Nov 10, 2012 | Creativity, Management
About a month ago, I started putting an appointment on my calendar each week called “Time to Think.” Don’t laugh. Stay with me for three minutes…
When do you make time to just think? Devoting dedicated, uninterrupted time to think about your business strategy, debrief learnings about a recent project, or assess progress and refine your plans? Maybe you can relate – I get so wrapped up in my day-to-day and the “doing” of my work, that time to plan and strategize often gets pushed aside.
So I decided to make a weekly two-hour appointment to reflect over the last week and look ahead to the next. I ask myself a series of questions, like: What went well? What can I leverage to produce even greater results? What didn’t go well, and why? What brought me the most joy in my work? And on the contrary, what gave me the biggest headache?
In just four weeks, this “thinking” appointment actually seems to expand time. I thought it would be so hard to dedicate the time and stick with it. I was sure that client projects and priorities would override this new commitment and I’d fall off. And that the anticipated benefit would turn out to be fluff. Not true! I’ve experienced immediate, powerful benefits.
– Before, I never stopped to examine all that I actually accomplish in a week. Probably like you, I move quickly from one thing to the next, and it all blends together. This new commitment has taught me that taking the time to reflect (and also to celebrate the “wins”) is meaningful and has a direct, positive impact on my business and on me personally.
– By simply paying attention, I’m noticing things and becoming more efficient. I’ve outsourced or eliminated tasks and changed the way I prioritize and invest in what matters most. Its as if I have more time and other resources.
– It reminds me that I have the power to choose…to create the life I most want to live. I firmly believe that we create that to which we give thought.
– In my work, I love innovation – experimenting and trying new things, then observing its affect. In doing so, it’s beneficial to reflect on what worked and what didn’t and use those findings to inform future action.
I agree that this isn’t some wild, new idea. But for me, this simple action is yielding some very meaningful results. Give it a try and see what happens. I think it might surprise you!
Sep 1, 2011 | Leadership
(A guest blog post by: Michael Wilkerson, Assistant Professor of Arts Management at American University. As posted on the American’s for the Arts ArtsBlog at http://blog.artsusa.org/2011/02/25/what-is-leadership-an-eals-blog/)
Leadership. As someone who loves to lecture (sorry, students), even my own eyes glaze over at the word. Go to any business section of any bookstore and you can find hundreds of tomes that boil down to one extended metaphor in the form of a book length advice column: “The fiction writer’s way of leadership,” The housewife’s way of leadership,” “Leadership: the Mad Men Method,” “How Would Jesus Lead (HWJL)?”
Okay, I made those up, but among this blizzard of works on leadership, what actually helps? We’ll try to find some answers at the symposium. My views are too complex to reduce to sound bites or slick metaphors, probably because I believe leadership is not solely about the leader as much as it is his or her interaction with co-workers, or followers.
We make too many assumptions that the CEO is The Leader. But one can lead from the middle (director of marketing) or even below (program associate). The weird irony of organizations seems to be that those who hold leadership positions are not necessarily any good at leading. Yet spectacular feats of leadership can occur at any level. Followers influence leaders with their ideas and their ways of working, and more importantly, they influence each other.
To me, leadership is about understanding the environment in which you operate, the assets (people and other resources) you have available, and making sure that you are getting the most out of those assets. Which may sound like working folks harder, but it really means inspiring them to bring you their best selves, not filling up all their waking hours. A really good leader can sometimes appear to be doing nothing, because he/she has been so successful at empowering employees, at turning them into leaders.
We spend too much time thinking about leadership and not enough about “followership.” What does it mean to work “for” someone? In my years as assistant to several university vice presidents, we followers debated one core issue: are we there to make the big boss look good, or to enable him or her to do good? The former takes no courage whatsoever; the latter is all about courage, about speaking truth to power (“no, boss, it would be wrong of you to make that decision”), about listening harder and more carefully to others, about participating so deeply in the life of the organization that you can be confident that you can identify a wrong or right decision when you see it coming.
There’s a book by Ira Chaleff called The Courageous Follower. I’d recommend that everyone slavishly tromp your way to the bookstore and buy a copy.
Emerging Arts Leaders Symposium. It sounds like a conference for butterflies who are about to emerge from their chrysalises, dry off their wings, and magically fly. As Russell Taylor, president of National Arts Strategies, says, “You have already emerged.” It’s not a moment but a process. I see leadership in all kinds of ways from my students, even the ones who would be the first to say, “I’m not ready.” So shorten the learning curve and take your power. Lead from where you are.
In closing, let me tell you a secret: even old, veteran, longtime leaders feel insecure about this leadership stuff. Even if your organization never changes mission, the environment is never stable. Consequently, what’s required of a leader is constant adaptation and prescience. Therefore, the old guard does not stand in your way, so much as it hungers for your help.
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