Orchestrating Success

And the Glory, from "Messiah" by G F Handel, conducted by Hugh Ballou

For Unto Us A Child Is Born, from "Messiah" by G F Handel

Christmas Choral Fantasy

Come, Thou Long Expected Jesus, Orchestra with Congregational Singing

Today's resource:

A facilitation tool for solving problems

Problem Solving Is a Process, Not a Snap Decision

Few leaders or teams really understand how to create a process to develop lasting resolutions for problems. I have been a serious student of facilitation for many years. It was a logical segue from being a musical conductor. The basic concept is similar in that the facilitator (conductor/leader) guides a process for a group to function at their highest potential and using the best collective thinking skills. This is not "group think" in which each person caves in to the mandate of the leader without thinking for themselves.

One facilitation tool I learned and perfected over 30 years of leading groups is problem solving. I'll share the concept in this post. It's difficult, however, to download 30 years of experience into 500 words. This overview will provide a perspective for creating your own process.

The Problem: A situation is identified...a problem to solve, an opportunity to pursue, a conflict to resolve, etc....and the group wants to identify a solution right away and proceed with implementation. This is a flawed model because there is not a full understanding of the facts on either side of the problem.

Here are the problems a quick solution misses:

* Is the Problem Really the Problem? If each person in the group is asked to write a definition of the problem, it's typical that there will be many definitions of what the problem is. The process is flawed from the start because each person is attempting to solve a different problem - the one they see. It's important to develop consensus on this.

* Is There an Understanding of Why the Problem Exists? Proceeding with resolution that actually fixes the problem depends on an understanding of the facts. Creating solutions that last is important. This means understanding what problem you are solving.

* Is There Knowledge of Alternative Solutions? One solution rarely provides a lasting result. One solution rarely encompasses all the issues. Moving too fast to seek resolution might limit the options and keep the right option hidden.

* Is There a Potential Sequence of Steps to the Result? Defining one step to a solution often misses incremental steps in a process for lasting results.

So, a quick fix is fast, flawed, and temporary. This does not represent effective leadership. Here is the problem-solving model I have learned and improved over many years:

* Clearly State the Problem: Get input from the group in defining the problem. Often the perceived problem is not really the problem. Many times the problem is one step back or one level higher than the stated problem. Sometimes there are multiple problems. Therefore, the team might need two problem-solving exercises to fully accomplish its goals. Have the group come to consensus on the exact language that clearly defines the problem. The exact language is essential. Changing one word typically derives two different outcomes. This takes time, however, it will save lots of time...and money...and stress...and relationships...in the long run.

* List ALL the Parts of the Problem: All means all. Create a comprehensive list. Be open to reviewing and revising the problem statement. Getting this perspective reveals things that people may not have previously been aware of and how it will impact their thinking. Group these ideas by concept, issue, topic, or another definition. Give weight to the items. This way the group sees which ones are more important.

* List ALL the Potential Solutions: Do not prioritize. Do not judge. Do not limit the options. Once the list is complete, reflect on the list. See if ideas can be combined for strength.

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We all do things that we wish we had not done. Those are usually called “Learning Experiences,” unless the event creates a catastrophic backlash or questions the leader’s integrity.

We can use whatever words we want to use, however, in some circumstances those words might create negative results that diminish the credibility of the leader. Choice of words is power, and choice of words is integrity, especially for the entrepreneur and thought leader who must establish a position of influence to support a niche.

Here is my list of behaviors that bring down leaders in any type of organization:

* Ignoring Signs of Problems: There are many reasons that leaders don’t respond to issues that arise in day-to-day activities. First, the leader is unsure of what to do when surprised by unexpected actions or results. The top reason I observe for leaders at any level not responding to unacceptable behaviors or actions is a fear of not being liked. The script that leaders play to themselves is that they must be liked for people to want to follow them. That’s not true. It’s important for people to respect the leader and trust in the leader’s abilities in order to be an active participant. A musical analogy for this dynamic is this: the conductor stops the rehearsal and points out that the trumpets are too loud and that the flutes are not in tune. The conductor presents these as facts and not as a personal criticism. The conductor then defines the prescription to the problem as follows: trumpets, take the dynamics down one level and flutes, you are slightly flat. The players are not offended and the rest of the orchestra is not horrified. It’s just the reverse. If the conductor did not address the problems and provide the solution, then they would be considered a poor leader. Leaders in business could benefit from this model. Define the problem. Address it as soon as possible. Be factual and specific in the analysis of the problem as well as the solution. It’s possible because the orchestra has established a culture of high-performance standards that everyone understands and supports. Tip: Deal with the problem as soon as it is noticed or the problem only gets worse, costs money, wastes time, and damages relationships.

* Cutting off Team Members with Ideas: It’s only the insecure leader who doesn’t want to gain the perspective of others on the team. If the leader can’t respect the opinion of team members, then it might time to get a new team. Tip: Don’t attempt to be right all the time; instead, work to make others always right. This way time and energy are available to focus on the top leadership priorities that only the top leader can do.

* Taking Back a Delegated Project: Nothing is more damaging to team spirit and personal initiative than the leader who takes back a project or assignment to do themselves. There are two messages implied in this action: 1) the person to whom it has been assigned is not capable of successfully completing the project; or 2) that there is no chance of anyone other than the leader being successful. This is a no-win action. There is a full set of leadership competencies tied to delegation. Most leaders do not even know that these competencies exist and certainly don’t know that they are needed. Tip: Learn about the reciprocity of leadership over-functioning and team under-functioning. Teams under-function mostly because the leader does it all. What’s the point of even trying?

* Valuing Results and Not Individuals: Effective leadership depends on effective relationships. Value results. Emphasize results. Focus on results. And constantly work on relationships. Tip: Learn to develop healthy boundaries so relationships don’t depend on people “liking” the leader,

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Leaders Lead for a Position of Power Myth

It’s the BOSS syndrome. It’s not effective. Your position and title is not enough to motivate others to follow you. It’s like when your mom said “Because I’m the parent”, it didn’t inspire cooperation, it probably inspired defiance. Tip: People follow clarity and energy Learn to communicate your vision so people understand where they are going…they want to follow, help them do it. Leadership isn’t about power of position, it’s about influence. Be the influencer and you’ll attract people who have a passion for your vision.

* There Is Only One Leader Myth

In autocratic or charismatic leadership models, there is only one leader who makes all the decisions and calls all the shots. The style is that the one leader commands lots of followers. It’s all about ego and not about teamwork.  Tip: Leaders become successful if they empower, coach, and mentor others. Leaders equip and empower others to lead. This is a related topic to #1, which is about power. If there’s only one leader who holds all the power, then the team is not effective or efficient. Transformation leadership is about a culture of high performing leaders. The organizational leader builds leaders on teams. This is creating and ensemble of excellence by building high performing, high functioning, synergistic cultures.

* Leaders Always Have All the Right Answers Myth Somewhere we have learned that the leader must have all the right answers…WRONG? I don’t know who made this up, but it’s 180 degrees off. Those whose we lead naturally come to us for answers to questions. We make it worse by attempting to answer all questions because we think it’s our responsibility. Tip: Learn to ask good questions. Leaders ask the right questions and then listen carefully to the answers. Leaders are mentors of other leaders in the organization. We coach and mentor others on fulfilling our vision and mission. Make sure that others are right and take the focus off of being right yourself.

* Leaders Control Everything Myth Leadership is about the future, not the past. Joel Barker has the best quote about leadership, "A leader is someone you would follow to a place you would not go to by yourself.” Effective leaders cultivate respect because they build strong relationships. Trying to control everything is a sign of insecurity. Tip: The effective Transformational Leader defines the end result and then coaches, mentors, and empowers others to achieve those results. Failure is a way for team members to learn better leadership skills. We assist in order to minimize the risk of failures…which we reframe as learning opportunities.

* Leaders Know More Than Anyone Myth Educational degrees may mean you have a good education, but it doesn't necessarily mean you are a good leader or that you have any practical knowledge. Transformational Leadership is modeled after the military, in that it’s a culture of high performing members, who understand objectives and tactics to achieve those objectives. Their leader is in front, but not in control. Everyone on the team is an expert at some level. Tip: Learn to be a student of leadership and commit to continuing improvement. Transformation of an organization begins with the leader’s own transformation. The culture is a reflection of the leader. Leaders learn from everyone and from every situation. Those who think that they know it all are missing out on their own personal improvement

The Law of the Lid

Your leadership is like a lid or a ceiling on your organization. Your church or business will not rise beyond the level your leadership allo...

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Efforts and courage are not enough without purpose and direction. - John F. Kennedy

Removing the Barriers to Success

When I work with leaders, I find repetition of some of the same issues. The issues are mostly of our own causing. Leadership actually sets up problems. We then are confused and point fingers at others, when we should be looking in the mirror.

Here are some of the most prevalent barriers to success that I encounter:

* Not Knowing Self: What's blocking our success is not knowing what really is happening in our subconscious mind and not being aware of how past issues are crippling future success. It's crucial to understand self and have an expert guide the process of self-discovery and awareness. We get trapped in a cycle and don't know what caused us to get trapped in the first place.

* Not Having a Coach: Yes, I'm a coach and I'm certainly in favor of everyone having a coach. Actually, I have 2 coaches, so I do practice what I preach. I can't do for myself what I can do for others...none of us can, and if we think we can, then who do we think we are fooling? Look at those who are successful and explore how many coaches they have. Successful people have coaches...the rest think they can do it for themselves.

* Not Having a Plan: The quantifiable difference between those who are successful and those who continually find that success is elusive...is a plan. Having a plan is a roadmap to your destination. It's not an option.

* Not Having a Team: Building and maintaining a support group is how legendary leaders stay informed and inspired. In his research, Napoleon Hill discovered that the successful people he interviewed (Ford, Edison, Wanamaker, Woolworth, 5 Presidents, and more) all had a group of successful individuals they used for a mastermind support system for inspiration and problem solving. We become like the people we hang around with the most.

* Not Having an Accountability Process: Having the motivation and support of those who hold leadership accountable is a trap. Marginal leaders make excuses. Effective leaders have transparent accountability.

Check out my posts at SynerVision Leadership Foundation about leader burnout and let me know what you think.

Click HERE (http://synervisionleadership.org/burnout/)

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The myths that we have been told or that we tell ourselves. Basically, this is about what leadership isn't!

The leadership myths:

* The Myth of Position - It's not about being the boss. We tell our selves that we can't do much since we are not at the top. This is not totally accurate. We have limits to our authority, but not to our influence. We influence others no matter were we are in the organizational chart. I prefer to think that an organizational chart as overlapping circles rather than lines, boxes, and grids. Leadership is not POWER.

* The Myth of Destination - It's not about waiting until when we get to the position of authority. Leaders are not born, leaders are developed. This development of skills doesn't happen in a day (I.e., the day of arriving at the place of authority) leadership develops daily. Continuing improvement is the pattern to model. It's typically thought that a person can't lead from any position. We can lead from any position. We influence others no matter where we are on the chart. The perception that achieving a high leadership position means that there is more freedom at the top. That's not true. Actually, responsibilities increase as the job level increases. The old saying that the grass is greener on the other side of the fence is true. It's only greener until you get there. Leadership is not TITLE.

* The Myth of Inexperience - Perfection paralysis keeps good people from becoming high achievers. Actually, perfect is the enemy of good. Let go of control and just be. The "I get the job or I'm not playing" isn't the best plan either. Leaders influence others by choice - either good or bad. It's a choice. Leadership is not PERFECTION.

* The Skills Myth - Leaders are not born with natural abilities. Leaders are created. Leaders are trained. Leaders are people who learn leadership. Those who claim natural leadership powers are those who are just bossy. Leadership is not a BIRTHRIGHT.

* The Myth of Potential - Not performing as good as possible because promotion to a top position doesn't appear to be possible is not a good plan. Always seek to grow personally and employ best skills and practices no matter what others do or what others think encourage. Be the best possible leader no matter what. Leadership is not STATIC.