Throwback Thursday: Finding Value, Part 2: Professional Responsibilities

Posted Leave a commentPosted in Technique Only

tagsIn the first part, I discussed the necessity for leaders to help their teams find value in participation in professional and social organizations related to the business. For Air Force officers, that used to be the Officers Club, but I discovered my younger officers didn’t necessarily sign up to that particular tradition. Like the office coffee club, sometimes the benefits aren’t always tangible. We have to help our people understand the value of joining a local professional association or showing up at the office picnic, but if that value isn’t self-evident then it’s up to leaders to point out the intangible benefits as well.

All that said, transactional leadership is not the goal here…it’s helping people new to your community understand what your community values and remain connected to that community. There might not be a concrete “why”, but understanding the importance of a certain group activity, or participation in a professional organization has intangible benefits to both the individual and the group.

Of course, there are such things as “professional obligations” and we shouldn’t minimize those either. The Officer’s Club may not be the same “requirement” it once was, but the responsibility for professionals to remain engaged in and support their communities is important. Participation in professional organizations builds teams and allows for a healthy exchange of ideas among members of the industry or community. Furthermore, shouldering those “professional obligations” helps people take pride in their profession. It’s a reason people buy t-shirts with the logos of their trade unions and professional societies. When people feel like their work is important and shared by others, that pride is often translated to better morale and higher performance.

In addition to individuals, all types of organizations have an obligation to serve the community to which we belong. Volunteerism is good for the community and the volunteer, and it’s good for the company because communities like to know the businesses they patronize are a real member of the community. Of course the good publicity and image can translate to increased sales, and that’s part of the motivation, but good image alone is not a good enough reason to volunteer. Being part of the community, be it a professional society or a community service organization, is part of the obligation of individuals and companies alike. That participation is what maintains community, helps reduce conflict, and is a way to “increase the size of the pie” rather than squabbling over the last slice.

Professional obligations are an important “social convention” toward building community both within and without…and something we should teach those who come after us to embrace.


Mickey's Rules for Leaders eBook CoverMickey believes everyone can reach high levels of performance if inspired and led. During his 28 year US Air Force career Mickey commanded thousands of Airmen, managed portfolios worth billions of dollars, and worked with military, civil, and industry officials around the world. He is a Distinguished Graduate from the Eisenhower School at National Defense University in Washington DC.

Mickey is the author of seven books, including Leading Leaders: Inspiring, Empowering, and Motivating Teams and The 5 Be’s For Starting Out. He’s a frequent contributor to industry publications and blogs.

Throwback Thursday: Finding Value in Professional Obligations, Part 1

Posted Leave a commentPosted in Technique Only, Throwback Thursday

JB Pearl Harbor-Hickam OClub - USAF PhotoIt was axiomatic as a brand new lieutenant I was expected to join the Officer’s Club. I read about the expectation in my Air Force Officer’s Guide, and senior officers repeatedly reinforced  that expectation. It was part of my professional obligation to support the Club, and I accepted this at face value. In fact, other a couple of assignments where there wasn’t a Club at my base, I’ve been an Officer’s Club member since the day I entered the Air Force. That’s certainly not the norm any longer. Many things have contributed to the decline in Club membership over the years, de-glamorization of alcohol, reduction in Service budgets for recreational activities, and the elimination of bachelor officers’ quarters on base, but the change has been largely generational. Club membership in the military is an excellent case study for helping senior leaders bridge those generational differences.

As a squadron commander, I was dismayed to learn most my young officers weren’t Club members. Since Club membership had become voluntary and no longer enforced by our senior leadership, younger officers hadn’t signed on like I had done. They all had their reasons, but the common theme was they didn’t find any value in plopping down $20 per month to be a member of the Officer’s Club where they may darken the doors once a month. My generation was open to allowing for others’ expectations to drive our behavior, but this generation was not willing to follow unless they found value themselves.

There’s some virtue to that viewpoint, and it speaks directly to the need for people who lead teams made up of millennials to be deliberate about demands placed upon them. It’s not sufficient to merely expect certain behavior without having a good reason and articulating that reason to the team. This is where leaders come in.

Clearly, there are things we have to do because it’s “the social convention” as Dr Sheldon Cooper might say, and leaders need to explain those things sufficiently so their teams understand the necessity of their participation.  That said, it’s important to constantly examine the social norms of a given group and ensure they are still relevant. Traditions are important to be sure, but we must never become so attached to traditions we can’t create new ones or adapt the old ones to the group as it exists today. Furthermore, the bright and motivated people entering the workforce are accustomed to finding value in what they do. They’re not likely to accept “the norms” without understanding the reason behind them.  They will  “join” things where they find value, however:

If membership organizations are going to attract and keep members in this environment, they better figure out what “benefits” people, companies, and institutions are looking for, and provide those benefits in a hassle-free, tangible way.

As leadership is fundamentally a human relationship task, building and maintaining the esprit de corps of the group is one of a leader’s most important task. Help your team find value in what you’re doing, and spend some time on the intangibles of building culture. Put more simply: you have to know your people and ensure when you engage them you do it in a way they value and understand. It does no good to have a “donut day” in an office of fitness fanatics…you’re not helping them find value. They may appreciate the gesture, but you won’t be building at “teamship.” Helping your team find value, and offering value in return, will pay off in the end with higher productivity and a happier team.

In the next post, I’ll discuss the necessity of maintaining those professional obligations.


Mickey's Rules for Leaders eBook CoverMickey believes everyone can reach high levels of performance if inspired and led. During his 28 year US Air Force career Mickey commanded thousands of Airmen, managed portfolios worth billions of dollars, and worked with military, civil, and industry officials around the world. He is a Distinguished Graduate from the Eisenhower School at National Defense University in Washington DC.

Mickey is the author of seven books, including Leading Leaders: Inspiring, Empowering, and Motivating Teams and The 5 Be’s For Starting Out. He’s a frequent contributor to industry publications and blogs.

Get Your Copy of The 5 Be’s Today!

Posted Leave a commentPosted in Announcements, Books, The Five Be's

I’m excited to announce my latest title now available in pocketbook from Lead The Way Media!

Logo Cover - FrontIn a world full of “no” and “don’t”, The 5 Be’s For Starting Out is a positive vision of who to “Be.” Based on a lifetime of mentoring young adults, The 5 Be’s is a roadmap to living a healthy, fulfilling, and successful life!

  • Be Proud Of Who You Are: Everyone has something to contribute — and so do you!
  • Be Free: Authentic freedom means having the ability to choose what’s good for you!
  • Be Virtuous: The virtues are the “guardrails” for success in life!
  • Be Balanced:  Keep your Mind, Body, and Spirit nourished to  keep your balance!
  • Be Courageous: Courage comes in many forms: physical and moral courage — find yours!

The 5 Be’s For Starting Out was a huge hit at a recent industry conference, and I’m proud to offer it as a pocketbook. It will also be available as an ebook soon! The 5 Be’s  makes a great stocking stuffer for the young adult in your life–or anyone looking to make a fresh start.

Click the button below to get your copy now!

Support independent publishing: Buy this book on Lulu.

Finding Value, Part 2: Professional Responsibilities

Posted Leave a commentPosted in Technique Only

tagsIn the first part, I discussed the necessity for leaders to help their teams find value in participation in professional and social organizations related to the business. For Air Force officers, that used to be the Officers Club, but I discovered my younger officers didn’t necessarily sign up to that particular tradition. Like the office coffee club, sometimes the benefits aren’t always tangible. We have to help our people understand the value of joining a local professional association or showing up at the office picnic, but if that value isn’t self-evident then it’s up to leaders to point out the intangible benefits as well.

All that said, transactional leadership is not the goal here…it’s helping people new to your community understand what your community values and remain connected to that community. There might not be a concrete “why”, but understanding the importance of a certain group activity, or participation in a professional organization has intangible benefits to both the individual and the group.

Of course, there are such things as “professional obligations” and we shouldn’t minimize those either. The Officer’s Club may not be the same “requirement” it once was, but the responsibility for professionals to remain engaged in and support their communities is important. Participation in professional organizations builds teams and allows for a healthy exchange of ideas among members of the industry or community. Furthermore, shouldering those “professional obligations” helps people take pride in their profession. It’s a reason people buy t-shirts with the logos of their trade unions and professional societies. When people feel like their work is important and shared by others, that pride is often translated to better morale and higher performance.

In addition to individuals, all types of organizations have an obligation to serve the community to which we belong. Volunteerism is good for the community and the volunteer, and it’s good for the company because communities like to know the businesses they patronize are a real member of the community. Of course the good publicity and image can translate to increased sales, and that’s part of the motivation, but good image alone is not a good enough reason to volunteer. Being part of the community, be it a professional society or a community service organization, is part of the obligation of individuals and companies alike. That participation is what maintains community, helps reduce conflict, and is a way to “increase the size of the pie” rather than squabbling over the last slice.

Professional obligations are an important “social convention” toward building community both within and without…and something we should teach those who come after us to embrace.

Finding Value, Part 1

Posted Leave a commentPosted in Technique Only

JB Pearl Harbor-Hickam OClub - USAF PhotoIt was axiomatic as a brand new lieutenant I was expected to join the Officer’s Club. I read about the expectation in my Air Force Officer’s Guide, and senior officers repeatedly reinforced  that expectation. It was part of my professional obligation to support the Club, and I accepted this at face value. In fact, other a couple of assignments where there wasn’t a Club at my base, I’ve been an Officer’s Club member since the day I entered the Air Force. That’s certainly not the norm any longer. Many things have contributed to the decline in Club membership over the years, de-glamorization of alcohol, reduction in Service budgets for recreational activities, and the elimination of bachelor officers’ quarters on base, but the change has been largely generational. Club membership in the military is an excellent case study for helping senior leaders bridge those generational differences.

As a squadron commander, I was dismayed to learn most my young officers weren’t Club members. Since Club membership had become voluntary and no longer enforced by our senior leadership, younger officers hadn’t signed on like I had done. They all had their reasons, but the common theme was they didn’t find any value in plopping down $20 per month to be a member of the Officer’s Club where they may darken the doors once a month. My generation was open to allowing for others’ expectations to drive our behavior, but this generation was not willing to follow unless they found value themselves.

There’s some virtue to that viewpoint, and it speaks directly to the need for people who lead teams made up of millennials to be deliberate about demands placed upon them. It’s not sufficient to merely expect certain behavior without having a good reason and articulating that reason to the team. This is where leaders come in.

Clearly, there are things we have to do because it’s “the social convention” as Dr Sheldon Cooper might say, and leaders need to explain those things sufficiently so their teams understand the necessity of their participation.  That said, it’s important to constantly examine the social norms of a given group and ensure they are still relevant. Traditions are important to be sure, but we must never become so attached to traditions we can’t create new ones or adapt the old ones to the group as it exists today. Furthermore, the bright and motivated people entering the workforce are accustomed to finding value in what they do. They’re not likely to accept “the norms” without understanding the reason behind them.  They will  “join” things where they find value, however:

If membership organizations are going to attract and keep members in this environment, they better figure out what “benefits” people, companies, and institutions are looking for, and provide those benefits in a hassle-free, tangible way.

As leadership is fundamentally a human relationship task, building and maintaining the esprit de corps of the group is one of a leader’s most important task. Help your team find value in what you’re doing, and spend some time on the intangibles of building culture. Put more simply: you have to know your people and ensure when you engage them you do it in a way they value and understand. It does no good to have a “donut day” in an office of fitness fanatics…you’re not helping them find value. They may appreciate the gesture, but you won’t be building at “teamship.” Helping your team find value, and offering value in return, will pay off in the end with higher productivity and a happier team.

In the next post, I’ll discuss the necessity of maintaining those professional obligations.

 

 

Pure Inspiration: “Look Up”

Posted Leave a commentPosted in Pure Inspiration

As much as I enjoy technology, and use it frequently, I also believe that sometimes the technology gets in the way of our interpersonal relationships.  The vid below is a nicely done reminder to “Look Up” from our technology and see the people around us.

 

Also reminded me of this little scene in the CBS comedy series The Big Bang Theory where Penny is flabbergasted by Sheldon and Leonard’s complete lack of knowledge of popular culture.  “How do you know this stuff?” Leonard exclaims, and Penny responds, “Because I go outside and talk to people!!

Enjoy.