This is the 100th post on this blog. It's taken just over a year to get here. Thanks for lurking, thinking, and especially to those who have commented.
Take 14 seconds and watch this.
Our desire is that our credibility, influence, and investments bring a catalytic effect to the leadership of every organization we work with. As we do so there will be a release of energy that will sometimes be messy, but always impactful.
When we say Catalyst, this is what we mean. We use all our resources to accelerate the changes needed to move nonprofits forward. As we do we expect to see results; greater efficiency and effectiveness, stronger commitment, more people helped. Along the way the value placed on developing leadership, the growing sense of generosity, and the confidence to work in synergy with others show us that we're on the right track.
We hope our interaction with nonprofits is a little bit like throwing a couple Mentos into your Diet Coke.
(And for those who need to understand, the Mythbusters can explain what's happening in that bottle).
Showing posts with label leadership. Show all posts
Showing posts with label leadership. Show all posts
Friday, February 27, 2009
Story is Vision
"The careful telling of the story creates ripples for everybody; including me" - Brian Stiller, Tyndale Seminary (from a FreeFORM interview).
Defining, redefining, revealing, and sharing our vision is one of the difficult challenges of leadership. There are endless resources on how to do this, but lately I've found the best and most intuitive way of doing it is through storytelling.
In recent meetings with two groups where we worked on mission/vision/values matters we experimented with beginning the process by telling the stories of those moments where we felt our organization was performing at our best. Out of that comes not only an easily emerging picture of what we most want to be, but also an energizing reminder of what we're all about. We end up with statements and stories that become central reflections for us and which we believe in at a deep level. And it's wicked fun.
As the appreciation for the value of narrative continues to move from the world of academic criticism and artistic expression into the realm of leadership and strategy the potential for better engagement of all levels of stakeholders is exciting.
One simple process:
-Ask your board/team/committee/etc. to spend a little in advance thinking about the very best moments and memories they have of your organization. these could include not only the work with your clientele; but fundraisers, staff interactions, resources embraced, board meetings, and more. the point is to uncover the times when you experienced the best of what you can be.
-Begin the session with someone telling the broad story of your organization's history. As they do; everyone is encouraged to note and post ideas from the story that might relate to Mission/Vision/Values. (We've handed out post it notes and put flip chart pages on the wall to capture these thoughts).
-Invite all to add their own stories of highlight moments; and continue noting the themes.
-When the stories began to run out, review everything posted to ensure understanding and adjust the location of notes where needed.
-Synthesize these notes to expose the strongest themes and try to turn these into shared statements or even a simple image or narrative.
Does it work? So far, so good.
This is the revised Vision Statement for Catalyst:
Catalyst is committed to developing leadership in compelling nonprofit organizations as their dreams become action to transform lives.
Defining, redefining, revealing, and sharing our vision is one of the difficult challenges of leadership. There are endless resources on how to do this, but lately I've found the best and most intuitive way of doing it is through storytelling.
In recent meetings with two groups where we worked on mission/vision/values matters we experimented with beginning the process by telling the stories of those moments where we felt our organization was performing at our best. Out of that comes not only an easily emerging picture of what we most want to be, but also an energizing reminder of what we're all about. We end up with statements and stories that become central reflections for us and which we believe in at a deep level. And it's wicked fun.
As the appreciation for the value of narrative continues to move from the world of academic criticism and artistic expression into the realm of leadership and strategy the potential for better engagement of all levels of stakeholders is exciting.
One simple process:
-Ask your board/team/committee/etc. to spend a little in advance thinking about the very best moments and memories they have of your organization. these could include not only the work with your clientele; but fundraisers, staff interactions, resources embraced, board meetings, and more. the point is to uncover the times when you experienced the best of what you can be.
-Begin the session with someone telling the broad story of your organization's history. As they do; everyone is encouraged to note and post ideas from the story that might relate to Mission/Vision/Values. (We've handed out post it notes and put flip chart pages on the wall to capture these thoughts).
-Invite all to add their own stories of highlight moments; and continue noting the themes.
-When the stories began to run out, review everything posted to ensure understanding and adjust the location of notes where needed.
-Synthesize these notes to expose the strongest themes and try to turn these into shared statements or even a simple image or narrative.
Does it work? So far, so good.
This is the revised Vision Statement for Catalyst:
Catalyst is committed to developing leadership in compelling nonprofit organizations as their dreams become action to transform lives.
Friday, February 6, 2009
Contrasting Styles
In the last two weeks I've talked with two leaders who listened to me talk about some of my experiences and offered their perspectives. In both cases it really seemed like they were looking past my words and eyes and into my soul. That's what the best mentors do.
What's most interesting is that these two are rather different. One is the leader of one of the most prominent leadership development organizations in the world. The other invests himself primarily with drug addicts, prostitutes, and homeless people. One challenges me to explore the outer limits of my potential, the other urges me to embrace my weakness as a means of becoming deeper. One's books quote alcoholic natives and now dead AIDS victims, the other refers to globally known corporate and ministry figures.
I am grateful for both of these men and their willingness to set aside time from their lives to speak into mine.
I need to be drawn into a fuller understanding of both my range of influence and my own core inadequacies. And in truth, both of the conversations included aspects of both. Neither leader is limited to a single theme. In their own lives and in their professional roles they help others to become more complete, from whatever the starting point.
Every leader needs people in their life that can see beyond the surface and challenge them to develop fuller; both in their identity and their influence.
Who's shaping you?
What's most interesting is that these two are rather different. One is the leader of one of the most prominent leadership development organizations in the world. The other invests himself primarily with drug addicts, prostitutes, and homeless people. One challenges me to explore the outer limits of my potential, the other urges me to embrace my weakness as a means of becoming deeper. One's books quote alcoholic natives and now dead AIDS victims, the other refers to globally known corporate and ministry figures.
I am grateful for both of these men and their willingness to set aside time from their lives to speak into mine.
I need to be drawn into a fuller understanding of both my range of influence and my own core inadequacies. And in truth, both of the conversations included aspects of both. Neither leader is limited to a single theme. In their own lives and in their professional roles they help others to become more complete, from whatever the starting point.
Every leader needs people in their life that can see beyond the surface and challenge them to develop fuller; both in their identity and their influence.
Who's shaping you?
Tuesday, February 3, 2009
Vision - Look Behind You
I am increasingly convinced that a key to crafting direction, for organizations as well as individuals, is to look into the past. With few (if any) exceptions what we will become at our best is rooted in things that have been true since our beginning.
When I work with individuals on figuring out their best context it is invaluable to spend 45 minutes hearing stories from earlier in their life of things they enjoyed doing and felt they did well. Reflection on those things makes figuring out next steps much easier.
The same is true for organizations. Dr. Carson Pue of Arrow Leadership International shares his thoughts in his latest To The Point e-newsletter:
The visioning process is draining and unpleasant when we get bogged down in concepts and semantics, but it is quite invigorating when we turn our attention to the best of our past to see the best of our future. Try it.
When I work with individuals on figuring out their best context it is invaluable to spend 45 minutes hearing stories from earlier in their life of things they enjoyed doing and felt they did well. Reflection on those things makes figuring out next steps much easier.
The same is true for organizations. Dr. Carson Pue of Arrow Leadership International shares his thoughts in his latest To The Point e-newsletter:
...the board of directors and I devoted a year to listening to God and seeking His guidance as to the future vision for our organization. We had seasons during this pursuit that drained us, so we asked a friend and strategic partner to come and facilitate a board vision meeting. It was during this day that I heard from him one of the most profound statements I have ever heard on vision. Here it is…
“The seeds of your future are found in what you have already been doing.”
Futurist John Scharr affirms this as well reminding us that, "The future is not some place we are going to, but one we are creating.” We have already been creating our future! So we spent a half day reviewing what we have been doing over the past 18 years – made a list of these and our ‘vision’ popped out at us. It is a grounded vision - and has lots of traction. As a result our team is energized, committed and filled with meaning.
Maybe it is time to ground your vision?
The visioning process is draining and unpleasant when we get bogged down in concepts and semantics, but it is quite invigorating when we turn our attention to the best of our past to see the best of our future. Try it.
Sunday, February 1, 2009
Special Guest
Participants in our Mentoring Program were able to spend a couple hours last Tuesday with Dr. Carson Pue from Arrow Leadership International. It was a privilege to hear from someone who has done as much as anyone in the world to develop excellence among Christian leaders over the last decade. He talked with us about how to put together a personal leadership development plan and answered a pile of questions. (He also has an innovative technique for eating pancakes that you have to see to understand).
Much thanks to Carson for his time and wisdom.
Much thanks to Carson for his time and wisdom.
Friday, January 23, 2009
Character, Complexity, and Controversy
Yesterday I had lunch with David Sweet, Member of Parliament for the riding of Ancaster/Dundas/Flamborough/Westdale (where I live). He is a Conservative backbencher and the former CEO of Promisekeepers Canada. In the interest of honesty I should say that I have never attended a Promisekeepers event and I did not vote for Mr. Sweet in the last federal election, I voted Green.
I wanted to talk to Mr. Sweet not primarily about policy issues, though we did cover a few over the 90 minutes we spent together, but mostly about being a leader in two organizations that are well known for having contentious perspectives and more than a few controversially outspoken adherents. Beyond that, my riding is one of the most complex in the country with agricultural, academic, industrial, and suburban residential all co-mingling in a sometimes tense balance.
To my pleasure, Mr. Sweet was very sincere in our conversation. He spoke openly about the tensions of competing priorities between constituents, party loyalty, and personal conviction. He described the difficulty of becoming effectively knowledgeable on an enormous range of topics in very limited time. And he admitted to the difficulty involved in making decisions that have enormous impact on the lives of Canadians, particularly in military matters.
There are a number of issues (though fewer than I thought) on which David Sweet and I hold significantly different views. That said, I believe the thing that makes him able to navigate the challenges and complexities of his role is relatively simple: he has some fundamental convictions about which he strives to be very consistent. He admits to being an incrementalist, change takes time and compromise is often the way forward. But at a core level he demonstrates a strength of character that I find admirable.
At Catalyst we talk about leadership having three key aspects: Competence, Character, and Context. Based on my observations of David Sweet in his campaigns since 2004 and as an MP since 2006 I have to say that there is much to commend about him in all three aspects. His background (personal and professional) gives him a diverse and valuable skill set, he has integrity and has largely earned trust, and he is in a role which seems to bring out the best in him with deep passion.
Two closing thoughts:
1. I am still surprised that Mr. Sweet hasn't been given a cabinet post. He and Hamilton deserve better.
2. I know some people who have a significant disdain for David Sweet for a variety of reasons. I don't know how legitimate or spurious their complaints are, and I am not advocating for him politically (or for his party for that matter). I am simply saying that as a leader David Sweet is someone worth listening to.
I wanted to talk to Mr. Sweet not primarily about policy issues, though we did cover a few over the 90 minutes we spent together, but mostly about being a leader in two organizations that are well known for having contentious perspectives and more than a few controversially outspoken adherents. Beyond that, my riding is one of the most complex in the country with agricultural, academic, industrial, and suburban residential all co-mingling in a sometimes tense balance.
To my pleasure, Mr. Sweet was very sincere in our conversation. He spoke openly about the tensions of competing priorities between constituents, party loyalty, and personal conviction. He described the difficulty of becoming effectively knowledgeable on an enormous range of topics in very limited time. And he admitted to the difficulty involved in making decisions that have enormous impact on the lives of Canadians, particularly in military matters.
There are a number of issues (though fewer than I thought) on which David Sweet and I hold significantly different views. That said, I believe the thing that makes him able to navigate the challenges and complexities of his role is relatively simple: he has some fundamental convictions about which he strives to be very consistent. He admits to being an incrementalist, change takes time and compromise is often the way forward. But at a core level he demonstrates a strength of character that I find admirable.
At Catalyst we talk about leadership having three key aspects: Competence, Character, and Context. Based on my observations of David Sweet in his campaigns since 2004 and as an MP since 2006 I have to say that there is much to commend about him in all three aspects. His background (personal and professional) gives him a diverse and valuable skill set, he has integrity and has largely earned trust, and he is in a role which seems to bring out the best in him with deep passion.
Two closing thoughts:
1. I am still surprised that Mr. Sweet hasn't been given a cabinet post. He and Hamilton deserve better.
2. I know some people who have a significant disdain for David Sweet for a variety of reasons. I don't know how legitimate or spurious their complaints are, and I am not advocating for him politically (or for his party for that matter). I am simply saying that as a leader David Sweet is someone worth listening to.
Wednesday, January 21, 2009
Leadership Roadmaps
Building on a recent post...
Being intentional about your own leadership development is important. That doesn't mean responding to every networking opportunity, reading every book in your field, and participating in every course and conference. Eventually the breadth of opportunities that is helpful in expanding your understanding in the beginning must give way to more focused, in depth attention on those areas and resources which will yield the best advancement.
I'm at that stage in my role with Catalyst. Having grazed in a somewhat haphazard fashion all around non profit leadership and poverty reduction strategies for a year I know enough to start being more specific and discerning about how I spend my time, energy, and budget. In the next few weeks I'll be working on an annual plan for my own development that will include a reading list, courses/conferences I want to partake of, relationships I want to build, and topics I need to explore. I can't afford to be so reactive anymore; it is time to plan ahead.
With so many resources available (I just googled "leadership conference 2009" and got 893,000 hits in 0.28 seconds!) deciding what is worth the investment is extremely difficult. Here are a few strategies to streamline your planning:
-Choose one person in your field that you deeply respect and ask them what are the most useful resources they've found (thanks always Mark and Brideway)
-Choose one author or organization and only use their materials (hello Malcolm Gladwell in 2009)
-Start a small network/book club/lunch bunch/whatever and take turns bringing a resource and summary to share and discuss (anyone want to do one of these in Halton/Hamilton this year?)
-look for packaged sets of materials like these from John Maxwell
-make sure you occasionally do some intentional learning from way outside your field (I still think about the quantum physics book I read on a camping trip three years ago)
Above all, do something on purpose and with purpose. The dreams you want to follow are too important for you to passively wait for leadership to happen to you.
Being intentional about your own leadership development is important. That doesn't mean responding to every networking opportunity, reading every book in your field, and participating in every course and conference. Eventually the breadth of opportunities that is helpful in expanding your understanding in the beginning must give way to more focused, in depth attention on those areas and resources which will yield the best advancement.
I'm at that stage in my role with Catalyst. Having grazed in a somewhat haphazard fashion all around non profit leadership and poverty reduction strategies for a year I know enough to start being more specific and discerning about how I spend my time, energy, and budget. In the next few weeks I'll be working on an annual plan for my own development that will include a reading list, courses/conferences I want to partake of, relationships I want to build, and topics I need to explore. I can't afford to be so reactive anymore; it is time to plan ahead.
With so many resources available (I just googled "leadership conference 2009" and got 893,000 hits in 0.28 seconds!) deciding what is worth the investment is extremely difficult. Here are a few strategies to streamline your planning:
-Choose one person in your field that you deeply respect and ask them what are the most useful resources they've found (thanks always Mark and Brideway)
-Choose one author or organization and only use their materials (hello Malcolm Gladwell in 2009)
-Start a small network/book club/lunch bunch/whatever and take turns bringing a resource and summary to share and discuss (anyone want to do one of these in Halton/Hamilton this year?)
-look for packaged sets of materials like these from John Maxwell
-make sure you occasionally do some intentional learning from way outside your field (I still think about the quantum physics book I read on a camping trip three years ago)
Above all, do something on purpose and with purpose. The dreams you want to follow are too important for you to passively wait for leadership to happen to you.
Monday, January 19, 2009
Development in a Downturn
I tend toward the optimistic side of most issues, occasionally to my detriment. The state of the economy is undeniably bad the world over, but I'm reluctant to spend much time lamenting the situation. Doing so serves mostly to distract us from mission and probably contributes to the self-fulfilling prophecy of doom that is simultaneously increasing demand on charities and reducing their support. I want to resist that by pointing toward some of the strategic moves that can be (and I'd argue must be) made in this time.
Esteemed author Patrick Lencioni's current POV article argues that now is the time for leaders to focus on strengthening the core of their teams, developing core capabilities in order to be ready to thrive when things turn around.
One aspect of this (which our mentoring cohort will be discussing with Arrow's Carson Pue later this month) is preparing a deliberate Leadership Development Plan. Alan Nelson wrote an excellent primer on how to do this early this month.
The tendency is to batten down the hatches and hide in the hopes that all of this will soon blow over, but we know that's not going to work. However long this turmoil lasts, it is likely to result in some lasting shifts in how charities function, both in fundraising and in programs. Those that want to be ready to make a significant difference for years to come will take advantage of the immediate need to focus intensely and prepare through uncertainty by developing their most valuable resource, their people.
Esteemed author Patrick Lencioni's current POV article argues that now is the time for leaders to focus on strengthening the core of their teams, developing core capabilities in order to be ready to thrive when things turn around.
One aspect of this (which our mentoring cohort will be discussing with Arrow's Carson Pue later this month) is preparing a deliberate Leadership Development Plan. Alan Nelson wrote an excellent primer on how to do this early this month.
The tendency is to batten down the hatches and hide in the hopes that all of this will soon blow over, but we know that's not going to work. However long this turmoil lasts, it is likely to result in some lasting shifts in how charities function, both in fundraising and in programs. Those that want to be ready to make a significant difference for years to come will take advantage of the immediate need to focus intensely and prepare through uncertainty by developing their most valuable resource, their people.
Sunday, January 18, 2009
Cost Cutting
Nonprofits sometimes struggle to justify leadership development. It may be a lack of funds, time, or inclination; though the reason given is almost always budget. One of the things that motivates us is to challenge those excuses by lessening the costs to access high quality training.
In our current economic uncertainty many charities are facing declining donations. This week I heard of a number of layoffs in the sector, particularly in the US. The temptation is to cut things deemed nonessential, with staff development among the first to go.
Nonprofit guru Peter Brinckerhoff offered his take on these tough times on his blog. For the most part I agree with him, though the rawness with which he addresses staffing cuts grinds against my heart; but I suspect he's right.
What are your favourite nonprofits doing to manage these days? What are you encouraging them to do?
In our current economic uncertainty many charities are facing declining donations. This week I heard of a number of layoffs in the sector, particularly in the US. The temptation is to cut things deemed nonessential, with staff development among the first to go.
Nonprofit guru Peter Brinckerhoff offered his take on these tough times on his blog. For the most part I agree with him, though the rawness with which he addresses staffing cuts grinds against my heart; but I suspect he's right.
What are your favourite nonprofits doing to manage these days? What are you encouraging them to do?
Friday, December 5, 2008
Seminars, or is that Seeming Hours??
In the last year I've spent more time in a variety of leadership workshops and training seminars than ever before, including the last two days. I like learning and leadership is a topic for which I have a large appetite. So why is it that in the vast majority of cases I am checking email and facebook frequently after about 2:30pm?
Maybe I'm lazy, but from looking around the rooms I'm far from alone.
Having bored more than a few audiences myself I have a few respectful suggestions:
- "A=C" (Attention equals Contrast) I'll never forget arriving for the first lecture of one of my university courses to find a message on the board inviting us outside to meet under a large apple tree. The buzz among the students was remarkable and the professor worked hard to maintain that variety throughout the term. He also taught this principle. If you want people to be alert, do something they aren't expecting.
Sitting in the same seat all day, looking in the same direction at the same person, doing the same basic talk and powerpoint presentation pretty much guarantees we're going to tune out. The time I spent with Eagle's Flight gave an excellent example of how to do this right.
- "Passion + Perspective" I expect that if you've been given responsibility for presenting you are not only knowledgeable about the subject, but that it is important to you. Show me that what we're talking about matters. However, please remember that while you may make a living speaking and writing about a specific topic, the rest of us don't. It a rare expert who understands that what they offer is a single piece of our lives, not a universal panacea for all the ills in the world. Gary Collins brought refreshing notes of reality to his presentation.
- "Include, don't Quiz" It has become standard practice to invite people to give input or offer insights during the course of a session. Two way communication is a very good thing. But if you really don't want my opinion don't request it. I still see professional trainers who are expert in their field and full of relevant material who ask for participation but are really playing "Guess what I'm thinking", basically just waiting for us to say the magic words that lead into their next point. Frankly, it's a little insulting. In most of the seminars I've been to this year there are people in the seats who have significant experience and expertise to offer. If you aren't going to sincerely draw on that insight, don't pretend.
A couple closing bits:
-In 2009 Catalyst will be hosting our first seminar. It's going to be invitation only so we can focus on what we want to accomplish; and after this post I guess I'm committed to making it a worthwhile day.
-For the most part I prefer seminars to conferences, but I'd much rather grab lunch with the presenter than listen to her for six hours.
What makes a seminar worth recommending to others for you?
Maybe I'm lazy, but from looking around the rooms I'm far from alone.
Having bored more than a few audiences myself I have a few respectful suggestions:
- "A=C" (Attention equals Contrast) I'll never forget arriving for the first lecture of one of my university courses to find a message on the board inviting us outside to meet under a large apple tree. The buzz among the students was remarkable and the professor worked hard to maintain that variety throughout the term. He also taught this principle. If you want people to be alert, do something they aren't expecting.
Sitting in the same seat all day, looking in the same direction at the same person, doing the same basic talk and powerpoint presentation pretty much guarantees we're going to tune out. The time I spent with Eagle's Flight gave an excellent example of how to do this right.
- "Passion + Perspective" I expect that if you've been given responsibility for presenting you are not only knowledgeable about the subject, but that it is important to you. Show me that what we're talking about matters. However, please remember that while you may make a living speaking and writing about a specific topic, the rest of us don't. It a rare expert who understands that what they offer is a single piece of our lives, not a universal panacea for all the ills in the world. Gary Collins brought refreshing notes of reality to his presentation.
- "Include, don't Quiz" It has become standard practice to invite people to give input or offer insights during the course of a session. Two way communication is a very good thing. But if you really don't want my opinion don't request it. I still see professional trainers who are expert in their field and full of relevant material who ask for participation but are really playing "Guess what I'm thinking", basically just waiting for us to say the magic words that lead into their next point. Frankly, it's a little insulting. In most of the seminars I've been to this year there are people in the seats who have significant experience and expertise to offer. If you aren't going to sincerely draw on that insight, don't pretend.
A couple closing bits:
-In 2009 Catalyst will be hosting our first seminar. It's going to be invitation only so we can focus on what we want to accomplish; and after this post I guess I'm committed to making it a worthwhile day.
-For the most part I prefer seminars to conferences, but I'd much rather grab lunch with the presenter than listen to her for six hours.
What makes a seminar worth recommending to others for you?
Friday, November 21, 2008
A Most Dangerous Question
Is your organization redundant?
If you were being totally honest and no one else had to hear what you said, could you convince yourself that what you are currently doing couldn't be done as well or better by someone else?
The way you answer this question is pretty revealing. If you can't quickly point to some strategic niche or unique approach there is a good chance that you aren't fulfilling your needed role in the big picture of nonprofit/ministry work.
That's not to say you should delete the website and shut down the office, but you should invest some effort in figuring out what it is that you are uniquely ready, willing, or able to do.
Within ten minutes of my home there are at least fifteen Protestant churches, and to my knowledge none of them are full. In Canada there are at least 3 organizations working to provide specific leadership training to the particular market of Christian women. At any given university there are multiple campus organizations committed to expressing the truth and grace of Jesus. Ontario has dozens of Christian summer camps. There are multiple emerging leader programs, church planting groups, intensive ministry leadership programs, microfinance providers, and granting foundations. Someone has to ask if all of them are truly needed.
Repetition is expensive. When it adds no value it is also wasteful.
Organizations and individuals would serve all of us well by having a very raw consideration of what they uniquely bring to the community and whether they are meeting real needs or just sustaining the incomes or egos of their staff and leaders.
I suspect that in reality there is need for more, not less, in most areas. The needs in our society and around the world are enormous and varied.
What is not needed is mindless mimickry and pointless sameness.
One of the values we hold highly at Catalyst is synergy. On a weekly basis we review how we have been able to bring together separate entities for the betterment of all. It's hard to do that if the separate entities are essentially identical.
A challenge: Ask your organization's leaders to (in five minutes or less) articulate clearly what it is about you that is distinct from other similar organizations and why things would truly be worse if you ceased operations.
The responses to that exercise will tell you more about where you should invest time, money, and energy than almost any strategic consultant.
If you were being totally honest and no one else had to hear what you said, could you convince yourself that what you are currently doing couldn't be done as well or better by someone else?
The way you answer this question is pretty revealing. If you can't quickly point to some strategic niche or unique approach there is a good chance that you aren't fulfilling your needed role in the big picture of nonprofit/ministry work.
That's not to say you should delete the website and shut down the office, but you should invest some effort in figuring out what it is that you are uniquely ready, willing, or able to do.
Within ten minutes of my home there are at least fifteen Protestant churches, and to my knowledge none of them are full. In Canada there are at least 3 organizations working to provide specific leadership training to the particular market of Christian women. At any given university there are multiple campus organizations committed to expressing the truth and grace of Jesus. Ontario has dozens of Christian summer camps. There are multiple emerging leader programs, church planting groups, intensive ministry leadership programs, microfinance providers, and granting foundations. Someone has to ask if all of them are truly needed.
Repetition is expensive. When it adds no value it is also wasteful.
Organizations and individuals would serve all of us well by having a very raw consideration of what they uniquely bring to the community and whether they are meeting real needs or just sustaining the incomes or egos of their staff and leaders.
I suspect that in reality there is need for more, not less, in most areas. The needs in our society and around the world are enormous and varied.
What is not needed is mindless mimickry and pointless sameness.
One of the values we hold highly at Catalyst is synergy. On a weekly basis we review how we have been able to bring together separate entities for the betterment of all. It's hard to do that if the separate entities are essentially identical.
A challenge: Ask your organization's leaders to (in five minutes or less) articulate clearly what it is about you that is distinct from other similar organizations and why things would truly be worse if you ceased operations.
The responses to that exercise will tell you more about where you should invest time, money, and energy than almost any strategic consultant.
Unique is the point
Too often we get the impression that leadership is a topic or skill set that can be learned in isolation from other things. I know of more than one "leader" with outstanding credentials who are making significant, obvious, and damaging blunders with stunning frequency.
As we're nearing the end of our pilot project of the Catalyst Leadership Program at Abbey Park High School in Oakville, I am more aware than ever that leadership can't be developed independently from action. There must be a cause, group, or effort you are currently pursuing for their to be meaningful benefit to leadership training. Context is crucial.
That belief may be the distinctive of our program. We begin by trying to help the students identify their own dream, the thing in this world that they are uniquely able to address. Often they find that the seeds of their purpose have been in there lives since childhood.
Only after identifying that dream can they get the real benefit of the rest of the program where we dig into how we can and must develop our Competence, Character, and Context in order to bring about our desired change.
This week I saw some of the students "get it". Somehow a little light went on and they began to see that there are certain things about them that are truly unique, and that it is in those things that their dream should be found. I loved connecting with a few of them after class to explore what that might mean.
When I was in high school one of the classrooms had a poster with a stanza of that famous poem:
Two roads diverged in a wood
And I took the road less travelled by
And that has made all the difference
One of my friends thought that was an expression of regret rather than a victory cry. I consider his response tragic.
As we're nearing the end of our pilot project of the Catalyst Leadership Program at Abbey Park High School in Oakville, I am more aware than ever that leadership can't be developed independently from action. There must be a cause, group, or effort you are currently pursuing for their to be meaningful benefit to leadership training. Context is crucial.
That belief may be the distinctive of our program. We begin by trying to help the students identify their own dream, the thing in this world that they are uniquely able to address. Often they find that the seeds of their purpose have been in there lives since childhood.
Only after identifying that dream can they get the real benefit of the rest of the program where we dig into how we can and must develop our Competence, Character, and Context in order to bring about our desired change.
This week I saw some of the students "get it". Somehow a little light went on and they began to see that there are certain things about them that are truly unique, and that it is in those things that their dream should be found. I loved connecting with a few of them after class to explore what that might mean.
When I was in high school one of the classrooms had a poster with a stanza of that famous poem:
Two roads diverged in a wood
And I took the road less travelled by
And that has made all the difference
One of my friends thought that was an expression of regret rather than a victory cry. I consider his response tragic.
Thursday, November 13, 2008
Is Leadership a Cult?
Read this article from Christianity Today.
A few brief observations:
-If Apple can be a religion, leadership can tend towards being a cult.
-That women find leadership particularly difficult is the reason for existence for our friends at Next Level Leadership.
-Servant Leadership certainly has become a relatively meaningless buzzword; but I still believe it can express the best of what makes Christian leadership special
-I absolutely that we have diminished the meaning of leadership. With apologies to those who claim that "leadership is Influence" there is a necessary degree of intent and responsiveness from others before anyone should be called a leader
-It is difficult to pick out the really useful stuff from among the heaps of resources available now. I don't try to read everything but I am eager to hear recommendations from people I respect.
-There is a cynical tone to this piece that I don't much appreciate; as if those who invest themselves in leadership or in developing leaders are somehow abandoning the gospel and following after something "worldly"
But, it is a useful article because it demands that we examine our attitudes; that is well worth the few minutes of reading and few more of reflection.
A few brief observations:
-If Apple can be a religion, leadership can tend towards being a cult.
-That women find leadership particularly difficult is the reason for existence for our friends at Next Level Leadership.
-Servant Leadership certainly has become a relatively meaningless buzzword; but I still believe it can express the best of what makes Christian leadership special
-I absolutely that we have diminished the meaning of leadership. With apologies to those who claim that "leadership is Influence" there is a necessary degree of intent and responsiveness from others before anyone should be called a leader
-It is difficult to pick out the really useful stuff from among the heaps of resources available now. I don't try to read everything but I am eager to hear recommendations from people I respect.
-There is a cynical tone to this piece that I don't much appreciate; as if those who invest themselves in leadership or in developing leaders are somehow abandoning the gospel and following after something "worldly"
But, it is a useful article because it demands that we examine our attitudes; that is well worth the few minutes of reading and few more of reflection.
Thursday, November 6, 2008
Hiring for Vision
Yesterday I spent time talking with Regan Heffernan, principal of Abbey Park High School in Oakville. I had heard from some of his staff that he was a great person to work for, Abbey Park is a new school with an impressive reputation. Half and hour with Mr. Heffernan explains a big part of why.
When interviewing potential new staff, he sends them the school's Mission, Vision, and Values 12 hours before the interview; then gives them a few minutes to explain why they can advance that agenda. The response is very revealing and they consistently have many times more applicants than opportunities.
Most organizations have taken the time to develop a written expression of their reason for being; but few make the ongoing efforts required to ensure those statements become truly their ethos.
When interviewing potential new staff, he sends them the school's Mission, Vision, and Values 12 hours before the interview; then gives them a few minutes to explain why they can advance that agenda. The response is very revealing and they consistently have many times more applicants than opportunities.
Most organizations have taken the time to develop a written expression of their reason for being; but few make the ongoing efforts required to ensure those statements become truly their ethos.
Monday, October 27, 2008
You Probably Shouldn't Try To Lead
One of the e-newsletters I subscribe to if from Patrick Lencioni. As with his best selling books, these shorter pieces are always insightful.
Here's a quote from the latest:
Whenever I hear someone encourage all young people to become leaders, or better yet, when I hear a young person say glibly that he or she wants to be a leader someday, I feel compelled to ask the question “why?”
If the answer is “because I want to make a difference” or “I want to change the world,” I get a little skeptical and have to ask a follow-up question: “Why and in what way do you want to change the world?” If they struggle to answer that question, I discourage them from becoming a leader.
It's almost sacrilegious in many circles to even suggest that everyone is not a leader. But I totally agree with Lencioni. Selfish leadership is damaging and it is all too common, especially among those who are gifted with enormous talent and charisma but limited wisdom or perspective.
I trust the remainder of the article will soon be posted here. If not, email me and I'll copy the whole text to you.
Here's a quote from the latest:
Whenever I hear someone encourage all young people to become leaders, or better yet, when I hear a young person say glibly that he or she wants to be a leader someday, I feel compelled to ask the question “why?”
If the answer is “because I want to make a difference” or “I want to change the world,” I get a little skeptical and have to ask a follow-up question: “Why and in what way do you want to change the world?” If they struggle to answer that question, I discourage them from becoming a leader.
It's almost sacrilegious in many circles to even suggest that everyone is not a leader. But I totally agree with Lencioni. Selfish leadership is damaging and it is all too common, especially among those who are gifted with enormous talent and charisma but limited wisdom or perspective.
I trust the remainder of the article will soon be posted here. If not, email me and I'll copy the whole text to you.
Wednesday, October 8, 2008
Abbey Park Underway
This morning we began our first program of leadership development for high school students. We are with a class of 24 through the business department of Abbey Park High School in Oakville, ON.
It was a good start as we explored the ways in which those things we did as children that we really enjoyed and thought we did well can often lead us to themes or patterns for the rest of our lives. It was encouraging to see many of the class appear to be engaging with the ideas and process.
We'll be together for a total of 7 sessions over the next 8 weeks and each student will ultimately have the opportunity to produce a personal action plan to take steps toward turning their life dreams into reality.
Already a few took the risk of sharing some areas in which they want to do something meaningful; from being in a position to care for their own families as well as they've been cared for, to educating poor children around the world beyond a basic level, to improving recreational facilities in the local community. There was a tangible energy shift in the room when a few people talked about their lives accomplishing something they identified as meaningful.
As part of the session I recommended the book "What's Your Red Rubber Ball" by Kevin Carroll, who also wrote "Rules of the Red Rubber Ball". It was great to be able to leave a copy of the book for the students to dig into.
A couple other highlight moments:
-the look on their faces when instead of saying good morning I opened with a game of Simon Says
-watching some faces light up as they started telling each other their own childhood stories
-seeing an enthusiastic teacher and being able to quickly affirm in front of the class that she has had a lifelong preparation for what she is doing right now
-having one of the students join the accompanying facebook group for the program before I even made it to the parking lot
I'll post more on this as the weeks go by
It was a good start as we explored the ways in which those things we did as children that we really enjoyed and thought we did well can often lead us to themes or patterns for the rest of our lives. It was encouraging to see many of the class appear to be engaging with the ideas and process.
We'll be together for a total of 7 sessions over the next 8 weeks and each student will ultimately have the opportunity to produce a personal action plan to take steps toward turning their life dreams into reality.
Already a few took the risk of sharing some areas in which they want to do something meaningful; from being in a position to care for their own families as well as they've been cared for, to educating poor children around the world beyond a basic level, to improving recreational facilities in the local community. There was a tangible energy shift in the room when a few people talked about their lives accomplishing something they identified as meaningful.
As part of the session I recommended the book "What's Your Red Rubber Ball" by Kevin Carroll, who also wrote "Rules of the Red Rubber Ball". It was great to be able to leave a copy of the book for the students to dig into.
A couple other highlight moments:
-the look on their faces when instead of saying good morning I opened with a game of Simon Says
-watching some faces light up as they started telling each other their own childhood stories
-seeing an enthusiastic teacher and being able to quickly affirm in front of the class that she has had a lifelong preparation for what she is doing right now
-having one of the students join the accompanying facebook group for the program before I even made it to the parking lot
I'll post more on this as the weeks go by
Tuesday, September 2, 2008
Scaleability
One of the factors we consider in evaluating grant applications is whether the proposal and the organization are scaleable. By that, I mean is there the possibility for the same system to be repeated either larger or smaller, ultimately serving and reaching more people.
That might simply mean making it possible for Catalyst to fund a portion of the requested funds allowing the organization to pursue their vision to a reduced degree initially; but ideally it means that what is being done can flex and grow with minimal costly restructuring.
This article talks about the realization by an American mega-church pastor that what works in developed urban centres in the Western world isn't scaleable in most places; and the way it has affected him and his organization.
Scaleability is rooted in the development of multiple leaders and simple, effective systems. It usually involves a return to the central historic origins of the vision and the willingness of the power brokers to open their hands and lead through influence rather than control.
That might simply mean making it possible for Catalyst to fund a portion of the requested funds allowing the organization to pursue their vision to a reduced degree initially; but ideally it means that what is being done can flex and grow with minimal costly restructuring.
This article talks about the realization by an American mega-church pastor that what works in developed urban centres in the Western world isn't scaleable in most places; and the way it has affected him and his organization.
Scaleability is rooted in the development of multiple leaders and simple, effective systems. It usually involves a return to the central historic origins of the vision and the willingness of the power brokers to open their hands and lead through influence rather than control.
Tuesday, August 19, 2008
Preparation and Spontaneity
Two contrasting episodes today:
1. Spent an enjoyable with Hugh Brewster of World Vision Canada's Partners to End Child Poverty program and Scott Jones from Micah House reviewing some material from the LEAP workshop that Scott and I attended with Hugh a couple weeks ago. LEAP is an intensive process in developing project designs that is based on a large amount of research and preparation. It is a major undertaking to complete their model, but one that will result in as reliable a design as can ever be hoped for.
2. Read this article from Gordon MacDonald on the importance and value of intuition in leadership. He emphasizes the need for acting with conviction at times even when the apparent reality may conflict with your inner sensitivity.
These represent a tension I feel in every leadership situation in which I find myself. When is it appropriate to invest significant time and effort in working through a carefully developed strategy and when should I take the risk of going with gut instinct?
I like what MacDonald says about developing a stronger sense of intuition. I also like Hugh's emphasis on doing proper diligence. I can think of times in my life when I regret not doing both.
Effective leadership is always a matter of existing within the tensions of each situation and acting with courage in light of the obvious and subtle pressures and risks. Those that get it "right" most often are most effective.
Whether the tensions are between more research/taking opportunity; respecting budget/acting in faith; pursuing the vision/caring for the people; or any of the other variations on the theme; ultimately leaders are often those who are willing to define the issue at hand and decide among the options with a willingness for responsibility.
In the best of situations we are able to do our preparation deeply and then rely on intuition to determine which of the choices to pursue.
1. Spent an enjoyable with Hugh Brewster of World Vision Canada's Partners to End Child Poverty program and Scott Jones from Micah House reviewing some material from the LEAP workshop that Scott and I attended with Hugh a couple weeks ago. LEAP is an intensive process in developing project designs that is based on a large amount of research and preparation. It is a major undertaking to complete their model, but one that will result in as reliable a design as can ever be hoped for.
2. Read this article from Gordon MacDonald on the importance and value of intuition in leadership. He emphasizes the need for acting with conviction at times even when the apparent reality may conflict with your inner sensitivity.
These represent a tension I feel in every leadership situation in which I find myself. When is it appropriate to invest significant time and effort in working through a carefully developed strategy and when should I take the risk of going with gut instinct?
I like what MacDonald says about developing a stronger sense of intuition. I also like Hugh's emphasis on doing proper diligence. I can think of times in my life when I regret not doing both.
Effective leadership is always a matter of existing within the tensions of each situation and acting with courage in light of the obvious and subtle pressures and risks. Those that get it "right" most often are most effective.
Whether the tensions are between more research/taking opportunity; respecting budget/acting in faith; pursuing the vision/caring for the people; or any of the other variations on the theme; ultimately leaders are often those who are willing to define the issue at hand and decide among the options with a willingness for responsibility.
In the best of situations we are able to do our preparation deeply and then rely on intuition to determine which of the choices to pursue.
Sunday, July 27, 2008
Terms and Transitions
When is leadership development not worthwhile?
I spent some time recently with my old friends at Medeba Adventure Learning Centre. I'll confess that I'm biased in their favour. Several years ago I was part of their second class in the leadership internship program they've developed.
It was great to catch up with some old friends and see how things have changed on the site as well as in the lives of people I respect and care about.
One of the things that stood out most to me was how they are now seeing the results of decisions they made nearly 15 years ago to focus their efforts on developing leaders. Seeing the maturity and quality of summer staff they have now compared to the team of relative inexperienced (but committed and sincere) teenagers I worked with in 1996, showed that it has been worthwhile.
The program I participated in is hardly recognizable. It is 2 months shorter, includes more exotic excursions, involves three times the number of participants, and regularly attracts candidates from other parts of the world. It has evolved from being constantly innovative to more grounded and structured.
The same can be said for many other aspects of Medeba.
This development is predictable and crucial to seeing the program mature, but it is costly. Not only have 14 years of effort been invested by dozens of people, but the founding director of the program has found the increased formality difficult and ultimately has determined that his abilities are no longer suited to staying in the role. Next year's class will be the first under new leadership.
Leadership transitions are hard, they often involve deep emotion, and relationships are almost always strained. All of that is multiplied in smaller organizations, especially if the leaders have remained for a significant period of time.
Leadership development is demanding and it takes a serious commitment to do it well. The results may take years to become fully apparent. It is not a quick fix in desperate times, but Medeba can attest to the value for those willing to pay the price.
I spent some time recently with my old friends at Medeba Adventure Learning Centre. I'll confess that I'm biased in their favour. Several years ago I was part of their second class in the leadership internship program they've developed.
It was great to catch up with some old friends and see how things have changed on the site as well as in the lives of people I respect and care about.
One of the things that stood out most to me was how they are now seeing the results of decisions they made nearly 15 years ago to focus their efforts on developing leaders. Seeing the maturity and quality of summer staff they have now compared to the team of relative inexperienced (but committed and sincere) teenagers I worked with in 1996, showed that it has been worthwhile.
The program I participated in is hardly recognizable. It is 2 months shorter, includes more exotic excursions, involves three times the number of participants, and regularly attracts candidates from other parts of the world. It has evolved from being constantly innovative to more grounded and structured.
The same can be said for many other aspects of Medeba.
This development is predictable and crucial to seeing the program mature, but it is costly. Not only have 14 years of effort been invested by dozens of people, but the founding director of the program has found the increased formality difficult and ultimately has determined that his abilities are no longer suited to staying in the role. Next year's class will be the first under new leadership.
Leadership transitions are hard, they often involve deep emotion, and relationships are almost always strained. All of that is multiplied in smaller organizations, especially if the leaders have remained for a significant period of time.
Leadership development is demanding and it takes a serious commitment to do it well. The results may take years to become fully apparent. It is not a quick fix in desperate times, but Medeba can attest to the value for those willing to pay the price.
Sunday, June 15, 2008
Best. Article. Ever.
There is no doubt that Jesus was and is a leader. However, in our quest to develop leaders we are often guilty of abusing the Biblical accounts of his life, death, and resurrection. My shelf contains several books claiming to draw leadership principles from the life of Jesus that we can all apply to our contexts today.
Stop now and read this article. I'll wait for you to get back.
Jesus was a poor leader by current corporate standards. That wasn't what he tried to accomplish. We can learn a huge amount from his teaching and example that is relevant to us as leaders and as followers, and we should. But when we make him a leadership guru we severely diminish the truth and grace he expresses.
Let us lead well, but never better than we follow.
Stop now and read this article. I'll wait for you to get back.
Jesus was a poor leader by current corporate standards. That wasn't what he tried to accomplish. We can learn a huge amount from his teaching and example that is relevant to us as leaders and as followers, and we should. But when we make him a leadership guru we severely diminish the truth and grace he expresses.
Let us lead well, but never better than we follow.
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