Dichotomous Questions

There are some dichotomous questions that I often ask potential leaders to discern what they value and how they see their strengths. These are not meant to be an exhaustive list of inquiries or a standard list of interview questions, but rather just some interesting points of interest for you to consider.

Question 1: Leadership involves people and tasks - which do you enjoy the most? A leader must be able to build significant positive relationships with a variety of people. The ability to relate and identify with others is crucial for a servant leader who hopes to develop collaboration and collegiality. On the other hand, a leader typically has a long list of "to do"s. Unless the leader can gets things done and move toward the transformation of his/her vision into reality, he/she may be well liked, but ineffective within the organization. People or tasks - both are imperative: which do you prefer; which pull is stronger in your life?

Question 2: Leadership involves preparation and presentation - which one energizes you? In order to move an organization forward a vision and strategic plan must be developed and communicated to the organization. Dreams and plans take time to develop and research. There is a great deal of thinking, reading, reflecting, analyzing, and evaluation involved in the construction of that vision/plan. Many leaders can get lost in that process - they spend hours dreaming and thinking, bouncing dozens of ideas off their own sounding-board. On the other side of the coin, the vision/plan must be communicated - a vision is powerless unless it can become a shared vision with the stakeholders of the organization. Without buy-in from the employees, customers, and other leaders, a vision is only an unrecognizable shadow. But with passionate communication, the leader can move an entire group of people toward a great purpose and meaningful ministry. Share the vision, shout the message, talk the plan, present the dream. Outstanding leaders are often the mouthpieces of the organization. Standing in front of the people and sharing the Idea, the Purpose, the Vision can be such an energizing moment for the leader. Preparation or presentation - which do you enjoy the most?

3. Leadership involves both opportunity for debate and decision making - when faced with a problem which direction does your mind take you? Debate is all about information gathering and weighing all the angles before reaching a conclusion. Decision making is all about resolving issues and moving on. Debate tends to be collaborative while decision making often falls on the desk of the leader him/herself. Debate can be seen as "Ready, Aim, Aim, Aim....finally Fire!"- with the occasional weakness of waiting too long to come to a conclusion. On the other hand, decision making can be seen as "Ready, Fire, Aim!"- often making a knee jerk reaction without taking the time to consult the wisdom of others. A leader, who has the authority to make a decision, can fall into the pit of power and make poor choices just because he/she can. And a leader with authority can also research an issue too long and make the wheels of the organization grind with impatience. Which tendency do you find in your experience?

4. Mercy or consequences - when others make mistakes that impact the organization in significant ways, the response of the leader often goes in one of two directions: toward mercy and understanding or toward frustration and punitive consequences. How are you wired? The more creative the culture of an organization, the more opportunity there is for innovation and risk taking.... and mistakes and failures. The more that status quo plays an important role in a company, the less risk, creative ideation and errors occur. Mercy must reign in a creative environment or ideas will dry up with fear of the wrath that follows failure. Creative people must have the freedom to come up with stupid ideas, off the wall concepts, and out of the sphere thoughts. Invention almost demands failure. On the other hand failure is costly - ideas that crash and burn can hurt - mistakes (even with good intentions and honest reflection) have consequences. When an organization encounters a mistake made by one of your employees, where does your reaction take you.... mercy and support or anger and the search for the hammer?

Introversion - Strength or Weakness?

Introversion - a strength or a weakness when it comes to leadership?

Every personality test I have ever taken reflects a strong tendency toward introversion. Most leadership material that I have read about this trait reflects that extroversion is the dominant characteristic of effective leaders. It makes sense, initially, to agree with this assessment because of the need for leaders to interact with others, to carry on conversations easily with individuals in social settings, and to project an air of confidence among strangers and friends alike. Extroverts (sanguines, otters, people-persons) have the strength of enjoying crowds and meeting new people.

One of my professors at Indiana Wesleyan University made the distinction between extroverts and introverts in terms of personal energy. The prof shared that extroverts gain energy by interacting with others and are able to charge their inner-batteries in social settings. Introverts, on the other hand, have to exert a great deal of energy in order to be engage larger groups of people. Introverts gain energy in solitude and quietness. If you find yourself empowered when you are around others and emotionally energized at the end of the party, you are most likely an extrovert. If, to the contrary, you are emotionally exhausted at the end of a social gathering and your face hurts from smiling and talking so much, you have strong tendencies toward introversion.

So which trait is better for the leader? The cop-out (but probably the accurate) answer is a balance between the two. But, as a loyal introvert, I must advocate for the introvert. It is my hypothesis (which has never been tested and would make a great research topic) that all introverts are extroverts in certain situations. Once the introvert has time to analyze a situation, get his/her bearing, and feel comfortable with the people in a given setting, that introvert can begin to express feelings, share thoughts, crack jokes, and laugh at him/herself. I have seen and even experienced the introvert becoming the center of a social setting and portray a confident, effective leader. The introverted leader must learn how to speed this process up in order to engage people with a friendly smile and initiate meaningful conversations. This may demand that the introvert explode out of his/her comfort zone into the energy-depleting arena of extroversion.

But the strength of the introvert is that once relationships have been established, once discussions have been engaged, once the ice has been broken, so to speak, the introvert has well- constructed ideas to share, analyzed and synthesized concepts to contribute. Idle chit-chat can be changed into meaningful dialogue; superficial conversations can be transformed into a deep exchange of ideas. Because extroverts just enjoy talking, they sometimes have a harder time getting conversations to focus on the serious. Introverts are often not the life of the party, but they can have significant conversations with individuals that can lead to impact and influence.

Don't get me wrong here - I love being around extroverts. They make me feel comfortable and awkward social settings are smoothed by their ability to carry conversations and include others in the group dynamic. Extroverts laugh at my jokes (even when they are not that funny) and desire that everyone in their presence feels positive. They are usually the sunshine in the organization that start the day with a smile. They can make great leaders filled with enthusiasm and zeal. My point with this post is - don't count out the introvert. Allow them some time to think, to process, to contemplate. You may even have to ask them their opinion. But when they speak (if they are effective leaders), listen to their insights carefully. Introverts are often idea people; their ability to generate ideas and problem solve can be keen; their creativity can be outstanding. Don't miss their input because of their silence; don't ignore their insights by failing to probe their minds.

Extroverts and introverts - my how we need each other!

Pass the Key with Peace

Three old friends owned store fronts next to one another. One was a watchmaker, one a cobbler and the third a toymaker. Each store owner was getting too old to maintain the craft. As they talked among themselves each asked the other how they was going to pass on the business.

The watchmaker said he had an apprentice who had worked beside him for ten years. He was going to sell him the business. "I will sell him half the business and keep half the company, that way I will still be able to monitor the sales and direction of the shop - I do not want the quality of my watches to change and I am afraid that my apprentice will lower the cost of the watches in order to gain popularity," said the seller of time.

The cobbler shook her head in agreement. "I will leave my shop to my eldest son, but I doubt his ability to be successful. He has worked in the shop for many years...began at age10 and has been making shoes for two decades. He has some crazy ideas about color and shape that I don't think will work. I plan to stay close by and keep a careful eye on the products for sale."

The toymaker just smiled and raised an eyebrow. "I have sold my shop to a very young man with novel ideas. He is very excited about the future although I see many changes coming. I plan to give him the key next month and walk away with great and fond memories of all the toys I have made. It will be the new man's store from now on and I will only enter the shop in order to buy a special toy for one of my grandchildren."

Within a year the shops looked very different. The watchmaker shop has a large sign in the window: For Sale...Original Owner looking for New Partner. Upon inquiring upon the situation, an interested businessman asked what had happened to the first partner. The old man responded, "my apprentice wanted to open a new line of more affordable watches... I told him that this shop has and always will stand for the highest of quality whether the common man can afford them or not. The road to popularity is a slippery slope indeed!"

The cobbler shop needed a new coat of paint both inside and out. The lights were dim in the store and the cobbler was working diligently at his station. As a customer walked in the shop he asked about the newest style of sandals that everyone was looking for. The cobbler glanced up from his work and sighed, "Sorry, we don't make that style. My mother has owned this shop for many, many years and she... I mean we... have decided to stay with the traditional shoes that we have always made." The customer left rather disappointed and the young cobbler continued at his task with a small tear in his eye.

The toyshop had a newly painted sign on the store front featuring marionettes and fancy kites. The shop was filled with smiling faces and happy customers. As soon as customers entered the shop, a friendly voice would greet them. The new owner of the shop was always interested in making his store as personal as possible. "I am really pleased with the changes I have made to this place. It was wonderful the way it was, but I have made some improvements that have made it shine.

How hard it is to give the key to another and walk away. I have known some senior pastors who have passed the pulpit to another, but stayed within the church, only to see the new leader struggle to move ahead. The old beloved man of God remained a powerful influence that often stood in the new pastor's way. Some organizational leaders retire from the executive desk, but continue to try to run the company from a chair at the board table. Most of the time, with rare exception, step down should really mean step down and away from your position of authority. Continued management of the company from the back seat can only cause tension and confusion to the new driver. Intimidation and confrontation from the old leadership to the new... whether it is a new apprentice or family member... can result in stagnation, discouragement and even crises.

Succession planning is a critical aspect of strategic development. Executing that plan, as hard as it might be, is vital for transformation. As a leader, (even if you are a new leader with no plans to retire) it is so important to plan how to leave, plan how to pass the key, and plan how to walk away. A servant cannot serve two masters; a car cannot respond to two drivers; a dog cannot obey two opposing voices; and an organization cannot successfully follow two CEOs. The way a leader chooses to pass his/her business on to others, has a strong influence on the success or failure of that organization's future. Oh, how I pray when the time comes that God gives me the grace to pass the key and walk away with peace in my heart.

Leadership Insights from God's Canyon Pt 4

One last insight from the Grand Canyon before I move on to the realities of Ohio. There are certain unwritten laws of etiquette in the canyon. One is that you always yield to a mule train coming up or going down the path. We passed three groups of mules during our hike. The first was taking supplies down to Phantom Ranch. The three-animal convoy had a great-looking cowboy riding on the head mule. The second group of four mules was again guided by a single rider taking supplies to the bottom of the canyon. The third group of mules consisted of multiple animals, each with a rider, headed down the rocky trail. The mules made lots of dust, but were fun to observe as they clopped their way down the narrow switchbacks. The people on the mules did not seem extremely happy. Between the trauma to their posteriors and the continual dust in their noses, their were not many smiles on the riders' faces.

Another unwritten law is, besides the mule trains, the climber going up has the right-away. Those going down should always yield and allow those going up to have access to the path. Once you begin to climb up, you completely understand this law. During our last day, the climb was steep and my legs really began to feel the assent. The elevation was playing a factor on my breathing and the sun was out in full force. The closer we came to the South Rim, the more day- hikers we encountered. It became obvious right away that most of these hikers had not read the unwritten laws. After the third group of rude “tourists” that failed to yield the path, I became rather irritated. I felt that I should stand up on a rock and declare to all the proper etiquette of hiking. After all they needed to show respect to those who had just hiked rim to rim! But instead, I decided to yield the path to everyone coming down the path and welcome them to God's Canyon. I stopped, put on a happy face, and greeted each one with a genuine word of encouragement. It wasn't long before I was really enjoying myself and felt like a seasoned explorer welcoming visitors into my Father's Canyon. Most of the day-hikers responded with smiles and positive comments, having no idea that they were failing to yield the path to a tired old man with no hair.

My leadership thought rising from my assent to the South Rim, is that leaders often have to yield their rights in order to relate to and understand others. Irritations when protocols are not followed; discouragements that surface when rules are disobeyed; and anger that begins to form when proper respect is not shown can all be short-circuited when we put aside our expectations and serve others. A smile and a word of encouragement instead of demanding the right to pass, can put life into a whole new perspective. Friendships can be made, employees will see your humility and your desire to collaborate. Taking time to stop, welcome people and share a word of encouragement provides an opportunity for the leader to demonstrate his/her personality and heart. A leader represents his organization – how good it is from time to time to become a greeter... to pause in the busyness of business to welcome people into the ministry of the organization.

Occasionally as the principal of the high school, I would stand at one of the doors coming into the school. As students would arrive, I would open the door for them and say something like, “Good morning, thanks so much for coming to school today. It is good to see you. Welcome to your opportunity to excel!” Most of the students would smile, some would say “Good morning, Mr. Rough”, a few would look at me like I was an alien, but I would not let anyone ignore me. I really enjoyed that experience – it forced me to get out of my office and interact with all the special students that God had sent our way. I think the students enjoyed being greeted by the principal at the door as well.

Leadership Insight from God's Canyon Pt 3

Just before I began my hike down the Grand (God's) Canyon I overheard a park ranger say that everyone should respect the canyon. I think he was probably referring to picking up trash and keeping the campsites clean, but as I journeyed down from the North Rim to Phantom Ranch and back up to the South Rim, his words took on a deeper meaning. I found that the canyon is pretty unforgiving. If you sprain your ankle, the canyon doesn't care... if you run out of water the sun doesn't dim its heat... if you lose your way, the canyon doesn't provide convenient road signs... if you eat all your food, there is no snack bar near by. One must respect the canyon and treat her with all seriousness.

At the top of the South Rim there is a poster of a marathon runner who died in the canyon of heat exhaustion – she entered the canyon with 1.5 quarts of water 2 power bars and an apple. She highly underestimated the demands of the canyon and the deadly results of disrespecting the environment.

There are many such stories of people dying in the Grand Canyon. In fact once we had obtained permission to camp in the canyon, the park system send us a video to watch. The first or second statement made on the video was, “People die in the Grand Canyon every year.” Jeremy, one of my fellow hikers on the trip, had a book listing all of the known deaths that occurred in the canyon. Most of the people who perish in the rocky environment died because they failed to respect the canyon. Many failed to take adequate water/food supplies – once caught out in the afternoon sun with no shade available and temperatures over 120 degrees, the birds of death begin to circle overhead. Physical falls rarely happen unless people are goofing around or trying to get the special photograph by going places past the point of safety. Bushwhacking in the Grand Canyon is foolish indeed – the canyon is not a place for independent exploration.

What does this have to do with leadership? A lot! The effective leader respects his/her leadership environment. It may not be as unforgiving as God's Canyon, but careful preparation for and wise responses to the context/content of the organizational setting can add effectiveness and productivity to one's ministry. A boardroom presentation can be deadly if the leader has not done his research and respected the issue enough to prepare his/her perspective. The opposition and threats both from within an organization and from forces outside the company can be deceptively powerful. A leader who ignores or dismisses these entities can find him/herself without water in the heat of the canyon.

Often the biggest danger in the Grand Canyon is the hiker himself...doing foolish things, climbing in dangerous areas, and not watching where he is going. The same is true in leadership. Often the biggest danger is the leader him/herself. Foolish decisions can lead to disaster... pride and hunger for power can cause a leader to slip off the edge of effectiveness and into the crevice of mistrust or the crag of egotism. There is great wisdom in the advice of fellow hikers and leaders should surround themselves with competent colleagues that will help him/her stay on the straight and narrow.

Don't get me wrong with this post. There are times to take risks as a leader. There are those opportunities to take that involve something new and novel and different. But I think an effective leader respects the environment enough to know when the risk is appropriate and when it is not. Starting a 14-mile hike with just a little water at 11:00 am in God's Canyon is a foolish life and death risk. But climbing to the top of Ribbon Falls to see the view below, is a risk well worth taking with benefits that are absolutely beautiful. A risk in the appropriate environment can result in significant growth and huge strides. The key is to understand and to respect the setting.

Leadership Insights from God's Canyon Pt 2

A recent rim-to-rim hike in the Grand Canyon filled my mind with reflection and evaluation. My four-day hike with good friends was perfect in so many ways. The weather was amazing with crystal blue skies during the day and too many stars to count each night. I was awakened each night by the light of the moon. In the day the sun was hot, but the shade brought relief and refreshment. My back-pack was manageable and my shoes were comfortable (despite several blisters caused by good hard hiking). I have almost decided to offer the trip as a leadership class to interested high school students. So many leadership principles became evident as we experienced the adventure of God's Canyon.

One leadership insight that the canyon provided was the essential need for shade. Many people have died in the canyon because of the heat of the sun. The temperatures rose close to 120 degrees each day. But we stopped at three little oases (Cottonwood, Phantom Ranch, and Indian Gardens), each providing some wonderful shade from the blistering sun. A cool (no make that cold) stream wound its way through the campsites and dipping your feet, legs, and even your whole body in the stream made the temperature bearable if not even comfortable. The same is true of leadership, the environment can get very hot. Emotional temperatures can rise, financial environments can heat up, and the pressures of business and ministry can get to blistering levels. And so, every good leader has discovered a place of shade... a cool stream of refreshment. The shade might be a colleague that can provide a different perspective... or a co-worker with a great sense of humor that makes you laugh...or a walk around the campus – away from the office – filled with fresh air and prayer. That cool stream could be a nice glass of lemonade and five minutes to close your eyes and collect your thoughts.... or allowing the powerful words of Jesus to flood over your soul... or a phone call to your spouse (or one of your children) in order to hear the words of unconditional love. Shade and the cool stream in the midst of rocky cliffs is so essential to the effective leader.

A second insight involves water. I like the taste of water, but it takes on a different dimension in the bottom of God's Canyon. It not only tastes great, but it fills your body with strength and life. Since we carried all of our food and my goal was to travel light, I was as wise as possible in my choice of sustenance. I took tuna in aluminum pouches for dinner, power bars and trail mix for breaks along the path, and fruit bars for breakfast. The variety was not all that great, but the food and water tasted so good after a long hike. Lots of water (with Gatorade packets) kept me hydrated and those power bars gave me the energy I needed for the walk. In the canyon of the organization and the maze of leadership, water and food are imperative. As the Psalmist once said, “As the deer pants for water, so my soul thirsts for You.” Jesus said, “I am the living water. Whoever drinks of me will never thirst again.” Taking time to spend in the presence of God is as important to leaders as water is for human existence. Prayer, reflection, meditation, and Bible study strengthens the soul with life. Jesus also said, “Man does not live on bread alone, but on every word that comes from the mouth of God.” Just as it is foolish to hike in the sun of the canyon without food and water, so it is folly to enter the role of leader without the bread and water that comes from spending time with the Savior and God of our souls.

A final thought brings a smile to my face. Laughter keeps things in perspective. While we were on the trail, we were pretty focused as a team of hikers. Walking alongside of cliffs rising hundreds of feet above the canyon floor was not a time to goof around. But when we took a break along the path and when we finally arrived a camp, laughter was the medicine needed for tired feet and sore muscles. We laughed about the events of the day, the crazy squirrels that wanted our food, and mice that visited us at camp at dusk. I love to laugh and so often I find it to be soothing to my heart and mind. An effective leader should (in my opinion) develop a rich sense of humor and an ability to laugh at him/herself. A good laugh can purge stress and serve as a release for tension and pressure. I have seen an awkward discussion brought to ease through humor. I have been part of an emotionally charged debate that ended with peace and laughter as a result of a tasteful interjection of humor. Laughter simply puts life into a proper context. Leaders should never leave home without it.

Leadership Insights from God's Canyon

I have just returned to Ohio from a four-day hike in the Grand Canyon. It was one of those experiences that escape the capacity to define in words. Five of us hiked from rim to rim, starting on the North Rim and ending up four days later on the top of the South Rim. The night before the hike began the temperature got down to the low 30's. At the end of the second day the temperature reached 120 degrees at Phantom Ranch at the bottom of the canyon. Having never been to God's Canyon before I expected it to be barren with rocks, snakes, scorpions, and no water. Instead I was amazed at how beautiful in was, as it painted a portrait of incredible colors. Trees, wild flowers, a crystal-clear creek, and a view that takes your breath away filled every step of the adventure. Most of the wildlife of the canyon stayed away from this bald man, but I did see lots of lizards, mice, squirrels, and birds. A gorgeous deer graced our presence one morning and the California Condors welcomed us to the South Rim (hoping we might die on the assent I'm sure). Although the sun was blazing in the afternoon, it created countless color schemes as it lit up the rock strata in a variety of ways. And the rock came in a palette of color as well - from jet black, to shiny white, to deep red, to every shade of brown one can imagine.

Not only was there a sight to behold continually, but there were so many leadership principles that shouted to me as I hiked this inspiring journey. The first that comes to my mind as I reflect on my four-day adventure is a statement made by Peter Senge in the Fifth Disciple (1990). He stated that, "The journey is the reward." I am confident that we could have made the hike faster - we might have been able to complete the trip in three, maybe even two days, but I am so glad that we did not. Each step of the way was filled with inspiring surroundings. The color, the mountain air, the cool stream, and the walls of the canyon made the hike a glorious experience. I have hiked many miles in the mountains, but this was not as much about the hike as it was the location. The same is so true of leadership. The true reward of leadership is not the final destination or the goal of the organization, but rather the journey itself: the people... the challenge... the change... the transformation of the plan into reality.

Another great leadership concept that became a focus for me in God's Canyon was "don't forget to look where you've been." Jeremy, one of my buddies on the hike, told me before we entered the canyon to be sure to stop often and turn around and look at the view from behind. Wow, was he right.... and I turned around a lot. Some of the most incredible views of the trip came from looking at where I had just hiked. In leadership, some of the most encouraging times occur when the organization pauses and looks back at the progress and improvements over years past. We can't live in the past, nor do we find complacency in the rear mirror view, but we can often find such motivation from a glance over the shoulder. This past year, the organization I am part of dissolved $7+ million in debt. We are not free of financial challenges, but a look backward at the incredible faithfulness of God increases my faith and excites me about the future.

One more leadership insight from God's Canyon and I will sign off for the day. (Because the trip was filled with impressions and ideas, I will most likely post some more canyon thoughts in days ahead). Throughout the hike we passed over a number of bridges. Without these bridges we would have had a difficult if not impossible journey. Connecting one side of the gorge to the other. the bridge allowed us to cross safely to our destination. The bridge over the Colorado River was particularly significant allowing us to begin our assent out of the canyon. To forge the river on our own would have been extremely dangerous (and for this bald, old guy... a fight against death itself). I see the leader as either a bridge or a dangerous river. Some collaborative servant leaders allow the organization to use their authority and position to cross over to greater success and focus. Other individuals make change and movement so difficult that it is tough not to be caught in the rapids and swept away downstream. Lord, help me be a bridge.