Tag Archives: leadership

Of Speeding Basketballs and the Tyranny of the Urgent

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In my second story home office, I look out a window at a basketball hoop, the Black Hills, and our suburban street winding downhill to the west. Today, I was watching a neighbor shoot hoops with his five year old son when the ball careened down the long semi-steep hill. It was comical when the boy gave chase because he was gradually losing ground on the ball as it gained speed skimming along the curb.

Saturday I began teaching a class on leadership for school program directors and principals-to-be. One thing I will impress upon them is they are the five year old boy because school administrators struggle mightily to get ahead of their daily “To do” lists. If they don’t learn to manage their time in ways that allow for creative thinking about the larger purposes of schooling they’ll never be inspiring or transformational leaders.

I know this because my “To do” list garners way too much of my attention. I fool myself into feeling productive when I shrink my list which ebbs and flows with the same predictability as the tides. Here’s today’s, Monday, February 8th:

• org 583 readings/desk

• finalize 563B syllabus—Lenny, 90m

• 563B sllyabus to Diana

• 2/9, Monday, Dept mtg, 9-10:30a, Search, 12:30-1p, interviews 1-2:30p and 4:30-6p

• prep 563B sessions 1 & 2

One wonders, can I get my swim workout in and get to work in time to “org 583 readings/desk” before the 9a department meeting? What a model I am for transformational leadership, my overarching goal for the day is to check off as many of the five items as possible. Instead of asking, “Did you leave the department, the teaching credential program, and/or the U in a better place?” or “Did you touch anyone’s life today?” My dinner companion tonight might ask, “How many bullet points did you manage to delete today?” Your “To do” list any shorter?

In my position, I regularly hand teary-eyed student teachers tissues and help them make peace with my faculty colleagues, their cooperating teachers, their supervisors, and their students. While helping resolve their problems I often think, “If we don’t find the time to fix the underlying flaws in our program’s design that repeatedly give rise to these crises, we’re going to be distracted in perpetuity by time consuming cases like these.”

If he made it a priority, the five year old’s father could take two or three shooting sessions with his son off to build some sort of barricade or contraption that would prevent errant balls from rocketing all the way down the street again. With more quiet, uninterrupted, big picture/program design time, I could greatly reduce the total number of student crises needing my immediate attention. Of course though, program design is a collaborative process, so I’m dependent upon all of my colleagues getting in front of the speeding basketball too

And in this era of information and sensory overload, it’s every plugged in man, woman, and child for themselves. I could be much more disciplined about regularly unplugging from the internet to be more reflective and thoughtful about what’s most important at work and in life. Maybe, as a first Bill Murray-like baby step, my leadership students and I need to follow this advice.

The 90% Preparation Principle

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Forgive me for I have fibbed. At the end of the last post when I said I didn’t know how to build team chemistry. The post was plenty long and I needed to pull the plug.

One of the secrets to building team chemistry is the 90% prep principle. Any residential painter worth her weight will tell you painting is 90% prep. Come on, there’s some female house painters out there aren’t there? The 90% prep principle is why, when our crib needs painting, I write a check. Inadequate patience. But I digress.

The best elementary teachers apply the 90% prep principle at start of the school year. They figure, “Even if it takes around 10 days to build a sense of community and teach the rules and procedures, we’ll accomplish far more than we otherwise would over the remaining 170 days.” Visit a local elementary school at the beginning of the year and you’ll likely see some expert teachers calmly saying to their students, “Nope. Try again.” And then watch the students return to their seats and line up table-by-table for recess or lunch a second, third, and maybe fourth time. Equal parts firmness and kindness.

In the same spirit, the best leaders take time when their teams are first formed to build community and establish decision-making norms. Community building, of course, can take many forms, but the common thread is team members getting to know one another better. Horizontals embrace community building activities more than Verts. Very early on, agreed upon expectations and decision making processes are made explicit.

Savvy leaders know that maintaining team chemistry requires ongoing community building activities, whether shared meals, celebrations, or retreats. They also know decision-making norms need to be revisited on occasion. They know their team’s success depends upon members genuinely respecting one another.

Families, athletic teams, theater troupes, church councils, school faculty, government agencies, and multinational corporations that consciously build community and spell out decision-making norms enjoy greater espirit de corps, and experience far less in-fighting, complaining, and malaise. Consequently, they’re more productive.

There’s an alternative that lots of teams revert to, ignore community building and decision making norms and hope and pray the common work is engrossing enough that people get along just well enough, just long enough to finish the work. Like running on a balance beam on fire. Run fast enough and you might just get to the end without getting burned or falling off.

And now my friends I bring teamwork week to an end with some self-disclosure. I’m most often a Horizontal; however, not when travel planning with the GalPal. How can I put this so that she keeps taking trips with me? Her travel decision making process is a tad bit drawn out for even me. When having to decide on destinations, dates, modes of transpo, departure-arrival-return times, etc., I transform into a Vertical. When it comes to group decision-making, we’re all probably switch hitters of sorts.

Thanks, as always, for reading.

Why is Team Chemistry So Elusive?

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Why do so many married couples divorce? Why are so many homeowners’ associations riddled with conflict? Why do so many parents involved in youth sports organizations butt heads with one another? And why is group decision-making so problematic for school faculty and other workplace teams?

Because everyone of us brings imperfect interpersonal skills to our teams. Multiply my social shortcomings and quirks with yours and the next women’s and the next guy’s and it doesn’t take long to understand why positive team chemistry and enlightened group decision making is so elusive. Every team of two or more are dysfunctional in different ways and to varying degrees.

Also, every team has an uneven mix of what I refer to as “Vertical” and “Horizontal” members. Verticals have little patience for processing others’ feelings, talking through differences of opinion, and consensual decision-making. They’re often quite comfortable with someone above them making unilateral decisions. In contrast, Horizontals prefer consensual decision making and the sometimes extended discussions they require. They’re sensitive to other members feelings and often distrust superiors to make unilateral decisions.

When a couple, community group, or workplace suffers challenges that result in hurt feelings, Verticals emphasize focusing on the present and “just getting back to work”. Before returning to work, Horizontals feel compelled to work through what went wrong and attend to team members’ hurt feelings. Trying to negotiate these different orientations becomes another challenge in and of itself.

So every team member is screwed up in his/her own way. And eventually, crises put extraordinary pressure on the team’s decision-making processes. Then some team members want to talk things through, others don’t, and those different perspectives add fuel to the fire. Is it any wonder that lot’s of couple’s divorce, the CIA and the FBI don’t get along, and some work environments turn toxic?

And there’s more. Many teams—whether couples, community organizations, or workplaces—aren’t nearly thoughtful or intentional enough about fostering understanding of one another’s unique contributions to the team effort and the mutual respect that engenders. Instead, a mutual sense of being misunderstood and under-appreciated spreads.

Add to that the fact that teams rarely, if ever, build in time to talk openly and honestly about decision-making processes. Which the Verticals are cool with, but not the Horizontals. For the Horizontals, when there’s little to no opportunity to reflect on decision making processes and surface the occasional hurt feelings, meeting fatigue sets in.

These multi-faceted challenges often overwhelm teams’ collective interpersonal skills. Which results in more resentment. Team members succumb to passive-aggressive behavior, not talking in meetings but complaining bitterly out of them, and walk around with invisible backpacks on, into which they repeatedly stuff hurtful exchanges from the near and distant past. Eventually, in the interest of self-preservation, they retreat to their own corner, cubicle, classroom, office. Making team chemistry even more elusive.

And now I should probably do what all bloggers are supposed to do if they want to grow their readership—help readers. Instead of bullshitting you though, I’m going to be honest. On this Sunday evening, my insights into team chemistry and decision-making dysfunction greatly exceeds my feel for promising fixes.

But I know for a fact that some of you are team leaders who know more about building and maintaing team chemistry than I do. And some of you are members of healthy teams who can offer helpful suggestions on how to maintain team chemistry—whether a couple, a small organization, or a ginormous company. Your turn.

When to Retire?

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Most people retire as soon as they think they can afford to. Every week personal finance periodicals run stories about people delaying retirement due to the housing correction, health insurance inflation, and in the end, insufficient savings.

Look around and you can’t help but see older workers. Prepare to see more and more. A boatload of sixty, lots of seventy, and even some eighty something half or full-time employees.

While tossing the majority of my mom’s office files last week, I came across a remarkable memo my dad wrote on December 3rd, 1990 to the two owners of the major corporation he was running at the time. Here it is:

The three of us should sit down and have a talk. I’m 65 in 1991, and as we have discussed pensions around the office we’ve used 12/31/91 as my retirement date. We should discuss the future leadership of S&E. I find myself ambivalent about retiring or staying on.

He then listed the “PRO’s for staying” including “we are an organization that works and we have good sales and profit growth.” Then he shifted gears:

The CON’s are: I will have been at the helm for 7 years, and a change in leadership could bring fresh ideas, a different approach and faster sales and profit growth.

Age slows one. It’s something none of us avoid. I find myself like the aging ballplayer—I don’t want to stay on when new leadership could take S&E forward more effectively. Others see the slow down before you do.

I feel too strongly about the company and its future to become an impediment. What are your feelings?

The more I reflect on this memo, the more unique I find it that he’s putting the company’s interests before his own. No one enjoyed his work more than my dad and no one out worked him. Yet, he acknowledges “new leadership could take S&E forward more effectively.” That’s like President Obama saying someone else might have a better working relationship with Congress and accomplish more on behalf of the American people. Or an aging college professor saying students might benefit more from an energetic, 30-something academic.

I don’t begrudge any older, moderate income person their decision to work past their prime, but for older, financially secure people, my dad provides a selfless example worth emulating. The question isn’t just what’s best for me, but what’s best for the company or even the community.

Footnote to the story. The owners did sit down with my dad. Shortly afterwards they extended his contract and also named him Chief Executive Officer of a second corporation they owned.

Education Story of the Year—Jon Kitna Returns to Lincoln High School

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In professional sports, the media spotlight tends to shine on the knuckleheads for whom there’s no shortage. That’s why Tim Tebow became a pop culture phenom. Fans long for players they can cheer for on and off the field.

Jon Kitna is Tim Tebow minus the blinding spotlight. A devout Christian, who after playing quarterback for four NFL teams over fifteen years, just retired. Here’s his top ten salary years from largest contract to smallest.

SEASON TEAM BASE SALARY SIGN BONUS CAP VALUE SALARY POSITION
2001 Cincinnati Bengals $ 500,000 $ 4,000,000 $ 1,501,440 $ 5,501,440 Quarterback
2008 Detroit Lions $ 2,950,000 $ 3,500,000 $ 5,875,000 $ 5,000,000 Quarterback
2006 Detroit Lions $ 1,450,000 $ 3,500,000 $ 2,375,000 $ 5,000,000 Quarterback
2009 Dallas Cowboys $ 1,400,000 $ 2,000,000 $ 4,000,000 Quarterback
2004 Cincinnati Bengals $ 1,000,000 $ 2,375,000 $ 3,190,000 $ 3,377,500 Quarterback
2003 Cincinnati Bengals $ 2,625,000 $ 3,626,600 $ 2,626,600 Quarterback
2002 Cincinnati Bengals $ 1,500,000 $ 2,501,260 $ 1,501,260 Quarterback
2007 Detroit Lions $ 1,450,000 $ 3,500,000 $ 2,875,000 $ 1,500,000 Quarterback
2000 Seattle Seahawks $ 1,371,000 $ 1,373,600 $ 1,373,600 Quarterback
2005 Cincinnati Bengals $ 1,000,000 $ 2,188,820 $ 1,001,320 Quarterback

source—USA Today

Instead of spending his retirement counting and trying to spend his millions, Kitna’s taken another job. Part-time math teacher at Tacoma, Washington’s Lincoln High School and full-time football coach. Teaching and coaching at his inner-city alma mater has been his wife’s and his plan all along. He’s excited to begin fulfilling his real purpose in life. Giving up the cushy, glamorous life of hanging with Tony Romo and Jerry Jones on chartered jets for late night lesson planning, apathetic math students, footballers used to losing, and slow, lengthy Friday night school bus rides on jammed freeways. Remarkable.

Sad that a story like this is left to his local paper and this humble blog. Every one of the country’s sports writing cognoscenti should be leading with Kitna’s story. How he was a screw up at Lincoln High School. How he drank way too much at Central Washington University, cheated on his present day wife, committed to Christianity, and turned his life completely around.

Whether you’re religious or not, Kitna’s commitment to service should inspire. Here’s a short video of Jon talking about his vision for the team. Football excellence as a means to more important ends. After watching the vid, I’d be happy to coach the coach on how to set personal faith—public school boundaries.

Here’s hoping he inspires a generation of students and athletes. I will be watching Kitna’s second career whether the media shines their light on him or not. And I’ll be cheering lustily for him, his team, Lincoln High, and the larger community.

More here.

What the Hell is the Presidency For?

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The on-line magazine The Root recently asked, “Should Obama endorse gay marriage?” And then suggested, “Doing so before the election has some risks, but it could re-energize segments of his base.” Notice their question doesn’t have anything to do with whether it’s the right thing to do or not.

I’m so accustomed to “what will get me re-elected” political thinking, I had to read these two paragraphs about Lyndon Baines Johnson from my first book of 2012, Republic Lost: How Money Corrupts Congress–and a Plan to Stop It by Lawrence Lessig several times. Based on the assumption you may also be in need of inspiration, I share them with you as an abbreviated refresher on bold political leadership:

In his first speech to Congress, he (Johnson) placed civil rights at the core of his new administration, and hence at the core of the values of the Democratic Party. The decision was profoundly controversial. In a six-hour meeting before the speech, Johnson was advised strongly against making civil rights so central to his administration. As described by Randall Woods, Johnson was told, “Passage [of the Civil Rights Act]… looked pretty hopeless; the issue was as divisive as any… ; it would be suicide to wage and lose such a battle.” The safe bet was against the fight. Johnson replied, “Well, what the hell is the presidency for?” These were not the words of a triangulator from the U.S. Senate, but of a man who had grown tired of that game, and wanted to try something new.

When he decided to make civil rights central to his party’s platform, Johnson knew that he was forever changing the political dominance of the Democrats. His decision to pass the most important civil rights legislation in history was a guarantee that the Republicans would again become competitive. Yet his loyalty was more to truth, or justice, or his legacy—you pick—than to party politics. To that end, whichever it was, he was willing to sacrifice a Democratic majority of tomorrow in order to use the Democratic majority of today.

Indeed, what the hell is the presidency for?