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The Body of Skills for Leading
Change
By
Patty Sadallah When you have
finished reading the article below, Click
Organizational Check-Up to assess your organizational leadership skills, and
Click Leadership Check-Up to assess your
personal leadership skills. Print and then record your scores and action plan
on the chart below.
When I first thought of the idea of using body parts as metaphors for leadership skills, I almost dismissed it out of hand for being on the campy side. But, the more I thought about it, the more it made sense to me. These skills, like the body, work together to makeup who you are as a leader. Each of us has a little of all of these skill sets, but, none of us is a master at all of them. The below skills are not in any particular order. Although they are written in the context of leadership in a nonprofit organization, they apply to life in general.
Everyone
is a leader. We all have the capacity to influence others.
These
parts are all aspects of a whole body of skills. Skills are like muscles.
If you exercise them, they get stronger. If you neglect them, they atrophy.
The article offers an overview of the skills and questions that can be used to
generate discussion among leaders.
Questions are powerful tools
for learning and dialogue.
We will
look at the skills personally and organizationally.
These skills apply not just to change, as the title implies. However, they are needed and challenged most in changing times. Changing trends, political agenda's, funding patterns and community needs are mindspinning realities that are threatening the very viability of our organizations. Skilled leaders are needed to weather these changing storms and carry their organizations safely forward.
Ears:
listen carefully to
what the needs are, and act
Nose:
sniff out
opportunities, build relationships
Mouth:
your organizations voice, communication
Neck:
don’t be a stiff
neck, be flexible
Heart:
value driven mission
Shoulders:
bear the
responsibility, coping
Brain:
thinking clearly,
thinking strategically
Hands:
be a servant
leader
Stomach:
guts, courage, risk taking
Do you have the eyes of a
leader? The future may seem completely unknown. Yet, if you think about it,
there are many clues about the future in the present. A leader with excellent
eyes is able to see the patterns, trends and data in the present that will
indicate a certain future.
Demographic data tells us
that when the baby boomers grow old, 75% of the adult population will be
elderly, and in need of care. Medical advancements will be keeping us alive
longer. One research organization predicts that our hotels that are so important
in meeting our present leisure needs today, will be meeting our elderly housing
needs tomorrow. This trend will have implications on our health care,
government, jobs, and economy.
A "helicopter
perspective", rather than the "grain of the
wood" perspective is
needed to be able to identify patterns and trends. In a helicopter, you hover
high above the ground and can see the terrain below for miles. Hovering is
important, because it allows time for you to study the patterns and trends. The
"grain of the wood" perspective is when we get so entrenched in the concerns of
our own organization, it is as if our noses are pressed against the table and
all we can see is the grain of wood. While keeping your eye on the details of
your organization is important, you can't properly lead your organization into
the future without an accurate picture of the future of the community need,
political leanings, trends in the field and impact of social issues on your
organization.
The non-profit sector
trails the business sector in paradigm changes by about 10 years. The Total
Quality Movement hit the for profit sector in the 1980's. "Our products are
human beings", we would say, "You can't measure outcomes when you are working
with human behavior." Guess what the referring agencies are asking for now?
Measurable Outcomes. The business sector was the first to begin to flatten the
organizational chart, the first to experiment with partnerships and mergers.
Welcome to the 21st Century, non-profit leaders. We have the advantage of
learning from the trials and tribulations of the for-profit sector in these
matters.
Make the vision crystal
clear. If the employees can see it, they’ll know what they can do to help
achieve it.
For your organization to
have a clear vision, it must answer some key questions:
1. What is happening today
(in your community, politically, in your field, in your service area,
demographically, etc) that will have a direct impact on your organization in the
future?
2. What is the ideal future
vision of your organization in the next five years?
3. What are the implications
of this future on your organization? What services, programs, skills, markets,
and relationships do you need to build or strengthen to be prepared for this
future? Are you a good listener?
This may be tougher than you think. We all have filters. Sometimes we simply,
unconsciously, block out information that we don’t want to hear. The excellent
leader is able to listen for information that goes against his or her own set of
thoughts and beliefs, receive the information and act on it if necessary.
We can't forget that
people are first human, and then taskmasters. Organizations are political,
sometimes irrational systems. Listening to the pulse of the organization will
give us so much information about the climate or the will of the organization to
come along with a changed direction. David Nadler devotes and entire chapter to
the concept of "Winning Hearts and Minds" in his book Champions of Change.
He stresses the importance of recognizing the human elements of fear, anxiety,
stress, power and control as factors for helping or hindering the leadership of
change. In Alan Drexler and David
Sibbet's "Team Performance Model", featured in Team Building, which I use
often in my consultations, they break down the steps of team development. The
first two steps are "Who am I" and "Who are you". In the "Who am I" stage, each
person is wrestling with their own purpose and relevance in the team and the
primary need is to feel comfortable and oriented, feeling that they have
something to contribute. The second stage, "Who are you” addresses the issue;
what will this group expect from me? Will I be able to deliver on their
expectations? Both of these stages are very human. They are not task oriented
but address the very human issue of "fit". So much of the role good listener
is acknowledging the human side of people at work.
Organizations often get
into trouble when they ask for staff input, then either disregard it out of
hand, set up too high of an expectation for response to the feedback, or simply
miss the message of the feedback entirely. A connection with the workers’
viewpoint is necessary to true communication. As a leader, you must meet the
staff where they are, and then carry them along. If you don't stop to listen
where they are, you can't possibly meet them and move them further. Make sure
that the staff knows that you are listening by regularly finding opportunities
to say, “this is what we heard and here is how we are responding”. Some questions to consider
when assessing your organizational hearing are:
1. Do you ask your
stakeholders for feedback on unmet needs and about your programs and services?
Do you ever improve anything as a result of direct feedback?
2. Is your client
satisfaction survey process more than a ‘feel good’ assessment? Does it give you
any real information about how effectively you are achieving your objectives and
meeting the needs of your clients and consumers?
3. Do you allow your staff to
vent their true feelings, fears or concerns about changes you are making in the
organization? If so, what happens next? Are you a good ‘sniffer’
of opportunities? An excellent leader stays abreast of all opportunities for
service for the organization. You cannot be a good ‘sniffer’ of opportunities
without being an excellent relationship builder. The real skill behind having a
good nose for opportunities is to have cultivated the right relationships to be
invited to the table for opportunities. Relationships are built on trust. We
trust those who behave consistently to what they say they will do. If you were
to make a list of those whom you trust, I’m sure they would be people who you
can count on to do what you ask them to do.
The Power to Persuade,
by Richard Haas uses a compass as a model to show the need to build
relationships: North- with your bosses, South- with your subordinates, East-
with those within the organization with whom you need cooperation, but, they do
not report to you, West, with those with you work outside of the organization,
and Center, with your clients. Even though each of these populations has unique
needs and agendas, the relationship building strategies are similar. Get to
know what they want and need, and help them get their needs met. Then, they
will be more likely to help you get your needs met.
Relationships are built on
favor banks. Banks work like this: You put money in, and then you can take money
out. You can’t take out more money than you put in. Relationships begin with an
initial investment. It is always wise for you to make the first installment.
Maybe it’s a favor, or a random act of kindness. There is a natural give and
take in relationships. If you have just given me a favor, then, I will feel more
inclined to extend a favor in return.
If you want to know all of
the opportunities that there are available for your organization, then it is
critically important that you build relationships with all the people who may
have the information about those opportunities. Examples of sources of
information include people connected to: professional associations, funders,
benefactors, clients, consumers, colleagues, politicians, researchers, trade or
membership organizations etc.
Here are some key
questions for you to consider:
1. Who are the key people
that have information about program or service opportunities for my
organization?
2. Do I have a strong and
healthy relationship with all of these people?
3. If not, what can I do
today that will help me gain or improve these relationships? What is the voice of your
organization? Do you really know what messages you are sending to those outside
your organization? You are communicating organizational messages, whether you
realize it or not. I remember a professor in my undergraduate school said
once; "You cannot, not communicate. Even when you are dead, you are
communicating deadness."
I have never met an
organization that could not benefit from improvement in their organizational
communication. The issue of communication is really two-fold. What are the
messages you are sending to the outside world? And, What are the messages you
are sending internally? To both of these questions, I would also ask; are these
the messages that you really want to be sending?
Your personal
communication style can impact your effectiveness as a leader. If you are
approachable, honest, and friendly, your messages will be more easily received.
If your style is rough, critical and unfriendly, you will have a harder time
getting the best of ideas across. The first step to improvement is
self-consciousness. Do you know how you come across to others? Do you have
the courage to ask? Having strong
communication structures is often overlooked in many organizations.
Communicating a message to the top level of management in your organization does
not automatically mean that the message will trickle down to all those who need
to hear it. In fact, if the message is bad news, or is connected to a change,
you can bet, that the message will bottleneck with the top leadership. Why?
Because, no one wants to be the bearer of bad news. Tough messages need to be
sent by courageous leaders, those who realize that taking lumps is part of the
job description of a leader. The worse the news or the bigger the change, the
more the message should be sent by the top leader. Your meetings can be
effective tools for two-way communication if they are carefully designed to be.
If you were to ask the staff to list the characteristics of an excellent
meeting, they would create a comprehensive list that would include things such
as: well planned agenda, decisions are made, we have input in the decisions,
people come prepared, people follow through with their commitments. If you
asked them if they came up with this list because this is their most common
experience of meetings, they will probably tell you that it is the opposite of
their experience. You can use the staff's time in meetings to reinforce
messages, get feedback, reactions, or just let them work through tough
organizational issues. Time that is built into your meetings for these purposes
will be an investment that will lead to strength and growth. Building in
questions that promote dialogue about organizational issues into each important
meeting is one easy way to get on the same page about key messages.
Assess your organizational
communication:
1. What are the key
organizational messages or themes that you want to communicate to our staff,
clients, consumers, and providers?
2. Do you have the correct
communication structures in place? Do you employ the right method for the
message?
3. What strategies can you
incorporate to improve our organizational communication? How stiff is your
organization’s neck? At the turn of the 20th century, information was
doubling every 20 years. Now, at the turn of the 21st century,
information is doubling every 20 days. Flexibility is one of the key skills of
an excellent leader. Necks turn left, right, up, down, but they don’t spend a
lot of time looking back.
Flexibility is
demonstrated by the ability to let go of old actions, beliefs, patterns and
services and move toward new ones that better meet the identified needs of your
stakeholders. One of the best resources that I have found lately is the Spencer
Johnson Book, Who Moved My Cheese? The short story parable is about
mice and little people who are searching for cheese in a maze that learn
interesting lessons about change. One of the little people writes his
learning’s on the wall of the maze. Two of my favorite learning’s on the wall
are: Movement in a new direction leads you to new cheese. And, Old beliefs do
not lead you to new cheese.
Another significant trend
that requires flexibility is that of non-profit collaboratives and partnerships.
Non-profits are simply being asked to deliver more service for less money.
Funders are asking organizations to pool their resources and respond to unmet
needs in strategic alliances and collaborative ventures. The merging of two or
more organizations toward a common goal is challenging and requires much
flexibility and patience.
Peter Senge, in The
Fifth Discipline describes the skill of flexibility as "Balancing Advocacy
and Inquiry" Are you listening to the needs of your partners (Inquiry) at least
as much as you are sharing your needs (Advocacy)?
To do this in a
balanced way, the leader must have a sensitivity to the agendas, needs, external
forces, etc. that are bearing upon the partnering organization. How do these
issues relate to our agenda, needs, external forces, etc? Win/Win solutions
can only be determined when both parties have found their common ground. Too
often, partners focus on their differences, rather than their commonalities.
This can become a trap that blocks potential opportunities.
Consider your
organization’s flexibility by answering these questions:
1. Are the services that you
are providing the same services that you have been providing for years, or are
they new services that have required new skills to deliver?
2. Are you currently
partnering with other organizations so that you can collectively meet a need
that you could not meet alone? What win/win opportunities could you pursue that
you aren't currently pursuing now?
3. Does your leadership team
practice a healthy balance of advocacy and inquiry? The best lead
organizations have a strong sense of their guiding values. These values are at
the core of their organizational missions and truly guide the organizations.
While change is tenacious, the core values of the organization should be stable
and consistent.
This is harder that you
may think. We are nonprofit organizations. We want our organizations to espouse
every value known to humanity. But, it is so powerful to really know that one
value, above all others, is at the core of our organizational existence. If
your organization’s guiding value is self-sufficiency, for example, then you
should not spend time creating services to help people apply for welfare.
Instead, create services and programs that remove the barriers to dependency,
i.e.: employment, job skills, mental health services, and other support network
services.
The truly value-guided,
mission-driven organization is not guilty of chasing after money, but is planful
about the opportunities they pursue or create for themselves. Simply stating the
value at the bottom of the organizational stationary is not enough to be
considered a value-driven organization. Leadership must spend time defining the
value and its implications, considering the value in decision-making,
communicating the value both internally and externally. The value must be a part
of the organization’s identity. Built to Last:
Successful Habits of Visionary Companies
by James Collins and Jerry Porras identifies that truly exceptional companies
are distinguished by their deeply rooted values. One of the interesting
points made in this book is regarding the charismatic leader. Collins dispels
the myth that a charismatic leader is necessary for a great organization. To
the contrary, he points out that charisma in a leader can sometimes be a
stumbling block, because the staff are more inclined to step back and let the
leader do all the thinking for them. The values endure longer than the
leader. They provide the guideposts for leadership and allow for consistent
decision-making.
Consider these questions
when assessing the health of your organization's heart:
1. Do you know and can you
articulate the to guiding value(s) of your organization? Would your co-leaders
answer the question similarly?
2. Do the staff and
stakeholders know what your organization's guiding value(s) are? How do they
know? What is the evidence?
3. Do you make decisions on
behalf of the organization using your value(s) as a guide? How strong are your
organizational shoulders? The ability to bear the burdens of leadership
responsibilities is a skill that is often overlooked. It requires a humble
strength that few people exemplify.
Barry Oshry, in his book
Seeing Systems: Unlocking the mysteries of organizational life, talks
about the unique challenges of Top, Middle, and Bottom.
Everyone in an organization is a ‘T’, ‘M’, or ‘B’ depending upon the situation
they may be facing at the time. You may have a staff meeting in the morning in
which you are playing the ‘T’ role, have lunch with you boss in which you are
playing the ‘M’ role and later at night attend a board meeting while you play
the ‘B’ role.
All ‘T's are expected to
know everything about everything right now. All ‘M’s are stuck in the pleasing
role, expected to keep both bosses and subordinates happy at all times. All ‘B’s
are overworked, underpaid, and misunderstood, since only you really understand
the pressures and responsibilities of your role.
Managing the multiple
roles with grace and dignity and handling the tough times is the stuff of strong
shoulders. "Your emotional intelligence can be a greater determination of
organizational effectiveness than your intellectual I.Q." says Daniel Goleman,
author of Emotional Intelligence. Goleman addresses the issues of; self
awareness of feelings, managing emotions in a healthy way, self motivation,
empathy and appreciation of differences, and the social competence of handling
relationships. All of these critical aspects factor into what type of work
environment you are able to maintain for the staff. The bottom line is: How
well do you and your staff cope with challenges, changes, new expectations, and
responsibilities?
To increase your coping
quotient, try eliminating these phrases from your organizational vocabulary: We
Can't, I'm Overwhelmed, its Hopeless, and That will Never Work. Instead
replace them with these phrases: I don't know, but, I'll find out, We don't know
how to do that now, but, we can learn, I'll help you with that, and What would
it take for us to be able to do that? Remember, when you change what you think
and say, you change what you do.
Consider these questions
when assessing your organizational shoulders:
1. Do you cope well with the
challenges of being a leader? Would your bosses and subordinates agree with your
assessment?
2. Is part of your
organizational identity that of being able to handle new and tough service
challenges? How do you know?
3. Is the climate of your
organization heavy laden and burdened? Or is it capable and strong? What is your
evidence? Do you think strategically
enough for both problem solving and for opportunity seeking? These are really
two separate thinking skills. One combines the skill of seeing a problem with
peripheral vision, that is, with a wide-angle lens, so that you are allowing
more data in about a problem than what meets the eye. The second is to think
‘outside the box’ about possibilities or opportunities.
To think deeper about a
problem or opportunity, ask the question; "What causes that?" 5 times. Here is
an example that I use in my workshops. Mary is a newly hired employee with a
team that has had low morale for a very long time. Mary has a great sense of
humor and the team really likes her because she provides comic relief. But,
Mary can't keep up with the job. Her co-workers like her and are afraid that
she will get fired, so they pick up her slack. This leads to an increase in her
inability to do the job, which leads to an increase in their need to pick up the
slack. Peter Senge calls this a "reinforcing loop". Several months later,
Mary's co-workers are not amused and go to the boss and complain that they are
overworked. The typical response may be to simply add a staff person to the
mix, or disregard their issue as mere whining. But, lets take a closer look.
What is really happening here?
The staff is picking up
the slack- what causes that?
Mary can't keep up- what
causes that? Mary lacks the knowledge,
skill or talent to do the job- what causes that? Mary was not properly
trained, or was not tested for talent or ability when she was hired- what causes
that? There is not a proper new
hire in-service program for new staff, and not a proper assessment of talent and
skill for the job. This is an
oversimplification. There are many possible reasons for this problem. We may
learn through this process that the Personnel Director likes to hire funny,
incompetent people. Look deeper for patterns and trends that may be pervasive
in the organization contributing to this problem. Rather than concluding that
we need a training program for secretaries when they are hired, we may find that
all staff need an orientation training when they are hired, not just
secretaries. The primary solution always takes longer in the beginning, but,
will save time in the long run. Sometimes we are too impatient for this initial
delay, and wind up paying for it in the future.
We too often re-invent the
wheel every time we face a challenge and don't stop to consider that somewhere
else in the organization, someone has already had to face this problem. Stop
to ask the question; has anyone else faced this situation before? How did they
handle it? How can we learn from their successes and failures? The other aspect of
thinking strategically is thinking outside the box. In Joel Barker's book
Paradigms: The business of discovering the future, he uses the concept of
changing paradigms to show us how unconscious our own worldviews or paradigms
actually are to us. Today, people in every industry are facing so many changes
that the term paradigm, which means a model, pattern or set of rules, is more
commonplace. Barker made and excellent point in the book: When a paradigm
changes, everyone goes back to zero. What this means is that when the rules
change, all of your past successes amount to nothing in the new set of rules.
Here are some excellent
questions that your leadership team can address to help you think deeper about a
problem and think outside the box:
1.
Think
about a reoccurring problem that has been nagging you. Ask: What causes that?
At least five times. Have you overlooked possible root causes?
2.
Ask your leadership team to wrestle with this question: What is not
being done in our service or field now, that, if it were being done, would
revolutionize our service area or field.
Are you a servant leader?
At first, the term servant leader seems to be an oxymoron. After all, servants
are at the bottom rung of the social ladder. But, take another look. Peter
Block in his book Stewardship writes about the strength of service, and
stewardship as the power behind leadership. He describes stewardship as serving
the organization and being accountable to our organizations without overly
controlling or care taking. To over control or over care take are too extremes
that both lead to weakness.
Ken Blanchard in his book
The One Minute Manager Meets the Monkey does a nice job of showing how
over care taking weakens the organization. The monkey is the problem. When a
staff person comes into your office with a problem or monkey, do you take the
monkey, or show them how to care and feed the monkey for themselves? When you
take the monkey, you rob the staff of the growth and learning opportunity of
caring for and feeding their own monkey. Not only do they not grow from the
experience of you solving their problems for them, but also, you have taught
them that you are the only one who can handle problems. Soon, you are angry
and frustrated because your office if full of everyone else’s monkeys.
The result of over
controlling is exactly the same. You unintentionally teach your staff to stop
thinking through their own problems, and you rob yourself of the creative
thoughts and ideas of others. Robert Greenleaf sums it up nicely in his book,
Servant Leadership; "The first order of business is to build a group of
people who, under the influence of the institution, grow taller and become
healthier, stronger and more autonomous." Consider these questions
with your team:
1.
Which words
would our staff use to describe us: Caretaker, Controller or Servant Leader?
Do you "Walk the Talk"?
Leaders unwittingly teach by their own example. They set the standard for what
is normal and acceptable for the team. If you are consistently late to
meetings, you are teaching your staff that being late for meetings is normal and
acceptable. Likewise, if you tolerate lateness, you are actually promoting
lateness. What you permit, you promote.
Robert Cialdini, in his
book Influence, describes "Social Proof" as the most powerful of all
human influencers. It is so powerful, he says, it is power principle behind
cults. The principle of Social Proof is that when we are surrounded by people
who act or think differently than our own moral or value system, we can be
influenced by that social reality, and behave differently than we would
normally. If you were to walk by a building and see flames surging outside the
windows, your first instinct would be to call 911 or if you are the heroic type,
run into the building to see if someone needed rescuing. If, however, you drove
by the exact same scene and there were 30 people walking by not giving the
flames a single look or notice, you would begin to question your own eyes. You
may presume that this scene is not what it appears. Perhaps someone else has
called 911 already; maybe the fire fighters are burning this house down on
purpose. In any event, you would more likely drive by, not call 911, and simply
scratch your head in confusion.
How does this relate to
the workplace? As a leader, you can set a healthy tone or an unhealthy tone.
Discourage disrespectful behaviors like backstabbing, lateness, missed
deadlines, and broken promises. Here are some behaviors that demonstrate
respect of your staff: listening to them, being on time, giving them credit for
great ideas, asking for their help and feedback, stretching them, helping them
to succeed, being constructive and helpful in your feedback rather than
critical, addressing tough issues directly and not embarrassing them in public.
Hold yourself to the highest standards of behavior. The staff is watching.
Here are some questions that will help you assess your organizational legs:
1.
Does the
staff feel respected? On a scale of 1 - 10, 1 being not at all and 10 being
very much so, ask the staff to rate how respected they feel by leadership. Ask
them to share the behaviors of leadership that back up their rating.
2.
What can you do to increase your rating?
3.
What behavior changes can your leadership team commit to in order to
improve the overall atmosphere and culture of your organization? Last, but certainly not
least, leaders need guts. It takes true courage to take risks, confront
negative behavior, and stay true to your values. To think, speak and act
courageously requires a maturity of skill that very few leaders have truly
mastered.
Whenever we talk about
courage, our minds are influenced by the T.V. and Movie images of heavily
artilleried warlike super-humans. In his book The Empowered Manager,
Peter Block writes about ‘non-suicidal courageous acts’. The goal is to take
reasonable risks, not commit suicide. Those are risk-taking behaviors that are
related to facing harsh realities, admitting our own contribution to the
problem, and being authentic in the face of disapproval. Courageous people are
not socially or politically suicidal or homicidal. You don’t need to be extreme
to be brave.
How much risk is safe? Ask the question, what is the worst thing that could happen if I (or we) do or say this? If you can live with the scenario and it provides either learning or the possibility of opportunity, then it is a risk worth taking. If not, then it is probably politically, socially or organizationally unwise. Courageous acts get easier
with practice. Just like the ‘Cowardly Lion’ in The Wizard of Oz, when
we act brave, it makes us braver. When I think of the bravest people I know,
they all have strength of conviction and strength of action.
These questions will help you think more about the strength of your stomach:
1.
Think of the most courageous people in your organization. What brave
characteristics do they display?
2.
When was the last time you did something courageous in the workforce?
What did it feel like, how did it impact the organization?
3.
What are some examples of acceptable risks that your organization could
be willing to take? What are examples of risks that you would be willing to
take to further your organizations mission? What risks would not be wise
because they are more organizationally suicidal or homicidal in nature? Summary: No skill exists in a vacuum. All of these skills compliment and support eachother. Hopefully, you have a sense of each of these skills conceptually. This article is a precursor of a workbook that I am working on that will put together the concepts, behaviors, experiencial exercises, case studies and other tools to help leaders work through these skill sets. The assessments take a sharp right turn into behavioral examples of each skill, which we did not take time to specifically highlight in the article, but will be covered in the workbook more extensively. Allow the assessment questions themselves to give you a greater sense of the behaviors of these skills. If you would like a more indepth assessment of your organization along the Body of Skills, and would like a free initial assessment meeting, call Patty Sadallah at (440)- 572-7510 or email your request to psadallah@strengthinpartners.org
Click Organizational Check-Up to assess your organizational leadership skills, and Click Leadership Check-Up to assess your personal leadership skills. Print and then record your scores and action plan on this chart below. Organizational Check-Up Score Sheet
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Jr., Burrows, Hal The One Minute Manager Meets the Monkey. New York, NY:
Quill, 1991 Greenleaf, Robert Servant
Leadership: A journey into the nature of legitimate power and greatness.
Mahwah, NY: 1983
Cialdini, Robert Influence: The
new psychology of modern persuasion. New York, NY: Quill, 1984
Block, Peter The Empowered
Manager: Positive political skills at work. San Francisco, CA: Jossey-Bass-
Business and Management Series, 1987
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