Don Heider, Dean of the School of Communications, was instrumental in my decision to join the faculty. He is a gifted journalist and leader, the kind of Great Boss I write about. How could I not want to be on his team?
This is a link to Loyola's announcement on its website.
The Korean edition comes on the heels of the Portuguese version, released in Brazil.
So, whatever language you speak, just remember that the most important thing leaders do is help others succeed.
The late Robert Greenleaf, an executive with AT&T, was a champion of what he called "Servant Leadership." He lived it and he taught it, focusing on these ten principles:
During the first week of March, The College of Communication at Butler University in Indianapolis will hold a multi-day symposium on Servant Leadership, connecting it to all facets of life and work.
I've been invited to speak on Monday evening, March 2nd. The title of my talk is: "I'm Your Leader, What Have I Done for You Lately?" The event is open to the public. I'd love to see you there.
Here's a link to take you directly to the column, which lists 4 key questions about the fact-finding effort.
Your job as a manager is to navigate those rocky times, protecting the health of the operation while taking care of your staff. That's a real challenge facing many of today's managers.
It's certainly the case in the world of journalism, which is why the editor of the Columbia Journalism Review made it the focus of my column this month.
She asked me some good questions about how much information managers should share with staff.
As you know, that's a complex issue. Share too little and you are unfairly keeping them in the dark. Say too much and you may reveal sensitive business strategy or trade secrets. So, in this article, I lay out what managers should do and say.
I also remind managers about the impact their mood and emotions can have on a team - and even the quality of the work your people produce.
Hope it's helpful for you - in good times and bad.
Culture trumps all. It's one of the key things I teach to managers. Right now I'm helping a friend, a leader who's been asked to help others understand how he changed a culture. He's supposed to teach it in a workshop, but needed insights into how to do more than tell some stories. You see, what he's done was so instinctive to him that it's been like breathing. He knows he does it, but can't necessarily describe the intricacies of the infrastructure behind it all.
That's why I helped him break his success down into smaller parts, so others can see the many decisions, the points of entry, the continuous effort and reinforcement in a variety of categories that have to take place to create and sustain a successful culture. The list you see on this page is the framework I gave him, and now he's happily filling in the important details.
I'm also working with an organization that wants to strengthen its culture in key competitive areas, so I am using the same assessment tool I developed for my friend.
Out of all of aspects of culture, do you know which one I believe is the most overlooked but essential?
It's "assumptions." I learned that from applying the ideas of organizational culture expert Edgar Schein, who says culture is comprised of artifacts (the things we see), espoused values (the things we talk about) and assumptions. It's those assumptions, which are like the hidden part of an iceberg, that are the foundation of the culture, and often hardest to identify and change. Assumptions are beliefs so commonly shared that people don't even talk about them -- they just act on them.
It's what new employees encounter when they think they know an organization -- after all, they heard about its values, goals and products in the hiring and orientation process -- and then discover things that are a way of life, but were never mentioned. Like: "Never turn down an overtime assignment or you'll be seen as a low performer." Or: "The Finance department is especially powerful here. Line managers tread very carefully around those folks." Or: "Lots of company decisions and relationships evolve on golf courses."
Unless you surface the many assumptions in organizations, ask why they exist and if they still should -- and people are willing to have those conversations -- then culture will remain at status quo.
Feel free to use my infographic as a checklist to assess your organization's culture. First, ask yourself what it is you WANT your culture to be: entrepreneurial, innovative, customer-centric, social media-friendly, diverse, ethical, collaborative, nimble - you get the picture. Take any of those and then go down the list of cultural elements.
Ask yourself and your team lots of questions about each of those categories. For an even more effective exercise, put people into small groups to go over the list, then see how consistent the answers are. It will be a good indication of the strength of your culture, for better or worse. It will give you guidance on what you need to do to make certain your strategy and your culture join each other for breakfast every day!
That's why it's essential for those of us who care about leadership development to custom tailor our teaching to the people in the room. We need to understand their goals and challenges. I have long believed (and written) that leadership is personal, so it stands to reason that leadership workshops can't be cold, academic and impersonal events.
But even as I prepare by learning about the group I'm teaching, I also know that there are topics that people ask for, time and again, and sessions that inevitably get the highest marks in post-seminar evaluations. So, as you are looking to develop your own leadership learning agenda, you may want to pay attention to these topics:
One of the most important things I've learned in recent years, however, is the need to "teach in the moment." Often, I work with an organization to analyze what's working best, as a way to show people how successes can be deconstructed to show the assumptions, values and choices behind them, and how to apply that knowledge to other goals and challenges in the workplace. That kind of meaningful conversation and teaching doesn't happen if a workshop leader just drops in with a few already prepared teaching pieces. You need to build a special framework for a focused discussion that then leads to interactive and on-point teaching.
It's what I love best about my work: helping aspiring leaders build on what works and discover ideas to address their personal and organizational challenges.
When leaders take the time to show more of their whole, authentic selves, it helps people put the things they say and do into better context. Some managers believe in keeping their distance from staff, never revealing much about their personal lives. They think being enigmatic adds to their power. I think it detracts. You need not be everyone's best friend as a boss. That's not possible. But you can be open, human and real.
So, from the aging pup who is always nearby when I'm working in my home office -- and from me, may 2015 be your best year yet!
After years in their company, I've learned a few things about leadership that I'd like to share with you. It's a good way to lead into a new year, thinking ahead to how these principles might affect your quest to learn, grow, and lead.
1. Leadership can be learned. It is not some magical gift you are born with.
2. Leadership is the combined force of skills and values.
3. You can lead from wherever you are.
4. Leadership style is defined by the behaviors you choose to use most often- and the best leaders understand when to change those behaviors.
5. Leadership is ultimately determined by those who choose to follow you.
6. The best leaders read people and situations accurately and respond in ways that improve the status quo.
7. Leaders absorb shock, pain and discomfort of others, often without others even knowing it.
8. It is harder for a tough leader to learn empathy than for a compassionate leader to learn toughness -- but it's possible.
9. Leadership and integrity are inseparable.
10. True leaders know when to be followers and for that reason, there are never enough leaders.
As you can see from this photo, while I take leadership very seriously, I think teaching and learning it should be fun. Laughter is a great tool for any leader, especially when leaders learn to laugh at themselves!
In the year ahead, I wish you every personal and professional happiness.
Beginning in 2015, my status at the Poynter Institute changes from senior faculty to affiliate faculty, so I can focus more on my consulting and coaching in organizations. It's the best of both worlds.
You can still find my podcasts on iTunes U, my regular postings here, and my daily curated leadership insights on the Work Happy: What Great Bosses Know Facebook page.