Guilford Courthouse Leadership Walk – Level 5 Leaders

 This is second post based upon the Guilford Courthouse Battleground leadership walk.

Level 5 Leaders 

As the leadership group followed Dr. Bowman, our facilitator, to the large and beautiful monument of General Nathanael Greene the discussion turned to what is a Level 5 leader and why are there not more of them. Level 5 leadership theory comes from a study conducted by Jim Collins and written about in his exceptional book, Good to Great. Mr. Collins, in a nut shell, explains that a Level 5 leader is one who builds an enduring greatness and legacy through personal humility and professional will power. These two attributes may seem on the surface contradictory, but not necessarily so as will be explained as we move forward. Let us now look at what makes Level 5 leaders, why there aren’t more of them at the top of organizations and how we might change that.

In my 54 years of life I, like many of you, have had the opportunity to observe many different people in numerous walks of life. Plainly speaking, my experiences lead me to believe there are two kinds of people in this world; there are givers and there are takers. Without sounding too pessimistic, most people, as a general rule, tend to fall into or closer to the taker side or category than the giver side. Looking after number one at others’ expense is a way of life with far too many people including leaders. This attitude and way of life is nothing more than a selfish egotistical existence, where one consistently puts himself and his wants and needs first. It is only when organizational or others’ needs align with theirs are their efforts considered mutually beneficial.

Perhaps you think I am being overly dramatic or pessimistic? Maybe so, but think back across the years of your professional and life experiences and count the number of top level leaders you have worked with or are familiar with who always put the organization and its members first and themselves last. I will bet you did not use all of your fingers on just one hand, did you? Now count the others, the takers. If you need to, take your shoes off and count on your toes. The plain but sad truth is that the takers outnumber the givers considerably.

The takers are the ones who always looks for their personal advantage or gain in every situation. Their thought process is always me first and everyone else second. Every decision or action is always preceded with questions such as, “Is this going to help me get promoted”, or “will this help me get a pay raise”, “will this help me get a corner office”, or “how is this going to benefit me?” These types of leaders are what General Norman Schwarzkopf calls careerist. Every decision a careerist makes is premised upon what is best for the leader; not the team or the organization. You get the idea; the mentality is that it is always about me, me, me. It is my world and you are just traveling through it. The shame is that far too many of this type of leader get into high positions within organizations.

Level 5 leaders are just the opposite. Level 5 leaders are the rare but unique individuals who are humbled and caring. They are the leaders who have a strong belief in the organizational mission and higher purposes. They also believe in a high moral standard to care for the needs of other people and to fight for higher causes. They see others in the organization as team members and not adversaries to step on or over on the way to the top. They do not see employees as just a pair of hands, as did Henry Ford. Rather they see other people as individual human beings with families, needs, hopes, dreams and concerns of their own.

  

Level 5 leaders are also ambitious individuals who desire power and position. They want a seat at the table just like everyone else. There is nothing wrong with that. The difference with Level 5 leaders is they want this power and position for the more noble reason of helping the organization achieve its mission and helping others within the organization fulfill their goals. They believe in the higher things and see purpose behind their work. Power to them is not a bad thing; they understand that it is how it is used that determines its value or worth. There is nothing wrong with being ambitious and wanting to be promoted and have power within the organization, if the primary reason is that you believe you can use this power and position to promote the organizational interest. It is when the craving and lust for power is for purposes of advancing one’s personal interest that causes power to become a negative thing. Robert F. Kennedy explained it this way;

“The problem of power is how to achieve its responsible use rather than its irresponsible and indulgent use - of how to get men of power to live for the public rather than off the public.”

General Nathanael Greene

I submit to you that Level 5 leaders want and use power for the public and organizational interest and not for personal gain. Nathanael Greene was a Level 5 leader. Did you know that when the government was unable to supply his army with needed provisions, he personally signed the notes and requisitions to buy them? He became personally responsible for the payments. Does this sound like a leader who only cares for his own well being? I would venture to say that he cared first and foremost for his soldiers and the cause he was fighting for. After the war he had to sell much of his property to pay these war time obligations. This is the stuff of Level 5 leadership!

Why then do so few Level 5 leaders rise to the top of organizations? My experience again tells me that there are quite a lot of Level 5 leaders in the middle and lower echelons of organizations. Yet too few rise to the highest ranks of the organization. You know the ones I am talking about; the caring and giving first line supervisors and the district commanders who work their tails off to meet the organizational goals while simultaneous taking care of their people. They are the ones that you have seen go to mat fighting for your best interest even when you may not have deserved it, or when it may not have been in their best career interest to do so. They are the ones who assume the risk of being seen as “disloyal to the boss” as they fight for and stick up for their people.

Shamefully, very few of these Level 5 leader types ever make it to the top rungs of the organization. Again, why do you think this so? Surely they earn it and deserve it more than the leaders of the “taking mentality.” It is my belief that they are too busy doing their jobs and doing what is best for the organization and others to take the time to promote their individual interest. They are consumed with the organizational mission and work extremely hard to fulfill it. They believe in the cause; they believe in what they do, and they work to accomplish it! They are not concerned about the spot light but quietly work behind the scenes like Trojans to get the job done. They just do not take the time to advance themselves in the minds and eyes of the powers to be. They have their priorities in the proper order. Generally these are the people who have a clear and deep understanding of what is important in life and what is not. Rank, power and position is important to them, but not the most important thing. It is not as important as fulfilling their duty, doing their job excellently, taking care of their people or meeting the goals and mission of the organization. But I submit to you that more Level 5 leaders should do a more effective job in getting themselves and others into positions of power and influence. It should be done the Level 5 way!

Every organization has Level 5 leaders within its ranks. Are you one? If not then I challenge you to develop yourself and others into Level 5 leaders and then find ways to get yourself and other Level 5 leaders into positions of greater power and influence within the organization. Always remember there is nothing wrong with putting yourself in your best light with those who have control over your career. Just learn to sell yourself in a Level 5 way; a way that does not diminish your humility, your values, and your character, and does not diminish others in the process. You do not have to back stab and cut throats to get your deserved recognition. We should see the acquiring of power and position as a way to help the organization and your people and not as a way to just help yourself. Seeing power and position in this light should lead Level 5 leaders to put more emphasis on the necessity of gaining personal power and position. Remember power is not a bad thing if used for greater purposes other than yourself.

I also think that Level 5 leaders have a rare gift for being lifted to the top from below, rather than pulled up from the top. They have a unique ability to achieve both power and position through helping others fulfill their talents and abilities. They do this while maintaining their own dignity and self-worth. Perhaps Level 5 leaders who make it to the top of their organizations are just better at balancing these different dimensions. It is not an easy task, if it were there would be more Level 5 leaders at the top. My final challenge is for you to go as far as your talent will carry you in your organization just do it the Level 5 servant way! That is how you serve the organization and its people. That is the way to leave a Level 5 legacy of service, humility and character.

Have a great and safe week! LeaderUp!

Esse Quam Videri!

Carpe Diem

Arete'

Guilford Courthouse Leadership Walk - Core Values Matter!

This past Thursday I had the opportunity to participate in a one day leadership walk through the Guilford Courthouse Battlefield in Greensboro. I was invited to attend by the Highway Patrol as a group of their supervisors were participating in the walk. The program was sponsored by Methodist University and facilitated by one of their professors, Dr. Mark Bowman. Dr. Bowman is also a retiree from Virginia Beach Police Department. Dr. Bowman used his expertise as a Revolutionary War historian combined with his excellent leadership knowledge and experience to facilitate the leadership walk. He used his expertise gained through his police and military career to initiate thoughts and discussions about our personal leadership as well as aspects of organizational leadership. It was a wonderful warm fall day with clear skies which contributed to a tremendous historical and leadership learning experience. It was really special for me to see and spent time with troopers whom I worked closely with during my career with the Highway Patrol. Many of them I had not seen since my retirement in 2007.

Since my very recent posting has been about core values I will begin this post with some of the discussions we had on this topic. I am going to use the next several post to discuss some of the other leadership lessons discussed on the leadership walk, so please log in later for that.


Our group agreed, after some discussion on the topic, that core values are very important to personal and organizational effectiveness and character. This discussion was conducted mostly at the monument honoring the founding fathers and signers of the Declaration of Independence. I think this was a very appropriate place to hold a discussion about core values. These great men who “pledged their lives, fortunes and sacred honor” to the cause of freedom and liberty certainly had to have core beliefs that motivated and inspired them. Without a deep internalization of the core beliefs about freedom and liberty by these great men the war would have ended quite differently. These were men of great intellect, vision and wisdom. Arguably it was the greatest concentration of intellect and wisdom ever experienced in any nation at any one time. These giants of men believed in something bigger and greater than themselves. At their core they believed in the inalienable right of man to live free. These strong beliefs led to victory against the greatest nation on earth at the time and gave birth to a new nation conceived in liberty and freedom for all men. In the future take some time to study the resulting sacrifices made by these original signers. Many lost their lives, health, fortunes and property for their part in this great cause.


Although this monument is dedicated to the signers of the Declaration of Independence, the men who fought the battles of this war and those who lead them into battle also had strong core values and made great personal sacrifices too. How else could they have withstood the unbelievable difficulties they had to endure? You don’t stand fifty feet from the world’s best trained soldiers to hold your line without believing in the values of the cause. You don’t cross the Delaware River in cold freezing December, marching through snow for miles without shoes and warm clothes, leaving bloody footprints and freezing to death to fight for a cause you half-heartedly believe in. Core values matter! Acting upon your core values matters too!


Dr. Bowman pointed out the crossing of the Delaware and the march to Trenton, New Jersey is memorialized in the official song of the U.S. Army, The Army Goes Rolling On. The third stanza is as follows:


Men in rags, men who froze,


Still that Army met its foes,


And the Army went rolling along.


Faith in God, then we’re right,


And we’ll fight with all our might,


As the Army keeps rolling along.


During the day one attendee noted that organizations tend to respond to ethical and moral issues by creating more policies, procedures and regulations. This is sadly very true and happens regularly in too many organizations. The lesson take away here, I think, is that an organization cannot “policy and procedure” itself to perfection of character. When an organization has an operational philosophy based upon core value compliance it does not have to take the route of creating more and more rules and regulations. It relies upon its core values and beliefs to guide actions and behaviors. This can only happen in organizations where this core value philosophy is bought into and lived by the vast majority of members. It must be talked about and correlated into all business situations and behaviors. It is the life blood of the organization. It is like Dr. Bowman stated, core values are of limited value if they are not lived by every organizational member and unless they are identified as an integral part of the very character of the organization. If you have not read my recent posts on incorporating core values as an operating philosophy into an organization, I hope you will take the time to do so.


Core values basically come down to this. “What do I really believe, and what am I willing to do about it?” What do you believe? What does your organization believe? What are you and the organization willing to do about the things you believe in? The answer to these two questions makes all the difference in the world. For those soldiers and statesmen mentioned above it was the difference between living in freedom or in tyranny. Thank God for them!  As leaders, if we want people to follow us barefooted, freezing, bleeding and starving, then we better know what we believe and what we are willing to do about our beliefs. Perhaps more importantly, we must be willing and able as leaders to develop and guide others to these same noble beliefs and instill in them the dogged determination to live and fight, against great odds, to achieve these higher and more exalted causes. Core values may very well be more important to the success of the mission than beans, blankets and bullets! If we could ask the brave men who fought the Battle of Guilford Courthouse, the men at Valley Forge during that cold winter of 1777-78, and the men who cross the Delaware to fight the enemy soldiers in Trenton, I believe they would agree.


LeaderUp, and have a great and safe week!


Esse Quam Videri!

Carpe Diem

Arete'

The Founders Monument at the Guilford County Courthouse battleground.

Teaching Subordinates to Make Good Decisions

We expect our team members to make good decisions.  We hold them responsible and accountable for them.  This is how it should be.  But, seriously, do we teach them how to make these good decisions?  Do we give them a techniques, guidelines or examples to follow to make responsible decisions especially in the heat of the moment?  To answer my own question, generally speaking, I don't think we do.  But we as responsible leaders should!  I am going to post a leadership action/decision guide that may be helpful to you and to anyone you wish to share it with. 

The idea for this guide belongs to The Westfall-Gallagher Group.  They created one and use it in their leadership development seminars.  I took their guide and modified it somewhat to better fit my philosophy of leadership decision making.  I certainly appreciate Bill Westfall for sharing his seminar material, including their Action Guide, with me and giving me permission to use it.  If you ever have an opportunity to attend a Westfall-Gallagher seminar I encourage you to do it.  It is a great experience.  For me it was the very best leadership development seminar I have ever attended and it is the model I use in my leadership development efforts including this blog site.  The guide is one suitable to print and frame.  It really looks good printed on photo paper.  Please feel free to use it as you deem helpful.  If you want a printable version just email me and I will send you an attachment.

THE LEADERSHIP ACTION ASSESSMENT

Am I doing the right thing?

Am I doing it at the right time?

Am I doing it for the right reason?

Am I doing it the right way?

Am I willing to take ownership of the outcome?

Actions for Establishing and Integrating Core Values into the Hearts and Minds of Stakeholders as the Organization’s Operating Philosophy (post 4)

I hope you had the opportunity to read the first three postings on this subject. If not please do so when you can. Today I will discuss the next step in the process of core values integration.

Action Step 6

Establish a team from across the organization to review forms and reports and policy and procedure to cross check for alignment with the values.

Two separate teams may be best depending upon the size of the organization. If your forms and reports manual and policy and procedure manual are quite large, as is with too many organizations, the task may be done more efficiently with two teams. Either way each form and report and each policy and procedure should be reviewed and discussed as to how well it reflects the organization’s core values. It could be that they are in total alignment or totally out of alignment or somewhere in between. I would suspect there will be some of each to contend with during the review. The team should make recommendations to the CEO or appropriate individual or group as to any changes that need to be made to enhance alignment with core values. The team should look for ways to promote core values through each form or policy.


Forms and reports and policies that regulate conduct and used in employee discipline and evaluation should be give very close scrutiny. Also any that regulate high risk job task such as use of force or vehicle chases should also receive very close attention. These are the ones that will be considered most important by the organizational members. They will see these as ones that affect them personally. It is only natural to look at change in the light of “how is it going to affect me.” If a policy or form is perceived to, “hang the member out to dry”, it will not align with a core value such as “respect for organizational members.” It is very important also to scrutinize these types of forms or policies closely because these will be used by members to judge the magnitude, seriousness and sincerity of the organization in making real change in the way business is done.


I would suggest strongly that any form used to document behavior, albeit positive or negative, have a check off or fill in the blank block for the affected core value. The thought here is to always associate behavior to organizational core values. For example, let’s assume an employee has been suspected to have lied about a job related behavior. The charge sheet, or whatever the form name that is used, should read something like this.


“It is alleged on May 5, 2010 Officer Smith was untruthful in a written and verbal statement given to Officer Jones from the Organizational Values Compliance Section. Officer Smith stated untruthfully that while on duty this night he was not at his home at 10 pm on March 4, 2010 watching basketball on television while monitoring his radio. He stated untruthfully that he was on routine patrol. This alleged behavior is a violation of Policy A-5, subsection (e), Untruthfulness. Untruthfulness is a behavior that does not align with the organizational core values of: (1) Integrity and (2) Honesty.”


The exact wording in the above example is not the point here, but the fact that every behavior that is recorded, whether good or bad, should be associated with one or more of the core values, as are applicable. It ties behaviors to the core values and creates an immediate as well as a long term association. The purpose here is that with continual association and reinforcement of core values to behaviors it will lead organizational members to align future conduct with core values.


Most organizations have a report form to complete to acknowledge positive behaviors too. Here is another example for positive behavior recognition of an employee.


“On Saturday, June 5, 2010 Trooper Hendly spoke to the Elk Club about highway safety and safety belts. He received a letter of thanks from the club for his excellent presentation. This commendation report is to recognize Trooper Hendly for his exception service toward building better community relations with organizational stakeholders. This behavior is in alignment with the organization’s core value of: (1) maintaining excellent community relations.”


There is nothing an organization can do that will guarantee perfect employee conduct all of the time. Common sense tells us it will not happen. At first perhaps it will not be second nature for employees to “think” about core value alignment before making decisions and taking actions. But when an organization strives continually to associate and reinforce core values with behaviors in every aspect of its business functions more employees will begin do the right thing. Then it will become habit and a way of doing business. The habit of asking oneself “Is this action I am about to take in alignment with the organizational core values”, will be natural and second nature. It will become the norm; the way we live and work. When members start asking themselves that question you and the organization can be assured it is well on the way to obtaining and sustain a reputation of having an ethical and moral character.


I hope you all had great weekend. LeaderUp again this week and be safe out there.


Esse Quam Videri!

Carpe Diem

Arete'

Super Trooper

Perhaps my series of recent postings on core values has been a little too stiff and serious.  So to lighten things up a little I have posted below, supposively, a true story that is really funny.  Enjoy!

Super Trooper

In most of the United States, there is a policy of checking on any stalled vehicle on the highway when the temperatures drop down to single digits or below.


About 3 AM, one very cold morning, Trooper Allan Nixon #658 responded to a call there was a car off the shoulder of the road outside Shattuck, Okla. He located the car, stuck in deep snow, and with the engine still running. Pulling in behind the car with his emergency lights on, the Trooper walked to the driver's door to find an older man passed out behind the wheel with a nearly empty vodka bottle on the seat beside him.


The driver woke up when the Trooper tapped on the window. Seeing the rotating lights in his rearview mirror, and the State Trooper standing next to his car, the man panicked, jerked the gearshift into 'drive' and hit the gas. The car's speedometer was showing 20-30-40 and then 50 mph, but it was still stuck in the snow, wheels spinning. Trooper Nixon, having a sense of humor, began running in place next to the speeding, but still stationary car. The driver was totally freaked, thinking the Trooper was actually keeping up with him. This goes on for about 30 seconds, and then the Trooper yelled at the man to 'Pull over!' The man obeyed, turned his wheel and stopped the engine. Needless to say, the man from Dumas, Texas was arrested, and is probably still shaking his head over the State Trooper in Oklahoma who could run 50 miles per hour.


Who says Trooper's don't have a sense of humor?

Actions for Establishing and Integrating Core Values into the Hearts and Minds of Stakeholders as the Organization’s Operating Philosophy (post 3)

If you had the opportunity to read the first two postings on this subject you will recall that the first step was for the CEO was to declare “a new day” going forward with the inculcation of the new core values. The second step was for the CEO to declare to the organizations’ members that he is personally and publicly committing his personal and profession conduct totally to the core value standards and he expects to be held accountable by everyone within the organization. The third step was for the CEO to meet with his command staff to discuss and commit each member verbally and in writing of their support and adherence to the core values. Much to do was to be made over the event which was to include a news conference to further advance the new operating philosophy. Now for the next recommended action:

Action Step 4

Begin the education and commitment process of the core values philosophy for all employees.


Step four immolates step three in all accounts. The newly committed staff members begin the process of pushing this new way of doing business via core values down the chain of command. Each member is to meet with their direct reports and follow the example of the CEO in selling and committing each person verbally and in writing. Again, this is a big deal and it should be handled accordingly. This action step should continue down the chain of command until all members of the organization are informed and have committed to this new core value concept. The CEO should also develop, initiate and set in motion a process for external stakeholders to be educated in the new core value philosophy of the organization. The process will vary and be as unique as are the many different types of stakeholders. The method used can vary from a personal phone call to an in-person briefing by the CEO. I will not discuss this step further at this time other than to say it is very important and should be done.

Action Step 5

Incorporate into the Investigative/Compliance Department a section totally dedicated to continuous values and ethics education and awareness.


Every organization that is worth its salt has some type of internal section whose purpose is to monitor organizational behaviors to ensure compliance. The names and divisional duties are again as varied as are the many organizations. I would suggest that the organization’s CEO take an in-depth look at this section. First the name, its duties, reputation and responsibilities should be critiqued thoroughly. I personally dislike the old standby name, “Internal Affairs.” It is jaded and tends to project the image of a bunch of witch hunters in black suits looking around every corner having as their sole objective in life to “catch” someone doing something wrong. That thought reminds me of an incident I had as a young sergeant. I was in a 12 week Officer Management School and was gathering data I could use for my term research paper. I went over to Headquarters and met with an officer who had gathered some information for me. As I was talking with this officer the director of Internal Affairs walks by and said, “Haven’t we fired you yet?” I replied, “Not yet”, and laughed it off, but I left thinking you dumb***. Believe me, I wanted to tell him exactly what I was thinking too, but since he was a major and I a sergeant I didn’t think it very wise to do so. Had I said what I was thinking he surely would have gotten his wish and fired me. If I were the commanding officer and heard a remark from the IA director like the one he made to me, I would reassign him as soon as possible. Wouldn’t that set a confident tone throughout the organization that we respect our employees?


I never forgot that comment though, and how it instilled in me the belief that Internal Affairs truly followed the principle of “catch and fire” and did not really have the member’s best interest at heart. Right or wrong that was the image I carry for years in my mind. How much more effective this section can be if the prevailing attitude was to catch someone doing something right as much as or more than catching them doing wrong? If this catch and fire is the image your IA organization has, changes need to be made immediately. It should not be very difficult to change; remember, now they too have a code of core values to operate by just like everyone else. They should be held accountable as to how they conduct business in alignment with core values. Instead of the dread and fear being our dominate emotion when the investigative unit is visiting us, we should feel confident that they will do everything possible and ethical to help us, while representing the overall best interest of the organization. These two actions are mutually inclusive and not mutually exclusive in an organization that has respect for all employees as a core value.


Of course it is up to the CEO to rename this section as he thinks appropriate. I personally like the name, “Ethical Education and Compliance Section” or “Organizational Values Education and Compliance Section.” The name is important but not as important as what and how the section carries out its duties. I strongly suggest the section have two equally operating departments; the first is an educational department and the second is the compliance/investigation section. They should be directed by officers of the same rank. My thoughts today will be toward the educational section rather than the investigation/compliance section since everyone has, I assume, a general knowledge of the latter.


It is vitally important to emphasize the point that the ethical education element is as important as the compliance investigation element, perhaps more. If anyone thinks an organization can punish and threatening their way to ethical compliance had better give that concept some serious thought. It is a shame to acknowledge it, but that is how far too many organizations still operate. How about yours? I challenge you to find any organization where that method alone has consistently worked. You might want to start with the prison system. The old adage that “I am going to continue with the beatings until your behavior changes” doesn’t work so well. Somewhere along the way we have teach, educated, and give helpful assistance to those who are trying to do the right thing.


The educational side of ethical compliance to core values is vitally important and may be a new concept to many organizations. The section should be responsible for developing training programs in ethics and the core value philosophy of the organization. They should develop methods for incorporating core values awareness and continual learning deeply into every aspect of the organization. Their imagination should run wild creating new ways to educate and help members to be remindful of their new commitment to follow the newly established ethical core values.


They should establish ways to recognize members whose behaviors and actions go above and beyond the normal adherence to core values in business relations. This is in part a telling of the organization’s story. Part of their duties should be to create processes for discovering the many good things employees do on a regular bases, yet never seems to find the light of day. These stories should be widely distributed throughout the organization and to the public via the public information office. Organizations cannot develop an exceptional and ethical reputation when they make the news only when someone has done something wrong. Make the bad news the exception rather than the rule when citizens read about you in the paper or see you on the television news shows.


There will more on this subject in the next post. LeaderUp this week and have a safe and productive week. Thanks for all you do!

Esse Quam Videri!

Carpe Diem

Arete'

Actions for Establishing and Integrating Core Values into the Hearts and Minds of Stakeholders as the Organization’s Operating Philosophy (post 2)

If you had the opportunity to read the first posting on this subject you will recall that the first step was for the CEO to declare “a new day” going forward with the inculcation of new core values. The second step was for the CEO to declare to the organizations’ members that he was personally and publicly committing his personal and profession conduct totally to the core value standards and expects to be held accountable by everyone within the organization.

Action Step #3

The third step I would recommend to be incorporated is:

The CEO should meet with his command staff to personally commit them, verbally and in writing, to each of the core values.  This commits every member of the inner support staff to the same standard that the CEO imposed upon himself.

The CEO will have to convince his staff that what he has done previously in steps one and two were not fluff and not just old business in different clothing. He must convince them that he is totally committed, never more serious and sincere that these core values are the new operating philosophy for the organization going forward. He must put on his best salesmen’s hat.

After lengthy discussion and with complete understanding of the seriousness of the matter, the CEO should get a verbal commitment from each member of his staff. They must commit to the expectation of being held to these new values in everything they do personally and professionally. Furthermore, they should commit to holding everyone under their command within the chain of command accountable to the behaviors and actions as required by the core values. They should also commit to holding each other accountable. They must understand that it will be expected of them to call other staff members’ attention, including the CEO, to any action or behavior not in alignment with the core values. This will require courage and commitment but when everyone is operating under the expectation that anyone within the organization has an obligation to call anyone out for violation of the core values, it lessens the inner struggle and makes doing the right thing easier.

The CEO should present to each member two written copies of the core values professional prepared in its designed and appearance. The effort put into the professional design is very important as it will impress further that the CEO and the organization is adamantly sincere in making a change in the direction, expectation and culture of the organization. The members of the staff inner circle should sign one of the copies and return it to the CEO to be placed in the members’ personnel file as a permanent record and witness to their commitment to the new order of business. The CEO should sign one as well during this commitment meeting.

Once this has been completed the CEO is to communicate to the organizations’ members of the meeting and commitment of the command staff to live and conduct business according to the parameters of the core values. This should be made a big deal, because it is. Photographs with each staff member and the CEO individually and as a group holding their core values commitment certificate should be taken. These should be sent to all sections and departments of the organization to impress upon everyone of the total commitment to the new philosophical direction of the organization by the CEO and staff.

A news conference should also be called by the CEO to convene immediately after this meeting. This will promote the urgency of the entire process. He should give a verbal statement and have Q & A session with the media. The CEO should, if possible, give the statement from the heart and without aid of a “prepare” written statement. After all if the CEO cannot speak about this from his heart and his gut them he probably is not totally dedicated to the core values and new direction as he should be. Even if he is, reading a prepared statement will not project his sincerity as well as speaking from the heart. All of this should be done with the staff members standing with the CEO as a sign of total commitment. If the organization is a governmental entity, then the head of the governmental body, be it a mayor or governor, should be in attendance. They should give supporting statements as well. This is extremely important as it will demonstrate that the support for this new operating philosophy goes to the very top of the organization. The staff members should also be available to talk with the media as well. The media can be given an official news release that incorporates the statement and official position as previously paraphrased by the CEO.

All in all, remember it should be made into a “big deal” because it is the beginning of a new and exciting change in the direction of the organization. It will help build, or rebuild if necessary, the so important character and reputation of the organization. Without it, no organization can be very effective.

The next posting will continue in this series of further steps that can be done to incorporate new core values and operation philosophy within an organization.

Have a great weekend as you “leaderdown” for some well deserved R&R.

Esse Quam Videri!

Carpe Diem

Arete'

A Janitor's 10 Lessons in Leadership

I'm still working on the next post (2nd in the series) on incorporating core values into an organization.  I hope to have it posted by Friday.  I must admit I have let a little deer hunting get in the way.  In the mean time I am posting a great article by Col. James Moschgat about a janitor at the Air Force Academy.  It follows up on the last post about learning from everyone we have contact with in our circle.  This includes the "common folk" that we sometime tend to think "don't know how to get in from the rain".  If we look down our noses' at people that "don't measure up" we forfeit an opportunity to gain wisdom and insight that comes from many different sources. This makes me think of the saying, "God must love the common man, because he made so many of them."  It also reminds me of the Bible verse that states that God gives wisdom knowledge and understanding to "babes" and not to the worldly among us.  After reading this article by Colonel James Moschgat, you may not look at a "lowly" janitor in the same light.   

A Janitor's 10 Lessons in Leadership

By Col. James Moschgat, 12th Operations Group Commander

William "Bill" Crawford certainly was an unimpressive figure, one you could easily overlook during a hectic day at the U.S. Air Force Academy. Mr. Crawford, as most of us referred to him back in the late 1970s, was our squadron janitor. While we cadets busied ourselves preparing for academic exams, athletic events, Saturday morning parades and room inspections, or never-ending leadership classes, Bill quietly moved about the squadron mopping and buffing floors, emptying trash cans, cleaning toilets, or just tidying up the mess 100 college-age kids can leave in a dormitory. Sadly, and for many years, few of us gave him much notice, rendering little more than a passing nod or throwing a curt, "G'morning!" in his direction as we hurried off to our daily duties.

Why? Perhaps it was because of the way he did his job-he always kept the squadron area spotlessly clean, even the toilets and showers gleamed. Frankly, he did his job so well, none of us had to notice or get involved. After all, cleaning toilets was his job, not ours. Maybe it was his physical appearance that made him disappear into the background. Bill didn't move very quickly and, in fact, you could say he even shuffled a bit, as if he suffered from some sort of injury. His gray hair and wrinkled face made him appear ancient to a group of young cadets.

And his crooked smile, well, it looked a little funny. Face it, Bill was an old man working in a young person's world. What did he have to offer us on a personal level? Finally, maybe it was Mr. Crawford's personality that rendered him almost invisible to the young people around him. Bill was shy, almost painfully so. He seldom spoke to a cadet unless they addressed him first, and that didn't happen very often. Our janitor always buried himself in his work, moving about with stooped shoulders, a quiet gait, and an averted gaze. If he noticed the hustle and bustle of cadet life around him, it was hard to tell. So, for whatever reason, Bill blended into the woodwork and became just another fixture around the squadron. The Academy, one of our nation's premier leadership laboratories, kept us busy from dawn till dusk. And Mr. Crawford...well, he was just a janitor.

That changed one fall Saturday afternoon in 1976. I was reading a book about World War II and the tough Allied ground campaign in Italy, when I stumbled across an incredible story. On Sept. 13, 1943, a Private William Crawford from Colorado, assigned to the 36th Infantry Division, had been involved in some bloody fighting on Hill 424 near Altavilla, Italy. The words on the page leapt out at me: "in the face of intense and overwhelming hostile fire ... with no regard for personal safety ... on his own initiative, Private Crawford single-handedly attacked fortified enemy positions." It continued, "for conspicuous gallantry and intrepidity at risk of life above and beyond the call of duty, the President of the United States ..." "Holy cow," I said to my roommate, "you're not going to believe this, but I think our janitor is a Medal of Honor winner." We all knew Mr. Crawford was a WWII Army vet, but that didn't keep my friend from looking at me as if I was some sort of alien being. Nonetheless, we couldn't wait to ask Bill about the story on Monday. We met Mr. Crawford bright and early Monday and showed him the page in question from the book, anticipation and doubt on our faces. He starred at it for a few silent moments and then quietly uttered something like, "Yep, that's me." Mouths agape, my roommate and I looked at one another, then at the book, and quickly back at our janitor. Almost at once we both stuttered, "Why didn't you ever tell us about it?" He slowly replied after some thought, "That was one day in my life and it happened a long time ago." I guess we were all at a loss for words after that. We had to hurry off to class and Bill, well, he had chores to attend to.

However, after that brief exchange, things were never again the same around our squadron. Word spread like wildfire among the cadets that we had a hero in our midst-Mr. Crawford, our janitor, had won the Medal! Cadets who had once passed by Bill with hardly a glance, now greeted him with a smile and a respectful, "Good morning, Mr. Crawford." Those who had before left a mess for the "janitor" to clean up started taking it upon themselves to put things in order. Most cadets routinely stopped to talk to Bill throughout the day and we even began inviting him to our formal squadron functions. He'd show up dressed in a conservative dark suit and quietly talk to those who approached him, the only sign of his heroics being a simple blue, star-spangled lapel pin.

Almost overnight, Bill went from being a simple fixture in our squadron to one of our teammates. Mr. Crawford changed too, but you had to look closely to notice the difference. After that fall day in 1976, he seemed to move with more purpose, his shoulders didn't seem to be as stooped, he met our greetings with a direct gaze and a stronger "good morning" in return, and he flashed his crooked smile more often. The squadron gleamed as always, but everyone now seemed to notice it more.

Bill even got to know most of us by our first names, something that didn't happen often at the Academy. While no one ever formally acknowledged the change, I think we became Bill's cadets and his squadron. As often happens in life, events sweep us away from those in our past. The last time I saw Bill was on graduation day in June 1977. As I walked out of the squadron for the last time, he shook my hand and simply said, "Good luck, young man." With that, I embarked on a career that has been truly lucky and blessed. Mr. Crawford continued to work at the Academy and eventually retired in his native Colorado where he resides today, one of four Medal of Honor winners living in a small town.

A wise person once said, "It's not life that's important, but those you meet along the way that make the difference." Bill was one who made a difference for me. While I haven't seen Mr. Crawford in over twenty years, he'd probably be surprised to know I think of him often. Bill Crawford, our janitor, taught me many valuable, unforgettable leadership lessons. Here are ten I'd like to share with you.


Be Cautious of Labels. Labels you place on people may define your relationship to them and bound their potential. Sadly, and for a long time, we labeled Bill as just a janitor, but he was so much more. Therefore, be cautious of a leader who callously says, "Hey, he's just an Airman." Likewise, don't tolerate the O-1, who says, "I can't do that, I'm just a lieutenant."

Everyone Deserves Respect. Because we hung the "janitor" label on Mr. Crawford, we often wrongly treated him with less respect than others around us. He deserved much more, and not just because he was a Medal of Honor winner. Bill deserved respect because he was a janitor, walked among us, and was a part of our team.

Courtesy Makes a Difference. Be courteous to all around you, regardless of rank or position. Military customs, as well as common courtesies, help bond a team. When our daily words to Mr. Crawford turned from perfunctory "hellos" to heartfelt greetings, his demeanor and personality outwardly changed. It made a difference for all of us.

Take Time to Know Your People. Life in the military is hectic, but that's no excuse for not knowing the people you work for and with. For years a hero walked among us at the Academy and we never knew it.


Who are the heroes that walk in your midst? Anyone Can Be a Hero. Mr. Crawford certainly didn't fit anyone's standard definition of a hero. Moreover, he was just a private on the day he won his Medal. Don't sell your people short, for any one of them may be the hero who rises to the occasion when duty calls. On the other hand, it's easy to turn to your proven performers when the chips are down, but don't ignore the rest of the team. Today's rookie could and should be tomorrow's superstar.

Leaders Should Be Humble. Most modern day heroes and some leaders are anything but humble, especially if you calibrate your "hero meter" on today's athletic fields. End zone celebrations and self-aggrandizement are what we've come to expect from sports greats. Not Mr. Crawford-he was too busy working to celebrate his past heroics. Leaders would be well-served to do the same.

Life Won't Always Hand You What You Think You Deserve. We in the military work hard and, dang it, we deserve recognition, right? However, sometimes you just have to persevere, even when accolades don't come your way. Perhaps you weren't nominated for junior officer or airman of the quarter as you thought you should-don't let that stop you. Don't pursue glory; pursue excellence. Private Bill Crawford didn't pursue glory; he did his duty and then swept floors for a living.

No Job is Beneath a Leader. If Bill Crawford, a Medal of Honor winner, could clean latrines and smile, is there a job beneath your dignity? Think about it.

Pursue Excellence. No matter what task life hands you, do it well. Dr. Martin Luther King said, "If life makes you a street sweeper, be the best street sweeper you can be." Mr. Crawford modeled that philosophy and helped make our dormitory area a home.

Life is a Leadership Laboratory. All too often we look to some school or PME class to teach us about leadership when, in fact, life is a leadership laboratory. Those you meet everyday will teach you enduring lessons if you just take time to stop, look and listen. I spent four years at the Air Force Academy, took dozens of classes, read hundreds of books, and met thousands of great people. I gleaned leadership skills from all of them, but one of the people I remember most is Mr. Bill Crawford and the lessons he unknowingly taught.


Don't miss your opportunity to learn. Bill Crawford was a janitor. However, he was also a teacher, friend, role model and one great American hero. Thanks, Mr. Crawford, for some valuable leadership lessons.

The Do-Right Mind

The link below is to an interesting article found in the Burlington TimesNews this morning.  I think you might enjoy it.  Sometimes, I think we tend to over complicate character and leadership development.  I know I am guilty of it.  This article addresses integrity and character development in a simple but wise manner. 


Everything doesn't have to be complicated to be of great worth.  A great lesson from this article is that there is a lesson to be learned from just about everyone we come in contact with, the great and the not so great (in worldly terms).  I learned some of the greatest lessons about life from my grandfather who had only a 6th grade education.  But he was very wise.  I bet you know people like that too. This article introduces us to us a person.  

http://e.thetimesnews.com/Olive/ODE/BurlingtonTimes/LandingPage/LandingPage.aspx?href=QlVSLzIwMTAvMTAvMDM.&pageno=NQ..&entity=QXIwMDUwMg..&view=ZW50aXR5

Actions for Establishing and Integrating Core Values as the Operating Philosophy of the Organization

Once a set of core values is approved by management, hopefully after due diligence has been given to the ideas and inputs of internal and external stakeholders, the job of integrating the values into the hearts and mind of the organizational stakeholders is next. As we have discussed in previous postings, having a set of core values within an organization is of little worth unless they are bought into and internalized by everyone. They must become the operating philosophy for all decisions and actions by everyone in the organization to be effective. The buy-in must start at the top of the organization and work downward and across the organization until it becomes its accepted norm and its defining culture. A culture where everyone agrees with what expected organizational behavior looks like and they voluntarily order their own behaviors in alignment with the established set of value. Furthermore, everyone must consider it their corporate responsibility to hold others equally accountable for compliance, not just themselves.


Having included all stakeholders in the process of core value development the process of acceptance and adoption should be an easier task, yet, there is much work to be done. Listed below are a few practical ways I think will help transition an organization into becoming a principled, ethical and character based organization based upon core values as the accepted operating philosophy.

Action Step One

The organizational head (CEO) introduces the core values to the organization and declares the day the beginning of a new era; an era that begins with the incorporation of a new operating philosophy based upon the establishment of a new set of core values.


The first action is for the head of the organization to communicate to all employees and stakeholders that he fully supports and authorizes the new incorporated core values as the new operating philosophy of the organization. He should reiterate that the core values are the result of input and advice from stakeholders across the organizational landscape and they are not the work and selection of management alone. The values belong to the organization and are not solely owned by him or upper management. He should state that the core values selected are an accurate representation of the ideal character of the organization as recommended and selected by all stakeholders. The core values will represent to the entire world who they are, what they stand for and how they will do business as an organization going forward.


The CEO must acknowledge that the selected core values represent a new beginning in how organizational behaviors and decisions are to be made. These values will guide everyone, every day, in every situation as to what action they should take. He should emphasize that the organizational values, from this day forward, are the foundational rock that everything else stands. The CEO is to communicate with absolute clarity that from this time forward the behaviors of everyone within the organization will be judged according to how they align with the new core values. There are to be no excepting circumstances and no individual or groups who are above the core value standard. Simply put, there is a new way of doing business in town and it is the clear standard that everyone will be measured against.

Action Step Two

The organizational head (CEO) pledges that his personal actions and behaviors will be in perfect alignment with the selected core values and expects to be held accountable.


The organizational head is to give his solemn word, his pledge and promise that he all of his decisions, actions, and behaviors will be fully aligned with the organizational core values. He openly invites scrutiny by everyone to judge his conduct according to the organization’s core values. The asked and expects to be held accountable as he will be holding others accountable. He demands others to call him out for any real or perceive incongruities between the core values and his actions. The CEO gives his personal promise that all decisions and actions by him will be honorable and he will do nothing personally or professional that will embarrass them or the organization. This will give others within the organization confidence that the new values, as a standard, will be administered equally and fairly up, down and across the organization, including the CEO.


More action steps will be forthcoming with the next posting. Have a great weekend.

Esse Quam Videri!



Carpe Diem


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