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

« The Truth about Keeping the Peace - Part 2 | Taking Time for Joey »
Wednesday
Jun022010

The Truth about Keeping the Peace - Part 1

 Most people fear initiating difficult conversations with other people. It probably ranks right up there with the fear of public speaking. Many of us expend a lot of energy trying to water down, postpone or completely avoid tough conversations. We tell ourselves that we are keeping the peace and sparing people from pain. What we fail to realize is that relationships thrive only when they are imbued with healthy and respectful “truth-telling.”

It takes considerable judgment, maturity and skill to know when we need to speak up and how to do it in a way that others can hear. We tend to get stuck because our culture has drilled into us two relationship-oriented axioms that seem impossible to reconcile:

Axiom 1: Always tell the truth.

Axiom 2: If you don’t have something nice to say, don’t say anything at all.

These axioms present us with a significant dilemma. If I have your best interests in mind, and tell you something that I believe is important for you to hear, then I am speaking truth to you. However, depending on what I share with you, the manner in which I share it, and how you receive it, you may conclude that I have violated the second axiom (i.e., I don’t have anything nice to say).

It might be easier if we just rewrote the axioms as two clear “don’ts”:

Axiom 1 (Revised): Don’t lie.

Axiom 2 (Revised): Don’t use words to hurt people.

The world would certainly be a better place if none of us were deceitful or vicious with our words. But, guarding our words is not the same as “truth-telling.” If I hold my tongue, I will not be guilty of lying to you. However, if I suppress telling you some truth that you really need to hear, it may actually hurt you worse than a lie.   

Truth-telling is a relational art that takes time to master. We need to start by telling the truth to ourselves. There are three “peace keeping” tendencies that, when present, suggest that we may need to ramp up our truth-telling:

  1. Our relationships with our closest co-workers, friends, and family members tend to be superficial or narrow. This tendency may indicate that we are avoiding talking about issues that are potentially delicate, sensitive or challenging. This is fine as long as we are comfortable with superficiality in the relationships that mean the most to us. If we want more, we may need to engage in more truth-telling.
  2. We tend to equate all frank talk with being rude or impolite. This tendency may suggest that we have a mindset that makes it difficult for us to be direct and straightforward with others because we view it as improper or unmannerly. This is often a product of cultural norms and how we have been raised. The problem is that we fail to see that it is possible to be both direct and respectful at the same time.   
  3. We tend to tolerate behaviors and/or circumstances that are not healthy for us or others. This tendency is an indicator that we have taken the path of least resistance, deciding to accept the pain associated with silence rather than face the fear of speaking up. This is a trade-off – one with potentially disastrous results over the long run.  

Our relationships will be characterized by superficiality and intractable patterns of behavior whenever we allow ourselves to internalize an unrealistic and unhealthy sense of “keeping the peace.” We desperately need to reorient our thinking if we want to change the status quo. There are times when we need to step up and step out by engaging in respectful and purposeful truth-telling. The real truth is that silence and tolerance are inappropriate responses when important relationships and issues are at stake.  

 We’ll continue our discussion on this subject in Part 2 of our series The Truth about Keeping the Peace.

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