Jumping Into the Deep End of Leadership by Donna Karlin

11:27 am | 0 recommendations | 8 comments

Leadership: Speaking Up vs. Silence

"What would you do if you heard a rumor that a co-worker was on drugs or had a drinking problem?” Last night at dinner with friends there were many “What if” or “What would you do” questions tossed around. The first about a chemical dependency was one of them. Another was “What would you do if you heard some news that affected a client, a family member or a colleague, that hadn’t been shared with that individual yet? Would you tell him/her, even if it was good news?”

We polled the table and it seems women would say something and men wouldn’t. Interesting don’t you think?

In my world, where I hear decisions as they’re being made, these decisions directly affect my clients lives, whether it’s a posting abroad, a promotion or a political appointment. I cannot say a word for various reasons, one being a confidentiality issue as everything shared with me or in front of me remains confidential by virtue of the ethics of my profession among other things and secondly if for any reason any information would leak out, they might lose the appointment and that wouldn’t be good news for anyone.

Still, for example, if you knew your spouse was going to find out something life altering, a promotion, a transfer etc before he or she knew of it, and it also impacted your life, what would you do? Would you say something or wait for official notification? The last question that was asked was, “If you hadn’t said anything would you fess up to having known it beforehand?” That’s probably the biggest dilemma of all as it might affect the level of trust between the two of you. Or would it perhaps strengthen it?

A dilemma for many; black and white for others. Many had a very hard time with this, more with finding out someone close to them knew and didn’t say anything, even when it was fantastic news. They felt betrayed.

If you were in this position, would you do and why? Your answers will help many people in this position and, perhaps, you yourself if you become faced with this same issue at some point in your life.

Donna Karlin • Executive and Political Shadow Coach™ • Ottawa, Canada • •www.abetterperspective.com

08:39 pm | 0 recommendations | 9 comments

Leadership: Stubborn Leadership

You have the job….the job of a lifetime…the job of a leader. Your heart is in the right place. You want to take your organization to the next level and you know the potential is there but you’re losing the support of your people.

One by one they’re leaving the leadership camp hoping an intelligent, well-meaning leader will see he is the main reason standing in the way of success. As one of that camp...someone about to bail, what do you do? How do you make him see the best thing he could do is step aside? Or is it the best thing he can do?

A dilemma for sure but one that is happening in too many places right now, mostly because the leader got the job for all the wrong reasons.

Do you leave? Have a heart to heart with him? How do you resolve a problem that could potentially bring the organization down?

I’d love to hear…

Donna Karlin • Executive and Political Shadow Coach™ • Ottawa, Canada • •www.abetterperspective.com

08:18 pm | 0 recommendations | Be the first to comment

Leadership: Are You a Maverick Thinker?

Are you a maverick thinker? By maverick thinker, I don’t mean coming up with the ideas and innovative concepts to run with, rather it’s balancing innovation with what already exists and is successful that might give an organization the winning edge.

For some organizations, especially government, the hiring process is so rigid, it excludes the maverick thinkers, relying more on educational and professional credentials than what they can bring to the table. Toss government criteria in the mix when they have to classify levels to the ‘nth’ degree which adds a restricting framework around how the job gets done, and it makes a huge difference as to whether or not maverick thinkers can thrive or even exist.

Supporting these thinkers while at the same time moderating what they actually fly with will make a difference with regards to payback. That's the role of leadership. Not an easy role by any means. Leadership has to moderate how many new ideas the organization will fly with as running with too many ideas will cause loss of focus and reduced profit in every realm, not just the innovative ones.

Many have no idea what they shouldn’t be doing so dive in with both feet. Some become extremely successful and others can’t understand why they’re struggling. If you talk yourself out of things before they start, you’ll stagnate. If you don’t even conceive that failure is an option, you’re more apt to take risks and play with innovative concepts and ideas.

Energy will be on possibility rather than the impossible. If leadership provides a framework around which these maverick thinkers can ‘play’ then who knows what can happen?

D’you know what I mean?

Next time you find yourself talking yourself out of trying something you’ve been dying to test out, give it a chance. Explore the possibilities with those who can support you and let them see your passion and energy. That’s the first step. You figure out the second that’ll work for you. Go for it! And those of you in positions of leadership? When is the last time you let a maverick thinker really come out to play? If you haven’t, how long do you think they’ll stick around?

Donna Karlin • Executive and Political Shadow Coach™ • Ottawa, Canada • •www.abetterperspective.com

04:05 pm | 0 recommendations | 1 comment

Leadership: Evolving Dialogue

Last week I was working in Washington D.C. with a group of masterful coaches. This group was amazing! Most had never met each other before but the level of trust, engagement and respect for each other was off the charts. I watched them evolve through dialogue.

One of the topics I cover in my training is assumptions in dialogue. When we assume someone is coming from a certain place and work with them based on that context, everything that unfolds after that assumption is based on air, not fact. We have to ask the fundamental relevant questions in order to build something strong and of substance.

How often does that happen in organizations? When we engage in conversation with someone it’s for many reasons such as fact finding, validation, direction, and perspective. When we speak to someone only to validate our current knowledge and perspective, it’s not a two way conversation; it’s a dialogue of the deaf.

As Coaches, we are usually called in to work with people to help them evolve to their level of excellence. If all we did was validate what they already knew without exploring the rest, they’d pretty much stay exactly where they were. Our roles are to help people move forward. Isn’t that the role of leadership? If the 'powers that be' don’t engage in generative dialogue, they are eliminating the fact finding, direction and perspective they might need to move the entire organization forward.

Nic Askew recently shared “ ‘Inner-vision' comes from within the organization, from deep inside an individual or group of individuals. 'Purpose' is often a construct of the words & ideas of others, disguised as an original idea.” In order to do that we not only have to hear, we have to listen to all the players not just the upper echelon. It’s a way to capture the intangibles, the soul of an organization and let it emerge in a powerful way. It’s not taking words that sound good and try to force an organization to fit them.

Life happens through every experience, interaction and conversation. We have to pay attention to what that means and to what the ramifications might be when we don’t. Awareness is curative….and generative. Generative dialogue creates newfound awareness. Then we can build careers, people, and organizations.

Donna Karlin • Executive and Political Shadow Coach™ • Ottawa, Canada • •www.abetterperspective.com

03:07 am | 0 recommendations | 1 comment

Leadership: Waiting for a crisis

I was talking to a dear friend and fellow Coach this afternoon about ‘waiting for a crisis to change our ways of being’. It applies in all aspects of our life, work, personal relationships, and health, as well as the health of an organization.

To say human beings process things a certain way is to give validity to a perspective or paradigm that doesn’t serve us. Why wait for a crisis to implement change or rethink and reinvent something? Why not just create something incredible to start off with when everything is already good?

Could it be we automatically settle because amazing things happen to someone else, not us? Is it possible we don’t want to ‘press our luck’? Many become workaholics and yet won’t redefine their lives until their partner is about to ‘walk’. There are those who won’t redefine how a company operates until it’s in crisis and about to go under. Why wait until the last moment when digging yourself out is so much harder than building something new?

There might not be a simple answer, but I’d love to hear your insights on this.

Donna Karlin • Executive and Political Shadow Coach™ • Ottawa, Canada • •www.abetterperspective.com

08:32 pm | 0 recommendations | 1 comment

Leadership: Ignorance Can Be a Good Thing

How many times have you heard “Knowledge is power”? Knowledge can also kill your power.

One of the most difficult roadblocks to get past with my clients is when they become successful. Many many years ago I used to do an exercise with my clients on SMART goals (specific, measurable, achievable, realistic and tangible). They used to set short term and long term goals. When they reached their half way point, way too often they would back off and plateau. This wasn’t the kind of plateau that George Leonard speaks about when he says you achieve mastery while plateauing; it’s the kind of plateau where you hit a brick wall and start regressing because something inside you says “I never thought I’d ever get this far. Maybe I should quit while I’m ahead and not press my luck”. Sound familiar?

Luck has nothing to do with it. My clients achieve success because of hard work, determination and an energy that won’t get them down. Sometimes the process can bring you down and sometimes too much information can stop you dead as well. What do you have to pay attention to and what shouldn't you pay attention to?

I’m not stating this is the only way to go and that it would work for the masses (caveat ahead of time). For years I’ve been asked about my business plan. “What is your 5 or 10 year business plan so you can measure your success against it?” How many set goals for themselves that seem realistic but they’re sidetracked, make new decisions to go in a different direction or decide they wanted to make new choices in their lives? Then along come friends, colleagues and family members who ask “Whatever ever happened to….?” and self-confidence flies out the window as you find yourself making excuses as to why you’re not already successful.

How many set goals and plans for themselves and miss incredible opportunities along the way? If I had stuck to “the plan” half of the amazing opportunities that have presented themselves over the years would have been tossed aside or completely ignored.

Starting out, many who are now successful leaders didn’t necessarily have all the knowledge they needed to start a company or dive into a profession but their passions guided them there. As they didn’t gather the data or speak to so called experts who would tell them it couldn’t happen, it didn’t occur to them that it couldn’t happen. Rather they knew they would do all they needed to do to make things happen.

When I broke away from being an associate with a large national company I didn’t look for all the data that would back up why I would fail on my own. I didn’t look at statistics or gather reams of information. What I did do was listen to what the needs were of the people around me and figure out what I could do to meet those needs and then some. For me, ignorance with regards to the business piece of my practice was bliss, and because of that, every year I reach a new high in my work and my life.

You could either look at all the ‘why nots’ or say “Why not?” Choice is yours. Next time you have the opportunity to meet with someone successful in their field, ask them how much was planned and how much just happened. And if you’d like to share some of that with us, great. We’d love to hear!

For all my neighbours south of the border, wishing you a very happy Thanksgiving!

Donna Karlin • Executive and Political Shadow Coach™ • Ottawa, Canada • •www.abetterperspective.com

10:52 am | 0 recommendations | 8 comments

Leadership: Knowledge vs. Wisdom

I was recently at a conference where one of the speakers said “Learning is more than gathering information”. That statement had a profound effect on me for many reasons. We looked at the difference between knowledge and wisdom and were asked “How many people have you met who have an immense amount of knowledge, are like walking encyclopedias but aren’t very wise? And how many people are very simple and don’t have a wealth of knowledge or information but are very, very wise?”

Take that question and add one of mine. Which person, the knowledgeable or the wise, leaves the biggest impact on you, so you remember the conversation, the context and take those words of wisdom and apply them to your life? My answer is the wise one.

In the days of vast amount of knowledge available at the tip of our fingertips, the world is fast become an even playing field when it comes to gathering knowledge. A great deal of it, through open source is available for no cost. Wisdom however is something that is priceless.

If we listen to all the knowledge that we’re bombarded with, we will close down and start ignoring it. There is way too much information to remember coming at us at the speed of light (thanks to technology). We can’t possibly retain it all. We can however look for guidance from those who have a wealth of wisdom because they see context, relevance and how it impacts us.

Do you consider yourself wise or knowledgeable? Regardless, which would you rather be?

I know many people with post graduate degrees coming out of their ears who can’t find a job. Why? Because they’re scholastically overqualified but don’t have the savvy, the perception and perspectives needed in a fast paced, competitive world. They get lost in their knowledge and get stuck on research but don’t integrate it and use it as needed to move themselves and organizations forward.

When choosing my development team I didn’t look at their degrees as much as experience, impact, awareness factor and openness to grow, learn and create. Knowledge can hold you back in the realm of what was already studied and documented. My team looks at possibility. How they live their lives, their work ethic and open-mindedness got them chosen for my team. I'm seeing the same trends more and more in the corporate world. Who do you think would serve your organization better? Perhaps it’s time to look at a culture change?

Donna Karlin • Executive and Political Shadow Coach™ • Ottawa, Canada • •www.abetterperspective.com

11:46 am | 0 recommendations | 4 comments

Leadership: Leadership Assumptions

I was revisiting all the comments I received from last week’s blog and they got me thinking….

I heard everything from “Talking about leadership style is a distraction” to analogies re the present Administration to definitive ideas of what makes a leader. These are amazing, insightful comments.

I wonder how many assumptions are made around the term and definition of ‘leader’? One might assume that a leader needs followers. One might assume a leader is brought on board to help evolve an organization. And one might assume that a leader has the ideas, insight and innovation to bring a stagnating organization forward. There are assumptions that leaders have the “ability to see a bigger picture than us and an ability to make meaning for us”. That is definitely not the case, though something most people crave in their leaders.

I could ask 100 people about what they look for in a leader and get 100 different answers. Oh yes, there would be commonalities, but as everyone’s needs differ, so do their needs for what they want in a leader.

A question recently asked is “Do leaders really listen to advice or do they use advice to validate what they already know and want to do?” A great question. To find out the answer I’d have to poll many a leader. You might assume I’m going to pose that question to you (and you would be right)

Listening to advisors and integrating their advice are very different and can really impact a leader’s world. Paying attention to informed advisors can also make or break a leader. I know many in positions of leadership who are known for their experience and level of expertise but that doesn’t mean they have the up to the minute information they need or are up on current trends. No one person has all the information necessary to run an organization. What they need are the right contacts in various areas of expertise to give them what they need when they need it.

As a Shadow Coach, one of the dynamics I question clients on is when they say “Interesting concept, however I would have done it this way”… and continue to outline their perspectives. When this happens on a regular basis, I challenge my clients to stretch beyond what they know into the world of the unknown to listen for and integrate what they didn’t know.

Great leaders listen to the wisdom of those around them. I’ll go out on a limb to not only say that’s an assumption but a fact. Learning is more than gathering information. It’s being open to realizing you don’t know and will never know all you need to know to lead and operate from that premise.

Your thoughts on this?

Donna Karlin • Executive and Political Shadow Coach™ • Ottawa, Canada • •www.abetterperspective.com

05:20 pm | 0 recommendations | 15 comments

Leadership: Leadership Is Context

I was going to write a long post about leadership within various contexts, however I thought I'd start a dialogue to hear what you have to say about this.

One can't remove leaders from the context of their worlds and expect to measure their leadership style and effectiveness in any way. It's all about the context of their world, their surroundings, people, challenges, stability and sustainability of the organization.

From the other perspective often context creates leaders based on what unfolds in their realms. Take a third perspective and many a time context defines what style of leadership is needed. So do you put the cart before the horse? Horse before the cart or is it a give and take relationship?

Who seeks out a leader who hasn't proven great leadership? And yet, circumstances might dictate who a great leader is in one context while being a poor leader in another.

This is very intricate, has many facets and goes directly to defining sustainable and mastery in leadership. What are the common threads? How do you see it?

Donna Karlin • Executive and Political Shadow Coach™ • Ottawa, Canada • •www.abetterperspective.com

08:53 pm | 0 recommendations | Be the first to comment

Leadership: Listening, or Listening and Incorporating?

Most leaders ask for information but not necessarily for advice. Many will listen to advice and then end up tossing it and doing their own thing. Is it a pride issue do you think? Or in some cases, do you think leaders hesitate to ask for and implement advice because they think in some people’s eyes it shows a sign of weakness?

I often work with leaders who listen intently to what’s unfolding before them and even though some of the issues are critical, respond by saying “I would have done it this way” or “Yes, I see what you mean but you should do this instead”, totally discounting all advice. They are downloading information, perhaps using bits and pieces of it to validate what they already know or feel, but they’re not doing anything with the advice they were given. Most of the time it’s unsolicited and they let you know they didn’t ask for it either, making that one of the main reasons for not taking it into account.

People will stop suggesting or giving well based advice because they know it’s falling on deaf ears. Is that leadership or dictatorship? And we all know what that kind of dynamic does to self-worth.

Is it power, politics and self-preservation?

It doesn’t matter how secure we are, don’t we all want to be on top, the kingpins, to dominate those who we feel might just know more than we do?

Ego at play; no matter how much we want the best for the organization and its people, we all need to have our egos stroked now and then, don’t you think?

Even if we think we know all there is to know, mastery comes from practicing from a position of what I call grad basic or going back to the basics from a position of having been there, done that. There is always something more to learn. You might be starting from a higher plane but just think of how much you’re going to pick up that you missed the first time ‘round.

Whose responsibility is it to encourage advisors to speak up, to bring ideas, thoughts and concepts to the table by actively engaging others with the intention of listening and learning? The leader’s or the staff, or both?

Donna Karlin • Executive and Political Shadow Coach™ • Ottawa, Canada • •www.abetterperspective.com