Archive for the ‘Quintessential Leadership’ Category

quintessential leader foundations matterFoundations matter. Because no matter what kind of foundation we have as the basis for what we build the rest of our lives on, it will be assaulted, sometimes violently, from the day we take our first breaths to the day we take our last ones.

How well we weather the continuous assaults will be determined by the kind of foundation we’re building on.

For the purpose of this discussion, we will not address people who have no foundation they build on, because the outcomes they face are pretty cut and dry.

Instead, we want to look at the types of foundations that people generally build their lives upon. We then will look at how each foundation affects the building process, as well as how much protection each offers from the assaults that come from breathing for a living.

And we’ll see, in the process, which foundation quintessential leaders build their lives on and why that matters.

The three kinds of foundations that people build their lives on are:

  1. Shifting
  2. Unstable
  3. Solid

quintessential-leader-shifting-foundationA shifting foundation is a constantly moving foundation. It literally shifts based on which way the wind blows.

People who build their lives on a shifting foundation are in constant motion as to what they believe, what – and who – they like, what they do, what they think, and how they are.

These people are chameleons. They tend to make all their decisions based on how they feel in the present tense, disregarding or uninterested in facts, reason, and logic.

They are exuberantly and quickly enthusiastic about every “next best thing” that comes their way, jumping headlong into whatever it is, but that completely disappears as soon as a new “next best thing” arrives at their doorstep.

They are constantly jumping from one thing to another physically, mentally, emotionally, and spiritually.

People who build their lives on shifting foundations are particularly vulnerable to gimmicks, cons, misinformation (any shade of dishonesty, including spinning, angling, omission, and outright lying), and emotional manipulation.

Because their foundations shift, these people have no core mindset against which to weigh everything that comes at them (discernment) and no filters to block anything out. They tend to be gullible, innately believing everything they hear, often being convinced that something is true when it is not.

These people are the target audience for advertisers and marketers because they react and respond emotionally. Advertisers and marketers use emotional words like “love,” “embrace,” and “care,” as well as pinnacle words like “all,” “best,” and “great.”

Advertisers and marketers also use appealing personal phrases like “you deserve,” “you owe it to yourself,” and “you’ll be happy if…” If you don’t believe me, pay close attention to a few commercials on TV or read a few product descriptions for things being sold online.

And people whose lives are built on shifting foundations fall for it hook, line, and sinker. Every time.

People who are building their lives on a shifting foundation are disastrous when they end up in leadership positions. It is impossible to get straight answers from them and it is impossible to get consistent answers from them.

Because they immediately and enthusiastically jump into every “next best thing,” and jump out just as quickly when the “next best thing” appears, people in leadership positions who have shifting foundations constantly change projects and goals for their teams, often on a dime, leaving their teams in chaos with morale in the toilet.

quintessential leader unstable foundation sinkholeAn unstable foundation is one that looks solid on the surface, but just underneath are major issues, weaknesses, flaws, and problems that make the foundation unstable.

While a shifting foundation is visible to the naked eye, an unstable foundation is not. Only the passing of time and continual pressure will make an unstable foundation evident.

People who are building their lives on unstable foundations are typically very superficial. They are also dishonest with everyone, including themselves. People who are building their lives on unstable foundations are consummate actors and are able to imitate anything flawlessly, often to the point of believing they are the role they are playing.

They seem to, on the surface, embody the ideal in every area of their lives and they seem to be “perfect.” They also tend to attract a lot of followers and admirers because they put on such a good show of being it all and having it all. F. Scott Fitzgerald‘s Jay Gatsby is a literary example of a person whose life was built on an unstable foundation.

People who have built their lives on unstable foundations also tend to need a lot of devotees around them all the time to attest to their skills as first-rate actors. These groupies must be “yes” people, though, and they must never question anything.

Two more hand-in-hand aspects of people who’ve built their lives on unstable foundations are the need to control everything and everybody as well as being expert history revisionists.

People who are building their lives on unstable foundations crack completely – and often suddenly and without warning – under pressure and over time and when they crack, the massiveness of the flaws, the issues, the problems and the weaknesses in their foundation is exposed.

But people who have built their lives on unstable foundations also leave a lot of collateral damage – their followers – when their foundations fail. Nobody comes out unscathed and damages range from total to minor, depending on the proximity of the followers to the people who’ve built on unstable foundations.

When people who are building their lives on unstable foundations are in leadership positions, catastrophic loss is the ultimate outcome. Bernie Madoff, Ivan Boesky, and Richard Whitney are well-known examples of people in leadership positions who built their lives on unstable foundations.

quintessential leader solid foundationSolid foundations are strong, deep, and can withstand the intensity of time, pressure, and scrutiny.

With solid foundations, what you see is what you get. Solid foundations are reliable and they are trustworthy. You can depend on a solid foundation holding up, staying in place, and being consistent, no matter what else happens.

People who are building their lives on solid foundations are people who, first and foremost, have a core mindset and code of absolute integrity and truth against which everything they encounter is measured. Anything that does not meet that standard is rejected.

People who are building their lives on a solid foundation always strive to be objective, knowledgeable, and discerning. They tend to be thinking people who will take the time they need to be fully informed so that they understand the depth and complexities of everything that comes their way.

Because people who’ve built their lives on a solid foundation habitually do this all their lives, they develop the skill of doing this quickly in most situations – and when they need more time, they will tell you and will not be pushed or bullied into a snap decision – because the reality is that while circumstances and characters change over time, the core issues that we humans face in life do not.  

People who are building their lives on a solid foundation are not led by their emotions and feelings, nor do they make decisions based on emotions and feelings. It is not that these people don’t have emotions and feelings, but they don’t rely on them as a standard or a guide for living life.

People who’ve built their lives on a solid foundation have an uncompromising moral code that they apply to everything in their lives. When they see dishonesty, misinformation, spinning, angling, omission from others, they will correct it because they know that other people may be making decisions based on that and lies and erroneous information will lead them to a wrong or bad decision.

This trait doesn’t always make people who are building their lives on a solid foundation the most popular people on the block, especially when they correct these forms of dishonesty with popular people and authority figures.

They become even more unpopular, even with undeniable proof of facts and truth, when they debunk things that people hold near and dear in their beliefs and in their lives and refuse to let go of.

I always wondered why that was the case. It occurred to me recently that we call these kinds of things “sacred cows.” It dawned on me one day not long ago where the reference comes from: the cow that Aaron made for the Israelites when Moses went up the first time to get the 10 Commandments from God.

And then I realized why. Forty-plus years later, after having God literally with the Israelites day (cloud) and night (pillar of fire), Joshua had to tell the 2nd generation out of Egypt to get rid of their foreign gods (among which were some little cow statues, I’m sure) before going into the Promised Land

The more things change, the more they stay the same.

When people who are building their lives on a solid foundation are in leadership positions, you have quintessential leaders.

Unlike the disastrousness and catastrophic loss that people who’ve built their lives on shifting and unstable foundations leave in their wake, quintessential leaders leave a legacy: a team of quintessential leaders who can, in turn, build their own teams of quintessential leaders.

That matters because any entity from you or me to organizations to nations reflects the kind of foundation it has been built on.

Since quintessential leaders develop quintessential leaders, they ensure that everywhere they touch and are in life has the opportunity to build on a solid foundation. Not everyone will take the opportunity. Some are too comfortable with or too afraid to change their shifting and unstable foundations to switch to building on a solid foundation, but those that do will be the next iteration of quintessential leaders.

Foundations matter. What kind of foundation are your life and your beliefs built on? Is it shifting? Is it unstable? Or is it solid?

The answer matters too.

 

 

 

 

Part 2 looks at the last six verbal and behavioral hand grenades that we as quintessential leaders need to strive to eliminate from ourselves and from our teams.

Going Gentle Into That Good Night's avatarGoing Gentle Into That Good Night

verbal and behavior communication hand grenades dementia Alzheimer's Disease human relationshipsIn “Eliminate Behavioral and Verbal Hand Grenades in Our Relationships with Our Loved Ones with Dementias and Alzheimer’s Disease – Part 1,” we looked at the first six of the 12 verbal and behavioral hand grenades that psychoanalyst Trevor Mumby has identified that hamper and inhibit communication with our loved ones with dementias and Alzheimer’s Disease.

As I stated in the first post, these 12 verbal and behavioral hand grenades should be eliminated from all our communication with all humans, because although our loved ones with dementias and Alzheimer’s Disease will visibly and negatively react to each of these hand grenades while non-neurologically-impaired people may not, we still damage and destroy relationships when we use them.

The last six verbal and behavioral hand grenades of communication that Dr. Mumby has identified follow below.

verbal behavior hand grenadeUndermining.

Slowly and insidiously tearing people down from the foundational level with regard to their abilities, their intelligence…

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quintessential leader books challenging cast of charactersI’m in the middle of writing my newest Quintessential Leader book, The Challenging Cast of Characters We Have on All of Our Teams: How Quintessential Leaders Use Self-Control and Self-Discipline to Deal With Them, which I plan to have available for purchase by the end of September.

At the core of each of these cast members we will inevitably have on all the teams in life – personal, professional, educational, social, and religious – is a verbal and/or behavioral manifestation of the character trait that makes dealing with them a real challenge.

The words we speak and write reveal what we are, who we are, how we are, and what goes on behind the walls of our minds and our hearts. I never cease to be amazed at how the challenging cast of characters that we have and will have on all of our teams reveal the truth about themselves time and again through what they say and what they write.

The seeming unawareness with which they consistently reveal malevolent attitudes, motives, biases, and thinking about things and people is puzzling enough, but with the advent of social media, it seems that all filters get turned off and these cast members go full tilt into making these characteristics evident to the whole world.

One category of challenging cast members on our teams is the “Ignorant Loudmouth.”

We are all ignorant about some things because no one knows everything there is to know about anyone or anything or any group of people or group of things.

The difference between us and ignorant loudmouths is that while we are aware of our areas of ignorance and accordingly remain silent while we get unignorant – if it’s something we care about – or skip over them – if it’s something we don’t care about, ignorant loudmouths are unaware of their ignorance and open their mouths loudly and continually about these areas of ignorance anyway.

Have you ever read something on social media that was written by someone you know and it made you cringe? And almost every time the person writes something, you cringe again?

More importantly, what’s your initial response to that person? Do you get into a vicious war of words with them or do you hold your peace?

When you’re dealing with an ignorant loudmouth, a vicious war of words is exactly what they are looking for. To do battle with an ignorant person is ignorant. It is the opposite of quintessential leadership.

Quintessential leaders see ignorant loudmouths for what they are and exercise self-control and self-discipline to deal with them. They hold their peace in the public arena.

However, there is much more to using the traits of self-control and self-discipline to effectively deal with this type of challenging cast member.

Want to find out more? Read The Challenging Cast of Characters We Have on All of Our Teams: How Quintessential Leaders Use Self-Control and Self-Discipline to Deal With Them when it becomes available for purchase! 

As quintessential leaders, we need to be working to eliminate these verbal and behavioral hand grenades both from ourselves and from our teams.

Going Gentle Into That Good Night's avatarGoing Gentle Into That Good Night

verbal and behavioral hand grenades relationships dementias Alzheimer's DiseaseCommunication – verbal and behavioral – is the cornerstone of human relationships. It turns out, as all of us have no doubt discovered along the way, that we humans aren’t all that good at successfully communicating with each other all the time.

Admittedly, some of us are better – but not always – at communicating well and consistently with other humans than others of us are.

Our propensity toward communication difficulties leads to a lot of problems in the normal course of our relationships with others. Misunderstandings develop. Feelings get hurt. Relationships are ripped apart irreparably, at least for this lifetime.

However, for our loved ones with dementias and Alzheimer’s Disease, where executive function, cognition, and understanding are compromised by neurological deterioration, these communication difficulties are even more devastating and can often lead to extreme agitation, volcanic emotional outbursts, and inappropriate behavioral manifestations.

Psychoanalyst Trevor Mumby, who has spent his…

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The society we live in places a high premium on fantasy, on magic, on fiction, on speculation, on dreaming. It seems the human race is drawn like a magnet to the improbable, to the outrageous, to the impossible.

We, it appears, have an irresistible urge to escape as much and as often as possible from reality.

Want to write a book that will get rave reviews and lots of sales? Write science fiction, fairy tales, or about the “dark side” (witches, vampires, werewolves, etc.). Almost every book publisher rates these topic areas as the best revenue streams for authors.

fantasy mindset unquintessential leadershipWant to have a hit movie or series? Set it in a fictional etherworld (on earth or in space), include magic, fantasy, and a good bit of blood, guts and gore and you’ll be well on your way.

And here’s the thing about fantasy that makes it so appealing. It doesn’t require focused attention, investment in time and effort, thoughtful consideration, and responsive application. Instead, it’s a superficial thing that is a blip on the screen that doesn’t change our lives and allows us to keep on going as we are without missing a blink.

I saw a quote today from an author of very short science fiction books and fairy tales that underscored the difference: ” I found the book to be too description-heavy and too wordy for my taste. Normally I would skim books that are so wordy…” and I thought to myself, “Seriously?” and then I realized this person was speaking a truth that seems to apply to most people.

Reality, therefore, has a very low premium, it seems, among the human race. Things that are factual, knowledgeable, useful, practical, and contain wisdom and truth are disdained and largely ignored.

Reality has depth that requires us to think, to process, to comprehend, to understand, and then to apply. Reality also brings us face-to-face with who we are on the inside and how that needs to change reality quintessential leadership mindsetand improve. It deals with the most important things about life and living, and it can sometimes be a hard pill to swallow.

And we humans, it seems, want to avoid all of that at all costs. It requires investment, time, effort, and then a response. It can be hard work. It can be painful. It can be soul-anguishing.

The mindset that people in leadership positions have determines whether they are quintessential leaders or not. If the mindset is fantasy-oriented, then the person is an unquintessential leader. If the mindset is reality-oriented, the person is a quintessential leader.

Why?

Quintessential leaders are not constantly looking for escape, for mindless jaunts into imaginary worlds, with imaginary characters, doing imaginary things.

In fact, quintessential leaders have little patience for fantasy, for improbability, for outrageousness, and for speculation because they know this won’t result in solutions, change, and progress.

In other words, it’s a colossal waste of time in a life that doesn’t have, in the big scheme of things, much of that particular commodity.

Quintessential leaders face life head on and they stay rooted in the perspective and mission of change and progress (change without progress as a complementary perspective and mission is useless and, more often than not, ends with things being even worse than they were before; change for change’s sake is never enough).

Their mindsets, therefore, are reality-oriented in every area of their lives. What’s right? What’s wrong? What’s good? What’s bad? What needs to be done to improve what’s right? What needs to be changed to eliminate what’s wrong? How do we make what’s good better? How do we get rid of what’s bad?

Quintessential leaders are always thinking in terms of the previous questions, no matter what they’re doing, where they are, or who they are with. They are much more observant than those who have fantasy mindsets, and seldom miss anything in their observations.

Even – and most of the time we won’t – if they never say a word, quintessential leaders see, process (consider, evaluate, determine relevance, truth, rightness, goodness, usefulness, wisdom), decide to keep or reject, and if we keep, then apply just about everything that’s important in terms of people and life that crosses our paths.

Fantasy-minded people in leadership positions tend to have almost-nonexistent observation skills, tend to live in the moment only, and have poor and slippery memories. They are, ultimately, then completely untrustworthy.

So, the question that each of us, fellow quintessential leaders must ask ourselves is, “What is my mindset?” 

Am I spending most of my time and energy and effort on things that are fantasy-based, not real, not true, improbable, speculative, outrageous? If the answer is “Yes,” then we have developed a fantasy mindset and are wasting not only our time, but the time of all the teams we lead in our lives. We are not living up to quintessential leadership and need to change. Starting today.

If the answer turns out be that we have a reality mindset, we’re not off the hook. The questions we should immediately ask are how and what can we do to change the degree, the improve the content, and to make progress in developing this mindset further. That also needs to happen today.

How are we doing?

 

 

Update: 12/16/14:

42 deaths from car accidents in General Motors models have now been linked to the faulty ignition switch problem. 

Update 11/11/14:

unquintessential leadership gm delphi ignition switch deathEmails uncovered by the Wall Street Journal show that General Motors ordered a half million redesigned ignition switches from Delphi two months before the auto manufacturer issued a recall on some – but not all – vehicles with the defective ignition switch installed.

As of October 30, 2014, the number of deaths acknowledged by GM to be directly linked to the faulty ignition switch has risen from 13 to 30.

However, General Motors continues to maintain that the people in leadership positions – the executive team – in the company had no idea about the ignition switch problem, the order to Delphi for replacement ignition switches that cost GM approximately $3 million, or the need for a general recall.

yellow-dividing-line

General Motors’ 2nd quarter profits, posted yesterday (July 24, 2014), dropped 85% from their 2nd quarter 2013 profits. Frankly, it’s incredulous to me, given the financial hit the U.S. automaker has taken in massive recalls due to years of knowingly using substandard and faulty equipment, which is directly tied to 13 known fatalities, that General Motors (GM) is making any profit at all. 

To those GM customers who’ve been impacted by the lack of quintessential leadership that has been in place at the auto manufacturer for decades – and, in my opinion, still could be with the current GM CEO Mary Barra, who began her career with GM since 1980 with a degree in electrical engineering, and in leadership positions within the company since earning her MBA in 1988 – that GM has any profits at all is likely a bitter pill to swallow.

faulty ignition switch unquintessential leader general motorsI will not recount the entire unquintessential leadership history of GM here. That would be a book to write and with writing a new book already currently in the works, I don’t have time to commit to another. However, I will highlight several areas where unquintessential leadership existed/exists and will include links that provide more detailed information about them.

The paramount unquintessential leadership trait of GM is they routinely put corporate profits above the safety of their customers

Starting in 2003, GM engineers redesigned and ordered modified ignition switches – with a torque setting that was below GM’s minimum requirements – from its supplier, Delphi. The cost of an ignition switch? 57 cents.

From 2004 to 2013, thirteen fatalities occurred involving GM cars that had the modified ignition switches installed. All but one of the accidents were single-vehicle crashes where the drivers lost control and crashed head-on into something, in most cases a tree. In none of the crashes did the airbags deploy.

Additionally, beginning around the same time period as the first accident, GM car owners began reporting that their midsize and compact-size vehicles were randomly and intermittently shutting off while they were driving them. 

In the 2004 crash involving a Saturn Ion that killed Gene Erickson, GM told federal investigators, who couldn’t understand why the car suddenly swerved into a tree and the airbags didn’t deploy, that the company didn’t have any answers as to why either.

However, just a month before GM talked with federal regulators about the accident, a GM engineer had concluded that the Ion had probably lost power, which would have prevented the airbags from deploying.

Investigations into fatal car accidents where mechanical failure is the most plausible explanation involve the National Highway Traffic Safety Administration contacting the automobile manufacturer to see if (a) they have any similar reports; (b) if their engineers have determined a cause, using the car’s “black box” data; and, (3) whether it is an isolated problem or one that could require a general recall.

GM showed its unquintessential leadership trait of self-centeredness when decided to lie and obfuscate in the Erickson case because of money. Fines for an inexpensive part not meeting the company’s minimum standard, a possible lawsuit by Mr. Erickson’s family, and a large recall would have cut into GM’s profits. The shareholders wouldn’t be happy. People might lose their jobs. 

Therefore, GM’s response to federal inquiries into the subsequent 12 fatalities involving GM cars where mechanical failure was suspected was the same: silence.

Two other unquintessential leadership traits at GM are deception and dishonesty.

faulty ignition switch unquintessential leader gm general motorsIn 2009, despite years of knowledge about the faulty ignition switch and substantial evidence of conscious coverups by GM employees at every level in the company, GM engineers finally began to internally and quietly increase the torque on the faulty ignition switches.  

(And, despite what GM executives have testified to under oath, these engineers had the consent and knowledge of every person in a leadership position in every department – including the legal department, whose head denied any knowledge of the problem until this year – at GM.

To suggest otherwise is dishonest, which is why it remains to be seen if Ms. Barra will become a quintessential leader or will continue in the unquintessential leadership tradition that has, so far, defined GM’s leadership.)

However, when GM’s engineers made the change to the ignition switch, instead of creating a new part number for the ignition switch with the higher torque, which is standard operating procedure when any change is associated with a part or item to distinguish it from similar parts and items, they used the same part number assigned to the faulty ignition switch. This was clearly an act of deception and dishonesty.

(A simple example of distinguishing similar items by part number is how the part numbers of different wattage light bulbs might read: 40-watt bulb (40WBLB); 60-watt bulb (60WBLB); 100-watt bulb (100WBLB); and, 50-100-150-watt bulb (50100150WBLB).) 

The 2.6 billion recall of GM cars now underway is directly related to this deception and dishonesty. Because the two ignition switches didn’t have unique part numbers, there is no way of telling whether GM car owners have the defective switch or the corrected switch. Therefore, GM is having to replace all ignition switches in all GM cars with that part number.

Ms. Barra has a lot left to prove that she is not the latest GM CEO to be an unquintessential leader. When a CEO, who has insurmountable evidence to the contrary, states about a month ago that “I don’t really think there was a cover-up”, followed  by a lot of justifications and excuses, it is clear that Ms. Barra has absorbed a lot of the GM unquintessential leadership in the 34 years she has been employed there and, even if it’s possible, it will take a lot of time and effort to change what to her is a normal definition of leadership.

As always, it’s easy to look at a big corporation like General Motors and objectively see the unquintessential leadership within that company and shake our heads and perhaps even pat ourselves on the backs because “we’re not like that!”

But are we? Maybe not in all areas. Maybe not on the same scale in terms of causing peoples deaths and tanking corporate profits.

But here’s what we need to remember. Even one instance of unquintessential leadership that we don’t learn from and change immediately or just one unquintessential leadership trait that we are unable or unwilling to change, no matter how few people it affects, no matter the scale of the effects, puts us in the same boat as the unquintessential leadership at GM.

There are no degrees of right or wrong, good or bad, quintessential leadership or unquintessential leadership. It either is or isn’t. We either are or aren’t. 

Therefore, my fellow quintessential leaders, we should take a close and thoughful look at why the people in leadership positions at GM are unquintessential leaders and examine ourselves in the light of the unquintessential leadership traits we’ve outlined today.

How are we doing?