Welcome to the LeanForward, Inc. blog, which I’ve titled LeadingForward.

There is no doubt that the subject of leadership has been extensively addressed and that good research and thoughtful writing abound. The trouble, from my perspective, is that we still see far too many examples of irresponsible, unprincipled and ineffective leadership that have had a devastating impact on people and organizations. I want to be part of a movement that changes this reality and creates a core of leaders whose first priority is to serve those they lead and create positive results for all stakeholders.

In August of 2008, I left a decade of employment with Duke University to start my own company, LeanForward, Inc. I’ll wait for another day to discuss the wisdom of walking away from a secure job with a good income in the middle of a global crisis to begin a new venture. For now, just call it a leap of faith. For me, it has been a leap into a huge gap or void; not so much into an unknown and uncertain business climate, but rather into a vacuum created by a lack of principle-based leadership. This vacuum draws me – it compels me—to do something, anything, to help restore the faith people once had in leaders and redeem the hope and trust that have been lost.

The opportunity to work for an organization of the caliber of Duke (and several other good organizations over my career) provided me with a living laboratory for learning about leadership – i.e., what works and what doesn’t work in the real world. As an executive leader in human resources, I’ve had successes and my fair share of failures. I’ve tried to learn from all of these personal experiences, as well as the experiences of others. In fact, I’m still learning. The opportunity I have now is to work outside the confines of a particular organization in an effort to improve the practice of leadership across multiple organizations and industries. One way I can do this is by promoting the practice of “thought leadership.” I believe a good thought leader is someone who is a well-intentioned yet persistent provocateur and revolutionary. Provocateurs challenge embedded mental models – the cognitive shorthand we use each day to evaluate, define and respond to people and situations. Mental models need to be challenged when they keep us from being open to new ideas or inhibit our willingness to examine our conclusions about what is true. Revolutionaries challenge established practices, structures and authority. Practices, structures and authority need to be challenged when they fail to meet the legitimate needs and interests of people and organizations.

My personal mission is to play a part in helping to close the gap and fill the void created by poor leadership, and the systems and thinking that enable it. I hope this forum, and others like it, create a thoughtful, open and practical exchange of provocative, revolutionary and energizing ideas for building strong relationships and accomplishing superior results. I encourage you to join me in this effort. Your comments, suggestions and perspectives are always welcome. You may email at mark.rumbles@leanforwardinc.com.

 

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Mark Rumbles, President

LeanForward, Inc. 

Author of the LeadingForward Blog

« Your Inner Circle | Yes & No »
Wednesday
Jul082009

Laser-like Leadership

There is a dizzying amount of information that has been promulgated about leadership. I am always amazed by the number of books, journal articles, white papers, blogs, training programs, seminars, coaching models, and key note addresses that speak to the subject. The volume of material grows each day and it is virtually impossible to stay on top of it. To add to the challenge, much of the information is contradictory, impractical, unproven, outdated, and confusing. It is very noisy and messy out there.

As a leadership development practitioner, and as a person striving to be a thought leader, I am directly mixed up in this noisy mess. Since my profession involves teaching and coaching others, I have a duty to be a voice of rationality, discernment and clarity. My mom taught me to always clean up my messes, even if I was not fully responsible for creating them.

To become useful, the sea of information about leadership needs to be turned into bodies of coherent knowledge. This involves a continuing filtering and consolidation process. Similar to creating a superior beer, developing a credible knowledge base takes high quality ingredients (sound theory and research), careful monitoring (observation, testing and metrics), guidance from master brewers (thought leaders and practitioners), and time to ferment. At some point, even the most revered knowledge may become stale or people’s needs and preferences may change. At that point, the product needs to be refreshed or replaced.

As I consider the bodies of existing knowledge and the emerging ideas about leadership, I am struck by a recurring theme: the best leaders possess the ability to maintain focus for themselves and for their organizations. Focus can be exhibited as a personal quality, performance competency and leadership practice. It is not unique to leaders but without it few leaders are successful. It enables an individual or team to sift through competing options and alternatives, block out “noise” and make decisions with speed and confidence. Leadership focus is manifested through clarity of direction, consistency of action, and purposeful alignment of values, strategies, policies, practices and people. (For more information about organizational alignment, readers are encouraged to review our Leadership Coach publication.)

Much like a laser, leadership focus holds incredible power when applied with purpose and skill. Think about it for a moment; the analogy is incredibly apt. Laser light waves travel in phase and in a single direction. This is different from normal light which travels in overlapping, jumbled, and incoherent waves that spread out in all directions from the source. Laser light tends to remain organized as a concentrated channel over great distances, and can generate vast heat. The energy for laser light is created by the interaction of atoms within a cylinder that has a mirror-type material at both ends. The atoms in the cylinder emit photons when a particular power source is introduced. As each photon of light reaches the next atom in the medium, it stimulates the emission of another photon, which gets passed along in the same direction to the next atom, on so on, until the cylinder is filled. The photons, all traveling in the same direction, bounce off the mirrors and gather strength and number until they pierce the partial silvering at one end of the cylinder and exit as a powerful, coherent beam.

It does not take a rocket scientist to understand this astounding analogy. Leadership is the energy source, i.e., the catalyst, the photons are fully engaged employees and stakeholders, and the mirrors are the transparent and consistently demonstrated values, strategies, policies and practices of the organization. Focus creates alignment and alignment reinforces focus. People unite behind strong and confident leaders who model authenticity and resolve. The result is a powerful concentration of purpose, passion, and talent that can make the difference between those organizations that are managing to survive and those that are boldly leading the way in their respective markets.

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