Category Archives: leadership

Leadership

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ACK! Late start on this one, friends, stayed at book club late!

When do you think about leadership? How much do you consider yourself a leader? Assuming you lead in some way (and we all do), how do you approach it? How important is it to you? How much do you care about your leadership?

My leadership strengths:
–I am a student of leadership. I study it, evaluate my own performance, seek feedback, and constantly strive for improvement. I attune to those who lead me and evaluate their performance also, and my standards are high and clear. My leadership stance is learner before teacher, collaborator before authority.
–I am decisive, clear, fair, and transparent as much as possible. I am direct, rather than passive or aggressive.
–I monitor my biases and check in with those I lead, as well as fellow leaders.
–I really try hard to own my shit and walk my talk; I apologize and correct readily.

How could I lead better?
–I think I often lean too far into my default tendencies. Call it yellow/green from Insights Discovery, ENFP in Myers-Briggs, or Abstract-Random in Gregorc Mind Styles; it all pretty much looks the same. In my thinking mind I recognize other’s styles, and I’m not sure I adapt well in engagement, for optimal collective decision making and interactions. I certainly don’t think consciously about what others’ styles are and then modify my presence and approach intentionally–I think good leaders do this.
–I could observe other leaders for strengths I don’t have, and emulate them. I could query them for perspectives, thought processes, and decision methods. These are also the people who could probably offer me the most helpful feedback.
–I could seek more opportunities to support those who lead me, by giving them honest, loving, concrete, and actionable feedback. No matter our place in the hierarchy, we can lead and be led by anyone we encounter.

Where do we experience good leadership in society?
Illustration of individuals and their attributes is beyond the scope of this post.
Where do you experience excellent leadership, and how do you identify it?
How can you, today, provide positive reinforcement of positive leadership behaviors in those around you–and not just those with a title, power, and authority?

I think this is good place/time to provide a resource list:
—Leadership On the Line, Heifetz, Linsky
—Organizations as Machines, Organizations as Conversations, Suchman
—Leaders Eat Last, Sinek
—Dare to Lead, Brown
—Think Again, Grant
—Drive, Pink
—Managing Transitions, W and S Bridges
—Improvise!, Dickins

How could leadership at scale be better?

Train relational leaders formally. Leadership is not just about financial strategy, quarterly earnings, and operations. It’s about organizing people in complex networks of relationship. It’s verbal, as well as visual and vibratory. Formal training in self-awareness, self-regulation, emotional intelligence, and effective communication should be required in interative learning episodes at every level of promotion, in any organization.

Reward long term team success ahead of short term financial metrics. Qualitative and quantitative, cumulative, longitudinal assessments of relational success include turnover, 360 evaluations, absenteeism, and others. This goal requires leaders and led alike to tolerate and engage in uncomfortable conversations. The best teams do this early, often, and well.

Improve almost any strength listed these 30 days. Honesty, integrity, accountability, perspective taking, polarity management–what if all leaders received regular training and continuing education on any of these, with opportunities to simulate, role play, exchange stories, and compare challenges? What if we supported designated leaders both in their inner and outer relational work?

Leadership may be where I feel the most optimism for humanity. We know the relevant attributes and skills, the environments and structures that facilitate and sustain excellent leadership. We all have the capacity to learn, practice, and train any of these skills, no matter our place in any hierarchy. Organizations that invest in the emotional intelligence and training of their members thrive. There is still time. We can do so much better.

Accountability

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What does accountability mean to you? How do you hold it, for yourself and others?

OWN. YOUR. SHIT. No more, no less. The more I think of it, the more I also include fairness and nonjudgment in this concept. At its core, accountability is objective, dispassionate. Ironic, then, that its consistent practice plays a central role in building and maintaining trust, that profound, subjective emotion that can move mountains when strong, and yet can be destroyed in a single breath.

We are almost halfway through the month, friends! Listing my own life practices every day feels like a whole lot of repetitive navel gazing–does it resonate at all? Or are you getting supremely bored? I’m loving it personally, as new insights emerge almost as soon as I sit down each evening, and I see so many nascent and intertwined ideas to develop and expand in the book. Do the societal assessments and admonishments feel pedantic? Redundant and preachy? Oh well, I’m working stuff out here–thanks for joining the ride, and feel free to get off and get back on later, it won’t be like this forever! Okay onward:

How do I already do accountability well?
–I take responsibility. After an initial WTF, ‘you suck’ moment in interpersonal conflict, I am quick to self-assess, ask myself the asshole question, apologize if needed, and make repairs. For operational snags at work I trouble shoot with the team and our collaborative root cause analyses are efficient and effective.
–I invite others to own their stuff, gently. Holding someone accountable is not the same as blaming, shaming, or guilt tripping. The objective is not to make someone ‘feel bad’, but rather to acknowledge and address mistakes and course correct going forward.
–I’m able to separate facts from interpretation, most of the time. Even in the most emotionally charged situations, I’m able to reason through and eventually get to reconciliation.

How could I do better?
–It’s hard to put my finger on it…sometimes I’m in such a rush to take responsibility that I get anxious, almost like it’s a race to blame myself before others can do it–is it virtue signaling? I really do believe, in my thinking brain, what I wrote above. True accountability is not about blame. But my feeling brain may still harbor some false unworthiness that I need to work out?
–I think I can do better at upholding accountability around me. It can be a delicate balance of relationship, task, emotional regulation, and other factors… Sometimes it’s not appropriate to do it in real time, rather people (I) need to cool down, find the loving posture, attitude, and words. This risks missing the opportunity. So I can balance commitment with timing?

How does society do accountability well?

Wheels of Justice. They turn, at least sometimes, if slowly, imperfectly, and incompletely. There are tenacious and resilient people all around working to make visible and accountable that which others would sweep under any rug. Their relentless persistence and infinite mindset truly boggle me, and I bow in admiration.

How could we do better?

Transparency. Political campaign funding. Corporate finance and taxes. Pharmaceutical research. Medical billing. Legal loopholes. We can’t hold anyone accountable if we don’t know who’s doing what. Sunlight is the best disinfectant, as they say–it’s at least a partial truth.

Cull the bureaucracy, grow the manpower. So many systems remind me of the Weasleys’ Burrow, a house built of lopsided additions, ricketty stairs, and hoarded artifacts from divergent historical worlds. FDA drug approval and post market safety monitoring, civil and criminal litigation, employee hiring, promotion, and retention–so much red tape and not enough people who understand and can navigate it–people who do good go overworked and unrecognized and those who do harm fly blithely under the radar, all for far longer than serves us. Like individual people, our organizations and institutions need agility, responsiveness, and adaptiveness to operate optimally in the accelerating complexity of our world. Easier said than done, I know.

What else? How does accountability show up effectively in your life? Where do you really need more? I will revisit this; stay tuned.

Integrity

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Note:
For those of you just joining, I’m doing NaBloPoMo, or National Blog Posting Month, a challenge to publish 30 blog posts in 30 days. This is my 9th year of participation, and the theme is “What’s already good, and what could be better?” I answer these questions for myself personally and as I see society as a whole, for one topic each day of November.

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I love how integrity has these two definitions. I think of a person’s integrity more as the second, as one’s character being unassailably indivisible. It means we show up our whole, honest selves everywhere and with everybody, ourselves included.

There is an identity exercise wherein the self is drawn as a flower, and aspects of identity as petals. The flower is modified by reorienting petals depending on the context in which a person finds themselves–most relevant identity markers in front, most protective around the edges–however the person thinks of themselves as that flower in any given environment. I think this is a fantastic analogy for integrity, because it acknowledges that maintaining wholeness does not necessarily require all parts to be equally visible, vulnerable, dominant, or accessible at the same time. I suspect that for many of us, certain petals are kept out, big, and vibrant, with others more tender and close to the center. Roses have guard petals, tough outer layers that protect the inner petals as the whole bloom opens. Many florists remove the guards for aesthetics, but some recommend retaining them, honoring nature’s form and function. Myriad potential comparisons to the human identity flower here tickle my metaphor-loving brain. What would your flower look like? How does it feel?

How do I do integrity well already?
–How does one answer this question without sounding self-righteous and arrogant? I keep thinking I should ask others, “(How) Does Cathy walk her talk?” That is the true test, because self-delusion is real and too often invisible. Walking the talk is how I define integrity, and it is a high value of mine. I think it shows when as a leader, I don’t ask the team to do anything I would not do myself, and I often do whatever I’m asking right alongside everybody.
–I check in often with those who know and observe me. I seek honest feedback and do my best to receive it graciously, so people feel safe to give it.
–I live by a handful of words and ruminate on them daily: present, open, grounded, kind, loving, smart, curious, generous, fun. If you know me and would describe me this way, then I know I’m living into my integrity.

How can I do it better?
–Could I be louder about amplifying my values? Bolder? More assertive and insistent about enrolling others in advancing my just causes? Somehow that feels like showing off, attention seeking, which is not how I think of integrity…
–When I enter situations of ambivalence and conflict, for instance when honesty may rupture relationship, or showing up loving tempts me to withhold honesty, I can slow down and consider, prioritize my values in context, assess risk and harm of each potential action. I think I do this already… At least I practice awareness and acceptance of that discomfort rather than denying or dismissing. I slow down and try not do speak or do irretrievable things impulsively. I can keep practicing this and keep checking in with those in the mud with me.
–I could be clearer and more explicit in times of ambiguity and conflict about which core values I prioritize, what I’m willing to sacrifice, why, and how that informs my decisions and actions. This is transparency and fair process, which are important to me.

What’s already good about our integrity as a society?

National identity and pride. Freedom. Independence. Innovation. Ingenuity. We Americans identify with these values, and despite our many and significant contradictions, I think we exhibit them clearly in many contexts. I hear people from other countries describe how American culture feels liberated/liberating in many ways (though constricting in others). Those contradictions, though, yikes.

In the small ways. I see people trying evey day to live up to/into their ideals. I am very slow these days to call someone out for hypocrisy–I try to imagine their identity flower and assess which petals they’re showing me, and which I think they have tucked away for now. Those ambivalent and conflicting situations happen more often than we may realize, and we literally make tens of thousands of choices each day. Much of our integrity, then, is maybe autopilot? Ooo, fascinating.

How could we do better?

Honesty. It’s okay to be in it for the money, even if your core value is helping people. Just be clear about which of these takes priority, especially when they come into conflict. Make a plan to reorient actions to align as closely as possible as soon as possible, to true core values in the future. Or admit outright that your core values have simply changed. Honesty and integrity go hand in hand in my mind.

Self-compassion. Sometimes it will look on the outside that we have really thrown our values away. For leaders especially, not all aspects of every decision can be disclosed at large. Competing interests and goals scramble our delusions of idealistic, binary, black and white, right and wrong, yes BUT. If we’re really honest, and give ourselves some grace for the hard places we live and work, I think we can find our way more easily to the right, if uncomfortable, next steps.

Psychological Safety. After we have assessed our own morals honestly, drawn our contextual flower as accurately as we can, talked ourselves off the ledge of (or put on some armor to protect against) potential public shaming, and taken some firm, grounded steps forward in our own integrity (tenuous as it may sometimes feel), then we can start to extend these graces to others. Psychological safety in groups spreads more efficiently and effectively if initiated by designated leaders; and any of us can also lead by this example.

It strikes me again now that I did not choose these 30 topics intending for them to overlap so much. Do I just have a dearth of new ideas to express? Or do these concepts/practices intersect so tightly that we simply cannot consider any independently of the others? I think of the human body–we study and practice medicine in quasi-silos: cardiology, pulmonology, infectious disease, endocrinology, orthopaedics, psychiatry, neurology, etc. And yet we all know that none of these systems operates normally with all of the others. I wonder what would occupy each segment of a Venn diagram of any/all of my 30 topics this year? Ooo, that could be fun experiment.

OK on to the next, my friends. It’s late and I’m running out of gas. Accountability tomorrow. Oh yeah, that’s gonna be a good one. 😉