Leadership – Page 10 – New Horizon Partners

A Leadership View of Performance Reviews

For some people, performance reviews are the one time when they tell their direct reports how their work is perceived. Sometimes these reviews are simply a perfunctory fulfillment of a corporate requirement or the necessary step required for a salary increase. Often the performance review, whether it be annual, quarterly, or some other frequency, is the only time that a boss might discuss the level of performance, suggestions for improvement, or career aspirations. On the other side of the table, the team member may walk into the review meeting with some fear, either of the unknown or of the possibility of criticism.

For a true leader, the performance review process can be quite different. The performance review is an opportunity to mentor or coach and an opportunity build relationship. Here are some thoughts on the performance review in an effective leadership model:

The performance review is a time for summarizing and consolidating an ongoing dialogue about performance, development, and aspirations. An effective leader has a habit of continually communicating with his or her direct reports. This continual process includes frequent 1:1 meetings to discuss work progress and performance, identify issues regarding organizational processes or resources, and relationship building through discussion of aspirations, satisfaction, and so forth. Additionally, an effective leader provides impromptu guidance and feedback, both positive and negative, whenever the occasion arises to directly view the work of the team member. This process of continual feedback need not be time consuming; a 1:1 meeting can typically be accomplished in 15-30 minutes every week or two and impromptu feedback can be done in 2-3 minutes while walking out of a meeting. With these habits in place, the team member knows exactly what to expect in a performance review as it is a summary and deeper dive into topics that have been discussed over time.
The performance review is a balance of past and future. The performance review is a wasted opportunity if it only looks at the past and the team member leaves the meeting without a clear view of what needs to or is likely to happen in the future. There needs to be agreement regarding the level of past performance, but leadership always has a forward focus. Therefore, the time needs to be split between the review of performance and a discussion of the future. This view of the future includes a discussion of the areas of emphasis for the team member, definition of a personal development plan, and career aspirations and potential. Focusing on the future keeps those that did well in the past from resting on their laurels and prevents those that have underperformed from wallowing in despair. Once this discussion of the future takes place, these plans and areas for emphasis become topics to be touched upon in the ongoing 1:1 meetings.
The performance review needs to be an effective discussion regarding expectations and performance. The review is more than providing a rating score of performance or announcing the impact on compensation. In fact, these two things often get in the way of clear communication regarding just how the team member is perceived and what they might expect in the future of their career. Here are some further points to make it an effective discussion that benefits both the leader and the team member:
- Schedule adequate time. A proper discussion of performance and future expectations requires some time, probably an hour, not ten minutes at the end of the day. As a leader, it is an opportunity to be utilized.
- Prepare and provide a written summary of the major points of discussion. Sometimes the discussion draws out thoughts and emotions that make it difficult for the team member to capture the entire discussion. A document provides a point of reference for future review.
- Deliver the rating and compensation news at the end of the meeting or even at a short follow-up session. The team member can focus too much attention on the numbers and tune out the discussion if they see these first. The value is in the discussion.
- Don’t rely on your own perceptions. As you are preparing for the meeting, seek input from other people in the organization that are familiar with the team member’s work so that you aren’t biased in your review or only have part of the story.
- Make the review meeting a two-way discussion. Ask the team member to come prepared to also review your performance as a leader. By doing so, you first take some of the fear out of the process and also may get some important feedback, even perhaps some feedback that might impact your perception of the team member’s performance.
- Appropriately stage the meeting. Meeting at your desk might not be the best setting for a discussion of your working relationship and the expectations that you have for the team member. A small table somewhere, perhaps even a lunch meeting, may be a better environment for the type of discussion that best serves the long-term function of this meeting.

An effective leader is continually building towards the future and developing the relationship through which he or she can influence the members of the team. The entire performance review process – impromptu guidance, 1:1 discussion, and the periodic review/rating – is a platform for doing so.

Are you providing and receiving necessary feedback with your team members? What other tips do you have for optimal use of the performance review process?

The Loneliness of Leadership

One of the most frequently voiced complaints of leaders is the loneliness that accompanies the position of leader. The old saying, “It’s lonely at the top” frequently proves to be true. Leadership can create a feeling of isolation for several reasons:

Lack of peer relationships– As people progress up the ladder in an organization they have peers with whom they can exchange ideas or commiserate until they find themselves in the position of leader. As a leader of an organization and even sometimes as a team leader, a person can find that those peer relationships dissolve, either because the former peers see the leader in a different light or because the leader makes the dangerous choice of feeling they are above others.

The need for confidentiality– As a leader there are certain bits of information that cannot be shared. For example, leaders might be privy to certain personal struggles facing an individual team member. Or the leader may be involved in confidential business negotiations. Certain items must be held private by the leader. Allowing this confidentiality to control isolates the leader.

The tendency of the organization to hold the leader aloft– In some instances, for one reason or another, people in the organization do not have a reciprocal relationship with the leader. This could be caused by the leader being somewhat intimidating, often unintentionally. People might feel that the leader doesn’t have the time or interest to be bothered with relationships. “I don’t want to waste the leader’s time.” Or information might be withheld out of fear, either of repercussions or of loss of power by the team member.

Focus on others– Generally, leaders are wired to meet the needs of others. They spend so much of their time listening and giving to others, they do not benefit from the balanced conversation and idea exchange that meets their own social needs. Their relationships all become one-sided.

Work consumes all of life– Leaders can be focused on achieving results. When overly so, they actually do not have time for personal interactions that are not goal-related.

Difficulty in finding people that can understand – Sometimes the pressures or just the nature of the issues dealt with in leadership are unfamiliar territory for family members or casual friends. Without an ability to relate to the leader or vice versa, these family or casual friendships can leave a leader without the feeling of being understood.

And, dare we say, arrogance– Some people, when moved into a position of leadership, fall into the trap of thinking that they are better than those around them. They can think that they are smarter and have all the answers. They can mistake leadership for command and control and not see the need for relationship. These people push away others and drive themselves into isolation.

This feeling of isolation can leave a leader dissatisfied or even feeling empty. Relationship is a fundamental need that is a part of how we were designed and how we best function. Carrying a load of stress and responsibility without the fulfillment of social needs such as understanding, affirmation, empathy, and so forth leaves a leader emotionally and even physically exhausted. Intentional effort is required to break this feeling of isolation. Most often this effort needs to focus on building healthy and meaningful relationships that bridge the causes described above. The antidote to isolation is community. Some ways to defeat the isolation of leadership include the following:

Join a peer group.Since this isolation is a common complaint of leaders, there are many programs that provide a platform to build relationships with other leaders in which the group members relate well with each other and can help meet the social/emotional needs of other group members.

Develop a personal board of advisors.For a small business, a board of advisors might serve the dual purpose of meeting relational needs and providing some business guidance. Some leaders find it helpful to gather together a group that can know them deeply and keep them grounded.

Find a mentor or coach.Besides the normal function of advising or coaching, a relationship with a mentor or coach can provide some of the relational nutrients necessary for healthy integration.

The general requirement for breaking through the feeling of isolation is developing stable, meaningful relationships with people who can relate to the issues and responsibilities of leadership and who are able and willing to meet the relational/emotional needs that all leaders have.

Do you ever experience loneliness in your leadership role? What do you do about it?

(We at New Horizon Partners, Inc. organize peer groups for leaders that provide the opportunity for growth in a context of “one anothering” relationships. Please contact us if you would like to learn more.)

Be Slow to Anger

In two recent articles we have been examining communications and the wisdom presented in the letter from James in the Bible when we are told that “Everyone should be quick to listen, slow to speak, and slow to become angry^”(James 1:20b NIV). This verse reminds us of three important truths – that listening is of highest importance, that we should be thoughtful in speaking or communicating, and that we must manage our emotions so that we communicate effectively.

To be an effective leader, one must be an effective communicator. For a leader, communication is much more than the transfer of information, it is connection and inspiration. Communication is necessary for developing alignment and executing strategy. Communication is the basis for a relationship of trust and respect, the foundation of leadership.

This wisdom of becoming quick to listen, slow to speak, and slow to anger is applicable to any communication whether it be in the workplace or at home, in a one-on-one discussion or a memo to all hands. In two previous articles we looked at the importance and practice of effective listening and wise speaking (or writing). We now come to the third element of communication included in this verse – the importance of managing emotions.

The last part of this particular verse could have broader implications than just communications. It actually speaks to our need to develop our emotional intelligence. In his book, Primal Leadership, author Daniel Goldman describes emotional intelligence as being composed of four hierarchical domains:

Self-awareness – understanding your own emotions
Self-management – appropriate control of your own emotions
Social awareness – recognizing and understanding the emotions of others
Relationship management – dealing effectively with other individuals or teams

The passage from James is speaking more specifically about the need for us to appropriately manage our own emotions, mentioning anger because unchecked anger in communications can be a damaging emotion. There are instances where anger is appropriate and where there is a need to express it. There are also times when a person might feel anger without recognizing the source or might be prone to lash out at either the wrong people or in the wrong way.

More specifically addressing the theme of communication that runs through this particular verse, there is a need to use our emotional intelligence in all communications. In any conversation or communication, we need to exercise all four domains:

We need to be aware of our emotions. In a conversation, what is said or the way it is presented can prompt an emotional reaction. Sometimes our emotions can creep up on us. A word or thought can trigger a memory from earlier in the day or earlier in our life. We need to develop our awareness and understanding of our emotions, recognizing and identifying the emotions that are present at any given time and understanding their source.
We need to manage our emotions. If we are not strong in emotional intelligence or aware at the moment, emotions can sometimes become a runaway train. We need to train ourselves to first recognize our emotions and then to make rational decisions about whether and how to express them in communications. In the realm of neuroscience, this practice requires interrupting the limbic system that tends to control emotions and giving our prefrontal cortex a voice in interpreting and managing our emotions. The idea is that we are to manage our emotions rather than allowing them to manage us.
We need to be aware of emotions in others. In a conversation, this means interpreting the words, the underlying context, and the accompanying body language of the other person for the emotions that might be present. When preparing written communications or delivering a speech, this can mean thinking from the viewpoint of the audience to infer or predict what emotions might be present and to communicate in a way that addresses those emotions. Which brings us to the fourth domain –
We need to deal effectively in relationships. This means going beyond recognizing the emotions in the other party, to communicating in a way that helps them recognize and respond appropriately to the emotions that arise within them. Communication in this way resolves conflict and draws people together.

The passage from James focuses specifically on anger because anger can be so dangerous. It can turn a conversation from healthy to hurting or from logical to lethal. Anger can be destructive to relationships. Anger in a conversation has a tendency to escalate back and forth between two parties. What began as a simple conversation can turn into threats, insults, and all sorts of damage. Hence, the advice to “be slow to anger.”

Are you able to accurately recognize your emotions and manage them appropriately? How are you growing in emotional intelligence?

Be Slow to Speak

The letter from James in the Bible presents important wisdom regarding communication when it tells us that “Everyone should be quick to listen, slow to speak and slow to become angry^”(James 1:20b NIV). This verse reminds us of three important truths – that listening is of highest importance, that we should be thoughtful in speaking or communicating, and that we must manage our emotions to communicate effectively. This wisdom is applicable to any communication whether it be in the workplace or at home, in a one-on-one discussion or a memo to all hands. In a previous article we looked at the importance and practice of effective listening. This article will now focus on the second step – speaking. In an upcoming article we will look at the importance of managing emotions to successful communications.

The idea of being “slow to speak” is not addressing the tempo of our speaking nor is it telling us to be quiet. Rather, it is a warning against reacting rashly and blurting out something we would rather not say. It is an encouragement to consider our words carefully and thoughtfully so that we may communicate effectively.

When we are confronted in a discussion, especially an emotional discussion, there is a choice as to whether we will react or respond. To react means that we reply immediately in a way that might be driven by emotions of the moment. To respond indicates that we have given adequate thought to formulate a reply that shows the proper respect for the other party and presents information in a logical fashion. Some people are skilled at responding quickly while others may take more time to properly think through the proper response. The instruction to “be slow to speak” suggests that it is better to schedule a time to continue the discussion if needed in order to properly respond rather than to react in a way that we might later regret.

For the normal flow of communication, the concept of “being slow to speak” means that we give adequate thought to our communications to make them most effective. Again, this can apply to any communication, written or verbal, to any audience. Here are some thoughts on the requirements of effective communication:

Know your audience.Before preparing any communication, first think about the audience. Who are they? What are their concerns or desires? What do they need to know or what fears need to be addressed? What is the background for this communication that needs to be considered? What questions are likely to arise that need to be addressed up front?

Speak directly to them.Whatever the format and means of communicating, from a team meeting to a memo sent halfway around the world, developing a communication that is most like a direct conversation is generally the best solution. In today’s corporate world, people are more frequently using the term “conversations” to describe communications because it conveys the proper tone for developing alignment, inspiration, or understanding. There are times when a contract is necessary but most communication should be built on a more personal language that draws in the recipient rather than pushing them off.

Be clear and candid.Stating the facts honestly and forthrightly is the best solution. Understand the audience and then present the information that they need to know. Communicate in a way and with the information that and answers their questions rather than prompts more. There is always a tension between brevity and comprehensiveness but a focus on clarity can be consistent with brevity.

Be yourself.Part of being authentic is being who you are in all contexts. Communication is most effective when it is from the heart, not just the mouth. Allow your emotion to show as long as it is respectful. For example, if you need to announce staff reductions, there is likely to be some sadness. Don’t allow yourself to be a talking head. Allowing yourself to be seen in what and how you communicate builds trust. People relate to a person, not a title or a position.

All of these practices, and others like them, reflect the same concept – thoughtful communication is effective communication. Being slow to speak requires putting the brain in gear before the mouth (or pen or keyboard) is engaged. Effective communication brings the organization together positively, aligning and inspiring the effort necessary to move forward.

Are you taking the time to effectively communicate?

Be Quick to Listen

The letter from James in the Bible presents important wisdom regarding communication when it reads “Everyone should be quick to listen, slow to speak and slow to become angry^”(James 1:20b NIV). This verse reminds us of three important truths – that listening is of highest importance, that we should be thoughtful in speaking or communicating, and that we must manage our emotions to communicate effectively. This article will focus on the first step – being quick to listen. Future articles will look at the other two elements of effective communication – speaking wisely and managing emotions.

Why must listening come first, one might ask? Especially, perhaps, one who is so full of himself or herself that he or she thinks that only their own opinion is important. But a real leader places high value on every person, a value that is equivalent to the value he places on himself. Stephen Covey popularized the advice of “seek first to understand, then to be understood.” This philosophy demonstrates the value of the other person. It also enables our communication to be more effective. Only when we understand the position of the other person are we able to communicate in a way that is responsive to and respectful of the other person’s mindset.

Listening involves more than receiving the words or the information being relayed. Effective listening has these three elements:

Receiving the information.
Understanding the underlying meaning or purpose of the information.
Interpreting the underlying communication from the accompanying emotion and body language.

Sometimes the communication that we receive is simply a delivery of information. But more frequently, the words are only a small part of what is actually being communicated, even when the other person might be unaware of what all is being subconsciously being communicated. An effective listener pays attention to the complete message and interprets the words based on the entire communication.

In order to fully or effectively listen, follow these steps:

Face the speaker and maintain eye contact.Talking to someone while they are looking elsewhere, such as scanning the room, viewing their screen, or reading, is like trying to hit a moving target. The speaker has no idea how much of the conversation is sinking in. By the listener not focusing on the conversation, the speaker can feel unimportant and frustrated. Instead, the listener should demonstrate the value of the other person and the importance of the information by focusing on the speaker.
Be attentive and provide feedback.As the listener, be present in the conversation and demonstrate that you are tracking with the information being communicated. This might involve a head nod or occasional comments or questions, such as “I can see how that makes your task difficult” or even a “hmmm” to verify that you are involved and receiving the message.
Keep an open mind.Listen without judging either the speaker or the information being presented. This is a part of demonstrating our value of other people. Don’t jump to conclusions or hijack the conversation. The speaker is presenting their thoughts and feelings and deserves to be fully heard and understood.
Hear the entire message.Wait until the message is fully received before forming your response. If the listener is making judgments or organizing a rebuttal while the other person is speaking, they have compromised their effectiveness as a listener and may not hear the message correctly or completely. If the speaker is asking for a solution, wait until the message is delivered and a solution is requested. As humans, and this is especially true for leaders, we can be quick to offer solutions when they are not desired or appropriate.
Ask clarifying questions, but without interrupting.As the listener, you want to be sure that you clearly understand the entirety of what is being communicated. To do so may require drawing out more information or developing clarity about what is being communicated, including the unsaid elements of communication. As appropriate, use pauses on the part of the speaker to ask questions or verify your understanding. It’s best not to interrupt and, by all means, do not derail the conversation or take it down a rabbit hole.
Pay attention to what isn’t said.An effective listener takes in and interprets the entire message. This includes the words or information presented, the underlying emotion with which those words are laced, and the body language of the presenter. This is an important part of emotional intelligence, understanding the emotions of others. It is all part of the message, and the unsaid portions can sometimes be even more valuable than the actual information communicated.

A skilled listener values the presenter and demonstrates that value in the way that they receive information. A skilled listener is also able to draw more knowledge out of a conversation by using the tools described. It is often said that we are given two ears and one mouth to demonstrate the importance of listening. The concept of being quick to listen is a reminder of its priority in communication.

Do you communicate in a way that values the other party? Are you an effective listener?

Culture Trumps Strategy

Business guru Peter Drucker once said, “Culture eats strategy for breakfast!” By this he did not mean that strategy was unimportant but, rather, that culture is a more important determinant of the success of a company than strategy. Culture is the “set of values and attributes that shape how things get done in the organization.” Getting the culture right is a prerequisite for making the strategy work. This is because culture determines our ability to implement.

Any strategy is only as good as its implementation. Thoughts in our head or on paper do not create value. Action creates value if it is the right action. Strategy defines the action but culture energizes the action. The right culture provides the motivation, innovation, and collaboration that provide the energy for implementation. The right culture aligns the organization and its resources with its strategy so that it all works together to achieve the desired results. The best strategy in an organization with a poor culture or a culture that is not aligned with the strategy falls flat because the implementation fails.

On the other hand, a mediocre strategy from an organization that has a great culture can still lead to a very successful business. A great culture is attractive and infectious. Culture alone can draw in loyal customers. Picture a commodity business, perhaps selling gravel. There are not a lot of opportunities to innovate or differentiate the product of gravel. But a culture that delivers excellent customer service and relationships can become a competitive advantage and provide the basis for a successful strategy.

Culture and business strategy are inextricably linked. The best companies get them both right but culture can determine the success or failure of any strategy.

Which one is holding back your organization – strategy or culture? What action are you taking to move forward or develop alignment?

Power of a Peer Group

The best leaders make a point of continually growing and working to maximize their effectiveness. They work on growing both in character and competency. Effective leaders are high in self-awareness, understanding their strengths and weaknesses. They establish personal goals for growth and work towards achieving those goals.

One effective tool for growth is participation in a peer group with other leaders. A strong peer group can help a leader recognize areas for growth and achieve his or her goals. A peer group can be effective in overcoming some of the hurdles that a leader might face in going it alone in the growth struggle.

Some of the advantages of participating in a good peer group include the following:

Escape the isolation trap of leadership. “It’s lonely at the top” is more than a cliche. Leaders can easily become isolated because they have no trusted peers within their organization with whom they can dig deep or share feelings and there are many business and leadership issues that they cannot profitably share at home. A group of peers can understand, accept, and respond appropriately to the struggles that a leader might face.

Gain different perspectives. We each see issues and challenges from a viewpoint that is based on our history of experiences and knowledge. Though a group may be composed of peers, each one will have a different perspective based on their own experiences and competencies. There is great value in hearing and considering a range of perspectives and alternative paths as we consider a decision.

Absorb emotional nutrients. Leaders are generally wired in such a way that they pour into other people’s lives. But they often are so busy doing so that they don’t have the time or else that don’t have the people that can pour into their lives. We are talking here about the emotional needs that all humans have to receive such things as acceptance, affirmation, containment, empathy, etc. The natural result of pouring out emotional support and lacking any inflow, is that our tanks run dry and we feel like we have little or nothing left to give. A group of peers can keep your tank full.

Learn from others’ competencies. With a group that has a mix of skills and backgrounds, there is much that can be gained in terms of both experience and depth of knowledge from other members of a peer group. The best groups will include people that have a range of backgrounds in their path to leadership. Exploring issues with a group that might include people who were once CFOs, sales and marketing executives, and technical experts can provide valuable advice.

Increase self-awareness. While advantages of a peer group include the combined wisdom and diverse skills and knowledge of the group, one of the greatest values of a peer group is its ability to help each individual dig deeper into themselves. This is accomplished through asking thought-provoking questions rather than providing answers and advice.

Benefit from accountability relationships. The best groups develop trusting relationships where the members can present a balance of grace and truth to each other. Committing to goals within a group that will hold us accountable makes the likelihood of achieving those goals vastly greater than our own private efforts.

Create a laboratory in which to practice. An upcoming difficult conversation can create a great deal of anxiety. We might question the right way to approach the discussion or whether we can be effective in presenting the information. In those circumstances, the chance to think through what that conversation might look like and to even practice it can reduce the anxiety and prepare for a positive and successful dialog.

Enjoy confidentiality. Leaders often deal with sensitive issues regarding the people around them. Outside input or perspective can be helpful, but leaders often have no place that they can discuss private information. A peer group that consists of trusted advisors who are able to maintain strict confidentiality is a valuable sounding board.

Receive guidance from a personal board of advisors. Organizations value a board of advisors that can become familiar with the organization and then provide suggestions and advice about future direction and decisions. In a similar way, a peer group can serve as an advisory board at the personal level for each of the group’s members. They can develop a deep knowledge of each other and provide input into the growth needs and plans of their compatriots.

The most effective peer group is a small group of committed members, perhaps 7-12, who recognize the value that each member receives and contributes to the group. The group should have a balance between homogeneity and diversity, able to relate to each other as true peers but with a range of experience, expertise, and personalities. As a business peer group, they need to not include any competitors or any other source of conflict of interest. They must all be trustworthy and able to hold confidential all of what the group shares. The most important ingredient is the desire and willingness to have a positive impact on each others’ lives.

Do you have a group of peers that are helping you maximize your growth and effectiveness? Are you interested in participating in such a group?

Positive Conflict

There are three basic ways for an organization to deal with conflict. Only one of the three is healthy or positive. The two unhealthy ways of dealing with culture are the most predominant. This is unfortunate since healthy conflict is an important part of building a healthy and successful organization.

The two unhealthy ways of dealing with conflict are either to avoid any conflict or to use conflict as a means to gain power over another person by using conflict as a personal attack. These are generally a result of learned behavior from early in life where a person saw conflict modeled in one of these unhealthy ways. They might have been taught that conflict is bad and should always be avoided. Or they might have been in a climate of conflict as personal attack and either adopted that behavior or resolved that conflict was dangerous and always to be avoided.

Positive conflict is seeking or sharing truth in a climate of grace. For an organization, healthy conflict provides the means to explore ideas and contribute to the group’s intelligence in a way that gathers the best thoughts from everyone. Positive conflict allows the team members to challenge and explore ideas and proposals without the discussion seeming to be a personal attack or confrontation. Healthy conflict builds a strong and healthy organization.

In speaking about marriage, the late psychologist Gary Smalley would often say, “Conflict is the doorway to intimacy.” Healthy conflict allows a couple to share the truth about their thoughts and feelings. This truth leads to understanding which should lead to acceptance and appreciation of each other.

In a similar way, in an organization healthy conflict provides a means for developing an understanding of the other team members. As team members understand and appreciate each other, the team is able to work together more effectively.

How does an organization develop this culture of healthy conflict or truth in a climate in grace? Here are some suggestions:

Set clear expectations and model the behavior. Remember that the organization’s culture is a reflection of the leader’s character. Therefore, the leader must demonstrate value for the individual and value for truth. Encourage a culture that values diversity of thought and opinions. Focus the team on their shared goals and the leverage that can be gained from different viewpoints.
Encourage and reward people who are willing to take a stand and support their position. If the team is in the habit of saying yes to the leader, the leader should speak last. Ask for dissenting views. Express appreciation for those that are willing to speak up and disagree with the group or the dominant voice. Check for your own congruency between both verbal and non-verbal expressions of openness. A part of the culture needs to be the ability to express divergent views but then fully support the group decision. Expressing truth should be enlightening, not divisive.
Set a group norm that dissent is focused on ideas, issues, or direction and never on people. One way to to do so is to separate the idea from the person by providing a means of visualizing the idea as a thing or body of its own in the middle of the discussion. Be quick to intercept any personal inferences or signs that the conflict is stepping beyond the bounds of truth regarding the issue. Add a measure of grace to balance any elevated emotion that seems personal. Be sure that the dissenting parties leave the discussion at peace with each other. Watch for side or secret meetings that might take place and violate the team’s expectations of truth in grace.
Expect people to support opinions with facts and data. Opinions are valuable and encouraged but there needs to be a basis in fact. Encourage people to do the research and come back with demonstrated data that adds to the group’s collective truth.

For organizations that have been in the habit of unhealthy conflict, either avoiding conflict or allowing personal conflict, some diligent effort is required to root out the unhealthy practices and replace them with truth in grace. However, the benefits of an expanded base of knowledge and increased cohesiveness of the team make it well worth the effort.

Does your organization practice a truth in grace model of conflict? If not, what is the cost to your organization?

Leadership Is a Balancing Act

Leadership can be defined as influence. The ability to influence is based on a complex blend of many traits and practices. These traits and practices can sometimes tug a leader in different directions. Some of them are at different ends of a spectrum and require that the leader find a healthy place in the middle. For some of these opposing traits and practices, only in the middle can we be effective. To over-emphasize one versus the other makes a leader ineffective. Certain circumstances might require a short-term emphasis towards one end of the spectrum to deal effectively with a given situation, but the norm of leadership is often in the middle between opposing traits and practices.

Some examples of traits and practices where a leader needs to effectively blend two opposite traits or practices are given below. There isn’t a point of perfect balance. It will differ based on the personality of the leader and the circumstances in which he or she is operating.

Vision vs. action. You may have known someone who was always dreaming about the future but was so busy dreaming that there was no doing. It takes action to actually move from the present position to the future. But it is vision that energizes and motivates the team members, so a focus solely on action may leave the team uninspired. Leaders need to tie the action to the vision and let them work together.

Long-term vs. short-term. Leaders, almost by definition, are leading into the future. If they aren’t thinking with the future in mind, there is no vision for team members to follow. But ignoring the present or short-term can allow things to happen (or not happen) that jeopardize the ability to support or survive into the future. There needs to be a balance between the long-term view and the short-term.

Results vs. relationships. Leaders are driven to produce results, but results are produced by people. A focus that is solely on results risks burning out the team or making them feel like unvalued pawns. A leader that overly emphasizes results can be viewed as an uncaring bulldozer. On the other hand, a focus on people only can sacrifice performance and achievement of goals. An overly compassionate leader may avoid the difficult conversations that are required to address performance issues. Leaders need to have both but in balance.

Control vs. delegation. Some people function better with clear instructions and prefer to know that they are on track. Others find an overly controlling supervisor to be stifling. There can be circumstances where firm control is necessary because the outcome is so critical. But delegating can be effective in growing the self-confidence and abilities of those that seek constant feedback. Finding the middle ground and adapting to the personalities and requirements of the situation makes an effective leader.

Firmness vs. flexibility. A leader needs to set and maintain high standards. But firmness can become rigidity or narrow-mindedness when carried too far. The opposite extreme can be flexibility that becomes lackadaisical or sets no standards. An effective leader is both level-minded and open-minded.

Optimistic vs. realistic. It is important that a leader be both realistic and optimistic. Optimism carried too far becomes pollyannish, unable to recognize and admit the challenges that must be overcome. A realistic view taken to the extreme can focus too much on the challenges and potential hurdles to overcome, deflating or paralyzing the leader and the team. An effective leader is realistically optimistic, providing a vision and a path to get there.

Consistency vs. change. Especially in the entrepreneurial leader, there is sometimes a plan of the day, ever-changing. The organization is either continuously changing direction or the team learns to ignore the leader and move on their own. Other people are unable to adapt and adjust; they become fixated on the plan no matter what the environment or the team says. An effective leader charges forward but is aware and able to change direction when a better alternative is warranted.

Character vs. competency. Leadership is built on the combination of character and competency. The person who has been promoted into a position of leadership based solely on competency can sometimes fulfill the “Peter Principle”, failing because of a lack of character and leadership skills. On the other hand, a leader who has great character but is totally lacking in appropriate competencies can face difficulty in gaining the respect of the team members.

Leadership vs. management. In other articles we talk of the difference between management and leadership. Management is about accomplishing tasks; leadership is about influencing people. In many leadership positions, the leader needs to do some of both. But the better the leader, the less managing is required because the team members accomplish the tasks without needing to be managed.

Effective leaders have a base of strong traits and practices that make up the ability to lead or influence. The ones listed here are just a sampling and they are all important to leadership. But, as our pastor says in a different context, “A good thing becomes a bad thing when it becomes a ruling thing.” Leaders need these many traits and practices. But importantly, the best leaders have an awareness of both themselves and the situation along with the ability to nimbly adjust the levels of the various traits and practices to deal appropriately with the circumstances of the moment.

Do you have areas of your leadership where you need to find better balance? What are the challenges?

Developing Leadership: Self-Awareness vs. MBA

Leadership is built upon the combination of character and competency. A highly competent person that is deficient in the character traits of leadership cannot build the relationship of trust and respect to effectively lead. On the other hand, certain skills or competencies are necessary for a person of strong character to effectively develop and communicate the vision and to develop the credibility required to lead.

A recent article in the Harvard Business Review, titled “Self-Awareness Can Help Leaders More Than an MBA Can”, discussed the effectiveness of an MBA for preparing a leader with the effectiveness of self-awareness in molding a leader. This article is another argument for the necessary combination of character and competency. It makes the point that an MBA alone, or a set of competencies alone, does not prepare a person to lead. In fact, it can do the opposite when a person has low self-awareness. Without self-awareness, a person can place too much value in their skills, intelligence, or education, perhaps even becoming arrogant and unapproachable. Self-awareness provides a leader with a realistic view of who they are and how they relate. Self-awareness in itself does not make a leader but it opens the door to growth and development of the character traits necessary for effective relationships and effective leadership. Self-awareness also keeps us from thinking that we are the “cat’s pajamas.”

While the referenced article has a bit of self-promotion for the authors and their consulting practice, it is still a good read. For some further thoughts on self-awareness, see this article from a few months ago.

Are you leaning on your competencies or building your character?