A Kick-Start for 2017

You’ve probably had your fill of articles and blogs about how New Year’s resolutions don’t work. So I want to give you a positive framework to begin the New Year.  Creating your personal vision for the future is a different way to look at setting and achieving goals.

A clear vision is made up of three elements—knowing who you are (your purpose), where you’re going (your picture of the future), and what will guide your journey (your values). For years I’ve worked with company leaders to create the vision for their corporations and with individual managers to create their leadership vision. It is equally beneficial for people to set their own personal vision about what they want to get out of life. Creating your personal vision will help you get back to the basics and focus on what’s important instead of merely what’s next.

Create your purpose statement

Start by creating your purpose statement. In a few words, this statement explains who you are, what you do, and why you do what you do.

  • To begin, list some positive personal characteristics that describe you. Use nouns such as patience, creativity, artistic ability, sales ability, charm, diplomacy, energy, problem-solving skills, enthusiasm, or something similar. I chose sense of humor, people skills, teaching skills, and role model.
  • Next, list ways you successfully interact with people. Use verbs such as teach, coach, write, encourage, manage, lead, love, help, etc. I used educate, help, inspire, and motivate.
  • Finally, describe your picture of the future, focusing on what you want to create for your life. Write a short description of your idea of the perfect world. To me, a perfect world is where everyone is aware of the presence of God in their lives and realizes they are here to serve, not to be served.
  • There! You’ve completed the most challenging part. Now combine your thoughts into a statement. Here’s mine:

“I am a loving teacher and a role model of simple truths who helps and motivates myself and others to be aware of the presence of God in our lives and realize we are here to serve, not to be served.”

List and define your values

It’s time to create your list of values. This list will guide you and help you understand how to reach your ideal future state. Examples of values include honesty, power, courage, wisdom, commitment, learning, fun, relationships, or spirituality. This could be a very long list, but you must narrow it down to the three or four values that are most important to you. Some people prefer to start with ten values, then narrow those down to the top six, then to the top three or four. My values are spiritual peace, integrity, love, and success.

Once you have arrived at your top three or four values, write a short definition for each one. Remember these are your guidelines for making decisions and determining whether you are living your vision. For example, I define love this way:

“I value love. I know I am living by this value anytime I feel loving toward myself or others, anytime I have compassion, anytime I feel love in my heart, anytime I feel the love of others, anytime my heart fills with love, and anytime I look for the love of others.”

One final suggestion: read your personal vision—your purpose statement and values—every single day. It is a simple way to re-commit and stay on track.

Give this exercise a try. You’ll see that a personal vision statement can hold far more value than a vague resolution that’s easily abandoned. As soon as you define exactly what you want out of life, you will be able to begin realizing your vision.

Happy New Year 2017!

Getting to Know Yourself

In our book Mission Possible, my coauthor Terry Waghorn and I state that the most important earthly relationship you can cultivate as a leader is your relationship with yourself.  That might sound self-serving, but think about it—how well do you really know yourself?

Every leader should have a purpose—a reason for being—something to strive for. A purpose is different from a goal because it is ongoing. It has no beginning or end.

As a leader, your purpose comprises two elements: a personal mission statement and a set of values that define your strengths and help you make values-based decisions on a daily basis. Having a clear purpose gives meaning and definition to a leader’s life.

Some people have asked me if making money is a good purpose.  There’s nothing wrong with wanting to make money—and it may be a goal to work toward—but it’s not a purpose. Purpose isn’t about achievement. It is much bigger. Your purpose is your calling. It’s about what business you are in as a person.

I ask leaders to spend time developing their personal mission statement by answering these four questions:

  1. Why am I in the world?
  2. What is my overarching purpose?
  3. What would I like people to say about me after I’m gone?
  4. What difference will it have made that I was here?

The next step is to identify your personal values by answering these questions:

  1. What is really important to me?
  2. What do I stand for?
  3. What three values do I want to live by?
  4. Which of those values is most important?

Going through this process takes some soul searching and quiet, thoughtful time. This isn’t an exercise to rush through.

Once you clearly understand your motivation and intention as a leader, you are able to monitor yourself on a daily basis. You’ll begin to notice certain actions that are more in line with your purpose than others. And you’ll begin eliminating behaviors that don’t support your purpose—and staying on a path of continuous personal improvement.

When you really know who you are as a leader, you can operate more efficiently and calmly while making meaningful decisions. But the best part is that you’ll also be able to bring out the magnificence in others. And isn’t that the most important role of a leader?

4 Business Practices for Government Leaders

Four years ago, I wrote a blog post about how disappointed Americans were with our political system and activities that were taking place during the months leading up to the presidential election. I followed that with a series of blogs offering advice to both political parties about how to lead at a higher level. As we approach the final weeks of another presidential election cycle, I’d like to revisit that information.

As in 2008, the four business leadership practices I’ve implemented in organizations around the world can be adapted to provide stronger leadership in government.

The first practice is to Have a Compelling Vision. This country needs a clear and compelling vision that people are passionate to follow. A vision is made up of three elements—a purpose, a picture of the future, and values that will guide behaviors on a day-to-day basis.

A perfect example of a compelling vision is the one Martin Luther King, Jr. outlined in his “I Have a Dream” speech. By describing a world where his children “will not be judged by the color of their skin but by the content of their character,” he created powerful and specific images arising from the values of brotherhood, respect, and freedom for all. King’s vision continues to mobilize and guide people beyond his lifetime because it illuminates a significant purpose, provides a picture of the future, and describes values that echo those of our founding fathers.

The second practice is to Treat Citizens as Your Business Partners. The more information people have about a problem, the more likely they are to help resolve it. Government leaders at every level need to be open about dilemmas we are facing—and citizens need to get involved by understanding the intricacies of issues they will be voting on. I encourage government officials to work closely with citizens to create a true partnership. Working together is the way to develop solutions for all kinds of problems.

The third practice is to Involve Every Sector of Society. In their book To Transform a City, Sam Williams and Eric Swanson explain that there are three primary sectors in our society, each of which has three domains.  They are:

  • The Public Sector – government, military, and education
  • The Private Sector – business, arts/entertainment, and media
  • The Social Sector – faith community, nonprofit organizations, and families

In the past, when searching for solutions to local, state, or national problems, the focus has tended to be on only two of these nine domains—government and business. When people start believing that our problems can be solved only by government or by business, problem solving is doomed to failure because the other seven domains are on the outside looking in—and some of them have become our country’s most critical judges.

The fourth, and perhaps most important, practice is to Elect Servant Leaders. The more leaders who are in local, state, and national government to serve and not be served, the better chance we have to mend what’s wrong with our cities, states, and country. Everyone has seen the negative effects of self-serving leaders in every segment of our society. We need to elect leaders who really live their role as servants to the people.

America is a great county. I feel blessed to live here. I also feel it is my duty as a citizen to support our leaders—and one way I can do that is to encourage them to implement these four leadership practices.

And on November 8, don’t forget that it is the duty of every American to vote!

Developing Your Leadership Point of View

One of the most important things you can do as a leader is to share information about yourself with your team. Communicating your purpose, values, and expectations is the best way to create an authentic relationship with your staff. Creating your Leadership Point of View is a great way to start.

I read Noel Tichy’s book The Leadership Engine (Harper Collins, 2007) and talked with him about his research on effective leaders. He told me he found that the most successful leaders have a clear, teachable leadership point of view and are willing to share it with others. My wife, Margie, and I were so fascinated with this idea that we created a course called Communicating Your Leadership Point of View as part of the Masters of Science in Executive Leadership program offered jointly by The Ken Blanchard Companies and the School of Business at the University of San Diego.

In the class, we ask students to think about key people who have influenced their lives—such as parents, grandparents, coaches, or bosses. What did they learn about leadership from these people? Then we ask them to remember key events that were turning points for them. How did those experiences prepare them for a leadership role and what did they learn? The next step involves identifying their personal purpose and values.

The critical task in the process is putting all this information into a story format that can be shared with direct reports and colleagues. People relate to and remember stories. It would be easy to read a list of values to your team, but that isn’t very impactful. Sharing stories about actual events is a more personal and authentic way to communicate. Stories paint a picture that allows others to see the consistency between your values, words, and actions.

We have had such a great experience with this exercise in class that we are now using the same process with our clients. It isn’t an activity to rush through. You need to spend thoughtful, reflective time thinking and writing about the people and events that helped shape who you are as a leader.  When you share your Leadership Point of View with people on your team, they’ll have the benefit of knowing where you’re coming from and a clear understanding about not only what you expect from them but also what they can expect from you.

Give it a try. I guarantee you’ll rediscover some of your core beliefs about leadership. When you share information about yourself with your team, you’ll build a trusting, respectful relationship that will help everyone flourish.

The Visionary Role of the Servant Leader

I love the saying “A river without banks is a large puddle.” The banks permit the river to flow and give it direction. In my last post I explained that the visionary part of servant leadership is about providing clear direction. If people don’t have a compelling vision to serve, they can’t work toward a common goal. They can’t keep organizational energy flowing in a consistent direction.

Walt Disney provided a great example of this when he started his theme parks with a significant purpose. He said “We’re in the happiness business.” That is very different from being in the theme park business. Being in the happiness business helps cast members (employees) understand their primary role in the company.

Walt Disney’s picture of the future was expressed in the charge he gave every cast member: “Keep the same smile on people’s faces when they leave the park as when they entered.” Disney didn’t care whether a guest was in the park two hours or ten hours. He just wanted to keep them smiling. After all, they were in the happiness business. A picture of the future should focus on the end result, not the process of getting there.

The Disney theme parks have four clear, rank ordered values: safety, courtesy, the show, and efficiency. Why is safety the highest ranked value? Walt Disney knew that if a guest was carried out of one of his parks on a stretcher, they would not have the same smile on their face leaving the park as they had when they entered.

The second ranked value, courtesy, is all about the friendly attitude you expect at a Disney park. Why is it important to know that it’s the number two value? Suppose one of the Disney cast members is answering a guest question in a friendly, courteous manner, and he hears a scream that’s not coming from a roller coaster. If that cast member wants to act according to the park’s rank ordered values, he will excuse himself as quickly and politely as possible and race toward the scream. Why? Because the number one value just called. If the values were not rank ordered and the cast member was enjoying his interaction with the guest, he might say, “They’re always yelling at the park,” and not move in the direction of the scream. Later, somebody could come to that cast member and say, “You were the closest to the scream. Why didn’t you move?” The response could be, “I was dealing with our courtesy value.” Life is a series of value conflicts. There will be times when you can’t act on two values at the same time.

Every organization should have a compelling vision that includes a significant purpose, a picture of the future, and clear values. These three elements will provide the strategic direction people need on a daily basis to perform at the highest level and secure organizational success.