Managing paradox is an essential leadership skill. The particular paradox I have in mind today relates to change. Leaders are often acknowledged for their willingness and ability to effect needed changes. This may involve creating something new, improving what exists, or letting go of something. Initiating and managing a significant change and the accompanying transition requires great care and thoughtfulness. Done skillfully, it can move an individual, an enterprise, or a community dramatically forward.

Food for Thought ~

And now for the paradox: another job of a good leader is to protect those things which should not be changed. In many cases, these are values, systems, or cultural traditions, just to give a few examples. And so the leadership trait that emerges here as the critical success factor is the good judgement to know what to change and what not to change.

Question for the day ~

How are you at evaluating when, what and how to make a change, and knowing when and what not to change? How might you fine tune your judgement skills?
One of the early Greek philosophers, Heraclitus, appears to have been the first to say, “There is nothing permanent except change.” Another translation of his insight is: “Everything changes and nothing remains still.” I offer a corollary: “Therefore, we may as well get good at it.”

Mary

Last week’s topic on National Boss Day led me to think about the fact that the word “boss” has a mixed reputation. Boss is a term that most progressive-minded leaders today do not use lightly, and with good reason. The word’s definition comes from the Dutch baas, which means master. In this era of employees as co-workers, allies, teammates and partners, the leader/manager as master approach is not likely to win friends and influence people.

Food for Thought ~

Yet, there’s a delicious irony in observing happy employees who like and respect their supervisor/manager/leader and refer to him or her affectionately as their “boss.” Indeed, it can be an honorific when voluntarily used by the employee. I suspect the opposite usage also applies in reverse. Unhappy employees who do not like or respect their supervisor/manager might also be overheard to refer to him/her as their boss, but in a very different tone of voice. So, when used by employees, the term continues to have a home in the workplace. It’s all in the tone.

Question for the day ~

How do you think your employees refer to you?

Mary

Ever curious about the genesis and history of things, here’s what a quick Internet search turned up for today’s “holiday.” National Boss Day was started in 1958 when Patricia Bays Haroski, then an employee at State Farm Insurance Company in Deerfield, Ill., registered the holiday with the Chamber of Commerce of the United States. She designated October 16 as the special day because it was her father’s birthday. (Her father was her boss.) Ms. Haroski’s purpose was to designate a day to show appreciation for her boss and other bosses. She also hoped to improve the relationship between employees and supervisors, and believed young employees often do not realize the challenges bosses face in running a business.

Food for Thought ~

Yes, many employees do not understand the scope of responsibilities, stress and challenges of being a supervisor, manager, or leader, just as many leaders and managers don’t fully appreciate the issues their employees face. Lack of understanding is a two-way street. However, it’s more important for “bosses” to have insight and knowledge into their employees’ work. Managers and leaders must accept that their authority, both real and perceived, is a separating factor. A trusting environment with good communication practices can minimize the divide, and is well worth the effort. The kaizen philosophy of employee participation is an example of how employees can be effective partners in making decisions. Trust, participation, and information sharing will do wonders for increasing the understanding between employees and their “bosses.”

Question for the day ~

How well does your organization do at information sharing and employee participation? What might you do to increase, improve or maintain a high level of trust?

I don’t know if Ms. Haroski’s hopes are being realized by this holiday, but I commend her laudable intentions and pluck.

Mary

Part of a leader’s role is to create systems that support people in doing their work efficiently and effectively. Another part of a leader’s role is to offer and provide support not only to their “direct reports,” but many others as well. And in a broad way, a leader supports their entire organization with their positive attitude, inspiring leadership, and constructive initiatives for improvements. Providing support takes energy and conscious, disciplined effort. This is even more challenging given the reality that leaders often must make tough decisions and provide attention to a panorama of issues.

Food for Thought ~

In a nutshell, for leaders to have a reserve of support to offer others, they must have a source for their own supply. In other words, you can’t offer what you don’t have. You must take responsibility for refreshing your own physical, emotional, and spiritual reserves. There are a variety of approaches to accomplish this, and here are just a few. Create deep, trusting relationships with other leaders in your organization. Establish or participate in a formal program or an informal support network with peers from other companies. Have a professional coach. Find a mentor. Sometimes friends and family may serve as part of a support system, but this must be judiciously gauged. Leaders must assess both their needs and resources, and then consciously select the combination of methods that will ensure the support they need in order to generously provide support to others. Another fact of life as a leader – “stuff happens” – you never know when your reserves will be called upon, so you must keep your supply replenished.

Question for the day ~

Do you have the support you need? What approaches might you explore in order to develop and maintain your support systems?

Mary

As most of you know, I am a fervent believer in and professional practitioner of planning. And yet, one of the paradoxes of managing complex organizations (not to mention life in general) is that changing conditions will always compete with our best laid plans. Change is ever with us. For leaders, here are a few lessons regarding this reality of constantly changing conditions.

Food for Thought ~

Lesson # 1: When changed conditions become significant, be prepared to change your expectations, as well as your goals and objectives. Holding on to old ideas, hopes, and plans will achieve neither the original intentions nor the emerging ones.

Lesson # 2: Timeliness is more important than perfection. Oftentimes, the window of opportunity is only temporarily open. Don’t miss it while pursuing perfection. Go with what you’ve got. (When excellence, not perfection, is your guiding standard, you will be prepared for quick action when needed.)

Lesson # 3: Hone your judgement. Good judgement is a leader’s most critical skill set. Having an internal guidance system, as well as a healthy check and balance decision-making system in the organization, will help you make those judgement calls.

Question for the day ~

How are you and your organization at responding to changed conditions? How can you avoid getting stalled by confusion, indecision or perfectionism?

Mary