I hear so much about the growing importance of purpose and meaning at work. With the “great resignation”, or more accurately, the “great attraction” to record high job openings, it makes sense that organizations are paying more attention to this. Creating more purpose and meaning at work is complicated. But will create a worthwhile return on investment by increasing engagement and discretionary effort.
 
When I work with clients to improve their employee engagement, we usually need to start by enhancing purpose and meaning. At the macro level, the company needs to be clear and transparent about the organization’s actual value proposition or “lived mission”, and how this value proposition is aligned with their work. Then they need to make sure that their jobs are structured to create as much autonomy, mastery and purpose (see Daniel Pink’s excellent book Drive) as possible.  
 
Once a client is clear on their value proposition, then they can create their talent acquisition and retention strategy. According to the Hogan Personality Assessment, there are 10 motives, values, and preferences that contribute to engagement, suitability and happiness with an organization and role. They are: recognition, power, hedonism, altruism, affiliation, tradition, security, commerce, aesthetics and science. 
 
When I work with an executive who is unhappy in her/his role, if it is not due to dissatisfaction with the boss relationship, it is often a misalignment between their main motivators and the company’s mission. For instance, if the executive’s highest motivators are commerce, security and recognition, working in a commercially focused, high paying, for-profit organization is likely to be fulfilling and feel purposeful. If, however, their main motivators are altruism, affiliation and science, they would likely be happier in an organization that has a more human-centric mission (e.g., that exists to improve people’s lives).
 
Sometimes, the organization is doing a good job aligning their mission with their talent acquisition strategy, easily attracts talent, but can’t retain it. In this instance I recommend they conduct a climate audit to assess the leadership and roles. It’s important to design roles with as much autonomy (agency), opportunities to develop (to build mastery), and purpose as possible. And then ensuring that leaders know how to create a work climate that nurtures this, will improve retention. 
 
A couple years ago I was working with a client and as part of the engagement project, I suggested that we conduct “stay interviews” to see why employees choose to stay at the company. We found that the top motivators included: it was a fun place to work where employees could build strong relationships, including friendships and be well compensated for the work they do. When we shared the data with the CEO, he was a little disappointed. I wasn’t surprised or disappointed. The data made total sense to me. I could see that the affiliation, commerce and hedonism (which mostly means "enjoys having fun") motivators were common attractors for their employee population. Many employees felt it was a fun place to work and stayed due to the meaningful friendships they made. You could do  a lot worse!
 
The bottom line: when organizations are clear and truthful on why they exist, operate aligned with their values, communicate their value proposition honestly to their employees and prospective employees, and strive to make their jobs as rich as possible, they are much more likely to attract and retain aligned and energized, “best-fit” employees.  
 
Moira Clarke founded Leadership Consulting Partners 21 years ago to collaborate with leaders, teams and organizations to create more productive, effective, and human people systems and practices. If you are reading this to the end, and you find value, please say so and share with others on LinkedIn and Twitter. Thank you! 
 

The last couple of years I have been exploring design, particularly architecture and product design. I am motivated to learn more because I can see how it can guide and improve my work with organizational people systems. In this post I want to explore a few of Dieter Rams design principles and how they might apply to designing people systems. 
 
Dieter Rams is a German industrial designer and academic. He was chief of design at Braun for 40 years, and for the furniture company, Vitsoe. I was introduced to his work when my husband installed Vitsoe cabinets and shelves in his home office about 12 years ago. They are so simple, beautiful and well designed. They are extremely well made and functional. Even though they are wall mounted, when you move, you take your Vitsoe with you. 
 
I think of Rams as the best kind of visionary because he is practical. He started thinking about the environmental impact of products long before it was fashionable. He didn’t want products to need to be replaced because he understood how wasteful it is. One of his principles is that products should be designed to last. Though I find all of Rams ten design principles relevant to my work in organization development, I will start with a few and perhaps do a follow up post on a few more. 

• Good design makes a product useful.
• Good design is aesthetic.
• Good design makes a product understandable.

 
When I work with a team or an individual, I want to make their job easier, to make an impact on their performance and their business success. They are taking precious time away from their day-to-day work for an hour, a day or more, and what we do together must be useful to them. This requires a lot of collaboration and planning up front to figure out what they really need, which may be very different than what they say they want in our first meeting. 
 
Rams believes that the aesthetic quality of a product is integral to its usefulness. However, only “well executed products can be beautiful”, so quality really matters.  For my work this means that the organization design, process or practice needs to be thoughtfully introduced, explained and implemented. It needs to appeal enough to the participants that they take the risk to engage in using it. When they do practice, they have the requisite coaching and support to get started, and it works as promised. They are motivated to keep practicing.
 
One specific example from my work is designing performance management systems. I have collaborated with many clients to create or update their system and process. Performance management too often involves complicated, long, detailed processes and forms. Most are automated and connected to the HRIS system. But it’s not uncommon for managers and employees to be frustrated with them. They can easily become a “check the box” exercise. If they are complicated and time consuming, the focus becomes about completing them and turning them in. It’s easy to miss the real point of this important organizational ritual.
 
The main goal of a performance management system is to ensure that the organization is fully acknowledging the value creation and enablement of all its employees. If well designed and executed it serves as a structured, equitable process for recognizing and rewarding the contribution of all employees, based upon qualitative and quantitative data. It can better align compensation with contribution, and help identify employee’s development needs. If your system is working well, managers and employees use it because they see how it benefits them and the organization. And it allows them to celebrate, in a more formal way, all of their contributions. 
 
I see more innovation and improvement with performance management systems. When I work with a client on this type of process, I want whatever approach they choose to align with their expectations and outcomes. And I want the system to be well thought out, meaningful to managers and employees alike, easy to use and worth the effort.
 
Good design is needed everywhere. And it is even more important when organizations are trying to evolve, improve, change or transform an institutional system. Any change is difficult enough. Good, well executed design has the potential to make change efforts more successful. Well designed and implemented people systems and processes can help create more productive and meaningful workplaces, and ultimately improve organization performance.  

Moira Clarke founded Leadership Consulting Partners 21 years ago to collaborate with leaders, teams and organizations to create more productive, effective, and human people systems and practices. If you are reading this to the end, and you find value, please say so and share with others on LinkedIn and Twitter. Thank you! 

​“Being fully present to what is, without judging or evaluating or wanting something different, is the most basic act of love.”   C.W. Huntington, Jr.
 
All of my work, whether at the individual, team or enterprise-wide, whole system level, is about change, growth and development. It’s exciting and at times, daunting work. Each of us human beings have our own orientation to change. According to personality data, many of us don’t welcome or enjoy change, especially when it is goes hand in hand, as it often does, with an ambiguous future state. 
 
There are a few folks who are wired for change. They welcome it, and sometimes pursue it because they actually relish it (even, when it isn’t necessary). But in research, this shows up as a minority of our species.
 
When I think about accepting things as they are, I think of it as a vital part of any change that can’t be skipped. And when I invite clients to become more fully aware of the current reality, it is because I don’t think any real change happens without a full understanding of what we are really, already in the middle of. Through accepting the present moment, I am not advocating that we surrender, accept our fate or give up. In fact, for me, accepting reality, being open to what is really happening in any system, is the first step to any worthwhile change or development journey, from quitting a bad habit (smoking) to transforming an organization, or any other large, complex system.
 
When confronted with the need for change, the most difficult thing for most of a us to do is to allow ourselves to accept reality, what is actually happening in the fullest sense. Instead, we often spend a lot of energy “defending the fortress” (e.g., strategy, products, structure, talent choices), especially if we had a big part in deciding or creating them. And this “fortress”, whether still effective or not, has become “institutionalized” in myriad organizational habits of how we think, decide and communicate. 
 
If we are not completely aware of what it feels like to be fully present to “what is”, it is often much more difficult to accurately assess and then creatively envision a more successful future. 
 
Some of us ignore the need for change or shut down. A few brave souls, a.k.a., “change agents” spend a lot of energy battling the fortress. But in their frustration (“fighting” against systems is exhausting!), the way they go about it, can be ineffective. This is because their communication about the need for change is full of, subtle and not so subtle, judgement and blame. This can be experienced by others as arrogant, even when the change agent is motivated by deep care and a strong sense of responsibility (as they often are). Because we over-identify with the systems we have had a hand in creating, when a change agent boldly questions our work, it can feel insulting or like a personal attack.
 
This same process can also apply to our individual growth and development. We all hang on to some of our habits of leadership even when they may no longer be effective in our current lives. Many of our leadership mental models were formed early, growing up in our family systems. Though constructed when we were young, they still show up in our leadership decisions and behaviors many years later.  Standing back to soak in reality, here and now, can be quite a revelation, if we let it in. And from this more open, accepting place, we can decide if some of our habits of mind and behavior are effective and productive in our current context.  
 
At the team or organization level this process is more time consuming. You have to create a psychologically safe space where people can tell the powers that be what is happening. This step requires leaders pause the action, sit still, quiet the critic, allow, and even “accept” what they are learning. In this way, “being fully present to what is”, allows for deeper listening and understanding. At this phase, we have to suspend judgement and evaluation, and the yearning for something to be different (easier, simpler, more as we would like it to be). To really listen, you have to be open and curious and when practicing this, judgement and evaluation will only diminish the safety required to tell the truth.
 
Finding a way to accept fully what is, in this present moment, is absolutely an act of love. It says, without blame, or judgement, I accept you, I accept me, this situation, this difficulty, this mistake, and this joy of full awareness, in the midst of all of it, just as it is. And from this more generative space, the seeds of change are nourished and true creative transformation may flourish. 
 
C.W. Huntington, Jr. (1949-2020) was a translator and interpreter of Sanskrit and Tibetan Buddhist literature. He was Chair of Department of Religious Studies at Hartwick College. His most recent book, What I Don’t Know about Death, was published this year posthumously,

Moira Clarke founded Leadership Consulting Partners 21 years ago to collaborate with leaders, teams and organizations to create more productive, effective, and human people systems and practices. If you are reading this to the end, and you find value, please say so and share with others on LinkedIn and Twitter. Thank you! 

 
 

In many recent client conversations, they express the desire to continue to work from home or go to a hybrid schedule. They also share that most of their teams don’t want to go back to the office. Executive clients universally express a desire to get back to the office in person, at least part-time. Many clients have delayed going back to the office or are phasing in their new hybrid schedule and trying to motivate folks to return at least a few days a week.
 
On LinkedIn and Twitter, I see countless articles pointing out that most knowledge workers really don’t want to go back or want to go back on a limited basis. This matches what I am hearing anecdotally from almost all my clients. 
 
But what to do if you are a leader of a team that must be in the office due to your industry or their roles? 
 
Before I answer this, I’ll share a story from what feels like ancient, pre-covid times (3 years ago). I was visiting a client on a Friday afternoon. At some point in our meeting she said, “I have to come in on Fridays because otherwise it’s the ‘completely empty management wall’ on most floors.” I looked at her quizzically. She proceeded to tell me that her team (and many others) were expected to be in on Fridays but most of the managers worked from home on Fridays. All the leaders’ offices were on the exterior wall of the building. The cubicles were spread on the internal parts of the floor. Yes, it’s kind of awful, but it’s still pretty common. The Friday I was visiting, all the offices on her floor were empty, except for hers. 
 
She didn’t like the message it sent. She worked for a large global company. Working from home was not possible for most of their work force and she thought it sent the wrong message that rank and file needed to show up, but the management didn’t. She felt it looked like a double standard. I agreed.
 
If everyone can work from anywhere in your organization – great. But if some roles need to be on site and you are an organizational leader, especially at a senior level, you should be present for them, in person, at least part of the work week. Your presence sends the message that they matter to you, that you care about them enough to show up and that even though you may not need to be there, because they are, you want to be.
 
We are living in unpresented times. Equity in corporate practices and policies is being carefully watched by many of your employees (and it probably always was). So how you structure your return to work really matters. Extra attention, care and communication in crafting your remote or hybrid work policies will pay dividends. One of the worst things you could do it create yet one more policy that smacks of privilege, especially for those who have the privilege of leading others. 
 
As you decide your return to work, make sure you don’t have an empty “management suite” or wall or whatever. Your presence is required to inspire and motivate the teams upon which your business depends. 

Moira Clarke founded Leadership Consulting Partners 21 years ago to collaborate with leaders, teams and organizations to create more productive, effective, and human people systems and practices. If you are reading this to the end, and you find value, please say so and share with others on LinkedIn and Twitter. Thank you! 

I have wanted to change my business structure to an LLC for a couple years. Other work and life priorities gave me the excuse to procrastinate. But last year, amid all the pandemic interruptions and delays, I finally got it done. This of course created a series of other changes I needed to make to all sorts of related things. Updating my logo was a priority and a dear friend (who is an amazing editor) gave a me a referral. She told me that she was young, but so talented and that she completely trusts her instincts. I hired her after our first conversation.
 
So, we engaged and she proceeded to ask me questions about my business, my clients and how I work. We talked about my mission, vision and passion for the work I do. She asked me to send her colors and objects I love. She also reviewed some of my writing and did all the things you would expect a professional designer to do. 
 
When she sent me the first logo it was nothing I would have imagined. And she included this note:
 
“This logo represents both you and your company. It communicates that there are various parts that make up an organization and they intersect and work together to form one structure. The arrangement of the shapes has a very “architecture” feel which communicates how your work is foundational and is an essential building block for efficient and effective change. Another interesting aesthetic that this logo achieves is that organizations can be complex and implementing change even more so. The shapes in the logo represent the different moving parts of a company but are placed and represented to show harmony and stillness, which is the effect of your services. I also like the idea of using these unique shapes because it is very human. Too often in corporate logos we see stiff, bland, safe images because it shows “professionalism”, but it is actually cold, dense, and relatively meaningless. This logo has a very human-centered feel and is clean and concise which makes it professional. It shows that creativity and human emotion make up a huge part of a company’s culture and are essential elements of the employees and how they work. My favorite thing about you is that you are not afraid to use creative practices and acknowledge human emotion, while maintaining a high level of professionalism and effectiveness. I think this logo communicates just that.”
 
When I saw the first logo and read her note, I felt emotional. It was clear that in a relatively short time, that the designer had really listened to and heard me. In my experience, this is kind of rare. I showed it to my husband and he said, “Wow. I love it! You can tell her creativity hasn’t been ruined yet by corporate America.” I agreed.
 
Still, I asked her to come up with another option. And then we tried out various changes to both options. After some back and forth I knew that with one small change, her first logo was really perfect. I told her I was making her first design worse not better!

I was so glad I figured this out pretty quickly. And it also reminded me that if you want creativity to truly flourish in your organization, you have to create spaces, free from too much direction and criticism so that it’s safe for the best ideas to emerge. You don’t ever really “manage” creative people. You nurture a climate where they can thrive and then you need to get out of the way.   

Moira Clarke founded Leadership Consulting Partners 21 years ago to collaborate with leaders, teams and organizations to create more productive, effective, and human people systems and practices. If you are reading this to the end, and you find value, please say so and share with others on LinkedIn and Twitter. Thank you! 
 
 

Almost every conversation I have lately with clients includes a discussion on if and how they will get “back to their offices”. Depending upon your life stage, home set up and family, working remotely (mostly from “home”) has been great, good or tolerable. But from recent surveys, it’s clear the majority of employees want to work from home at least part of the time. 
 
According to a Harris Poll survey of 2,063 adults conducted May 14-16, “Forty percent of Americans prefer to work from home full-time, compared with 35% who seek a home-office hybrid and 25% who want to go back to the office full-time” 
 
In contrast, “68% of executives say a typical employee should be in the office at least three days a week to maintain a distinct company culture”, according to a PricewaterhouseCoopers survey late last year.
 
Ultimately, because their success relies on it, I am confident that most organizations will figure out a balance that works best for their employees considering their industry, strategy, and customers. I am less confident that they will redesign important talent management processes and practices to optimize for the new hybrid office models they will be adopting (and surely adapting over time). 
 
For example, consider performance management. With greater adoption of matrix management models and the growing reliance on deeper collaboration, how effective employees are working with their stakeholders has become ever more important. And even though I have been recommending that clients add stakeholder feedback as a standard part of their performance management process for years, few have adopted this practice. With teams still working remotely at least part of the time, how they communicate with each other, their responsiveness, and how they plan and organize their work, has become a much bigger differentiator of performance.
 
During the last 18 months I have facilitated quite a few leader and team launches and integrations. I have always loved this work. When the pandemic started I wasn’t sure how I would manage the facilitation virtually. It felt rocky the first few times, but clients have been very positive in our post-meeting reviews. One thing I have noticed, and at first, I thought it was just luck, is that engagement in these sessions matches or exceeds many prior team facilitations I have done (and I have facilitated a lot of team meetings). 
 
This surprised me a bit until I thought about how I was feeling and what I was doing to manage my own anxiety with virtual facilitation. It’s clear that we lose some perspective with virtual platforms, like somatic cues and the natural energy from sharing a physical space. Due to this, I have been taking more time to experiment with the meeting design and structure to make sure everyone feels included in the sessions and safe to contribute their best. For example, I am being even more rigorous with pre-session expectations and assignments and creating collective ground rules during the sessions. 
 
With my experience growing, I realize how important it is to help leaders and teams adapt their ways of working for their virtual workplaces. Processes like talent acquisition, onboarding, goal setting, and performance management will need to be updated for the hybrid workplaces in which many of us will continue to work. Our success virtually depends upon how well we rethink, shift and sharpen our approach to meet the reality of our more varied workspaces.
 
Moira Clarke founded Leadership Consulting Partners 21 years ago to collaborate with leaders, teams and organizations to create more productive, effective, and human people systems and practices. If you are reading this to the end, and you find value, please say so and share with others on LinkedIn and Twitter. Thank you! 
  

My husband is a martial arts teacher. He teaches Hapkido, a very challenging Korean Martial art. He has a father and daughter who faithfully attend his Saturday morning class. For a couple months the daughter kept asking her father for an official Hapkido uniform. Due to her size, she is just 10 and petite, it would need to be ordered and due to COVID and shipping, etc. it would take my husband many attempts to get a response from the official organization. Last week she wore her new uniform to class. The response from her classmates was unanimous: she looked great! My husband said that the joy she exuded during the class was priceless.
 
This story is about belonging. Where ever we humans go, we seek a felt sense that we belong, we are a member of the tribe. I am sure at some point in our long evolution, it was strongly linked to survival and safety. Belonging, and the cooperation of a tribe meant back up if trouble arose and that we were more likely to live to see another day. The roots of belonging are deep and when we forget that in organizations, it creates all sorts of problems, and sometimes contributes to deadly consequences.
 
Yet we forget it all the time. We forget that we need to be intentional about building systems and organizational rituals that make it easier and more likely that people we invite in, feel as if they really belong.
 
Inclusion is so different than belonging. It’s also important but I am more and more skeptical of inclusion because it means that someone else creates, or has the power to include us, or not. I am completely up for creating inclusive systems and structures. But I am not okay with it being up to someone else to include me, because by my very presence, I already belong. Whether I feel that or not, is more complicated because it’s largely based upon my own life experiences and needs.
 
My observations are that inclusion puts the power to invite in someone else’s hands. Belonging is something that we all have the power to nurture and create together.  However, belonging requires that I feel safe to express what I need and that my manager, team and organization create space and the safety for this to happen. When done right, it’s messy and can be uncomfortable and I expect it to be so. Because sometimes to create a space where others feel like they belong, I have to give up or adjust some practice, ritual or language that I enjoy and that makes me feel like I belong. 
 
Markers that evoke a sense of belonging in each of us are grounded in culture, family, traditions, rituals, and even our biology. I am thinking of the recent research that found stress and anxiety experienced by a mother during pregnancy is associated with short- and longer-term consequences for the health of her child (see the links at the bottom of this article for more information). 
 
And if an organization wants to work on creating a greater, more shared sense of belonging, then they have to teach and facilitate practices for compassion and forgiveness. And you have to be equally rigorous about this because people will make mistakes. They will say and do the wrong thing. This is a part of the process and you have to plan for it. The moment someone gets blamed, demoted or fired for trying, and offending someone or making a mistake, then you will create a space where no one will speak up or try because it is too dangerous.
 
From my work with so many teams, I have lots of stories about belonging. If you listen, you probably hear them all the time too. A new member of an all-male (yes, there are still plenty of these) executive team I was working with was invited to their annual retreat. He told me that during the retreat, there was a lot of drinking and that the discussions about women were extremely uncomfortable. As a married man with a young daughter, the client told me he found the interactions offensive and uncomfortable. He pointedly asked, “I am a heterosexual white man and I find it uncomfortable. Can you imagine how someone who didn’t immediately fit in would feel?” Yes, as it turns out, I absolutely can! This is a blatant example but there are many more subtle examples. Most of the time they are not intentionally trying to be offensive. But that is no longer an excuse if it ever really was one. If you want more people to feel a sense of belonging, you have to include them in creating a place where that is possible.
 
This is the only way it happens. And there are no short cuts. 

Moira Clarke founded Leadership Consulting Partners 21 years ago to collaborate with leaders, teams and organizations to create more productive, effective, and human people systems and practices. If you are reading this to the end, and you find value, please say so and share with others on LinkedIn and Twitter. Thank you! 
 
https://www.ucsf.edu/news/2020/09/418491/maternal-stress-during-pregnancy-linked-infant-illness
 
https://pubmed.ncbi.nlm.nih.gov/25174703/
 

​Recently a client asked me how to spark more innovation on his teams and projects. I understand why businesses so often say that they want to be more innovative – it is a highly prized set of skills and has the ability to elevate an average product to a great one. A lot of folks subscribe to the idea that to be innovative, you have to be born with a certain personality, under a bright star, or be super smart. Though certain personality types have been shown to demonstrate more creativity, I don’t subscribe to the trait or “gifted” theory of innovation.
 
Everyone can be more innovative if they work in a climate where ideas can flourish, be expressed and listened to, and people aren’t afraid to make mistakes. 
 
The kiss of death for innovation is a climate grounded in control. But a climate without any supportive structure can also be problematic for innovation.
 
A couple years ago a leader I know well was frustrated that her employees didn’t seem to know how to innovate. I asked her if they didn’t know or they were afraid. She pushed back and told me how she had set up a strong team of smart people and told them they had “free rein” to design the project. She promised that she would not interfere and really wanted them to come up with the best, most innovative ideas and solutions. The team struggled, missed the deadline and asked for help.
 
In talking with the team members, it became clear that they had not taken the time to set up many team processes or structure. They just started working on the project. Their organization had team resources, but they thought too much corporate oversight would squash their creativity. When I met with them it was clear that they hadn’t established the processes or agreements on team behaviors they all needed to feel safe and like they truly belonged. 
 
What I would say is that all teams need the right structure and clear boundaries from management for them to flourish. The team structure must be self-determined by the team members. They need to take the time to identify the norms and processes that will support everyone feeling safe and supported to bring their best. There are almost always going to be expectations for some sort of outcome from a team. I find teams are comfortable with boundaries from management if they are clearly communicated before the team starts working. If possible, the expectations and boundaries shouldn’t change or be moving targets. That is a set-up and will most likely limit the team’s effectiveness. 
 
You don’t need a magic wand to create more innovation in your company. With the right structure and climate, every organization can be more innovative.  

Moira Clarke founded Leadership Consulting Partners 21 years ago to collaborate with leaders, teams and organizations to create more productive, effective, and human people systems and practices. If you are reading this to the end, and you find value, please say so and share with others on LinkedIn and Twitter. Thank you! 

​This is a follow up on my last two blog posts on humble leadership.

I wasn’t a naturally humble leader when I started my career in operations. I was on the more charismatic end of leadership profiles. But I was raised with a deep sense of right and wrong and eventually I realized that some of my tendencies were doing harm to the people with whom I worked and were ineffective. This really bothered me and I decided I needed to intentionally work to shift it. It's taken years, but the effort was worth it. 

I believe that if we keep growing the good, it raises the consciousness in our systems, workplaces and families. 
 
Louise Penny is a (brilliant) Canadian author who has written a great series of mysteries. One of the main characters is Inspector Gamache, head of the homicide department of the Surete du Quebec.  Gamache is a humble servant leader if there ever was one. Among his many gifts, Gamache is a person who knows how to in develop people and bring out the best in them. He believes they can grow and get better, even when they have made big mistakes. One of his first teachings for those he leads and mentors is introducing the four statements (Louise Penny, Still Life).
 
“There are four things that lead to wisdom. You ready for them? She nodded, wondering when the police work would begin. They are four sentences we learn to say, and mean. Gamache held up his hand as a fist and raised a finger with each point. 

I don’t know. 
I need help. 
I’m sorry. 
I was wrong.”
 
These four statements are important for all of us to know, and this is especially true for those who lead others. More than ever, with information and technology exploding around us, leaders, along with all humans, often don’t know, need help, make mistakes and are wrong. It’s always been true, but with the prevalence and speed of information, including lots of disinformation, flowing from social media (aka, "social advertising"), has even greater urgency today. 
 
We have forgotten that amidst all the data, analytics, and algorithms, that if we don’t make our systems more human, humans won’t want to work in them, let alone be able to thrive in them. Knowing how and when to say these four statements, and mean them, is a good place to start.
 
Moira Clarke founded Leadership Consulting Partners (almost) 21 years ago to help companies advance their leadership and people systems and create healthier, more vibrant workplaces. If you are reading this to the end, and you find value, please say so and share with others on LinkedIn and Twitter. Thank you! 

This is a follow up on my last blog post regarding humble leaders (We Need More Humble Leaders, 10.29.20). We have had so many examples of charismatic, "out front", and yes, usually narcissistic leaders, running big companies that we seem to have forgotten, from a research standpoint (i.e., cre​ating long term value), they aren’t actually very good for business. So, when I see the depiction of a humble leader in a new (fantastic) TV show, pardon me if I get a little excited.
 
I have spent my career working in organizations to help make their systems and people more effective, productive and healthy. Of course, this involves working with leaders and teams over time to help them envision and execute on the impact they want to make. So, when I started watching the newish series, Ted Lasso, on Apple TV, I was so delighted. 
 
I am not going to give you the plot, except to say that Ted is hired to coach an English football team by the ex-wife of the prior owner, to ensure that the team fails. Ted is a coach from the United States and coaches American Football but knows literally nothing about soccer.
 
Ted Lasso’s management style summarizes many of my beliefs about leading others:

• People need you to be consistently positive. This doesn’t mean you don’t get frustrated and share this. But the consistent theme is a positive, future focused outlook. We are living in a time of exceptional shame, blame and judgement. Social media is a major contributor to this, but so are when we accept it or “like” it. The problem is that it is ineffective for leaders because it’s demotivating to the human spirit. Period. 
• Working with really skillful, smart people means that you don’t need to know as much as they do, but you need to know how to inspire and motivate them. You need to understand what they care about and what matters to them. You need to care about them and know how to communicate this in word and deed. 
• Yes, you do need to be interested in learning about and becoming more knowledgeable. But this is usually secondary to being able to bring out the best contribution from others. 
• You need to be able to share and show your vulnerability. You don’t need to the smartest person in the room. You need to be the best at leveraging that from others.
• You are clear on your deepest held values, and you live them. Amongst them you are kind to others. You have good emotional intelligence: demonstrate strong self-awareness and empathy for others and you know how to self-regulate. 
• You know you can’t do everything by yourself. You depend upon and include others, you create trust.
• And finally, you know that expanding your range, learning new skills or ways of being and communicating is uncomfortable and, at least, equally rewarding. 

 
"Takin’ on a challenge is a lot like riding a horse. If you’re comfortable while you’re doin’ it, you’re probably doin’ it wrong." — Ted Lasso
 
Yes, it’s only a TV show, it’s not real life. But TV often serves as a mirror to what is happening and being celebrated in our society.  I am hoping that this will be a real trend in 2021: we revere healthy, humble, successful and caring leaders who role model goodness in corporate life. Believe!
 
Moira Clarke founded Leadership Consulting Partners (almost) 21 years ago to help companies advance their leadership and people systems and create healthier workplaces. If you are reading this to the end, and you find value, please say so and share with others on LinkedIn and Twitter. Thank you!