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.

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.

Establishing Direction and Sustaining Positivity

Where are you and where would you like to be?

Everyone has a story. We all encounter difficult situations. Whether it's losing a job, dealing with a toxic environment, being declined a promotion, or job burnout...whatever the situation, we get to choose how we respond. Personal leadership is the ability to lead yourself by taking responsibility for defining a direction for all aspects of your life and moving in that direction with clarity and consistency. How does one find ways to learn and grow, whilst building up others? 

Take Charge! Leadership in Action.

• Focus upon what is important in life: make health and wellness, family, and friends a priority. 
• Have a toolkit for dealing with toxic people: https://goo.gl/ni9b9i.
• When we're too comfortable in a job, we can lose our edge, our ability to push ourselves and challenge ourselves in a meaningful way. Sometimes, it takes something extreme to occur in order to to force us outside of our comfort zones. Use these moments as catalysts for staying agile, learning new things, rebranding oneself, and adapting to change.
• Build your own resiliency by serving others. When you serve others with grace, love, and humility, you bolster your own strength, focus, and wellness: https://goo.gl/EeFQan.
• To clear the noise in your mind, listen intently to each sound around you. Be in the moment: https://goo.gl/voQhcP.
• Be thankful for what we have. Each day is a gift! How will you use your gift today? How may you be of service to others today?
• When you go through a crisis, it becomes clear who your true friends are. Consistently and persistently devote time to building and maintaining relationships.
• Even when you feel downtrodden, others still see your strength and beauty, and rely upon it. Shine for them!

Lead Yourself.

What do you need to focus upon improving? Consider selecting one or two ideas to explore further, reflect upon, or practice. Please feel free to share your ideas, an aha moment, and updates. 

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.