Team Building – Dr. Joy Karavedas

A View from My Window

There’s a world out there. Open a window, and it’s there.
Robin Williams

It’s May 2020 and unless you have been sleeping under a rock, you know that the world is in the midst of a pandemic that has people both fearful and excited, working from home and working harder than ever, confused. I told myself I wasn’t going to write about this situation. There are literally hundreds of articles about crisis management, leading during change, and working with new technologies. But, I can write about what I know…. I know people and I know leadership.

A few weeks into the stay at home measures, a friend of mine suggested I take a look at a Facebook group called A View from My Window. The entire social media content consists of pictures taken by people of their current views. I’ve seen photos of Greek islands, Italian villas, and seaports in Croatia. My scrolling has given me a view of Texas thunderstorms, tornadoes over the Great Plains, and even hospital rooms from the office of essential medical personnel It’s been pure enjoyment and respite from the conflicting news reports and confusing data otherwise streaming in the media.

Some of the most interesting pictures are those that focus on a single subject – a beautiful red flower or a solitary tree in a field. I’ve been thinking about the view from my leadership window. Do I see the beauty in the individual or am I only looking at the wider angle? We are called upon to be visionary leaders; however, sometimes the vision can block our view. Vision is important to leadership, but a focus on the individual is critical to leading.

Do you see the team member whose home feels more like a prison than a workplace? How about the office clown who is missing his audience? A team is only as good as its players and players need a coach, especially when our plans have been altered and purpose obstructed. There are a few things you can do to make sure your view is as clear as your vision.

Look Up – Look up from the reports, budgets and market analysis necessary to organizational success to invest in success of the human capital in front of you.

Look Deep – Look close at the players on your team and see them as individuals not only participants in a greater game.

Look Inside – Look inside and be clear about what you see. Both vision and view must begin within the leader.

Take a look … what’s the view outside your window?

Manager – Leader – Coach: Who Are You?

The answer is all of the above. Different situations call for different roles. Leaders wear many hats and it is your responsibility to determine which hat to wear in each situation. Let’s take a look at a few things that might help you understand the differences between leadership roles and help you choose your hats.

Manager – the Decision Maker

We’ve all seen the quotes “managers do things right and leaders do the right things” or “managers focus on things and leaders focus on people,” and there are many more just like those. In fact, I have my own take on this idea in my LinkedIn profile (feel free to check it out). The truth is leaders sometimes manage and managers often lead. When your team has a problem and needs a quick decision, they need someone who understands the system, has knowledge of the process, and can direct action quickly – a Manager.

Leader – the Visionary

Leaders are able to see the future and take their teams into that future. This doesn’t mean leaders must be the most creative or innovative members of their teams. While creativity and innovation are valuable, the greatest visionary element is curiosity. Visionary leaders ask questions like what is next? What could we do better? They also have the innate ability to lead their teams in finding answers to those questions.

Coach – the Mentor

As the wife of a football coach, I know how much coaches pour into their players. In an organizational setting, leaders serve as coaches to individual members of their teams, encouraging them to grow personally and professionally. The coaching process leads individual team members into the discovery of their own strengths and guides them toward victory – achievement of their goals.

Leading people requires a variety of leadership skills with the ability to discern which skills are needed in different situations. Be bold, be brave, and step into those situations with skill and passion. Remember, your people are counting on you.

“Leadership is not a position or title, it is an action and example.” Donald McGannon

Personal Reflections on Lessons Learned from Leadership Fails

My best successes came on the heels of failures – Barbara Corcoran

It’s often said that we learn best from our mistakes. This is particularly true in leadership. Leadership situations are unpredictable and often call for spontaneous decision-making. While each of us can draw upon wisdom gained from past experiences and emotional intelligence gained from personal growth, we may still miss the target on occasion. Reflecting on the lessons learned from these leadership fails is the best way to make sure to get it right the next time.

Most leaders understand the organizational impact gained from empowering team members to pick up a project and run with it. However, knowing when to let someone run with the ball and how far to let them go can be tricky to navigate. I remember a situation in which a team member had some pretty good ideas but they appeared too far out of the comfort zone for our organization. In fact, I remember one 20-minute conversation based on “thinking outside the box while remaining in the box.” What does that mean anyway? It turns out, he was right. It was time to push our organization a little further than it was comfortable. Rather than stifling this team member’s creativity, my role should have been to help organizational leaders understand the need to take risk and see the possibilities. I am happy to say that team member is still with the organization and has been doing great things to move it forward.

Another complicated situation is conflict between a team member and a customer. Team members want your support and customers firmly believe they are always right. Usually, neither party is all right or all wrong. In one instance, I had a team leader who had been given authority over a particular project. Exercising that authority, the team leader assigned a large penalty due to the customer’s mistake. Both parties brought the matter to me to mediate; neither felt they were out of line. After thorough review, I agreed with the customer believing the infraction did not warrant the penalty assessed. This caused significant animosity between the team leader and me, which was never fully repaired. I believe my decision was the right decision, but I could have handled the situation better. First, if there were restrictions on the team leader’s authority, I should have made that clear from the beginning of the project. Also, once conflict began, it would have been beneficial to step in earlier before the situation progressed too far (although there were some challenges in this case that made that impossible). As such, I was brought in to “clean things up” and had little opportunity to work out a better solution.

The most difficult leadership situations can involve those who lead you. My largest leadership fail falls under this description. Understanding how to address a conflict in leadership is of utmost important to leaders at all levels. In my specific situation, a project had been removed from my oversight without explanation. I had received superior reviews up to that point from within and outside the organization. I had even been promised additional projects based on my handling of the specific project. My direct supervisor could not provide explanation as to why the project was being taken from me and only offered promises of opportunities in other areas. Her responses made it clear she was being directed from someone above her, and I chose to confront that person. I made several mistakes during this confrontation – 1) I allowed my emotions to lead the confrontation; 2) I put my thoughts in writing (email) rather than meeting personally; and 3) I made insinuations that the situation was politically motivated. Each of these was a mistake, but together, they could have spelled disaster. Fortunately, this person is an amazing leader. She was able to model true leadership through a discussion that followed my poor confrontation choice. While I never received a solid explanation for the decision, I gained a significant lesson in managing people in distress and handling leadership conflict.

Zig Ziglar said, “If you learn from defeat, you haven’t really lost.” I would add that if you haven’t failed in leadership, you may not be leading. None of us is perfect, and fortunately, perfection is not required of leadership. Leaders who are vulnerable enough to admit their mistakes and learn from them are successful leaders.

Leading from the Middle: Using Your Influence to Lead Others and Improve Your Own Position

“Leadership is a choice, not a position.” Stephen Covey

I once spent two months discussing, negotiating, talking about – ok arguing about – a title for my position. I lost that argument. For the next two years I learned to live with a title I didn’t like, and then I was promoted. Until I truly understood that leadership did not depend upon a title or position, it was difficult for me to feel successful in leadership. For many years, I tied my leadership value to my perceived achievement and the recognition of others.

I know differently now.

A title or position has nothing to do with leadership. Leadership begins within and is demonstrated through actions. Each of us has influence in whatever position we find ourselves, and the manner in which you use that influence impacts the lives of those around you and the life of your organization. The truth is we all lead every day. The problem is with our own view of leadership. Who chooses the restaurant for dinner? Who makes the phone call to a sad friend? Who is given the extra project at work because the boss knows it will be done? Who follows up to make sure the client is satisfied? All these are the actions of a leader. The leader understands what is needed and makes it happen.

Position isn’t everything but position can still be important. How do you move yourself out of your current position and into a more senior leadership position? There are a few things you can do to demonstrate leadership within your current role that might help you move into a new leadership role – one with a title you like.

Act with Integrity – Your character and integrity should be the place where your leadership begins. Plus, even a person with no integrity respects a person who has it.

Lead Well in All Places – Never look at a job or position as small or beneath you. Embrace the position and give it all you have. You will be rewarded.

Go the Extra Mile – In a recent article, Suzy Welch said if you want to get promoted, “you need to over-deliver.” She’s right. It’s also important that you give credit where credit is due – your team. Over-delivering results is beneficial to your organization and crediting your team demonstrates your ability to lead.

Network Continuously – Leadership is about influence and networking allows you to build influence. Building strategic relationships is beneficial to you, your team, and your organization.

Stay Away from the Drama – Most senior leaders don’t have the time or desire to participate in the office drama. You shouldn’t either.

A title doesn’t make you a leader. But, if you lead well in the smaller positions, you just might find yourself wearing a new title – the one you really want.

Gold Star for You

The quality of a leader is reflected in the standards
they set for themselves.
Ray Kroc

My recent research revealed that affirmation plays a critical role in building leadership confidence, and confidence gives leaders the boost they need to lean into their potential. As we set standards and develop characteristics to guide our leadership, it feels good to have others recognize these qualities. Affirmation acknowledges the diversity of leadership skills and experiences we have developed, validates their value, and provides impetus for continued growth. High standards yield extraordinary results in us and in others.

It is important to recognize the value of affirmation and build it into our leadership practices. However, some environments make it difficult to find someone willing to tell us how wonderful we are at leadership or anything else. Sometimes affirmation must come from within. Bradley Cooper was asked in a recent interview whether he was angry because he did not receive an Oscar nomination for directing A Star is Born. His answer was no, because he knew “he had done good work.” Bradley Cooper did not need affirmation from others to value the work he had done. He knew it was good and he was proud of it.

Although I’m not an Oscar nominated actor, I had a similar experience when I recently defended my dissertation. Rather than deflect and play down the congratulations I received from others, I found it easy to simply say thank you. I worked hard for this, and I believe in it.

Setting high standards for your work and leadership sets an example for others to follow. It feels good to have others affirm these standards, but doing high quality, good work feels great too. Remember, recognize and affirm potential in others, but appreciate your own good work as well. And when necessary …

Give Yourself Your Own Gold Star!

Super Bowl LIII

“Be the Leader You Want to Follow”

Tomorrow is the Super Bowl! Millions of people will be hanging out, munching on snacks, sharing drinks and watching the event. And it is an event. It is much more than a football game – even a championship football game. The Super Bowl is a phenomenon.

I was trying to explain this idea to a colleague from Korea. I related how this year’s match up is a story of east meets west, old vs. new, tradition vs. innovation. I told her about Tom Brady – the GOAT, the Greatest of All Time. Brady’s record of 5 Super Bowl wins makes it hard to argue against this title. With an arsenal of tools and a incomparable knack for last minute miracles, people either love or hate #12.

Patriot’s coach Bill Belichick seems to know exactly how to get the best from his quarterback. Belichick has coached Tom Brady for 19 years and leads him masterfully, knowing when to challenge and when to just let Brady loose to do what he does best – command the field and win football games. Their work together like a well-oil machine and their success makes it difficult to root against them.

On the other side of the field are the up and comers. Although the Rams have been a team for over 80 years, they recently returned to their hometown of Los Angeles, California. The Rams brought with them a host of young talent including Sean McVay, the youngest coach in NFL history. McVay coaches with the enthusiasm of a 16-year old and with the skill of a veteran. His passion for the game is visible.

McVay – the quarterback whisperer – seems to have a special ability to coach quarterbacks, especially young Jared Goff who leads the Rams on the field. McVay has led this young QB to levels many doubted he had within him. Together, the L.A. Rams have created a renewed energy in a city that was ready to love football again.

As I related these stories to my colleague, I realized that most of my comments had little to do with football and much to do with people and leadership. As the wife of one football coach and the mother of another, I’ve watched my share of games over the years. I have a decent understanding of the game, but I also know enough about leadership to understand it takes much more than Xs and Os for success.

Sunday’s Super Bowl game reflects leadership success at several levels. The event illustrates how different leaders and differing leadership styles can both be effective. It’s been said that “you should be the leader you want to follow.” That may be true, but it may be more important to be the kind of leader our team needs.

We don’t know if McVay’s style would work well with the seasoned veterans of New England. We don’t know if Tom Brady could have the same synchronicity with Cooper Kupp as he does with the Ron Gronkowski. However, we do know that when leaders meld their authentic leadership style with the needs of their team, success follows. When leaders and teams have the same goals, they develop confidence and understanding that each is doing their best to achieve that goal. The results are obvious.

Here are a few ideas for blending your authentic leadership style with the leadership style your team needs.

Watch and Listen to Your Team
Reflect on Past Success
Explore your Own Leadership Style
Find the Intersection of Your Leadership and Their Needs
Lead from This Place

Dr. K is Going Away … But Just for a Little While

Dr. K is going away …. but just for a short time.

I’ve been away for quite a little while already. The holidays came upon us and were quickly followed by the next stage of my journey toward becoming Dr. K. I’ve entered the world of “Prospectus.” It’s a strange and wonderful place that offers an enormous amount of reading, a fair amount of writing, and very little sleep. It’s part of the journey, and I have embraced it wholeheartedly.

I’m excited to announce that I’ve decided to revamp the content this blog just a bit. I will still post occasional Reflections through my dissertation defense. However, I have a new idea that I will share with you as soon as it’s fully developed. In the meantime, Dr. K is taking a little hiatus. I may post the occasional Reflection as seems appropriate, but look for a full return somewhere around late March or early April.

Until then…

Reflections on Becoming Dr. Karavedas – No. 7

The doctoral program through the School of Education at Brandman University provides a great combination of convenient online class access plus the support of a cohort group to travel this journey with you. My cohort is made up of six women –

yes, by some crazy coincidence, we’re all women on the road to becoming doctors.

This diverse mix of women of various ages and stages has come together to learn, grow, and support one another. For the most part, this cohort has been a positive experience. We have our own personalities, but we’ve handled these differences and made it work. A recent team project, however, exposed a struggle within the group that may never be resolved.

Patrick Lencioni wrote a book called The Five Dysfunctions of a Team. If you work with or lead others, this book is indispensible. Lencioni describes five areas that prevent teams from being successful –

Absence of Trust
Fear of Conflict
Lack of Commitment
Avoidance of Accountability
Inattention to Results

Our team project revealed that after more than a year in this doctoral program together, our cohort is still dysfunctional. A result was achieved, be we struggled hard to get there. I could clearly identify four out of the five of Lencioni’s team dysfunctions within our cohort. We lack trust, we avoid accountability, we fear conflict, and we did not provide enough attention to the results.

It is evident that this previously high functioning team still has plenty of work to do. It is also clear that without attention, things can fall apart quickly.

Competition reveals the true characteristics of a team.

The truth is, we are six leaders thrown together and told to excel. We choose how excellence will look. There must be agreement on this vision of excellence, as well as the necessary steps to achieve it. Different standards are revealed when the stakes are higher.

How do we change? After all, this is a transformational leadership program. We should be a team of leaders that excel at leading. Transformation begins within – with the leader. Each of us can be transformed through this program, but we must be open to this transformation. It will be interesting to see the direction of the cohort from this point forward. How will we address trust and conflict? What about accountability and results? Time will tell. I only know that if I am to become a transformational leader, I must transform myself.