Silence is not an alibi for accountability!

 

We live in a world where too often opinions are shaped by the pronouncements of the most radical in our society, whether that comes from the right or the left of the spectrum.  Unfortunately these pronouncements are, more often than not, short on truth but long on volume.  We are wise to remember the words of Daniel Patrick Moynihan who stated years ago ‘…you are entitled to your own opinions.  But you are not entitled to your own facts…’

It concerns me that too many leaders are not engaging in this dialogue.  One does not have to be politically motivated to speak out and challenge the lies and half-truths that are advanced; nor does one need to be adept on social media platforms.  NO, one simply needs to speak out and accept the responsibility that comes with a position of leadership. No forum is too small or too large to advance the truth.  Ultimately your silence is not an alibi for the accountability that comes with your position.

‘Ah’ says the silent one.  ‘I am only trying to be tolerant of others opinions’. 

Well here’s the reality.  The opposite of tolerance is not intolerance.  It is INDIFFERENCE.   If you sat in a bar and watched as someone drank themselves into insobriety you could claim that you were being tolerant of their choices.  But if that same person then left the bar and was involved in a fatal car crash was it due to your tolerance of drinking or your indifference.  When you had the opportunity to make a difference based on the facts…and you chose not to…that’s on YOU!

Leadership demands that we stand for what is right and call out that which is wrong.  You are not doing it because of what it will benefit you in the opinion of others.  Your motivation must be entirely altruistic. 

Too many have for too long simply sat on their hands and chosen not to be counted.  Those who fade to black when given the opportunity to shine are not worthy of the call to lead.

We are at a crossroads where we must be championed by the character of our leaders.  Embracing the MORAL…ETHICAL…and LEGAL priorities upon which we founded our cultures, and which are now most under attack, is the path forward.  Our failure to do so will only lead to the disintegration that is happening now.

Silence is not an alibi for accountability…and truth needs no alibi!

It starts with moral failure...

 

 

Morality refers to a generally accepted set of standards by which people associate with each other in society.  These values change over time but remain as guiding principles and expectations by the majority.

Now pause and think back to a time when a leader that you know/knew started to become ineffective.  I am not referring to that individual who was blatantly incompetent but rather to the one whose performance ceased to be worthy of a leader.

I’ll bet that in most instances their decline came at a moment of moral or ethical failure that impacted their ability to perform at the levels that others had come to expect.

There have been some high profile examples that speak to this point. 

Bill Gates was ‘asked’ to step down at Microsoft.  Steve Easterbrook at McDonald’s was fired.  Neither was incompetent at their jobs but both had moral failings that compromised their ability to lead. 

Dennis Muilenburg at Boeing was replaced.  His moral failing was pride that he could lie about the performance of the 737 Max hoping to get away with it.

We see it in the area of government, entertainment and religion as well.  How many politicians have been forced out of office because of moral or ethical failures?  Across a broad range of faiths, leaders have been compromised by moral failings resulting in their removal from office.

How many ‘Harvey Weinstein’s’ are still out there?

We have seen similar events happen with Boy Scouts and now, in Canada, Hockey Canada. 

In most instances the activities have not been illegal.  They have been serious breaches of the standards of behavior or conduct that society has rightly expected.

Some of these leaders thought that they were clever enough that they could fool their constituencies.  Few have proven that assumption to be true.

I don’t know how or when a leader begins to believe that they are above the rest and that the expectations do not apply to them.  In some small way perhaps we are part of the problem because we have tended to elevate leaders in all aspects of society.  And the human condition is simply not built to be worshipped…

Leaders need to keep that oversized mirror of self-awareness front and centre at all times.  Seek activities that breed humility to counter those that daily feed the ego in all of us. 

The old adage that says ‘…pride goes before the fall…’ is one that was crafted from experience, not from a fortune teller.

Lead with integrity and others will follow. Honour the faith and trust invested to you by others.

Maintaining the moral and ethical high ground never was a bad recipe.

Work harder, not smarter...

 

There are among us a select few who are exceptional.  These few have been graced with skills and abilities which set them apart from the masses. And they exist in all parts of our society.

It may be mental acuity; physical prowess; uncommon proficiency in the arts or music.  Regardless of their unique gift, they excel with an ease and certainty of accomplishment that makes us mere mortals recognize that indeed we are not all created equal.

And yet, even at this rarefied level of potential, some achieve so much more than others.  If they all have started within a narrow range of competency what separates one from another?  I submit that it is ‘working harder’.  Some are simply willing to make the sacrifices needed to hone their skills and abilities and to produce/perform at an exceptional level that is possible for all but achieved by few.

We have lived for the past decades with the motto ‘work smarter not harder’. That stands in sharp contrast to the work ethic of our ancestors. In my opinion that has only led to generations that have an expectancy of accomplishment that greatly exceeds the reality of their efforts. First of all, what really is ‘smarter’?  And secondly, when did working harder become a social taboo?

Work should be hard.  It should stretch our abilities.  It should challenge us and reward us.  It should make us better in the ‘doing’ as well as in the ‘completing’.

In stating this opinion let me also champion the need for balance.  We develop sayings in response to realities and the one that says ‘all work and no play makes one a dull person’ has much truth.  Someone who has only one priority seldom lives a happy and fulfilled life.

By extension, one who only works hard will have no standard by which to measure or enjoy their success. We need balance of activities in our lives to ensure that we do not become one dimensional creatures of habit.

We are informed by surveys over the past decades that employees are less and less engaged.  Some feel that their contributions are not properly recognised.  Some say it is because they have a lousy boss.  Some say that they are not compensated well enough.

Could it be that they really are not challenged by what they do; that they don’t have to exert themselves mentally and/or physically to accomplish their tasks; that there is no fulfilling sense of accomplishment and thus no personal satisfaction in a job well done?

Technology has made work easier and there is much to praise in these advances.  But we are built for work as well as play.  And when it takes effort to not just ‘do’ but to ‘excel’ the individual derives so much more knowing that it was their choice to work harder that led to that outcome.

Let’s celebrate hard work again.  I believe we need to push more to reach our full potential.

Follow the Money!

 

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According to reports from Bloomberg, women now directly control over 35% of all wealth.  They indirectly control much more than that. 

Why should that seem surprising given that women represent half of the population?

Because that wealth has been accumulated in just the past 100 years and against all odds.  Consider these facts.

1.    Women only received the right to vote in North America in 1917.

2.    Banks only allowed women the right to a personal credit card in 1974.

3.    Women have often been treated as second class members of society in all areas of politics, business, religion and relationships.  This has been accomplished by irrational and restrictive laws, by workplace discrimination, by deliberate or uninformed interpretation of scriptures, and by fear from threats of bodily harm or death by relationship partners.

So men, with the aid of all these advantages, and a head start of several thousand years, have seen women close the wealth gap in under 100 years.  That is not just remarkable.  It’s a mind blowing testament to female ingenuity, perseverance and ability.

Does your company reflect the realities of the contributions that female leaders can make?  It’s not just that it is the right thing to do…it’s the smart thing to do!

And here’s the real kicker.  If you haven’t or aren’t prepared to acknowledge these realities, it probably doesn’t matter.  Women have figured out how to get there despite you! 

It’s time to be part of the solution instead of continuing to be the problem…

In Power...or near power?

 

In Power…or near power?

 

Every leader has some element of power. That power is granted by their superior and consists of both responsibility and authority to accomplish a specific task or tasks.  Implicit with this ‘power’ is the accountability associated with both components.  By that I mean that the achievement of the task must be done within the bounds of the authority granted.  Working outside of these bounds implies that ‘the end justifies the means’ and this typically suggests that the conduct has been legally, ethically or morally dubious.

Because of this expectation, many leaders fail.  In fact, many leaders are either unable or unwilling to function under the burden of these guideposts.  Consequently they surround themselves with those who live to be ‘near power’ (‘np’ers’) while staying far away from actually being ‘in power’. 

Too often these ‘np’ers’ are there to support the leader’s aspirations by telling them exactly what they want to hear. They are as unable or unwilling to speak truth to power as the leader is unable or unwilling to hear it.

These dysfunctional situations can be seen in all areas of society – business, politics, sports, religion and government.  Generally it indicates that the leader is in over their head but they lack to strength of character to admit it or to ask for help. Instead they push on and go further and further down the rabbit hole of denial until the weight of incompetence finally crashes down around them.

An authentic leader expects and accepts that they will be held to account for their performance.  They are self-aware enough to evaluate their own competencies and to surround themselves with others who complement their abilities by filling the gaps in their skills and/or experiences. These ‘np’ers’ are competent and strong enough to speak to power.  In so doing, the leader is able to add to the capabilities of the entire team.

To lead most effectively you need to:

1.    Understand and accept that YOU will be held accountable for the proper completion of the tasks assigned to you.  This is not negotiable nor can it be delegated.

2.    Confidently and realistically evaluate your strengths and weaknesses.  Are your aspirations for power supported by the facts?

3.    Hire those with competencies that complement - not compliment – your character and abilities.

4.    Beware of those who seek to be more than ‘near power’. Some would rather attempt to implant their own ideas or strategies for personal gain. In so doing, they undermine rather than support.

5.    Routinely do a ‘health check’ of your team.  Life is dynamic and we often cling to that which we know, even after we sense that it is no longer in our best interests.  Summon the courage to choose to ‘excuse’ those who have ceased to positively contribute to your well-being.

Leading can be made easier by those with whom we choose to surround ourselves.  Making solid decisions about these people will make other decisions better and easier.

Houston, we have a problem!

	Questions regarding two income families.	Men	Women
1	Who does the majority of meal planning?		X
2	Who does the majority of child care/care planning?		X
3	Who does the majority of elder care/care planning?		X
4	Who is most likely to be paid less for doing the same work as others?		X
5	Who is most likely to be called upon to make career sacrifices for the family?		X
6	Who is more likely to have a higher level of education?		X
7	Who is under-represented in executive level positions?		X
8	Who is under-represented on boards of directors?		X
9	Who has demonstrated the greater level of empathy, a key characteristic of an effective leader in the 21st century?		X
10	Who thinks that they have all the answers and are the most effective leaders?	X

 

Do you delegate or abdicate?

 

It has long been understood that for a leader to assist a subordinate in their personal development, the leader must be willing to delegate certain tasks that are a normal part of their scope of responsibility.  The practice holds that the individual who is delegated this task will be enriched by learning to make decisions that are above their own scope of responsibility and thus become more confidant in their own skills and abilities.

For this development tactic to work there must be some mutually understood and accepted ‘rules’.  These include:

1.    The task being delegated must be clearly defined with specific expectations and timing.

2.    The leader must use the task as a training opportunity.  It must not be used as a set up for failure.

3.    The person being delegated the task must be given the tools to succeed including the authority to ensure the assistance of others as necessary.

4.    Leaders must always make themselves available for assistance.

5.    It must be clear to both parties that the responsibility and authority associated with the task are being delegated but that the ultimate accountability must remain with the leader.

As long as this process is followed, delegating to another is a powerful expression of confidence and a very useful tool in preparing someone for greater responsibilities.

Problems arise when delegating really becomes a form of abdicating.

Let’s be honest…not every leader is the sharpest tool in the box. And not every leader is comfortable with having staff members who are more capable than they are. 

Whether it is a defensive manoeuver - an attempt to cover up one’s own shortcomings – or an offensive measure to cripple a rising star, some leaders avoid their responsibilities by abdicating them, not delegating them, to someone else.

What’s the difference?

When a task is abdicated it is done without the protection of the ‘rules’ outlined above.  As a consequence, the subordinate is often handcuffed from the beginning and despite best efforts they may be unable to satisfactorily complete the assignment. This allows the leader to cast blame on another without ever revealing their motive.

Here’s an extreme example.  I started a new position with a new company.  On day one my new superior told me that I needed to fire a particular associate in the division, a former direct report of his. I was informed ‘… he’s no good …’

I had no way of making any judgement so I simply replied that I was delegating this task ‘back up’ to him or I be allowed time to make my own judgement and action.  As you’d expect, he backed off…his abdication attempt failed.

Leading means taking responsibility as well as taking action.  Lead with integrity and with clarity of purpose.  Give others the opportunity to grow through your thoughtful delegation. Those to whom you provide leadership as well as opportunity will support you and grow to become effective resources you can count on in times of need.