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Gracious Waiting

pgladwell@resilientu.com (Penelope) — 2011-07-27T16:18:00Z

The reward of patience is...patience. St. Augustine discovered that a long time ago. He came to the understanding that life is a long, long journey and it is essential to become comfortable with the waiting.

In essence we have no choice but to be patient. Can we make the sun rise sooner? the bus arrive more quickly? the checkout line speed up? our investments mature this month?

When our daughter was young she developed her own strategy for coping with anticipation. She told me once, "If I just go to sleep, my birthday party will come more quickly!" Her preference was being unconscious rather than being frustrated.

What is the alternative to being patient? I think it is giving up.

We can wait for the acceptance letter, or we can give up on college.
We can be patient as our children mature or make them into little adults and rob them of their childhood.
We can focus our businesses and organizations on the long term goals, or take out all the equity now and let them die.

The more I embrace waiting as a way of life, the more I am able to see what is happening around me and sometimes take actions which in fact provide a short cut to a goal. Rushing and pushing and chasing may keep me from finding a really good alternative to the perceived obstacle. And in the process I can crush the spirits of the people around me.

We get lots of encouragement to go, go, go. So it is a discipline to think "marathon" not "sprint" and to develop those skills that will be useful for the long haul.

When did impatience cause you to miss something important?
How are you learning patience?

Riding the Wind

pgladwell@resilientu.com (Penelope) — 2011-07-25T15:26:00Z

On a hot summer afternoon, there is nothing quite like sitting under a canopy and feeling a breeze across sunburned skin. Goosebumps can appear if the air is cool enough. The wind is wonderful.

I imagine too what it must feel like to actually ride the wind. I mean face a strong wind full force, let it buffet me and ruffle my feathers. Let it force me backward with its strength. Rise up or drop down as the current allows. React and adjust and embrace the power that will, eventually , move me forward. The wind is awesome.

Recalling the picture of two young lovers poised at sunset on the bow of the Titanic, I affirm that it is the way I want to experience life. Fearlessly, passionately, joyfully (within the limits of these old bones!) I will avoid the safety (and sometimes pettiness) of conversations in the library and choose instead the raw existence on deck where I can taste, smell, feel and see sky and sea, wind and wave.

Today I will follow the advice of Camus: "Live to the point of tears."

When have you experienced that sense of riding the wind?

What brings you to tears - of sorrow or of joy?

When the Wind Blows

pgladwell@resilientu.com (Penelope) — 2011-07-20T15:02:00Z

Remember the morality tale about the sun and the wind? They had a contest to see who could make the people remove their coats. The wind blew and blew, but people clutched their coats more tightly. The sun shone ever more brightly until the people became too warm and willingly took off their coats. The sun was the winner.

When change is required - in life, in business, in any organization - leaders can huff and puff and use their power and position to try to get folks to act. But in my experience that often leads to people clinging ever more tightly to the old ways.

So what would sunshine look like in that instance?

First, understanding. People don't resist change as much as they resist BEING changed. Taking an inventory of who will be impacted by change and who will lose what is an important leadership activity.

Next, clarity. Give as much information as you can about the reason for the change and what is involved both now and in the future. The more light you can shine on the situation, and the more questions you can respond to, the less fear, rumor, and misinformation will get in the way.

Finally, persistence. If you are not committed to the long haul, don't even start the process. Keep on "shining" - point out the little successes, encourage the faint of heart, be with your people day in and day out. Let them know how much the change means to you, to them, and to the future success.

The coats will come off!

When have you tried the huff and puff change method? What happened?

What keeps you from being a "bright" leader? How will you overcome those obstacles?

Playtime!

pgladwell@resilientu.com (Penelope) — 2011-07-18T15:49:00Z

When do we have permission to "play?" As adults it's difficult to justify taking a walk, lolling on the beach, and doing the recreative things that are part of living. As children we knew that if we did our homework and completed our chores it was playtime.

Sometimes my parents would make even the work around the house into play. Raking leaves often included jumping into the piles. Pulling garden weeds could result in an impromptu picnic of ripe raspberries or grapes. My grandgirls put on music and "rock" while they pick up toys and clothes in their rooms.

There has always been one more thing to do before I could relax, however, as an adult. A call to make, a memo to draft, accounts to balance, a child to tend to, and those projects that loom "out there" offering us a guilt trip if we don't address them RIGHT NOW!

Imagine having this conversation with yourself each afternoon.

Did you try really hard?
Yes.

Did you try really, really hard today?
Yes I did.

Well, then, now it is time to go out and play.

Consider what good might come from listening to that inner child who understands the balance between work and play.

Are there times when you have worked hard enough?

When is it appropriate and healthful to set down the tasks and take up the toys?

The Iris Bed

pgladwell@resilientu.com (Penelope) — 2011-07-07T17:26:06Z

Ever since I was little I was fond of iris. Mom called them "flags" - I think because the blossoms appeared around Flag Day in June. The variety of colors and shapes and sizes in iris are endless it seems, and once they settle in to an area, they spread and grow.

We have relocated a lot in my life, and each new home deserved its own iris bed. At least that was my thinking. So I would dig up my favorites as the moving van was being loaded and carry a box of rhizomes with us. Once I determined the south and west sides of the property I would begin to tenderly spread the roots over the freshly turned earth, cover gently and lightly with top soil, and give them a good drink of water. The next Spring I watched anxiously for the green spear-like leaves, then the bloom stalk, then buds and finally full flowers.

Well, now that summer is here, it is time to get back into the iris bed. First the leaves need a "haircut" so I snip them to form beautiful chartreuse fans. That is when I see all the "junk" that has accumulated around the rhizomes. Some are dry brown stalks and leaves from last season's iris. Weeds and wild onions have wended their way into the beds as well. And leaves and branches from around the yard have gotten trapped in between the plants. (In urban neighborhoods I also discarded papers and cans and cigarette remains.) So using the fingers of the garden rake I pull away all that does not belong and reveal the iris, creamy white and healthy.

Can life be like iris beds ( or window boxes and flower pots?) In order to discover and care for my true self, I may first have to trim away last year's excesses. Last season's clothes, habits and routines, even attitudes need to be examined and in many cases "recycled." Then I can discover what has been trapped under all that, true leftovers, things that don't belong, habits that in the long term will impact my health - physical, emotional, spiritual.

I am working on my iris beds this month and finding enjoyment in giving them room to breathe and grow. I may even add some things - perennials, herbs - in the empty spaces.

What do you need to "tend" right now? Are there things in your life that "don't belong" any more?

Walls - and what's on the other side

pgladwell@resilientu.com (Penelope) — 2011-07-03T18:46:29Z

We all look forward and see walls - obstacles to hopes and dreams. I was reminded this morning that rewards are often just beyond those walls.

In the small town where I grew up, some of the most beautiful gardens were hidden behind tall fences and iron gates. It was in these secret gardens that I spent some of my happiest childhood years - playing with dolls, having tea parties with friends, chasing lightening bugs.

When I went off to college we sang about those ivy covered walls of academia - a period of time when we could explore new fields of study, try out a new persona, dig deeply into our favorite subjects.

Walls can keep us safe...or they can imprison us. Or they can just be something we have to "get over" in order to realize who we are.

My latest wall was retirement. It loomed over my future - huge and dark. I intended to put it off as long as possible because I was afraid - afraid of what it might mean for me. Retired sounded a lot like "re-treaded" and so each time I came to the "end" of a career I had already begun something else. I was not going to be useless or used up. If I stopped "doing" what would I be?

Last week I received my final salary check, cleaned out my office, and turned in the keys. Done. Finito. I was able to walk away from a full-time teaching career and trust that others would follow me and be successful and happy. I was able to trust that even though there is nothing "lined up" for my future, there is a wonderful and pleasureable time ahead. Time, like those secret gardens, with sights and sounds and experiences just waiting to be discovered.

Backward turn backward o Time in your flight
Make me a child again just for tonight.

I intend to be more child-like - laugh more and play at many things - and resist the worries that have seeped into my spirit during adulthood.

How are your walls keeping you safe? Keeping you in? Keeping you away from true happiness?

Thou!

pgladwell@resilientu.com (Penelope) — 2011-01-16T14:12:00Z

I grew up in a small Quaker town in New Jersey. Several of my close friends spoke using the traditional 'thee' and 'thou' when referring to me, which I thought quaint at the time. They explained that their language was a way of saying we are all part of each other.

Peter Senge and others have helped me understand that the concept of "thou" is vital to successful leadership in any organization.

Do we see our organization as a conglomeration of "departments" and divisions all vying for precious resources? Do we see our employees and staff as "replaceable parts" in the processes? Perhaps we think of customers as bothersome necessities.

Instead of seeing the whole picture, we break it apart, objectify it, and position ourselves over and against it. Those patterns of thinking reflect our comfort with "us" and "them." The results can be disastrous.

Take the company who wanted to improve production, so they gave cash rewards to the shift that produced the most widgets per week. The third shift consistently won the prize. The first shift became resentful; the second shift began to sabotage the project they left for the next group to complete. Turns out that the shop floor is simply more efficient when there are no front office folks interrupting them with change orders and customer questions. .

Or the research organization where each department made its own 'quick fixes' on a project only to discover that their actions had consequences that show up in another department, requiring another adjustment. On and on until the project was scrapped as unworkable.

Leadership requires us to pay attention to our organizations in a different way and help all those in the organization to see it differently as well. We are the organization. We will have to redirect our problem-solving to dissolving those perception barriers that get in the way of real solutions.

Leaders have a responsibility to point out to our people that when we just look at the parts we diminish the whole. Just as music is more than just the notes, and poetry is more than just words, so our organizations are more than just people and policies, desks and directives.

Whether or not we say "thou" we are expected to see each other in light of the whole picture and communicate in ways that promote the respect and care evident in the Quaker community.

Have you tried fixing a part of your system, only to create more problems?
How must your thinking change in order to stop blaming and start accepting your presence in all that happens?

Caller ID

pgladwell@resilientu.com (Penelope) — 2010-12-29T16:00:00Z

Leaders know that we humans make decisions based on our mind-maps, those preconceptions based on our experience. With all the information our brains are processing moment to moment, they create physiological "short cuts" that keep us from reaching overload and shutting down. Over time we build pathways that smooth our path from information received to decisions made.

Caller ID is the visible, tangible version of how this works. The phone rings. You look at the display. Based on your recognition of the name or number you make the choice to answer the phone...or not. I have a mental list of numbers that go right to voice mail, don't you?

This is a great time- and energy- saver. It gives us a feeling of control over our precious days. But what if...?

What if our child wanted to reach us from an unknown number - say the hospital, the police station, or the school?

What if our spouse was trying to reach us from a company 800 number we did not know?

What if the person calling from the local charity was a friend trying to invite us to a holiday party?

Take a minute and consider those people to whom you tend not to respond:

the boss who "wastes your time" with great fishing stories;
the co-worker who is always having a crisis;
the child who is whiny or asks too many questions.

Make your own list, and then think about what information they may have that you need. Think about what it is in the situation or relationship that makes you resist paying attention to them.

Now take time to make a list of people who tend not to listen to you. Do they cut you off or seem to zone out while you are talking? What can you do to change their response?

As we begin a new calendar year, let's be conscious of those mind-maps that serve us well, and let's work on reshaping those automatic responses that keep us from being effective communicators.

Check Engine Soon!

pgladwell@resilientu.com (Penelope) — 2010-12-18T16:00:00Z

When I turned on the car and saw the oddly shaped icon lit up on the instrument panel, I did not panic. Really, I didn't. I did, however, calmly turn off the ignition switch, get out of the car and proceed to tighten the gas cap. That has always fixed it in the past; so I assumed that would do it this time.

When I turned the ignition switch again, the icon was still lighted. I looked at the buttons on the dashboard and began to push them....odometer....fuel guage....reset compass....oil level....traction control. Humph. The light still shone. In fact it seemed brighter, as if in defiance. It mocked me with the silent scream "Check Engine, silly woman!"

What would happen if I drove off down the hill with the light on? How soon is "soon?" I wondered. At least with the gas guage I knew how many miles I might have left.

I bemused myself by thinking about the person who invented that little signal light. Who decided an engine outline looked like that? How did they decide when it would flip on? Was there the same urgency with, say a truck or a sports car ,that there was with my little runabout? What were the consequences of ignoring it'?

After several days and one long trip, the glare became too much for me. I ran through the quick fix routines again (including resetting the oil guage,, driving in a circle to calibrate the GPS, and filling up with premium gasoline.) I am writing as the car is being serviced and I am preparing for a tongue-lashing from the repair technician and paying the tab for my wanton display of disobedience.

Does your organization have a "check engine" light? a signal that things are not working the way they should?
As a leader hw long do you think you can keep running without checking on your processes and your people?
What is the price for ignoring signs of trouble?

Reframing the Past

pgladwell@resilientu.com (Penelope) — 2010-12-15T21:57:00Z

When I was very young, my grandmother died.

Our family was attending the community Christmas Carol festival and I was in the childrens' chorus., "Nanny" became ill. My parents escorted her home, and I was left at the concert in the care of our next door neighbors. When I arrived home later that evening, Nanny was dead.

All the happy holiday traditions of baking cookies and wrapping packages seemed to be "chores" after that. One Christmas in elementary school, I remember asking my teacher not to have the class process to a certain carol "because it makes my Mommy cry." For years - decades - I lived with an unspoken fear that with December comes death.

Something profoundly sad lingered beneath the holly and the ivy. The smell of evergreen, the sight of candles and poinsettias brought to mind scenes of funerals and family visitations and the mystery of the cycles of life.

Gradually I had come to understand the circumstances of that night so long ago. Over time the bitter has become less so, and the sweetness is stronger.

This past weekend I attended a community chorus presentation is a beautiful church in a nearby town. The trees were lit with sparkling lights. The hall was hung with greenery. The concert included a children's chorus in which our granddaughter sings.

As the brass quintet began to play "O Come All Ye Faithful" I glanced down at Rachel standing with the other children at the front of the church. The music grew more full; a golden glow filled the sanctuary. As I watched her singing, I recalled that night so long ago when I had been that little girl and Nanny had been watching me. Now I was the grandmother.

Was she as touched? as proud? as inspired as I felt now? Tears came unbidden and rolled down my cheeks. My wounded spirit has experienced profound healing. Some place deep inside me sighed and relaxed. Rest in peace, Nanny.

When have current experiences brought back unresolved issues from your past?
In your organization are there opportunities in the present for healing and resolving past hurts?

In this season, how could you start a conversation with your folks about reframing the way you look at loss and failure?

Mrs. Butterworth and the honey bear

pgladwell@resilientu.com (Penelope) — 2010-12-09T11:31:00Z

What a tragedy! I put the last drop of syrup on my pancakes and now the container sat empty. Shaped not unlike the figure of my own grandmother, Mrs. Butterworth had given her all in the cause of tasty breakfasts. Her one purpose was to provide the finishing touch to a plate of crispy bacon, two eggs over easy, and a slice of orange. Now that was fulfilled and she was headed for the trash can.

Meanwhile, Honey Bear sat smuggly on the shelf. We have had Honey Bear for over a year now. He too sweetens our meals - drizzled over biscuits, fruit, even chicken and fish, and spooned into afternoon tea. But he never seems to run out of yummy honey. Yes, Honey Bear will be around for a long, long time.

As a leader I sometimes feel like Mrs. B. I am filled with wonderful ideas, skills, and talents. I am willing and able to serve my organization and others with "all that I am and all that I have" - words from the traditional wedding vows!

But my "stuff" is quickly used up and I am tossed aside; another takes my place and life goes on.

What if I were more like Honey Bear - filled with something that flowed out more slowly? Would that make me a better leader... if I could stick around longer?

I put Mrs. Butterworth in the dishwasher and will refill the bottle with rich, thick Vermont maple. She's going back in the pantry with Honey Bear.

Being transparent is a key attribute for those who lead and serve. However, if folks can see inside you and your are getting close to empty, what good is that?

When have you given until you had nothing left?

Do you have a plan to renew and refill before you get to your "last drop?"

Oh Christmas Tree!

pgladwell@resilientu.com (Penelope) — 2010-12-07T13:15:00Z

I know, I know. It's a holiday tree now. And the box in the garage says "Alpine Fir." But for us it is still the hugely intrusive decoration we put up the Saturday after Thanksgiving (in between football games) and take down in mid-January. For us it is a Christmas (season) tree.

For us it is also a source of amusement, angst, and argument. An essential element of the season is the annual "discussion" of when, where, how, and who, with an occasional why? Why bother with a tree? The children are gone; we will be traveling over the holidays; it's so heavy; it takes so much time.

Once we decide "Yes" to having a tree, then we walk through the house evaluating each potential location. I like having it warm the family room with twinkling lights; others prefer the traditional living room location, even though it involves pushing the piano to another part of the room. What about the bay window off the kitchen? Then people on the golf course could enjoy its beauty?

We clear a path through the house from the garage to the living room and begin dragging in the "parts" of our newly purchased 20 foot pre-lit greenery. No point in having cathedral ceilings if you don't fill them with lights and stars and garlands once a year, right? Each section of the tree is more heavy and awkward than the one before. By the time we are ready to assemble Section C, someone is already on the ladder and complaining about something. Then comes the engineering feat of "inserting the orange male plug into the orange female plug...and Ta Dah! the tree comes alive with blinking lights of every color.

The family gathers 'round, hot cocoa and cookies are served, and holiday music from the CD player fills the air as the cat climbs up the branches and knocks the herald angel to the floor for the third time!

All our organizations have traditions. It is up to us as leaders to evaluate the role those cultural events play in the lives of our folks. For some they will always be very, very important and must be carried out in a particular way. For others they are nothing but a big "bother" that take time away from the real business of the group.
I suggest using the "Christmas Tree" yardstick to evaluate customs and traditions:

Does the tradition bring people together in a common activity?
Is there civil discussion when changes are suggested?
Do you have everything you need to "make it happen?"
Is there a shared vision of the desired outcome?

As the new year approaches are there traditions that should be evaluated in your organization? What ones have outlived their original purpose? What new ones might be established? Which ones do your folks need to honor to be effective?

Reunion

pgladwell@resilientu.com (Penelope) — 2010-12-03T13:14:00Z

I was nervous. I sat in the little diner waiting for the arrival of my old friend Peg. We both attended the same high school. Then we went off to colleges on opposite coasts and never looked back, so to speak.

Then came social networking and voile, Peg and I found each other again. We also found Jan, and Milly and Daphne and "Scooter." The list of friends began to grow. The class clown, the most popular, the most likely to succeed all resurfaced! It was fun to learn where we were now and where we had been all those years.

One day someone suggested we plan a "girl's weekend" and invite anyone who was able to meet up for a gab fest. The idea caught on and that is how I came to be waiting for Peg. We were meeting to carpool to the weekend reunion.

What do you say to someone you have not seen for four decades? What if she didn't recognize me? Would we have anything in common any more?

When Peg arrived she looked just like she did in high school. Well, her hair was gray and she sported some laugh lines. But there was no doubt that it was Peg; and it was obvious that I looked the same as well.

In a matter of minutes we were back in high school - in our minds. It was as though we were at the Luncheonette after school eating a burger and talking about homework and teachers and the football team.

When we met up with the other girls (women?) it was the same phenomenon occurred. The past became present. The

Reframing

pgladwell@resilientu.com (Penelope) — 2010-12-01T13:20:00Z

It was a simple statement: "I wish you had checked with me first." I had no idea how many ways people could hear my words, and how strongly they would react to them.

One friend heard my words in a political framework. We were working on a project together for the community. He heard me saying that in fact I wanted the final say on anything and everything he was assigned to do.

Another team member nodded in agreement. She had a clear sense of the way the work was structured and how the tasks were to be developed, approved and carried out. Of course she would always be sure she followed protocols.

A third member spoke up. "I want to be helpful, but other folks are always asking me to do a favor for them..If we check with you before accepting additional work, you can keep us focused and guard our time and workload. Thanks for that," he offered." He was evaluating my statement as a human resource policy.

I realized that as the team leader I would need to be more aware of the symbolism of my responsibilities. When I communicated with the team members after that , I remembered to examine my intentions through the frameworks that exist in all organizations. The politics, the structure, and the human resource deployment were going to give added meaning to my words.

Have your words been misunderstood because of the listener's perspective?

How can you reframe your comments to make them clear and effective?

Keeping Track

pgladwell@resilientu.com (Penelope) — 2010-11-09T13:20:00Z

I have lost my cell phone again.

The first time was years ago. I left it in a taxi in Newark, New Jersey. Well, I didn't exactly leave it there. It slipped out of my pocket, and when I reached for it hours later I realized what had happened. After that I made sure that I always put the phone in my purse or brief case when traveling.

This time I had it with me in the car going on a weekend trip. I had it in the Bed and Breakfast and used it to direct the rest of our party through some unfortunate road closures and construction. I did not take it with me the next day because I was not carrying a purse and others in the party had their phones. It would have been just one more thing for me to think about and keep track of.

As we packed up to come home, I did a cursory check of belongings and was confident the phone was somewhere in my luggage with sweaters and socks from the day before.

Once home I sorted through purse and backpack and duffle bag - no phone. I tried calling my number and listening for a ringtone. Nothing. I searched the floor of the car and found stale french fries and a quarter.

Sorting back through my ever-more failing memory, I recalled placing it on a table in our suite. I also remembered bumping into that table once on my way out the door. I contacted the proprietor of the Inn and yes, she was able to find it behind the table and under the curtain - shoved there by the vacuum during the cleaning process. It is in the mail to me even as we speak.

What's the leadership lesson? Taking responsibility for your resources. Never assuming that you have all you need to accomplish your task. Resisting the urge to blame others. I could go on.

Who do you point to when you can't get your work done?
What valuable tools and resources do you take for granted?
How can you improve your skill at keeping track of what's important?

The Pumpkin Patch

pgladwell@resilientu.com (Penelope) — 2010-10-22T21:33:34Z

Last year the family had a collection of little pumpkins in a basket on the table. It was a festive addition all through the Fall until Thanksgiving. After that there were candles and evergreens and angels to put in that spot. So the pumpkins were tossed out the back door for birds and squirrels and deer to snack on.

In the Spring the family remembered how much they enjoyed Fall vegetables like squash and pumpkin. So they created a garden patch in a sunny spot and put in healthy plants. All the tending and mulching, watering and fertilizing, however, produced a disappointing harvest: two oddly shaped globes more green than orange. These were certainly not fit for our holiday buffet!

Meanwhile, meandering over the grassy bank were vines and leaves and tiny bits of orange! The little pumpkins that had been tossed away had taken root, and without any effort or support from anyone, had produced fruit - enough to fill several grocery bags. Happily the family carried them in the house, washed each little pumpkin with care, and put them all in the place of honor on the dining room table.

Have you ever had your expensive, labor-intensive project have turn out to be a major disappointment?
Have you ever watched a new idea be rejected without a second thought?

Like the pumpkin patch in the story, organizations may focus attention only on the "stars" in their leadership bench and ignore the folks who don't fit "the mold" for executive positions. They may spend their resources on training and grooming that does not produce results, while the very people and ideas needed to maintain or grow market share may be going out the back door because they no longer find the company goals challenging or the relationships satisfying.

Businesses who seek to hire and retain "people like us" may be missing the surprising growth that can come with spontaneity, creativity, and diversity.

What are you growing in your company?

Mother May I?

pgladwell@resilientu.com (Penelope) — 2010-10-22T15:30:00Z

It's the feminist version of "Simon Says, " but the purpose is the same. One person controls all the others by giving them a command and then requiring them to ask for permission to take the action.

It is a children's game that somehow makes an imprint on our psyches. We continue through life hoping for opportunities to be the one giving the orders, and then as our worlds become more chaotic we switch roles and look for someone to tell us what to do.

What about the boardroom? the corporate suite? the classroom? the shop floor? Is it important for folks in those settings to be following directions, taking orders, getting the process right ? I think that is what it takes to get results. But what gets in the way of being effective is the "Mother May I?" requirement.

When CEOs must take every initiative to the stockholder meeting for approval; when faculty must submit any revised lesson plans to a curriculum committee; when line mechanics cannot make a process change without consulting engineering....precious time is wasted and, perhaps more importantly, creativity and innovation are stifled.

The old saying "ask for forgiveness, not permission" has limited application, but playing "Mother May I" has a downside as well.

Effective leadership is making the mission and vision for the organization so much a part of the work climate that folks can determine for themselves what is "out of bounds" and when they need to take their plans and ideas to someone else for approval.

Are you helping your people develop decision-making skills?

Are you working to free yourself from your "Mother May I" role?

"Ducks and chicks and geese better scurry"

pgladwell@resilientu.com (Penelope) — 2010-10-11T19:57:00Z

"You’ve got to first be a brother or sister in a group before you can talk about being a father or mother of the group. "
I am watching the water fowl around my community getting ready for winter. It must be wonderful to be a little duckling, following along with all the others in the brood, splashing and playing, learning to dive for food and to preen away old feathers. Imagine the comfort of huddling together beneath Mama Duck's wings when the cool evening winds blow across the lake.
There is one little goose who, I have noticed, likes hangin' with the ducklings. She's been doing that all summer long. Others have noticed and commented "She thinks she IS a duck!"
Well, last week the geese started to become restless. A few nights with the temperature below 50 degrees and the goose clan's thoughts turn to warmer climes. Soon they will be heading south in their classic chevron formation. And you may know that in that V, each of the geese can be called upon to rotate to the front and take the lead.
What about the goose that has been part of the duck family all summer? Will she join the journey? If she does, can she be trusted to take the lead?
"You’ve got to first be a brother or sister in a group before you can talk about being a father or mother of the group. "
In our organizations we often call leaders who have not been a part of the history, a part of the family, a part of the team. And we expect people to fall in behind. It isn't that easy. Without a common identity and a shared vision, without strong relationships built over time leaders and followers may fail to communicate effectively. They struggle to achieve their goals.

What are some of the ways we can help leaders emerge from our current teams? When do we need to promote from within rather than hire from without? When have you epected a duck to be a goose?

Leader Heroes

pgladwell@resilientu.com (Penelope) — 2010-10-07T11:33:00Z

"And the Medal of Honor goes to..." Those words were spoken again this week by the President of the United States. Staff Sgt. Robert Miller died in action in 2008 in Afghanistan. His parents were given the medal and told "Your son was a leader and a hero."

What is the relationship between leadership and heroism? Leaders have responsibility; they are "up front" if not physically, at least in terms of having organizational visibility and power. Leaders model the way, inspire others, think strategically, develop their people...so surely Sgt. Miller was the leader of his unit of American and Afghan soldiers.

Heroes, on the other hand, are defined by their courage, bravery, and fearlessness. Heroes are bold - either physically or morally. They step into the brink and save the day. Sgt. Miller and his unit were ambushed in the dawn's early light. He ran forward and drew the fire so that the others could scurry to safety. He continued to call out enemy positions while being fired upon. Eventually the radio went silent. Sgt. Miller acted with courage; surely he is a hero.

Can leaders be heroes? When they act with courage and take risks that impact their organization, yes.
Can heroes be leaders? When they shoulder key responsibilities in behalf of others, sure.

I worked with Alex on a manufacturing re engineering project. He was smart, insightful, and technically more savvy that I am. It was a difficult project and when I would become most frustrated, Alex would always "save the day" with the perfect solution. He was my 'hero' until I discovered that, unbeknownst to all of us, the roadblocks to the project were being created by Alex himself. A comment here, a suggestion there, and quietly Alex had been sabotaging the work we had done the week before in order to become a hero the following week.

So motivation may be the key to understanding leadership and heroism. I may aspire to lead others because of who I am, what I know, and how I act. But aspiring to be a hero brings with it the shadow side of the need for approval and praise at the expense of others.

Leadership puts us in places where we can act in heroic ways. Most of us would not choose that role.

Who are the leaders in your organization? Who are the heroes?

Yellow Light Syndrome

pgladwell@resilientu.com (Penelope) — 2010-10-03T14:28:00Z

The task was not difficult: get the leadership team of an organization from the meeting site to a local restaurant. The name and location of the restaurant was provided verbally. Some generic directions were thrown out to the group, things like "turn at the Chik-fil-a" and "it's the second or third light heading south." I knew the way and all agreed that they could just follow me. We all piled into our assorted car and headed out of the hotel parking lot.

Just beyond the hotel entrance the route required a right turn. There is no traffic light at that intersection, and it was 5:30 on Friday afternoon, so it took some time (and risky acceleration) to make the turn and join the flow of cars. I bolted out; the others were not so bold. I kept driving, although moderating my speed, and checked my rear-view mirror frequently for the rest of the cars.

One, two, three of the cars eventually fell in behind me. I got to the next intersection and just as I passed under the signal, it flashed to yellow. I made the turn, but alas, those following me did not continue. They sat waiting as the distance between us grew. I found a place to pull off on the right side of the highway. I watched as the light changed - red, green arrow, green - and pulled out as my team members came through the signal. Once again we were aligned.

One half mile further and we came to the final intersection. I turned right on yellow. The car behind me stopped, and I lost my team yet again. I inched along, waiting, glancing in the mirror, watching for the rest of the caravan to rejoin me. By the time we turned into the restaurant parking lot I was drained of energy. What had been a simple trip became a logistical nightmare because....?

I was the leader. It was up to the followers to keep up. And yet, I had some responsibility to 'herd' them to the proposed location. So I drove forward looking backward.

They were the followers. If I went on yellow, they had my permission to continue on yellow. But they stopped, or rather one of them stopped and all behind them had to stop as well. Next time, perhaps I will put the risk-takers at the head of the line.

Does your organization have the "yellow light" leadership syndrome? What information do your followers need from you to be able to keep on to the goal, even if you are out of sight?