Poetry and Prose by #1 Amazon Bestselling Author of Nature Speaks of Love and Sorrow, Co-Author of #1 Amazon Bestseller, Wounds I Healed: The Poetry of Strong Women, and Jan/Feb 2022 Spillwords Press Author of the Month
Of all the leadership styles and choices, why choose Servant Leadership? Well, there are many reasons, some of which we will explore in this post, and some in future posts. Let’s get this conversation started by taking a look at Servant Leadership as a principle. In this post, we will also explore Servant Leadership as a practical tool, and as a way of being, or living our life.
The Principles of Servant Leadership
There are many principles of Servant Leadership. Service is the foundation of all the rest, and is the fundamental basis for this leadership style. In order to serve others, one must serve themselves first. This is where it all starts.
Service to the Self
In order to be an effective leader, one must understand their own growth opportunities, and actively work on them. Service to others, starts with this understanding. More, it means being open to critique and feedback from others on areas that you have opportunities to develop.
As a leader, one of your main objectives is to develop those that work for you, and with you. Likewise, you must start by developing yourself in all areas, those that you know about, and those you don’t. The latter are called blind spots, and the team you work with, once a safe and trusting environment is created, will point them out to you.
If you defend yourself and make justifications for these blind spots, you will not grow. And, if you are closed to growth opportunities, your team will also be closed. If your team is closed to growth, you will not gain traction in your business model, or you will only gain traction to a point. You will not go further into that unknown area of growth that most teams never reach.
Accepting our blind spots, and actively creating opportunities to develop skills in those areas will create more trust with your team. Additionally, you will show them that you have the ability to be vulnerable and authentic, which are two more very important principles of being a Servant Leader.
Service to the Team
Many leadership styles depend on the typical organizational hierarchy, where the leaders sit at the top of the pyramid, and look down on the rest of the staff. Effectively, pushing out and down directions, without much dialogue from the team about the effectiveness of such directives.
Distribution Property Solutions, Inc.
Servant Leadership turns that pyramid upside down, which means that front line staff are, in effect at the top of the hierarchy and in a position to effect change within the organization. It means that leaders do provide direction to staff, yet do so in a way that encourages, even demands, reciprocal dialogue and conversation.
Distribution Property Solutions, Inc.
Implementing an approach that encourages reciprocal dialogue and conversation requires a willingness from leaders to realize that they do not, could not, have all the answers. It also requires an understanding that the leaders primary job is serving and developing the team.
As with service to the self, leaders must remain open to serving their teams in the same way, implementing the same types of techniques, which we will explore more in future posts.
The Servant Leadership model also requires leaders to develop the ability to pull people to them, and push people into action when necessary. Though, of the two, the former is the more important aspect of the Servant Leadership model, leaders must also have the fortitude to hold themselves, and the people they work with accountable to rigorous standards and expectations.
Servant Leadership as a Way of Being
Servant Leadership is a leadership style that can be used in all aspects of your life, from relationships with friends and family, to service activities within the community. As a way of being, Servant Leadership requires an understanding that relationships are everything.
Relationships start with the one you have with yourself. Once that relationships is healthy and strong, you are ready to develop high-quality relationships with those around you, and throughout the community. It is impossible to develop healthy, high-quality, relationships with others until you are clear on the relationships you have with yourself.
Servant leadership principles can be utilized in all contexts, because these principles, some of which we have explored here, are simple and pragmatic. These principles are about practice, and the necessity of respecting, honoring, and celebrating yourself and all of those around you.
Leading is something that people do in all walks and aspect of life. And, Servant Leadership is a leadership style, that I believe, is uniquely adaptable to all of these contexts. It is also unique in that it puts the development of the self first, with an understanding that developing yourself is a necessary ingredient to the eventual development of others, whether those others be those in your personal or professional contexts.
References
Greenleaf, Robert K. (2020). The Robert K Greenleaf Center for Servant Leadership. What is Servant Leadership. URL.
The ability to share why you do what you do, is much more important than sharing what you do, or how you do it. Simon Sinek talks about this at length in his famous Ted Talk. In this video, we explore an insight I had last week, about the importance of aligning your why with your team, business, organization, and community. They are all related.
I’ve written about vulnerability several times, and am actually right now writing another post about how being vulnerable is actually transformational.
The insight you ask?
Alright, let’s go.
Insight
What you may not know is that in written language, the actual definition of vulnerability is associated with possible harm. Really. Take a look.
vulnerability
NOUN (vulnerabilities)
“The quality or state of being exposed to the possibility of being attacked or harmed, either physically or emotionally.‘conservation authorities have realized the vulnerability of the local population’” Oxford Languages
It was in the writing of the post on vulnerability and transformation that I learned this fact. Interesting. Though I understand why the definition of vulnerability is written as it is, I will offer you another definition of vulnerability to consider in a moment.
Here is the insight.
I believe that vulnerability is also associated with grit, persistence, and resilience. It must be. Why?
Because anyone who is open to being vulnerable regularly, has to also possess grit, persistence, and resilience. Why? Because being vulnerable is hard work. Simple.
I’ve written before that vulnerability is where the jewels of life are found. When we are open and willing to be vulnerable, we immediately get so much more out of life. Right away.
My invitation to you? Be vulnerable. Though it is sometimes hard, you will find more awaiting you in spaces of vulnerability than any other.
I find everything in life inspiring. Really. Take a look around. Wonder is everywhere. And, I find people that venture into the unknown that much more inspiring. Why?
Because, yes, it is hard work; and, it is such a wonderful experience. A paradox. Really. Inspirational.
The department I work in, which includes over 200 people, is one such inspiration. Every one of them.
I’ve written about this team many times. I am so inspired by their vulnerability, courage, grit, persistence, and resilience.
In the face of unprecedented challenges, they continue to create new ways to access community education and training, which is needed now more than ever.
A wonderful group of people. I am very lucky.
Quote
Alright, here is a different way to think about vulnerability.
“Vulnerability is not winning or losing; it’s having the courage to show up and be seen when we have no control over the outcome. Vulnerability is not weakness; it’s our greatest measure of courage.” – BRENÉ BROWN
This week I’ve been reflecting upon how we learn. Though there are learning styles, which are important to know, I’ve been reflecting more upon the process of learning. How we take in new information, process it, reflect upon it, adapt it, and formalize it into the other processes and systems we currently use.
Why might this be important to consider, understand, and become familiar with?
Good question. It is important to consider and understand, because this understanding can help leaders create bridges for people. The familiarity of which can create a bridge for your team and move you from concept into execution. Let’s take a look how.
Learning
It’s important for everyone to have access to developmental opportunities. To learn and to grow. Important. Knowing this, how do you suppose you create these opportunities? While larger organizations typically have a model for training staff, it does not always follow that everyone in the organization has the same access to developmental opportunities. Hm.
What to do, then, when your business or organization does not offer training, or those training programs are limited in some way, or designated for only mid-level and executive employees?
Create them from within
As a leader, you can create opportunities for your team to develop and grow. How? Find out what each person’s strengths and weaknesses are, always starting with yourself first, and then find ways to engage them with new concepts and tools to stretch them, and help them grow.
For instance, we created an opportunity in our second year as a team to develop strategic thinking skills, which included several training days. The culmination of which was deploying a system for organizing our daily work and balancing strategy. The need was there, and we moved it forward, and so can you.
Here are some considerations on how to get started.
Define the need – here are some questions to assist your thinking.
Where is the gap?
What training is needed to fill the gap?
Who will facilitate the training?
When will you implement the training?
How will you evaluate the training’s effectiveness?
What is the return on investment of the training?
Create a training plan with internal or external training professionals – here are some questions to consider.
What is the training goal?
How will you know when you’ve met your goal?
What does post-training traction look like?
What metrics will you use to measure traction?
Implement – communicate about the training, create buy-in with staff, and implement.
Evaluate – make sure you have traction.
Repeat – we created a system of training once a quarter. Worked well.
With any learning process, there is a period of time that people need to adjust to their new workflow reality. How can you assist staff in making these necessary adjustments?
Here are a few ideas.
Create a post-training system to ensure that you have traction – the system should at the very least include:
Post-training follow up – what did you and the team learn, and how will you move the new concepts and tools forward.
Periodic staff check-in’s – I’ve always used one-with-ones to ensure that staff have the support they need, and are adjusting well to their new workflow reality.
Measure your movement – create a way to measure your post-training progress. This might be quantitative metrics, such as increases in revenue, or it may be qualitative, such as increased workflow effectiveness.
Continue to follow-up – to really gain traction, the new concepts and tools must be incorporated into everyone’s daily work, including yours. There really is no other way. If this does not happen, the new concepts and tools you are implementing will lack traction.
Create consistency – once you have movement, start talking with the leadership team about the next training. Be consistent, and offer training opportunities at a regular drumbeat, so staff can count on, and expect them.
Monitor progress – continue to check in with staff on their progress. Monitor traction. You may find that after three months, the team needs a refresher on a topic you’ve already covered. That’s okay. What really matters is that you’ve created access for your team to develop and grow; and that you will remain committed to doing so, refreshers and all.
Once the team has adjusted to their new reality, which includes new concepts and tools, you will need to devise individual development plans. These plans will ensure that each staff integrates the new concepts and tools into their current workflow in a way that suits their learning style, which will increase retention, mastery, and traction.
Where to start?
As was aforementioned, I’ve used one-with-one’s often in my professional career. I find that they work well to create plans tailored to the individual. These plans can also be used to track progress and as a coaching tool.
The most important thing about integration, is that all staff actively integrate the new concepts and tools into their daily workflow. You are building healthy habits in this regard. Really. People like habits, and once you have created that habituation within yourself, a must, you can deploy that to the team.
Here are a few examples.
Whiteboards – some people are very visual, and literally need to see the work drawn or sketched out. I’m like that. If you have staff that are visual, do whiteboard work with them, so they can see the new concepts and tools inside of their current workflow. Important.
Post-its – funny. I always say it matters less how you organize yourself, than it does that you develop a system that works for you. And, if post-its work for you, like they do me, use them. Again, what matters is that the staff member can feel a level of comfort with the new concepts and tools, inside of a system they’ve already developed.
Calendars – a good way to organize by setting reminders for new tasks. For instance, after we completed a strategic thinking training day last year, I had every staff member add one hour per week of strategic thinking to their calendars.
Project Management Systems – we’ve been using a project management system for over a year now. Works for some on the team, and not as much for others. Yet, having a systematized way to move larger projects forward is important. I’ve found this addition helpful, and a contributor to the team’s overall traction.
We all need time to process new information, time to reflect. I advocate for giving your staff the same consideration you give yourself, especially when incorporating new concepts and tools into their daily work. You need it as a leader, and so do they. We all do.
How do you incorporate reflection time into the day?
If you use reflection often as a daily strategy this will be simpler. If you do not, there may be a stretch here for you, however, I believe it is a worthwhile endeavor. We are all inundated with constant stimuli, and the need to take a break from that stimuli to really get clear on our work is necessary and needed.
Here are a few strategies you can try.
Build that time in for yourself first – the only way to create traction with anything, is to create it for yourself first. Once you have a system down, you can coach and guide people into it. If you are not familiar with reflection time, add 30-minute reflection times into your daily calendar. Try it a couple times a week, with a goal to have it worked into your calendar daily.
Coach the team on taking the same time – once you’ve practiced taking reflection time for yourself, you can advise the team on doing the same thing. Have them build it in similarly. A day or two a week to start, with the goal of having daily reflection time.
Create reflection time after meetings and one-with-one’s – another strategy that we employ is taking time to reflect upon decisions. As you practice this strategy, you will come to see, as we have, that many decisions do not need to be made quickly. You have time. Take it, and use it wisely to reflect and engage with yourself and your team on the best course of action.
Once you have strategies in place to incorporate new learning, integration, adjustment, and reflection time into everyone’s workflow, you can start to make plans to formalize these new processes and systems. Simply meaning that to build these healthy work habits, and to have them stick, they must be practiced daily; and they need to be documented.
As we’ve discussed, people all learn differently, so create a few different ways to engage with the team, which will ensure you maintain traction on the aforementioned learning strategies. The main way we move projects of this size forward is to input them into our project management software, which has worked pretty well.
Again, what you use to formalize and document a new system or process, of which learning and development are two, matters less than you taking the time to create a learning and development plan for yourself, each team member, and the overall team.
I think you will find that the payoff in terms of work efficiency, overall team moral, and team cohesion will increase as you continue to create opportunities for people to learn new things, and to develop themselves at work. And, once that is accomplished, you and your team will be ready to move from concept to execution, and into the traction zone.
Because, as leaders, there are two ways we are confronted with resistance on a regular basis; and, being persistent is the key to continuing to move our teams, businesses, and organizations forward.
Here are those two ways.
Resistance to the ever-changing realities brought on by the COVID-19 pandemic.
Resistance to the current COVID-19 pandemic reality as compared to our previous realities.
Both of these instances of resistance can cause pain and suffering, for ourselves, our teams, businesses, organizations, and all of those that we serve.
What are some strategies that we can use to notice when we are resisting our current reality, regardless of whether it is due to resisting the amount of daily change we are confronted with, or resisting our new reality in comparison to our previous realities?
Here are 4 tips you can use to persist in the face of resistance
1. Notice when you are resisting the current reality
The first step to shifting your attention from resistance to persistence is to know when you are resisting. Sounds simple, yes? It is and isn’t. Noticing when you are resisting the current reality may pose more challenges today, as we are all living and working through so much change.
Combine that amount of change with other environmental stimuli and we have a situation where paying attention to how we are feeling is more challenging.
These are not normal times. Better language. Normal is only relative to what we once knew, and whatever “new normal” we think will show up, it will not be what was. We need to face this reality, get used to it, and learn how to do our work inside of it.
Doing so means learning to notice when we are actively resisting the current reality. How? Practice. Pay attention to how you feel. For me, frustration or agitation are relatively good indicators that I may be resisting the current reality. When I feel frustrated or agitated, I ask myself, why?
What’s the reason for the frustration and agitation?
When the reason is known, and the reason is that you are actively resisting the current reality, you can begin to consider shifting your focus from resistance to persistence through acceptance.
2. Shifting your focus from resistance to persistence through acceptance
Acceptance of the current reality is key to shifting from resistance to persistence. It is a must. When we do not accept the current reality, we are also actively resisting the current reality.
Either by living in denial, disagreement, disapproval, opposition, or complete refusal of the current reality. And, what happens when we are living and working this way?
We cannot create new ways to move ourselves, and our teams, businesses, and organizations forward. Maybe better language is that we are limited in our capacity to move ourselves, and our teams, businesses, and organizations forward. Why?
Because when we resist the current reality, we are limited by that focus. And, resistance is a very limited frame of reference. Whereas, persistence is about continuing to move forward in the face of any and all adversity. A much wider frame of reference.
Movement and this wider frame of reference are key. And, when the movement has stalled, as leaders, we can then create that movement. Creation and persistence go very well together. Creation and resistance? Not so much.
When you’ve moved from noticing your resistance to actively shifting your attention to persistence through acceptance, you can create new possibilities for yourself, and your team, business, and organization.
Another way we can become more aware of our own resistance is to listen to those around us. When people point to our resistance, it is very helpful. It may not always feel helpful, however, as leaders being open, available, and flexible is important.
When we are open, available, and flexible, we have the ability to take constructive feedback and do something with it. And, doing something with that feedback is important for us, and the teams, businesses, and organizations we lead.
Here is a quick example.
Today I was in conversation with a staff member that was questioning the need for a recurring meeting, as we had recently discussed the need to pause this work for now. Freeing up that staff member to work on the current business needs that are most pressing.
Whereas I was not openly resistant to the idea, upon reflection I noticed that I might have inadvertently been resisting canceling those meetings for various reasons.
However, none of those reasons were more important than the facts. We don’t need that meeting right now. And, that is what the staff member was pointing to. Extremely helpful.
As is the knowledge that sometimes our own resistance of a situation or event may be very subtle; and, not something that we are doing purposefully. An important distinction to be clear on.
You don’t get a demerit for being resistant. You are a human being. We are all resistant at times. Important to remember, as being upset or frustrated with your own resistance will only bring more resistance and frustration. Not helpful.
Listen to the people you have surrounded yourself with.
They are there for a reason. And, that reason may just be to point out your resistance, which is helpful. Knowing this allows you to move from resistance to acceptance and into persistence.
4. Invite your team, business, or organization to do the same
If you are at times resistance, then so are those that you work with, and serve. Important to understand. As you work on your own resistance, you can assist others in working on their resistance. Sometimes it is simply pointing it out. Other times, it may require a deeper conversation.
Either way, that you know about your own resistance and know how to shift to acceptance, means that you can also coach others on moving into acceptance. It is so important to create more flexibility and adaptability today.
The change we’ve all been through and the change that has yet to come are going to require more flexibility and more adaptability. In turn, they will also require acceptance of what is. Acceptance of the current state of reality today. And, the current state of reality tomorrow. However, they show up.
When we can fully accept what is before us, we can begin to create new pathways for ourselves and our teams, businesses, and organizations. And, when we can create these new pathways, whether they are new business models, new engagement systems, or new staffing models, we can serve our clients, customers, and community in more effective ways. Why?
Because we are not resisting the current reality, pretending that normal will come back. Normal is gone. Let it go, and move from resistance to acceptance and into persistence.
One of the most important social constructions to understand is how knowledge is socially constructed. Numerous books and articles have been written on this topic, from both a theoretical and practical perspective.
Here, we will explore the social construction of knowledge likewise. Both theoretically and practically. Ready? Let’s go.
Let’s first define knowledge.
knowledge
noun ˈnɒlɪdʒ/ /ˈnɑːlɪdʒ/
[uncountable, singular] the information, understanding, and skills that you gain through education or
experience practical/medical/scientific knowledge
knowledge of/about something He [she] has a wide knowledge of painting and music.
There is a lack of knowledge about the tax system.
There we go.
Now before we go onto our discussion, let’s take a look at what two prominent philosophers had to say about knowledge, Jurgen Habermas, and Michel Foucault.
Habermas’s Perspective
“Habermas argues that domination is an obstacle in the pursuit of true knowledge” (Anttonen, Saila. 1999).
Knowledge is continually produced, internalized, and practiced, or acted upon. Though not always in this order. Sometimes intellectual knowledge precedes practical knowledge, and sometimes practical knowledge precedes intellectual knowledge. Depends.
Think about a time when you learned something through doing. For instance, learning how to drive a car. You can possess the intellectual knowledge about how to drive a car, yet until you actually drive a car, you don’t possess the knowledge necessary to drive a car.
You need both. And, in fact, some would argue, as would I, that practical knowledge outweighs intellectual knowledge. For it is in the doing, or practice, that we learn the most.
We accumulate the real knowledge about something when we do it.
Conversely, however, you can ask me to create a presentation on the social construction of knowledge, yet unless I possess the intellectual knowledge about the social construction of knowledge, I will be unable to create that presentation, try as I might.
Therefore, knowledge is constructed two ways. Through our intellect and through practice. Both.
Who Constructs Knowledge?
Everyone constructs knowledge. From a young child to an older adult, knowledge is continuously produced, internalized, and practiced. Knowledge is all around us. Everywhere.
Think about an interaction you’ve had recently where you learned something new, or taught someone something new. That is knowledge production.
Knowledge is produced, internalized, and practiced continuously, all day, every day.
Yet, there is some knowledge that is considered more illusive, more special, or maybe the more appropriate term is specialized. You typically go to University, College, or Trade School to learn about these types of specialized knowledge.
Simple answer, experts. Yet, what does that really mean? Ah, good question. Someone is considered an expert when they have attained a reasonable amount of intellectual and or practical knowledge about a particular subject or topic. Simple. Why does this matter?
Because the humans that have constructed this knowledge, are just that, human. Meaning that they are like you, like me, and like everyone else. Full of strengths and weaknesses. Both
People often get caught up in the term, expert, thinking that because someone has a degree or certification in one specialized area or another, that they should know what is best for us, or know the best path to take in a certain area of our lives.
Yet, because experts are also human means that they are not infallible. Important. Additionally, because we know that the world and all knowledge within it is socially constructed, we also know that there are many, many ways to understand a subject or topic. Many ways. Not one.
Further, not all knowledge about a particular subject or topic has yet been discovered. Meaning that there is always something more to learn. Always.
Here is what Socrates said about knowledge.
“At the trial, Socrates says, “The only true wisdom consists in knowing that you know nothing.” Socrates put emphasis on knowledge all his life because he believed that “the ability to distinguish between right and wrong lies in people’s reason not in society.”
Ah, wonderful. According to Socrates, then, it is up to the individual, each one of us, to distinguish between right and wrong. And that includes distinguishing between the right and wrong of what someone is telling us is true about our bodies, families, community, and the greater world.
Of course, that does not mean that we don’t need assistance from others, and access to the knowledge we need to make informed decisions and choices. Quite the contrary. More assistance and access is needed.
Knowledge is disseminated in many different ways. We’ve covered some of them already, such as through Universities, Colleges,and Trade Schools. Yet, knowledge is also produced, internalized, and practiced in many other social contexts, which are typically referred to as social institutions.
Before we go further, let’s define the term social institution.
“Typically, contemporary sociologists use the term to refer to complex social forms that reproduce themselves such as governments, the family, human languages, universities, hospitals, business corporations, and legal systems. A typical definition is that proffered by Jonathan Turner (1997: 6): “a complex of positions, roles, norms and values lodged in particular types of social structures and organising relatively stable patterns of human activity with respect to fundamental problems in producing life-sustaining resources, in reproducing individuals, and in sustaining viable societal structures within a given environment.”
Ah, helpful. Thus far, we’ve covered the social construction of knowledge within University, College, and Trade Schools, yet as you can read above, there are many social institutions that socially construct knowledge.
The issue? Same as with the socially constructed knowledge that Universities, College’s, and Trade Schools produce. When we internalize a socially constructed view of the world, and our place in it, we are receiving knowledge that has been produced within a very particular framework.
And, those frameworks include within them people that have biases, just like you and I. Yep. We can deny we have biases, yet we all have them. They are part of socialization.
All socialization, which just means the how, what, why, when, and where of all that you learned as a child, youth, and young adult has within it bias. It has to. It’s one way of viewing the world. Yet, it’s not the only way.
Now, choose any social institution you like, and we can discuss the problems inherent with the production, internalization, and then the eventual reproduction of that knowledge through practice, or action. What problems, you ask? Good question.
One of the largest problems, or issues, we have just discussed. Because we know that knowledge is socially constructed, and we know that all social institutions have within them a particular worldview (or bias) this knowledge then, which is often told as truth, is not truth.
This knowledge is, rather, a subjective interpretation of life and the world through one lens, or viewpoint.
However, when we internalize this socially constructed knowledge as truth, we limit ourselves. We limit that which we can really know about the world and life. If we are conscious of this fact, and continue to choose a limited framework, very well.
However, most people are unaware, so do not actively choose. They subscribe to a particular set of knowledge constructs because they were socialized to do so. Many people live their entire lives this way.
Hm. What to do? Before we get to that question, let’s take a look at obstacles to the acquisition of knowledge. Important.
What are the obstacles to the acquisition of knowledge?
As we’ve discussed, Habermas and Foucault would both argue that power is an obstacle to the acquisition of knowledge. Meaning that with more power comes more knowledge. Or, maybe, it’s that with more knowledge comes more power?
Actually power and knowledge have a reciprocal relationship. Meaning that with more knowledge, you do have more power. Likewise, with more power, you have more access to knowledge. Truth.
And, then?
Well, those with power construct more knowledge, especially of the specialized kind. And, as we’ve discussed, accessing such knowledge is inaccessible for many people.
Therefore understanding how knowledge is socially constructed is important for everyone. Why?
5 Reasons Why Understanding The Social Construction of Knowledge is Important
1. Know matter how much you know intellectually, you must practice it
Practicing our intellectual knowledge is necessary to develop ourselves. When we learn something, and internalize it, the cycle of knowledge production is not complete.
We must practice that knowledge to really know it.
Once practiced, we know it through our entire selves, which is a very different experience than simply having intellectual knowledge about a subject or topic.
2. You can do something with that which you know, or are knowledgeable about
Knowing that knowledge is socially constructed, and that you are an active participant in constructing knowledge creates an opportunity for you to practice distributing your particular knowledge to others.
You are the only one that can educate someone on that which you know, just as you know it.
And, when you give out that which you are knowledgeable about, you will get back that which someone else is knowledgeable about. Meaning, that you will now have acquired more knowledge by giving someone your knowledge. Reciprocal learning.
3. Specialized knowledge is an interpretation, so question it
When we know that all knowledge is socially constructed, we know that questioning all that we learn is necessary and needed. We must question what experts tell us is true about our bodies, families, community, and the greater world.
When we begin to question other people’s truths, we create a space to develop ourselves more. Why?
Because we have created a space to learn more from the expert. Simple. When we don’t take expert knowledge at face value, we create a space to learn more about the subject or topic. Keep questioning.
4. Because bias is inherent in all socially constructed knowledge, be wary of limitation
When we accept knowledge as true, which is given to us by a social institution we limit ourselves. We limit what is knowable.
However, as was aforementioned, when we question that knowledge, we create the opportunity to learn more, and develop more. We don’t accept one worldview or interpretation of the world, which is limiting.
We know knowledge is socially constructed, so we question. We question the knowledge. We become unlimited.
5. Search for knowledge everywhere, both intellectually, and in practice
When we know that knowledge precedes and follows power, we can intentionally create opportunities to learn more. Acquiring more knowledge, both intellectually and practically, moves us forward as human beings.
When we internalize and practice what we learn, we also create an opportunity to produce something out of this knowledge. Of which this article is an example.
And, when we practice that which we know, we have more power as a human being.
In Closing: Question Everything
My final thoughts on the social construction of knowledge is to question everything. Really.
Question the knowledge you now have. Question the knowledge people communicate to you. Question all of it. Powerful.
We choose to accept the knowledge that we have, as well as the knowledge that is communicated to us as true. However, when we know that the world is socially constructed, and that all knowledge is likewise socially constructed, we create an opportunity to question these truths.
Both the ones we’ve considered as truth for most of our lives, and other people’s truths.
We also create a developmental opportunity for ourselves, and as we have discussed, for everyone that we know. We move ourselves from a limited framework to an unlimited one.
Remember, on any subject or topic, there is more to learn. Always. Because we know this to be true, there is always an opportunity to share your knowledge with someone, and for them to share their knowledge with you.
That which you know is powerful. That which you can learn about is powerful.
Knowledge that is produced, internalized, and practiced is socially constructed by you, by me, by experts, by every human being. Thus, question it, question all of it.
I feel like each week I write the words, phew, what a busy week. Well, this week was no different than the previous. Phew, busy, busy, busy.
Open registration began this past week, and our enrollments are up from the past two terms, which is exciting. As I’ve written about in previous posts, COVID-19 has made creating and delivering experiential classes, workshops, and training, precarious.
Yet, we’ve persisted, and not resisted; and have over 150 remote classes on offer this fall term. Pretty cool.
This past week, I’ve been reflecting upon the need for adequate sleep. Yes, sleep. Really. I’ve spent the past 20 years being a, well, not very good sleeper. Yet, I’m getting better.
And, adequate sleep is needed more now than ever. More than ever.
How do you sleep?
One insight into sleeping adequately I’ve had the past two weeks is this: when you’re sleepy, sleep. Often, I think we resist. I did, for many years. Not helpful. Sleep when you are tired.
Then, I got a message that curious, which is a subsidiary of medium wanted to publish it. Exciting. Of course you can find the article on my site, or you can check it out on curious.
I am now working on the social construction of knowledge. Fun. I will have it completed sometime this weekend.
Alright, that’s it for this submission.
Remember, sleep when you are tired. Really. When we resist, which I did for a long time, it does not help. In fact, it makes us more tired, less productive, and easily agitated.
Here are a couple quotes I like on sleep.
“The minute anyone’s getting anxious I say, you must eat and you must sleep. They’re the two vital elements for a healthy life.” Francesca Annis
Once your vision is created, then what? Regardless of whether it is a 10-year, 5-year, or 3-year vision, you will need to put plans in place that will connect the daily work to that vision. That is how your 10-year vision will become a reality.
What, then, are the first steps to ensure that your weekly, monthly, and quarterly work connects to the long-term vision?
In this article we will walk through the process we went through to connect the 10-year vision to our 90-day priorities. First, another question.
Where does a leader start when they want to ensure that everyone’s daily work on the team, or in the business or organization they belong to is contributing to the long-term goals?
Let’s take a look.
Start with the 10-year Vision and ask yourself a couple of questions.
What are the goals of the 10-year vision?
What are the metrics of the 5-year plan?
What will the current year look like?
Let’s look at each question, one at a time.
What are the goals of the 10-year vision?
Once the vision is created, it’s time to create the goals that will drive all of the work. However, before you move on to creating those goals, which will drive the objectives and priorities, ask yourself what your vision will look like in reality.
What will the revenue and service look like, what will the staffing model look like, will you add positions between now and then?
Once you’ve asked yourself these questions, or ones that are more important to your particular vision, start to build out what that vision will look like in reality. Here is an example, vision first, then what it will look like in reality.
Here is the vision
Here is what it will look like
Note that the word profit in this instance is referring to department reinvestment funds.
Once you’ve created the 10-year vision, and also know what it will look like, you are ready to work backward. When I went through this exercise last year, I started this part of the planning session with year 5. I looked at the previously designated metrics and asked myself what they would look like in reality. For instance, what would revenue look like, and how many people would we serve.
What are the metrics of the 5-year plan?
Here is what that looked like
It is a wonderful exercise to start with the larger 10-year vision and to work backward to the 5-year plan, creating more clarity as you go. It is how you begin to connect the 10-year vision with the work you need to do today.
Once you’ve worked backward to year 5, you are ready to work backward once again to year 3, or whatever the current year is for your team, business, or organization. It is important to continue to get clearer on what the future reality will look like.
What will the current year look like?
Year 3 Department Objectives
As you continue to work backward from the 10-year vision to year 5, to the current year you are planning for, in this example, year 3, the objectives that will lead the team to that 10-year vision do become more clear. Important.
And, as these objectives become more clear, so will the priorities that will drive each person’s work. For instance, in our year 3, we had 1-year objectives, which we executed on in 90-day chunks. Meaning that we focused on moving forward our yearly objectives with 90-day priorities that would shift as needed, yet the objectives would remain the same.
Year 3 Staff Objectives
Once you get to 90-day priorities, it is time to create a coaching model that will mirror all of the aforementioned. Fully discussing this coaching model is for another article, yet I would like to share with you the simple template we created, so you can see how a 10-year vision can connect to a staff member’s daily work.
Coaching Model Template
Though you can only see a portion of the form, you can see the overall process, where the yearly objectives (on the left) are connected to the department objectives (on the left in bold), while the specific priorities and actions to move that work forward are on the right. Fun.
A couple of weeks ago, I wrote the following article, One BHAG, Two BHAG, and Creating a Disruption Vision, in which we discussed the possibility of creating a disruption vision or BHAG inside of a 10-year vision. And now, the planning process we’ve walked through in this article is being recreated. The difference?
Because there is so much change right now, we have a 1-year BHAG, which lives inside of the 10-year vision, and 30-day priorities, instead of 90. I am in the process right now of re-instituting one-with-ones so that we can discuss, plan, and create our next actions one month at a time. Allowing us the pivotability, and flexibility needed.
Very well. There you have an example, with tools, on how you can connect your team, business, or organizations’ 10-year vision to the work that needs to be done daily to ensure that the 10-year vision will live in reality.
Be well, and lead well.
You can reach Jeff Flesch at fleschj@linnbenton.edu
A different kind of post today. I am interested in investigating how it is that teams continue to stay motivated, at the individual, and team level, during times of great change and innovation. Have you ever made this consideration? Yes, no? Here is how I began to consider the topic.
COVID-19 has created contexts in teams, businesses, and organizations that have required great strides in innovation. Innovation that is continuous. Every day. Making choices about how to continue to pivot your business model, to keep up the momentum, stay relevant, and remain sustainable. We’ve been inside such a context, much, I’m sure, like you have.
Then about two weeks ago, we had a team assignment connected to the department’s disruption BHAG, which I wrote about in, One BHAG, Two BHAG, and Creating a Disruption Vision . The assignment was to create our top three priorities for July. Why only July? Because, as was aforementioned, the amount, scale, and speed of change right now is so great, creating priorities for more than 30-days seems unreasonable.
During that time, one of our team members asked this question.
How do you maintain motivation inside of innovation? A wonderful question.
It is inside of this question that we will do two things.
Investigate how to continue to create motivation, inside of vast amounts of change and innovation.
Invite you to respond with your thoughts, ideas, and best practices.
We have, then, an investigation, and an invitation. Ready? Let’s go.
First, I have questions. Here are a few that will guide our investigation.
Where does individual motivation come from?
Where does the team’s motivation come from?
What does the larger institution, organization, or business have to do with individual and team motivation, and morale?
What strategies can leaders deploy to ensure that each individual team member and the team as a whole stays motivated during great change?
What is the responsibility of each individual team member when considering motivation inside of innovation?
1. Where does motivation come from?
Though many people look for motivation in things that live outside of themselves, motivation actually comes from within. You become motivated by doing things. For instance, if you want to become more organized or organized differently, you must try new things. Put a new system in place, and practice it. If it works, awesome, if not, try something new.
When we actually practice that which we want to become better at, motivation will arise inside of that practice. In this example, becoming more organized happens as we practice and learn about how to better organize ourselves.
From a psychological perspective, each individual contributes their individual motivation to the collective team. And, from a sociological perspective, the collective team motivation is an output of those individual motivations. The leader of that team must then direct both the individual and team motivation toward the vision, goals, objectives, and priorities.
However, I think it important to remember that when priorities change often inside of creating new business models and learning about new ways to do business, motivation can become precarious. Not necessarily because people are unmotivated, though that is also possible. More, I think it has something to do with just how much work it takes to continue to pivot your business. Again, and again.
3. What does the larger institution, organization, or business have to do with individual and team motivation, and morale?
For me, the answer to this question is rather simple. Whether it happens or not, may not be as simple. All people that work within an organization need to understand, have access to, and be able to connect their individual work to the larger institutional vision. Important.
When these connections can be made, there is more cohesion, and the possibility of motivation remaining higher. We must also remember, however, that there will be varying levels of motivation inside of the institution, organization, or business, dependent on how each team leads their work. There will be differences.
These differences can affect motivation and morale when people cannot see themselves inside of the vision. When creating new visions during times of great change and innovation, these visions should connect to the larger vision. Also important, people need to see themselves inside of these visions.
4. What strategies can leaders deploy to ensure that each individual team member and the team as a whole stays motivated during great change?
Difficult, as leaders may also be struggling with their own motivation during times of great change. Yet, there are things leaders can do for themselves, and their teams to keep motivation present for people. All the while recognizing that there will be times when people are unmotivated. That is also okay. It’s part of the human process.
What things can you do to stay motivated, and to keep the team motivated.
Create a new vision – when things are changing on such a vast scale, creating new ways to conceptualize your work is critical. If people continue to do their work just like they did before, which may not work, motivation may remain elusive.
Be flexible – flexibility goes hand in hand with adaptability. You must be flexible to adapt to changing situations, no matter how small or large they are. Be open.
Listen – understanding how each person is doing on the team is very important. And, you must listen well to really know how they are doing. You need to create individual time with people, and listen.
Provide feedback – honest and direct feedback is helpful. We all need to know that we are heading in the right direction, and when we are not, to be guided back. If you lead teams, your team can also do that for you. Important to have that reciprocal relationship.
5. What is the responsibility of each individual team member when considering motivation inside of innovation?
There is really only one thing I want to write about in this area; and that is about Communication. Communicating with each other often by telling each other how things are going, where changes or adjustments are needed, when we are feeling unmotivated, or especially motivated is extremely important. I cannot overstate this fact.
When there are communication breakdowns, people have limited sight on what is happening and understanding of what is known. And, when there are limitations on what people know, people will fill in that gap with what they believe is happening.
Typically, however, the stories that are generated to fill these gaps are incomplete. And, they are only so, because people don’t have all of the information they need.
Communication is one of the most important principles to practice at any time on a team; and now, during COVID-19, it is even more important. Staying connected, and in good communication with your team is essential to maintaining motivation inside of innovation.
Alright, there is an investigation into motivation inside of innovation. I believe that the investigation has yielded a few possible insights, so let’s capture them again here.
Motivation comes from within ourselves – motivation does not live inside of concepts or objects in the outside world.
The team’s motivation is individual and collective – team motivation comes from each individual’s contribution and the teams combined motivation, which are guided by the leader.
Motivation, vision, and morale – individuals must be able to see themselves inside of the overall vision, and visions need to be connected. Remember also, motivation will go up and down, and that is okay.
Leadership strategies – create a new vision, be flexible, listen well, and provide feedback.
Responsibility and motivation – communicate, communicate, communicate. Important.
Now for the fun part.
My invitation
I am inviting each of you to contribute to this post. I would like to know from your perspective, how do you, or how do you plan to maintain motivation inside of innovation. You can use the questions that were used to guide this post, or you can use the ones that follow.
Here are some questions for you to consider?
What strategies do you use to maintain motivation for yourself and your team?
What strategies have worked well in maintaining motivation on your team?
What other strategies have you not yet tried that you plan to implement soon to increase motivation for yourself and your team?
What strategies did not work as well, and why?
What other insights do you have to share about motivation and innovation?
Okay, there we have it. An investigation and invitation in how to maintain motivation inside of innovation. Was fun.
Develop. Inspire. Transform. 