Organizational Effectiveness

Delivering Results

Leadership is about doing your best and bringing out the best in others. This is my favorite definition of leadership, because you don’t have to be the leader in order to be a leader. As leaders, we have the obligation to ensure that our decisions, actions, and resources effectively support the organization’s mission, vision, and values.

Organizational effectiveness is the efficiency in which an organization delivers results. People often ask me about specific ways in which they can contribute to their organization’s effectiveness. Below are two helpful frameworks for exploring this topic. 

Cybernetic Leadership 

In the book How Colleges Work, Robert Birnbaum describes characteristics of cybernetic leaders: 

 

The Valley of Fire 2016

Know their staff well. They achieve status by being able to sincerely articulate the unspoken concerns of others.

Recognize that listening and influencing are reciprocal in nature. The more we listen to others, the more others listen to us. We influence others by allowing ourselves to be influenced.

 

Seek out diversity of thought. They find ways to support norms that encourage diversity of thought in discussion and analysis.

 

Pay substantial attention to the processes through which information is disseminated. To the extent possible, communications should be timely, open, and transparent. Good leaders consistently provide forums for interaction, feedback, and questions.

 

Demonstrate humility. When facing undesirable behavior, ask “what am I doing that may be influencing what is happening?” (Birnbaum, 1988, p. 210). Upon encountering a problem ask “what is within my power to do to solve this problem that will not create more serious problems in the future?” (p. 211).

 

Birnbaum also highlights the importance for leaders to recognize and understand culture. Culture determines “what is done, how it is done, and who is involved in doing it” (Tierney, 2008, p. 24). It influences what individuals believe and how they behave. Understanding and honoring culture: 

• reinforces belief in supporting the mission;
• helps with understanding and managing an organization;
• leads to a shared understanding of what constitutes excellence;
• reduces the negative effects of adversarial relationships; and
• helps with understanding how to best communicate to various groups. 

 

Translating Leadership into Strong Management 

Daniel Stid and Kirk Kramer, partners at the Bridgespan Group, authored a white paper on organizational effectiveness and found that effective organizations demonstrated strength in five areas: 

1. Leadership. Leaders must be able to translate their strategic vision into specific goals and action items. They must be highly effective at communicating their vision, strategy, and priorities throughout the organization. 

2. Decision making and structure. Pay close attention to decision-making roles and processes in order to make efficient, responsive, and transparent decisions. Doing so will also create a pathway for people to effectively coordinate their work across organizational boundaries.  

3. People. It’s paramount for employees to feel that their work aligns with and supports the priorities of the organization. Performance evaluations should be leveraged to ensure employees are evaluated, developed, and rewarded in alignment with the organization’s priorities. In addition, leaders should place an emphasis upon building leadership capacity throughout the organization to assist with leadership transitions and succession. 

4. Work processes and systems. Increase employees’ productivity and quality of work by spending time clarifying and refining work processes, and making them explicit and accessible to employees. 

5. Culture. Culture is ever-changing and dynamic. Effective leaders find ways to build upon the strengths of an organization’s culture.

 

 

Reflections 

Being a good leader and manager is the key to organizational effectiveness. Improving and refining your leadership and management skills requires constant inquiry, learning, and practice. It’s all about the journey, not the destination. Each day is a new opportunity to do our best and bring out the best in others.  

 

 

 

 

 

 

 

References

 

Birnbaum, R. (1988). How colleges work. San Francisco: Jossey Bass. 

Tierney, W. G. (2008). The impact of culture on organizational decision making (pp. 3-27). Sterling, VA: Stylus Publishing, LLC.


Nicole Schultheis is an innovative executive in higher education hailed by institutions as “Collaborative…Forward Thinking…a Thought Leader.” With more than 20 years of leadership experience at large research universities and the U.S. Army, and a Ph.D. from Saint Louis University, Schultheis is known for her leadership in student success, organizational effectiveness, information technology, and enrollment services. When Schultheis is not being a very busy and sought after administrator, she enjoys traveling, exercising, and experiencing nature.

Stop Talking

Looking through a New Lens

In today’s fast-paced, ever-changing environment leaders are expected to move with speed and agility, and to drive results. Individual talent, skill, and effort are highly valued and rewarded. At times, I feel myself getting caught up in this mantra, watching life fly by. Yet, I know I feel and do my best when I find ways to slow down and reconnect with nature. Thinking about this inspired me to examine the intersections of my leadership style and personal identity, as a Chippewa with a tribal affiliation of the Turtle Mountain tribe in North Dakota.

 

The book Stop Talking: Indigenous Ways of Teaching and Learning and Difficult Dialogs in Higher Education provided me with a starting point to reflect upon leadership lessons. Even though higher education is the contextual backdrop, the lessons are relevant to any profession, and to new as well as experienced professionals. 

Interconnectivity 

Experiencing Nature in Michigan

Native American culture emphasizes the principle of the interconnectedness amongst all things. All things are related and deepen our sense of connection to the world – which is at the heart of living and learning.

 

Our mental constructs are one with our bodies, spirits and hearts. Land, ancestors, elders, language, culture, arts, and storytelling are intertwined. Parts of our being cannot be separated. Some of the most important human characteristics are to listen; revere all of life; experience the world without words; respect others; affirm others, and feel the connection to all that is.

 

Discourse

We can foster an environment in which individuals feel free to speak with confidence by honoring these Native American discourse values: 

• Treat each other with respect;
• Keep in mind that everyone has their own truth, and their own starting point;
• Listen without agenda; refrain from thinking about your own response while the person is talking;
• Never talk over someone else;
• Affirm other speakers;
• Instead of disagreeing, say something positive about the previous speaker and then simply add your own thoughts;
• Be polite, courteous, and thoughtful; and
• Be supportive of each other.

The rhythm to indigenous discourse is purposefully slow. There is a pause after each person speaks, allowing time for reflection and observations. Silence is valued. Too much talking interferes with observing, listening, and experiencing the world and others around us. 

Relationships

Non-hierarchical leadership is important. When gathered, no one is more or less important than any other person. Indigenous leadership is not limited to individual actions or characteristics. There is a greater emphasis placed upon having respectful and meaningful relationships with others, and a sense of community before self.
Relationships go beyond who we know or how many followers we have on social media – they serve as reminders of the responsibilities we have to the collective.
 

Being in the Moment

Let go of your electronic devices, go outside, and take time to stop thinking. Focus your energy upon the sights and sounds around you. Listen to the birds, the sound of traffic, and the wind. Notice the air. Observe the dewdrops and bees on flowers. What do you notice and how do you feel?  
 
Merculieff and Roderick summarize this concept very well: 

“Modern Western society centers intelligence in one place only: in the brain. But our Elders tell us that the brain is all about the past or the future, never the now. We need to slip out of our thoughts in order to be present in the now. This is one reason we learn from the animals, because the animals are profoundly present. We watch them closely and see how they use their innate intelligence to live and survive and thrive. This is how we begin to feel spirit in all things. But as soon as I slip into my brain, I disconnect from everything else: my body, my being, my relationship to animals and other people and the earth. The Elders say that when we separate from our bodies, we separate from All That Is” (Merculieff and Roderick, 2013, p. 89). 
 

Reflections

Leadership lessons from Native American culture include characteristics of interconnectivity, having meaningful relationships with others, putting others first, engaging in respectful discourse, and being in the moment. How do you experience interconnectedness of the world? How will you leverage these leadership lessons in the everyday business world?

 

Word cloud of this blog post

 

 

Reference

 

Merculieff, L., & Roderick, L. (2013). Stop talking: indigenous ways of teaching and learning and difficult dialogues in higher education. Retrieved October 9, 2017, from www.difficultdialoguesuaa.org/images/uploads/Stop_talking_final.pdf

Nicole Schultheis is an innovative executive in higher education hailed by institutions as “Collaborative…Forward Thinking…a Thought Leader.” With more than 20 years of leadership experience at large research universities, and the U.S. Army, and a Ph.D. from Saint Louis University, Schultheis is known for her leadership in student success, organizational effectiveness, information technology, and enrollment services. When Schultheis is not being a very busy and sought after administrator, she enjoys traveling, exercising, and experiencing nature.

Take Charge of Your Day

Be Intentional

When speaking with audiences on the topics of leadership and management, the feedback I often receive is along the following lines: “This is really helpful information! 
It makes sense. I can see I should be doing these things, but I just don’t have the time. I’m overwhelmed with my day-to-day work. My days are filled with meetings and countless interruptions. My office is substantially understaffed. I’m already so far behind in my work. What you’re challenging me to do takes time and energy – that I don’t have.”

Creating and sustaining a forward-thinking, high-performing culture requires a heightened sense of focus upon leadership. As leaders we establish, communicate, and foster the strategic direction, vision, and truth. We must be relentless in finding ways to be able to see what’s around the corner when it comes to internal and external forces.

We need to find ways to create time and space for carrying out this important body of work. We must be intentional with our time. Being busy and being productive can be two very different things. If you find yourself focusing too much on doing the work or managing activities, and would like to have more time for leadership activities here are some tips to help give you some of that much needed time and space.

Pickle Jar

Jeremy Wright’s rendition of the Pickle Jar Theory is my personal favorite time management system. In this brief article, Wright provides particularly helpful examples of his pre- and post-pickle day schedules: https://alistapart.com/article/pickle. 
What would your pre- and post-pickle schedule look like?

The overarching guidepost of the theory is to focus upon what matters most. Here is the abbreviated version…imagine an empty extra-large pickle jar (think gallon size!). The jar represents our day and how we choose to spend our time. Place large rocks into the jar until it is full. Now, take handfuls of pebbles and fill the jar. It’s surely full now, right? Pour sand into the jar until it reaches the top. The jar is full. Lastly, pour water into the jar all the way up to the rim.

The rocks represent the most important things upon which we should be focused – not necessarily the most urgent items. The pebbles represent what we enjoy doing – which may or may not be the most important. Sand represents things we are obligated to do, and the water represents all of the distractions that clutter up our lives and seep everywhere.

Imagine if you reversed the order of placing the items into the jar. Then there would be no room for the most important things. 
The same is true for life. Begin your day with one simple question: what is my rock for today? If I could only accomplish one thing, what would it be? Do that first. Effective leaders focus upon what is most important.

What Gets Scheduled Gets Done

It’s that simple. What percentage of important meetings or appointments do you accidentally miss? It’s a very low percentage simply because they are scheduled. We go where we are scheduled to be. Consider this same mindset for important tasks and projects. Block large chunks of time on your calendar to work on planning, writing, projects, and so forth. Perhaps it’s one or two hours each day, a half-day once a week, or some other variation. The key is to be intentional with your time.

Next, consider your physical work environment. How many interruptions do you get? Are you distracted by phone calls, email, sounds, and images? Imagine how productive you could be if you had 1-2 hours of quiet, peaceful work time with no interruptions! Potential approaches include:

• closing your door;
• turning off email and forwarding the phone to voicemail;
• leaving the cell phone out of sight; and
• working in an alternative location – a different room, building, in a public space, or at home.

There is no reason to feel guilty about creating time and space for you to do and be your best. Remember to communicate your new approach to your staff, colleagues, and boss. Let them know you are choosing to manage your time in a more deliberate way so that you can become a better leader and to ultimately improve your service to them.  

Delegate

Most leaders and managers recognize they need to delegate more. When asked what holds them back from doing so, the two most common responses provided to me over the years have been (1) they feel guilty about asking a person who is already busy to do more and (2) it would take more time to explain to someone else how to do the task than it would if they just did the task themselves.

Here’s a guiding principle that overrides both of those perceived barriers: as leaders we have the obligation to focus upon the tasks that only we can do. If someone else can do the work – let them! Invest your time doing the work which you were hired to do based upon your unique strengths, abilities, and skills. If someone else can do our work and we withhold the opportunity from them, we have become a barrier to their growth and development.

For more information about why you may not be delegating as much as yous should, visit https://hbr.org/2012/07/why-arent-you-delegating.

Stop Multi-Tasking

Trying to do more than one thing at a time causes us to slow down, as well as be less efficient, accurate, and productive. Complete Dave Crenshaw’s myth of multi-tasking exercise. You’ll quickly become a believer!

DUN DUN DUUUUNNN…Meetings

Much of our valuable time is consumed by meetings, and the meeting before the meeting, the after-the-meeting meeting, and the hallway meetings. Check out these 10 Productivity Hacks provided by SilverDoor.co.uk:

Reflections

Engage your personal leadership to create time and space for doing the most important things. Practice the discipline of identifying your rock each day, scheduling blocks of time to do your work, delegating more, and focusing upon one task at a time. Remember to be intentional with your time, and focus upon what matters most. Please feel free to share your feedback and ideas on ways to take charge of your day!

Nicole Schultheis is an innovative executive in higher education hailed by institutions as “Collaborative…Forward Thinking…a Thought Leader.” With more than 20 years of leadership experience at large research universities, and the U.S. Army, and a Ph.D. from Saint Louis University, Schultheis is known for her leadership in student success, organizational effectiveness, information technology, and enrollment services. When Schultheis is not being a very busy and sought after administrator, she enjoys traveling, exercising, and experiencing nature.

Learning to Ride

At the age of 6, my dad allowed me to ride my first horse in Roundup, Montana. This old gentle grey Appaloosa graciously accepted my unbound enthusiasm and newfound confidence. Since that day, I’ve had a meaningful connection to and appreciation for horses. While growing up, I spent a great deal of time riding, caring for, and learning from them. 

This particular photo of me inspired me to reflect upon the interconnectivity among our lived experiences, learning, leading, and succeeding.

Getting Back on the Horse

When I was 10 years old, I rode Sammy down our dirt road to the neighbor’s home which was about a mile away. Sammy was a very young horse and only green broke – he was just beginning to be able to accept riders on his back. My dad was coaching me carefully as he rode next to me, as green broke horses can be jumpy and unpredictable. Sammy did great! Until…

The neighbor’s dog (old ornery dog named Keen!) nipped at Sammy’s back heels, which caused him to immediately shoot straight into the air on all fours, then proceed into a running and bucking frenzy. After about three jumps, I fell off and landed pretty hard on my right elbow. I was probably more scared than hurt at that point. Despite the tears and having the wind knocked out of me, my dad taught me an incredibly valuable leadership lesson through five simple words – “get back on the horse.”    

In the Saddle Again

It was a wonderful character building moment for me – learning the discipline of accepting and pushing through painful, difficult, ambiguous, or stressful times. This core characteristic served me well in the military, throughout my career, and in the face of personal adversity.

As a rider, it was also my obligation to teach the horse a lesson. His bad behavior was given no special attention - he was not rewarded. In addition, I showed him I was not afraid of him (horses are keenly aware of fear and will use it to misbehave).

Scanning Your Environment

One of the most fundamental skills of riding a horse is staying alert and paying attention to the overall environment. Is it windy? Are storm clouds forming? Are there other animals around? What are the horse’s ears telling you? That’s right! His ear positioning provides valuable intel about the environment. Each unique position tells you if he is relaxed, sees something, hears a noise, or is getting ready to misbehave (e.g. bite another horse, buck, or kick).

Continuously scanning your environment keeps you safe and thriving. The same is true for industry. Market scanning is continuously analyzing the external market to gain critical insights about the following:

• Market needs and new market opportunities
• What your competitors are doing
• Proactive strategies
• Value-added technology and innovation

Businesses and organizations should pay close attention to external forces, and should look to other industries for insights, ideas, and strategies. In higher education, institutions gravitate towards other institutions with a similar size, scope, and mission for insights, learning, and bench marking. 

Imagine the possibilities if institutions put more effort into learning from institutions different from their own, or from the business, healthcare or government sectors. Diversity of thought and perspective sparks creativity, momentum, and success.

Leading With Humor

When you think of a horse what’s the first thing that comes to mind? Perhaps it’s strength, endurance, or unbridled freedom. Did you know they have an intrinsic sense of humor? They find ways, sometimes mischievous ways, to intentionally draw their riders and caregivers into their humor.

Do you find ways to effectively draw others in through the use of humor in the workplace? Effective use of humor can relieve stress, improve morale, change the tone of the entire room, and spur creativity. Of course, the right setting, timing, cadence, and delivery matters. It takes practice. When you find others who use humor well, pay attention to the contextual details so you can sharpen your skills.

Happy Trails

Know that your toes are going to get stepped on at some point. You may fall down or get kicked around. Your ego may get bruised. Yet this fact remains true: we are in control because we have the freedom to choose how we respond. 

One way to build resiliency is to find the things, activities, and people who bring us the greatest joy. Place a renewed focus upon these.

Trail riding is one of the most calming and uplifting experiences. Give it a try! You come away feeling peaceful, and closely connected to the horse and mother earth. 

Happy trails to you now and always.

Nicole Schultheis is an innovative executive in higher education hailed by institutions as “Collaborative…Forward Thinking…a Thought Leader.” With more than 20 years of leadership experience at large research universities and the U.S. Army, and a Ph.D. from Saint Louis University, Schultheis is known for her leadership in student success, organizational effectiveness, information technology, and enrollment services. When Schultheis is not being a very busy and sought after administrator, she enjoys traveling, exercising, and experiencing nature.

3 Tips to Elevate Your Personal Leadership

“It took me a long time to develop a voice, and now that I have it, I am not going to be silent” – Madeleine Albright.


I was delighted to hear Madeleine Albright, former U.S. Secretary of State, speak at the 2015 annual meeting of the American Association of Collegiate Registrars and Admissions Officers (AACRAO) when I was serving as a member of AACRAO’s Board of Directors. Reflecting upon her influential leadership style inspired me to share my voice and lessons learned based upon my experience.

Inner Circle

Keep your trusted inner circle at work small. These are the handful of very special individuals who genuinely care for you, and are extremely loyal and trustworthy. They work diligently for you and intuitively know when to work behind the scenes and when to be overt. These individuals serve as your early warning system – detecting problems and issues before they arise. They always protect you and put you first.

Tip: Because the nature of the relationship is that of a true partnership, consistently give members of your inner circle your time, attention, and care.

Mid-Western Nice

Have you ever attended a meeting and thought, today must be opposite day? The idea proposed by an executive was disastrous. Yet, everyone in the room shook their heads “yes” in agreement, and even commented “good idea!” Yikes. After the meeting the back-channel political work begins – to undo this de facto decision. 

Remember people are not always comfortable saying “no” or giving honest feedback directly to you. They are nice people who are inherently drawn to the notion of being positive, collaborative, and supportive. Thus, they are much more comfortable saying “yes”, or giving positive feedback to you in the moment.

Tip:  Be nice to yourself and others – give meaningful, honest, objective, and direct feedback, as appropriate. Rely upon your inner circle and other networks to help you detect when others are truly behind you, or whether it’s a case of mid-western nice. Finally, pay attention to a room full of nodding heads. Seek to understand by asking probing questions such as tell me more about why you think this is a good idea, or share with me one concern you may have.

Starting Point

Stakeholders are anyone in your organization with whom you interact. Your stakeholders are incredibly diverse with a wide spectrum of perspectives and motivations. Everyone’s starting point is different. As you initiate a dialog, project, initiative, or even a meeting, try to think of the other person’s starting point. Practice Emotional Intelligence by actively listening, asking questions, and reflecting back what you think you hear. What is the person passionate about? What is their mantra? What are their spoken and unspoken needs? 

Tip: Get to know your stakeholders well. Know their strengths, weaknesses, perspective, passion, approach, and networks. Be deliberate about tailoring your communications and interactions to meet their starting point.

Reflections

Take a moment to reflect on the following quote by Madeleine Albright: “It took me a long time to develop a voice, and now that I have it, I am not going to be silent.” How have you used your voice to lift up others, and to advocate for those who are not even in the room? Your comments and feedback are welcome! 

Feel free to “like” or share this post with others. 

Nicole Schultheis is an innovative executive in higher education hailed by institutions as “Collaborative…Innovative…a Thought Leader.” With more than 20 years of leadership experience at large research universities and the U.S. Army, and a Ph.D. from Saint Louis University, Schultheis is known for her leadership in student success, organizational effectiveness, information technology, and enrollment services. When Schultheis is not being a very busy and sought after administrator, she enjoys traveling, exercising, and experiencing nature.

Always Out Front

My leadership journey began as an intelligence analyst and paratrooper in the U.S. Army. Why a paratrooper? What 17-year old from Roundup, Montana could turn down an extra $100 per month for hazardous pay?!

The motto of the U.S. Military Intelligence Corps, ALWAYS OUT FRONT, is reflective of the forward location required for gathering intelligence information. The key, flash, and sphinx symbolize the fundamental categories of intelligence: human, signal, and tactical. The regimental insignia pictured above was worn on our Class A uniforms.

Jumping Out of a Perfectly Good Airplane

One of the most profound leadership lessons I’ve experienced took place at Ft. Benning, Georgia while attending Airborne School. Airborne school is an intense 3-week infantry school. A typical day started with physical training including 30-40 minutes of intense calisthenics, guerilla/grass drills and a 3.2 to 4 mile formation run, followed by 7 hours of rigorous training. Check out this 5-minute video to get a glimpse of the training:

The goal of the first week, “ground week” (AKA hell week) is to eliminate the weakest performers, so those remaining have a high likelihood of graduating. If you fall out of formation while running (“falling out”), you are automatically eliminated from the school. There were lots of hills on the course, and we ran in combat boots.

Falling Out

At the end of the first week, I began to notice sharp pains in both of my shins. By the end of the second week, the pain had become severe. I successfully completed two jumps. My sergeant airborne noticed my limp, but I was hesitant to say anything because in military culture admitting pain is a sign of weakness, and I knew they would kick me out of the class. He was persistent, as he was worried about me. After describing the pain, he told me if I were to jump even one more time, I would be taking a risk of shattering my legs.

On the run to the drop zone for the third jump, the pain overcame me, and I fell out of formation. Automatic elimination. No one gets kicked out in week three…that’s what week one is for! I was devastated and felt ashamed that I wasn’t strong enough to keep going. I felt as though I’d let my sergeant airborne down, as well as my fellow soldiers. Worst of all, I would be up for world-wide assignment instead of getting assigned for Ft. Bragg, North Carolina.

The Encounter

For two weeks, I waited for my new orders and recovered from two stress fractures in one leg, and one in the other. One day I was sitting quietly and sadly by myself in a hallway. A sergeant walked by and asked how I was doing. I said “fine.” I must have been pitiful. He didn’t for one second believe my response. He inquired about my situation, and I shared my story with him. He listened intently. He looked me in the eyes and said, “I can get you to Ft. Bragg, where you can complete your last three jumps and graduate there after your legs have healed.”

He asked me directly if I’d like for his assistance. Yes, Sergeant! I politely smiled and thanked him, thinking…yeah right. YOU have the power to change my military trajectory. Looking back, and as an aside, it reminds me of the behind-the-scenes magic that university classroom scheduling staff have over the campus. Who knew THEY were so powerful.

Leadership in Action

A few days later, I received my orders to Ft. Bragg. Apparently, I had crossed paths with one of the soldiers who worked in the administrative office responsible for issuing orders. What are the odds?! A one-time encounter with a stranger who ended up putting me back in the game. He provided me with a pathway to success. What a tremendous example of leadership in action! The soldier:

• practiced emotional intelligence – he made a decision to engage in contact; listened actively; asked questions, sought to gain understanding, and showed empathy;
• articulated a vision and his willingness to assist me toward the end goal;
• followed through in a timely manner; and
• demonstrated integrity – his words and actions aligned.    

The Happy Ending

Six months after arriving to Ft. Bragg, North Carolina, I completed my last two jumps. The last one happened to be with a brigadier general. He and I were the only jumpers. He pinned my wings on me and gave me a general’s coin!

Twenty years later, while I still enjoy adventure and finding that perfect vantage point, I prefer to keep my feet on the ground. Yet, I remain humbled by this experience. Indeed, a small act of kindness helped shape my core characteristics: integrity, respect, discipline, and excellence.

Reflections

Where did your leadership journey begin? What moments have had the largest impact on you? Where ever you’re at right now, remember to always be out front – lead by example, have awareness of the people with whom you interact, and proactively find ways to serve others each day. Small gestures can make a huge difference. ALWAYS OUT FRONT.

Nicole Schultheis is an innovative executive in higher education hailed by institutions as “Collaborative…Forward-Thinking…a Thought Leader.” With more than 20 years of leadership experience at large research universities and the U.S. Army, and a Ph.D. from Saint Louis University, Schultheis is known for her leadership in student success, organizational effectiveness, information technology, and enrollment services. When Schultheis is not being a very busy and sought after administrator, she enjoys traveling, exercising, and experiencing nature.

Something STINKS!…Moving Beyond Who and Why

Expect the unexpected.

Last week, my husband and I were on our way home from a late night walk with the dog. It was about 10:00 p.m. and we were walking through our small town’s historic cemetery, as it is directly on our routine walking route. Lexi, the beagle, made good use of her 220+ million scent receptors and the hound howl was well underway. He and the dog made their way off the main pathway, into the cemetery around the tombstones. A few minutes later, they returned - ushering in with them an offensive and nauseating odor. The skunk took a brief ride on Lexi’s back. Thankfully, she was able to shake it off quickly. The odor…not so much. 

Two humans and one Beagle were left to deal with the situation at hand. Quick! Hydrogen peroxide, baking soda, dish washing soap, and tomato juice. Check. Let the 2-day cleansing process begin.

Organized chaos is the new norm.

As professionals, we are certain to encounter difficult situations. These might include:

•       pressure associated with accomplishing more with fewer resources;
•       dealing with difficult staffing situations;
•       working in an unhealthy work environment;
•       adverse media coverage;
•       change in leadership and/or a leadership void; and
•       situations that cross the line in the sand as it relates to your personal beliefs, values, and norms.

Often when faced with a challenging situation, people become distracted by details, caught up in being busy (vs. being productive), anguishing over the “why” it occurred, or worrying about who did it. This tends to occur when we lose sight of the big picture…what it is we are trying to accomplish. We lose sight of the outcomes we are trying to achieve and get bogged down in how we’re going to get there. We can become paralyzed, unfocused, and ineffective. We can feel stuck.

Strategies for Shaking the “Skunk” off Your Back

When you want to refocus your energy on what you are trying to achieve, consider the following strategies for moving forward with confidence and strength.

Enjoy the balcony view. Imagine your situation as though it’s a play and you are viewing it from a balcony. The balcony offers us a higher, more strategic vantage point. Do you see yourself? What are you doing? What are you not doing? Use the balcony view to stay focused on the big picture.

Be calm. Develop your emotional intelligence by observing yourself in action, actively listening and asking questions to seek understanding, elevating to a cognitive level so you are able to exercise choice, and selecting a personal strategy (e.g. create a different mindset, anticipate the situation and alter behavior, harness the emotions).

Practice Cybernetic Leadership (Birnbaum, 1988). When faced with a problem ask “what is within my power to do to solve this problem that will not create more serious problems moving ahead?” Focus on what can be done, as opposed to what you’re unable to do.

Start with the Facts. Circle back to objective information. What do the data say? Do you know or do you think you know something to be true? Check your assumptions. Surround yourself with people who are smarter than you, will give you honest and direct feedback, and can offer a perspective different from yours. Diversity of thought can be a powerful tool to have in your toolkit.

Lead from Where You Are. You don’t have to be the leader in order to be a leader. Regardless of where you are within an organizational structure, you can lead from where you are. Leadership is giving your best and bringing out the best in others. Leadership is about taking action!

The Easy Button

There is no easy button. There is no one-size-fits all strategy for dealing with challenging situations. Often times a multi-faceted strategy is required. Remember to stay focused upon what you are trying to achieve and the balcony offers the best view.

What’s an example of a time when you experienced a “skunk” on your back? What was the situation? How did you respond? What did you learn?

References

Birnbaum, R. (1988). How colleges work. San Francisco: Jossey-Bass.

Stuck On An Escalator - Take Action . (2012, January 1). . Retrieved August 21, 2017, from <www.youtube.com/watch?v=VrSUe_m19FY>

Nicole Schultheis is an innovative executive in higher education hailed by institutions as “Collaborative…Forward-Thinking…a Thought Leader.” With more than 20 years of leadership experience at large research universities and the U.S. Army, and a Ph.D. from Saint Louis University, Schultheis is known for her leadership in student success, organizational effectiveness, information technology, and enrollment services. When Schultheis is not being a very busy and sought after administrator, she enjoys traveling, exercising, and experiencing nature.