Why I Like Emma Watson Right Now

Every once in awhile, a celebrity will show courage and true leadership by speaking their mind. The latest of these is Emma Watson who last week addressed the UN General Assembly as a proponent of feminism:

"I decided I was a feminist and this seemed uncomplicated to me. But my recent research has shown me that feminism has become an unpopular word. Apparently I am among the ranks of women whose expressions are seen as too strong, too aggressive, isolating, anti-men and, unattractive.
Why is the word such an uncomfortable one? I am from Britain and think it is right that as a woman I am paid the same as my male counterparts. I think it is right that I should be able to make decisions about my own body. I think it is right that women be involved on my behalf in the policies and decision-making of my country. I think it is right that socially I am afforded the same respect as men. But sadly I can say that there is no one country in the world where all women can expect to receive these rights."

Why do I believe this is extraordinary and worthy of note?   First of all, her second and third sentences explain it carefully, succinctly.   As a society, I fear that we have allowed extremists on both sides, but especially those on the far right, to twist the definition of feminism (much as they have twisted the very meaning of "patriotic" and "Christian") to suit a certain agenda that they perceive to be a moral code. In the middle of this steps a young actress who, refusing to further her career by twerking or indulging in a reality show, instead has the audacity to speak plainly that feminism is about gender equality and why it is important not only to her but to society as a whole.  

In other words, she has guts.

And, lest people start falling apart over the hackneyed argument of "feminists claiming to be superior," note that is not her point of view.  Her point of view is equality, not superiority. . .and in that she is a  feminist in the purest sense of the word.

Beyond that, though, I am a huge fan of her point of view.   As a leaders and cultivators of team, it is inconceivable that we can deliver the best results unless we foundationally believe in the equality of all. . .and honor that belief with our actions.  It is impossible to  get a strong, diverse viewpoint (which ultimately wins the day) if one's world view  is that some on the team (be they of a different race, gender or sexual orientation) really are not as valued as others.

My ethos is based simply on two important learning experiences in my life.   As a five year old in Sunday School, it was taught to us through verse and song that Jesus loved all the children of the world equally, regardless of their origins.     They were all equal in the site of their creator.

That view was further strengthened with primary school teachings about what is great about our country:   "With liberty and justice for all."

I believe it is not only possible, but wise, to celebrate our individual identities  as long as we are committed equally, on all fronts, to assure that are all treated equally.   It is not only the key to strong organizations, but to strong nations and civilizations.

I encourage you to watch the entirety of Emma Watson's address:
https://www.youtube.com/watch?v=p-iFl4qhBsE

My book "Courageous Questions, Confident Leaders" is available for e-readers, PCs and tablets on Amazon Kindle.

Beware the Iconic Leader

Regardless of your point of view, the Seattle Times recent article on Mark Driscoll and Mars Hill Church points out another example of the pitfalls of iconic leadership.
http://seattletimes.com/html/localnews/2024534198_marshillprofilexml.html

Not only religious organizations, but non-profits, for-profits, educational institutions and governments have been built upon iconic leaders.  You can recognize the iconic leader because the leader's name is nearly synonymous, or even eclipses, the name of the host organization.   Herein lies the danger,  the brand and reputation of the leader is greater than the sum of the parts of the organization.  

Often the iconic leader is someone who created the very foundation of the organization.    They have invested their  soul into building something that may be very good.  In the process, however, the iconic leader's reputation, and role, often becomes more important than anyone or anything in the organization.

• Iconic leaders often have troubles letting go.    They refuse to delegate.
• Iconic leaders often are not transparent.   Whether for good cause or not, they see no need to share vital information with others.
• Iconic leaders may say, in a pinch, that they were wrong. . .but they seldom believe it.
• Iconic leaders are autocratic. . . .long live the king. . .or queen.

The above characteristics often doom the iconic leader to end their relationship with their organization in a less than glorious fashion.     The autocratic leadership so weakens the organization, or people get so fed up, that ultimately it implodes.

Or,  when the iconic leader finally retires, or goes to another company. . .or gets run over by a bus when they step off a curb - the organization suffers because no other leadership has been cultivated.

Iconic leaders can be great brand builders. . . but to be truly strong, organizations cannot rely, or be subjected to, the rule of one.    It always has been, and will be, the strength of many that ultimately allows an organization to be strong and thrive.

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My book, "Courageous Questions, Confident Leaders" is available for e-readers on Amazon Kindle.

At Work, Don't Stress: Play Hard

Many times work requires us to work harder:   situations arise that need thoughtful responses, workload increases and competition presents us with new challenges.  Often our responses present themselves as stress. . . which can be both a waste of energy and leadership.

And here's the thing. . .more often than not, our team's skills and our own leadership abilities allow us to meet the challenge. . . without stress.     Think about it. . .we pride ourselves on our accomplishment and abilities. . .we can meet these challenges head on with thoughtful responses, the required workload and the strategy to win over the competition. . .without having to stress about it.

We just have to play hard.

Championship basketball, football, soccer teams rise to the occasion in the final minutes of really tight games.     They win because they do what they do best. . . only at a higher level. . not because they stress about it.   The sideline conversation is not about how much work the game is, or how much time it's taking or how difficult it all is. . .the conversation is about executing to the team's strengths and winning.

We've all been in highly capable teams that, when challenges occur, start to dissipate into despair.   They create additional drama around the situation. . .they engage in mutual hand-wringing (vs. hand holding). . .and they self-convince that the situation is bigger than they are.

All of this creates stress. . .and for what additional result?

There are also leaders and team members that default directly to stress to deal with difficult situations;  they don't consider the inherent talent and determination of the team to win the day.

Granted, there are work situations (unreasonable expectations, unreliable personnel, unsympathetic leadership) that create genuine stress. . . .that is another topic.  If one finds one's self in such a situation . . .seriously consider moving on.

When a work situation, however, calls upon us to be at our best. . . let's do just that and lead the team with confidence. . not stress.  You will be happier, the team will be more confident and all will be rewarded with a better result.

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My book "Courageous Questions, Confident Leaders" is available for e-readers, tablets and PCs from Amazon Kindle.

What Does Good Management Sound Like?

Recently, I paid a store manager one of the strongest compliments, "Your store hums."

Seriously, one could stand in the middle of that store, blindfolded, and just by the sound of the store, you could tell it was very successful.   Not only could you hear that the store was busy, you also heard the positive interaction between customers and associates and management.

So, what does good management sound like?

It is the conversation of collaboration.  "What do you think of this?"   "I could really use your opinions."  "You know what - you were right about yesterday's project - you were more on the mark than I was."

It is the sound of work being accomplished:    keyboards clicking, fork lifts moving, the making of copies.

It is hearing, repeatedly, "Thank you for doing that." "You did amazing job.".  "That was better than I could have done myself."

It is informal conversation;   the spur of the moment exchanges, whether about the weekend or a difficult work project, that build bonds.

It is words that express both hope and the faith in the ability of team.

It is the chit-chat of teamwork.  "Are you okay with this?". "I can help with that."  "It looks like you need a break - let me step in."  "I can do this. . if you can do that."  It is words that not only express help, but also anticipate the need for assistance.

And, yes, it is also the silence that indicates that team members and leaders alike are truly listening to teach other.

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My book, "Courageous Questions, Confident Leaders," is available for e-readers, PCs and tablets on Amazon Kindle.