How do we learn?

We learn by being inspired.

We learn by debating an issue.

We learn by teaching.

We learn by doing.

By reading, by writing, by listening. This is just the tip of the iceberg.

A great deal of research has gone into the effectiveness of each of these methods and the choice of one over another.

Over the years, we have created many new technologies to enable the communication of knowledge.

I suppose we can go back to the very invention or evolution of the spoken word, but perhaps I should limit myself to what might retain the reader’s attention in a blog.

The power of storytelling is immense and humanity has used it to convey knowledge from generation to generation and from place to place. At CCL, we have tried to capture stories of leadership that allow outstanding leaders to communicate what they have learnt to other leaders that may benefit from the wisdom that previously might only have come from experience. The video that accompanies this article is CCL’s CEO John Ryan telling a story about his experience in trying to develop a leader while not realizing the implications on the rest of the organization. Here is the Linkedin Influencer article he wrote about the same story. The video will take you 5 minutes to watch; the article might take you a little more or less. Which one has more of an impact? Why?

Of course, the beauty of today’s technology is that you don’t have to choose. This video is one video out of a collection that CCL has created to help organizations develop their next generation of leaders more efficiently. The videos are one part of a larger digital portfolio.

My colleagues and I will be showcasing our perspective on blended learning at ASTD ICE 2014. Stop by booth 1133 to share your thoughts on what we are exploring. We would be glad to discuss your thoughts.

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Managing the Tension Between Innovation and Operational Effectiveness

Organizations aspiring to become more innovative have often approached us for leadership development solutions.  We would shudder when they also felt that they were hampered by a culture that was steeped in Six Sigma for achieving operational efficiency.  While it may seem that these two have conflicting purposes, it is our belief that Innovation and Operational Efficiency need each other – indeed for an organizational capability that sustains innovation, both are imperative.  Here are some things that realize the benefits of both.

Leveraging Polarities
Leaders are continually being told that they need to get better at managing ambiguity and paradox.  Polarity mapping, developed by Barry Johnson, enables leaders to approach highly complex challenges as polarities to be leveraged rather than problems to be solved.  Having such a tool in your leadership repertoire enables you to develop and apply your skills to solve these complex challenges.

Connecting innovation to strategic challenges
It is typically hard to justify efforts to innovate when they appear to be innovations for innovation’s sake.  Innovation works best when it has a job to do – when there is pain, lack of progress, and complexities recognized within the organization and a desire backed by management support and possibly financial investment to resolve the challenges.  We know of one innovative organization whose whole strategy process revolves around continually identifying strategic challenges faced by the organization, and then appointing a senior executive to champion communication of the challenge throughout the organization and sponsor and connect ideas and innovative efforts emerging from further down the organization to resolve the challenge.

Integrate creative problem solving and design thinking into quality training
Six Sigma (and other approaches to resolving quality issues), creative problem solving and design thinking are all – at their core – problem solving methodologies  but typically applied to different kinds of problems. Creative problem solving and design thinking uses frameworks and tools that can supplement the more  analytical approach characteristic of Six Sigma in order to facilitate the resolution of complex challenges facing the organization.  Design thinking and creative problem solving facilitate the development of opportunities that may have escaped the attention of the organization’s prevailing strategy. For example, when Proctor and Gamble were seeking new products for cleaning floors their conventional problem solving approaches suggested new kinds of chemical cleaner.  A design thinking approach led them to develop the Swiffer® – no chemical involved and the creation of a multi-billion dollar revenue stream.  Six Sigma comes into its own when ideas emerging in the organization have matured and are ready for transition into the mainstream and development and scaling as innovations.

Reset your focus on quality outcomes
Resetting focus is about continually questioning of the intent of quality processes. Regularly ask yourself: Is your intended outcome still relevant?  If so, are there more innovative AND efficient ways of achieving this outcome? Over-focusing on operational effectiveness using approaches such as Six Sigma can lead to unintended consequences for an organization, such as becoming vulnerable to competitive new products and services, avoidance of even low-risk innovative ideas, and ultimately becoming stuck when faced with seemingly intractable problems.

Innovation is not just about new products
When asked to offer examples of innovations and of innovative companies many of our clients name well-known products from well-known brands.  The usual suspects include Apple, Google, Cirque du Soleil, etc.  Larry Keeley and his colleagues at Doblin have identified ten types of innovation.  Their applied research demonstrates that successfully innovative organizations engage in more than one type of innovation.   Product innovation is only invoked by two of the ten.

Much recent research identifies leadership as key to innovation and the major factor that predicts the success or failure of organizations (for example: IBM’s “Cultivating organizational creativity in an age of complexity” and Capgemini’s “Innovation Leadership Study – Managing innovation: An insider perspective”).  CEO Challenge 2014, a Conference Board report released in February 2014 identifies Innovation as one of the top 5 global CEO challenges.  If your organization is serious about becoming more innovative, invest in developing leaders who can engage their own and others’ innovation capabilities and in developing a leadership culture that embraces, enables and sustains innovation and its twin, operational efficiency: both vital components of an organizational capability for growth.

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Key leadership challenges facing government leaders in Europe

This post was co-written by Vered Asif and Clemson Turregano.

Key leadership challenges facing European government leadersA few months ago we had the pleasure of working with senior European leaders in an intergovernmental organization. We spent a full day together discussing individual leadership goals, cross team collaboration and leadership culture. They were thrilled about being given the opportunity to engage in a dialogue around their key leadership challenges with peers, in a safe space, where collaborative learning could emerge.  It is always exciting when we get to work with leaders in government, for they have many similar challenges to other leaders across different industries and at the same time, some very different challenges.

Here are some of the themes and challenges which were mentioned and discussed by these senior leaders, during both a prior discovery process and the peer dialogue whilst in the classroom:

1. Mission statement, mindsets and resources

One of the key themes which came out of the dialogue was the organization’s mission statement and the impression that an articulated mission and vision statement from the very top is missing. They also raised the tendency of people to push problems up in the hierarchy and the fact that employees are inclined to be more reactive than proactive.

Working with political appointees is a leadership challenge across governments, and this group was no different.  Like many governments, senior management appointments are political, and as a consequence, management aspects are not considered. Another area they had in common was challenges with hiring and keeping good talent, while eliminating lazy performers.  Anyone who has ever worked within a large bureaucracy can certainly relate to this challenge.  As per mindset shifts and organizational transformation, they stressed that the ongoing major revolutions in working methods (moving from paper to electronic communication and documentation) will require greater emphasis on resiliency, knowledge sharing, management and leadership in the future. The challenge, then, was whether the work force could adjust to these changes and really improve their level of service.

2. Leadership Culture

A duality in leadership culture was identified by the senior group. Creating a leadership culture that can foster innovation and creativity is the holy grail of government leadership.  This group described their culture as dependent: command and control, hierarchical, top down approach, and a culture of fear. On the other hand the leadership culture has also been described as independent: people are working independently in their own areas and making local decisions. The participants stressed many times the need to move towards an interdependent mode. The leadership question is whether a government culture can ever be truly interdependent.

3. Cross Collaboration, teamwork and decision making

Inter/cross team collaboration between senior leaders is a challenge, since senior management is used to working separately within their own teams. Cross-team collaboration is resisted as much as possible because of politics, the number of stakeholders involved and the nature of a large administration with slow, complex and heavy processes. Making critical decisions requiring cross collaboration is a challenge. Regulation and legislative oversight help to create boundaries that are very difficult to cross.  The key here is for leaders in government to adopt an attitude of boundary spanning leadership, enabling them to see the strategic dimension of how these silos can be broken down for the benefit of the citizen.

4. Behaviours and skills for the future

The participants mentioned the following competencies and behaviours which they and the entire organization’s population will need to adopt and strengthen for the future:

  • Listening and communication skills
  • Cultural awareness
  • Resiliency
  • Agility
  • Maintaining a more holistic point of view
  • Growth mindset
  • Collaboration
  • Trust

In a study of government workers conducted recently, CCL found that government workers were exceptionally good at recognizing and respecting difference, and not so good at leading people.  Increasing self-awareness and adopting a feedback culture can help these leaders foster a more open environment that may lead to more efficiency and increased effectiveness.

We at CCL are curious whether any of the themes and challenges mentioned above seem familiar to you. If so, how did you manage or facilitate these challenges at your work place or in the classroom as a trainer? We are paying more attention to governments in Europe and around the world.  We are wondering, what has been your experience with senior government leaders and their leadership challenges across the world?

Looking forward to  hearing your stories!

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Making Effective Leadership Catch On

Have you ever thought about ways to make what you do more “catchy” or attractive? I definitely have, and so I recently read the book “Contagious” by Jonah Berger that offers some research-based guidance for how anyone can practically do this. Jonah is a marketing professor at the Wharton School at University of Pennsylvania. According to his website, he studies “social epidemics, or how products, ideas, and behaviors catch on and become popular.” In other words, he studies what makes things cool. After building a decade of research in top peer reviewed journals, Jonah Berger has come up with six basic principles for making anything catch on. “Anything” could mean the practice of effective leadership.

Since I evaluate leadership development programs, I thought about how I could use Jonah’s principles to make evaluation surveys more compelling, since we know that just asking employees to rate something signals that it is important to the organization, and therefore individuals are more likely to pay attention to it. And so then, it is my hope that if I can make evaluation surveys more “catchy,” then leaders will be reminded of the importance of applying what they learned in their program when taking the evaluation survey several months after it ends.

Here, I’ve summarized Berger’s six principles and offer some implications for evaluation survey design. I only use evaluation surveys as one example of how leadership development professionals can apply these principles to their work.

  1. Increase the social currency of something because people share things that make them look good. Our Evaluation Center is trying out the use of new rating tools such as the graphic slider or pick group rank options now available from online survey platforms. Individuals might mention these surveys to others more often than they do the standard agreement style.
  2. Embed environmental triggers within the thing or idea you are looking to promote. On a survey, you could show a particular leadership model or graphic that was frequently shown during the training program. By strategically placing these types of reminders on the evaluation, you may trigger individuals’ thoughts of important course content or at least “warm” them up to taking a look back what they did in the program.
  3. Make people emotionally care about something because they will be more likely to share it. Consider posting a picture on the evaluation survey showing the participants engaged in a meaningful and thoughtful development activity. Who doesn’t like seeing something that reminds them of a positive experience?
  4. Turn private experiences into something that can be shared publicly and allow for there to be behavioral residue (i.e. postings about program experience on LinkedIn). At CCL, we have been experimenting with the social network site Yammer and allowing program participants to give feedback to facilitators. This allows individuals to build off each other’s comments about their developmental experience and connect in a way that was previously not possible.
  5. Give people practical tips that help them with wealth, health, and family. At CCL, we provide participants with some free post-program resources in our online community called myCCL. When approaching program alumni with a survey request, we also remind participants of everything that is available to support their development after the program. We also remind them that just taking a few minutes to complete our survey will jog their memories about what is important to remember from the program.
  6. Tell stories that contain information that has social currency, emotion, and practical value. Perhaps you can link the respondent to a thoughtful and informative video of someone who has been through a program and experienced transformative change and impact.

Can you think of other ways–beyond survey design–where we can leverage these principles to make effective leadership catch on?

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Short-Term Assignments, Long-Term Success

Many years ago as a young professional at CCL, I had a special six-month assignment as “assistant to the president.” I was the second person to serve in the role. The president at the time had created the role to serve multiple purposes—to have someone dedicated to helping him with special projects, to keep him connected to those of us doing the on-the-ground work of the organization, and to provide a learning experience for the person taking on the role.

And it definitely was a learning experience. I got to see how things worked at the executive level of the organization, worked on major cross-functional projects for the first time, and learned strategies for dealing with the stress of tight deadlines and unexpected requests that would throw my plans for the day into disarray.  It was an experience whose lessons I drew on later when I took on managerial responsibilities myself.

I had not thought about that assignment in a long time. What brought it to mind was our recent efforts to learn more about what organizations are doing to better use experience to develop leadership talentShort-term stretch assignments are one of the key development strategies that emerged. It’s simply not practical to rely on job moves to get individuals the variety of experiences they need to develop a broad repertoire of leadership skills.

Yet it was not just any type of short-term assignment that these organizations created. They targeted three types:

  • Cross-functional. Organizations need leaders who understand the whole business, the different perspectives that various functions and units bring to the work, and how to manage and integrate those differences. To develop such leaders, you have to get them out of their silos. If you are a high-potential manager at SAP, you get a notice every six months with a listing of special project assignments across the organization. If you and your manager agree that one of them is just what you need to move forward on one of your development goals, you can apply for that assignment. You may or may not get it because competition for some assignments is high. If you get the assignment, you temporarily leave your position and work fulltime for six months in some other part of the organization.
  • Strategic. Organizations also need leaders who can look to the future, dig into complex emerging issues, and see ways forward. To develop such leaders, you have to get them out of day-to-day operations. If you’ve been doing stellar work at GlaxoSmithKline, you could get the opportunity to go to corporate headquarters in London  and work with a team of 2-3 other people like yourself (but from different parts of the organization) to examine and develop recommendations for dealing with a strategic issue.
  • Global. And organizations need leaders who understand cultural differences and can work with people around the globe. To develop such leaders, you have to get them out of their country.  If you work at IBM, you can apply to participate in their Corporate Service Corps. If you are lucky enough to get a slot in the program, you’ll join a team of up to 15 IBMers from around the world and travel to a developing country where you’ll do pro bono work for a small business or a nonprofit group to improve their organization.

These examples of short-term assignments are major organizational initiatives. They are often reserved for people who are expected to move up in the organization and take on broader leadership responsibilities.

However, we also found examples of short-term assignments that were on a more local scale and open to anyone who wanted to expand their leadership capabilities. Assignments that gave individual contributors in the organization a taste for supervisory work. Opportunities to shape an assignment that allowed people to spend 10% of their time in another function. Project posting systems that helped people find assignments outside their typical work.

For more information on how organizations are leveraging on-the-job development, click on this photo to view our recently published book!

One thing stood out about these efforts to create more short-term developmental assignments: if you took one of these assignments, you were not going to be left on your own to make of it what you could.  Because these organizations want to maximize their investment, they surround the experience with the things needed to stimulate and focus your learning—learning goals, coaches, peer networks, formal courses, feedback, and tools for reflection.

Short-term assignments fill an important niche. They provide the opportunity to do real work outside of your current context without having to commit to a job move (and all the upheavals that entails).  Is your organization finding ways to create these types of opportunities?  What examples, experiences, and insights do you have to share?

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Leadership Strategy and Societal Impact

Nowadays, for-profit businesses are increasingly realizing their long-term interests in creating positive value for the communities in which they operate. They see that organizational success depends on making a positive impact on key societal challenges such as food and water resources, poverty, governance, employment, education, disease, and conflict.

These organizations also find it necessary to understand, develop, and mobilize their leadership capabilities in new ways to be both profitable and responsive to societal challenges.

We are hearing from more companies who are asking new questions: How does our organization impact society? How should it impact society? Is our growth as a business, healthy and sustainable in a changing world? What is our business strategy and leadership strategy for creating positive societal impact?

As organizations ask these questions, they are increasingly collaborating with other organizations, across sectors, to find answers. Coca Cola, Novo Nordisk, Unilever, PepsiCo, Nestle and Nike are just some of the organizations that are taking a collaborative approach to enhance their societal impact efforts while driving profitable business practices.

Leadership Strategy for societal impact can support those collaborative efforts by exploring the organization’s implicit and explicit choices about the leadership culture, its beliefs and practices, and the people systems needed to ensure success.

What does leadership strategy for societal impact look like, and what could be the various steps in crafting one, for your organization?

In our newly published white paper, “Leadership Strategies for Societal Impact“, we offer a three-phase approach to developing a leadership strategy:

Phase 1: Begin with discovery
A discovery process takes a close look at the realities—the opportunities and challenges—facing the organization. The process drives dialogue on the topics of mission, business strategy, leadership, society, and impact. It clarifies how these topics are understood within and beyond the organization.

Phase 2: Form a four-level leadership strategy
Leadership strategy for societal impact requires a systemic and collective approach. This means that leadership must be developed within and across all levels or scales of human activity—individual, group, organizational, and societal, which includes external collaborators in your network.

Phase 3: Design leadership solutions across four levels
A leadership strategy represents a set of choices in developing leadership in support of mission and strategy. Leadership solutions are the specific means for enacting the leadership strategy. If a leadership strategy for societal impact addresses four levels of leadership, then leadership solutions for societal impact must be implemented at the same four levels: individual, group, organizational and societal.

To find out more about leadership strategy for societal impact, please read our white paper.

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9 questions to help you understand the need for innovation in your organization

“Can you help our organization be more innovative?” the prospective client asks. “Yes we can,” we reply. And then comes a series of our insightful discovery questions aimed at understanding what they actually mean by “innovation,” plus what they’re trying to accomplish through their innovation efforts.  Innovation itself is not an organizational goal.  Innovation is a strategy for accomplishing something more important, and that “something” may be increased sales, market share, revenue, profits or impact.

Innovation is a means to an end.  When innovation is the desired end state, I get nervous and wonder what book they just finished reading or which pundit they just heard speak.  Usually, we’re able to find out that innovation is a strategy to solving some other organizational issue.  I’ve been involved with leading innovation initiatives in organizations that are looking to address a lack of fresh ideas from the R&D department (a “lack of curiosity” according to the senior leader), organizations that had poor communication among groups, organizations that needed better skills to work across the various barriers in the organization (i.e. up and down the organization, across the silos, among the different geographies, across the various demographic distinctions, or with the various stakeholders), several organizations that had Lean/Six Sigma-ed themselves into a process straight-jacket that blocked new ideas, and organizations that were cost-cutting themselves into mediocrity (“shrinking their way to greatness”). While this is not an exclusive list, it points to the need to identify the real issues.

Innovation is important.  It is vital to organizations that can sustainably grow and continue to develop.  And it requires clear goals and strategies to ensure that innovation is not just the “flavor of the month,” but exists for a clear purpose that will benefit the enterprise and/or the people in the organization.

So ask yourself these questions to gain some clarity:

By answering these questions, you can start to narrow down the focus of your innovation efforts. This focus will help you to be more effective and efficient in your efforts, and will help get beyond the request that “we want to disrupt the marketplace with something new!” There’s nothing wrong with this request, but most organizations don’t have the wherewithal or mindset to make it happen, which makes it a very difficult pathway.

What issue does your organization need to address by boosting its innovation capacity?

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Five advantages for leaders in a networked world

The following information was adapted from the white paper, “Network Savvy Executives” by Vered Asif, Chuck Palus and Kristin Cullen.

Nowadays, leadership requires paying special attention to informal relationships within the organization’s network.

Since we live in an extremely complex, changing and interconnected world, the ability to understand and leverage informal organizational networks and connections is vital and crucial for leaders. In an environment where tough decisions have to be made quickly and often, leaders can no longer rely on hierarchy or traditional approaches to get information or make things happen. This special attention to informal relationships and structures requires a network perspective.   A network perspective is the ability to look beyond the boundaries of the formal organizational chart.

Our research shows that senior leaders, who develop a network perspective, have 5 key advantages:

  1. They seek to understand how information flows within and across departments and levels.
  2. They identify, develop, and leverage hidden leaders.
  3. They understand and strengthen their own personal network.
  4. They see the organizational network as diverse and changing.
  5. They foster a leadership culture of interdependence and collaboration.

You can learn more about those advantages in this video:

Read more on this topic in our white paper: Network-Savvy Executives–Five Advantages for Leaders in a Networked World.

Posted in Communication & Leadership Secrets, Influence, Leadership & the Future, Teams | Tagged , , | 3 Comments

5 strategies to try before you set out to disrupt the world

My last blog post focused on the unpleasant truth that most organizations choke on radically new ideas. I’m afraid I might have left people with an “abandon hope all ye who enter here” mindset. Aw hell, that wasn’t my intention.  So let’s spread a little sunshine today and provide some alternative strategies for beating your head against the wall to create the “next big thing since sliced bread” (which I personally believe must have been “toast”).

1)      Be realistic with expectations. Okay, hardly glamorous, but it is based in reality. One organization I worked with said quite honestly, “We’re not looking for disruption because we need to crawl before we can walk.”  So they focused on innovation of all types all along the “volution spectrum” that ranges from evolution to revolution, with a focus on the evolutionary.  They also realized that as they opened their minds to all types of innovation, that the edgy ideas would emerge even while they were looking for incremental ones. When you’re starting your efforts at increased innovation, it’s important to take the small yet important steps before you shoot for the moon.

2)      Carve out a group. At the Back End of Innovation Conference  in 2012, I met Chris Trimble of Dartmouth, who codified the “only three business models for innovation.” A) empower everyone, B) create innovation as a business process, and C) carve out a separate group that is autonomous from the larger organization, but is close enough to share key services and resources.  There are advantages and costs to each of the three, but Chris would tell you that the third one is what’s required to do something significantly big and different. As a gearhead, my favorite example is Dodge’s team Viper. At a time when their product line was duller than the flat gray paint on retired Navy ships, the public got excited by a concept car called the Dodge Viper.  A team of 75 people was created to make it a reality on a fast timetable and a limited budget in a converted Kelvinator refrigerator plant. That team succeeded in creating a fast and irrepressibly-fun product that helped to rejuvenate the brand.

3)      Talk to your customers and your competitors’ customers. Find out what irritates them.  Whether your customers are the end users of your organization’s products or services, or the internal customer your internal IT group serves, find out what’s on their Bug List – the list of items that bugs them about what you’re doing and how you do it.  Find out what triggers them emotionally so that you know where there’s an opportunity to make their pain go away and make their day. Brilliant innovations make an emotional connection with people.  [tweet this] Look for opportunities to soothe emotional raw spots.

4)      Walk in your customer’s shoes and your competitors’ customer’s shoes. Better than talking to them is to spend time to see and experience what they do to find out what they take for granted. The things they’ve resigned themselves to may actually be something you can fix or improve.  I just read about someone who redesigned the airplane boarding pass to make it easy to understand.  I’m a frequent flyer and didn’t realize that boarding passes were broken since I see them all the time. But if I look at these documents as my sister would (she rarely flies), then I’d realize just how obscure they are.  Consider spending time with them, or somehow entering their world so that you can see how they see your offerings.

5)      Remember the job your offering does.  It’s been famously said that no one wants a drill, they just want a hole.  Your offering exists to do a job for the user. I don’t want a phone, I want to be able to have a conversation with someone who’s not standing next to me. I don’t want a dishwasher, I want to have clean surfaces on which to put food or hold beverages. Does that change the way you see what you do?  At CCL, I’m responsible for helping to continuously improve the transfer of learning using technology.  If I see one more demonstration of a new technology that involves the demonstrator pointing and clicking from screen to screen showing the nifty features of the product, I will scream (apologies to my neighbors in advance). Yes, the features are nifty. But they’re much less important to me than understanding what is the benefit of the solution? How can it do the job I want it to do? I don’t want a “social media solution,” I want to be able to engage in conversations with my colleagues and learn from them and help them to learn. I dont care about whether the drill is chuckless, reversible, direct drive, air drive, or purple with green spots until I know that it will create exactly the hole I want it to make.  Remember the job your offering does and focus on that in your innovation efforts. Build off of the job it does, not the offering you provide.

There are many paths to innovation, and many strategies that can help you build your organization’s innovation capacity.   Planning a moon-shot to disruptive innovation is one of them.  And your organization may have development needs that should be met before it is capable of doing this. These are only five potential strategies.

What else do you do to drive innovation?

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I’m not doing this for you.

I was coaching the CFO of a financial services firm recently. He’s part of a leadership team that’s really struggling. There’s significant conflict within the team and the company is in a challenging marketplace and trying to adapt to it. Most of the senior leaders would like to see the conflict diminish and the creative energy released to make the company more successful. So I’ve been working with them to help redirect that energy.

We had a productive coaching session and the CFO was thanking me for what he was learning in the conversation. I don’t know what motivated me to respond the way I did, but without hesitation I answered, “I’m not doing this for you. Frankly, I don’t care how this feels to you.” He had the appropriate reaction, a shocked, slack-jawed silence. “I’m doing it for the people out there, in the cubicles and down the hall.” I was referring to the 350 people without fancy titles who worked all around him. “That’s the reason you and the other members of the senior team need to get this right. There are hundreds of people who depend on you behaving like real leaders.”

For me this is the fundamental ethical imperative and it is one of the things missing in the stories of scandal that have characterized business news in this generation. In fact, in my more cynical moments I think it is one of the things missing in our current culture of self-promotion and winking endorsement of selfishness.

How many leaders understand the most basic obligation of leadership is the stewardship of the organization for the benefit of its people: workers, customers, partners? We talk about the “Mission of the organization” and its goals and objectives. We speak about success in terms of ROI or market share or other abstractions that are means to this end. Ultimately, it’s about whether we can create something of value that provides meaningful work, a reasonable livelihood and valuable products and services for people.

Leadership is stewardship, a sacred trust. The lives of many are in our hands. In every meeting we hold as leaders, we are obligated to remember the invisible network of ties that bind us to hundreds or thousands of others who are not in the room. The leadership task involves remembering them and bringing them metaphorically into the room. A den of thieves doesn’t need to think of anyone else. Leaders belong to their people.

Posted in Change & Crisis Leadership, Coaching & Feedback, Mentoring, Organizational Development, Teams | Tagged , , , , , | 1 Comment