. They must not be allowed to fall idle and rust.
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