Leadership

Moderator

Do you need a moderator for your group gatherings? When you deploy one, what are the key characteristics required? Is there a list of norms or responsibilities that they must safeguard? Who holds the moderator accountable? When does the community become defined by the moderator (e.g., a long-serving moderator representing a vibrant subgroup)? What happens if the moderator departs from their role, will the conversation continue, or are disruptions anticipated?

A moderator might have more influence on a group than we anticipate. They curate the conversations, the vibe, and the sense of community. Selecting the right individual and providing them with the right tools creates remarkable experiences, but making a misaligned selection may set back a group.

How might we be intentional in our appointments of moderators? How might we help them succeed so we succeed?

Change of Leadership

Winston Churchill was voted out of office in 1945 after serving for five years as Prime Minister during World War Two. The war’s conclusion allowed citizens to focus on other priorities, but the Conservative Party did not anticipate the growing calls for social reform and was routed at the polls. Harry S. Truman managed an unexpected victory in the United States to keep the Democratic Party in control during the first post-World War Two election.

Representative leadership exists on a delicate margin and is subject to the whim of the people. One might argue that Churchill led Britain with resounding fortitude, sufficient to claim another term, if for no other reason than gratitude that the Allies had prevailed. Truman succeeded Franklin D. Roosevelt, who died in April of 1945, making decisions that concluded the war but lacked as robust of a World War Two resume (he served in World War One and was a reservist until 1953).

Leadership is temporary, and a change always looms. How might we use our time in leadership by setting others up for success? How might we focus on our core values and execute the work that matters, regardless of our title? How might we recognize that we are leading, with or without the title of leader?

Following

Three boats in a row, the latter two following the wake of the first. Who has the most responsibility in this scenario? Do the second and third boats leverage some leadership to the lead boat? Do they each maintain equal accountability for their autonomy?

It is convenient to allow those we follow to set the course? We can lapse into a daze and miss key landmarks, junctions, possible threats, and options.  It does save us energy and resources to turn over leadership to those who take the point.

How might we be more intentional about when we lead and when we follow?  Who might we remain flexible to break off from the pack when it serves our best interest or the navigation requires individual decision-making?

Best Decision?

If you are a summer camp trip leader, taking campers into the wilderness for backpack, horseback, and fishing trips has many responsibilities. One of the primary objectives for any journey is the safe return of all those who sign up for the adventure. You and the staff must make numerous decisions starting before the trip departs (food, gear, medications, briefings, etc.) and continuing until after the trip returns (debriefing, medical reports, repair/return gear, etc.).

The campers are the priority for the trip leaders. However, you make decisions throughout the trip considering more than their desires. Campers might prefer to play Capture the Flag, but it is getting close to dark. The surrounding terrain is a rocky meadow ringed by a dense forest. The group is showing signs of fatigue, and you have been briefed that a black bear was recently sighted in the valley where you are camped. You might postpone the game to another campsite and suggest an alternative activity, or you might organize a quick round.

The best decision for maximum fun is to play the game; it might be the highlight of the summer for the campers. A potentially safer decision is to play cards and not allow anyone to leave the campsite unless accompanied by a staff member. This might disappoint the campers but mitigates the risk management exposure. Our decisions are influenced by who we are serving. As the responsible party, trip leaders might consider their training, what parents want for their campers, and how the camp’s management would respond if an incident occurred. Conversely, the campers seek to maximize the camp experience; they see the joy and happiness of a quick game in a remarkable setting.

We are continuously placed in situations where we must decide between options. The stakes of the decisions vary, and the impact of the outcomes ranges wildly. For monumental decisions, we may labor over a variety of considerations. For inconsequential choices, we probably grab and go. The more clarity we have about what we believe, what values are embedded in our cause, who we serve, and what impact we seek, the less friction, and we will get to the decision point quicker for significant choices.

You Are Leading Now

As a guide, we can empower clients to assume a decision-making posture. How might we design a dynamic so team members assume ownership of the process? They may not have all the necessary field experience, but the success of their thru-hike is predicated on an ability to navigate, even when the route is unclear. If we always adopt a ‘follow the leader’ formation, we dull the wayfinding mindset. How might we empower those doing the work that matters to be active participants in the route finding?

Meeting?

Why do we gather, and when should we assemble? According to a Harvard Business Review article, there is a flow chart to review before calling a meeting. Dan Martell proposes the 1-3-1 method of decision-making for a one-on-one meeting. Simon Sinek has an online course dedicated to meetings. Seth Godin breaks down different types of meetings.

I rarely get excited to schedule a meeting. However, when it has a purpose that intersects with my purpose and is facilitated to elevate our best ideas and insights, I can leave feeling better about the organization than when I arrived. Leading a meeting is a skill. Anyone can call a meeting, but few can conduct a great session.

How might we ensure the best person on our team is leading our meetings, even when they may not have the title (or seniority)?

Keep Hope Alive

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The most underrated but essential task of a leader in a moment of disruption might be to maintain optimism and create a vision for the future. As a former Firefighter/EMT, it was so easy to get caught up in the incident. Flames draw focus. Damaged vehicles venting coolants after an off-set head-on collision brings a swarm of activity. On the scene, everything is trained on the incident. A leader is thinking about managing the crisis and also the care and well-being of the rest of the community. Therefore, the department does not dispatch all the rigs to the call. A few firefighters are left on standby at the station, prepared to respond to the next call, ready with the gear, and focus on being present to another set of needs.

In our work today, it has to be more than just a response to the Coronavirus pandemic. There is also an anxiety pandemic, economic recession, shelter and food crisis, unemployment, and many other casualties. What we are seeking is individuals who can assist with the immediate needs while providing hope that the future (even if it is different) will be worth the journey we are navigating.

 

 

Resources for BSU Leadership Class

Problem solving + Problem Finding = Well Designed Life

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Characteristics of Servant Leadership

  1. See the future.
  2. Engage and develop others.
  3. Reinvent continuously.
  4. Value results and relationships.
  5. Embody the values.
  6. Hunger for wisdom.
  7. Expect the best.
  8. Accept responsibility.
  9. Respond with courage.
  10. Think of others first.

Deciding on the work that matters

  1. What do you want to do?
  2. Who do you want to change?
  3. How much risk do you want to take?
  4. How much work is required?
  5. Does the work matter?
  6. Is it even possible?

Goal Setting

  1. Choose a goal that matters, not just an easy win.
  2. Focus on the process, not the outcome.
  3. Frame your goals positively.
  4. Prepare for failure (in a good way).

Resources and visuals for Simon Sinek’s Golden Circle

Thank you for the opportunity to share ideas.  Your questions and stories were tremendous.  Please follow-up with questions.