Leadership and Civility

In Scott Peck’s book, “A World Waiting to be Born:  Civility Rediscovered”, we learn that in order to become healthy organizations, we need to discover the art of civility.  Every organization will inevitably have conflict.  He goes on to say that, “As consciously motivated organizational behavior, civility (like healthy civics) requires consciousness of one’s self, consciousness of the other person, and consciousness of the organization, or larger system, relating the self and other.” 

The work of becoming observant, self-aware people is the cornerstone for engaging civility in our organizations.  We cannot expect someone else to do that work for us.  An organization can address its conflicts when the leaders (especially) can become conscious of their thoughts and emotions in deepening ways.  

Strategies for Deep Work #2

[This post is part of a book review series on Deep Work, by Cal NewPort. See post 1 for a summary.]


In Newport’s chapter titled “Rule #1: Work Deeply”, he outlines strategies and principles to help us build rituals and rhythms to do deep work that stretches our personal abilities. This first rule is about reducing and removing distractions that prohibit us from doing deep work. I outlined his first strategy (see post 1) about deciding on a Depth Philosophy. Here’s a list of the strategies (I’ll only highlight a few):

  • Decide on your Depth Philosophy
  • Ritualize
  • Make Grand Gestures
  • Don’t Work Alone
  • Execute Like a Business
  • Be Lazy

Ritualize

This strategy is about adopting rituals (actions, gestures, intentions) that help to create and maintain regular patterns of deep work. Here are some of his examples:

  • Identify where you’ll work and for how long
  • Identify how you’ll work once you start to work
  • Identify how you’ll support your work

I found this principle helpful to continue focusing on my work habits and patterns of when and where and how I like to think and create. For me, I like the morning times. It’s when my brain is the sharpest to think critically. I also don’t check emails, social media, or respond to phone calls/text messages. No tech distractions. I also like sitting in my reading chair or my patio. Both are quiet and soothing places.

“Surrounding such efforts with a complicated (and perhaps, to the outside world, quite strange) ritual accepts this reality—providing your mind with the structure and commitment it needs to slip into the state of focus where you can begin to create things that matter.”

Newport, Cal. Deep Work (p. 121). Grand Central Publishing. Kindle Edition.

Execute Like a Business

For this principle, Newport is now interested in HOW to execute strategy. What and how are two different set of questions. We may know that (what) we need to do, but not know HOW to execute it. For this, Newport refers to the book, “The 4 Disciplines of Execution” and then summarizes each discipline.

  • Discipline #1: Focus on the Wildly Important
    • identify a small number of ambitious goals (or outcomes) during deep work hours…with a tangible reward attached to it.
  • Discipline #2: Act on the Lead Measures
    • measure your success by focusing on activities that will improve behaviors that will impact your long term goals
  • Discipline #3: Keep a Compelling Scoreboard
    • have a way to publicly record and track your lead measures
  • Discipline #4: Create a Cadence of Accountability
    • review your weekly work and scoreboard to celebrate and make adjustments

Here’s one my favorite quotes from the above principle:

David Brooks endorsed this approach of letting ambitious goals drive focused behavior, explaining: “If you want to win the war for attention, don’t try to say ‘no’ to the trivial distractions you find on the information smorgasbord; try to say ‘yes’ to the subject that arouses a terrifying longing, and let the terrifying longing crowd out everything else.”

Newport, Cal. Deep Work (p. 137). Grand Central Publishing. Kindle Edition.

Bringing it Home for Me

So how does this apply to me? I have a few areas that require some deep work:

  • church planting
  • corporate chaplaincy
  • music

Using the church planting area, my work is to focus on discovering what the wildy, ambitious goals are for a new church. For me, my goal isn’t to get a lot of people to a church service. It’s not even to tell people what to do. Part of my work is to discover what the wildy important goals are. They seem to be connected to justice, healthy relationships, and caring for leaders who have big ideas on how to transform our city to reflect God’s love.

Re-Post: Seven Toxic Bosses You Should Avoid Like the Plague

This is a re-post from an article sent to me.  It was so good that I’ve had it opened on my browser for three days!  By chance, I sat at a gathering of pastors today where the #1 issue that ministry leaders face is “feeding the monster” (i.e. focusing on administrative, financial, budgetary, organizational tasks…instead of fostering relationships and mentorship).

source (full article):  https://goo.gl/pNSvLm

Difficult bosses contaminate the workplace. Some do so obliviously, while others smugly manipulate their employees. The “bad boss” has become a comedic part of work culture, permeating movies and television, but when you actually work for one, there’s nothing funny about it.

Bad bosses cause irrevocable damage by hindering your performance and creating unnecessary stress. The stress they create is terrible for your health. Multiple studieshave found that working for a bad boss increases your chance of having a heart attack by as much as 50%.

Even more troubling is the number of bad bosses out there. Gallup research found that 60% of government workers are miserable because of bad bosses. In another study 69% of US workers compared bosses with too much power to toddlers with too much power. The comparisons don’t stop there. Significant percentages of US workers describe their bosses as self-oriented (60%), stubborn (49%), and overly demanding (43%).

Most bosses aren’t surprised by these statistics. A DDI study found that 64% of managers admit that they need to work on their management skills. When asked where they should focus their efforts, managers overwhelmingly say, “Bringing in the numbers”; yet, they are most often fired for poor people skills.

 

 

transformative leaders

We have constructed a way of leadership that is distant from others, believing that leading others is a one way street.  But transformative leaders make themselves transparent to others so that both are inspired towards growth.  

I know this leader who has snacks in her office.  Everyone goes to see Teri because they’re hungry throughout the day.  She will say, “Have something to eat, son” and after a few minutes of the employees eating, they start sharing their work and life struggles.  She just listens as they both snack and tell stories.  Teri might offer a story of her own experiences and then as they’re wrapping up, the employee will thank Teri and off they go.  Most employees describe Teri as one of the best managers to work for.  Why?  Because she cares.  Teri makes herself a vulnerable leader–who is not afraid to listen and learn from others.  I should also note that Teri’s department is constantly breaking records in her department.