Becoming . . .

We are all a work in progress, don’t you think? One way or another we are in the process of becoming the person we will be tomorrow, next week, next month, next year. Too many times the process of becoming that person is left to random chance as we react to what is happening to us and around us.

Are you becoming the person you really want to be? If not, what does the person you really want to become actually look like? Self-knowledge builds self-awareness. Self-awareness helps us to understand our individual strengths, weaknesses, talents, and preferences. And that understanding can help us take a long view of our life. What we do today – the decisions we make, the choices we take, the forks in the road that will appear this week without us realizing that they are forks and choices – all of it will influence the “me” who we become tomorrow, next week, next year.

We all have choices every day. Choose wisely.

What will your choices be today? Who are you in the process of becoming? Food for thought.

Paul

What Did You Learn?

What did you learn from each of your previous bosses? Maybe you worked for one of those rare “natural” supervisors or managers. I’ve met a few, but they are few and far between. Most of us who have worked inside organizations have worked for a series of bosses. And we probably had no difficulty finding things about their style that bugged us, frustrated us, even made us angry from time to time.

But at the same time, looking at it from the rear view mirror, I bet you also learned some valuable lessons from each of them. I know I did. Some of those lessons were positives – things to emulate, copy, and modify to fit me. And some were negatives – things to not do when faced with a similar situation.

One of my first bosses was The Chief. He was a Master Chief Petty Officer in the U.S. Navy and was the lead admin for the Supply Officer on my ship. He’d been in the Navy about 25 years and had risen steadily to become one of the senior people in his logistics specialty. Since our ship had one of the first on-board computers in the Navy (a Univac 1500 that took up a lot of room and was one of the few air-conditioned spaces on the ship), we were dealing with state-of-the art in some ways, and very old technology in others. Remember 10-part carbon paperwork?

From The Chief I learned precision and the importance of doing the job to the best of my ability. He also served as a role model of how to handle a difficult boss who had spent his entire career on shore duty. When we were at sea, the Supply Officer spent the whole time holed up in his cabin, alternately hollering at somebody over the ship’s phone and bouts of throwing up .

Some years later I worked for a boss I’ll call Sam. I was running an organization-wide system with multiple locations and nearly round-the-clock operations. From Sam I learned the value of building effective cross-departmental relationships and the wisdom of seeking multiple opinions and perspectives before making major decisions. My mid-20′s shoot-from-the-hip, get-it-done-now style sometimes backfired on me, particularly when I failed to identify key stakeholders and give them a “heads-up” regarding plans. Sam showed us all how to lead a diverse (and often highly competative) group of department heads in a positive direction by “communicating lavishly,” to use a favorite Max DePree quote. Sam knew where we were heading, kept us all in the loop, and ran interference with other senior leaders when necessary. Quiet leadership, practiced daily.

Those are just two of the people I learned from. What did you learn?

Think about what you’ve learned from some of the people you’ve worked for over the years. If you’d like to share a thought or two, that would be great. If not, at least think about it.

A Great Simple App

I’ve been a fan of David Allen’s philosphy for more nearly 30 years. I think so much of his research, teaching, and writing on personal effectiveness that I’ve used it as a fundamental part of Managing Yourself (Skill 1) in The 8 Essential Skills. Beginning when I brought David to Kalamazoo and WMU’s Fetzer Center back in 1985, I’ve used and taught his ideas with our clients. In the 1980′s and afterward the state-of-the-art tool for effectively keeping track of all those commitments, tasks, projects, and information was the vaunted Time/Design “system.” Then came the Palm series of PDAs, which were sure an improvement in portability. Until the iPhone (and its offspring and clones) the Palm was the way to go.

Ever since the iPhone showed up, I’ve been looking for an App that will let me do what the Palm almost did; make simple lists to track the task and project part of my system. Then I found a brief story onTapTask, and decided to give it a try.

As I said in my review on the App Store, “I’ve bought, used, and discarded all the complex list-making Apps. Waiting in vain for a simple yet flexible ways to replicate my lists from the Time/Design-based loose-leaf “system.” Finally, along comes TapTask. The new iPad version works great without trying to be super-slick. No colors, only two font options, no complex multi-tap menus just to get something written down. This App just flat out “works.” . . . this fills a big hole in the App Store. Hat’s off to Sonny Fazio and the folks at Sonster Media. A Great App!” And with the iPad version it’s easy to have my lists sync via iCloud so both the iPhone and iPad are always up to date. I like it!

For those using other tools, please pardon the digression. For iPhone etc. users, Yea!

Collaboration

Recently I gave a brief talk to InterCom, the regional group for communications professionals. The topic was collaborative organizations, using our Midwest Consulting Group as a model. We believe MCG is the oldest virtual corporation in Michigan, and probably one of the oldest in the U.S. Building business through collaboration is what we have been about since 1990. The bright, diverse, neat-to-hang-out-with people who make up MCG are involved in both individual and collective projects and collaborating has become part and parcel of how we operate. Clients and projects may differ considerably, but working, thinking, planning together has become part of our hardwiring. The common denominator is helping organizations, individual professionals, and teams get great at what they do.

Whether it’s helping a nonprofit agency to create a strategic plan, guiding a university faculty member through the process of publishing in an academic journal, helping create a brand identity for a business or nonprofit, coaching executives and professionals, teaching and training people to be better supervisors, managers, and leaders or creating a comprehensive management development program  . . . the commitment to collaborate, cooperate, and help each other grow our businesses is in everything we do.

Who are you collaborating with? And what have you achieved through collaboration? Would be an interesting discussion, I think.

Exciting Times

Organizations in all parts of the economy, at least those that made it through the Great Recession, are running pretty lean at this point. During the Recession organizations tightened their belts, reduced or eliminated  discretionary spending, and concentrated on survival. Positions were eliminated, projects scaled back or postponed, and in many cases headcount reduced. The organizations that survived are now leaner, more thoughtfully focused on core products and services, and have a changed workload distributed across a smaller number of heads, hands, and hearts. Whether you think the result is positive or not, it represents reality. The question now is, “How can we be successful over time in a rapidly changing world? “

We see changing roles, expectations and challenges for supervisors, managers, and professionals all around us. Responsibilities and assignments change frequently, priorites are moving targets, and everyone is required to grow and adapt all the time. The increased pace and changing demands requires an adaptive and flexible approach at all organizational levels, and that means life-long, continuous learning.

Knowing what is needed for the future is only possible through knowing where you are right now. That’s where 360-degree assessments like the Management-Leadership Practices Inventory come in. They provide a baseline of valid, reliable feedback to serve as the foundation for an individual, team, or organization development plan. Click here for more information on the assessment tools we use; we know they work.

In addition to the ONEplace Nonprofit Leadership Academy, we are currently completing a 360-degree management and leadership assessment process for two large teams. In both cases the organizations recognized that the need to invest in professional development was long overdue. Helping our clients to adapt and change – and being part of the individual and team growth that results – is exciting, rewarding and just plain cool!

What is your organization doing to develop the skills, attitudes, and behaviors needed today and tomorrow?

Colleagues

What is a “colleague”? In the broadest sense it’s a term we use for someone we work with and value. Still, it has come to mean much more than that to me. When I think of my own colleagues, I see people with whom I work, sure. But more importantly, I see friends. Individuals with their own interests, yet we share interests in some areas. Over the years we become more than people who “work together” – we become friends. We look for ways to collaborate (another lovely word) with each other, to support and encourage each other, to be there when things don’t go quite the way we had hoped or intended. And occasionally to provide that poke, prod, nudge in the direction of our true purpose when we get a little off-track.

I am blessed with superb colleagues and friends within the virtual organization we call Midwest Consulting Group, Inc. And over the years I’ve also developed a wonderful network of colleagues across the country. The times we spend together are among the best of times.

To all my colleagues and friends, I wish the very best for all of us in 2012. And Thank You for being part of my life.

How about your colleagues? When was the last time you thanked them for being among that special group we call . . . colleagues.

Retreating to the Front

This summer has provided several opportunities to leave work behind for several days at a time. Some time to myself to relax and reflect. Some time with colleagues thinking, planning, and collaborating together. The experience reinforced for me the wisdom of stepping backward to go forward. The opportunity to gain some perspective on the past year, look ahead to the next 12-18 months, and give some thought to the longer term future helped me to celebrate accomplishments, clarify values and priorities, set goals, and do some planning for myself and our business. It was a great experience.

How many of us set aside time to really step back to gain perspective on a regular basis? We all know the value of reflection and but it is often hard to “get away” from the daily rush and workload. We suggest an annual multi-day retreat such as I did a few weeks ago; it works wonders. But . . . you have to get it on your schedule and then actually do it!

When will you invest in yourself, your relationships, your business, and your future? Is it time for you to Retreat to the Front?

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