Capacity, Character and Competence.

There is a leadership revolution that has grown quickly the past twenty years.  From books, classes and seminars to college programs including doctoral programs in leadership, the art if not science of leadership has become big business.

According to the American Society of Training and Development, U.S. businesses spend more than $170 Billion dollars on leadership-based curriculum.   The top leadership gurus in the world are best selling authors and speakers and have undoubtedly helped millions of individuals and businesses.

The definitions of leadership vary from the simple “leadership is influence” to incorporating vision, creativity, tone setting, inspiration and tenacity.

While many may argue that leadership is not about traits, most will acknowledge that there are certain qualities that are common among great leaders.   I would argue that these qualities often can be summarized by what are often called the 3 c’s : Capacity, Character and Competence.

Unlike leadership activities, these 3c’s are axioms or truths that are necessary traits for leaders in order to have long term success in an organization.

Capacity is the combination of skill-set and volume.  In brief it is the necessary amount or resources available  for the production of desired output.   In humans, capacity can be amazingly elastic for short periods of time.  Great leaders are high capacity  managers of the resources at their disposal.

Character is too often defined by constantly evolving cultural qualities.   This is unfortunate as character is actually internal traits that align with moral truths.  Honesty, integrity, empathy, courage and faithfulness are among the virtues that are typically spiritually defined, taught and infused in character. 

Competence is the one quality that is actually very subjective as a leader can be very competent in one area and completely lacking or incompetent in another area.  It is said that competence alone cannot make a leader but it can certainly undo one. 

Half Truths and Whole Lies

It seems that we all have grown too accustomed to settling for being told ‘half-truths’ that are obviously designed to deceive.   Politicians are likely at the top of the list of ‘half truth’ tellers but ‘half truths’ are also featured regularly on our nightlight news, radio ads, commercials, the internet and even many companies sales reports.

Here are just a few of the obvious ones: ‘Clinton didn’t inhale’, ‘You can keep your doctor’, ‘The Republicans will roll back Obama care’, ‘Peta really cares about the animals’, ‘1 out of 10 people are gay’, ‘The Polar bears are drowning’ and ‘Iran can be trusted.'

The problem with any ‘half truth’ is that they are actually whole lies.

Telling lies makes you a deceiver and a liar. 

Lying is a character flaw that in the past would mark you as being untrustworthy.   Unfortunately, lying has become such an acceptable art form that we actually repeat these half truths and admire people that can use words in such a way that they appear to be saying one thing while hiding the actual truth.   The use of ambiguous language that conceals the actual truth should actually be a character flaw, not an admired trait. 

The problem with ‘half-truths’ is that they contain enough truth that they can misrepresent fact and are meant to deceive.  Deception has become so common that we actually re-elect, befriend and even admire those that deceive so often they could be considered compulsive liars.    

Fortunately, studies have shown that companies that are known for integrity and transparency and are known to be trustworthy actually do better than their peers.  Couples that are honest with each other tend to stay together, remain married rather than divorced and will have fewer financial problems than their ‘half-truth’ peers.      

Regardless of  how common deception and ‘half-truths’ are in society, Integrity is likely the single most important character trait you could ever embrace.   Integrity is soul deep and provides the moral compass that actually will ensure long-term success and happiness in life.

Integrity is a catalyst for other important virtues as well.   Virtues such as kindness, generosity, courage, responsiveness and even good work habits are locked-in by the embrace of honesty and integrity.

Embrace integrity.   Integrity today actually is a wonderful way to differentiate your business and your relationships with your friends and coworkers.  When you are known for your integrity it becomes more and more difficult for others to convince you that their half-truths are not actually lies.

10-80-10 Delegation Model

One of the most important aspects of leadership in any organization is the ability to delegate authority to others.   Delegation is especially key for both leadership development as well as maintaining a healthy work/life balance.   At some point in a growing organization it is literally impossible for one decision maker to make all of the decisions and the sooner others are able to learn how to make decisions and handle authority, the faster they develop the leadership skills necessary for both the individual as well as the organization to succeed.

While these numbers, 10-80-10 have been used to describe other processes or aspects within organizations, I use these numbers as percentages that conveniently equal 100% to intentionally describe how to identify when the leader and subordinate need to connect and when the subordinate is ‘on-their-own’ in developing and coordinating tasks, projects and ongoing processes.

10% Leader Directs

The first 10% is critical as it allows the leader to direct and clarify the objective, the scope, the resources and the time expectations of any new project, task or assignment.  For example, the purchase of a new piece of equipment is task that is assigned to the subordinate by the leader.    The purpose, function, use, and budget is discussed as well as any important factors.   Both the leader and the subordinate utilize and sharpen their communication skills as they discuss and listen to each other as the purchase is envisioned.

80% Subordinate Collects

The middle 80% is the duty and responsibility of the subordinate as the project, task or assignment takes shape.  In the example of the purchase of a new piece of equipment, various alternative products are compared, prices reviewed and some initial negotiation takes place.  The subordinate may have already been delegated some authority to purchase within specific parameters or from specific vendors.  Alternatives, options, pricing and timing are considerations that need to be fully understood, processed and ultimately communicated with the leader in the final 10%

10% Leader Reflects

The final 10% provides the leader with all of the information necessary to reflect on all of the information collected in order to make the right decision.   When the 10-80-10 is functioning effectively, a thoughtful and articulate recommendation is presented by the subordinate that makes it easy for the leader to understand any important aspects of the project, task or assignment and gives the leader the opportunity to fine-tune any detail (i.e. color, timing, placement) either based on preference or for standardization.

The 10-80-10 Delegation Model works just as well, if not even better for ongoing projects and assignments.   It provides for a quick review at the beginning and the end of any cycle (i.e. class, calendar or fiscal year, purchase, season).  The advantage is that if scheduled intentionally, it provides a framework for continuous improvement in communication (both oral and written), process, and leadership development.   Leaders can have confidence that they will have the first and the last say on all important projects, tasks or assignments and subordinates get a clear understanding of the desires, wishes and concerns of the leader.

Hurry Not

We are just too busy!  My job back in the 1990’s took me to New York and Wall Street on a regular, almost weekly basis. The New York and Wall Street busyness was clearly evident and noticeable as it was a dramatic contrast from the daily lifestyle of those of us that lived in the Midwest.

Today, that New York busyness has invaded the North, South, East and West.  It is normative in our workplace, our schools, our churches and our families.  Everyone I meet is busy.  Our computers, smart phones, the Internet and endless cable TV programs have created an environment where we believe we need to be busy every waking hour of the day.  

Back before all this technology, I have to admit that I was rarely able to keep my workday to just eight hours. It wasn’t unusual for me to put in ten hours in the office, as there were opportunities for those of us that were committed to putting in some casual overtime.  A conscientious and hardworking employee often became a conscientious and hardworking manager and I rose to the occasion.

With our smart phones and computers we now work many more hours as our work will follow us home.   Most of the people that I know spend not only a few hours on their computers at home on work related tasks but their smart phone will capture their attention long into the evening.  People now get up and immediately look at their iPhone or Droid as emails are expected to be replied to within a day and often a business culture requires texts to be replied to within hours.

For those that are not preoccupied with their careers and employers' demands, there have been plenty of other things that keep us busy.   From playing League of Legends on the computer to FarmVille on Facebook, we are busy and even hurried through our day.

Being hurried through the day is in deep contrast to the example of Jesus who never seemed to be in a hurry.  Jesus not only refused to be hurried, but prayer and solitude was a regular part of his daily routine.  Jesus told his disciples, ‘Come with me by yourselves to a quiet place and get some rest.’  So they went away by themselves in a boat to a solitary place” (Mark 6:31-32).  This practice of solitude was a practice of many in the early church.  Not only did monks and hermits practice solitude, but the Rules of St. Benedict of prayer, work, study, hospitality and renewal were embraced by both clergy and the common people.

By definition, to hurry is to act with haste, to perform in an unusually accelerated manner.  One of the ways to understand what hurry does in our lives is that it makes us scattered, un-deliberate, and seemingly haphazard. 

Its time to slow down.  I would actually recommend that we slow down and eliminated some worthless activities, and that we embrace the ancient, but important, discipline of contemplation and solitude.

A great way to start is to find thirty minutes to sixty minutes each day to be quiet.  Let's quiet our smart phone, our TV and computer and discover what it is like to be silent. Being silent and practicing the ever presence of God is a amazing way to begin to hear that inner voice.  Being quiet and silent is also a way to reflect on what God is accomplishing or wants to accomplish in our lives.  Being silent can be actually more productive in the long run as it builds self and helps us prioritize. During our quiet time, let's thank God and listen so that we may hear the answers to the many questions and prayers we have been asking.

Just Ask!

All of us know that in today’s work environment and particularly in our larger organizations we need to delegate authority and responsibility.   Learning how to delegate, how to train and create environments where people that are close to the situation and close to the customer are the ones that are making decisions are critical factors in individual as well as organizational success.

While it can be difficult to cede authority to someone else, true delegation of authority happens when that transfer has happened and the supervisor is no longer micromanaging but has set parameters.  These parameters are more than just the goals and objectives but are the cultural bumpers that describe now only the ‘what’ but also the ‘how’ of things are to be accomplished.  

Leaders forget that when authority is truly delegated the final authority is delegated as well.  As an example, imagine a subordinate has been told they have the authority to schedule employees in their department.  However, when the schedule is about to be posted, the employees manager reviews the schedule and makes 11th hour changes.   In this case, the authority was never delegated and the employee is likely frustrated thinking he had been given the authority when actually he was only given another task.

Delegation is not abdication, and the manager is still accountable for the success of the organization.  How does the manager then provide leadership and maintain influence in those areas that have been delegated?

The answer is actually quite simple: “Just ask”.

One of the lessons we teach our children is to not just take things but to ask.   Being polite, asking rather than taking and using the word please are learned behaviors that we don’t want to unlearn when we become organizational leaders and managers.

Learning how to manage by asking questions rather than giving orders can be a huge win for both the manager as well as the organization.   People feel empowered and enjoy their jobs when they feel supported and coached rather than watched and micromanaged.

Remember that managers delegate not only to reduce their workload but also to develop leaders and future managers.   Leaders that have the appropriate authority to match their responsibility thrive and grow which benefits both the individuals as well as the organization.