Every home and every organization has structure. Structure is the invisible field that influences behavior. Systems expert Peter Senge of M.I.T. defines structure as ?choices made over time.? Choices made over time becomes the ?way we do things?. The way we do things comes from the way we think--our beliefs, assumptions, and perceptions. Every relationship and every organization that you are a part of has a structure. You influence that structure by the choices you make. Structure is what compels people to act in certain ways.
For example, I went to a book store (Schuler's Books and Music) and asked about a certain book. The sales associate looked it up, led me to it, took it off the shelf, and handed it to me. All of this was done with cheerfulness and a desire to help me. I know that if I go into that store and ask for a book, I will get the same response. That's structure. All the associates treat customers that way. Why is that? It is because leadership has communicated and modeled that behavior consistently. Leaders consistently send a message as to how to treat customers.
In another example, I decided to visit a chain restaurant called Steak and Shake. I just wanted a chocolate shake to take out. I walked in and stood at the counter. Four people who work there saw me but did not acknowledge my presence. The waitress was pouring coffee but ignored me. There were only three tables with customers. That was a leadership problem. The leaders in this restaurant had not created a clear structure. Ignoring customers was acceptable. Maybe the waitress didn't want to deal with a take out order. Maybe the two people in the grill said to themselves : ?Hey, greeting that guy is the waitress? job.? Maybe she would have come over eventually, but I noticed she wasn't very busy. The place felt ?dead? so I left.
If poor performance, lack of cooperation, or lack of responsiveness is happening in your organization it's because it is acceptable. This is not an article about being tough on your employees. It is an article about being honest with yourself. Whether you are the leader in an organization, a family, a church, or a committee, there is no ?them?. Your choices set a tone. What you say and what you don't say send a message.
A leader is an architect. Your mind including your assumptions, beliefs, and perceptions, is your design tool. The behavioral choices you make each day come from the way you think. These choices, combined with the choices of others, become ?the way we do things.? Therefore, organizational change and growth do not happen at the level of behavior, but at the level of thought. Behavior originates in thought. Emotion is your body's response to thought. Emotion is the driving force behind all choices. Negative or positive, excited or bored, emotion is the energy of a group of people. Leaders contribute to the energy of the group via the way they feel. The energy at Schuler's was caring, helpful, and enthusiastic. The energy at Steak and Shake was apathetic and slow moving. If you are going to be an excellent leader/architect, you need to understand how you think and how your thinking makes you feel.
A great many people see themselves as victims. They are either expecting others to do something to them, or expecting others to do something for them. If you are expecting others to do something to you, you spend time shoring up your defenses, planning your counter attacks, planning your preemptive attacks, or avoiding certain people altogether. If you are waiting for others to do something for you, you are helpless and powerless until someone takes care of you. If you are not being cared for or treated in the way you think you should be, then you feel under appreciated, or mistreated, resentful, or the victim of selfish people.
If you are a leader and you think like a victim, your thoughts and emotions, and their resulting choices will serve to create a structure that encourages confusion and conflict. For example, the manager who avoids talking to the underperforming employee creates a structure that encourages poor performance. The message sent, even though it isn't intended, is: ?Your performance is acceptable to me.? The manager who constantly criticizes someone sends the message: ?I expect you to do poorly.? Whatever your opinion of someone else may be, that becomes your vision for them. These thoughts will generate emotions and behaviors that will serve to promote the behaviors you say you don't want.
Leaders who are self aware recognize when they feel victimized or uncomfortable. They recognize that their discomfort and their behaviors are out of alignment with their vision and with who they are as a person. This acknowledgment and recognition must be nonjudgmental. That is, you don't condemn yourself for how you feel. You accept it and clarify who you are, what you want, and the vision for your organization. You determine what your next steps will be in order to come into alignment with your intentions. You determine what actions will best serve the highest good for all concerned. As humans, we are always susceptible to feeling like victims. Excellent leaders move themselves out of the neighborhood of victimhood and into the high-rise of personal responsibility.
To summarize, the thoughts, emotions and choices of leaders become the structure of an organization. As structure is reinforced, it influences behavior. The place to begin growth or correction is within yourself. Your shift in thinking radiates outward and influences the structure. Leadership is not about getting people to do things your way. Leadership is influence. Whatever thoughts and emotions you are bringing to the table--that is your influence. This is true at your place of work, in your home, in your spiritual community, and in any other group in which you are involved. Choosing to shift your thinking away from victimhood is not easy. It's easier to be a victim. Your intention and willingness will move you forward. Your ability to reflect honestly on your own contribution to your conditions and to the conditions of your organization will serve you well. Your commitment to who you are, to the well-being of others, and to the vision of the organization will define you as a great leader. Leadership is a choice that is made moment by moment. Leadership is a practice and this is how you practice it.
Copyright 2006 William Frank Diedrich
A good leader can take a team and accomplish things that no one believed was possible. In order to do this they must make incremental changes that are challenging, but not impossible. By giving their organization a string of successes they will build momentum and attitudes that will help them overcome even difficult situations in the future.
Good teachers take their students far beyond what the students think is possible in a short period of time. A good leaders do the same.
Teachers break the overall semester goals into smaller weekly goals and arrange them in a logical order. The best teachers I have had plan their assignments out for the entire semester and include it as part of the syllabus. Going into the class you look at the assignments and it is overwhelming, but the first one looks doable, challenging and interesting.
In the process of completing the first assignment you learn several things that make the next assignment a little more possible and so one. By the time you've completed 4 or 5 assignments you have confidence. A leader must take the same approach as a teacher when it comes to improving his organizations confidence. As a leader you may not always be able to arrange tasks in the best order for your team to learn. This makes it difficult to create a series of goals where every time you achieve one you are more equipped to achieve the next.
Professors have the distinct advantage of being able to teach the same class year after year. Since most teachers get a new class every semester, they have the opportunity to start fresh. Any miscalculations about the complexity of certain assignments can be changed the next semester and any opposition on the part of the students is not cumulative. To manage these risks a leader must advance toward their first goals very carefully.
Staring with simple easy to accomplish goals helps build momentum and gives the leader a better idea of what his people are capable of accomplishing. By making the goals informal a leader can learn these things while reducing the risk of creating discouragement.
Over time a leader must communicative formal goals and plans. Some leaders don't want to tell anyone what the organizational goals are because they don't want people to get disheartened if they aren't achieved. While this might be beneficial for a short period of time, if a leader is incapable of sharing goals and plans after a year, it will be damaging to the organization. Teamwork can only flourish when there are clear goals.
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William Frank Diedrich has sinced written about articles on various topics from Telemarketing, Marketing and How to Sell on Ebay. William Frank Diedrich is a speaker, executive coach, and the author of Beyond Blaming: Unleashing Power and Passion in People and Organizations. William offers keynotes and workshops on leadership and moving beyond blaming. William has developed the Lead. William Frank Diedrich's top article generates over 22200 views. Bookmark William Frank Diedrich to your Favourites.
Mark Shead has sinced written about articles on various topics from Debt Consolidation, Finances and Travel and Leisure. Please visit http://www.leadership501.com to find out more about challenging a. Mark Shead's top article generates over 18100 views. Bookmark Mark Shead to your Favourites.