When teaching or coaching emerging leaders, one topic I push hard on is values. Values refer to the fundamental beliefs and guiding principles that define what an individual, organization, or community stands for. These principles act as a moral and operational compass, influencing behavior, decision-making, and culture. They are part of the magic three: mission, vision and values.
Reflecting on the recent election, the Harris campaign's lack of a clear and compelling vision became evident in contrast to Trump’s well-communicated stance, making it challenging for voters to see her future for America. Drawing from the change formula, a successful campaign requires acknowledging dissatisfaction, defining a visionary goal, and setting clear steps toward achieving it—elements that were more apparent in Obama’s 2008 campaign, where “hope and change” aligned with voters' aspirations and activated widespread engagement. Ultimately, the Harris campaign's struggles highlight the need for leaders to craft a vision that resonates powerfully and unites people around a shared purpose, as fear alone can often overshadow hope if it lacks sufficient clarity and preparation.
As Election Day 2024 nears, reflecting on Abraham Lincoln’s legacy offers valuable insights into adaptive leadership, resilience, and unity. Known for his humility, conviction, and strategic flexibility, Lincoln showed how true leaders use disruptions to inspire lasting change. This election, we can look to Lincoln’s example of courage and empathy, guiding us to face challenges boldly and strive for a united future.
Conflict at work is inevitable, but with the right tools, it can become an opportunity for growth. In this post we explore how leaders can guide teams through conflict by understanding how the brain processes emotions through the downstairs, middle room, and upstairs functions of the brain.
Belief-behavior conversations, as we discussed in our e-book: Revitalize and Retain Staff, aim to address the root causes behind actions, rather than merely correcting surface-level behavior. Pixar’s leadership used this approach to facilitate open, meaningful dialogues, helping the team uncover the underlying beliefs fueling their actions. Once these beliefs were identified, leaders guided team members toward reframing them, creating lasting behavioral change.
In the intricate tapestry of human existence, one common thread binds us all – the innate need for belonging. Recent research underscores the significance of finding a sense of belonging within close social relationships and communities for overall well-being. At our core, we are social beings, interdependent on one another for survival, and the ability to belong is a powerful force shaping our lives.
Culture and community are two intertwined concepts that shape the fabric of societies, defining the uniqueness of each group. While culture helps us differentiate societies, community goes beyond mere description, fostering a sense of fellowship among individuals who share common attitudes, interests, and goals within a specific area
When it comes to remote work or some variation of it (hybrid work), the only negotiable is the speed at which we are willing to change our workplaces, not the change itself. Hopefully these 4 elements will give you a head start in adapting your workplace. Don’t wait to go completely remote, these tools work well with traditional workplaces too!
The list provided is about attaining objective, quantifiable data. It is not about the single opinion of the executive leader, the marketing campaign or the board president. Facts over opinions. True success over the need for money or your vote. Or as Deming is famous for saying, ”In God we trust. All others must bring data.”
Thesis: If you don't know who you are, where you're going (or want to take other people like your customers) or why you're doing this (the business), no amount of marketing in the world will help you create a great, lasting company, product or service. The story you share with your customers and could-be customers has to be true, authentic, passionate and align with your internal self (as a business).
The One Page Strategy (OPS) has helped many pull together strategic and yearly plans and goals all on one sheet. The idea is that by putting it on one sheet you can look at it throughout the year to make progress on those goals. Not only are all your goals and projects on one sheet, it also holds you and your team accountable as you look at it from time to time throughout the year to measure your effectiveness in achieving your goals.
When I start to tackle a vision for a new project, committee or for an organization, I think of it as “change.” You are asking a group of people to go from where it’s comfortable, familiar and the way they’ve always done something to a new place that can be scary, as well as exciting. That’s a big ask. You’re asking people to change and realize your vision. Implementing a successful vision shouldn’t be left to the elite or once-in-a-generation geniuses. You can do it too. You’ve heard the quote 10% inspiration, 90% perspiration. I think there’s a lot of that quote in the implementation of vision statements.
Perhaps contrary to popular opinion, defining and exercising your organizational values is one of the most powerful tools you have at your disposal as a leader of your organization. Workplace values set the tone for your chamber or association’s culture, and they identify what your organization, as a whole, cares about.
You might hear, “strategic planning doesn’t work because things are moving too fast.” Or, “we’ve operated just fine with no plan so why start now?” And finally, “you can’t plan 3-years out with the pace of societal change.” No matter the reasons, a volunteer driven organization needs the buy-in, commitment and a check on its relevance. Without a plan how will alignment with finances, committees and staff be checked?
Teaming can be this big word, especially if you’re new at it. Really, it's just a group of people getting together working a problem, right? As a new leader you may be called upon to form your next team, perhaps your first one?! Here is where I would start if I were to build a very adaptable, high level, results-oriented team:
