Sharing Information – Part III

Ask Mary ~

People at my office are talking about the lack of information coming from their managers. Where does a manager draw the line on what information to share and when? Our managers seem “too busy” to share information that will help staff function at their best.

Answer ~

Stewart Fox, a veteran school administrator and leader, offered these insightful comments:

“I have read with interest your last two posts. I think the best work on how information works in an organization has been done by Margaret Wheatley. I love her analogy about information being the energy that fuels an organization and withholding it inappropriately saps everyone’s energy. I come down heavily on the side of everything on the table. I do realize that some information must be used carefully, but I think too many leaders go overboard and are too secretive.”

Organizations where the leaders have the confidence and the skill to generously share information with employees are becoming the preferred “employers of choice,” especially for Gen X and Millennials. Being overly guarded breeds distrust. Keep the energy flowing with information.

Food for Thought ~

As a leader, how comfortable are you sharing information with your employees? Do your managers/supervisors have the necessary skills to communicate effectively? If not, what can you do to improve the situation?

Remember ~ information is neutral. It’s what we do with it, how we interpret it, and the value we place on it that gives it meaning.

Sharing Information – Part II

Ask Mary ~

People at my office are talking a lot about the lack of information coming from their managers. Where does a manager/leader draw the line on what information to share and when? Our managers seem to be “too busy” to share information that will help their staff function at their best.

Answer ~

Indeed, one of the roles of a leader is to provide the information staff need to do their jobs. This week let’s look at the other side of the coin, because employees have a responsibility as well. If the information you need isn’t coming to you in a useful and timely manner, then determine the appropriate time, place and person to speak to about it. Managers and leaders usually have a very full workload, and may not realize or understand what you need, so don’t presume it’s a lack of caring or consideration. Give your manager/leader the benefit of the doubt and make a respectful request. Remember, too, there’s a difference between needing and wanting information. It’s a fact of organizational life that some information will not be shared with everyone. Prepare to present your request by doing your homework to explain the situation, the use and value of the information you need. Then help develop a systematic plan for information-sharing that works for all parties concerned.

Food for Thought ~

“Tell me and I’ll forget. Show me and I’ll remember. Involve me and I’ll understand.”
Native American Proverb

Sharing Information – Part I

Ask Mary ~

People at my office are talking a lot about the lack of information coming from their managers. Where does a manager/leader draw the line on what information to share and when? Our managers seem to be “too busy” to share information that will help their staff function at their best.

Answer ~

Yes, it is the job of leaders/managers to provide the information their staff need to do their jobs. One of the definitions of management is “accomplishing objectives and goals by coordinating, supervising and directing the work of others.” Thus, making time for communication is inherent in the leader’s role. Establishing information systems and networks and disseminating information efficiently and effectively are essential management functions. However, there are always situations and issues that require judgment as to timing and level of detail. The fact that employees are grumbling about this may be an indication that opening up the information flow would be a good idea. Or it may be a yellow flag that other issues need attention. Building the overall trust level would help employees have confidence in the judgment of their leaders/managers and better accept the times when they may not have all the information they desire.

Food for Thought ~

“Employees are looking for work that gives their life meaning. They are searching out organizations whose values and vision are in alignment with their own; whose leaders empower rather than exploit; and where they will feel a sense of community and ownership.”
Richard Barrett

Teachership

Today is National Teacher Day. Although no doubt intended to honor teachers in our school systems, I want to expand that to honor leaders who are teachers, ergo my made-up word, “teachership.” It is my conviction that good leaders are also teachers. They share information, support learning, encourage their students, and see to it that the business/organization itself grows and develops. We frequently hear people say “It’s easier to do it myself.” Although it’s often true that it’s easier, that doesn’t mean it’s smarter.

Food for Thought ~

Leaders need to include the time and effort that teaching requires into their time managment and planning. Consider it one of the important hats a good leader wears in the course of a day. And there’s a benefit to the teacher as well ~ learning to be patient, thoughtful and articulate. Recently, one of my clients told me about how fortunate she has been to have a boss who has also been a teacher and mentor to her.

Question of the day ~

Do you make time for teaching part of your duties as a leader?

Executive Decision vs. Group Decision

Ask Mary ~

When should a leader make unilateral/executive decisions in the interest of efficiency vs. using a group decision-making process with authentic buy-in and respected, credible results?

Answer ~

The only way to answer this briefly is to make a broad assertion, so here it is: Good judgment is the sine qua non of good leadership. And deciding when to make an executive decision vs. when to initiate a group decision-making process is a perfect example. This also illustrates the point that leadership is situational; there are no formulas. A leader must consider the circumstances, timing, and the decision-process alternatives in every situation, weigh the costs vs. benefits of the various alternatives, make a decision on how to make the decision, and then take action. That’s where the good judgment comes in. Both types of decision-making are useful and appropriate methodologies. (By the way, these are not the only techniques for making decisions, but they do represent two very different approaches.) Sometimes a leader has days, weeks, or even months to make a decision, sometimes only minutes or possibly just seconds. Some issues are more complex and important than others, and worth a greater investment of resources. Some issues are better served by a group process; some aren’t. The key is knowing when to use which decision-making method.

Food for Thought ~

“Wisdom is knowing what to do next. Skill is knowing how to do it. Virtue is doing it.”
David Starr Jordan (1851 – 1931)
Educator, Ichthyologist, Peace Activist, President of Indiana University and the first President of Stanford University

Collaboration

I received a suggestion last week from an esteemed reader who recommended that I take questions on leadership issues and respond to them in my Minutes. What a great idea! It was serendipitous, as I was just musing on the very question of how to engage more interaction with my readers. I do not always have time to respond to every email message personally, but I do very much appreciate the feedback I receive.

Food for Thought ~

This provides a good opportunity for me to address something I surely believe ~ that through collaboration we are able to create much better solutions, plans, and outcomes than we can individually. Collective wisdom is far better than most individual efforts, with geniuses perhaps the exception to the rule. I have seen time and again the amazing improvement in the quality of a group’s effort over that of an individual, even a very smart and talented one. Yes, it takes longer and requires more management and leadership skills, but the superior results are well worth the effort.

Question of the day ~

Are you good at seeking input and collaboration? Do you reach out to appropriate and interested others to help craft and improve the best possible ideas and solutions?

Another Leadership Paradox

One of my thoughtful readers replied to last week’s Minute with the keen observation that leaders need to be humble enough to be a learner and yet confident enough to be a decision-maker. Leaders need to be able to hear what employees (and others) honestly think and feel while contemporaneously maintaining their overall responsibility for the company. It’s a great insight into another one of the seemingly paradoxical aspects of being a leader.

Food for Thought ~

This underscores the point from last week that leaders need to have exceptional EQ (Emotional Intelligence.) It takes a lot of maturity and poise to balance the multiple facets of a leadership position, and this is one of the most challenging. Kudos to those of you who have mastered this aspect of leadership. And kudos as well to those who are working on it!

Question of the day ~

How are your skills at being humble enough to be a listener and learner while at the same time maintaining an appropriate perspective on your responsibility as a leader, as well as managing your own emotional response?

Leader as Learner, Teacher, Coach

One of the implications of the servant leader concept is that the old model of “command and control” leadership is largely passe, except for special situations. Today’s leaders are not the same breed that dominated well into the 20th century. Current and future leaders must primarily be learners, teachers and coaches.

Food for Thought ~

The skills needed to be a learner, teacher and coach are commonly called “people skills” or Emotional Intelligence (EQ) as popularized by Daniel Goleman. As leaders, we first need to effectively manage ourselves, and secondarily, our relationships. Technical knowledge and abilities are often the entry fee, but it’s personal awareness and people skills that fuel the leadership trajectory.

Question of the day ~

How would you rate your skills as a teacher and coach? A perhaps more subtle assessment is required regarding our capacities for personal and interpersonal learning. How do you fare on that scale? (If we find that we are defensive when we receive criticism, we may be limiting our learning.)

Ten Characteristics of Servant Leadership

Last week’s Minute introduced the servant leader concept developed by Robert Greenleaf. One of his fundamental premises is that organizations have a unique opportunity to create transformative company cultures that support individuals’ well-being and growth. It comes as no surprise that many servant leadership companies are frequently honored on “Best Places to Work” lists.

Food for Thought ~

Here are the ten characteristics of servant leadership:

  • Listening
  • Empathy
  • Awareness
  • Conceptualization
  • Persuasion
  • Healing
  • Commitment to the Growth of People
  • Foresight
  • Stewardship
  • Building Community

Question of the day ~

Which of the servant leader characteristics are your strengths?

Leadership and Stewardship

My own philosophy as a leader grew out of experience, plus trial and error. When I discovered the servant leader concept some years ago, it was with a sense of recognition and affirmation. It gave a name to my own way of thinking, and I was delighted to learn more about it. (On a personal note, I grew up in Indiana, and the Greenleaf Center for Servant Leadership is located in Indianapolis. Maybe it’s a mid-western sensibility!) My new column this week in the North Bay Business Journal is on the subject of servant leadership. It will soon be posted on-line, and I’ll send you the link.

Food for Thought ~

One of the central tenets of the servant leader concept is that leaders are the stewards of their organization’s resources: human, material, and financial, as well as responsible to their customers, community and environment. I love this notion of being a steward. In Webster’s, the applicable definition reads: “a person morally responsible for the careful use of money, time, talents, or other resources, especially with respect to the principles or needs of a community or group.”

Question of the day ~

How does the mindset of being a steward influence you as a leader?