Effective civil discourse requires leaders to listen, not just promote.

A few days ago I ran into a local leader who directs an important public sector initiative. Upon mentioning that I had tried to contact him to discuss a potential investment in the community (related to his area of responsibility) he abruptly stopped the conversation because he did not believe it was a good idea.

After reflecting on this interaction over the last few days, I have concluded that if a leader chooses to listen or engage in dialogue only when they happen to like the topic, they aren’t leaders, they’re promoters.

Understanding Immigration.

As I was talking about wanting to visit the White Horse Tavern in the West Village in New York City yesterday, I remarked to my partner that I finally realized why I never read the awesome books of Frank McCourt in high school or college — going to Catholic Schools for 16 years probably had something to do with it given his reflection of growing up a poor Catholic in Ireland and returning to the United States in young adulthood.

Angela’s Ashes and ‘Tis A Memoir should be required reading for every man, woman and child in the United States today!

Before anyone decides their position on immigration reform, health care for immigrants, etc. they need to see that the human condition knows no country boundaries. People are people and how we treat others less fortunate than us says a lot about who we are.

Happy reading!

A call to action that is priceless.

One trait that effective leaders possess is knowing when and how to call people to action. Regardless of what a leader is “calling people to act on” they must understand when and how to build widespread support. They also must be able to seamlessly engage simultaneously at the individual (micro), organization (meso) and community (macro) levels of society.

Like many competencies of effective leaders, this competency rarely manifests itself early in a leader’s life experience. In fact, it is usually the trait of an experienced, successful and more senior leader. Engaging the average person, building consensus across organizations, and taking the time to understand the wide diversity of perspectives which people hold is no easy task. And, the value of using this competency to act and make change  . . . priceless!

Giving back . . .

I am not sure who said this first, but it is a great quote to remember, especially for leaders.

“For those who have been given much we have a responsibility to give back.”

Time is a finite resource.

Time is a finite resource. Time is perhaps a newly defined, and the most important, form of capital we possess because we control it.

Also, how we spend our time on a daily (and nightly) basis is one way of measuring what we value.

Researching and writing a dissertation, raising a family, reading great works of literature, visiting the ill and frail, campaigning for elected office, helping a stranger with directions, thinking creatively and sharing the results . . . even taking a well-deserved nap . . . all require time.

Some things we do take a lot of time. Instead of saying I wish had more time, why not say, how will I be more intentional with my time.

Time matters.

Learning takes time.

I am reading Frank McCourt’s first two books — Angela’s Ashes and ‘Tis . . . unfortunately I believe that until we conquer the issue of rationing quality education, our society will never embrace anything new including anyone who doesn’t look the same or share the same cultural traditions — language, values, beliefs, traditions . . . As my son once said, it is unfortunate that our race needs to take the time to learn because learning takes time.

Thanks Veronica and Ben!

Negotiation. Compromise. It is all change.

Ever since taking the Harvard University course on “Negotiation” in the late 1990s, I have used the “BATNA” framework for a wide array of negotiations. What is interesting about this framework is that it also applies to change management.

Change happens when the status quo becomes unacceptable, thus, precipitating a need for an alternative .

For change to happen a leader must first understand what their BATNA is.

Note: BATNA stands for: Best Alternative to an Negotiated Agreement.

Planting Technology for the New Economy

While I don’t often write about technology, it is subject of great interest and importance to me, personally and professionally.

Professionally, I have long championed a concept called “Comprehensive Technology Integration” (CTI). (A concept best illustrated with a series of concentric circles.)

A key premise of this concept is that for technology strategy to be effective and sustainable in organizations it must share a center. The center represents the primary customer of the organization. While the remaining circles all have a “line of visibility” to the core customer, they fan out in order of  priority with regards to their level of interaction with the core customer. But, everyone engages the customer, AND has access to technology to do so.

In short, CTI says that if technology is to benefit the core customer it must be widely available, relevant for each user, and used avidly by everyone.

Personally, I have been put off by the lack of technology access in the rural and less populated areas of our nation. If our new economy is to take root, then, technology must be planted and grown everywhere. In this scenario, the phrase “equal access” takes on a whole new meaning.

Footnote: The peer-reviewed academic paper on Comprehensive Technology Integration was presented first in London, England in 1994 with my colleague Nedra J. Alford.

Permission.

Leaders who are trying to make change don’t have to ask for permission to make change. They just do it!

Great visions evolve over time.

The following excerpt from the Rock Hall’s web site says it all:

“Every year, the Rock and Roll Hall of Fame and Museum welcomes visitors from all 50 states and 100 countries the world over. Since we opened our doors in 1995, seven million visitors have toured the Rock Hall.  We’ve worked hard to live up to our reputation as the preeminent home for the celebration and study of rock and roll music.”

Whether it was working to bring the induction ceremonies to Cleveland in 2009, constructing an archives facilities in partnership with Cuyahoga Community College to house its rapidly expanding collection, or opening the Annex in the Soho neighborhood in New York City, the Rock Hall’s vision has evolved and the organization has consistently demonstrated the ability to be relevant and true to its mission.

The Annex in Soho is another example of how great visions evolve over time. Visit www.rockannex.com to see how.