Composed - The 1st "C" of Leadership

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The next few posts, starting with this one, will be topical around the “5 Cs of Leadership” as I have learned to apply them. These 5 Cs are not my own idea. I adopted them for myself after hearing of and learning about them from Richard Rierson. You can learn more about Richard on his website, “Dose of Leadership”. Additionally, I would like to ask you to consider becoming part of a group of amazing leaders who are diligently seeking to grow into better leaders. Check out the Dose of Leadership University. Now onto today’s topic.

According to Merriam-Webster, “Composed” means, free from agitation, calm, especially self-possessed. So what does being composed have to do with leadership? That may be a fair question. I have witnessed many times when situations become tense the person in charge starts letting their anger, displeasure, frustration, or whatever you want to call it, show in full view of all around them. The people around these who are in charge use excuses like, “that’s just the way he/she is”, or “that is just part of their personality, they are a strong leader”.

Now, do not get me wrong, there are and will continue to be times when frustrations are high and emotions are tense. Our emotions are part of who we are, and are designed as a system to help us prepare our bodies for action. However, when in a position of authority, we lose leadership capital very quickly when we are unable to stay composed and think clearly during times of high stress.

I cannot remember where I first heard this, but I have seen this time and time again. Leadership capital is built and grows in increments of $0.01, $0.05, or at best, $0.10 as those in our care respond to our desire to positively influence. Building leadership capital takes time, patience, effort, and vigilance. Leadership capital is spent in increments of $5.00, $10.00, or even $20.00.

When we lose our composure in times of struggle, we are spending leadership capital. This is not to declare that we cannot still lead effectively after having lost our composure, but if we have not already built up significant leadership capital we risk losing respect, open feedback, and honesty from those we lead. Losing great communication with those in our care means that we are no longer leading we are forcing conformity.

Let me delineate a little further. Do not, “hear what I am not saying”. I am not saying that leadership is about always being kind and soft. While there is room for compassion there is no room for letting those in your care, walk all over you. Being composed happens when a firm correction is needed or when a chaotic event triggers high emotions and it is necessary to speak loudly to ensure to quell all the noise and chatter. Using a loud voice and firm correction needs to be applied with precision and care. These are great tools in an artist’s hands, not a sledgehammer to force coercion.

There is a difference between being an “Alpha” and being a bully. Perhaps a future post can be about the value of a strong leader being characterized as an “Alpha”. A bully is often insecure and uses bullying techniques to lift themselves above others while shutting down those being bullied. As a leader, we can be strong without inserting our authority.

In the poem “If” by Rudyard Kipling, the first few lines come to mind as I think of a composed leader.

If you can keep your head when all about you
Are losing theirs and blaming it on you,

If you can trust yourself when all men doubt you,
But make allowance for their doubting too;

If you can wait and not be tired by waiting,
Or being lied about, don’t deal in lies,

Or being hated, don’t give way to hating,
And yet don’t look too good, nor talk too wise:

To me, this speaks volumes of the value of keeping one’s composure.

The Truth About Leadership

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As I contemplate how to best describe this book, a flood of thoughts come to my mind. Some of the thoughts are clichés and others seem to not this book justice. I guess to start off with, this book is an easy read. There are no complex concepts, deep psychological ideas, or Rube Goldberg machinations of cascading events being prescribed. The ideas, the 10 truths described are simple…but not easy.

The authors go through 10 unique, and interwoven truths about leadership. Each of these truths are valuable and necessary in leadership. The very 1st truth is, “You Make a Difference”. As a leader, we have to believe this truth…100%. There are those around us who look to us for guidance, direction and see us as a model of how to lead successfully.

The 1st truth is directly related to the 2nd truth, “Credibility is the Foundation of Leadership”. If others are going to follow our lead, we need to have a level of understanding of the topics about which we speak. We also need to know those with whom we surround ourselves and lean on them to lead in their area of expertise. A credible leader knows their strengths and weaknesses and has pride in the strengths of those around them. They seek to put others in a position to succeed and thrive.

All of this ties into the 8th truth which is, “You Either Lead by Example or You Don’t Lead at all.” We often do not realize this, but when we are in a position of leadership, others are watching. Are we trusting others to succeed in their strengths? Our example of placing trust in them will often be reciprocated and they will trust us when we ask others to do hard things.

This write-up just notes 3 of the 10 truths in the book. I will be keeping this book on my leadership bookshelf for easy and regular reference. The examples, descriptions, and stories are relatable. In a world that is adjusting to a lot more of a remote workforce, having these 10 truths at my fingertips is extremely helpful.

The Rape of Nanking - What Leadership Lessons Can We Learn?

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I will start off by clarifying that this book was not written from the perspective of evaluating leadership. With many books about harrowing events in history, there are leadership principles on display for all to see. The Rape of Nanking is no exception. Let me be clear here, my review is not an indictment on or approval of the immutable characteristics of individuals portrayed in this book. I am only evaluating what I read and how I perceived the leadership lessons through my mind as influenced by my life experiences.

Nanking (aka Nanjing) is about 300 kilometers / 190 miles west by northwest of Shanghai and was the administrative capital of China during the Second Sino-Japanese War. The Second Sino-Japanese War was really the Japanese involvement in and a precursor to the Pacific front of World War 2. The distinction is focused on the Japanese invasion of and subsequent occupation of China.

This book focuses on the plight of the Chinese people in Nanking for six weeks starting December 13, 1937. There are far too many accounts of what occurred to recount here in this post. The overall attitude was that prisoners of war were to be killed. All of the inhabitants of Nanking who did not escape before the Japanese invasion were labeled as prisoners of war. This included women and children. Iris Chang, the author of this book took painstaking efforts to track down survivors, locate journals, and locate news footage which was not released to the public.

During this six-week period, a number of Americans and Europeans set up a “Nanking Safety Zone” which was intended to be an asylum for the Chinese people to seek refuge. John Rabe is known as “The Nazi Hero of Nanking”. He would consistently appeal to the Chinese military leaders as well as Emporer Hirohito’s staff in interceding for the Chinese people. On a regular basis, he would write to Adolph Hitler to seek additional influence in protecting the people of Nanking. Dr. Robert Wilson was the only surgeon in Nanking during this massacre. Minnie Vautrin would stand between Japanese soldiers and the Chinese in the Nanking Safety Zone to save as many lives as possible.

Leadership is not the use of power over others as a reason to destroy lives. What the Japanese did during this Second Sino-Japanese War was abuse power to destroy lives. Even though the two nations come from the same ancestral heritage, at that time Japanese considered Chinese to be sub-human. The violence documented in this book is only a portion of the same kinds of atrocities occurring across all of China. Throughout the ages, this was not the first nor the last time these kinds of horrible acts have been or will be carried out. These horrendous acts are not singularly the product of Japanese culture of this documented time but can be found throughout the history of mankind. However, this is an extreme example and most of us have been sheltered from the stories.

In this account, the true leadership came from those who served the citizens of Nanking tirelessly at a great cost to themselves…physically, emotionally, and mentally. These people did what they could to save, rescue, and repair the lives of many Chinese. None of those who helped in the Nanking Safety Zone left that experience free from scars that haunted them for life. They did not seek recognition for the work they did but rather wanted to serve and advocate for the innocent who suffered so much.

It is unlikely that anyone reading this will ever be called to lead in the extreme circumstances noted above. I would like to ask though…are we seeking to influence others to significance even when it is tough to do so? Are we striving for self-discipline to be an example for others? Are we encouraging and influencing those in our care to take that next step in progressing towards their own goals? Are we preparing and/or mentoring our replacement? These are simple things we can be doing…not easy, but simple.

Start with Why

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A few weeks back, I was asked about my thoughts on “Start with Why” by Simon Sinek. Before I could provide my thoughts, I needed to go back and read the whole book. In the summer of 2018, I had read about 80% of this book then accidentally left it on the airplane during one of my trips. A friend of mine graciously replaced it but I have taken nearly 3 years to pick the book back up. This time I did actually finish the book and I am benefiting greatly.

I recently changed employers, and being in the middle of reading this book while making the change has helped me to focus on thinking through implementing the principles taught. There are two key principles from this book which piqued my interest. The ideas of The Golden Circle and The Law of Diffusion of Innovation.

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According to SmartInsights.com, “The neuroscience behind the Golden Circle theory is that humans respond best when messages communicate with those parts of their brain that control emotions, behaviour and decision making.” In essence, for leadership, it is critical to understand and never deviate from your “Why”. This is the core of what drives our actions…it is more than motivation. Motivation wains with time, drive keeps us going even when we are tempted to give up. When our “Why” is the heart of the “How” and “What” we do, we have a greater opportunity to have others follow…how we influence those in our care.

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This then takes us to the Law of Diffusion of Innovation. In his 1962 book, “Diffusion of Innovations”, Everett M. Rogers introduces the Law of Diffusion of Innovation. According to the website, IdeaToValue.com, “Diffusion is the process by which a new innovation or product is communicated over time amongst the participants in a social system or market.” If you are introducing a good or service the desire is to catch the attention of Innovators and Early Adopters who will connect with your “Why” and want to be among the first to buy your goods or use your services…often the cost is not what is important.

Malcolm Gladwell then goes on to discuss in, “The Tipping Point”, the idea of Connectors and Influencers. If Connectors and Influencers are among the Innovators and Early Adopters of your goods or services, they will help you grow in your marketplace. As you grow and an “Early Majority” starts to buy into what you are providing that is the “Tipping Point” of growth for the business.

I am sure I have not done these concepts justice. Simon Sinek’s explanations bring these concepts to life and make them far easier to understand. I highly suggest reading “Start With Why” and get a better understanding of how this all works together. The insight gained from this book will stay with me for years to come.

The 21 Irrefutable Laws of Leadership

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John Maxwell had made a great career for himself as a leadership expert. He has written multiple books, gives keynote speeches, has his own “Minute with Maxwell” series, provides a coaching certification program, and so much more.

In, “The 21 Irrefutable Laws of Leadership”, there are a number of these principles which I have seen at work in my life. The 3rd law discussed is, “The Law of Process”. The idea is that leadership grows one step at a time…on a daily basis. Most certainly not in a day, week, or even a month. Henry Sy was named by Forbes Magazine as the richest man in the Philippines for each of the last 7 years of his life. He is quoted as saying, “There is no substitute for hard work. There is no such thing as an overnight success or easy money.” Leadership takes work, daily…continual striving in developing ourselves and those in our care.

Another law worthy of highlighting is, “The Law of Priorities”. If you are anything like me, we find ourselves bombarded with tasks demanding our attention. In the book, “The One Thing”, we are asked, “What is the one thing I can do such that by doing it everything else will be easier or unnecessary.” In a Forbes Magazine article, “The Fallacy of Multitasking”, the following was stated, which reveals the need to understand and establish priorities

The term "multitasking" is problematic, as research conducted by the University of Michigan shows that your brain is only wired to perform a single task at a time. This means that when you think you're multitasking, you're actually switching between singular tasks over and over.

The value of setting priorities and the avoiding temptation of thinking we can multitask is extremely important as we lead those in our care.

Those are just 2 of the 21 irrefutable laws. This book is packed with a lot more information and examples of some practical ways these laws can be put to use. For the aspiring and seasoned leader, I would recommend this book. The information is easily absorbed and understood. It provides insight into many aspects of leadership which can be incorporated into our everyday lives.

JD Edwards - An Uncommon and Lasting Legacy

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I never cease to be amazed at the number of people I meet who have been affected by JD Edwards and the two Enterprise Resource Planning (ERP) products associated with that name (EnterpriseOne (aka OneWorld), and WorldSoftware). How many of you have gone to a hardware store in the United States, Canada, or Europe and watched your desired color of paint being mixed and shaken by that machine? There is a good chance the machine was made by one of the various companies running EnterpriseOne. A couple of years ago Puerto Rico was devastated by two hurricanes, the local government contracted with an energy producer which uses EnterpriseOne to establish temporary, modular power aiding in recovery efforts. A variety of oil and gas companies provide power, heat, and comfort to so many homes and automobiles. Automotive accessories companies with all of their products being sent to all of the major brands of automakers also run on EnterpriseOne. This list goes on and on.

In March 1998 I began my career at J.D. Edwards. At the time, I was told the specific spelling of the company name was considered important. There was to be a period after the J and the D, to clarify that these two letters represented two of the principal founders of this organization. There are key friendships for me which originated at J.D. Edwards and still influence my life today. So much of the significance in my life can be tied to this amazing company which was founded in 1977. I have been able to support my family for the past 23 years because of J.D. Edwards. I have learned leadership and relationship skills, technology and business acumen, and the value of, “Work Hard and Have Fun Along the Way”. This motto was coined by Ed McVaney, and embodied the attitude for those with whom I worked on the Denver Tech Center campus. Out of the initial 5 weeks I worked there, 4 of those Fridays were “Beer Cart Fridays”. What this meant is that the managers would stroll through the department around 4:00 PM with a cart full of beer and soda on ice. The employees could grab their beverage of choice as they finished their workday. There would also be beer, soda, and snacks in all of the breakrooms. The executive team wanted the rest of the company to feel valued, build friendships, and be rewarded for work well done.

Ed McVaney was very clear to convey that St. Patrick’s Day marks the birthday of J.D. Edwards. Here we are 44 years later and this company is still influencing tens of (or perhaps hundreds of) millions of people worldwide. The world lost a devout and committed leader on June 4th, 2020. Even to the end, Ed McVaney kept a positive outlook and view of his family, life, and commitment to those for whom he cared. I do not think I have met anyone who was so influential, yet so quiet about it. He did not bring attention to himself, but rather would shine the light and praise onto others.

As we enjoy Irish-inspired celebrations on this year’s St. Patrick’s Day, I wanted to honor and reflect on a man who had a heart and desire to serve others and influence them onto greatness. I hope that I can at least be a dim reflection of his example. My desire is that my children will look to me as a better father, those in my care see me as a better leader, and those whom I serve to see me as a more trusted resource thanks to Ed McVaney’s influence.

Happy St. Patrick’s Day! Happy Birthday, J.D. Edwards!

Never Split the Difference - Negotiating as if Your Life Depended on it

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I would be very curious as to whether someone who reads this, is a hostage negotiator. I highly doubt it, but if you are, I would greatly appreciate your feedback on this book. I found it a very interesting read. I am not in sales, thus when this was first suggested I was convinced I would struggle to connect with the message. I was quickly proven wrong.

The ideas, techniques, and approaches taught in Never Split the Difference, are applicable to many areas of life. We will all negotiate the purchase of a vehicle or a home. At work, we often negotiate with others as we juggle priorities and resources. Concepts learned can be put to practice within days or even hours of reading and learning.

This idea is not so much about the techniques themselves as it is about your mindset, authentic care for those involved, and passionate pursuit of the best outcome. One thing I found interesting is that Chris Voss completely dispels the myth that “Good Cop, Bad Cop” is a beneficial negotiation method. The focus on someone being the bad guy is not helpful.

There are so many nuggets, which just means this book will become part of my permanent library. I learned about “Mirroring” and “Restating”, the value and importance of getting to “No”, and many other key ideas around negotiations.

Something I disagreed with is the suggestion of using phrases that start with, “I’m sorry…”. Back in March 2020, I posted a review of the book, “Crucial Conversations”. A principle taught in “Crucial Conversations” is to avoid apologizing about things for which you are not responsible. Now, admittedly I am not negotiating in a hostage crisis scenario. I can speak from experience how the use of, “sorry”, has become a hollow word, void of its true meaning. It is one of those words which often gets used by many to avoid the circumstances from their own mistakes.

Chris Voss did a great job with this book, it was well written and easy to understand. It is practical and the information is usable in almost any negotiation situation. A leader is much more effective as they seek to influence rather than being authoritarian. The skills learned from this book will certainly help in being influential.

Gates of Fire - Many Leadership Lessons

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How does this historic fiction book make it on a blog feed dedicated to personal growth in leadership? Well, for those who have read this book, the answer may come easy. Gates of Fire by Steven Pressfield is set in 480 BC at a place known at Thermopylae (aka Gates of Fire). It is a retelling of the battle between Greeks led by the Spartan King Leonidas I and Persians King Xerxes I. This was a real 3-day battle which took place between the Greeks and Persians during the second Persian invasion of Greece. It is from this battle that there have been two movies made, of the same name, The 300.

Back to the question above, how does this book review qualify to be included on a blog feed focused on leadership? The foundational principles of great leadership vs poor leadership are on full display throughout this book. There are men and women from Sparta whose character portrayal was that of great strength and valor. Moms and wives supporting, loving, pushing, pressing, and helping to drive these warrior men. I have heard Thom Shea, retired US Navy Seal, refer to his wife as a “Spartan Wife”. After reading the valor of the Spartan women, “Spartan Wife” is a very high compliment. Men both young and old train together with a warrior’s ethos, pride, and brotherhood that is second to none. There is strife, bitterness, anger experienced by many as preparations are being made for the looming battle, and through it all these Greeks, led by the Spartans, band together against impossible odds.

A significant chasm is on display between the two key leaders. King Leonidas is in this battle with his men. There are 300 Spartan warriors, all of whom are expected to die in the battle, and Leonidas includes himself among these men. He and his queen have difficult conversations with all of the affected families. This is a man who leads from the front and sets himself in the same line of fire as his men. Leonidas takes advice from those around him, he puts capable people in charge of ensuring training and provisions, He gives his life for those who he loves.

King Xerxes makes sure he has his concubines and other entertainment with him. Some of his men are employed to set up a platform with a throne, on high ground, just so that Xerxes can see the battle from afar, without fear of being in harms way. Most of Xerxes soldiers were conscribed from other nations as the Persian forces swept through the areas of the Mediterranean.

Many of us know a semblance of the story. While it is true that there were 300 Spartan warriors, there were also squires and other “slaves” who marched with the Spartans. These “slaves” end up willingly helping in the battle alongside the warriors. Additionally, there were other Greek nations who fought alongside the Spartans. In total, current estimates indicate that there were around 7,000 total men from Greece. Different accounts provide a variety of numbers for the Persians. Some contemporaries of the time write of 1 million or even 3 million in the Persian force. Current scholars now think the number was likely closer to 100,000 to 150,000. It is clear that the Spartans were outnumbered to an extreme.

In the three day battle, the Persians experienced far more fatalities than the Greeks. It is only due to the sheer outnumbering of the Greeks that the Persians were able to prevail. Each of the Greek nations’ leaders where right in the thick of the battle alongside those who were subject to their reign. Xerxes was viewing the battle as entertainment and conquest.

My summary does not do the story justice. It is a gripping story. As someone who is seeking to grow in leadership and influence, there were many lessons for absorption. If you made it this far into my review, I would suspect that this kind of story would intrigue you as well. There is much to learn. Pick up the book, read and enjoy it, and learn from the abundance of lessons available.

The 21 Indispensable Qualities of a Leader

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I hope that those of you who have followed or known me for a while have seen, in my writing, a bit of a transition over the years. My personal website has been live for about two years, and that is the source location for this and all of my previous blog posts. For the past 3 years, I have done a lot of internalizing of some significant struggles in my life. As someone who leans towards an introverted personality type, my tendency is to self-reflect and in many ways overthink when real or perceived mistakes are made. Although there is value in the self-reflection, staring at the mirror for too long causes one to lose sight of what is really important.

This may be the first time you are seeing my musings, or you may have read this stuff from me for the past 2 years. I have a few consistent messages.

  • Never stop growing…sprint, jog, walk, shuffle, crawl, claw away with your fingers and toes…whatever it takes, never stop growing

  • Mentors and Mentees…we all need to teach and be taught

  • We are all leaders…you may have children, siblings, nieces or nephews, coworkers, athletes, fellow parishioners, neighbors, a spouse, or parents who are looking to you for guidance, direction, and motivation

What does this book have to do with the stuff above? Each indispensable quality builds upon the foundation of core leadership principles. They will all aid in your personal and professional growth if you will let them. This book has been the inspiration of nearly all of my topical posts in the past two years. I have sought to intentionally absorb the lessons and apply them to my life. Also, in taking the time to type out and share those lessons on my blog site, I am able to better retain these lessons for long-term use.

Leadership is not complex. Leadership is basic principles being lived out in your daily actions and interactions. Leadership is about building relationships that go deep, are authentic, and open to being vulnerable. Leadership is not easy, it takes work, sometimes it can be messy, it can feel lonely, other times it will provide you with more pride and joy than you dreamed possible.

Pick up this book, absorb it slowly, ruminate on each of the qualities covered. If you desire growth in relationships (professional and personal) and you have others who are in your care, the benefits you will receive are innumerable.

Vision: In Order to Hit the Target, a Leader Must First See the Target

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As leaders, when we fail to have an easily articulated vision we will often lack a clear direction to provide for those in our care. We find ourselves looking to new area of focus. Whether it be from a book we have read, a lecture or conference we attended, or a master-mind group in which we participate. A friend of mine refers to this as “the soup of the day”. We must avoid this trap and stay within the vision we have set before ourselves and those in our care.

A vision needs to be concise and meaningful. I would suggest a single sentence of 7 - 9 words. This means there is no room for fluffy words or a lack of clarity.

Where would a leaders start with their vision? It must come from within ourselves. What natural, God given gifts do we have? Where do our passions take us? What lessons have we learned?

Our personal and professional history can and should inform our vision. I have heard terms like, “in the mud moments”, “life ambushes”, or “splat moments”. These are times we all have where we learned very valuable lessons through some significant hard knocks. In these moments of pain, there can often be clarity in thought and the superfluous distractions are removed. Though it hurts while we are down, we can better understand just how wonderful it feels to climb out and regain composure.

A great vision helps us see how we can meet the needs of others. As leaders, it is not just about us, we have people we are influencing and relationships being cultivated. How can we, in pursuing our vision, increase our ability to help others grow?

A solid vision will help in gathering resources. People will want to buy into what we are doing. It may spur others to want to work for you, or an investor to help you get started with capital. Perhaps it will spur someone on to help be a mentor and coach.

In developing a vision, seek to listen:

  • Inner Voice - What causes our heart to stir, spurs us on to greatness, touches the depths of your soul?

  • Unhappy Voice - Is there something in live which is leading to a great discomfort? Is it uncomfortable enough where we are willing to do something to make it change?

  • Successful Voice - Surround ourselves with people who have succeeded ahead of us and will personally feed into our lives. I am a huge advocate for having mentors and coaches

  • Higher Voice - Are you pursuing your spiritual health? Are you listening to God for guidance, help, and direction?

Once we have developed our vision, write it down and meditate on the vision regularly. Measure our actions in life against that vision. Is the vision pushing, pulling, or otherwise driving us to lead others better than we did yesterday? Is the vision helping us fulfill our passion, giving us the energy we need to strive through struggles, or well up with tears of joy as we are in pursuit?