It doesn't really matter what position you hold in a company, you always report to someone. Even at the top, you report to shareholders, investors, or your customers. Whether a front-line contributor or CEO, to lead will always require some degree of "managing up." When I was younger, I had some work to do to put aside my pride and accept that phrase - I couldn't believe that I should have to teach the person who was supposed to lead me. I've certainly come to terms with it, and now I see it as an indispensable component to the success of any leader. Some management methodologies are even founded upon the acknowledgement that front-line workers know more than their managers. Take the Lean Method, for example. The story of Toyota's success taught the business world that we need to listen to the people whom report to us and rely upon their expertise to guide our success.
When we look at what it means to be authentic in the context of managing up, it is essential to balance it with humility. Having grown to believe that my voice as a direct report enables the success of the company has had tremendous influence in my success. In fact, I'd argue that my willingness to speak up and manage up has earned the trust and confidence of my leaders throughout my career. Being authentic means to speak up; I won't keep my mouth shut about a problem I see. When there is a fatal flaw in decision making, and I happen to be fortunate enough to see it, I will say something. Here's the catch: no one likes to be wrong. And no one wants to hear that they have made a poor decision. I'm referring to "the powers that be" - your leaders. Authenticity without humility is asking for trouble. I've learned this the hard way more times than I care to admit. If you have the confidence to be authentic and lack the humility to express yourself with tact, you'll find defensiveness at best and counterattacks at worst. There is a way to stay true to what you know, manage up, influence decisions, and contradict others without biting the hand that feeds. To do so, it is crucial to do the following:
Authenticity does not justify a fixed mindset. Authenticity is honesty with self and others, but without humility, it looks more like a cop-out to be obstinate. Balance the two, and you will gain favor with anyone.
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We spend far too little time reflecting on our success, and it affects our gratitude.
Think about work before the Industrial Revolution. Before the advancement of the many forms of technology that we use to survive and thrive, most occupations were simple exchanges of a creative/cultivative work for our needs, either directly or indirectly (I think I made up the word "cultivative"). The degrees of separation between our work and meeting our needs were very few. A farmer used to work the field to grow food. It was a direct line of sight between his work and how it met his most basic needs. How easy it would be to be grateful for the rain when it is so visibly connected to your survival! Times have changed though. As a learning consultant, I facilitate classes to change employee behaviors to improve business performance to get a paycheck to cash to purchase goods for all my needs (note the use of the word "to"). My work is so far removed from my sustenance that it is hard to find the connection. When I don't set aside time to intentionally reflect on the fruit of my labor in my life and the lives of others, it will easily pass me by. How can I truly appreciate the meal that is on my table when I am so far removed from my hands doing work to get it there. And let me clarify - my hands are doing very little when picking up the groceries compared to the people who harvested the foods. People are searching hard for meaning in their work. Simon Sinek wrote about it in his Best Seller, "Start with Why." Even when we find your "why," it's important to reflect on it often. It's more than just what we're doing for the company. It's what we're doing to get the food on the table, the roof over our heads, and the clothes on our backs. Take time to reflect on your success! Productivity starts in the mind. When we establish a productive mindset, we set ourselves on course to produce the outcomes we seek. This may seem intuitive, but how often do we respond to others who ask how we're doing by saying, "Keepin' busy"?
I hear it all the time and even find myself saying it... Perhaps it's an easy summary of all that we're doing. Perhaps it is how we feel. Or perhaps we fail to realize how much our busyness has accomplished. When we set our minds on producing outcomes, it's not just a matter of busyness; we find value in our work and communicate it. We say something more like:
Flip your mindset. Focus on what you're doing, what you've accomplished, and what you're going to do. It's not busyness. It is living life to the fullest. In the book,"How to Be Exceptional," written by John Zenger et al., an interesting phenomenon is addressed called the Peter Principle. Based on a book written back in 1969, this principle suggests that people are promoted until they reach a point in their careers in which they are fundamentally incompetent. Then they stay there.
Have you ever witnessed this? A technically proficient individual contributor climbs the ranks to his/her first management position. The required skills have changed to some degree, but not by much. The new manager simply manages others to a similar level of proficiency in executing those technical skills. Career advancement from that point requires something new and different. The higher a person goes in the organization, the more strategically minded the person must be. They envision new strategies, systems, and processes to enhance the ability of those front-line employees to do their jobs well. Developing the required problem solving, decisiveness, systems thinking, and understanding of chaos and complexity requires much more than what got them technically proficient. It requires an intentional release of technical proficiency and a plunge into the world of incompetence. The problem? Most people aren't humble enough to jump into the deep-side of the incompetent pool. They remain willfully ignorant to their own deficits, standing firmly on their previous success while sinking deeper into the trap of the Peter Principle. The solution? It's crucial to establish a culture of feedback. Zenger et al suggest that asking for feedback is a powerful way to initiate and develop that culture. As providers of 360 feedback, they are fierce advocates for the use of such feedback. I see the value in it when done well. It is absolutely crucial to do it well, regardless of the form. How does one seek feedback? Intentionally, authentically, and humbly. You'll also need to be resilient when you find out that you aren't as good as you hoped to be. We all have weakness. The sooner you get an understanding of what your weaknesses are, the sooner you'll break the Peter Principle in your own career journey. A lot of people "want" extraordinary things. I use 'extraordinary' loosely in this context - I'm referring to whatever breaks the patterns of complacency and the ordinary day-to-day life. Sometimes, people "want" to start working out. Maybe they "want" to eat better or read more. They might "want" to make a bigger impact in their community or their jobs. They might "want" more purpose in their work. Each of these examples is extraordinary to them and certainly noble desires.
There is one significant problem for many of us: actions follow intentions. If you say that you want something and are unwilling to put forth the effort to go out and get it, then you don't really want it. It would be nice to have. Maybe it would make you feel better to have it. Maybe it has captivated your interest. Actions follow intentions. Let's get out of the habit of saying "I want to change" when our actions do not reflect it. This is what authenticity is about. If you aren't willing to put in the work, don't say that you want something. Be honest with yourself. Be honest others. Say, "While I can appreciate it, I can't prioritize it." On the other hand, if you say you want something, there should be no question in your mind that your actions will follow your intentions. It may be difficult. It may require failure after failure. It may even end in failure (though, I wouldn't suggest thinking about that). But to live authentically, when you say you want something, you mean it. You're not just saying what you want to hear or what others want to hear. Actions follow intentions. When I went to college, I was taught about the importance of work-life balance. It may be best to call it indoctrination with good intentions. I get it - the role of pastor is highly demanding. If not tremendously intentional with one's priorities and time, it is easy to fall into the savior complex and burnout. Anyone training for ministry would do well to be indoctrinated by the work-life balance platitudes. I came out of college FIERCELY compartmentalized. I gave no wiggle room for compromise. When I was at work, I was at work. At home, I was at home. The line was drawn thick enough that it could be not only seen but felt. I watched my hours meticulously and guarded my time and mind from any sort of mingling between work and life. That may have been a good place to start, if I'm honest. I learned some crucial lessons about time management and life prioritization during that season. I wouldn't suggest that you avoid compartmentalization. In fact, if you've never done it, it may be good to practice it a bit. But that's not what this post is about. This is about the integrated life. As I'm coming to realize, the integrated life requires equal discipline coming out of compartmentalization as it did going into it. The benefit outweighs the cost. So what do I mean by the integrated life? I mean tearing down the thick boundaries between work and life and seeing life as work and work as life. This audacious suggestion is required for anyone serious about being a successful leader. Why? Because you don't stop being a leader. It manifests itself in different ways throughout your days, weeks, months, and years. But you don't stop being a leader when you are with your family, in the community, or even alone. When you come to this conclusion, you realize that integration is the only way. Here are three crucial steps to integration: Step 1: Articulate your identityEasier said than done, huh? If you were to ask me, "Who are you really though?" I'd say, "I'm a Christ-follower, husband, and leader developer." That's who I am. In that order. My work is a manifestation of it. I live out my identity fully in my work. And that is an incredible place to be. That's what you must strive for. So, who are you? What are your core values? What drives you? What gets you excited? What is your passion? Who do you want to be? How do you want to be remembered? What part of who you are never gets pushed aside? Start there. Answer those questions. Come up with three components, as I have demonstrated. Step 2: Find how your identity manifests itself in your lifeIt's one thing to say that my identity is a husband; it's entirely different to live my life in a way that reflects that. Previously, I saw my identity as compartmentalized. When I was at work, my identity was whatever my job was. When I was home, my identity was whatever my role was at the time: husband, friend, confidant, listener, dog-owner, musician, etc. Simplifying my identity to three things creates a model of living that is truly simple to follow. When I am doing anything that isn't living out my identity, or possibly running contrary to my identity, that is a big red flag. If I'm not living out my identity, I'm likely not thriving. Who doesn't want to thrive? Step 3: Increase quantity or quality activities tied to your identityOnce you've found how your identity manifests itself in your life, do MORE of it. If it is what you are passionate about, you'll enjoy it, even if it feels like a discipline at first. When you are stuck at work doing something you don't feel passionate about, find a way to tie it to your identity. If the majority of your work pulls you away from your identity, it's time to work on a change. A MAJOR change. But if the majority of your work is a manifestation of your identity, then it's not a matter of clocking in and out. That work has just been promoted to an expression of who you are and what you love. That's a liberating experience. ConclusionHow will you increase the activities tied to your identity?
When you do this, you'll find that your life becomes more integrated. When you take on a volunteer role doing more of what you love, or when you are studying, going out to eat, going to the movies, hiking, biking, running, working out, cooking, reading, etc. - it is not merely an activity for activity's sake. It is a fulfilling and tremendously gratifying manifestation of your identity. That is how you start living an integrated life. |