July 2012: More Faces of Leadership

In this Issue


Opening Remarks

Senior Consultant John Reid continues his series on the 8 Faces of Leadership in this edition of Transforming Challenges by focusing on leaders as change and conflict managers. And we offer some best practices for strengthening mission identity on Catholic college campuses.

At The Reid Group, we have a passion for helping leaders and organizations transform their challenges into opportunities to create a better world. One of the ways we do that is through this e-letter, Transforming Challenges. Is there someone you know who could benefit from receiving it? Forward this edition to them and encourage them to subscribe for themselves. They’ll thank you—and so do we!


The Reid Group News

  • Maureen Gallagher has been hired to facilitate a retreat for the Leadership Conference of Women Religious in preparation for their August annual assembly.
  • The Archdiocese of Indianapolis and the Diocese of Peoria have contracted with The Reid Group to help with the implementation of their decisions related to restructuring parishes in their dioceses.
  • John Reid will present a retreat in September for the Pastoral Centre staff in the Diocese of Victoria, B.C. as a follow-up to the administrative review conducted by The Reid Group. The focus of the retreat will be helping staff members respond creatively to the recommendations designed to increase the effectiveness and efficiency of Pastoral Centre operations.
  • Tom Reid and Sue Secker designed and facilitated the Assembly of the Tacoma Dominicans in late June. Tom and Sue are working with the Community on strategic planning and fundraising initiatives.
  • Maureen Gallagher has been hired by the Catholic Health Association to conduct an executive search for the position of Vice President of Mission Services.

So as you look at your individual or organizational future, what are your challenges? Could you benefit from skilled support? Give us a call at 206-432-3565 or send us ane-mail to start transforming those challenges into opportunities.


Quotes for Inspiration and Action

Many of us crucify ourselves between two thieves – regret for the past and fear of the future.
Fulton Oursler

Risk! Risk anything! Care no more for the opinions of others, for those voices. Do the hardest thing on earth for you. Act for yourself. Face the truth.
Katherine Mansfield

Give us clear vision that we may know where to stand and what to stand for– because unless we stand for something we shall fall for anything.
Peter Marshall

If you wait to do everything until you’re sure it’s right, you’ll probably never do much of anything.
Win Borden


Feature Focus

8 Faces of Leadership, Part 3

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John Reid, Senior Consultant,
The Reid Group

This month, we continue our description of the 8 Faces of Leadership, focusing on You as a Leader. In this edition of Transforming Challenges , we will discuss You as a Spiritual and Organizational Leader.

Conflict Management
In The Reid Group, we believe several things about conflict: 1) Conflict is as natural as breathing and is positive when well-managed but negative when poorly-managed; 2) Not all conflicts can be resolved but all conflicts can be managed well.

Some keys to managing conflict well:

  • Practice deep listening–to your own needs in the conflict as well as the needs of the other.
  • Focus on the positions held by the parties involved rather than the person or your past history.
  • Look for the “third way” or common ground.
  • Move from certainty to curiosity and from blame to contribution regarding the conflict.
  • Seek a win-win outcome or a viable option for settling the conflict that all parties can live with.

Here is one formula for managing conflict:

Ventilate–acknowledge the feelings involved (fear, anger, sadness)
Differentiate--identify the specific issues to address and focus on the appropriate ones
Integrate–draw from the wisdom of all parties to craft a solution acceptable to everyone

Those leaders that can act as effective conflict managers make positive contributions to their organizations.

Change Management
Dealing with change is never easy. When it is managed well by leaders, change can allow for greater morale among the organization’s members, an increased focus on its mission and values, and brings unity in the face of diversity.

A proven approach to successful change management involves Seeing, Naming, and Acting:

Seeing requires seeing clearly what changes are envisioned in the short- and mid-term future so that everyone can join together and focus on the challenges at hand.
Naming demands the ability to articulate the “why behind the what” and involves a clear and concise rationale and listing of the benefits the changes will bring. No one wants change for change’s sake, but most people can appreciate a change with many benefits even if there will be some drawbacks.
Acting requires implementing the changes in sensitive and helpful ways so that those affected can say goodbye to what is ending, to ritualize their sense of loss or grief, and to welcome new beginnings.

Effective leaders in changing times work to unite organizations in the midst of change, lessen resistance to change by deep listening, and encourage those affected to act together in ways that strengthen the organization and focus on the future. We believe leaders serve organizations well when they focus on creative and effective conflict and change management.


Resources

Immunity to Change: How to Overcome It and Unlock the Potential in Yourself and Your Organization (Leadership for the Common Good)
Robert Kegan, Lisa Laskow Lahey

A recent study showed that when doctors tell heart patients they will die if they don’t change their habits, only one in seven will be able to follow through successfully. Desire and motivation aren’t enough: even when it’s literally a matter of life or death, the ability to change remains maddeningly elusive. Given that the status quo is so potent, how can we change ourselves and our organizations?

In Immunity to Change, authors Robert Kegan and Lisa Lahey show how our individual beliefs–along with the collective mind-sets in our organizations–combine to create a natural but powerful immunity to change. By revealing how this mechanism holds us back, Kegan and Lahey give us the keys to unlock our potential and finally move forward. And by pinpointing and uprooting our own immunities to change, we can bring our organizations forward with us.

The Dance of Change: The Challenges to Sustaining Momentum in Learning Organizations 
Peter M. Senge, Art Kleiner, Charlotte Roberts, George Roth, Rick Ross, Bryan Smith

Since its release in 1990, Peter M. Senge’s bestselling The Fifth Discipline has converted readers to its innovative business principles of the “learning organization,” personal mastery, and systems thinking. Published nearly a decade later, Dance of Change provides a formidable response to businesspeople wondering how to make his programs stick. He outlines potential obstacles (such as initiating transformation, personal fear and anxiety, and measuring the unmeasurable) and proposes ways to turn these obstacles into sources of improvement.


Feature 2

Best Practices for Strengthening Mission Identity on Catholic Campuses

The Reid Group is collaborating with the Association of Catholic Colleges and Universities on the production of a series of resources on mission identity entitled Strengthening Catholic Identity. The following is an excerpt.

The formal position of mission officer is relatively new, rarely dating back further than the 1970’s. Prior to the creation of this position, members of the founding religious orders of men or women carried the mission. Though titles vary from “vice president for mission” to “special assistant to the president for mission,” the responsibilities are similar in that they devote special care to the Catholic mission at their campus.

There are several best practices mission officers can use to make the mission a priority on their individual campuses:

  • Create a representational campus-wide advisory committee to serve as conversation partners with the mission officer;
  • Collaborate with university chaplain and campus ministry staff to provide students, faculty, and staff with pastoral care and opportunities for spiritual growth;
  • Enlist the cooperation of knowledgeable individuals on campus such as from departments of marketing, human resources and student life;
  • Encourage campus and personnel initiatives such as:
    • mission seminars both for orienting new faculty and staff as well as engaging veteran faculty and staff members;
    • endowed Chairs, fellowships, and targeted funding for faculty summer research grants;
    • service-learning and internship opportunities for students, especially in areas of the country and world where vulnerable populations are in need;
    • mission awareness week or an annual mission day for the entire campus;
    • the dedication of a portion of each Board of Trustees meeting to unique dimensions of the mission and the inclusion of a significant block of time on this topic during Trustee retreats.

Products

The Art of Change: Faith, Vision and Prophetic Planning

Think about what your organization could do if the process of planning met the inevitability of change head-on—and it resulted in significant success.

Organizations large and small, religious and secular, for-profit and not-for-profit, successful and unsuccessful, go through change. John Reid and Maureen Gallagher of the Reid Group have been instrumental in helping many groups discover the power of Prophetic Planning. This book presents a complete overview with detailed information that any organization will find useful in understanding how to plan for change.

The Art of Change: Faith, Vision and Prophetic Planning, and its companion CD are now available from Liguori Publications as well as from Amazon.com.

 

And that’s it for this month. Look for Transforming Challenges next month–and until then, have a good day and a great week.
Kathy Johnson, Editor
Transforming Challenges
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