Orchestrating Success

Orchestrating Success

By Hugh BallouBusinessEntrepreneurshipManagement
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Orchestrating Success episodes

  • OS 041: Leadership Skills - Use of Time
    Managing our use of time
    * Keeping yourself organized
    * Writing things down
    * Time wasters
    * Sharing your goals
    Keeping within the plan…intuitively knowing what not to do
    Practice managing self wishing the allowed time
    FOCUS
    Journaling: review your day at the end of the day and note were the time went
    Share goals and have an accountability parter

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    20 min
  • OS 040: 5 Signs That it's Time to Invest in Your Leadership Skills
    Men are anxious to improve their circumstances, but are unwilling to improve themselves; they therefore remain bound. - James Allen
    Studying Leadership
    Being or becoming an effective leader means being a serious student of leadership, and not being a leadership expert. A plan for constant reflection, evaluation, study, and planning is common among great leaders. Let's reflect on our own skills today.
    Look at the list and ask yourself, "Is there a pattern here?" Then ask, "Am I willing to do something about it?"
    You are doing too much and your team is accomplishing too little
    You set goals that don't happen and you constantly revise the due dates
    Your vision is inspiring to you, but no one else gets it
    You can't get your to-dos finished on most days
    You are giving up days off and holidays
    Believe it or not, these are very, very common problems with leaders in many types of organizations. When I ask if they are willing to do something about it, I get a wide variety of answers, including the following:
    I don't have time to do anything more...
    My team just isn't up to par...
    It will cost too much to work on it...
    I'm doing everything possible and nothing works...
    And...It doesn't matter, the situation is hopeless and nobody will change...
    These answers are what I classify as denial. I define it as denial because the leader has a lack of self-awareness and is not thinking about the consequences of his or her actions or lack of actions. The leader typically is not willing to change his or her patterns due to this denial.
    Here's the first question to ask yourself: "Am I willing to change myself and to begin a journey of personal growth and self-discovery to achieve my vision?" Next ask, "Am I willing to do what it takes to improve myself in order to improve my results?"
    I'd like to hear your answers. Please comment below, then let's schedule a time to talk about your revelations or lack thereof.
    I learn something from every person I meet. How about you?

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    12 min
  • OS 038: Leadership Skills: Being and Staying Centered

    The head and heart cannot function without a unifying principle. That principle is to be found at the crossroads through which each element must pass. That crossroad stands at—and is—the center.—James Conlon in the Foreword to Toward Center, p. xv

    Centering, which I discuss in this book, is a severe and thrilling discipline, often acutely unpleasant. In my own efforts, I become weak, discouraged, exhausted, angry, frustrated, unhappy, and confused. But someone within me is resolute, and I try again. Within us lives a merciful being who helps us to our feet however many times we fall. — M. C. Richards in Centering

    Being centered means managing self. The Transformational Leader creates high functioning, high performing cultures by influence. Being centered is essential to the tone and mood of that influence. Transformational Leaders get results by personal influence, not by power of position.

    In his book, The Musician’s Soul, James Jordan points out that the conductor must be centered on the podium to be effective. Being centered means physical, mental, and spiritual grounding. Being fully present as one’s self is the beginning of influence. The same paradigm is true for leaders in any field.

    In his eight leadership concepts, Murray Bowen defines one concept as “Differentiation of Self.” Under this concept come many items including managing self, which includes managing one’s own anxiety. Anxiety is a form of influence, and it is not a desired form of influence.

    Anxiety breeds anxiety: Just like when a cow in a herd of cows gets anxious when hitting the electric fence, and spreads that anxiety to the rest of the herd, anxious leaders create anxiety within any group emotional culture. Anxiety spreads even when the leader attempts to hide it.

    Anxiety clouds rational thinking: When we move our being into an emotional state, the brain gets flooded with emotion and pushes aside rational thinking. The effective leader manages emotions and retains rational thinking.

    Anxiety creates doubt: Clouded thinking and anxious thinking are the downfall of effective group process. The anxious leader appears to be unsure and transmits that sense of doubt to the others in the group. When not knowing what to do or what is happening, it’s best to pause and observe, asking good questions and listening to the answers, and observing what is happening with the team. Pausing and observing allows for clarity of intent to manifest in the team. Learning when to manage process and when to allow the team to struggle with finding their answer is a mature leadership skill and only comes with trusted relationships and experience.

    Centered means confidence knowing that you don't need to have all the answers or solve all problems. Being centered is being fully present. The leader always ensures that the team is implementing the vision of the organization and reserves veto power for any decisions. Success comes with not having to use that veto power due to effective and clear principles and strategies. It’s the integration of strategy and performance that builds the DNA of high functioning in teams.

    Musicians learn to be centered by managing their nerves. Being nervous paralyzes the inexperienced performer, whether musician, actor, speaker, etc., while the experienced performer learns to utilize the adrenaline that comes with the nervousness, providing a greater presence and enhanced sensitivities. This success comes with much experience and intentional rehearsal - perfect practice makes for perfect performance.

    Centered is being balanced:

    • Balance is managing multiple priorities
    • Balance is not overfunctioning
    • Balance is managing self
    • Balance is knowing and connecting with inner self
    • Balance has nothing to do with equal
    • Balance is setting and managing reasonable expectations


      • Here’s what Richard Rohr wrote in his daily meditation on December 30, 2015: Say to yourself: "I don't know anything." Imagine you are an erased blackboard, ready to be written on, a tabula rasa. For by and large, what blocks spiritual learning is the assumption that we already know, or that we don't need to know. We have to pray for the immense guidance that is offered us in the beginner's mind. We need to say with the blind man, "Lord, I want to see."

      This is true of leadership. If we assume we know, then we block our learning. Centering begins with emptying one's self and becoming aware.

       

      Leadership is continuing to learn, continuing to grow, and continuing to expand awareness.

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      15 min
    • OS 036: Leadership Skills: Managing Opposites
      Dreams are not the opposite of reality. Dreams inform reality. – Seth Godin*
      Leaders struggle with apparent conflicts and opposite strategies. Transformational Leadership is about transforming thoughts as well as cultures.
      Here are some conflicts that challenge me:
      * Perfection versus Moving Ahead
      * Details versus The Big Picture
      * Systems versus Creativity
      * Approval versus Vision
      * Push Leading versus Pull Leading
      * Providing Answers versus Asking Questions
      * Micromanaging versus Coaching
      When I was in elementary school, dreaming was discouraged. When I studied piano as a child, I was taught to read the notes and not make things up. In my first job, I was required to follow the rules and to not challenge the system. Things were different then.
      Things haven’t changed much in some circles, however. Leaders in charge are limited in their scope by their conditioning, both from their nuclear family and from what they have been taught.
      Leadership has been and is continuing to be redefined. The transformation continues with those who are capable, willing, and attentive.
      What we have been taught and what we have inherited are not working in today’s world.
      The culture we create and lead is a reflection of our skills and vision.
      Organizational transformation begins with the leader. There are many pathways to transformation. One channel is defined as Transformational Leadership. It’s a style of leadership defined by Burns and Bass in the 1970s and ’80s. I have added to their data with my musical profile in my Conducting Transformation paradigm.
      To have a look at what’s taught, get my free report, “Building the Business of Your Dreams” at http://theleaderaccelerator.com You will receive the report along with a series of videos and questions to help you think about your own transformation. In the series of messages, you will receive an invitation to a personal session with me without cost. You can define what you want to accomplish in that session.
      Are you comfortable moving to a place that might not feel comfortable?
      Sometimes where we need to move is a place we most resist. My job is to help you feel comfortable if needed, or to challenge your comfort level if that’s what you need and request.
      If you are tired of the mundane? Let’s chat about it.
      Check out my program http://leaderunbound.com
      * Seth’s blog: http://sethgodin.typepad.com/seths_blog/2015/07/opposition.html
       

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      19 min
    • OS 034: Leadership Skills: Validating, Asking the Right Questions
      Validation Is Asking the Right Questions
      We conduct surveys with the wrong questions and are not looking for data. We are mostly looking for a validation of our idea, position, or plan.
      I meet many leaders in the concept stage for a proposed enterprise. Whether it's a business or a tax-exempt organization, there are similar comments: "People really like my plan!" I ask if those who like the plan made a commitment to support it. Silence is the typical response.
      We ask if they like the idea (certainly, everybody will like the idea) without asking if they would make a purchase and recommend it to others. Or, in the case of a nonprofit, if they will donate or sponsor it.
      In the case of a mature enterprise, there's a different, however, similar situation. The leader is not vulnerable enough to ask the hard questions and then listen to be able to receive information that will improve the entity, the performance of the culture, or their own performance. We, as leaders, typically are not willing to open up and receive information that will fill in the gaps in our perspective in order to be a better leader. It's time to change that.
      I'm not always the best at doing this, however, I continue to work on my own personal gaps.
      Here are my principles for questioning:
      * Ask contrasting questions: If the questions are all just with prejudice in supporting your bias, then what's the use? Ask one question that is directed to your position, framing the question as such. Next, reverse the paradigm or ask if the person has a different point of view to share. Ask why.
      * Ask open-ended questions: We often ask yes or no questions or multiple choice questions. Those types of questions are not as helpful as open-ended and neutral questions, such as, "Tell me about..." or "Comment on..."
      * Listen carefully with intention for words and inflections: The choice of words and the emphasis and inflection can impact the meaning of the response. If there's an inconsistency in words and emotion, then ask for clarification.
      * Listen and observe: Look for and make eye contact. Focus on the person and don't take notes until they have completed their statement. Observation will reveal as much or more that just the words.
      * Leave a minimum of 4-seconds of silence after the other person has finished speaking: After observing and listening with intention, take a moment to make notes. This validates that the person has been heard. Silence is clarifying for the listener, as well.
      * Do not defend your position: Just listen with intention and give yourself time for reflection. Being defensive might shut down a communication channel that's helpful. Listen, give time for reflection, ask for a future time to respond. If you are also asking these questions of others, it might be helpful to get other perspectives to get the full picture.
      Making good decisions depends on complete data.

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      13 min
    • OS 033 - Leadership Resources - Personal Growth
      “We should not judge people by their peak of excellence, but by the distance they have traveled from the point where they started.” ― Henry Ward Beecher
      Leaders Are Constantly Working on Skills
      For Nonprofit Leaders:
      1) Nonprofit Performance Magazine
      (evernotecid://38EBC3B1-1615-450C-96F7-43B1DA086D16/ENResource/p11986)
      For the first time ever, nonprofit leaders have a leadership magazine dedicated to the needs of the social benefit sector…we are pleased to introduce Nonprofit Performance Magazine, the resource designed specifically for the nonprofit leader. Each quarter, this magazine will feature cutting-edge thinking from leaders in the fields of leadership, organizational culture, and nonprofit management, and special guest features. This magazine extends the work of the SynerVision Leadership Foundation and JMI, Inc., the creator of Professional Performance Magazine since 1989, by focusing on best practices, strategic thinking, and a collaborative mindset in creating a new culture of success for nonprofits.
      I have been working in the church for over 40 years, and have also been working with nonprofit (social benefit) organizations for over 30 years as an outside resource. There are recurring issues that present challenges to leaders in this arena, so I decided to launch a magazine to bring the best thinking from the most progressive leaders. The stories are timeless, so you'll want to claim every issue and hang on to them for future reference.
      We are offering a free digital subscription, so register now at http://nonprofitperformance.org (http://nonprofitperformance.org)
       
      Recurring Topics:
      Leadership: Tools and Skills to Build a Strong Culture of LeadersMember/Stakeholder Engagement: Keeping Them Interested and InvolvedFunding: How to Attract FundsStewardship: Managing Resources of People, Time, Money, etc.Teambuilding for Teams: Staff, Volunteers, Boards, CommitteesThe Academic Desk: Current Research Summaries and ResourcesThe Design Corner: How the Visual Impacts Our WorkMore than a Chair: Tools and Systems to Move Beyond Traditional ThinkingNonprofits that Work: Case Studies of Successful NonprofitsPlanning: Creating a Strategy that Delivers the Vision and Mission
      2) Online Leadership Resources:The Community for Community Builders
      (evernotecid://38EBC3B1-1615-450C-96F7-43B1DA086D16/ENResource/p11988)
      SynerVision Leadership University is a community for community builders. We invite you to be part of an outlet that creates growth for your organization. There is a free level with lots of content, and a premium level providing more content and interactive sessions for only $8 per month! See more at http://synervisionleadership.org (http://synervisionleadership.org/)
      Here are benefits of this unique online community:
      * Peer-to-peer sharing of best practices
      * Learning from nonprofit thought-leaders
      * Video content on leadership organizational issues
      * Blog posts on current topics
      * Google Hangout Mastermind problem solving
      * And more...mostly user defined
      Check it out for free: http://synervisionleadership.

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      19 min
    • OS 032 - Leadership Skills: Setting Powerful Goals that Work
      Any idea that’s held in the mind and emphasized, that’s either feared or revered will begin at once to clothe itself in the most convenient and appropriate physical form that’s available. - Andrew Carnegie (to Napoleon Hill)
      I dream my painting and I paint my dream. - Vincent van Gogh
      A person who aims at nothing is sure to hit it. - Anonymous
      (evernotecid://38EBC3B1-1615-450C-96F7-43B1DA086D16/ENResource/p12171)The Problem
      Entrepreneurs think that having a plan stifles their creativity. Musicians know that having a musical score (a strategy) and having the skills to play (implementation skills) empowers them to perform with full access to their creativity. Having a plan allows the entrepreneur full access to their creative spirit because they can use their energy and brain power to execute the plan and not be held back by trying to figure out what to do next - then doing something out of order - then having to redo it. This is not an example of good leadership.
      Most entrepreneurs do not have written goals. Many of those who have written goals do not have an implementation process in place. Here is a short overview of setting goals that work.
      The Concept
      By writing down your goals and objectives, you will have an action plan for success. You will have a clear picture of what you want to have happen and what its cost and benefits will be. You will know where you are going and how you will get there. Focus on exactly what you want and go for it – with conviction and determination - and you will succeed.
      Begin by putting your name at the top of the goals worksheet. There is a realization that happens at that moment that is the beginning of success. You are the only one who can do this. You are the only one who can take responsibility. You are the one who will have a great impact on your life and the lives of others.
      Write down your goals. Goals that are not written down are only dreams. Write them down and move into action immediately.
      Choose goals wisely. Goal achievement is one thing--what you become and what happens to you and your team in reaching each goal is another thing.
      Take time to think! Take time to plan! Take time to study! Don’t confuse activity with achievement. Do not just say that you will succeed. Don’t wish that you could succeed. Don’t just expect the counsel of the successful. Act on the plan yourself.
      The Process
      * Clearly define your goals. Write them down in specific, measurable terms. Establish a completion date.
      * Identify obstacles to reaching your goals.
      * Determine who’s involved in or impacted by your goals.
      * List all the activities or objectives necessary for reaching your goals. Group them in 90-day benchmarks if the goal is more than 6 months away.
      * Sequence all activities. Concentrate on a single step at a time. Walk before running.
      * Estimate the time necessary for each objective and the total time for the goal.
      * Activate key activity dates on your planning calendar.
      * Begin action immediately
      * Be persistent in your plans. Don’t let obstacles or naysayers steal your vision.
      * Share your goals with anyone else whom you feel will help you along the way (maybe everyone listed on your goal sheet) or the team as a whole.
      Goals are SMART:
      Specific
      Picture what the end result will look like.  Know what it is so you will know when you arrive. Be very specific.  The goal must be written down to count as a goal.  Otherwise, it is only a dream, which can change with a whim.

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      24 min

    About Orchestrating Success

    From the publisher's feed

    Converting Passion to Profit is a podcast by Hugh Ballou, The Transformational Leadership Strategist teaching leaders to convert their ideas into income. Each session is packed with practical concepts…