“The Soul of Shame” by Curt Thompson

“Shame is something we all experience at some level, more consciously for some than for others.” People tend to overlook or underestimate the presence or power of shame; in the process they fail to recognize the loss of a part of their potential. Shame shows up as that critical voice that invades the narrative of your life which is continually being re-written in the back of your mind. Shame strives to make you ineffective as a leader or whatever your endeavor. “The Soul of Shame: Retelling the Stories We Believe about Ourselves” by Curt Thompson, MD helps us understand the source of shame and how we can manage or quiet that critical voice. Different from many other books on the subject, Dr. Thompson weaves together neuroscience, psychology, and Biblical theology to provide a grass-roots understanding of shame, how it endeavors to defeat us, and the means to quiet or control that voice.

Shame is a word that makes many people uncomfortable but we know shame as the “critical voice”, the “internal judge”, the “saboteur”, or other names. Some people hear shame loudly and some hardly recognize that it is there. But everyone has occasion to hear that voice in the back of the mind that says “You are not enough.” It might say that you are not ____ (smart, hard-working, beautiful, sexy, caring, worthwhile, perfect, talented, lovable, etc.) enough or it might criticize you in some other way. Shame differs from guilt. Guilt says “I did something that was bad” while shame says “I am bad.” Shame can grow on the platform of guilt but it doesn’t really need any basis or root in reality. Shame not only colors our current perceptions but also our view of the past and our expectations of the future.

soul of shame

In “The Soul of Shame” the author explains how shame is a part of who we are as human beings. In doing so Dr. Thompson presents these four major additions to our understanding of shame:

  • Shame plays a part and provides some explanation of the redemption story described in Scripture.
  • As humans, we have a constant narrative in our minds about ourselves and the life around us which shame is constantly attempting to subvert.
  • While shame is often seen as an individual thing, individual shame affects the relational dynamics of groups such as church, community, and work.
  • In fact, groups also have a group narrative and there can be a group shame that attempts to defeat the group purpose.

In the introduction to the book, Dr. Thompson writes, “From the beginning it has been God’s purpose for this world to be one of emerging goodness, beauty, and joy. Evil has wielded shame as a primary weapon to see to it that that world never happens…….It is the emotional weapon that evil uses to (1) corrupt our relationships with God and each other, and (2) disintegrate any and all gifts of vocational vision and creativity.”

Humans are created for relationship. We have an innate desire to know and be known. In healthy relationships we are accepted just as we are and we can be vulnerable so that we become more fully known. Shame tells us that if we are known we will be found to be flawed and not enough, therefore we must hide our flawed self. Hence, shame attempts to isolate us, hiding us from the very need, vulnerable relationship, that can inoculate us against shame.

Dr. Thompson spends chapters two and three explaining the brain, the mind (a higher level concept of who we are), and the neuroscience behind shame. He references Daniel Siegel’s nine domains of the mind. To become a more complete and creation-designed person requires continual further integration of these nine domains. Shame, on the other hand, seeks to disintegrate these domains at the same time that it is disintegrating us from relationships. Throughout the rest of the book, Dr. Thompson refers back to what he terms IPNB, interpersonal neurobiology, and the functions of the brain. One of shame’s tactics is to short-circuit our effort to use our thinking brain, the prefrontal cortex, and instead keep the limbic system of the brain involved in flee, fight, or freeze modality.

In the book Dr. Thompson personifies shame by calling it the shame attendant, the voice that is whispering in our ear. He traces this voice back to the experience of Adam and Eve, who had a perfect relationship with their Creator yet felt that they were not enough. As a result they went from “naked and unashamed” to finding their fig leaves, hiding in the garden, and blaming each other and the Creator for their decisions. Later in the book the author spends time explaining how Jesus, by taking on a human body, experiences and conquers shame (especially the time of temptation in the wilderness), and completes the redemption story by hanging “naked and unashamed” on the cross. Throughout the book there are enlightening discussions of Scripture as it relates to relationships and shame.

Shame is both ubiquitous and shape-shifting. As we go through a day there is a subconscious narrative that takes place in our minds. We are often trying to make sense of what is going on inside of us and of what is going on around us. These narratives have different paths and purposes and there can be multiple paths overlapping. It might be as simple as “I wonder if that police officer is clocking me?” to trying to understand how we are being perceived by our spouse in our actions and words. Shame is looking for opportunities to subvert these narratives to undermine our relationships and integration. Shame can find its fertile ground most anywhere. It can twist words and imagine intent from people near or far in relationship to us. “Shame, as it turns out, lives in the smallest of details, the commonest of life’s moments, and that is exactly where it wants to remain.” Shame wants not to be known and, in so doing, wants us not to be known. In that way we remain less than the integrated, creative beings that we were made to be. Shame interrupts or disturbs our relationships both with those around us and with God.

“We will not be rid of shame this side of the new heaven and earth; rather, we grow in our awareness of shame in order to scorn it.” We cannot fully defeat shame but we can turn the table on shame, shaming it instead by knowing it and making it known. We do this in large part by taking the bold step of finding or developing healthy relationships of vulnerability where we can be known and accepted for who we are. We were created with a need for vulnerable relationships and a part of that need is to expose and shame shame. Other elements of quieting the voice of shame include developing our understanding and awareness of shame and contrasting it with what we were created to be.

Throughout the book Dr. Thompson provides helpful case studies where the presenting problem seemed clear but the causal roots were actually found in underlying or hidden shame. He explains Scripture with the story of shame and he explains the story of shame with Scripture. He demonstrates how ubiquitous shame can be and provides guidance for finding it and guarding against it in our family relationships, in our churches, communities, and workplaces, in all the places where shame might seek to defeat us or those around us.

This is a great book and I highly recommend it. For another, more extensive review of this book, see Leslie Vernick’s summary. Also, for more on the subject of shame, see the books by Brené Brown.

Is shame, by whatever name you call it, isolating you and hijacking your effectiveness?

A Different Differentiation

Strategic differentiation is achieved by providing a unique or different value offering to customers as compared to competitors. A strategy of differentiation is based on developing a deep understanding of customers’ needs and then meeting those needs in a unique way. The value offering is the whole package of product, service, and relationship benefits. The price to the customer comes into play when the customer evaluates the benefits or value of the offering. A frequent mistake that companies make is not understanding the needs of the customer in sufficient depth. Often product suppliers only look at product differentiation based on the benefits provided by the product. In the same way, service suppliers sometimes look too narrowly at the service provided.

business strategy differentiation Ken Vaughan

A consulting project from some time ago demonstrates the need to dig deep in understanding customer needs. I had done a couple of small projects for this particular client regarding product offering and go to market decisions. It had surprised me how successful they were in their primary business when it appeared to be a completely commodity product. My curiosity was satisfied in the next project. The owner of the company asked that I identify customer needs and help them further refine their business strategy. Through the usual process of in-depth interviews of customers and other industry participants, I discovered why my client was able to garner a large share of the market for a commodity product at a premium price. This competitive position was in the face of growing low-cost international competition and competitors that had various advantages in terms of manufacturing capabilities.

This client’s product was sold through an industrial distribution channel and generally combined with other products in the distributor’s final sale. Through the interview process we identified that the client’s product was a small portion of the sale amounting to a few dollars in a multi-hundreds total sale. The customer’s (the distributor) primary need was that the purchase of these ancillary parts was as painless as possible; it was really a matter of transaction cost. The price of my client’s product was so low insignificant compared to the total package being assembled by the distributor that their concern was simply that one phone call or order completion was all that was required. A second phone call to check on delivery, get an authorization for return goods, correct an error, or anything else would far outweigh any savings from a lower priced competitor.

The client’s customer service function was outstanding because they had a customer service manager who was a bit of a drill sergeant when it came to serving the customer. She understood the customer’s expectations and assured that they were being met. She was a good leader in that she developed a shared vision within the customer service function that the customer should never be disappointed or inconvenienced and she empowered her customer service reps to make the necessary decisions to carry out this vision.

The client’s strategy, the “where and how to compete”, embodied this vision. The “where” was obvious; they sold these particular, well-defined products through an industrial distribution channel. The “how to compete” was all about serving the customer and assuring that they provided the lowest cost of transaction with their impeccable service.

The lesson to be learned here is this: When a customer is buying a widget, the customer need is not for a widget. The customer need, in fact, is for the benefits that the widget will provide and for the benefits that the accompanying service and relationship will afford the customer. When seeking to determine customer needs and to defining a competitive strategy that will provide value to the customer and a profitable return to the organization, the firm needs to dig deep. Henry Ford is quoted as saying, “If I had asked people what they wanted, they would have said faster horses.” Steve Jobs said something to the effect that you can’t ask customers what they want, because they don’t know. Both of these thoughts are the same, in understanding customer needs one must dig deep to find the inner motivation and desire that even the customer might not recognize. Then the organization must develop a solution where the benefits derived from the product, service, and relationship meet those deeper needs.

Do you understand the real needs of your customers? Does your strategy move you towards a competitive advantage in meeting those needs?

Ready, Fire, Aim

4 Character-Based Stumbling Blocks to Good Decision-Making

As leaders we are often called upon for decisions or to effectively guide a decision process. We face choices every day, some large, some small, some urgent, some mundane. A large part of a leader’s responsibility is focused on decision-making.

strategic decisions New Horizon Partners

A good decision process includes the following steps:

  • Ready – Identify and clearly articulate the pressing issue. This might require asking five whys or seeking other perspectives. Before we can make a good decision we need to understand and have consensus on what needs to be resolved.
  • Aim – Gather information and input. We need to make informed decisions. Once we understand the issue, we may need to identify contributing factors, decision options, and implications of various options. We may need both facts and the opinions of those involved or affected by the decision.
  • Fire – After we know the issue and understand the facts, we are ready to make a decision and take action. The final decision may fall to the leader, may be delegated, or there may be a team consensus process, depending upon the culture and nature of the decision required.

But sometimes people (or organizations) have certain stumbling blocks that interfere with making good decisions in an appropriate manner. Often these stumbling blocks can rise up out of character, interfering with an effective decision process.

Stumbling Block #1 – Ready, Fire, Aim – Some people are eager to make decisions. Maybe this comes from their desire for power or maybe from arrogance, believing they must have the right answer. These people make snap judgments and quick decisions without gathering the facts. Quick-trigger decisions can simply confuse the organization, sapping energy. Frequently someone needs to come back later and clean up the mess and choose a different path. Effective leaders are not enamored with either power or perfection but with performance; they seek to make good decisions.

Stumbling Block #2 – Ready, Ready, Ready for What? – Some people have trouble seeing the need for decisions because they have difficulty in facing reality. They cannot see the issues because they cannot accept that things are not the way that they perceive them. For example, they might refuse to believe that the market environment has changed (We don’t need to worry about those new entrants, they never survive.) or that the organization needs to change (We’ve always done it that way.) Effective leaders have a nice balance of optimism and skepticism; they are ready and able to embrace reality. They scan the horizon to identify issues early and move forward in making timely decisions.

Stumbling Block #3 – Ready, Aim, Aim, Aim…. – Some people have difficulty making a decision. They consistently need more information or they need to think about it for a while. “Let’s come back to this at another meeting.” Often this inability to make timely decisions is a result of a critical voice that tells them they need to be perfect, that they are not OK if they make a mistake. A few decisions are “do or die” but most are not. The decision process needs to gather input but, once we have the facts, we are often wasting time and energy as we wait for more information and a decision. Being timely is often as important as being right. Effective leaders have strength and confidence; with a healthy appetite for realism and facts, they are able to accept risks and the possibility of making a mistake now and then.

Stumbling Block #4 – Ready, Aim, Fi…….. – The decision is not complete until there is an appropriate action plan for implementation in place. Who does this affect? What needs to be communicated, to whom, and how? What actions need to take place? Who will be responsible? How will they be tracked? Some leaders are too busy moving on to the next issue and decision, which leaves the previous one half-baked in a sort of ADD scenario. Effective leaders understand the system and see things through; they are able to delegate and hold people responsible.

Effective leaders deal with reality and recognize issues that require decisions. In this process they are cognizant of the appropriate level for decision-making. They guide their people in gathering the relevant information needed for the decision process with reasonable confidence. They lead or oversee the appropriate decision-making process and assure that the decision is effectively implemented.

What is your decision process and where are your stumbling blocks?

“Know-How” by Ram Charan

There is certainly a correlation between certain personal attributes and the ability of a person as a leader in contributing to the business success of their organization. In Know-How: The 8 Skills That Separate People Who Perform from Those Who Don’t, the author, business consultant Ram Charan, draws from his personal experience to make those connections. He moves quickly through the danger of looking only at the surface when evaluating a leader, then mentions briefly the character traits of effective leaders. The heart of the book expands on eight skills that Dr. Charan deems crucial for high-level leaders, especially those in large organizations

leadership skills coaching

The book begins by pointing out the fallacy of selecting leaders based on superficial information, describing these superficial traits and characteristics as the following:

  • The seduction of raw intelligence (similar to a point made in one of my recent articles)
  • A commanding presence and great communication skills
  • The power of a bold vision
  • The notion of a born leader (a reference to charisma on its own)

Instead Dr. Charan urges people to look at what he calls “the whole person” (and in my words the character of the person) when selecting a leader. He especially identifies the following character traits as those he sees most often in effective leaders:

  • Ambition – a desire to achieve something visible and noteworthy, when it is combined with integrity.
  • Drive and tenacity – an inner motor that pushes people to get to the heart of an issue and find solutions, when it is combined with a clear view of reality.
  • Self-confidence – the ability to know and speak your mind and act decisively, combined with humility and social awareness
  • Psychological openness – the willingness to allow yourself to be influenced by others and to share your ideas openly, promoting candor and communication
  • Realism – a healthy balance of optimism and pessimism, which causes one to seek the truth and clarity
  • Appetite for learning – seeking to improve from new information and experiences

All of these traits interact with each other and all can have their dark side when carried to extreme or not adequately balanced by the other traits.

With these traits in a proper combination, Dr. Charan’s experience in consulting with many leading global companies has led to the conclusion that the most effective leaders excel in the following eight skills.

  1. Positioning and Repositioning: finding a central idea for business that meets customer demands and that makes money.
    Positioning encompasses the strategic decisions in understanding customer needs and defining where and how to compete to provide value to those customers. This skill is the ability to see the whole system and to adapt to changes in the business environment.
  2. Pinpointing External Change: detecting patterns in a complex world to put the business on the offensive.
    In a world where change is more rapid and abrupt, this is the skill to use an outer focus to understand the threats and opportunities that lie down the road. The best leaders are the ones who understand the changes and their implications before anyone else and have the foresight and confidence to move based on their intuition.
  3. Leading the Social System: getting the right people together with the right behaviors and the right information to make better, faster decisions and achieve business results.
    Social systems is the term Dr. Charan uses for the way that people in an organization work together to manage the business. To make the social system effective the leader needs to be sure that information flows properly, that conflicts are surfaced and resolved, and that the proper trade-offs are made for the benefit of the long-term health of the organization.
  4. Judging People: calibrating people based on their actions, decisions, and behaviors and matching them to the non-negotiables of the job.
    Leading an organization requires achieving results through the people around the leader, so the focus of the leader needs to be on finding the right people and developing them to maximize the contribution that the people can make to the organization’s success. This requires insight into both the requirements of the various positions and the capability and potential of the people under consideration.
  5. Molding a Team: getting highly competent, high-ego leaders to coordinate seamlessly.
    Leaders seek to surround themselves with very capable people but then must mold the group of people into a strong team. To do so requires building buy-in to a vision that represents the whole organization and supersedes any individual’s interest. The team must utilize the capabilities of all members and operate as a unit, and it is the leader’s responsibility to develop this unity.
  6. Setting Goals: determining the set of goals that balances what the business can become with what it can realistically achieve.
    The leader needs to select goals that will provide leverage for the future. Among the many potential goals, finding the select few is the challenge. And then the goals need to be set at a level that is achievable while still being motivational, providing a challenge to the organization that will make it stronger.
  7. Setting Laser-Sharp Priorities: defining the path and aligning resources, actions, and energy to accomplish the goals.
    There are always more things that could be done than should be done. The leader needs to set priorities based on what is important, what is urgent, what is long-term versus short-term, and what is realistic versus visionary. Then the high priorities need to be provided with resources to be accomplished.
  8. Dealing with Forces beyond the Market: anticipating and responding to societal pressures you don’t control but that can affect your business.
    An effective leader needs to have an outer focus that is aware of both threats and opportunities to the business that come from the world outside of the organization and its markets. In this respect the leader needs to continually develop within the organization the capability of responding to these societal forces.

There is a chapter devoted to each of these eight skills, each with a wealth of examples of leaders who practiced these skills well (and some that did not). Having had the opportunity some years ago to work alongside Dr. Charan, I have a great respect for his intellect and insight. He makes the point that he believes these eight skills are the key differentiators of high-performing leaders.

My view of the book is that it is good but not great. The downsides are that these skills and most of the examples that are provided are based on the large, multi-national companies where Dr. Charan spends most of his time. Smaller business need a different mix of skills. Also, leadership can never be boiled down to eight skills. It requires a much broader set of skills, all built upon strong character, i.e., the competency + character model of leadership.

11 Brutal Truths About Emotions

11 Brutal Truths About Emotions That You Really Need to Hear

Interesting article about emotional intelligence by Justin Bariso in Inc.com. Here are the major points that he makes:

Emotional Intelligence Ken Vaughan

  1. Emotional intelligence begins when you ask the right questions.
  2. You can’t control your feelings. But you can control the reactions to your feelings.
  3. Others see you much differently than you see yourself.
  4. Empathy can greatly increase the value of your work.
  5. It’s all about the long game.
  6. Criticism is a gift.
  7. It’s vital to gain trust before delivering negative feedback.
  8. Remember that “negative” emotions can be just as beneficial as “positive” ones.
  9. Raising your EQ isn’t all fun and games. But it can be…sometimes.
  10. EQ and EI aren’t the same thing.
  11. Emotional Intelligence can be used for evil.

Read the whole article to see his explanation of each “truth” and find links to other articles by Justin Bariso on EI and EQ.

Self-Awareness Is Foundational to Leadership

The traits of leadership are often listed as characteristics such as integrity, confidence, vision, communicator, etc. Seldom do we see on these lists of important characteristics the trait that is foundational to them all – self-awareness. Self-awareness is defined as the conscious knowledge of one’s own capabilities, character, feelings, motives, and desires. It can also be described as the ability to know oneself deeply and to act from that knowledge.

Leadership self awareness New Horizon Partners

The self-awareness that we are speaking of here is personal self-awareness. One of the domains of emotional intelligence is termed emotional self-awareness. EQ self-awareness is a subset of personal self-awareness, which is a broader knowledge of who we are.

Self-awareness can be considered on a spectrum or scale. We probably have met people and later thought that “they haven’t a clue” because they seem so unaware of themselves or aren’t in touch with reality. On the other end of the spectrum are those people that are very comfortable in their own skin, those who are highly self-aware. We cannot be perfectly self-aware because everyone has a few blind spots or things that are buried deep inside them. Even though we can never be completely mindful, highly effective leaders are highly self-aware.

What does it mean to be self-aware? The people who have a clear perception of themselves can agree to a great extent with most of the following statements:

  • I know my strengths in the areas of intelligence, skills, and technical and functional knowledge.
  • I know my weaknesses in the areas of intelligence, skills, and technical and functional knowledge.
  • I am aware of my emotions and able to manage them.
  • I know my emotional triggers.
  • I understand my interpersonal strengths and weaknesses.
  • I can differentiate myself and what I am feeling from those around me.
  • I understand the boundaries where my responsibilities end and the responsibilities of others’ begin.
  • I am aware of my intuition and know the situations where I can trust it.
  • I am able to understand and accept the reality of my personal situation.
  • I am able to understand the cause and effect of circumstances in my life.
  • I am clear on my motives and desires in life, in relationships, in work, etc.
  • In addition to my own perspective, I am able to see myself as others see me.
  • I know roughly where I am on the scale from “haven’t got a clue” to completely self-aware.
  • I recognize most of my blind spots and areas for development.
  • I am continually striving to become more self-aware.

(Download our self-awareness assessment worksheet to evaluate your own self-awareness.)

High self-awareness is a strong predictor of success as a leader. This mindfulness lies beneath a person’s self-confidence, ability to be vulnerable, skill at managing relationships, ability to delegate, self-discipline, and many other elements of effective leadership character and competency. The less clarity we have about ourselves, the more likely that we will stumble along the way.

How does a person grow in self-awareness? To develop a thorough understanding of ourselves requires that we are consistently looking inside ourselves and asking the question, why? We are seeking to know what lies within us and what drives us. To answer these types of questions, assessment tools such as Myers-Briggs, DISC, etc. can be helpful. Seeking the input of those around us with tools such as EQ360 can help to see through the blind spots or provide perspective. Journaling can be helpful in thinking through the “why” question as a person tries to understand themselves more fully. A trusted friend, advisor, therapist, or peer group can help us in digging deeper into who we are and why we operate or behave in certain ways. To be self-aware means to be continually developing our self-awareness, so these tools should be frequently re-visited.

What might be other descriptors of self-awareness? How are you growing in your own self-awareness?

Positive Thinking May Not be the Most Positive Thing

Realistic pessimism may be more helpful than deluded optimism. Tomas Chamorro-Premuzic makes the point that “our species’ ability to suffer is an essential trigger of change.” Too much positive thinking can inhibit our desire to change and grow. See this interesting article on the downside of positive thinking.

Strategy Should Say No

An effective strategy sets the direction for the business but it also should be specific enough to say no – no to pursuing certain customers, no to entering certain markets, no to certain programs or investments, no to hiring a certain person. The strategy says no to choices that diverge from the optimal direction for the business to achieve its objectives.

Business strategy sets the direction for an organization by describing where and how the business will compete in order to provide value to the customer that will lead to accomplishing the organization’s strategic objectives. The purpose of strategic planning is to provide a clear and succinct statement of the organization’s strategy that can guide decisions within the organization. Strategy should focus the organization’s efforts to those with the highest return potential. The strategy then becomes a screen that sifts through decisions regarding which business opportunities to pursue and about the allocation of resources. With an effective plan and management process the organization can then say yes to the right opportunities and no to the suboptimal choices.

Strategy decisions Ken Vaughan

The business strategy provides a means to screen business opportunities. The organization should be able to compare every new business opportunity with the parameters of where and how to compete that is described in the strategy and decide if it fits. Sometimes organizations write what they call strategy in broad, vague terms because they do not want to limit their business options. One reason for this is that they are desperate to find any revenue to survive and fear passing by any revenue source, even those that will detract from their long-term profitability potential. A second possible reason is that they are incapable of properly positioning their business. To position the business requires a good understanding of customers and their needs, not just today’s needs but also evolving needs. It also requires an understanding of the organization’s core competencies and how these competencies can match with customer needs.

The business opportunities that maximize return are those where the organization can provide unique value based on its core competencies. The core competencies either provide a unique value to customers or they provide a unique economic advantage in generating solutions to customer needs. The strategy needs to clearly demonstrate how the organization is building its core competencies and what customer needs it seeks to fulfill. (For more thoughts on this, see the strategy example article.) Business opportunities that align with the strategy should be considered and pursued. Business opportunities that do not align with the strategy distract from a pursuit of competitive advantage and will not generate optimal returns. Those business opportunities that do not fall within the business strategy should be discarded.

Strategy also guides the organization in its allocation of resources. Resources applied to building core competencies that then lead to competitive advantage in providing value to the customer have the potential to generate a higher return. Scattering resources among a variety of programs that are not strategy driven dilutes efforts and resources. The strategy provides a means to screen projects and resource decisions. If a project or decision cannot demonstrate strategic value, the answer should be no.

We see then two common mistakes that organizations make in their strategic planning efforts. First, by not thinking deeply enough or not recognizing the value and purpose of effective strategic planning, they might not develop a plan with the clarity and specificity to actually guide any decisions. A second mistake is not recognizing the purpose of planning to guide every decision. In order to do so, the strategic plan needs to be clearly communicated to the organization and held out as the signpost providing direction for the long-term development of the business.

Does your strategic plan optimize your decision process?

I Am the Problem

When working with married couples who are struggling or just want to grow in their relationship, we often encourage them to adopt the mindset of “In this relationship I am the biggest problem.” This is not an attitude of self-condemnation. And it is not saying that the other person is without any faults. It is rather the realistic acceptance that we are responsible for our own thoughts and behaviors. We are not likely to be successful when our goal is changing the other person.

relationship leadership Ken Vaughan

In leadership situations where we have relational struggles, the same mindset is also appropriate. Leadership is influence and influence is only achieved through positive relationships. So what should be our response when we wish to lead someone with whom we have some conflict or someone who might be obstinate or have some social skill challenges?

If our focus is on trying to change the other person, some outcomes might be as follows:

  • We might be so focused on the other person’s issues that we fail to see our own faults. (Everyone has some weaknesses.)
  • We might appear arrogant, driving the other person away.
  • We might fail to recognize or understand what is bothering the other person.
  • We might not recognize our own contributions to the conflict or lack of communication.
  • There might be some resentment developed in the other person.
  • We might drive a further wedge or build a higher wall in the relationship with our attitude.

On the other hand, if we adopt the mindset that “I am the problem in this relationship” we will search for ways to bridge the gap and heal or grow the relationship. Even if we are convinced that the other person has a relational problem, we should look for the ways that we can grow as an individual or that we can adapt to work with the other person. With this mindset we might see outcomes as follows:

  • If we’re focusing on our part we are probably growing in some way.
  • We might show vulnerability that we are human and have weaknesses, making ourselves approachable.
  • We might see things from the other person’s perspective.
  • We might show humility thus inviting others into relationship.
  • We might discover some solutions that actually work to bridge the gap.
  • We might develop some empathy for the other person and the struggles that they face.
  • We are more likely to build a positive relationship where we are able to influence.

Of course it is ideal when both parties adopt this mindset, but one needs to take the initiative. Be the change. Focus on your own behavior, not immediate results or change in the other person. Know that you are doing the right thing by doing your part. Find people who will hold you accountable and encourage you to persevere. Recognize and affirm changes you see in the other person. You will probably be surprised by the changes you see, either in yourself or in the other person.

Do you have a relationship that is struggling? What behaviors do you need to adopt to bridge the gap?

Leaders and Managers

In business literature we often see the terms leader and manager used interchangeably. However the role of a leader and the role of a manager are different, even though there may be a fuzzy gray line between the two roles in certain aspects. If we understand the requirements of each role, we are better able to identify or develop people to serve in these roles.

leaders and managers Ken Vaughan Ohio

It is ideal when we have people who are capable in both leadership and management. At any level within an organization there is a mix of task, management, and leadership responsibilities but the relative mix changes. Entry level workers are generally responsible for tasks. As their capabilities and responsibilities grow they transition to more responsibility for management of resources, whether it be materials, people, or other resources. As they move to higher levels in the organization they transition to more leadership responsibilities. Of course, since leadership is influence, we can find opportunities to influence no matter what our role in life is. But in general, as a person moves to higher levels in an organization, the expectation is that they move through a process of growth from task to management to leadership.

Managers are very much stewards. They marshal resources and apply them to accomplish tasks or produce output. They are focused on

  • planning,
  • organizing,
  • and controlling.

Peter Drucker described the role of a manager as the following:

  • Setting objectives and planning. The manager translates vision and mission into goals for the group, and decides what work needs to be done to meet those goals.
  • Organizing. The manager divides the work into manageable activities, and selects people to accomplish the tasks that need to be done.
  • Motivating and communicating. The manager creates a team out of his people, through decisions on pay, placement, promotion, and through his communications with the team. This integrates the team to optimize productivity.
  • Measuring performance. The manager establishes appropriate targets and yardsticks, and analyzes, appraises and interprets performance.
  • Developing people. The manager develops the people in the group to optimize performance and prepare for upcoming tasks and goals.

Leaders are very much developers or builders. Their role is to develop people and the organization for the future. In the book, The Leadership Challenge, Kouzes and Posner describe the role of leadership as follows:

  • Model the way
  • Inspire a shared vision
  • Challenge the process
  • Enable others to act
  • Encourage the heart

In another article that I wrote recently, I describe the role of leaders as follows:

  • Leaders build – themselves, the people around them, their teams, and their organizations.
  • Leaders inspire – a strategic direction and vision for the future.
  • Leaders communicate – using candor and clarity to keep their people united.
  • Leaders challenge – both people and the organization to change and grow.
  • Leaders enable – people by delegating and removing constraints.
  • Leaders encourage – by building relationships where people are valued and motivated.

This then describes a sort of hierarchy in which leaders guide the development of vision and capability for the future, managers steward resources for today’s step forward, and workers accomplish the tasks required along the way.

Are you a leader or manager? What are your plans for growth to the next level?