My friend was distraught, growing more anxious with every turn. He was grateful for the ride from the airport, but concerned about the gas gauge indicator, which looked as if it had passed “E” sometime last week.  It didn’t help that the surroundings were unfamiliar and that the driver appeared unconcerned (or unaware) of their predicament.

When the driver pulled off the freeway and started taking side streets in the opposite direction, my friend reached his limit.  Armed with the finest GPS system, he identified the most direct route to their destination and located several gas stations along the way. Still, he was unable to persuade the driver to follow his lead.

Only after allowing my friend to stew awhile longer did the driver admit to the prank: The gas gauge was broken!  Instead of fixing it, the driver would simply note the mileage each time he filled the tank, and knew he could drive 350 miles before needing to refuel. It was a practical, inexpensive solution that also provided some good laughs (at the expense of my friend!).

What Do We See?

As leaders, we often can be so sure of ourselves. From where we sit, we see the situation clearly and know exactly how to address the problem.

• Sometimes we think the leaders above us don’t understand reality or are headed in the wrong direction.
• Perhaps we think the leaders who report to us are concerned about too many details and can’t see the big picture.

Funny how things are not always as they seem!

 Unless we know all the facts with full transparency, our judgment is skewed.

What Indicators Do We Use?

Even the best indicators are useless if they are broken or measure the wrong thing. My friend was certain the tank was nearly empty because his experience taught him when the gas gauge approached “E” it was time to fill up.  But in this new environment, the odometer, not the fuel gauge, provided that information.  The GPS didn’t help either.  Despite being precise and accurate, the information wasn’t relevant and so gathering it was a waste of time.

• Churches and nonprofit organizations often measure their success by financial results or by the number of people served. 
• Nonprofits, however, are mission-based.  Sure, it’s important to be fiscally responsible and to track the number of people served.  But if an organization is not accomplishing its mission, those indicators are meaningless.

 The best indicators of success measure how well the mission is being accomplished.

Usually, these are less about budgets and more about changed hearts and lives.

What About You?

• Have you found yourself certain to have the right solution, only later to discover additional information or perspectives that changed your mind?
• What are the key performance indicators of your organization? Do they align with your mission? If not, what indicators would better signal success?

Leave a Reply and share your experience.

At ENTERCHANGE we help creative leaders develop the healthy organizations needed to accomplish their vision.  Contact Us to see how we might work together.

Copyright © 2011 ENTERCHANGE 

A great illustration of this principle is the orange story.  I think I first heard this through a Stephen Covey seminar based on his classic book The 7 Habits of Highly Effective People.  Of course, looking for the “win-win” is one of Covey’s fundamental principles.  The orange story goes something like this:

Two people; one orange.  An apparent impasse until one asked the other why they wanted the orange.  The first person wanted the orange to eat. But the second person only wanted the peel; they needed orange zest for a recipe.

Once they took the time to listen and understand the other’s objectives they found one orange could meet both of their needs.

Notice this isn’t a compromise.  That would be 1 – ½ = ½. In the orange story, nobody gave anything up!  Both received 100% of what they wanted.  The key is, they needed to discover what the other wanted and be willing to consider a new way of thinking.

Leaders often use others to get what they want. But people usually follow leaders whom they trust and who act according to their best interests. I believe that the most effective leaders learn how to pursue their own agendas mindful of the interests of others, always looking for the win-win.

What About You?

1. Can you think of an example of a leader who considered your well-being?  How did that impact your motivation?
2. When have you been a more effective leader by looking for the win-win?

Leave a reply and tell your story.

 Copyright © 2009 ENTERCHANGE

Contact Us for more ways to expand your business using win-win strategies.

Then I started to recount the day: Up at 5:30, catch the 6:15 into downtown, then the skyway, the coffee shop, the guard’s desk, the elevator, three meetings, countless trips to the print room, reception area, etc. I must have encountered hundreds of people – some of whom I consider good friends.

WHY DIDN’T ANYBODY TELL ME?

Can you relate? Maybe for you it was a forgotten earring, mismatched shoes or something unzipped. If not (liar), surely you’ve seen one of us. Why are we so afraid to speak up? I know, to save the person embarrassment, right? At that moment, I wished someone had “embarrassed” me a few hundred people earlier!

I think there is a less benevolent reason: we fear the negative consequences for ourselves. Who wants their boss to remember them as the one who pointed out the spinach dip between their teeth?

But as leaders, we need to dig deeper. If my colleague won’t tell me my shirt is undone, she probably won’t tell me when my idea stinks.

How do we create an environment where people are willing to take a risk to save us embarrassment?

Or more importantly: to contribute wholly to the success of this organization.

I think fostering an atmosphere of grace is a good place to start. By reducing the negative consequences of speaking up, we encourage more candid contributions.

And who knows, maybe the entire organization will become more “buttoned up.”

-Jeffrey Lundberg

What About You?

1. Do you have an “unbuttoned” experience you’d be willing to share?
2. How have you seen good leaders create an atmosphere of grace?