organizational leadership – Dr. Joy Karavedas

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

The Leader’s Bookshelf

Readers are leaders and leaders are readers. We’ve heard it since elementary school. While it may seem trite, it’s true. The best leaders I know read and study leadership. They read about other leaders, they read about ideas, they read about theories…they read about everything. There is a diverse mix of books on my leadership bookshelf – some old favorites and some brand new reads. All are useful to my development as a transformational leader, Here are a few of the favorites on my shelf.

The Leadership Challenge by James M. Kouzes and Barry Z. Posner

This is the gold standard of leadership books. Kouzes and Posner combine both practical knowledge with their years of research on leadership to form their model of leadership – the Five Practices of Exemplary Leadership. The five practices are: Model the Way, Inspire a Shared Vision, Challenge the Process, Enable Others to Act, and Encourage the Heart. Developing these leadership skills develops leaders.

Dare to Lead by Brene Brown

Her 2011 Ted Talk on vulnerability was only the beginning for Brene Brown. She is one of the best known authors on vulnerability, leadership, and relationships. With many best sellers to her credit, Brown has successfully moved her career from the academy to the global market. Dare to Lead is the latest edition from Brown’s pen, and it’s as strong as the others. Providing an extra push for leaders, this book is perfect for those needing encouragement and confidence to continue along this leadership journey.

Lead From the Heart by Mark Crowley

Crowley’s book is an easy read. He shares the story of his life and how he rose from scared child to transformational leader. Crowley shares significant facts and data about employee motivation, but I found his discussion of the way the heart “thinks” to be profoundly interesting. According to Crowley, engaging the heart of employees is the key to leadership success.

Emotional Intelligence 2.0 Travis Bradberry and Jean Greaves

If the heart has a brain, Bradberry and Greaves book about emotional intelligence makes people aware of how to use it. Emotional intelligence is far more than controlling one’s emotions. It calls for an understanding of how thoughts and emotions interact and an awareness of triggers and effects of one’s own emotions.

The Politically Intelligent Leader by Patricia Clark White

Dr. Pat White was instrumental in designing the Doctorate in Organizational Leadership program from which I graduated. When a professor requires their own book for a course, I usually roll my eyes, assuming its a method for boosting book sales. Dr. White’s book is the exception. Her vast experience in leadership allows Pat White to draw upon personal examples to illustrate the struggle between competing priorities and personalities within organizations to guide leaders in understanding how to develop and utilize their political capital.

The next books on my shelf will be Tribes by Seth Godin and Act Like a Leader, Think Like a Leader by Herminia Ibarra. Neither book is new, but both offer continued opportunity for development along my leadership journey.

So, what are you reading?

Reflections on Becoming Dr. Karavedas – No. 12

I was in line with the colleagues and friends I had made through the program. Someone somewhere told us to begin walking. In the distance, I could just make out Pomp and Circumstance. The moment I walked through the door, it became real. Suddenly, I became emotional. This was the end of the journey, the moment I had dreamed about and worked tremendously hard to realize. Or, perhaps, it’s just the beginning – the beginning of a new journey…a journey that will lead to new dreams and new places.

As the Dean placed the doctoral hood over my head to welcome me into the academy, I realized I was part of the next generation of doctors eager to take on the world.

Only 1% of the people in the United States can call themselves doctors.

Academics, researchers, experts, and scientists – we come from many different places and are headed out to even more. The one thing we have in common is that none of us reached this destination alone. My doctorate is a significant accomplishment, but it is not mine alone. It would not have been realized without those who have gone before me, walked alongside me, and will follow after me on this journey.

I dedicate my work to …

My Dissertation Chair, Dr. Jeffrey Lee – the scholarly expert whose advice, support and expertise consistently challenged me and made me better; beyond that, he provided vision for the future I couldn’t always see.

My Dissertation Committee, Dr. Andrew Barton and Dr. Cheryl Marie Osborne Hansberger – the support team whose gentle guidance was consistent and always available.

My Cohort Sisters, Dr. Tess Breen and Sister Dr. Mary Amanda Nwagbo – the women who traveled alongside me during this journey and provided strength, drive, fun, and maybe a glass of wine or two, along the way. You truly are my sisters.

My Grammy, Esther Tune – a woman so far ahead of her time she couldn’t see the impact she would have on those who followed after her. I will always be indebted to her for my strength, my resolve, and my endless quest to know more.

My Mom, Jean Davidson – the woman who taught me I could do whatever I set my heart to and the future was a wide-open door.

My Grandchildren, Allison, Kara, Nicholas, Kyle, and Joseph – the joy of my life and the future that drives my legacy. Each of you is strong, brave, and full of potential to impact the world. Nana loves you all.

My Family, Peter, Ashley, Erin, LJ, and Joseph – the ones who keep me grounded and help me remember who I am is just as important as who I want to be. It is my joy and pleasure to watch you journey through life. I am so very proud of each of you.

And, finally, my Husband, Nick Karavedas – the man who has loved and supported me unconditionally for over 37 years. Without your willingness to sacrifice your own needs and desires for mine, I would not be Dr. Karavedas. I love you more than you know.

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…

Everyday Leaders

It’s been a little while since I’ve posted. Honestly, I’ve been having a small crisis of confidence. Even now as I write down these thoughts, I am thinking “why me?” What do I know about leadership? Yes, I have over 25 years of leadership experience, but so do quite a few other people. Longevity alone does not make me an expert on leadership. I know I have strong opinions about leadership. Again, others have strong opinions too. Are my opinions better – more worthy? Strong opinions and a platform for expressing them certainly do not make me an expert on leadership. They just make me another shouting voice in the wilderness. Why me? Why should anyone listen to what I have to say?

Maybe I’m asking the wrong question. Perhaps, I should be asking…Why not me?

I know theory. I know the research. Even more important, I care, and not just about theory and research. I care about people. It’s true. I may not have the platform of Oprah or be able to motivate like Michael Hyatt, but I do have influence. I interact with people every day who expect me to lead. They need vision, decisions and confidence. My team is together everyday, waiting for someone to lead them. The wonderful people under my leadership need to know someone cares about them as people, not just as a position within the organization. They need to be assured that they are truly seen and not just observed. These great people want to know where we are going, how we are going to get there, and who is going to show them the way. They look to me to answer these questions.

I am an everyday leader who leads everyday.

I’m not the only one. There are many of us out there. Businesses and organizations are full of leaders who make a difference in the lives of the people they lead. Be confident my friends! Lead from your heart and the depths of your souls. Care about others and let them know you care. Guide them gently to places they didn’t know they could go. Your leadership matters.

Tag: organizational leadership