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The Greatest of These is Love_3x5 Leadership

The Greatest of These is Love

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“Most people need love and acceptance a lot more than they need advice.” –Bob Goff, Love Does.

This quote has so deeply influenced my authentic leadership style in support of my leader philosophy. First and foremost, I choose to lead with love. I truly am passionate about making people & organizations better through leader development; this comes from a genuine wellspring of love for people and their/our work. And still, the longer I lead and the more I experience, the more I find this conviction to be true.

Ultimately, I think it surfaces the need for leaders to show up, genuinely care about others, and create leadership space for them to fill. More often than not, it’s these things that best enable team success and improvement, and less about me as the leader occupying leadership space by fixing, directing, and even speaking.

But how do we accomplish this?More

Do We Have a Culture of Practice_3x5 Leadership.png

Do We Have a Culture of Practice?

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I am passionate about the concept of Deliberately Developmental Organizations (DDOs) offered by Robert Kegan and Lisa Laskow Lahey in their book, An Everyone Culture: Becoming a Deliberately Developmental Organization. Overall, their research aims to identify the most powerful ways to develop the capabilities of people at work in the twenty-first century.

The book studies three “DDOs” as models of the twenty-first century way to create a robust incubator for people’s development. Ultimately, they offer the DDO vision, challenging us to, “Imagine so valuing the importance of developing people’s capabilities that you design a culture that itself immersively sweeps every member of the organization into an ongoing developmental journey in the course of working every day.”

One key aspect to these DDOs is being deliberate about a culture of practice. These organizations are, “continuously engaged in getting over themselves – identifying their weaknesses, seeing deeply into the ways they’re stuck, and having regular opportunities to move past their limiting patters of thinking and acting.”More

The Feedback Primer Series_3x5 Leadership_Primary Graphic

The Feedback Primer Part 5: Making the Abstract Tangible – 3 Example Feedback Loops for Your Consideration

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After spending much of this Feedback Primer saturated in abstract concepts about feedback, I want to offer some tangible ideas to consider moving forward. My hope is that by sharing three examples of organizational feedback loops, we can see how all the concepts introduced in this Primer so far integrate to materialize quality developmental feedback for ourselves as leaders, and for our people. More importantly, I hope sharing these examples inspires and equips leaders to create their own. Adopting these examples is certainly feasible, but I challenge you, as leaders, to think how you can adapt them to best fit your team’s specific needs, contexts, and restrictions.

As you read through the examples, pay attention to the diversity of the feedback loop dynamics (from part 4) and how leaders can practice the nuances of giving and receiving feedback well within them (offered in part 2).More

Leadership Language_3x5 Leadership

Words Matter – The Importance of Our Language as Leaders

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If I were to define my “leadership philosophy,” or maybe the top three ways I prefer to lead, I’d articulate it as: leading with love; generating high engagement across the team; and creating clarity for everyone on who we are, what we do, and why we do it. It’s easy to see how important effective communication and use of clear language are when trying to live out that philosophy each day.

Moreover, a mentor of mine taught me years ago: “use precise words precisely.”

While my amateur writing my not live up to those standards, I’m sure all can see that the bottom line is: our language is a critical component to our effectiveness as leaders and developers of other leaders. Even the details of how we structure a question, statement, or word choice can have meaningful impacts. More

Emotional Intelligence_3x5 Leadership

The Emotional Side of Leadership: Why You Need to Care About Emotional Intelligence & What to do About It

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Recently, I listened to a seasoned Command Sergeant Major, who was new to his senior enlisted leader billet, lecture a room of Non-Commissioned Officers (NCOs; predominantly Sergeant First Classes with 11-17 years in the Army) on his leadership philosophy. His #1 point: emotional intelligence is paramount. While I could not agree more, I could tell the impact of his words were a bit lost on the audience because many NCOs in the room did not know what he meant by “emotional intelligence.” I think numerous formal and informal leaders can relate; this is a complex and often confusing concept. It’s important we clarify emotional intelligence for leaders. It drastically amplifies our leadership impact on our people.

What is “Emotional Intelligence” and Why Do I Need to Care About It?

Emotional intelligence (also referred to EQ – emotional quotient) has two sides to consider. First, it is our capacity to be aware of, control, and express our own emotions appropriately. Second, it our ability to handle relationships with others well; this involves those “squishy” topics like empathy.

Simply, EQ is what enables us to best leverage or control our emotions in our thinking, decision-making, and how we interact with others as leaders. We can probably look at our past experiences as leaders and recall a particular moment when we should have better regulated our emotions and, conversely, times when injecting a bit of our emotion into a situation positively contributed to the outcome or impact.More

Employee Engagement_3x5 Leadership

We Need to Talk About Our Peoples’ Engagement at Work

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Would you confidently state that your people are highly and consistently engaged at work? I think many of us would naturally respond with yes, myself included, but we unfortunately see too many data points that prove otherwise.

Within my military experience, I’ve found that the #1 identifier on how engaged Soldiers are with their work and training at any given time is counting the number of cell phones currently out distracting them from training, work, and the unit’s mission. This is a universal problem though; we can walk into any large business within any industry and see similar disengagement challenges. During my recent holiday travels, I was fascinated to see the extent of employee disengagement that permeated across multiple airports.

The bottom line is that many of our people are not actively engaged in their work or committed to our team or organization. In Gallup’s 2017 State of the Global Workplace report, only 15% of employees worldwide are engage in their jobs.

That’s a problem. And it’s a leadership challenge. More

3 Year Post_3x5 Leadership

The Best Of: A Three-Year Anniversary Celebration

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Well, 3×5 Leadership is three years old today. I’m both thrilled and humbled by this landmark. I’m thrilled in seeing what this crazy experiment has accomplished both in my personal leadership growth and in helping others make people and organizations better. I’m humbled by the amazing community of support. I offer a deep, heart-felt thank you to fellow leaders, friends, and followers. You make our leader development community and me better.

To celebrate, I want to highlight the top three things across five different topics from this past year. (3 things x 5 topics…see what I did there?). I hope these resources can inspire you and improve your developmental journey as we head into 2020.

Thank you and as always, lead well, friends.More

IRAQ-WAR-US TROOPS

I Will Go On: Leadership and Resilience

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“I can’t go on. I’ll go on.”

—Samuel Beckett

Earlier this fall, I attended a GEN (Ret.) Martin Dempsey lecture to West Point Cadets on leadership and building a meaningful life. His first visual to support the lecture was this simple line from novelist, Samuel Beckett, with a black and white photo of a WWI Doughboy assaulting from a trench. Dempsey’s argument: you, as a leader, must be the period between those two thoughts. You must lead and inspire your Soldiers from a place where they think they cannot go on toward a resolute “I will go on” – in life, our professional missions, and in our own continued growth and development. I’ve thought on this point often since that lecture. Not only must leaders model resiliency themselves, but also develop it in others. Further, I continue to reflect on the fact that in a lecture on “building a meaningful life,” Dempsey’s first point addressed the importance of personal and collective resiliency.More

5 Types of Developmental Communication_3x5 Leadership

The Five Types of Developmental Communication

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Any time I interact with someone I lead, I see it as a deliberately developmental opportunity. Through our interaction(s), I aim to grow their knowledge, skills, and/or abilities in some way. Any time I am communicating as a leader, I am engaging in one of five types of developmental communication: setting expectations, giving feedback, teaching, coaching, or mentoring.

I leverage the appropriate type based on the person, the situation, and context. Should I be giving targeted feedback in this moment or should I be helping them better understand by providing perspective as a mentor? Should I set clear expectations or would it be better to coach them through determining their own ideas and plans?

These types can be applied at the individual level (one-on-one) or collective (to a small group, your whole team, etc.). Further, these can all be done in formal or informal settings. For example, feedback can be given formally in a scheduled meeting where you provide planned and thought-out feedback on performance for an evaluation report. Or, it can be offered informally in the moment if someone is failing to meet basic standards or expectations.

As leaders, we must determine and enact the most appropriate type of developmental communication to maximize our peoples’ effectiveness and growth.More

Ownership_3x5 Leadership

Ownership

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By Pete Fovargue

When I turned 16, I bought a red 1990 Dodge Dakota.

I washed that truck several times each month and did all of the routine maintenance. I drove it carefully and was reluctant to let anyone else drive it, even my parents. I was proud of my ride. That truck was a major step toward adulthood and the responsibility that comes with it. I felt complete ownership for my truck because my parents were clear. If you want a car, you buy it. If you want to drive your car, you pay for the gas. All of the costs and benefits were mine alone.

Ownership isn’t tied to a thing like a truck, it is tied to an environment. How many people change the oil in a rental car? For a rental car, it is completely different. You pay for the privilege to not care about the car itself, just the transportation it provides. You can forget about the responsibility of dings and scratches, just pay a small fee for insurance. You don’t care if the car gets regular oil changes.  You only care that it works for your week long vacation.More

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