5 Tips for Work Life Alignment, Not Balance
Do you go home every work night feeling drained, with no energy left for your family, friends and other personal activities? While this is normal on occasion, it should not be the norm. Too many people believe the solution is work/life balance. Yet have you ever met someone that has found the perfect balance where work never comes up at home and home life never comes up at work? In contrast, many people have found the perfect work/life alignment. Work/life alignment occurs when one is equally comfortable at work and outside the office, handling both personal and professional activities in either environment. It's amazing how much more energy and enjoyment one finds when they stop trying to balance their work and personal life and focus instead on aligning the two.
Below are 5 tips that help me achieve greater alignment:
- Be Yourself at Work
- Work for a Mission You Believe In
- Prioritize Your Work
- Find a Boss You Trust
- Establish Friendships at Work
Are you putting on a different face when you go to work? The business term is a lack of diversity or individual acceptance. We're not talking just about skin color, religious beliefs or personal lifestyle. Instead, we're talking about who you are at the core. You could be in a room full of people that look like you, have similar philosophies and even follow the same interests outside of work. However, you could be miles apart in your personalities. You may be a boisterous, outgoing individual, who likes to tell it like it is. Meanwhile, your coworkers may discourage this in preference of a calm demeanor, a quiet office or a more formalized interaction. Neither approach is right or wrong, just different. One may be more appropriate than another for certain companies. Regardless, you need to find the environment where you can be yourself to be happiest. Personality tests, like the Myers Briggs Personality Type Indicator can help you better identify and align your personality with others.
Howard Behar, former president of Starbucks Coffee International wrote about a similar challenge early in his career. After a big promotion, the CEO of the furniture company where he worked pulled him aside and told him how, now that he was an executive, he needed to stop wearing his heart on the sleeve so much. Behar was crushed as he tried to contain his attitude, bottling up his personality and forcing himself to act like someone he was not. He was uncomfortable and unhappy every day. In the end, Behar left that company and joined Starbucks, where he helped the company become an amazing success - all while being himself and wearing his heart on the sleeve. Two for-profit companies, one allowed him to be himself, resulting in remarkable success for both Behar and the company. The other company you've likely never heard of before.
2. Work for a Mission You Believe In
Where you work does not have to be an altruistic non-profit, but it needs to have a mission in which you believe. Do you work for a company that makes clothes, or a company that improves people's lives, by providing the fashions that make them look good, feel more confident and be more comfortable? Does your company have moral and ethical standards that align with your own? Even if the company does not produce products you use or fully comprehend, it may have a mission to support non-profits, benefit the community in which it is located or otherwise provide some greater good to the world through a mission you can believe in. If it does not, how can you justify the effort you put into that company? And if you can't reasonably justify your work for some greater good than your financial income, you'll always feel like you're spending too much time at the office.
Now, if you can't find a mission at your company you believe in, must you leave that company? Perhaps, but not necessarily. First, try creating that mission. Perhaps organize the next community support event or non-profit fund raising campaign. Whatever your passion, chances are there is some way you can create a mission within or closely aligned to your company. If not, then yes, maybe it is time to find another employer with a mission that moves you.
3. Prioritize Your Work
All too often we believe that to be successful, one must do everything that is asked of them, as quickly as possible. We believe working 60 hours a week, month after month after month assures recognition and success. However, that is often not the case. How many people do you know that work ridiculous hours and ultimately achieved more senior levels? The reality is that the work horse in the room is often appreciated, but rarely promoted. The greatest leaders tend to be those that know how to prioritize. They do not say "no", but simply, "not now". Successful alignment means recognizing that many ideas have great merit and value, but only those with the greatest value should be prioritized against finite resources.
Look at your favorite leaders and mentors, for example. Most successful leaders are not running around in a hectic pace or seemingly under a great deal of stress to address everything possible. Instead, the leaders most people would like to emulate seem calm, cool and collected. These leaders have enough time to do what is right - what they prioritize as most important, now. These are the leaders that have their work and personal life aligned, in part, because they know how to prioritize at the office.
4. Find a Boss You Trust
When you work for someone you respect, both parties benefit. When you are encouraged by a superior and believe they want to help your career, you want to do the same for them. In such a scenario, you will find a way to achieve what your supervisor needs you to get done and often, more. The inverse is also true. When you do not trust your boss or believe they only seek their own success over the team's, you will have little motivation. People with bad bosses find the quickest way, to the easiest solution, to provide just barely what their boss needs. Nobody's going above and beyond for a boss they do not trust.
The book Five Dysfunctions of a Team (on the recommended reading list) explains how trust is at the heart of every team. Without trust, there will be an inattention to results, a fear of conflict, lack of commitment and an avoidance of accountability. Therefore, without trust, there will be little professional success, without success, limited professional fulfillment and your personal life suffers.
5. Establish Friendships at Work
In the last post, I mentioned the Gallup Poll that highlighted the importance of employees having friends at work. This study shows the benefits to the business, such as greater morale, higher levels of quality and strong alignment to the company's mission (for more, see the links above). In addition to the benefits to the employer, there are strong benefits to the employees. Friends at work also provide a support network when one needs to blow off a little steam or has a personal emergency. The friend network improves an employee's ability to feel comfortable at the office and strengthens their feeling of belonging. When a team member has friends around them, the office can shift from just work to a place where they see friends while accomplishing tasks.
Try this for yourself. If you already have friends at work, great - imagine what it would be like without them. Where would you turn to relax and how comfortable would you feel? If you do not have friends at work, try harder. You'll be amazed how anxious some people may be to get to know you on a more personal basis. If you are really not comfortable making friends at work directly, try to at least find some manner of friendship aligned with your work, such as in a professional network.
Too many people today still try to balance separate lives. "Try" is the key word here. Like a teeter-totter, you can not stay perfectly balanced all the time. However, if you seek alignment rather than balance, you find greater, more sustainable results. When you are aligned, you are equally happy addressing personal life at the office and professional matters at home, as necessary. While there will always be a primary focus on one or the other, both will offer equal comfort, confidence and success in any environment. When this occurs, you know you have work-life alignment and not just a balancing act.
Labels: Career, Friends, Inspiration, Management, NPO, Personal, Personnel, Philanthropy, Social Media, Social Networking, Social Technology, Team Building
Servant Leadership: The Answer to Leading From Behind
Whether you are the CEO of a Wall Street darling, managing a 3rd generation main street business or reforming social injustices, one thing is certain - we all feel behind today. From corporate scandals to our economic crisis, poor leadership has created obstacles for us all. Therefore, how we get out of this mess will take a different type of leadership. We need leaders that inspire us. Leaders motivated by something greater than themselves. Leaders focused on sustainable success over hollow, short-term gains. What we need is Servant Leadership. With servant leaders leveraging technology and a focus on the right results, yes we can, lead from behind.Leading from behind starts with the right character, vision and selflessness to inspire; traits that servant leaders Mahatma Gandhi, Martin Luther King Jr. and Mother Teresa exemplified. These individuals all led from behind, knew there was a better way and forged the path to success through service to those they led. However, servant-leadership is effective in any field, not just social reform. Consider, for example, servant leaders in business like Herb Kelleher, Sam Walton and Max DePree.
Kelleher created and led Southwest airlines to be among the most successful companies, bucking one of the most devastating trends in its industry. Fortune Magazine even referred to Kelleher as perhaps the best CEO in America. This servant leader emphasized that people take themselves lightly, but their jobs seriously. As an example of service to those he led, Kelleher was known to spend holidays loading baggage with ground crews.
Like Kelleher, Sam Walton knew the key to success was serving the people that served the organization. Walton was famous for saying, "The folks on the front lines - the ones who actually talk to the customer - are the only ones who really know what's going on out there. " Walton also taught that customers were the real boss, not the stockholders.
Both Kelleher and Walton's beliefs aligned with Max DePree, former CEO and Chairman of Herman Miller, one of America's foremost furniture manufactures. DePree wrote "Leadership is an Art" and "Leadership Jazz". Both books received praise from President Clinton and other famous leaders. DePree stated, "The first responsibility of a leader is to define reality. The last is to say thank you. In between, the leader is a servant. "
Many more examples of servant leaders in business exist, like Howard Behar of Starbucks fame or Ken Melrose from the turnaround of Toro Company. There are also other companies that found success through servant leadership, companies like Medtronic, Service Master and Marriott International. Furthermore, leadership experts in academia frequently proclaim the need for servant leadership, like Jim Collins' did in his book Good To Great.
Those who follow the path of servant leadership will have something in their favor - technology. Advances in social technologies are shifting the balance of power to the masses, thus increasing the demand for effective servant leadership and empowering those who leverage it. One recent example was the success of Barack Obama's 2008 presidential campaign. This "community organizer" used servant leadership, empowered by effective social technologies, to help win his election. Numbers like 6.5 million online donations, 13 million email addresses, 35,000 volunteer groups, his own social networking site, 70 million online fundraisers and over 400,000 blog posts all played an undeniable factor in the election . Servant leaders today will leverage social technology tools for the success of their organizations.
When we take this opportunity to perform as servant leaders, we will ensure the future success of our organizations and our communities. How then, will leaders recognize success at leading from behind? I believe Robert K. Greenleaf the father of modern servant-leadership put it best when he said:
"The best test, and difficult to administer, is: Do those served grow as persons? Do they, while being served, become healthier, wiser, freer, more autonomous, more likely themselves to become servants? And, what is the effect on the least privileged in society? Will they benefit or at least not be further deprived?"When answering affirmatively to these questions, the effective leader will recognize they are no longer leading from behind the curve, but ahead of it.
NOTE: The above post was originally written in February for "The Bill George Challenge" on ExecuNet (www.ExecuNet.com). The challenge was to describe a leadership style that would adapt to a more particapatory managament practice, listing role models you would reference and how you would measure results. The challenge was placed in the framework of President Obama's call to action for everyone to take responsibility and participate in solving the challenges we face.
Labels: Inspiration, Management, Servant-Leadership, Social Media, Social Networking, Social Technology, Strategy, Web 2.0
Opportunities in a Recession for the IT Leader
I recently spoke to a group of college seniors in IT management about some of the challenges they faced. Like most IT professionals today, they had a depressing view on the economy and their opportunities. There is plenty of press on these challenges we face (for example, see Thomas Wailgum's article, "Why the Recession is Marginalizing CIOs"). On the other hand, there is virtually no press surrounding the opportunities now available to CIOs, VPs, Director and other IT leaders. While everyone focuses on the challenges, few recognize the opportunities before us. Everyone seems focused on "delivering more, with less". However, this focus does not open our eyes to the realization that there may never again, in our careers, be a better time to accomplish key objectives.What better time to kill low value projects? For example, that project draining resources for months, producing little value, but is allowed to drag on because it is the "pet project" of another CxO. With a constrained budget, something will have to give. Now you can make that case to the rest of the executive committee that either this "pet project" or the plan to narrow your product margins, delivering bottom line results next quarter, will have to be, at least, postponed. Even the CxO in question would find it difficult to oppose shelving the project in lieu of more timely, cost saving initiatives.
What better time for talent management? There are, sadly, many people losing their jobs today. As an IT Servant Leader, one can see few if any positives in this scenario. However, with some companies outsourcing entire divisions, others cutting to the bone and being required to cut even further, there is amazing talent available today that was not there a year ago. Now is the time to bring them onto your team. And what about the great staff that you already have? Employees are very appreciative to have a job today. Now is the time for you to show how much you appreciate them. But, you say, your budget is cut, preventing celebration dinners? No problem - have BYO events. Just set a time and place for the team to meet for drinks or dinner. It doesn't always take money to make people feel appreciated. Sometimes just having a job and a little extra time from their manager to say "thank you", especially outside the office, is all someone needs.
What better time to decommission overhead drains? How many servers do you have laying around, running antiquated software, creating heightened security risks and yet rarely seeing the front of a user's screen? Come on! Now is your time to stop all that. Make the case to your customer they no longer need it. Point out the countless other applications they could use for the same work. Suggest enhancements to more current applications that could be adapted. Do you think there will be a better time than now to make the argument that maintaining these applications is not worth the overhead?
What better time to innovate? Yes, the budget is tight - virtually nonexistent some would say. But innovation does not always require a lot of money. What are the students in the IT program at your local college working on? Would they be open to researching an idea for your department? What about that new team member in your Business Intelligence area - wasn't she working on a new idea after hours? Leverage that passion already residing within your team by simply supporting their ideas. With most other IT leaders focused on cost control, few are considering this opportunity to innovate. Those that do, are more likely to emerge with the best products, services and people to tackle the challenges when the economy recovers.
Every time I am confronted by another person in the IT field - be it a college student, manager, or CIO, who sings the "poor me" song, I think back to opportunities like these. It reminds me of that great RE/MAX commercial, where people are kicking themselves for not buying now. As IT Leaders, our problem is not "deliver more, with less". Instead, our opportunity is to "deliver more value, with less waste". Rarely before and possibly never again in our careers, will the opportunities and support be greater to gain alignment on this goal. Instead of singing "poor me", why not view this as an opportunity to ensure you're not kicking yourself later?
Labels: Career, Inspiration, Management, Servant-Leadership, Team Building
Where Have All The Leaders Gone?
The following is reproduced, with permission, from Russ M. Miller, LLIF Chairman and CEO of the Performance Institute (www.performanceinstitute.us):"The Power of Leadership"
Where have all the leaders gone? We used to have larger-than-life leaders. Public figures such as Franklin Roosevelt, Golda Meir, Mahatma Gandhi, Albert Schweitzer and Martin Luther King who inspired millions with their visions. Henry Ford, Thomas Edison and J.P. Morgan were equally influential in the business arena.
Those leaders and others like them are gone. Today we have fame without accomplishment, form without substance. We elevate people to leadership status not for what they did but because of the way they did it.
We need leaders today more than ever before. People spend millions of dollars attending weekend leadership seminars that promise instant leadership: Follow directions, insert anybody, and out pops a leader.
These "one shot" instant leadership seminars probably produce fewer leaders than those made by accident, circumstance, or self-invention combined. These programs may reveal skills and theorize about leadership evolution, but they cannot teach the character and vision that are the raw materials of leadership.
Your character is a key element in your self-image. Your self-image determines to a large extent the level of success you achieve as a leader. The level of success you achieve as a leader, of course, helps determine the level of success your organization will achieve.
Developing leadership is hard work. It requires time and commitment to form the core habits that make up the foundation of leadership behavior. Top athletes know that it takes time and personal commitment to develop their skills into championship form. The same holds true for top leaders. They also know that it takes time and personal commitment to develop their skills into top leadership form.
Labels: Inspiration, Management, Servant-Leadership, Wisdom
Servant Leadership
There is a disturbing trend among business leaders today. While problems are obvious on Wall Street, the challenge is systemic. For too long organizations have enabled and empowered narcissistic employees with the "win at any cost" mentality and an emphasis on their personal success over that of their staff, customers, organization and it's stakeholders. These self-centered managers, mistakenly dubbed leaders, often produce great short-term results, through hard-driving, fear-inducing and domineering tactics. As a result of these tactics, short-term benefits are often realized through excessive cost cutting, burning out staff and often deceitful manipulation of peers. These efforts often produce great results in front of the smoke and mirrors. However, as the smoke fades and the mirrors fall, these organizations are left a shell of their former selves. As a result, the narcissistic leader's successors and direct reports are dubbed poor performers as they attempt to revitalize hollowed resources. Unfortunately, many organizations do not realize there is a better solution called servant-leadership.When it comes to leadership, there are many named styles, variations within each style and countless evangelists and critics of each.
The servant-leader is servant first. It begins with the natural feeling that one wants to serve, to serve first. Then conscious choice brings one to aspire to lead.
- Robert K. Greenleaf
Serving First
Robert Greenleaf, who coined the term "Servant-Leader", explained that the servant-leader wants to serve first, then finds leadership their optimal method of service. When the primary motivation for a leader is their own career growth, the main aspiration is not placed on the organization's sustainable growth, but on the actions that will most quickly promote that individual's success. Unfortunately, these actions often directly conflict with the methods that will generate sustainable results. This is why it is important for organization's to identify and promote individuals that seek to serve first.
There is nothing wrong with the career-minded individual. Certainly, few people are successful that care little about what they achieve professionally. The problem rests with individuals that do not understand they are a part of something larger than themselves. When one's sole or even primary motivation is their own selfish gain, they are taking their eye off the ball that is the corporation's sustainable success. The proper servant-leader therefore can, and should still pursue career growth. However, the servant-leader pursues their career aspirations as secondary to serving others - their staff, customers, organization and stakeholders.
Stewardship
Meriam-Webster dictionary defines Stewardship as "the conducting, supervising, or managing of something; especially: the careful and responsible management of something entrusted to one's care". Servant-leaders understand their role as a steward of the company's resources. For example servant-leaders are more likely to say "our team" than "my team", "the budget" than "my budget". Stewards recognize that resources are not given to them, but temporarily placed in their care with the expectation of strong returns. The best leaders therefore understand it is up to them to leverage those resources for optimal performance for the organization, not for their career. As stewards, servant-leaders do not possess anything the organization provides, but accept responsibility for the ROI of those resources.
Humility
One of the reasons it is difficult to find publications referencing servant-leaders is the inherent humility these individuals possess. By nature, those who want to serve first are unlikely to seek public attention for their accomplishments. In fact, the servant-leader often defers credit for accomplishments to their team, while accepting responsibilities for the team's failures. As a result, these humble individuals rarely grace the covers of Business Week, CIO magazine or other trade publications. There are exceptions though, outstanding servant-leaders like Herb Kelleher, founder and former chairman and CEO of Southwest Airlines, that still receive press coverage for their famous success. Still, the vast majority of servant-leaders understand the success is not about them, but about their organizations, their staff, customers and other stakeholders that they serve. The result is humility that contradicts the over-the-top, shameless self-promotion so dominant in narcisisstic managers.
Sustainability
Quick wins at the cost of future success is not an option for the servant-leader. Instead, in their role as servant first, good leaders understand that any solution that is not sustainable, is not acceptable. Successful leaders realize their track record does not end when they move on, but instead, just begins to play. The successor that was developed and ideally chosen by the servant-leader, is the final determinant in the predecessor's success. Leaders that insist team members find their own replacement before accepting promotion, have the right idea. In contrast, managers interested in self-promotion often hop around, stretch the resources to the furthest extent and leave a shell of an organization behind.
Obviously, deriving quick results is great and even necessary. Working hard and expecting your team to do the same is important. Pushing for results, stretching your team for development and driving unnecessary costs out of the system are all expectations of good leaders - especially in turnaround scenarios. The difference is that servant-leaders draw the line when cuts become too deep, excessive hours drag on too long or engineering cuts results in abysmal quality. The servant-leader does not achieve immediate success at the cost of sustainable solutions.
Continuous Development
All too often, leaders who achieve a certain level of success, feel they "made it" and cease to focus on developing their skills as leaders. Assumptions are often made that because they have "been there, done that" for positions beneath them on the organization chart, they knew all they needed to lead. In contrast, servant-leaders understand there "are no human beings, only human becomings"** and recognize the importance of continuing to develop leadership skills. In fact, most good leaders do not consider themselves deserving of the description servant-leader. Instead, most of these individuals consider themselves students of servant-leadership, striving to develop the skills, but recognizing that becoming a full-fledged servant-leader in all one does is a nearly impossible achievement. As a result, most servant-leaders are life-long learners, excellent at proactive listening and never afraid to say, "I did not know that".
Given the apparent positive results generated in the short-term by narcissistic managers, organizations could almost be forgiven for supporting and promoting these individuals into increasing levels of seniority. Almost forgiven, that is, were it not for the well known fact that people, especially leaders, are the most important factors in the success of an organization. If organizations seek long-term results, sustainable growth and leaders who are out to benefit the organization, not themselves, they need to identify and promote servant leaders.
Of course, the above examples are only a few highlights of what defines the Servant Leader. Fortunately, there are great authors on the subject that are far more astute and comprehensive when explaining what it means to live the paradox of servant-leadership. For a short presentation introducing the concept of servant-leadership and other resources on servant-leadership, please visit www.lichtenwalner.net/servantleader.html.
* Unfortunately, there seems to be a lot of misunderstanding about what servant-leadership is and is not, that may be proliferating this lack of awareness and support for servant-leadership. I intend to clarify some of these misunderstandings in a subsequent post.
** Attributed to the wife of James C. Hunter, author of The Servant .
Labels: Fundamentals, Inspiration, Management, Servant-Leadership
Achieving Your Dreams and Lessons for Life
Can you ask for more in a presentation? 1 hour and 16 minutes of life lessons, wisdom on achieving your dreams and much, much more. Carnegie Mellon Professor Randy Pausch, who is dying from pancreatic cancer, gave his last lecture at the university Sept. 18, 2007. Included within is a great deal of humor, optimism and lessons for everyone. There is also a real servant-leadership undertone. By the time he finishes, you feel as though you've gained a mentor. As a bonus, Randy is a professor in virtual reality - so most of us "techies" will find a lot of the references particularly familiar:Labels: Inspiration, Servant-Leadership, Wisdom
