Finding Xanadu
(This is the “X” installment of the series “Alphabet for Leaders.”)
X-ray, xenophobia, and Xanadu are the only X words that come to mind.
Xanadu – a beautiful ,idyllic place, grabs my attention.
It’s Xanadu when …
The most fulfilling (Xanadu) experience for leaders is seeing other leaders grow.
In addition, its leadership Xanadu when input and feedback is honest. The troubling truth is, leaders are usually told what others perceive the leader wants to hear. In other words, most middle managers have learned to say things that protect and advance their own careers. Some believe that organizations are filled with hoop-jumpers. For more on hoop-jumpers take a look at William Deresiewicz, West Point lecture, “Solitude and Leadership.”
Its leadership Xanadu when others are clearly aligned with organizational values, mission, and vision.
Its leadership Xanadu when organizational vitality sparks enthusiasm in customers, staff, management, and leadership teams.
Finding Xanadu …
First, the points above indicate Xanadu begins when leaders shift from “me to we.” The challenging thing about leadership is it’s about others.
Second, Xanadu is built upon leadership development. Ulrich and Smallwood believe developing leadership proficiency is central to personal and organizational success. In addition, leaders grow when they stretch current leadership skills by facing new challenges.
Third, Xanadu requires nurturing environments. If we believe growth is the result of being stretched then extending confidence in people themselves rather than their performance enables exceptional achievement.
Fourth, Xanadu emerges when occasional failure is embraced as a learning experience.
Fifth, Xanadu is created when channels for confidential feedback exist. Perhaps the only way this happens is bringing outsiders in to perform confidential 360 degree evaluations.
Sixth, Xanadu demands dogged determination to persistently communicate in terms of values that inform mission and vision. Few things are more invigorating than participating in a values based, vision driven organization.
*****
What’s leadership Xanadu for you?
How can organizations create leadership Xanadu?
Can you think of any other “X’s” for leaders?
Hi Dan,
Sustaining a nurturing environment is an important factor to keep in mind.
This creates a form of openness which promotes good will among your team, leading to an honest and trusting exchange of ideas.
Thanks for sharing your leadership insight.
Ryan Biddulph
Right on! Watching leaders grow is the fulfillment of my aims as a leader. I always enjoy seeing it happen.
Have you ever experienced Xanadu yourself?
Alan,
Good seeing you and thanks for the question.
I’m currently experiencing Xanadu. I’m growing as a leader, the organization I lead is growing, and most importantly, the leaders around me are growing also. We are all being stretched. We are all vision driven. We are all supportive of each other.
Is there room for improvement. Yes. However, I’m not letting that mystical thing called perfection blind me to our current level of Xanadu.
Cheers,
Dan
Well Dan, you did it! You came up with an “X” for this leadership discussion that provokes thought in many areas.
Your statement “It’s leadership Xanadu when organizational vitality sparks enthusiasm in customers, staff, management, and leadership teams” may well show the key step to great leadership.
As a consultant, I am most often tapped when things are less than desired. Thus I get to see first hand the lack of vitality and of course rally everyone to re-build it.
Positive energy, a learning environment, embracing mistakes as steps to greatness, become the medicine to recovery.
Better yet, make it the daily regimen to develop high performing teams and prevent the malaise of status quo.
Hmm… What are you planning after we finish the alphabet?
Kate
Kate,
Your comment sure makes me look good. As I read it, I wondered if I actually wrote what you said. Your way of putting things together really helps!
After the Alphabet?? Boy, I don’t plan these things ahead. I’m trying to figure out “Y.” Thats about as far as I can go. 😉
Any suggestions?
You really added value by brining your experience, perspective, and wisdom to this post.
Thank you,
Dan
While it may not be as uplifting or positive as this spin of the A-Zs of leadership, perhaps the negative A-Zs of leadership…alphabet to avoid?
interesting…I’m a dark cloud type of guy anyway. 🙂
Yes, particularly the First Xanadu the shift from “me” to “we” is the #1 objective – and the ingredients must be, as you pointed out, Dan, honesty and sincerity. Nothing in leadership is fake – or it’s not leadership.
In fact, I agree with all of your Xanadu points except for number Five. If outsiders are needed to build internal trust, then to me this is a hiding-to-nothing. Wasted effort. Much better to go through the team dynamics of: TEAM FORMS–>TEAM STORMS–>TEAM NORMS–>TEAM PERFORMS
In the STORM phase all of the trust is built through tackling each other head-on and achieving the third phase NORMalisation. Without this process, a hundred outside firms would never build the same level of trust – but that’s just my opinion.
Excellent choice of word: Xanadu (it’s a keeper, for me)
Darren,
Thank you for your perspective, affirmation, and alternate view on bringing the outside in.
I think we’ll agree to disagree on this one. Perhaps we need a mediator? 🙂
Seriously, bringing the evolution of teams to the table is a great help. It’s sheds light on the inevitability of tensions within teams and organizations. Knowing tensions happen and resolving to work through them in order to achieve a preferred future energizes and gives meaning to endurance.
All the best,
Dan
I was wondering what you were going to do for “X”. Now if you had just found a way to work in roller skating!
These are good points, Dan. I think on the flip side, we can look for leadership Xanadu, but if we have given up/fear the process of finding Xanadu, then it is inward we need to look, as opposed to solely outward to our leadership.
Hi Paula,
I serious thought about an image with one of the skating scenes on it. But it just seemed over the top… 😉
If I understand you right, you’re suggesting we look within for Xanadu. One of the things I’m learning is authentic leadership is about more than techniques. It’s about the person. Thanks for adding your perspective.
Cheers,
Dan
Holy time/space continuum, we are back in the 70s/80s…and the quantum physicists said time travel wasn’t possible!
If we only had a xenagogue!
Dan, it is great to hear that you are currently in a Xanadu state of mind and organization. Far too often, in our time and space moments, we perceive that things are more Xanadu on the other side of the fence to mix metaphors. To have the vision to see both what is and what can be is and appreciate both is a leadership gift!
And I would offer that you and Darren are both correct in time and space.
For a leadership Xanadu to evolve, there is a definite time and place for confidential feedback (especially when closer to personal behavior or habits that may need to change) AND an equally important time/space for open team feedback to endorse an evolving and positive organizational culture. One could suggest that that there really are no ‘outsiders’, that is a temporal perception. (Almost can work in xenogenous here!)
As far as what can be highly valued in a leadership Xanadu, perhaps the original author of the poem, Samuel Taylor Coleridge shines a light…
“The happiness of life is made up of minute fractions – the little, soon forgotten charities of a kiss or a smile, a kind look or heartfelt compliment.”
Doc,
Ok, my computer locked up when I went to look up xenagogue!
I gotta say you wax eloquent today. The poem at the end is a great touch.
Thanks for offering the “third” view on 360 degree feedback. Makes sense to me.
Thanks for giving back by sharing your thoughts with the LF community.
Best,
Dan
Read Doc’s bio at: http://leadershipfreak.wordpress.com/featured-contributors/
Dear Dan,
You have expressed Xanadu very well. It tenders all the leadership attributes. I often think about feedback mechanism and existing 360 degree of performance appraisal. In theory, the concept is sound and looks fair, but in practical, if often attracts controversies and lacks transparency. Its credibility is questioned. It is because human rater is prone to err. So, what is the remedy and how to make it more practicable and transparent. For example 360 degree appraisal includes customers, collegues, superiors and subordinates in the process of evaluation. But I see that customers part is almost always missing or not included properly. I think, in service industry where customers are included, their feedback should be directly linked with HR department and they should be free to rate service provider each month based on their experience and giving description. I agree that even this may not be transparent but atleast 60 to 70% feedback can be taken into account. Superiors should rate on tangible parameters and intangible parameters should be rated by committee or people who frequently interact or deal with the ratee. This is just example. Good mechanism can be devised and this will definetely restrore trust which will resurrect reputation of organisation and people.
The other X of leadership are- Xerox and X ray. I believe that these are invented by leaders. This is called legacy. Leaders create path where people walk.
Ajay,
Thank you for your thoughtful insights into 360 degree evaluations. I had thought about the weaknesses of this approach as being bias or people with an ax to grind. It certainly presents a problem
Marshall Goldsmith talks about doing 360’s within the organization. When he asks people for their evaluation he firsts asks, are you willing to help this person improve? If they aren’t willing to help them improve he continues with their input but does not allow them to take part in the final evaluation.
Seems like 360’s are an interesting, perhaps controversial topic.
Thanks for sharing your insights.
Best,
Dan
Ajay’s bio is at: http://leadershipfreak.wordpress.com/featured-contributors/
Gen “X” – a unique generation that requires unique set of skills to lead.
Jim,
I’m enjoying the often contradictory research coming out about Gen X, Gen Y etc etc. Having said that, you remind me that everyone needs a customized approach now and again.
Best,
DAn
Jim’s bio: http://leadershipfreak.wordpress.com/featured-contributors/
Good post, Dan. Your #1 – First, the points above indicate Xanadu begins when leaders shift from “me to we.” The challenging thing about leadership is it’s about others – belongs just where you placed it, in my opinion. Until we as leaders place the priority on others, we’re leading no one. That’s not to say that we don’t all need a pat on the back now & again. But as a leader, we have to be ever mindful that we don’t take what doesn’t belong to us.
As far as bringing in outsiders for confidential evaluations, I struggle with this as a means to find Xanadu. My opinion is that it just sets up an us versus them environment. As an alternative, from the get go, keep your door open for honest discussion. And don’t be afraid or too proud to enter the other person’s door. If the outsider would come in, listen, advise, and then take the issues with him when he leaves, that’s Xanadu. But I don’t think the issues are going to be in his bag when the door closes behind him.