Marathon vs. Sprint

By Stephen Gilliland

For years I have told people that leadership is a marathon.  You have to pace yourself.  Find a sustainable way to deliver leadership value and maintain your life.  Dig down and endure longer than you think you can.  As a runner, this metaphor made a lot of sense to me.

I ran my first and only marathon a week before my 40th birthday, almost nine years ago.  I trained for a year, suffering injuries and setbacks along the way, rebuilding slowly.  When my marathon time came – the San Diego Rock and Roll marathon – we were enjoying a summer vacation at the beaches of north county San Diego.  Five days before the marathon, I wiped out on my surfboard (another mid-life crisis hobby), kicked out of the wave, and sliced the bottom of my foot open on my surfboard fin.  Later that day in the ER I asked the doctor if stitches or no stitches would be better for running a marathon.  He laughed and said I wouldn’t be on my foot, let along running a marathon.  He didn’t understand how long I had trained.  I asked him what if I was stupid enough to try running it, and he recommended no stitches.  I was on crutches for 3 days, tried a 2 mile practice run the day before, and then ran the marathon with my foot taped tightly.

It hurt for the first 5 miles and then the endorphins kicked in.  My running partner paced me perfectly so that the marathon was fun and I finished strong. I had done it.  I trained.  I overcame adversity.  And I completed a marathon with a smile on my face and feeling strong.  I sent this picture of me crossing the finish line to the ER doctor with a thank you note hand written on the back.approaching finish

This was my leadership metaphor.  Yet, I no longer think it is right.  You see, I think leadership is actually more like a series of sprints.  Rather than carefully pacing yourself and enjoying the distance, I think most leadership positions require we go flat out as fast as we can for short bursts when it is needed.  Situations arise and we respond.

The secret of the leadership sprint is the recovery.  We can go hard and fast to do what it takes, as long as we also take time to recover, time to slow down, talk to people, recheck our priorities.  What do you do to recover in your leadership sprint?  How do you make sure you are ready for the next sprint, whenever it should occur?  For me, I check in with people – take the time to make sure they are okay.  I brainstorm new initiatives.  I clean out backlogged emails.  My non-work time is also critical to my recovery.  Connecting with my wife, my kids, my passion for cooking all help me recover.

I think what is really important in enduring the leadership sprints is to recognize the importance of the recovery process.  You see if we treat leadership as marathon, the implication is to just keep going.  But when viewing leadership as a sprint, you recognize that recovery is the key to success.  Make sure you take the time to recover!

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Stephen Gilliland
Associate Dean, Executive Education
sgill@eller.arizona.edu

 

Turning Down the Next Step

By Stephen Gilliland

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Courtesy of Shutterstock

This week I am in Australia teaching leadership to Australian mining supervisors and superintendents. During one of the breaks I was talking with a couple of supervisors and asked if they wanted to be promoted to superintendent at some point. One wasn’t sure and the other gave an emphatic “no!” When I probed a little further, the reasons were interesting. First, he didn’t want the additional responsibility. As a supervisor, he works 8 days (or nights) on and then gets 6 days off. When he is off, he is off. Nothing to worry about. No emails to check. As a superintendent, he would be expected to always be in communication. When problems arise, he would need to solve them, even if he was off work.

The other reason he mentioned surprised me. He perceived more security in the job of supervisor. “You mess up as a superintendent and you’re gone, mate!” With the increased responsibility comes increased accountability. As a supervisor the responsibility is less, so the cost of mistakes is also less. This seemed obvious after he said it, but I had never heard a leader express this view before. In the words of this supervisor, “I have a family. I can’t risk losing my job.”

When you look at the half-life of top leaders (CEOs, university presidents, head coaches), you see evidence of this supervisor’s concerns. The average tenure of a Fortune 500 CEO is 8-9 years (interesting side note: it has actually increased somewhat over the past 2 years). The average tenure of university presidents is 7 years (down by a year from 5 years ago). And the average tenure of a major league head coach ranges from 4.1 years for NFL coaches down to 2.5 for NHL coaches (MLB and NBA coaches are in between).

Of course, the rewards for these top positions arguably make the risks worthwhile. University of Arizona alumni Steve Kerr just accepted a five year contract as the head coach of the Golden State Warriors for $25 million. But how much money is worth the increased risk, responsibility, and workload? Again, the words of this mining supervisor were very interesting. “No, it’s not worth it. For an extra $30,000, $40,000, $50,000, it’s not worth it. What do I need that extra money for anyway?”

What a refreshing perspective? In our society of more more more, how many people would turn down a promotion to a second level leadership position that comes with a $50,000 raise, because life is more important than money? I found myself smiling and admiring this supervisor. He knows who he is. He knows what he wants. And he knows more money isn’t always better. Not if it takes time away from his family and puts their security at risk. Words of wisdom.

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Stephen Gilliland
Associate Dean, Executive Education
sgill@eller.arizona.edu

 

A Tale of Two Voices

By Stephen Gilliland

In my Ph.D. seminar, we read an article on proactive voice in organizations. This is when employees express concerns, constructive opinions, or other ideas about work related issues. Research has demonstrated that proactive voice can lead to improved work processes and innovation, team learning, and crisis prevention, among other benefits. In a 2012 paper published in the Academy of Management Journal, Jian Liang, Crystal Farh, and Jiing-Lih Farh differentiated between promotive voice and prohibitive voice. While they share similarities, an important contribution of this paper was highlighting the differences between these two types of voice.

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Speak Up photo courtesy of Shutterstock

Promotive voice refers to expressions of ways to improve organizations. This is probably what most of us think of when we want employees to “speak up” and offer their ideas. Toyota made famous the practice of continuously improving manufacturing processes through more than a million ideas each year generated by their employees. Countless companies have tried to replicate this culture of promotive voice and it has become a cornerstone for innovation leaders such Google, Apple, and Amazon. The benefits have been documented in a variety of industries as companies such as Southwest Airlines, Whole Food, and Starbucks have made promotive voice a part of everyone’s job.

Much less attention has been devoted to prohibitive voice, which refers to expressions of concern about existing or impending practices, incidents, or behaviors that may harm the organization. Historically, people demonstrating prohibitive voice have been called “naysayers” or “whistle blower.” Prohibitive voice is not as often encouraged as promotive voice, and even when it is, results are often less than desired. Hospitals that have tried to develop a culture where anyone can call stop to a procedure, have trouble getting techs to offer prohibitive voice in the presence of surgeon. The result is that wrong site surgeries still occur at a rate of 40 or more (wrong site or wrong patient) failures per week in US hospitals.

We know that both types of proactive voice are increased when managers actively solicit input from employees and when managers are seen as truly listening to suggestions. The interesting finding from the research presented by Liang and colleagues is that promotive voice tends to be motivated by the belief that everyone is obligated to bring about constructive change as a part of their jobs. Think of a Toyota employee; voicing suggestions and improving processes is an expected part of work.

On the other hand, prohibitive voice tends to be motivated by a feeling that it is safe to express concerns without fear of reprisal or reprimand. To encourage prohibitive voice, managers have to create an atmosphere of psychological safety.  Every organization I have worked with would like to believe their employees would step up and do the right thing when they see an impending problem, particularly if it involves safety or potential harm. However, the evidence shows that in many cases employees fear for their jobs and remain quiet. How can we really know if our employees feels safe speaking up? If they don’t feel safe, they are unlikely to tell us about it.

A culture of candor, respect, and trust creates psychological safety. By openly communicating and sharing information with our people, we start to create this culture of candor. By treating employees fairly, justly, and with respect further develop this culture of candor. The research on the two types of voice suggest that an important part of every leaders job is to create the conditions where input is seen as everyone’s job and where people feel safe sharing both good news and bad. Leaders can start by role modeling these important behaviors.

Note: The reference for the cited article on proactive voice is Liang, J., Farh, C.I.C., Farh, J. (2012). Psychological Antecedents of Promotive and Prohibitive Voice: a Two- Wave Examination. Academy of Management Journal, 55:1:71-92.

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Stephen Gilliland
Associate Dean, Executive Education
sgill@eller.arizona.edu

 

Invisible Graceline

By Diza Sauers

interconnectivity

Photo of Inter connectivity

I recently had the opportunity to sit on a board for an organization facing a sobering moment of fiscal instability. It had become a crazily built castle propped up by one over-burdened, highly charismatic director who had a beautiful vision, but built beyond the capacity to deliver.  The mission was altruistic, and I joined whole-heartedly, calling upon experts from my own contacts to assist in saving the ship.  Audacious goals were established, strict fiscal guidelines put into place, and a road map created.

In my life, I have had the great good fortune to have the right people appear at the right time.  They come unbidden, as if just waiting for me to open the door.  I felt that way about the group of individuals who assembled to help this organization.  Yet, despite our efforts, we failed.  The next year was a painful one to witness – goals were not met; fiscal sources dwindled; the road map yielded some dead ends.  As we wiped the star dust from our eyes and accepted some grim reality, we discovered an incredibly talented young woman embedded within the organization, a talent on the rise who was roped to a very difficult situation.  It became clear, while we might not save the ship, perhaps we could save a very deserving person.

Inevitably, the organization underwent the painful but necessary transformation.  While it wasn’t saved, it was thoroughly reorganized, pushing its existence into a short term framework: the new strategy will work or the organization will cease to exist. The very talented young woman (let’s call her Parker) awakened to the world beyond.  Through mentoring and cultivating the relationships of those around her, she moved forward to join a new organization that put her on the track to a much more visible and prominent position.  The rest of us disbanded from the board and moved on.

Recently, I was revisiting this chain of events with one of the former board members.  As we talked about the difficulty of the past year and the natural regret that comes from having made a failed investment, my colleague looked at me and said, “Perhaps that was the reason we all got together – it wasn’t to save the organization, it was to bring Parker into a better place, to better serve our community.  I can live with that.”

And she is right.  This wasn’t a failure, but a success that arrived from another direction.  I love it that these moments often come to us from circumstances usually beyond our control.  In my own life, I have watched as connections have yielded jobs, shifts in fortune have turned into transformative opportunities.  From the most unexpected quarters arrives an abrupt change in life, and if I stay open to it, a pattern usually appears that moves me toward a greater understanding, an unfolding opportunity.  With it usually comes someone or something that connects me to the world in way that enriches my life. I call these gracelines.  Invisible Gracelines.

When we sit with the right intention and build with the people who align with our values, we open up worlds and ways of connecting that lead us to an unfolding sense of purpose.   Perhaps it is the simple recognition of the way we are so inner-connected.  Perhaps it is having the balance to embrace unexpected change, to resist the urge to name something a success or a failure, but to simply move forward with what unfolds next.

It is easy to be grateful and motivated when things line up just right – we get that job, we make that connection, we nail a promotion.  But how much richer when we are able to let things go and find the graceline that weaves us all together, and accept a new way of being.

 

 

Staff directory at uofa for Eller College august 2007

Diza Sauers
Professor of Practice
Director, Business Communications Program

dsauers@email.arizona.edu

 

 

An Academic Life Well Lived

By Stephen Gilliland

All Images registered with the United States Copyright Offices.  Unlawful usage subject to penatly and fines. No reproduction or usage without written permission from Thomas Veneklasen photography.

Professor Keith Provan

We said goodbye to our colleague Keith Provan last week in a “Celebration of an Academic Life Well Lived.”  For the past year, Keith Provan struggled with brain cancer, undergoing multiple surgeries and treatments. On the morning of Sunday, February 16, at home and surrounded by his family, Keith died peacefully.

What does it mean to celebrate an academic life well lived?  For me, it meant recognizing and appreciating all the facets that made Keith the person he was.  Keith joined the department the same summer I started at the University of Arizona – August 1995.  I was an assistant professor and Keith was a full professor.  I looked up to him.  He treated me as an equal.

Keith was a gifted and dedicated organizational theorist. His research focused on inter-organizational and network relationships, including network structure, evolution, governance, and effectiveness, especially in the domain of health and human services. He published over 70 academic journal articles and scholarly book chapters, both in management and public policy journals.  In summers, Keith served as a Senior Research Fellow at Tilburg University in the Netherlands. Throughout his career, Keith generously and enthusiastically mentored PhD students; he felt that the development of these relationships was his most meaningful professional legacy.

Clearly, Keith was a first rate academic and will be long recognized for his contributions.  The health care management division of the Academy of Management has named their outstanding scholarly achievement award in Keith’s honor.  His colleagues in public administration have named their visiting speaker series in Keith’s honor.  And an endowment has been establishing in his name to support doctoral students in the area of health care management and leadership.

But a life well lived is more than a collection of academic achievements and posthumous recognitions.  Keith’s children described a father who would turn into the “rapping dad” or the “incredible hulk wrestler” when they were kids.  His friends and colleagues describe a sense of humor that was quick and fun.  He spent summers in Europe and further escaped the Arizona heat with his wife Jill at their place in San Francisco.

Keith enjoyed everything about being an academic and would often say he never saw a reason to retire.  But he also enjoyed life beyond academia.  He blended academic and non-academic worlds harmoniously.  Loving what you do; balancing work and life; fostering meaningful relationships; and maintaining a sense of humor right up to the end.  That is a life well lived!  That is a model for all of us.

We will miss you Keith.

 

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Stephen Gilliland
Associate Dean, Executive Education
sgill@eller.arizona.edu

 

Not Part of My Job Description, But…

By Stephen Gilliland

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Photo of Helping Hands courtesy of Shutterstock

This week in my Ph.D. seminar we read an article on managers providing emotional support for employees. In the spring 2013 issue of Academy of Management Review, Ginka Toegel and her colleagues reported the results of a qualitative study in which they examined emotional helping from both the managers’ and employees’ perspectives. The results are both interesting and somewhat surprising.

We have all been in this role as managers. Sometimes it is the employee who is having trouble at home. Sometimes it is the employee who is having trouble getting along with co-workers. We lend an ear. We offer advice. We provide encouragement. Sometimes it is the most rewarding thing we will do all week. Sometimes it is not easy and leaves us feeling emotionally drained.

The thing is I bet none of us have “offer emotional support to direct reports” on our job description. This is something we just do because we are managers.  And so often, the timing is not great. I bet I am not the only one who has been trying to put the final touches on a long overdue report when an employee appears at the door with those fateful words, “do you have a minute?” You know the only answer is “sure.” An employee with real emotional needs take precedence over almost everything else.

So here is where the study by Toegel and her colleagues is interesting. When they asked managers of a mid-sized recruiting agency about emotional helping, the managers described this as “over and above” their normal managerial duties – these are extra-role behaviors. Employees, on the other hand, viewed the same emotional support as a part of a managers prescribed role – part of their job. While this might not be entirely surprising, it has important consequences. Since managers see it as discretionary, over and above behavior, there is an unspoken expectation of reciprocity. As the company CEO in this study noted: “It is human nature, isn’t it? When you do something for someone, you always kind of expect to be reciprocated. If we go to the pub and I buy you a drink, it will sort of be expected that the next time around, you buy me one.”

Employees don’t see it this way. Since they view emotional support as part of the manager’s job, they have no expectation of reciprocity. This can leave managers feeling disappointed with the lack of reciprocity. Have you ever provided extensive support to someone only to have them leave for another job? And you wonder “why did I bother? Why did I invest all that energy?” We have an expectation that our emotional support will be reciprocate with some degree of loyalty.

There is a silver lining for leaders in these discrepant expectations. You see, because employees view emotional supporting as part of a managers’ job, they also give “leadership credit” to managers who offer support. Emotionally supportive managers are seen as good leaders and are praised by subordinated for their human touch.

Maybe this is an area where employees have it right. In business we focus so much on results that the human element is often downplayed or ignored – it is not part of a manager’s job description. Yet, results can be a function of a favorable business climate or market leading products and services. Leaders get credit regardless of how much they actually drive the results. Is it possible that the core of true leadership is the ability to offer the human touch?

Note: The reference for the cited article on emotional helping is Toegel, G., Kilduff, M., Anand, N. (2013). Emotion Helping by Managers: an Emergent Understanding of Discrepant Role Expectations and Outcomes. Academy of Management, 56:2:334-357.

 

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Stephen Gilliland
Associate Dean, Executive Education
sgill@eller.arizona.edu

 

Does it Pay to Offer Health Benefits?

By Stephen Gilliland

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Photo of healthcare courtesy of Shutterstock

Over the years, I have had a number of mid-sized business leaders ask me if it “pays” to provide employees with health insurance. This has always been a complex question, with an answer that inevitably includes the words “it depends.” With the Affordable Care Act, this has become a far more complicated question. The costs associated with not providing health insurance are increasing. And, as more companies and individuals opt for health insurance, the costs of providing insurance should decrease – at least this is the theory.

Yet even with these changes, the fundamental reason for my response “it depends” remains the same. It comes down to the value you place on employees and retaining good employees. Beyond non-monetary compensation, health insurance provides a “stickiness” factor that helps retain employees who don’t want to lose their insurance or primary care physician. When retention is important to your business strategy, health insurance can be a tool to boost retention. Starbucks’ business strategy rests on customers being greeted daily by the same smiling faces of baristas who remember your order, where you work, and so much more. Retention is obviously critical to customers seeing familiar faces.

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Patient Care courtesy of Shutterstock

But what about a mid-sized business that is competing in an industry where the competitors don’t offer any benefits, pay minimum wages, and often use temporary labor? One company I work with exists in this space and has continued to offer health insurance (and vision and dental) for decades. Their margins are thin and their costs are higher than their competitors. So why do they do it and how do they compete? The brief answer to “why” is because they feel it is the right thing to do. Employees deserve benefits from their employer. The more complete answer is that they reduce turnover, which reduces training costs, and increases production quality. Although this is low skilled work, experienced workers are faster, more accurate, and present lower safety risks. If their industry should face a major recall, they have much tighter controls than their competition, and will weather the storm better.

These factors play into their strategy and help address the question of “how” they are able to compete. Because of their tight controls and use of experienced labor, they have the highest quality in their industry. Although quality is not typically rewarded in price, they are able to compete for the best B2B customers, who pay invoices on time and maintain commitments to orders.

The culture that is created when your fundamental philosophy is to invest in people means that you often get greater innovation from those people. Through their strategic planning processes with their experienced managers, they have been able to align divisions more efficiently and execute their strategy better than their competitors. The bottom line is they have higher costs and yet higher profits in an industry that doesn’t tend to reward quality through price differentials.

Do you see why it is a complex question? When asking about the costs and benefits of employer sponsored health insurance, people are looking for a spreadsheet answer to a question that involves culture, strategy, and execution. Although there are certainly exceptions, I believe that many companies could successfully compete and win by investing in people. Research backs my beliefs by demonstrating that investments in human capital (the knowledge, skills, and abilities embodied in people) are positively associated with financial measures of firm performance. Investing in people pays off, but you have to capitalize on those investments by drawing innovation, experience, and commitment from your people.

This is a simple answer to a complex question. The processes of aligning interests and capitalizing on the investments in people are not as simple. But these investments can provide the basis for sustained competitive advantage.

 

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Stephen Gilliland
Associate Dean, Executive Education
sgill@eller.arizona.edu

 

One Month into a New Year…What’s New?

By Stephen Gilliland

By now it has been long enough that the New Year’s resolutions about frequenting the Gym, cutting back on snack food, and drinking more wine and less beer are becoming distant memories.  Good intentions, but with the Super Bowl and some great Wildcats basketball to watch, reality is somehow not quite reflecting the aspirations set a month ago.  How about your leadership goals?  Have they also been forgotten… or were they never established?  I am not talking about the formal goals you outlined in your PEP process, but rather those personal leadership goals that you developed in your head and maybe discussed with a mentor or coach.

As I set my leadership goals this year, I tried to focus more on what I won’t do rather than adding more to my plate.  You see, I have trouble saying “no.”  Part of the problem is that I feel responsible.  But the other part is that I like new challenges.  Challenges call me like a siren into uncharted waters.  And then my resolve to spend fewer Sunday mornings doing work emails and journal reviewing ends up as a shipwreck on a rocky coast.

This year, I resolve to do less – to focus on quality over quantity.  And rather than a general statement, I have a structured way to do this.  It starts with a list of everything I do in a typical week, with some rough approximation of time spent.  I also add those things that I want to be doing more of but haven’t figured out how.  And finally, I add in the “special projects” that are always waiting on the corner of my desk.  You know those things you really should get to but never seem to have time to actually finish (or even start!).  Alongside this list, I add three columns: Start, Sustain, Stop.  And then I go through the list sorting items into the three categories, looking at the total package of what remains and seeing it if is reasonable.

Because of my inability to say no, I focus most attention on the “stop” category.  In reality, most of the items on my list (and probably yours) are there for a reason.  I can’t simply stop writing my annual report because it is less interesting to me.  But, I can come up with strategies for shifting this responsibility to others.  Do you have someone who appears to have leadership potential that needs to be developed?  Maybe a burden from your list becomes a wanted new challenge for them.  That becomes a win-win.  Maybe the weekly review meetings could be cut back to every other week or from one hour to 30 minutes.  That becomes a win for everyone involved.

Most leaders I know are incredibly busy.  And most will freely admit that they do it to themselves.  But if we don’t want to burn ourselves out, and want to treat our time in leadership positions as a marathon rather than a sprint, I think it is worth taking the time to set some goals around doing less.  And then we can spend our freed up time watching more amazing Arizona basketball!

 

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Stephen Gilliland
Associate Dean, Executive Education
sgill@eller.arizona.edu

 

Your Leadership Shadow

By Stephen Gilliland

The asset president of the mine we are working with in Australia shared with her superintendents the concept of the shadow you cast as a leader. Leaders have an indirect influence on those around them – often without even realizing the extent of this impact. The leadership shadow is a way to think about these indirect influences.

Consider the direct and indirect message a CEO I know sent to her direct reports – she told them to be sure to take time off on the weekends, to make time to focus energy and attention on their non-work lives. She directly said they do not have to be checking emails on weekends. Yet weekends are when she catches up on her emails. Therefore, her direct reports are receiving emails all weekend long. Naturally, they feel they must also read and respond to these emails. Contrary to the direct message, the leadership shadow signaled that people at the top spend time doing emails on weekends.

I am not criticizing this CEO. I have done the same thing myself. If there is not time during work hours for emails, early mornings, evenings and weekends are the only times to clear the inbox. And I am not looking for people to respond to me in evenings and on weekends; indeed I hope they don’t as I am trying to catch up on emails, not generate more. But at the same time I am casting a shadow about the norm of after-hours emails. Sometimes we try to counteract this with an assertion of “do as I say, not as I do” – but that doesn’t really work does it?

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Saguaro shadow photo by Rudi Shumpert

Much like the concept of yin-yang, shadows cannot exist without light. The two are complementary. We tend to simplify light as good and dark as bad, but it is not always that simple. In the desert, we know that shadows are good. Shade can support life. The majestic saguaro cactus needs a nurse plant to provide shade during the initial growing period.

So what if we as leaders look at our shadows as a way to nurture and grow our people? What if we try to consciously use our indirect influences as a mechanism for communicating important values? The asset president who shared the concept of leader shadows here in Australia said she actively resisted being cast as a diversity role model. But after understanding the concept of leadership shadows, she realized part of her shadow is being a female president in a male dominated industry. Like it or not, that shadow is there. So now she tries to embrace this shadow and use it for the betterment of her company and its leaders.

What sort of leader shadows are you casting? Are you sending mixed messages or using shadows to positively influence others? There is a lot of leadership power in looking at the shadow you cast and leading with both direct and indirect messages.

 

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Stephen Gilliland
Associate Dean, Executive Education
sgill@eller.arizona.edu

 

No Worries

By Stephen Gilliland

Maggie (compressed) (2)

Magnetic Island, Queensland, Australia

I am currently on Magnetic Island (“Maggie”) in northern Queensland Australia teaching leadership to mining supervisors and superintendents. The location is idyllic with lush green hills, beautiful blue water, more than 300 days of sunshine each year, and the air filled with the sounds of native birds. In every way, it epitomizes the Australian expression “no worries!”

The Australians I have met exhibit a genuine friendly optimism that seems to perfectly reflect their cheerful response “no worries.” I say thank you. They say no worries. I apologize for something. They say no worries. I wonder if we will miss our ferry connection. The cab driver says no worries. It could be very easy to see this easy going optimism as a natural response to the beautiful setting of Maggie.

Yet at the same time I can clearly see a very different dimension of island life. You can’t go into the water during the summer months (this time of year) because of jelly fish. Two types are lethal – one of which is the size of a finger nail. Those who venture into the water use “stinger suits” that cover the entire body and head, leaving only space for a snorkel mask. If you avoid the ocean and stick with fresh water, you have to avoid crocodiles, which are particularly aggressive in north Queensland. Stick to land and you need to worry about encountering a few of the world’s most venomous snakes. No worries? Really?

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Maggie Beach, Magnetic Island, Queensland, Australia

As I ran along the ocean in the morning I got thinking about this duality – the beauty and the danger – and the culture of no worries. In many ways we interpret our own reality. We can focus on the beauty or focus on the danger. We can see in life the opportunities or see the threats. And as leaders, the way we interpret the world sends a powerful message to our followers. This message shapes the culture of our organization. It influences hiring and retention. Wouldn’t you prefer to work in a culture where optimism and opportunities are the norm?

In my department, I am known for my unbounded optimism. I tend to see beauty and opportunities. The no worries culture resonates clearly for me. Of course, there are drawbacks too. Sometimes we should worry. The downside of my optimism is that I tend to take longer to see problems and react to them. Sometimes, small problems have turned into large problems because I haven’t drilled down deep enough or soon enough in response to warning signs. These are leadership blind spots that I am trying to work on. But on balance, I feel the benefits of optimism outweigh the limitations. It is possible to look out for the stingers and still maintain an attitude of no worries. Especially here on Maggie!

 

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Stephen Gilliland
Associate Dean, Executive Education
sgill@eller.arizona.edu