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

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Tuesday
Feb092010

Sent-I-Mental 

If you are a strong leader, a “no nonsense” person, or a man, being labeled as sentimental can be burden. It sounds soft and weak to some. The subject of sentimentality does not get a lot of airplay in the corporate world. Oddly though, most healthy people don’t have a problem being sentimental when it comes to the ideas, things and people that they love most.

I’d like to examine sentiment for a moment before we dismiss it as a non-business subject. Notice that I have let off the “al” to make it easier for those of you who are feeling a little uncomfortable right now. Discussing a noun may feel safer than dancing around with an adjective.  Don’t be a coward, keep reading.

The online dictionary I use defines sentiment as a “refined feeling – a delicate sensibility especially expressed in a work of art.” There are other definitions but this is the one I like best.

The sentiment I'm taking about is not raw, off-the-cuff emotion. It is more refined than that. It is intentional; the product of consideration, even if just for an instant. This is the “mental” part of sentimental.

Sentiment can be strong. At the same time, it is a delicate sensibility. It needs to be handled with care, not because it is fragile, but because it is precious.

Sentiment is something we express to others. It is something uniquely personal that we openly share. It is genuine and heartfelt.

Sentiment is a gift that we give to others with no expectation of reciprocation. It can be expressed through art though it is more often conveyed through our words and actions. Sometimes it is a sincere and warming smile, or a big bear hug.

Because it is considerate, precious, personal and free, sentiment has the power to move people. It can help repair damaged relationships because genuineness brings people together and builds trust. It can reassure the shaken and broken because caring bolsters confidence and heals hearts. It can further strengthen great relationships because things from the heart reinforce the bonds of love, friendship and camaraderie.

I woke up this morning with three particular sentiments on my mind. I can best express them as Thank You, I’m Sorry, and I Love You.  I have several people to whom I need to express one or more of these sentiments. By the end of the day, they will all know who they are. Some are family members, others are friends, and a few are business colleagues and associates. (In a couple of cases, the categories overlap.) Expressing these sentiments is Job 1 for me today and I plan to keep it as an ongoing priority. You can call me sentimental if you like. I'll take it as a sign that I am beginning to move myself and others in the right direction.  

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