The posts on this blog have been primarily about effective behaviors of good leadership. But leaders do not exist in a vacuum, and it’s important to remember that much of the work in a high-achieving organization is accomplished by the “followers.” The readings on this site focus on things leaders do to keep those followers engaged and motivated. Let’s take a moment to look at the big picture of follower engagement. I know that sounds like a buzzword, but you can call it whatever you like; keeping people happy, firing people up, making people feel loved, keeping them on your side, maintaining loyalty, whatever.
Leadership
Effective Leaders have Vision, but what IS “Vision”?!
So many believe that leaders are “visionary”. It’s true – but a problem is this:
The concept of vision is “out there”, esoteric, hard to grasp. Aren’t visionary leaders somehow “special” in that regard? How can you “teach” vision?
A working definition of “Vision” as it applies to leaders:
Vision is a two-fold ability:
1) the ability to accurately see the current reality of the organization/situation, and
2) the ability to creatively see the possibilities of the organization/situation.
Effective Leaders Pick up the Phone
What’s your biggest current dilemma? If you don’t have one, then…
What one thing on your to-do list do you keep procrastinating on because you are unsure how to proceed? If you still don’t have something, then…
What is one decision that you have yet to make this week?
Effective Leaders Pause and Listen
This morning, I read an article in T+D by Nance Guilmartin about the importance of cultivating humility in an organization’s leaders.
She poses a great question:
“What don’t I know I don’t know?”
Putting the needs of others first, and acting in support of your organization are key elements of servant leadership. That’s basic.
But there can be an arrogance there, too. You can assume that you know what is needed – because you’re the leader, and you ought to know.
This is what Peter Block refers to as a paternalistic view of leadership — “taking care” of people who “don’t know better” as opposed to a true commitment to learning what is needed.
Example:
Leaders Model the Behavior they Expect
Recently, I planned an event that took place at a hotel, and I needed to check in eight rooms at once.
The front desk was busy, and so I understood that I needed to wait my turn. No problem.
However, the two employees there were not moving very quickly.
Leaders increase effectiveness by changing things up
I’ve been reading about the Adaptation Principle. This can take on many forms depending on the venue (it’s very popular in exercise physiology), but in organizations it goes something like this:
When we get used to things, we don’t notice them as much. We also don’t think about their meaning.
Examples:
Breath Support to the End of the Phrase is a Key Deliverable
or
How is being an effective band director like running a good business?
or
What if the best practices in band program administration collide with the best practices in managing and developing employees?
It is striking how the franchise prototype model outlined in “The E-Myth” coincides with an effective, student-leader-empowered, music program:
- Must provide consistent value to customers (students), employees (staff and student leaders), suppliers (parents), and lenders (school district curriculum and administration).
- Results must be attainable by people with the skill level they already have.
- Must stand out as a place of impeccable order and structure.
- All work must be defined in operations manuals. (Clear standards of “how we do things around here”)
- Events must unfold in a predictable, orderly, way.
- Must utilize a uniform color, dress, and facilities code.
Recommended book of the week – Leadership Is an Art
Alan’s recommended books – Leadership Is an Art. Thanks for the reminder, Dane.
Things successful leaders avoid saying (Part 1)
today’s blog, take one:
Yesterday, while reading a very insightful blog post, two things were striking:
1) The post had very valuable ideas for all of us who teach and lead.
2) The writer of the blog consistently used his own successes to make his points, and used the words “me”, “myself”, and “I” quite liberally.
Using those words – AND using himself as the best example of the practices he was promoting – was quite distracting from the content. He damaged his credibility with all the self-reference and bragging.
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Leadership Problem: Grace vs. Enabling
Cut people some slack. Really, you never know what kind of a day they’re having, how bad their insomnia is, whether they’ve suffered a major loss, or whatever other darkness they carry.
Paul had an iPod in class, and earbuds in his ears. This is a no-no, and standard procedure is to temporarily confiscate it for the day. I reached out my hand, and he gave me a steely glare and said “It’s mine. I’m NOT handing it to you.”
Uh-oh.