The Connected and Committed Leader

Are you Embracing Diversity?

noreply@blogger.com (The Connected and Committed Leader) — Fri, 17 Aug 2012 14:58:00 +0000

In May of this year I was the keynote speaker for the Wichita, Kansas Hispanic Chamber of Commerce's 10th year annual awards dinner.

Despite my many years of domestic travel, this was my first time in Kansas. For me Kansas has always conjured up film memories of Dorothy from The Wizard of Oz saying "Toto, we're not in Kansas anymore", thanks to a twister. Because of the famed movie, it's also common to associate Kansas with tornadoes, which is also apparent from all of the tornado memorabilia available at the airport.

But, Hispanics in Kansas?

You bet. But it's not the usual place we associate for Hispanics to live. But like in the rest of the USA, this demographic has a growing social and economic presence in Wichita and in Kansas overall.

In preparation for my speech, I thought about wearing ruby red shoes and clicking my heels three times while reciting "there's no place like home." But then I realized this would not be very novel or funny. It would be like the joke I've heard my entire life when I've told people I grew up in Long Island. People would always respond by saying "you mean 'Lawnge Island' as they stress the "g" and laugh out loud.

I guess these jokes are only funny if you don't live there and hear it all the time. So I passed on the idea of pretending to be Dorotea (that's Dorothy in Spanish). The theme of the evening was "embracing diversity" and somehow I knew that they didn't mean the tin man, the lion, or the scarecrow.

I am not a diversity speaker, but I am a leadership speaker and one thing is clear: Great leaders know how to embrace and leverage diversity around them. It is a crucial leadership ability. Yet, the reality is that diversity is no longer just about race or ethnicity; it is about age, introversion/extroversion, geography, experience, religion, gender, political affiliation, sexual orientation, and more.

Embracing diversity in the 21st century is as basic to business as understanding and managing a P+L.

Technology has fast-forwarded us into a world where business is beyond global; it is borderless where knowledge and ideas are the currency that matter regardless of who you are, where you live, or if you have years of experience or not. Just think about Mark Zuckerberg. You no longer have to be 50 years old with 30 years of corporate experience to be a CEO of a public company.

In essence, the elements that used to define diversity in the past are no longer the only elements at play in the 21st century. "Embracing diversity" doesn't simply mean that because you have a boomer, a gen-exer, a Hispanic, and an African-American on one team that you are guaranteed the best, diverse and innovative thinking. "Embracing diversity" means when you have a team of diverse players, do you and your team have the right leadership skills and abilities to draw out the best thoughts and ideas from every single person in your organization regardless of their background, orientation or make-up?

After all, diversity of thought is the most important in this knowledge economy and seeking out the brilliance of all of those around you is the greatest of leadership challenges.

I think the most common "embracing diversity" example can be best personified by a parent and teenager relationship. Whether you have or have had the responsibility for a teen, or not, we all recognize that this prototypical relationship (when gone wrong) is fraught with misunderstanding, mistrust and angst. There is a fundamental breakdown in communication and connection. Each party can regard the other as a complete stranger or foreigner.

This scenario is not far off from what occurs in the workplace when two people with seemingly different agendas and values come together. A leader faced with a younger employee with a different mindset about "face time" in the office may mistakenly believe that hard work is not valued by this youngster. Oftentimes, these conclusions can be very far off from the truth. But unfortunately, these conclusions are made and the result is that neither player is embraced or understood for their uniqueness and perspective.

If parents of teens, like those leaders faced with diversity challenges, can ask more questions and judge less, the health of the relationship can flourish to benefit both parties. The leader, like the parent, can also learn and adjust... just as the teen or subordinate are expected. Both sides need to stretch their bandwidth to have a meeting of the minds. These leadership skills are not reserved to those in leading roles, but to all involved.

In this tech-driven, ever-changing and diverse 21st century world we live in requires new leadership skills and abilities from all levels of an organization. After all, embracing diversity is something that needs to happen at the top, middle and bottom of any organization.

Here a few tips to ensure you are doing your part as a leader at any level to embrace and leverage diversity around you:

Be curious and remain open. Be sure to ask more questions and suspend premature judgments and conclusions. Steven Covey told us a long time ago in the 7 Habits of Highly Effective People to "seek first to understand." Assumptions and presumptions are dangerous in a diverse world.

Be receptive and yield. Challenge yourself to be receptive to ideas and opinions that you do not share. It is easy to be receptive to others when you agree, but the true test of receptivity is when you don't.

Learn to step aside. Leaders that can embrace diversity in the 21st century know that they don't have to be in the driver's seat to lead. In a knowledge-based economy, the old model of leadership where "telling", "directing", and "controlling" characteristics ruled will only lead to adversity and counter-productivity. Instead seek to guide and inspire through a shared base of understanding and connection. This is the kind of leadership that will prevail in this ever-changing, diverse world.

Is Change Working for You?

noreply@blogger.com (The Connected and Committed Leader) — Wed, 25 Jul 2012 21:53:00 +0000

Change is exhausting.

Even when you welcome change and you know it is for the best, keeping up with the demands of change can simply sap you dry.

I am still trying to catch up with myself after a move just 5 blocks up the street. After all, we are such creatures of habit. Relearning the most routine things, like going straight instead of turning right at a corner or reaching to the left instead of to the right for the bathroom light switch, can use up energy reserves.

It is no surprise that moving is one of the most stressful things you can do. It ranks high on the list along with getting a divorce or starting a new job. Honestly, I don't want to admit how many times I mindlessly have driven to my old house.

Do you feel my pain?

In reality, the times are changing in far bigger ways than my simple change of address. And many of it can be exhilarating, once you get past the fear associated with change, which is the exhausting part!

For starters, we are now in a knowledge economy where intellectual skill is the new business currency and knowledge workers can live and perform their work anywhere and on their own schedules.

Then thanks to the seemingly never-ending recession, there is a whole new population segment of skillful people falling on hard times but as a result they have gained perspective and are choosing to move forward in a different way.

Don't forget there is a whole new melting pot brewing fueled by the exploding diversity in the US, leaving the Anglo population in a minority position in some key urban centers.

Not to mention how the Internet has changed everything in our lives from how we shop and work to how we network, socialize and find the love of our lives.

Never ending ch-ch-ch-changes. And we are exhausted... yet excited!

I was reminded of all of these changes (and more) this week when I went to hear Stephen L. Klineberg speak at an event hosted by the Greater Houston Partnership.

He is professor of sociology at Rice University and is the founding director of the annual Kinder Houston Area Survey. He presented the findings of this research study, now in its 30th year of tracking demographic and economic changes in the Houston Area.

I found the findings remarkable and validating.

But it was clear. Changing with the times is essential for achieving success in the 21st century. It is not going to be a different world, it is already a different world than the one you grew up in.

Here are some key implications you will need to keep in mind as you go forward in order to make change work for you.

1. Don't rely on the old model of a 9-5 job and keeping that job till you retire. I thought this model was dead when I started my career in the 80's, but instead it was on its last legs. Now, this model is officially a thing of the past. More and more people will be working for multiple companies during their lifetimes than ever before.

Increasingly knowledge workers will offer services on their own schedules and attract their buyers on their own terms.

If you have lost your job recently, it is worth your time and effort figuring out what your unique offering is and learning how to market this offering with a professional presence online rather than simply "pounding the pavement." Knowledge workers need to develop a voice and a unique perspective. In a knowledge economy employers will increasingly be looking for thought leadership.

If you are still working within the old model, don't put your head in the sand! Get out and make connections in your field, create a following and have a professional voice and presence online. Be one step ahead.

2. Quality of life has never been more important. Both in terms of the cities we live in (remember knowledge workers can live anywhere) and also in terms of how we work.

If you have lost your job recently, you need to be reevaluating what's important to you. Need more time with the kids? Don't want to travel 3 weeks a month? Need to work from home 1 day a week? Now is the time to get clear on your "must haves" and "non-negotiables". Knowledge workers are clear on their priorities and are proactive in custom-making their work to bring out the best they have to offer their customers and employers.

Even if you haven't lost your job, it is probably a good time to get clear on these things. Knowledge workers create work that works for them and adds value every step of the way.

Flexible schedules are no longer a nice-to-have, but will quickly become a must-have for employers to attract the best in the future.

3. If you aren't the prototypical leader in your company or organization, do not get discouraged! Continue to get clear on your personal vision, values and strengths and you will persevere.

The statistics are clear, the future leaders of tomorrow won't be who they are today. As an example, in Houston today 50% of all people ages 18-24 are Hispanic! This exploding trend also has implications to employers who need to take stock and evaluate if they are effectively developing and mentoring a diverse group of people for leadership.

Yes,our times have most definitely changed and they will continue to change. But turn your exhaustion into exhilaration by mastering a few new tricks and make change work for you!

Who are you serving?

noreply@blogger.com (The Connected and Committed Leader) — Fri, 06 Jul 2012 20:45:00 +0000

Earlier this month I was hired to give a speech to the US Marshal Service.

Leading up to it, I wasn't sure what to expect. It was my first leadership speech addressing a Federal agency, let alone one that conjured up images in my mind of Tommy Lee Jones hunting down Harrison Ford in "The Fugitive" or James Arness as Marshal Dillon in "Gunsmoke."

As you would suspect, I had images of tough, austere, and rigid leaders. The kind you would imagine getting hardened every day simply by dealing with the dark side of humanity.

What I found was quite the opposite.

When I arrived the evening before the event, I was greeted by three senior male officers. They were so warm and welcoming that over a cocktail we spoke about our families as they enthusiastically told me about being fathers; saddened about their children growing up too fast or in the case of one, wondering if he will cry when his last child goes off to college. Their realness extended into expressing their passion and purpose in their work. Ironically, it seemed to me that they weren't hardened, but instead softened...with a strong belief in the good of humanity.

In their work, they are clear on who they are serving and this clarity enables their leadership and gives them a sense of purpose and passion.

Wow.

This experience sat with me for some time and I reflected on it as I read Greg Smith's article "Why Am I Leaving Goldman Sachs" in The New York Times Opinion Pages. He wrote about the declining culture and growing lack of moral fiber at this company with 143 years of longevity. He spoke about how the customer, who used to be the one they served eagerly, was becoming instead the one they squeezed, ridiculed and often misled for profit.

Greg says it all started when "The firm changed the way it thought about leadership. Leadership used to be about ideas, setting an example and doing the right thing. Today, if you make enough money for the firm (and are not currently an ax murderer) you will be promoted into a position of influence

It seemed to me that unlike the US Marshal Service, Goldman Sachs had lost their way and no longer had clarity about who they were serving. The customer was no longer their reason for being.

However, Goldman Sachs is not alone. Unfortunately, we can all lose our way.

Overly focusing on the monetary aspects of business and life at the expense of all else, can cause subtle shifts that can cause you or your business to lose focus on who you are serving. As a result you forget the purpose and the reason for your work and you lose your passion for it as well.

Don't follow Goldman Sachs' example, here are some tips to help keep you on track.

Get clear on who you serve. Too often we don't even think about who we are serving with the work we do. Getting clear on this can help you find a stronger purpose and passion to fuel your work. Formulate a picture of that end consumer your product reaches. Know that key customer who is going to benefit from your efforts. Be specific with describing your target and their needs. Put your work in context of service, even if you work in a for-profit business.
Make choices consistent with the needs of those you serve. Part of the clarity of knowing who you serve is also ensuring that the actions you take and the choices you make are in line with the needs of those you serve. When those actions and choices are in line with their needs, you strengthen your focus and connection with your target. Over time this will enable stronger leadership that will also fuel your passion and purpose.
Be brave and keep your integrity. My mother used to say"Just because your friend jumps off the cliff, doesn't mean you have to too." If you find that your company culture no longer supports or aligns with your own internal compass, don't sell out. Stand your ground and find another way. While Greg Smith's actions in writing this article might be met with criticism, he showed bravery and a strong sense of integrity. It is hard to do what's right when the tide goes against it, but those who do certainly sleep better at night.

I am all for a good night's sleep. What about you? Do you know who you serve with the work that you do?

As a leader, do you have to take the lead?

noreply@blogger.com (The Connected and Committed Leader) — Thu, 05 Jul 2012 19:53:00 +0000

From our earliest memories of childhood games, a leader is defined as the one out in front, stepping out first from the others who follow.

Ironically, this model works well as you are climbing up the ladder towards leadership, but it fails miserably when being a leader.

Taking the lead and being a leader are two separate and opposite ideas.

I learned this the hard way at work since I had excelled in my career because I perfected the ability of stepping up and being the one in front. This worked up to the point when I started to manage and lead many others. What I found was that this behavior diminished results. You see, as a leader when you step in too much to take the lead, others step out. Taking the lead is a detrimental option as a leader.

After all when you are taking the lead and are out in front, you get noticed. The spotlight is on you. These are all necessary tactics for advancing. But the opposite is true when it comes to being a leader.

Being a leader and becoming the best leader you can be means unlearning everything that has gotten you to the top. Suddenly, it's no longer about you and how you get things done, instead it's more about others and how you are able to inspire them to achieve great things. Being out in front has an entirely different meaning when you are the leader.

The transition from taking the lead to being a leader is a difficult one.

It really is a conundrum. The best people at taking the lead may get recognized, but may not always be the best leader. And the best leaders may not always get recognized because they aren't able to step out in front and take the lead.

I see this a lot in my coaching practice. I get the "take the lead" kind of person struggling with being a great leader. And I get the potentially great leader who can't get noticed because they have difficulty standing out in front. Last month when Susan Cain's book Quiet: The Power of Introverts in a World That Can't Stop Talking came out I wondered if the introvert/extrovert equation was at play here.

So I did a bit of my own research using results of The Birkman Method (a behavioral assessment tool) and categorizing my clients and myself.  The results showed that there is some relationship with being an introvert and having more difficulty in "taking the lead" whereas extroverts have more ease here but can be too harsh, too direct or commanding when it comes to "being a leader."

I have also had this validated in my experience as a parent leader. Raising a daughter who is an introvert has stretched me. Seeing how my extraverted ways can actually hinder her development has shown me that my leadership development needs are different than someone who is naturally an introvert.

So what does this all mean?

If you are an introvert, your work in leadership is probably going to be related more to getting noticed and standing out versus delving deeper into learning about how to be a better leader. Focusing on taking the lead and finding your unique way of standing out above the rest is key.

Since introverts are generally more inwardly focused, they tend to be more in-tune with the needs of others with varying strengths and developmental needs and can make wonderful leaders.   The issue is getting noticed in a world that is more biased to an externally driven,"charismatic" leader.

If you are an extrovert, your work in leadership is probably going to be related more to refining your tendency to step in and take command over the situation. You will need to develop better collaboration and listening skills that can help leverage the brilliance and abilities of others.

Your focus will be on developing the tools to be a better leader as opposed to focusing on learning how to take the lead on things. It will be important to understand that not all situations require you to take the lead. In fact, being a better leader often requires you to step aside and enable others to take the lead.

Susan Cain is probably right on stating that our world is biased towards the extrovert. We often incorrectly attribute

extrovert characteristics to leadership when in fact these are the skills we need to advance, but not necessarily the ones we need to lead others effectively.

The path to leadership is one that requires both skills where introverts and extroverts have a great deal to offer and to learn from each other.

So, do you need to take the lead in order to be a leader?

I guess the correct answer really depends on whether you are an introvert or an extrovert!

noreply@blogger.com (The Connected and Committed Leader) — Tue, 03 Jul 2012 16:52:00 +0000

The more leaders do, the less others will do. Leaders need to learn to do less. http://tinyurl.com/6r2lhd8

noreply@blogger.com (The Connected and Committed Leader) — Tue, 26 Jun 2012 17:17:00 +0000

Influence, not force should be every boss' goal. http://tinyurl.com/bqswto8

noreply@blogger.com (The Connected and Committed Leader) — Tue, 22 May 2012 16:21:00 +0000

Leaders create brand value by focusing on their unique strengths instead of focusing on being like others. http://tinyurl.com/caxv2p6

noreply@blogger.com (The Connected and Committed Leader) — Mon, 21 May 2012 18:36:00 +0000

Leadership can distort, here are 7 sins to avoid.http://tinyurl.com/cgbv754

noreply@blogger.com (The Connected and Committed Leader) — Sat, 21 Apr 2012 16:16:00 +0000

Research by Jack Zenger calls for more women leaders in the C-suite. http://tinyurl.com/brofblt

noreply@blogger.com (The Connected and Committed Leader) — Sat, 21 Apr 2012 16:14:00 +0000

Research shows women excel at leadership. http://ping.fm/tl3nZ

noreply@blogger.com (The Connected and Committed Leader) — Tue, 10 Apr 2012 19:04:00 +0000

Gender diverse leadership drives bottom line, but where are the women leaders? Help make the difference.http://tinyurl.com/d2hlruc

noreply@blogger.com (The Connected and Committed Leader) — Mon, 09 Apr 2012 16:04:00 +0000

Command and control creates obedient workers; effective leadership creates independent and creative workers! http://tinyurl.com/7adaf9a

noreply@blogger.com (The Connected and Committed Leader) — Mon, 09 Apr 2012 15:59:00 +0000

Charlotte Beers offers some great leadership lessons; especially when it comes to keeping your own score card http://tinyurl.com/7e7l9t3

noreply@blogger.com (The Connected and Committed Leader) — Tue, 27 Mar 2012 21:35:00 +0000

Research shows that leadership talent is in short supply. More reason to hone your skills. http://tinyurl.com/79ztdzk

noreply@blogger.com (The Connected and Committed Leader) — Tue, 27 Mar 2012 21:15:00 +0000

Volunteering stretches your leadership skills because you can't rely on the big stick or stand behind your title http://tinyurl.com/d3jmzn8

noreply@blogger.com (The Connected and Committed Leader) — Fri, 23 Mar 2012 19:01:00 +0000

When I choose happiness, I just feel better and when i feel better, things are more apt to go my way! http://tinyurl.com/77bsj28

noreply@blogger.com (The Connected and Committed Leader) — Wed, 21 Mar 2012 18:15:00 +0000

Great research findings to support the advancement of women leaders! http://tinyurl.com/76vj5rj

noreply@blogger.com (The Connected and Committed Leader) — Wed, 21 Mar 2012 15:46:00 +0000

Leaders need to do difficult things, like firing people. But it can be done with dignity and respect. http://tinyurl.com/7lz74e3

noreply@blogger.com (The Connected and Committed Leader) — Wed, 21 Mar 2012 15:41:00 +0000

Connection! Peter Guber advocates moving from state-of-the-art technology to state-of-the-heart technology. http://tinyurl.com/7u2fhel

Do you need to loosen your grip

noreply@blogger.com (The Connected and Committed Leader) — Wed, 29 Feb 2012 16:17:00 +0000

We are in the process of selling our home.

It has been our home for 10 years; where Lewis and I began our lives together. It is where we brought our little Leila home after our tedious and long journey to Russia. It is where she learned to walk as she scampered from window to window watching Lewis come home. It is also where we had innumerable get-togethers with aging parents and dear friends. And finally, it is where I poured my love of beauty as I shaped and massaged its walls and floors to showcase art, furniture and worldly treasures.

And so, even as we move just 5 short blocks down the street, dealing with impending change can either root you to the same spot, keeping you stuck, or send you into an emotional tailspin of fear and anxiety.

I have been on both sides of that coin. Sometimes even on the same day.

This journey to take that final step of severing ties with this wonderful home has reminded me of how it felt after 15 years of service when I left my former employer to venture out on my own. It is clear that all too often our grips are tight. Sometimes too tight. Whether it be on a job we have, the place we live, the position we hold, or the project we lead.

We hold on with white-knuckled strength, often to the detriment of ourselves and to longer term opportunities. When our grip is tight our focus is on the past and on maintaining the status quo, making it difficult to see and create a better future.

Jim Collins has written a new book titled "Great by Choice." In this book, he has studied leaders who have led and succeeded during these chaotic, ever-changing and difficult times. He compares them to leaders who were subject to the same external conditions and yet, didn't succeed. This comparison allows him to determine the critical factors that really differentiate those successful leaders.

You may think that his findings concluded that the successful leaders were more bold, risk-takers who were more likely to take leaps into the unknown than those who were not successful.

But he discovered the opposite was true.

Those leaders who succeeded, despite changing circumstances, were able to observe what worked, figured out why things worked as they did and built upon proven ways going forward. In essence, they were more pragmatic and disciplined in their approach. They minimized reacting emotionally to the impending changes around them; not blindly following others or just reacting mindlessly.

You could say they distanced themselves from the emotional hold of the past or the emotional fear of the unknown. They only looked back to get the lessons learned in order to help craft the future on a similar foundation.

So as I take this journey, and you take similar journeys filled with change remember these key points:
You are the constant in a sea of change. All of the elements that make a house a home are all coming along with me. Just like when one leaves one company to start a new venture somewhere else, you take with you all of the elements that can make this new role a career.
Recognize that a tight grip is usually based on fear. Fear of not being able to create in the future what you have already created in the past. Take the time to understand what worked in the past and why it worked. Build a similar foundation in the future to apply this approach adjusting accordingly to changing needs and conditions.
Be pliable and flexible. Grips are not flexible, they are rigid. When you feel the tightening of your attitude, and the gripping of your outlook, remember that part of the journey is to see that more can be gained with openness than with a closed mindset.
I have never been one to be able to just leap...hoping that a net would miraculously appear. So I have been thrilled to learn that those who do succeed in the face of extreme change do in fact leap into the unknown, but they succeed not because they leap but because they have also taken the time to carefully craft their net.

Thank you, Jim Collins. I am loosening my grip and am busy crafting my net.

What about you?

Do you know your value?

noreply@blogger.com (The Connected and Committed Leader) — Tue, 28 Feb 2012 17:23:00 +0000

Garage sales are generally not a good business idea, unless you're that person getting things on the cheap and putting them up on ebay for ten times the price.

And yet, we held a garage sale a couple of weekends ago.

They're a lot of work for little return. Making $200 for two 10 hour days of work is just a bit above minimum wage...but not when there were two of us working!

But somehow working this hard has a psychological benefit of getting rid of things that you have held on to past the point you should have. Things that no longer hold any value to you.

Then there is another non-financial value of seeing people light up when they find something they want or need at a great price! It adds value to where there may not have been any.

The whole experience certainly made me think about value and pricing, especially when I was exhausted, cold and just wondering why we were doing this.

You see, whether you are looking for a job, seeking a promotion or pricing your services to a customer as an entrepreneur, how you price yourself for the value you provide is always a tricky and complicated matter. Especially if all you are thinking about is the price instead of value.

My daughter reminded me of this when after the garage sale was finished I asked her how she enjoyed it. She said that she didn't.

When I asked her why, she went on to say that she didn't feel like she had done any important work since no shopper had given her any attention by asking for a price or for any help. She felt passed over and unimportant. Then she went on to say, "and I would have had to ask you anyway, so what would be the point?"

My response surprised her.

I said, "First, if you had told people that you were there to help, they probably would have asked you some questions. Secondly, if you did go and find me to find the answer they were looking for, then they would have had more time to shop. You would be doing something for them that they now didn't have to do themselves. That would have been very helpful"

What I described to her was how to create value.

Finding the value that you offer allows you to price yourself effectively.

Unfortunately, people often first think about price, without fully understanding their value proposition. Pricing yourself without fully understanding the value you create can lead you to give away too much or to overprice yourself out of an opportunity.

When marketing your services to an employer or a customer, you can't disregard price as part of your overall brand, since a brand is based on an economic exchange, but you always need to put it into the context of the value you are creating for your target market.

For my daughter, understanding that people who are shopping at a garage sale prefer looking and digging vs. constantly asking for prices can create an opportunity for her to deliver against. Finding a place in which to add value.

This could have provided her with the important work she was looking for... even if she wasn't yet naming her price!

So, will I do another garage sale? Probably.

Why?

Because value is more than just a price paid or in this case the money earned for the time spent. For me, there was enough non-monetary value created to offset working for less than minimum wage.

Especially since it provided a meaningful teaching moment for my daughter!

So, what about you? Do you know your value?

Find the ways that you create value both financially and non-monetarily to get a better understanding of your true value and it won't be such a tricky and complicated manner determining your price.

Is your Life's Work Disguised as Anger?

noreply@blogger.com (The Connected and Committed Leader) — Mon, 14 Nov 2011 22:33:00 +0000

As a business coach, I have the good fortune of helping others tap into their purpose and passion. In doing so, their work becomes more than just a paycheck; it becomes their life's work.

When you tap into your life's work, you are living your brand. Your brand is a unique expression and cannot be replicated by anyone else. It provides you long term fulfillment and success.

Recently we hosted a "Texas Women who Rock" event in Houston. I am one of the founding members of this wonderful organization that was created to empower professional women in all aspects of their lives. We had several guest speakers, all of which were successful professional women who had demonstrated resilience in the face of adversity.

Each of them shared stories where anger played some critical role in mobilizing them to find a solution. Through their anger and discontentment, they found their creativity, calling, purpose and passion they were able to channel into their life's work. Here's a snapshot of their stories:
Sherry Eichberger lost two close, young friends to cancer and was angered to learn that many products in our daily lives are toxic and can contribute to illnesses like cancer. Her solution was to open One Green Street, a "one stop shop" where people can shop for green, non-toxic gifts and products. Today, Sherry's life work and brand helps people live healthier lives.

Minerva Perez, a long time anchor on major television stations, was frustrated and angered by the fact that she wasn't seeing Latin Women have a voice on shows like The View, despite the growing numbers of latina viewership. When she left ABC, her solution was to form her own television show "Latina Voices. Smart Talk." which is now in the midst of rapid expansion and growth. Today Minerva's life work and brand is giving voice to thousands of Latina Women.

Cindy Cline-Flores lost her older sister to suicide. She felt a full range of emotions dealing with this tragedy, but she also felt discontentment that her sister had lost hope. She found solace and healing by writing a book titled "Always Hope" which features 25 people who have suffered equally difficult situations yet persevered. Today Cindy's life work and brand is to bring hope to those suffering from difficulty and adversity.
In hearing these stories, I was reminded that my own journey was very similar.

As a long-time, corporate employee who had risen into the ranks of leadership, I saw and was subject to many injustices. Through my more than 20 years experience, I saw a lack of leadership, undue fairness and breaches of integrity. I was bothered and angered by it.

I was so angry at times that I couldn't see straight. I was blinded by it and at times this anger even caused me to unproductively lash out.

One day I realized holding onto this anger didn't serve me. The anger also diminished my ability to make a difference and add value to my organization and company. I needed to find a solution. And I did.

When I left Corporate America, I wrote a book about leadership because this is where I found the source of my anger. In doing so, I found my true passion, purpose and brand. Today my life's work and brand is about helping others become better leaders in their lives.

People often wonder how I successfully made the shift from Marketing Executive to Leadership Development Coach, Trainer and Speaker. My simple answer is that my life's work and brand was disguised as anger.

I believe that this was also the case for Sherry, Minerva and Cindy.

Finding your life's work and your brand may not require you to completely change your course either. You may be able to find it right there in your company or in your business by making a few simple changes and adjustments.

So next time you find yourself red with fury, don't push it aside and dismiss it. Instead embrace it and dive deep into it. It's the unlikely place where you can find your creativity, calling, passion and purpose.

Find it. Express it. Live it. It is the source of your life's work and brand.

And you may never call it "work" again.

Self view

noreply@blogger.com (The Connected and Committed Leader) — Tue, 04 Oct 2011 16:30:00 +0000

Many leaders have an inflated sense of self.

In fact, 62% of people indicate that others see them as above average leaders. Yikes! That math just isn't right. As leaders, what we need is the ability to garner feedback instead of thinking that we are all well above average.

I used to think that about myself, and boy was I wrong!

As a leadership development coach, it seems like the people that are asked to work with me are those that can't and don't want to hear that they are far from "above average." But there is a fundamental difference between intention and reality.

Usually in self-assessments, we are thinking about our intentions. And when it comes to our intentions, many of us are above average. Many people intend to be great leaders. But we often fail even when we have the best intentions. This is where the breakdown occurs.

Ironically, we can't ever fulfill on our best intentions unless we start taking in the feedback of how others are perceiving us. So if you do rate yourself as an "above average" leader, consider getting some direct feedback from others.

It will help you reconcile the difference between your intention and the reality of how you are performing as a leader.

Do you accept what others are saying?

noreply@blogger.com (The Connected and Committed Leader) — Mon, 03 Oct 2011 16:34:00 +0000

I enjoy reading a variety of leadership and business books. On one of my recent business trips, I found myself strolling through an airport bookstore and stumbled upon Tina Fey's book "Bossypants."

I was immediately intrigued by the title "Bossypants" and because it is an autobiography, it sounded like it might be about her admittance to not being the best of bosses.

Once it captured my attention, I looked at the cover more closely and there she was, Tina Fey, posed on the cover with hairy, man arms. Why? Was this image somehow tied to her message of being a bossypants? Or was it simply a comedic statement? I decided that it was probably the latter, yet despite my intrigue, I refrained from purchasing it right there on the spot because it seemed so silly.

It wasn't until I got my Kindle, that I reconsidered purchasing it. I guess that image of Tina Fey with hairy, man arms bothered me more than I thought. Having an electronic reader allowed me to read it without having to look at that cover each time I picked it up. I did learn a lot about the business of comedy (probably more than I really wanted to) but more importantly I learned an interesting leadership lesson

The lesson I learned was the power of YES; not as a response to a question, but as an attitude.

Now that may not seem very groundbreaking.
It's not until you realize how little YES we have when leading others that you really start to see the power of YES as an attitude.

This idea was presented in the book when Fey was explaining how comedians engage in improvisation; the rules of the game, so to speak.

If you have ever watched an improv show, it is clear that those leading the show aren't planning how or where the dialogue is going. In fact, as a participant in improv you have no way to control, direct or be responsible for what anybody says to you or how they even respond to you. You only have the ability and the role to listen and react to what is being said.

Sounds a bit like real life, doesn't it?

Ideally, yes. But in environments where authority is at play (parenting and leading) we mistakenly believe that we can control, direct or be responsible for the words and reactions of others. In reality, we can't. Like in improv, we can still only react accordingly to what is said. We own our own words and reactions, not the words or reactions of others.

In this context, A YES attitude isn't about positive thinking, or positive re-framing, it is simply about accepting what the person has said to you, not arguing with them, or trying to change it, or determine how or why they said it, but simply hearing and accepting that it was said and building on it from there

Think for a moment how little we see this really at play in the business world, or perhaps even in your home life with kids, a spouse or partner.

It is a difficult leadership lesson and one that I admit I still struggle with.

When guiding and developing people, I always thought that if they could only watch me, learn from me and observe me, they would ultimately see "how it was to be done." However, the problem with this line of thinking is that they aren't me and I am not them. It's based on a fundamental flaw that I can actually direct, control and teach others to react exactly as I would react. Nothing is further from the truth.

Unfortunately, leaders do this all the time with their associates and parents do this all of the time with their kids. In trying to control, direct or teach others to react and say things as you would, you aren't listening or accepting what they are saying. You diminish not enhance, their ability to think and act on their own feet. You also negate their involvement and demotivate them from participating in the future.

Having a YES attitude doesn't mean that you have to agree with their perspective, but it does mean that you must listen and accept their idea and allow it to be.

Using the power of YES as an attitude allows for innovative communication and exchange while pushing back accountability and responsibility to the other person.
Accepting the words of others and reacting to them accordingly ultimately engages and develops others to a whole new level.

After all, isn't this the ultimate role of a leader?

Tina Fey as a comedian was definitely schooled in using YES as an attitude. However, did she transfer this skill into her leadership roles? Maybe not as much as she could, because if she had, she wouldn't have been as much of a bossypants, would she?

Then maybe she wouldn't have had hairy, man arms on the cover either.

So what about you? Are you accepting what others are saying?

Is your nemesis part of your solution?

noreply@blogger.com (The Connected and Committed Leader) — Thu, 25 Aug 2011 15:34:00 +0000

I have always been a supporter of diversity, both professionally and personally.

Since an early age, my friends have always come from a wide variety of backgrounds, cultures and interests. Often, the only common ground across my varied groups of friends was the fact that they were friends with me.

When I went off to college, I rejected the idea of joining a sorority, despite its philanthropic fundraising efforts and its central role in social life on campus. I felt at that time that any group that had to judge its members prior to being included was not a place I wanted to be. Despite these feelings, I never held it against anybody if they choose to be a part of it. In fact, I had many friends who were actively engaged in a variety of sororities and fraternities.

But, cliques have never been my thing.

I have struggled with the fact that cliques are commonplace in most social structures, especially in the workplace. An unfortunate result of the fundamental human need to belong is the formation of cliques. The intent is not mal-intended, but the result can be detrimental You have the exempt/non-exempt clique. The execultive/non-executive clique. The Manager/non-Manager clique. The Company lifers/ newbies clique. The women/men clique. The Hispanic/non-Hispanic clique. The line job/support job function clique. And the list goes on.

The thing I hate most about cliques is that by mere definition of a clique; you are either in or out. Cliques foster exclusivity and exclusivity always limits progress and productivity.

I was reminded by this on my recent trip to South Africa.
I wasn't particularly attuned to all of the history and details about Apartheid prior to my visit, but being immersed in a post-Apartheid South Africa, it became clear to me that this country is progressing and healing simply because Nelson Mandela saw that the solution required changing the country's clique mentality.

You see no matter what side of the clique you are on, a clique mentality always perpetuates the clique by maintaining the judgments and blame towards the other side.

Mandela saw that it was futile (and common) to perpetuate the clique by blaming the other side. He saw that the other side of the clique ( ie: the white people of South Africa) had to be part of the solution.

Too often, I see the same dynamic at play in the workforce. Cliques continue to exist and don't progress forward because each side keeps the other at bay and in blame of the problem. Women blame men for their career advancement problems. Hispanics blame non-Hispanics for their career problems. Exempts blame non-exempts. And the list goes on.

However, the fact is that your nemesis (the other side of your clique) needs to be part of your solution. Your nemesis must become your ally for the situation to change. Great leaders like Nelson Mandela and Dr. Martin Luther King understood this very well.

Much of my work today supports women entrepreneurs and corporate executives to become more effective leaders. This work can lead to having women-targeted workshops, meetings and events. Many men colleagues and men friends have often given me a hard time about that, feeling that these activities exclude them and other men.

But, this isn't true.

From the inception of many of these seemingly "exclusive groups" there is a fundamental belief that sponsors and members are needed from the other side of the clique to help solve the problems being faced. Perhaps even sororities and fraternities operate under this same premise today. Many men are on my list and many are included on the invitation to attend these events because they can be women's best advocates and are in fact, an essential part of the solution.

So what about you? Can you lead your situation to a better place by making your nemesis an ally and becoming part of your solution?