250th Blog Post: Beyond the Comfort Zone

250th Blog PostBy Linda Fisher Thornton

In the 200th Leading in Context Blog Post, I wrote about Learning at the Speed of Life. To celebrate the 250th post, I want to reflect on what it’s been like to work every day in the stretch beyond the comfort zone.

In the past year, I finished writing my first book 7 Lenses, editing and publishing it in paperback and three different digital formats (Kindle, iTunes and Nook). Many times during that period, I felt like I had ended up in the middle of nowhere without a map.

Embracing the Stretch

Although I knew where I wanted to end up, I had no idea how to get there. Have you felt that way as you took on new challenges? Here are some of the questions I wrestled with:

  • How do you know when a book is good enough and ready to be edited?
  • How do you choose a good book title?
  • What cover design will best catch people’s attention and convey the book’s message?
  • Which is the more responsible paper choice, recycled or sustainable forestry initiative?
  • How do you spread the word in responsible ways so people who can benefit from the book will find out about it?

I have “learned through” finding answers to hundreds of questions like these in the past year. To stay motivated, I posted this saying on the bulletin board beside my desk:

“Life Begins At The End Of Your Comfort Zone”    

Neale Donald Walsch

It reminded me that growth is good… Wouldn’t it be easy if growth happened without the need to stretch outside of our comfort zones? These song lyrics describe the simpler way we yearn for:

“Wake me up when it’s all over. When I’m older and I’m wiser.”

Song Lyrics, “Wake Me Up” by Avicii

If only it were that easy. 

The Good Stuff Doesn’t Happen on Autopilot

When we live and work on autopilot, we tend to “stick to the known,” repeating what we did last year that worked and making incremental progress.  This dooms us to only achieving what we have already imagined and set into motion. There’s so much more that we’re missing. While we’re waiting to be “older and wiser”, we miss big opportunities to learn right now.

Growth doesn’t happen by itself. It takes an effort.

Because growth can be uncomfortable, it is often tempting to stick to the known path, the usual way, the “regular things” we do. But when we do that, we get into a routine and may end up going through the day on autopilot.

Instead of being easy and comfortable, real growth requires stretching outside of our comfort zones, believing we can grow and accomplish more, and continually working to get better.

Pushing the Boundaries

Once we stretch into new capabilities, we have to keep practicing them until they become comfortable. In the process, we are expanding our comfort zone to make room for these new abilities.

When We Are Learning and Growing, Our Comfort Zone is Expanding

Instead of avoiding the stretch and getting through the day on pre-programmed autopilot, we have expanded our comfort zones to include new abilities and roles, and new possibilities.

As you read about my journey, reflect on how stretching outside of your comfort zone might be transformational for you.

What has taken me outside of my comfort zone in the past year? 

  • Finishing, editing and publishing an ethical leadership book (that recently won Bronze in the Axiom Business Book Awards!).
  • Author book signings.
  • Doing virtual booktalks, guest lectures, videos and keynotes based on 7 Lenses.
  • Keeping up with a growing and highly engaged global audience on social media.

This growth process has happened in waves, sometimes extremely difficult and other times exhilarating. That’s how growth is, like riding a roller coaster in the dark and not seeing the road ahead clearly. It’s exciting and unpredictable. I am grateful that pushing the boundaries of my comfort zone was easier with the help of a strategy coach who urged me on and asked me to continually reach higher.

When we embrace the roller coaster ride of growth, as unpredictable as it may be, we tap into our human potential and we grow into our better selves. We make a positive difference in our lives and the lives of others. 

What meaningful work have you been wanting to do? Go ahead – step outside the zone and enjoy the ride. That’s where your best work is waiting to be done.


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For more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2014 Leading in Context LLC 

Can a Toxic Leader Be Ethical? Yes and No.

Can a Toxic Leader Be Ethical?By Linda Fisher Thornton

A Leading in Context Blog reader requested that I address the question of whether or not someone who uses negative interpersonal behaviors can be thought of as an ethical leader.

Toxic leadership is gaining attention as we learn more about the harm that negative behaviors cause in the workplace. What kinds of behaviors could be considered toxic? I blogged about the problem in a previous post called Leadership and…The Cascade Stress Effect:

“If we use fear-based leadership, bullying, command-and-control leadership, belittling, sabotage or other forms of psychological violence, or allow them to be used by others in our organizations, we create the opposite of a supportive, productive learning organization. We create an environment of toxic stress that harms people and the organization.”

“Controlling leadership behaviors set off a cascade effect in organizations that looks like this:

  • We create a toxic, constantly stressful environment
  • which reduces people’s ability to learn and remember
  • and think creatively.
  • We get fear-based compliance
  • without engagement
  • which leaves people not doing their best work.
  • We get a low-trust culture
  • which leads to
  • people spending time worrying
  • individually and in groups.
  • We get poor individual
  • and group performance
  • and poor business outcomes.
  • We reduce the capacity of the business
  • to accomplish its mission
  • through people.”

Leadership and the Cascade Stress Effect, Linda Fisher Thornton, Leading in Context Blog, June 2011

“Can someone who uses toxic leadership still be an ethical leader?”The answer to this important question is “yes and no.”

Yes

Yes, they can be an ethical leader in some of the dimensions of ethical leadership. Toxic leaders may be model citizens when it comes to ethically protecting the financial future of the company (or other areas of their ethical responsibility). They may show concern for the environment, or be active in community service. They may look in some ways like an ethical leader.

No

No, they are not an ethical leader, because regardless of how ethical they are in some areas of their leadership, leaders who use unethical interpersonal behaviors are not ethical interpersonally. 

Ethical leadership requires that we honor many different aspects of ethics, including demonstrating respect for others and creating a high trust work environment where people are valued and can do their best work. We must honor individual, interpersonal and societal ethics.

Since toxic leaders fail to honor interpersonal ethics, no matter how ethical they are in other areas of responsibility, they are not ethical leaders.

We can no longer evaluate a person’s leadership solely on results while ignoring the negative ripple effect created by interpersonal behavior choices. It’s time to see toxic leadership for what it really is – stress creating, inappropriate, negative, unethical leadership.


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For more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2014 Leading in Context LLC 

 

 

 

5 Leadership Development Priorities

5 Leadership Development Priorities

By Linda Fisher Thornton

The recent post “It’s Not About Us” set a new daily record for the most views on the Leading in Context Blog. It described how our understanding of leadership has moved beyond a focus on the leader to a focus on creating shared value for others.

 

In a human development sense, our understanding of leadership has essentially “grown up” and moved past personal ego and a self-centered view of things.

This week, I want to share how the trends in our understanding of leadership are changing the fiber of what successful leadership looks like in organizations. If our organizations are not yet ready to respond to them, these trends should become our top priorities for leadership development.

5 Leadership Development Priorities

 

1.  Progressing from compliance-based ethics to values-based ethics.

TEACHING THE BEHAVIORS  WE WANT, NOT THE ONES THAT WILL BE PUNISHED

 

2.  Getting comfortable with volatility, uncertainty, complexity and ambiguity (V.U.C.A.).

PRACTICING WITH COMPLEX PROBLEMS IN REAL TIME USING V.U.C.A. STRATEGIES

 

3.  Thinking like global citizens in a world of connecting systems.

MANAGING ETHICS UP AND DOWN THE SUPPLY CHAIN, UNDERSTANDING SYSTEMS, APPLYING THE PRECAUTIONARY PRINCIPLE AND THINKING LONG TERM

 

4.  Embracing the responsibilities that come with leadership.

GOING BEYOND THE TRIPLE BOTTOM LINE, HONORING SEVEN DIMENSIONS OF ETHICAL RESPONSIBILITY

 

5.  Embracing the opportunities that come with leadership.

CHANGING LIVES, IMPROVING COMMUNITIES,MAKING A DIFFERENCE IN THE WORLD

 

While these 5 leadership development priorities may seem challenging, the good news is that by addressing them proactively we will also be enabling the overall success of our organizations.

Leading with values and taking responsibility broadly helps us adapt

The clarity we find in leading with positive values makes decision-making easier, and helps us adapt to the rising expectations in a global marketplace. We are no longer buffeted by every small change in the law, because we are aiming at a much higher level, the level of human values.

 


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For more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2014 Leading in Context LLC 

 

 

 

 

In Conversation About Ethics

By Linda Fisher Thornton

This week Realizing Leadership: Everyday Leaders Changing Our World published a cover story interview that I had with Laurie Wilhelm. We talked about what ethical leadership really means, how ethics and trust are related, and how leaders can learn to be more ethical from wherever they are. Here is a shortened excerpt from that interview. Click the cover to access the full article.

LW  “The world is changing and developing so once we figure out our ethics and where we want to take them, how often should we review what we think about ethics and how we’re managing them?

Realizing LeadershipLFT You can never talk about (ethics) enough. One of the things that is startling is when you think about how often we talk about profitability in organizations – “Did we make the quarterly numbers?”….. Are we talking about ethics as much or are we sending the message that profits are more important?… If we just harp on the money and not on the ethics and don’t balance the message, then it leads people to believe that if ethics and profits seem to conflict, they need to choose based on profits. This needs to be an almost constant dialogue to say “How are we going to balance our profit goals with all of these other ethical responsibilities?” and that’s where it really comes together.

Realizing Leadership,  Realizing Leadership in Conversation: Linda Fisher Thornton, Ethical Leadership, with Laurie Wilhelm, March 2014


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For more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2014 Leading in Context LLC 

10 Ethical Leadership Questions For the New Year

10 Questions

By Linda Fisher Thornton

Ethical leadership is evolving, and expectations are increasing. Will we be ready? As we go into the New Year, here are some questions to ponder:

1. What does “ethical” mean to me?

2. Would someone observing my leadership know that I intend to be an ethical leader?

3. If so, how would they know? If not, what could I do differently so that they would know?

4. How broadly am I considering what happens to my constituents?

5. Where could I be more proactive and intentional about my ethics?

6. How carefully am I managing my ethical competence?

7. How consistently do I show respect when my views don’t align with someone else’s views?

8.  How well do I seek solutions that are mutually beneficial, not just self-serving?

9.  How well do I model the highest ethical values so that others can learn from me?

10. How am I using my leadership and service to make a positive difference?

In the New Year, let’s be intentional about our learning journey, and seek ways to improve in all of these aspects of our leadership. If you’re feeling especially open to learning, ask your team to help you answer these questions about yourself. The insights you gain could be amazing.

 

 

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For more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2013 Leading in Context LLC 

 

Bringing Out the Best in People and Organizations

7 LensesBy Linda Fisher Thornton

After 4 years of researching and writing, I am proud to announce that my new book 7 Lenses: Learning the Principles and Practices of Ethical Leadership is launching this week.

7 Lenses proposes a framework for learning the kind of ethical leadership that brings out the best in people and organizations. It is written for leaders who want to build ethical companies and cultures, stronger communities and a better world.

It provides a road map for learning how to lead in ways that fully honor personal, interpersonal and societal dimensions of ethical responsibility. The four-quadrant model and case studies give readers a clear picture of the kind of ethical leadership we need.

In the foreword, Stephen M. R. Covey writes “Use this wonderful book as a guide on your ethical leadership journey, and you will deeply engage your workforce and build enduring trust.”

Thornton_01v3

© 2013 Leading in Context LLC

7 Lenses is organized in three parts. Part One answers the question “What is ethical leadership?” from 7 different perspectives that together form a multidimensional model I call the 7 Lenses™. Part Two guides leaders in applying 14 Guiding Principles that honor all 7 Lenses. Part Three explores how ethical expectations are changing, and describes six connected trends shaping the future of ethical leadership.

This book was written to answer these questions:

1) What is ethical leadership in a complex world?
2) Why don’t ethics experts agree about it?
3) What is the framework we should be using to guide our day-to-day leadership?
4) How can we stay ahead of changes in ethical expectations?

While 4 years ago, I did not have answers to these questions, now 7 Lenses answers them clearly and practically. It is no longer enough to honor the triple bottom line. This book will help you reach for the highest level of ethical leadership, honoring all 7 dimensions of ethical responsibility. See LeadinginContext.com/7 Lenses for more information. 

 

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For more, see the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics
7 Lenses is a 2014  Bronze Axiom Business Book Award Winner   About 7 Lenses
  
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2013 Leading in Context LLC 

5 Ways CEOs Can Build an Ethical Culture

Leading in Context BlogBy Linda Fisher Thornton

CEOs are in a unique position to make ethics a priority through their everyday actions, but simply modeling ethics isn’t nearly enough. Here is a starting list of 5 actions CEOs can take that move organizations toward an ethical culture, besides telling people how important ethics is and demonstrating it in everyday behavior and choices.

5 Ways CEOs Can Build an Ethical Culture

1. Expect respectful, ethical behavior, and quickly correct behavior that doesn’t measure up

2. Make it safe for people to talk about the ethical grey areas they encounter in their work 

3. Talk about the organization’s values, ethics expectations and industry ethics codes 

4.  Give people the opportunity to practice making good ethical decisions

5. Talk openly about the ethical decisions you are making, and why they are so important

Why is proactively making ethics a priority so critical? CEOs protect the character of their organizations. They set the example that others follow.  They have the responsibility for creating a ripple of ethical behavior, choices, and conversations throughout their organizations.

Forward-thinking CEOs embrace this responsibility to protect the character of the organizations. When they talk openly about their own efforts to make ethical decisions, they also magnify that learning on an organizational scale.

 

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For more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2013 Leading in Context LLC 

 

 

 

Leading to Bring Out Their Best

Bringing Out People's BestBy Linda Fisher Thornton

While the true purpose of leadership has been debated, most people would agree that it includes bringing out the best in people and organizations. Some of the ways that we can bring out the best in others include trust building, supporting, guiding, coaching, team building and removing barriers to good work. While these leadership roles may seem low-key, they are the critical behaviors that lead to strong cultures and productive organizations.

“We Intentionally lead in ways that bring out the positive potential of people and organizations. We lead to bring out their best every day.”

The Leading in Context Manifesto

Examples of Bringing Out Their Best

What does it look like when we bring out the best in others? It could be compared to the work of the sculptor, who sees a piece of rough stone and imagines the beautiful work of art that lies within the stone. Chiseling thoughtfully and persistently, that sculptor releases the work of art one bit at a time.

Bringing out people’s best includes big things like:

  • redesigning work flow to make jobs easier
  • helping people develop new skills, or
  • guiding the team in how to work together respectfully

…and small things like:

  • letting people know how much they are appreciated
  • being willing to pitch in and help when things get busy, or
  • being available when people need to discuss a problem

We can bring out the potential in others by identifying a natural talent that they may not have realized they had, by helping them pursue their chosen calling, or by just being the kind of leader who knows how to listen and respond in supporting ways. No matter what we are doing to bring out people’s best, they can tell when we care. They can tell that we have their best interests at heart, and truly want them to succeed.

Leadership is not about us. It’s about being a catalyst for positive things “beyond us,” including bringing out the best in people and organizations.

 

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For more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2013 Leading in Context LLC 

200th Blog Post – Learning at the Speed of Life

Linda Fisher Thornton

By Linda Fisher Thornton

In my 150th Blog Post, I wrote about starting a blog and being new to the process of Learning Out Loud. To celebrate my 200th post, I want to reflect on what it’s been like to learn new things faster than I ever thought possible. It seems especially clear to me now that we all have capabilities we’re not using in our day to day lives. But imagine what could happen if we believed we could make a difference, lurched toward that goal unsteadily, and then just held on for the ride.

The dream for Leading in Context LLC started small, with a passion for responsible leadership, an intense curiosity and a question – “What does it mean to lead ethically in a complex world?”

Taking on that question brought this response on Twitter – “Good luck with that. Let us know when you get there!” Knowing that the question was too big to answer and that people didn’t think I could do it just made me work harder. In the process, I tapped into potential I never knew I had.

As you read about my journey, reflect on what you’re curious about, and how seeking the answer might be transformational.

What has stretched me in the past year? 

  • Winning a thought leader award connected me with a wonderful new global group of people, many of whom were already well-established in their areas of expertise. I had to step up.
  • Leading an Innovations in Teaching project for the University of Richmond School of Professional and Continuing Studies had me looking at Innovation in an educational setting. I had to step up.
  • Working with a thought leader strategy coach put a viable long-term business based on my question within reach. I had to step up.

What phrases are no longer in my vocabulary?

  • “What I have is working”
  • “I don’t think I can do that,” and
  • “There isn’t enough time.”

What challenges will the next year bring?

  • Implementing the new business strategy built earlier this year
  • Launching a new and improved website, and
  • Launching a practical book about how to lead ethically in a complex world

What mindset will I bring to my work?

  • Each time I reach the top of a mountain, I will be able to see the next one more clearly
  • The resources and support I need for success will be there when I need them, and
  • This is the most challenging work I’ve ever done, and it’s the most fun I’ve ever had.

What are you curious about?


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For more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2013 Leading in Context LLC 

 

10 Favorite Quotes From the Leading in Context Blog

10 Quotes

By Linda Fisher Thornton

I noticed that Jesse Lyn Stoner’s Blog Post Celebrating the 2nd Anniversary of My Blog included her favorite quotes from her blog. Her post appeared in the Mini-Carnival of HR at CostofWork.com along with my 150th Blog Post Learning Out Loud .

This week, I thought I’d share 10 of my favorite quotes from the Leading in Context Blog. Clicking on each quote takes you to the full post that includes the quote.

Visit the Leading in Context® Blog Index for more articles about how to lead ethically in a complex world.


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For more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2013 Leading in Context LLC 

 

Leading Ethically and The Control Trap

042313ControllingLeadership

By Linda Fisher Thornton

Why is controlling leadership so harmful in organizations? There are a number of powerful reasons that have ethical implications:

1. Controlling leadership generates stress and fear

2. Controlling leadership reduces productivity, innovation and engagement

3. Controlling leadership takes the meaning and fun out of doing a job

4. Controlling leadership does not consider or respect employees’ knowledge and abilities

5. Controlling leadership creates a toxic work environment and a low-trust culture

People who are fearful and stressed cannot do their best work. Controlling leadership violates many of the principles of ethical leadership. What is the control trap? When a leader tries to control the actions of employees to make sure that they “do it right,” that controlling behavior takes away their natural ability to do good work. 

Here are some ways that we can bring out the best in our people and honor what they know how to do:

  • Extend Trust – We need to let people know that we trust them to do good work 
  • Remove Barriers – We need to remove barriers to effective work (even if we are part of the problem!)
  • Support  Interests – Ask people what they most want to learn and consider that when assigning projects

“A leader is not an administrator who loves to run others, but someone who carries water for his people so that they can get on with their jobs.” — Robert Townsend

Good performance is not something that you can control – but you can release it by the way that you choose to lead.


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For more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2013 Leading in Context LLC 

 

13 Leadership Temptations (to Conquer in 2013)

10 Temptations

By Linda Fisher Thornton

13 Leadership Temptations To Conquer In 2013

We’re starting a new year, with fresh possibilities, and it is a good time to think about our leadership values. What do we believe? How do we treat others? What matters to us? Can people determine our values just by watching how we treat people?

As we think about how we want to lead this year, we need to recognize that it is tempting to make easy short-term decisions that end up having ethical consequences in the long run.  Sometimes those seemingly easy decisions are “easy” because

  • we have oversimplified them
  • we have only considered how our choice benefits us and have failed to consider its impact on others, or
  • we have ignored important ethical factors.

The 13 leadership temptations below are very real and we have all faced them. As leaders, it is our job to carefully resist them. To do that, we first have to admit that they exist and that they challenge us, and then we must decide to take positive actions.

We all have the capacity to do good and to do harm. Let’s resolve to do good and to resist these 13 Leadership Temptations in the New Year.

Resolve to Conquer These 13 Leadership Temptations in the New Year

  1. The temptation to think that “ethics” is just about words and not about our choices
  2. The temptation to attack people instead of attacking problems
  3. The temptation to choose “quick fix” solutions that do more harm than good in the long run
  4. The temptation to judge others, and to think that differences are a threat
  5. The temptation to treat others with disrespect
  6. The temptation to avoid change when we really need to adapt
  7. The temptation to think that rules and laws are for other people, not us
  8. The temptation to profit at the expense of others
  9. The temptation to blame other people instead of examining our role and taking responsibility
  10. The temptation to treat employees as commodities rather than as human beings 
  11. The temptation to ignore feedback that we don’t like
  12. The temptation to only read that which confirms what we already believe
  13. The temptation to do anything that sets a bad moral example for others

Author’s Note: This post was inspired by British ethicist Mary Warnock in her speech about scandals in the British Parliament, shared on Vimeo by The School of Life. 


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For more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2013 Leading in Context LLC 

 

Wishing You Peace

The Peace Paradox

Extend Peace In Order to Receive It

In this Joyous Season, it seems like a good time to reflect on our leadership role in building peace and trust. Peace is one of those things that requires reaching out. Just as we must extend trust to receive it from others, we must also extend peace in order to receive it. When each side watches and waits for the other party to extend peace, they create a stalemate that is unresolvable…until someone takes the first step and reaches out.

Peace is More Than the Absence of Violence

What is peace? Below is the Wikipedia definition. Notice that this definition describes  multiple dimensions that go well beyond the absence of violence.

“Peace is a state of harmony characterized by the lack of violent conflict and the freedom from fear of violence. Commonly understood as the absence of hostility, peace also suggests the existence of healthy or newly healed interpersonal or international relationships, prosperity in matters of social or economic welfare, the establishment of equality, and a working political order that serves the true interests of all. In international relations, peacetime is not only the absence of war or violent conflict, but also the presence of positive and respectful cultural and economic relationships.”

http://en.wikipedia.org/wiki/Peace

Peace is about much more than a lack of violence. It is about positive and respectful relationships. In order to resolve the “waiting for the other party to extend peace” stalemate, we must work toward peace even when that seems impossible. We cannot force it, but must tend it like a garden, nurturing good behaviors and weeding out those that generate dischord or show disrespect.

Reflecting On Leadership, Power and Collaboration

In The Power Paradox, Dacher Keltner explains that force is not equivalent to power anymore:

“As we debunk long-standing myths and misconceptions about power, we can better identify the qualities powerful people should have, and better understand how they should wield their power. As a result, we’ll have much less tolerance for people who lead by deception, coercion, or undue force. No longer will we expect these kinds of antisocial behaviors from our leaders and silently accept them when they come to pass…We’ll also start to demand something more from our colleagues, our neighbors, and ourselves.”

Dacher Keltner, The Power Paradox, GreaterGood.Berkeley.edu

One of my favorite books about how leaders can move from conflict to collaboration is Leading Through Conflict by Mark Gerzon. He provides a set of leadership capabilities that we can develop that help us move from wherever we are now to positive, collaborative relationships.

Peace is Something We Create

Peace is not something we simply hope for or wait for. It’s something that we create through our everyday actions and relationships. As we enter the New Year, may we all:

  • Be open to learning from others
  • Understand that power in leadership means humility, compassion and social intelligence, not force
  • Respect others and differences, and
  • Actively extend trust and peace

Extending Peace to You This Holiday Season

I hope that you enjoy the timeless quotes about peace that follow. Notice how they focus on individual action, mutual understanding  and individual responsibility.

Reflections On Peace

Nobody can bring you peace but yourself.
Ralph Waldo Emerson

It isn’t enough to talk about peace. One must believe in it. And it isn’t enough to believe in it. One must work at it.
Eleanor Roosevelt

Peace and friendship with all mankind is our wisest policy, and I wish we may be permitted to pursue it.

Thomas Jefferson

If we have no peace, it is because we have forgotten that we belong to each other.
Mother Teresa

Those who are at war with others are not at peace with themselves.
William Hazlitt

Peace cannot be achieved through violence, it can only be attained through understanding.                                                                          Ralph Waldo Emerson

Peace is liberty in tranquillity.
Marcus Tullius Cicero

Imagine all the people living life in peace. You may say I’m a dreamer, but I’m not the only one. I hope someday you’ll join us, and the world will be as one.                                                                                                                                                                                                                        John Lennon

Read more at http://www.brainyquote.com/quotes/topics/topic_peace2.html#Sem4THUdpjTlG5bc.99

Many thanks to all of you who have connected this year to share ideas about leading ethically in a complex world. Have a Joyful Holiday Season and a Happy New Year!

Linda Fisher Thornton is Adjunct Assistant Professor of Leadership for the University of Richmond School of Professional and Continuing Studies. She is also CEO/Owner of Leading in Context LLC, a leadership development consulting firm helping business leaders lead responsibly in a complex world.  


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For more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2012 Leading in Context LLC 

 

100 Trends to Watch For 2013

100 Trends to Watch for 2013By Linda Fisher Thornton

100 Trends to Watch For 2013

As we head into 2013, the trend reports at the links below will give you a “business leader’s preview” of what to expect in sectors that range from consumer trends,  human resources, leadership and marketing to color, food, and technology. Enjoy!

10 Crucial Consumer Trends for 2013, Trendwatching.com

Our 10 Trends for 2013 in 2 Minutes, JWT Intelliegence, JWTIntelligence.com

7 Hot Trends in Social Media Marketing, Mashable.com

Four Trends for the Future of Leadership Development, CCL, LeadingEffectively.com

Social Media Marketing Trends Collection, Priit Kallas, Dreamgrow.com

Challenges Facing HR Over the Next Ten Years, Society for Human Resource Management, shrm.org

The New Consumer Agenda, 2013-2015, Peter Fisk, Slideshare.net

The Future of HR, Tom Haak, Scoop.it

Global Trends for 2013: A top 10 for business leaders, Thomas Malnight and Tracey Keys, TheEconomist.com

Top 10 Food Trends for 2013, Phil Lempert, SupermarketGuru.com

Hot Restaurant Menu Trends For 2013, Lisa Jennings, nrn.com

Gartners Top IT Predictions for 2011-2015, CIOInsight.com

Can You Spot These 13 Sustainability Trends For 2013?, Julie Urlaub, Taigacompany.com/Blog

November 2012 TrendBriefing: PRESUMERS, trendwatching.com

5 Digital Trends Shaping the Consumer Experience, Macala Wright, Mashable.com

Color Trends 2013, BenjaminMoore.com

Global Trends 2015: A Dialogue About the Future With Non-Government Experts, Federation of American Scientists, fas.org

Glimpse The Future of Work: Future Work Skills 2020, Apollo Research Institute, ApolloResearchInstitute.com

Global Trends 2025: A Transformed World, US Director of National Intelligence, dni.gov

If you want even more information, visit the Leading in Context Strategic Leadership and Leadership Trends pages on Pinterest for trends related to leadership and leadership development.

10 Thinking Traps (That Ethical Leaders Avoid)

Avoid These 10 Thinking Traps

What are some of the thinking traps that we fall into as leaders? I’m not referring to “correlation versus causation” and other logical reasoning problems. There are some common ways of thinking about business leadership that cripple our effectiveness and undermine our ethics. These misconceptions should have important names that reflect the wide swath of negative impact that they cause in organizations.

Here are 10 types of flawed leadership thinking that I have seen, with my own tongue-in-cheek descriptive names for them…

The message? Ethical leaders avoid these 10 types of flawed thinking.

Which one of these is your favorite? My favorite is #10.


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For more, see Linda’s book 7 Lenses and the 21 Question Assessment: How Current is My Message About Ethics?

7 Lenses is a Bronze Axiom Business Book Award Winner in Business Ethics41cEVx-Tu4L._SY344_BO1,204,203,200_
2014  Bronze Axiom Business Book Award Winner 
About 7 Lenses
 
 
Info@LeadinginContext.com  @leadingincontxt  @7Lenses

© 2012 Leading in Context LLC 

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