In a previous blog I mentioned TOMS shoes founder Blake Mycoskie who has been described as a visionary, exceptional businessman, philanthropist and outstanding entrepreneur. When it first appeared, his book Start Something That Matters impacted me with its message of inspiring others to turn their passions and dreams into reality. Following his talk at a leadership conference several years ago I saw him sitting on the floor outside the meeting room and I mustered the courage to flop down beside him for a brief conversation.
Blake retells his fascinating story in the January-February (2016) issue of Harvard Business Review. He writes about building a very profitable company but then losing the passion and excitement for what he had been doing. He became disillusioned. His days had become monotonous. “What had once been my reason for being now felt like a job,” he wrote. He felt lost because his company—and maybe his life—had become centered on the process of making things work rather than on it’s purpose. “The excitement and camaraderie of our start-up was beginning to be replaced by a hierarchical culture.” The focus was on what the company was doing and how, with fading interest in why it existed.
So Blake Myscokie took time off from work. He reflected a lot on his life, his gifts, his passions. He looked at his mission in life and began to refine it, “reimagine it,” thinking back to what he did best. He met regularly with a coach, with friends and with leaders that he admired. About that time Blake and his wife had their first child, with the life-realignment that parenthood brings.
This whole story invigorates and encourages me. At various times my career, relationships and productivity have slid to a slow-down. The passion and excitement has faded into a succession of pressures. Quitting has seemed like a good option and sometimes (with support from close friends) that’s what I’ve done. More often I’ve bounced back like Blake, probably like many of you who resonate with these words. My life purpose, my calling or mission, has not changed much. But it’s been refined and the way I live has been updated and rearranged. This is hard work. Blake says nothing about God but I believe the Holy Spirit gives us new direction, strength and ongoing transformation.
How do you get moving again when passion fades and life slows to a crawl? Please comment.
Robots have never much influenced me. Of course we’re all aware of the role of robots on assembly lines, in routine cleaning activities, or in search and rescue operations where humans cannot go. Movies built around robot characters have never interested me, but my curiosity was triggered by a series of featured articles in June 2015 Harvard Business Review. Built around the theme of human-machine interaction in business, the articles describe the impact and effectiveness of computers and robots that:
- learn and utilize basic knowledge and skills with extraordinary speed,
- replace the need for many skilled workers,
- often know much more than any one human being could know or remember,
- “are beginning to make inroads in areas involving creativity, dexterity, and emotional perceptiveness,” and
- even can be used as employee supervisors (one HBR article is titled “When your Boss Wears Metal Pants.”)
The magazine shows how robots and people can collaborate and do things that neither could do on their own. And there’s evidence that robots can be more influential and are more trusted when they look like humans (like the robot pictured. To see it move and talk, click the link at the end of this post.) This caused me to wonder how robots – can be used in ministry, management, leadership and even counseling.
Some interesting Internet searches followed. They revealed, among other examples, how robots can be used in guidance counseling, physical therapy, improving mood and quality of life in dementia patients, providing therapy for autistic children,assisting students with learning difficulties and even doing basic marriage counseling and psychotherapy. Robots can be good diagnosticians when they are programmed to pick up verbal and movement cues that can help diagnose different psychological disorders.
Probably none of us is into robot therapy, robot leadership or robot development, but research in these areas may point to interesting and potentially useful alliances between humans and machines. Potential ethical implications of all this will arise when sophisticated machines are used to impact other human beings maybe in destructive, harmful ways. All of this can have potential for care-giving, leading and people-developing. I have wondered if Jesus or the early churches would have cared about this? Should we? Please comment.
Do you ever get tired reading or hearing about mentoring? It’s no news that professional organizations, business and academic communities, innumerable churches and countless youth leaders all emphasize mentoring and have mentoring programs. Each knows the value of a person with experience and skill sharing with those who are beginners or less advanced in their life and career journeys.
Harvard Business Review (April, 2015) shows the value of CEOs and other leaders having mentors where age differences are less important than differences in expertise and experience. Earl Creps’ 2008 book Reverse Mentoring expresses what many mature leaders already know: we can mentor younger people but should never underestimate the power of being mentored by next-generation people who can teach us. Consider the kids who teach their elders the intricacies of social media and other technology.
The HBR article discusses mentoring from high profile CEOs but reports research on why these same leaders often need and profit from being mentored by experienced leaders, sometimes including those in a different field of work or with cultural perspectives that differ from their mentees. On occasion someone asks how I seem to keep a younger, forward-looking attitude. Primarily it’s because of the bright, emerging, innovative younger people (students especially) who essentially mentor me even though we rarely use that M-word. Consider this, based in part on the Harvard research:
- Why should successful leaders seek to be mentored? Everyone can benefit from fresh perspectives that come from role models of any age and experienced guides who stimulate new approaches, ideas, and perspectives.
- What are the benefits of being a mentor to others? Research shows that mentors often experience fulfillment, the satisfaction of having a personal impact, and the benefit of learning from their mentees.
- What seems to be the best and most preferred approach to mentoring? It’s is not working through guidebooks, telling mentees what to do, or even asking good coaching questions. The method preferred by both parties is storytelling; mentors sharing from their own experiences including triumphs and failures. For many years I’ve talked weekly with a younger psychologist-friend who says he has learned most from watching me deal with disappointments and set-backs.
Are you involved in being mentored as well as being a mentor? What are some of your experiences and observations? Do you need or have a mentor? Please comment.
In April, 2014, Harvard Business Review published an article titled “Coaching the Toxic leader.” The author, an executive coach and psychotherapist, discussed “four pathologies that can hobble an executive and bring misery to the workplace.” He described narcissist (the most common and most pathological), manic-depressive, passive-aggressive, and emotionally-detached leaders.
Initially I decided not to mention the article in this newsletter but I did assign it for my coaching students and sent a copy to one of my clients who does executive coaching. Most loved the article and my coaching client described her experiences with all four pathological types. Then she suggested that the most harmful leaders are the micromanagers. These men and women need to be in control. They want to know every detail about the employees or projects they oversee. They watch others closely, want communication or decision making to flow through them, fail to trust others to make good decisions, and are reluctant to let people do their jobs. As employers or supervisors, micromanagers often dictate how subordinates should do their work, whether or not this is the most effective or efficient.
Usually micromanagers feel insecure in their leadership roles, doubting their own competence and overwhelmed by their responsibilities, although they fail to see or admit this. They want to appear capable and decisive but instead they can look like fearful people who won’t let go. They tend to dismiss the opinions of others and sometimes make decisions that are unwise and even destructive. Eventually they lose competent employees or partners who feel squelched, unappreciated and controlled – like puppets on a string.
Micromanagers can be of different types, including the overtly aggressive or the passive-aggressive who ignores or isolates others but then breathes down their necks. But micromanagers are not necessarily pathological. Their numbers even include coaches who control their clients. Often micromanagers are well-intentioned individuals who want to be successful. They resist anyone who criticizes their micromanagement but they need help in learning to trust people, to listen, to let go of the reins and to allow others contribute to their goals. Coaching can help them realize that controlling others is an ineffective leadership style. But are these people even coachable? Some executive coaches believe that micromanagers are too insecure to change, especially when they work in pressured environments.
What do you think? Can micromanagers be coached successfully? Please “comment” with your observations and experiences.
Please consider this tough question: How do you chose an employee, company leader, team member, the best students for a class or academic program, or even a new pastor? Assume you want individuals who have talent and a high likelihood that they will thrive and succeed in their new roles.
To find talented people, most often we look at recommendation letters, past performance, intelligence, experience, test scores, personality traits and demonstrations of competence. All of these have relevance, according to a thought provoking, research based article in Harvard Business Review (June 2014). But no longer is past behavior the best predictor of future behavior. “In a volatile, uncertain, complex, and ambiguous environment,” like the cultures where we now live, it’s not enough to have the right experiences, resumés, credentials and skills. More important is having the potential to adapt and learn new skills and competencies.
High potential is not the same as high ability to perform. HBR summarized data from the careers of “thousands of executives” and identified five indicators of high potential. Measuring these is difficult but possible, according to two decades of research. High potential people possess:
- Motivation characterized by strong commitment to the pursuit of unselfish goals. This is not a motivation to attain selfish goals. It is motivation that includes deep personal humility and ambition to do something big that will benefit many others, not just oneself.
- Curiosity that involves “seeking out new experiences, knowledge, candid feedback, and an openness to learning and change.”
- Insight, meaning the ability to gather and make sense of new information and possibilities.
- Engagement with others that permits open communication, interpersonal connection and the ability to share a persuasive vision.
- Determination to fight for difficult goals and to bounce back from adversity or missteps.
After high potential people are selected, they thrive and develop when they are treated well and given challenges that stimulate growth.
I wonder if we are using outdated criteria to select and grow high potential leaders. Please click on the comment button and leave your perspective.
Have you ever seen a company or church mission statement, beautifully framed, hanging on a wall, and ignored by all who walk by? My first coach urged me to write a mission statement for my life and my career. That was not easy but I got it done and then forgot about it. In an article titled “From Purpose to Impact,” two authors in Harvard Business Review (May, 2014) describe how we can turn our mission statements and purpose-driven goals into reality. “Purpose is increasingly seen as the key to navigating the complex world we face today,” the authors wrote. But “few leaders have a strong sense of their own leadership purpose or a clear plan for translating this into action. As a result, they often fail to achieve their most ambitious professional or personal goals.”
This HBR article is a good description of how coaching can apply in business settings and lead to real change. As you read what follows think how this might apply to churches and their leaders, or to individual career or life directions:
- Take time to ponder and clarify your purpose. “Your purpose is who you are and what makes you distinctive.” Write down your purpose. It keeps you focused and lets you avoid distractions.
- Consider why you believe this is your passion, purpose or mission.
- Set some three to five year goals. Decide how you will reach them. Without this step you keep hovering around your purpose statement and doing nothing.
- Work backwards. Determine what you want to accomplish after three years, two years, one year. What will be objective evidence that you have succeeded in reaching each of these stages?
- What are the critical next steps in moving forward in the immediate future – like what you do this week?
- What are the key relationships you need to work this plan?
- When you are frustrated or stalled, pull out this plan to remind yourself about where you’re going.
- Hold this plan lightly. Circumstances beyond our control can intervene. Remember that ultimately the future is in God’s hands
Is this too simple or too obvious? Is it doable for you or your organization? If not, why not? Please comment.
Innovation and creativity are popular topics in the publications I read, especially the business magazines (like Inc., Fast Company and Harvard Business Review). I’ve also noticed these words in national newspapers, regular blog posts, and conference programs. Why is this so important among people who value progress, relevance and future trends?
Like it or not, most of us live in a fast-paced, competitive culture that includes churches and other Christian institutions. To thrive, and sometimes simply to survive, we may need to be appealing, attractive, fresh and “cutting edge.” In addition, many of us are invigorated by the process of discovering or creating new experiences, beauty, art, and even practical gimmicks that make our lives and products more fulfilling and useful. Think of the counseling, coaching or teaching that involve many of us. We want to encourage and bring positive change in the people with whom we work. We’re delighted if innovation and creativity make their lives better.
It is impossible to summarize the massive writings and research about creativity but here are some observations:
- Despite the creations of innovators and inventors who work alone, there is value in creative people working together. In the Fast Company issue that focuses on creativity (April, 2014), editor Robert Safian writes that building on the ideas of one person can lead to thinking that is “narrow, predictable and boring….Collective creativity is far richer than any single source can provide.”
- But corporate bureaucracy and rules also can deaden creative impact. Consider the churches, accrediting agencies, governments and individuals that are stalled in rigidity and unwilling or unable to move forward.
- Any of us can shut off creativity and stay mired in the status quo, sometimes because this is personally beneficial or easier.
- In contrast, creativity can be cultivated. A good starting place is to look at the creative efforts of others, to try new things, to take new risks. Creative people and ideas stimulate more of the same.
- That said, there seems to be something innate in this. Some people are naturally less creative than others. Their personalities and background experiences limit their ability or desire to innovate. These people are very much needed to bring stability and grounding to our lives, society, churches and professions.
What have you learned about creativity? Please comment.