Jan Byars is the founder and president of LeadSync, LLC. After years of study and research, she believes an organization leader’s internal state is critical to leadership ability and ultimately affects the organization’s success. The philosophy that Leadership is Being and then Doing drives LeadSync’s unique approach to leadership development which can be applied across all levels, organizations and industries.
Learn more here.
I can see the crazy. . . . .
I just realized this is a gift of mine. It has often felt like a curse. Seeing the dynamics of a group and then asking why they are doing things this way. It usually ends with them thinking I am the crazy one. Somehow, I managed to not drink the Cool-Aid. We live in a soup of chaos and overwhelm. This creates the crazy. But we are so deep in it that we think it is the truth.
There is a way out . . . . . but then others will think you are the crazy one. There is always a consequence to our choices.
Do you have an idea of something you would like to change? It can be a small something, a ‘practice’ change. Give that some thought and then we can begin to play together. Follow me on LeadSync's Facebook page and join the discussion.
I set New Year’s resolutions AND keep them. I’ve figured out how to maintain my weight, so I no longer have to diet. I’ve stuck with my exercise plan.
So YES… all these things CAN be done with small, internal changes, over time.
Organizational change is no different than individual change. (I know that this is not the accepted view. But it is true.) In fact the reason organizational change usually fails is because:
1. The leaders are too steeped deep in the crazy to actually SEE what is needed, and
2. The leadership is looking ‘out there’ for the solution.
The solution is never ‘out there.’ The solution is IN here. This is common sense. Consider these accepted truisms:
- “Be the change you wish to see in the world. ” - Ghandi
- Michael Jackson’s Change in the Mirror
- An addict of any kind has to WANT to change for healing to occur.
The reason change initiatives fail:
- We don’t know how to start.
- We don’t know what to do on a daily basis.
- We don’t know where to direct attention.
- We don’t pace ourselves – taking on a huge chunk and then failing to manage the change.
Mostly, we seem to be too busy creating a sense of urgency. (Isn’t everything urgent now?)
So, how do we initiate and sustain change? The process is simple, but maybe not easy.
Begin where you are -- where you REALLY are, not where you are ‘supposed to be’ or where you want to be. Then integrate small, simple, daily changes. This is a powerful change process when done as a group. And the micro-changes make it sustainable.
I hope you continue to read my blog this year and see how it is done.
I am re-certifying and updating my HeartMath skills after 10 years of practice. It’s always interesting to relearn something. I tend to think I know everything after 10 years. Going through the training again has opened my eyes to new ideas and new ways of looking at things. This is a common barrier with established leaders. They tend to think they know it all. How many times have I heard . . . “I already know how to lead.”
Given the rate in which information is increasing, and change is happening, how is this possible?
The speed of change has affected our resilience, our capacity to adapt to and recover from stress. Here is simple, beginning exercise to increase our resilience and loosen old locked down habits:
When you walk down the hall breathe differently. (You have to breathe anyway.) Focus on the area of your heart and breathing deeply (not crazy deep). Do this 5 or 10 times, EVERY time you walk down the hall.
It will begin to reset your physiology and help you be more resilient. It will open up your neocortex in a different way. You can also use this breathing technique when you need to solve a problem. Suspend all that you think you know and just breathe. Let a new answer come, let a new association form within your brain.
This simple exercise begins to hold the space for a deep, transformational change to occur.
Don’t for get to follow me on FaceBook, Twitter and Instagram (drjanbyars).
Transformational change is a process of micro-changes. They begin with the individual. Are you ready? Walk with me on a journey this year through simple exercises and stories about transformational change. Already plenty to see on my facebook page.
Follow me on Facebook: https://www.facebook.com/pages/LeadSync/129446573800342
Instragram @drjanbyarsLooking forward to walking this journey with you!
DO THIS: For the next month, remind yourself clearly of your intention (or goal) every morning. Then hold this thought lightly all day. Your brain, using its intrinsic "pattern matching system" will recognize and help you see the opportunities that present themselves. Grab them!
Yes, and is the acceptance of reality and then moving forward, shaping with your own view. I so often see the more common, No, but. This perspective is an attempt to control and negates the reality of the person to whom you are speaking. This is the trademark of a “level 3” leader. (yes, there are 5 levels, as you
remember from many leadership books.) The level 3 leader keeps the wisdom of the group, at bay, always working to prove his/her own capacity as a leader.
How do you move out of level 3?
First, know who you are, your strengths and weaknesses, accept them, and work from within them and then surround yourself with the people who possess the trengths you do not – This is Level 4 leadership. For level 5, you surrender and see from the wholeness of the group. Leadership at this level is containing and channeling the power from the whole. The leaders’ role is to maximize the power of the group. It is the ability to see and lead from wholeness. It is the embodiment of Yes, and . . . .
Play with this concept. What if you say Yes, and to your people? Accepting their reality empowers, builds momentum and alignment.
To hold an ethical environment is a critical need for a Values Based Leader. The culture creates the conditions from which you will work and prosper. It is the standard of behavior and practices of the organization. Moving your values into everyday ethics can seem like a complicated process. There are tools that help to streamline and make visible the shared behaviors that will align your group and offer clear direction moving forward.
Stepping forward toward clear ethical practices and shared behavior can maximize the strengths within your organization.
Are you ready to clarify and empower? Are you ready to look at your own ethical viewpoints and find common ground? LeadSync offers simple concrete tools and activities that bring to light individual strengths and a strong unified direction for the future.
I have recently begun a Comedy Improv class at Comedy Sportz. Last night, as I was playing and laughing with the class, I realized how the principles behind improv are very similar to Values Based Leadership. The first principle is ‘pay attention.’
How many times have we been aught unaware? In improv, if you are caught unaware you missed the moment to help your team of players, you missed the opportunity to entertain and flow with the group. Watching this is not fun, and that is the goal of improv. What happens if you missed the moment in leadership? If we are honest with ourselves we have all been there. What was the impact on your business?
Imagine if you could become a better leader AND enjoy your work. I look forward to keeping you all up to date on my adventures in Leadership Improv.
Can it be that simple?
I spent the day yesterday, learning how to use a new game which helps people expand their understanding of ethics, and gives insight into each person’s perspective, then shows how they all fit within an organization.
The idea that my ethics are right and anyone different is wrong is often the basis of most ethical conflicts. Having the understanding of all the perspective and the strength of each one really changes our ability to look at ethical issues in a practical way. It allows us to understand and see the other perspectives and see why they too are important to an organization.
It takes away all the endless loop discussions about which philosophy of ethics is correct and instead looks at how each represent an important aspect of ommunity ethics. So no one has to be wrong . . . . and then it gives us the tools to see where we can each slide into unethical behavior;
Oh the responsibility of clear ethical thinking.
When an organization has a clear values statement, and then lines up behavior to these, the power of the group is so much greater.
Acknowledging all the different viewpoints allows for ethical diversity in a respectful way.
It seems to me, in business and even non-profits it is the alignment and the momentum that can be so hard to generate. To be able to do this, in line with the values is a great opportunity.
We launch this new opportunity on May 10th in Indianapolis, IN. I will let you know how it goes.
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