“I expect to pass through this life but once. If, therefore, there can be any kindness I can show, or any good thing that I can do to any fellow being, let me do it now as I shall not pass this way again.” - William Penn
Trials tend to test our inner resolve and reveal our true self. As individuals continue to struggle and suffer through the indignations imposed by self-serving leaders, many will question why this is happening and lash out in anger, while others will contemplate why there has to be so much suffering in life.
Many people have tried to solve the mystery of the meaning of life by referring to the teachings of great teachers, prophets or philosophers; studying sacred writings; reflecting on religious doctrine; listening to the ideas of new age thinkers; or they may simply ponder the question in quiet meditation.
Years ago I read Viktor Frankl’s seminal book, Man’s Search for Meaning, in which he chronicles his experiences as a concentration camp inmate at Auschwitz during World War II. Frankl was trained as a psychologist and as he observed the behaviors of others who were forced into dehumanizing circumstances, he asked himself: “How was everyday life in a concentration camp reflected in the mind of the average prisoner?”
His clinical background allowed him to make accurate observations and test the theories of Freud. He was particularly interested in how others found meaning in the midst of extreme suffering. Unlike Freud’s belief that people who were placed in dire circumstances would resort to animal-like behavior; Frankl observed that some of the inmates would walk through the huts comforting others and giving away their last piece of bread, even though it might mean starvation for them. Frankl stated that “they offer sufficient proof that everything can be taken from man but one thing: the last of human freedoms – to choose one’s attitude in any given set of circumstances, to choose one’s own way.”
While on a forced night march with fellow prisoners, his thoughts were focused on his wife who was sent to another concentration camp. As his mind pictured her image he had a thought that transfixed him: “for the first time in my life I saw the truth as it is set into song by so many poets, proclaimed as the final wisdom by so many thinkers. The truth – that love is the ultimate and the highest goal to which man can aspire. Then I grasped the meaning of the greatest secret that human poetry and human thought and belief have to impart: The salvation of man is through love and in love. I understood how a man who has nothing left in this world still may know bliss, be it only for a brief moment, in the contemplation of his beloved. In a position of utter desolation, when man cannot express himself in positive action, when his only achievement may consist in enduring his suffering in the right way – an honorable way – in such as position man can, through loving contemplation of the image he carries of his beloved, achieve fulfillment.”
We have the ability to choose our responses in life. There are those who choose to do things that better the lives of others, and there are those who use their power and influence in self-serving ways to manipulate others for their own benefit. Frankl postulated that there are only two races of men: decent and indecent. He believed that no society is free of either of them, and in his situation he observed that there were “decent” Nazi guards who showed concern for others, and “indecent” prisoners who would torture and abuse their fellow prisoners for personal gain.
We have those in positions of power who are decent and trying to do what is best for the people of the Commonwealth, and we have others who are so focused on their own personal objectives that they are willing to allow others to suffer while they bargain with their lives for their own personal gain.
As we continue to experience greater hardships in life, remember that you have the power to change your circumstances for the better. Do not give into the machinations of indecent men and women who are at the heart of all this suffering. Instead, find greater meaning by focusing on how you can help alleviate the suffering of others. Remember that “love is the ultimate and the highest goal to which man can aspire.”
We are not put here to see through one another, but to see one another through. Frankl concluded that the meaning of life is found in every moment of living. Life never ceases to have meaning, even in suffering and death.
“Man is capable of changing the world for the better if possible, and of changing himself for the better if necessary.” – Victor Frankl
Thursday, October 14, 2010
What's Right With NMC
“Success is how high you bounce when you hit bottom.” – General George S. Patton
The revelation from our elected leaders that we haven’t hit bottom yet, doesn’t instill much confidence and hope for the future. With all the challenges going on at the College and the community in general, I’d like to share some of the many things that are right at NMC. This doesn’t come from me, but from 32 students, faculty, staff, parents, and other members of the community who were surveyed and interviewed by me in early May 2010.
If you recall, the Board of Regents had just terminated the previous president, which prompted a visiting team from the ACCJC to spend a couple of days interviewing individuals at the College. We were still waiting for the visiting team’s report and I was curious about the thoughts and feeling of people, so I conducted my own interview and asked the following five open-ended questions:
1. What do you feel are the most important things that Northern Marianas College (NMC) should be sure to preserve (the things that are good and working) and why?
2. What do you feel are the top things NMC should change and why?
3. What are the most important opportunities NMC should prioritize and focus on in the future?
4. What do you feel are the biggest challenges that NMC must deal with right away?
5. How can NMC best contribute to all those it serves generally, or to you personally?
The transcribed comments filled 11 pages. It’s too easy to focus on the negative, but in the midst of our challenges, the College is still doing many things that fulfill its mission to improve the quality of life for the individual and the Commonwealth as a whole. In this article, I want to focus on the first question that basically asks what is right with NMC.
Many mentioned the quality of the employees. “The most important thing that we need to keep at NMC is the quality of our faculty and staff.”
“There are a lot of talented people who need to be kept at the College.”
“Hiring faculty that are enthusiastic and passionate about what they teach. Even though NMC has had some major problems in its management, instructors who have the above mentioned characteristics have been able to maintain a fun and professional learning environment.”
Other assets of NMC brought up by individuals were specific programs, such as the English Language Institute (ELI), nursing, business, and education. Some mentioned counseling and the student learning resource center for assistance, and another emphasized: “College Success courses because some students need to be guided to succeed in passing their classes and College Success courses offer that opportunity.”
I sent an email to the entire campus and expected someone to criticize the Board’s decision with the former president, but there was none. One individual commented: “The complement and mix of the current Board of Regents is very good. They have a rare opportunity to pick a management professional to do the job that needs to be done at the College.”
A few reiterated the importance of WASC accreditation, and an individual stated: “One thing WASC has never faulted us for is our academic programs.”
Another felt that: “NMC is competitive with other colleges at a par with NMC.”
Several talked about the “links for high school students to take college classes and prepare them for college” through Upward Bound, 2+2, and Northern Marianas Academy.
Some emphasized the value of preserving the Chamorro and Carolinian culture. “Keep the Chamorro and Carolinian language program because our island (CNMI) is so diverse that the native language will be lost forever if not preserved. It’s working because the Chamorro/Carolinian students who don’t practice at home are now communicating with their elders who don’t speak English.”
There’s no doubt that the College is a vital asset to the community and offers a valuable service to provide education in the areas of post secondary and continuing education, as well as offering professional development for the people of the Commonwealth. There is so much more that NMC has to offer to the community now and in the future, and as one respondent summed it up: “You can learn things at NMC that you can’t learn anywhere else on island.”
The revelation from our elected leaders that we haven’t hit bottom yet, doesn’t instill much confidence and hope for the future. With all the challenges going on at the College and the community in general, I’d like to share some of the many things that are right at NMC. This doesn’t come from me, but from 32 students, faculty, staff, parents, and other members of the community who were surveyed and interviewed by me in early May 2010.
If you recall, the Board of Regents had just terminated the previous president, which prompted a visiting team from the ACCJC to spend a couple of days interviewing individuals at the College. We were still waiting for the visiting team’s report and I was curious about the thoughts and feeling of people, so I conducted my own interview and asked the following five open-ended questions:
1. What do you feel are the most important things that Northern Marianas College (NMC) should be sure to preserve (the things that are good and working) and why?
2. What do you feel are the top things NMC should change and why?
3. What are the most important opportunities NMC should prioritize and focus on in the future?
4. What do you feel are the biggest challenges that NMC must deal with right away?
5. How can NMC best contribute to all those it serves generally, or to you personally?
The transcribed comments filled 11 pages. It’s too easy to focus on the negative, but in the midst of our challenges, the College is still doing many things that fulfill its mission to improve the quality of life for the individual and the Commonwealth as a whole. In this article, I want to focus on the first question that basically asks what is right with NMC.
Many mentioned the quality of the employees. “The most important thing that we need to keep at NMC is the quality of our faculty and staff.”
“There are a lot of talented people who need to be kept at the College.”
“Hiring faculty that are enthusiastic and passionate about what they teach. Even though NMC has had some major problems in its management, instructors who have the above mentioned characteristics have been able to maintain a fun and professional learning environment.”
Other assets of NMC brought up by individuals were specific programs, such as the English Language Institute (ELI), nursing, business, and education. Some mentioned counseling and the student learning resource center for assistance, and another emphasized: “College Success courses because some students need to be guided to succeed in passing their classes and College Success courses offer that opportunity.”
I sent an email to the entire campus and expected someone to criticize the Board’s decision with the former president, but there was none. One individual commented: “The complement and mix of the current Board of Regents is very good. They have a rare opportunity to pick a management professional to do the job that needs to be done at the College.”
A few reiterated the importance of WASC accreditation, and an individual stated: “One thing WASC has never faulted us for is our academic programs.”
Another felt that: “NMC is competitive with other colleges at a par with NMC.”
Several talked about the “links for high school students to take college classes and prepare them for college” through Upward Bound, 2+2, and Northern Marianas Academy.
Some emphasized the value of preserving the Chamorro and Carolinian culture. “Keep the Chamorro and Carolinian language program because our island (CNMI) is so diverse that the native language will be lost forever if not preserved. It’s working because the Chamorro/Carolinian students who don’t practice at home are now communicating with their elders who don’t speak English.”
There’s no doubt that the College is a vital asset to the community and offers a valuable service to provide education in the areas of post secondary and continuing education, as well as offering professional development for the people of the Commonwealth. There is so much more that NMC has to offer to the community now and in the future, and as one respondent summed it up: “You can learn things at NMC that you can’t learn anywhere else on island.”
Monday, September 20, 2010
The Problem is the Solution
“A problem well stated is a problem half-solved.” – Charles Kettering, American inventor
Often, a problem holds within it the seed to the solution that is sought. So it is with the many issues plaguing the CNMI. With the economy falling, businesses failing, unemployment rising, and families worrying whether they’ll receive a government paycheck on payday, there is a lot to be concerned about. Offering solutions such as casinos on Saipan and legalizing marijuana may address the economic aspect of the problem; however, some “solutions” may also carry with them a host of social issues that could far outweigh any financial results. In this case, the solution could become the problem.
Identifying and stating the core problem is the first step towards resolving it. Once it is understood and addressed, the pernicious symptoms will eventually dissipate. All of our woes and our ultimate solution to issues being faced in business, government, education, and families are found in this one answer: leadership. Leadership is both the problem and the solution.
Sure, many of the situations we’re facing were caused by external influences that appear out of our control; however, effective leadership has the foresight to anticipate and deal with these difficulties. Using a metaphor, if the group you are part of can be compared to a ship at sea, and the captain represents leadership, then it is the ultimate responsibility of the captain to lead the crew and passengers safely to the desired destination. The captain has a clear picture of where the ship is heading, a plan to get there, makes preparations with the proper resources, ensures the crew is well-trained to understand their roles and expectations, and anticipates any storms that may arise.
Once underway, the captain constantly monitors the status of the ship and quickly makes decisions to remain on course. If difficulties arise, the situation is accurately assessed to determine the best response among alternatives, appropriate people are apprised of the situation, and course corrections are made until the mission is completed. In a worst-case scenario a contingency plan is ready to implement, the captain is aware of what is essential and what may need to be sacrificed, tough decisions are made, and if needed, the lifeboats are boarded to ensure the ships most precious cargo will be safe.
Anyone can lead a ship that sails in calm weather, but the real leaders are honed in the midst of adversity. It is in those times of our greatest distress that the true transformational leader rises to the call to solve our greatest problems. A powerful example of the influence of a leader on a community can be found in Lee Kuan Yew, Singapore’s first prime minister in 1959. At the time of Singapore’s independence from Malaysia in 1965, its future appeared bleak. It had little land, no natural resources, poverty and corruption were rampant, ethnic strife between factions of Chinese, Malays, and Indians threatened to tear this small island nation apart. In addition, Singapore was heavily dependent on financial assistance from Great Britain.
Lee Kuan Yew’s extraordinary leadership during a three-decade period is considered by many as an economic and social miracle. Singapore transformed from labor-intensive industries to develop its human capital and high technology. At each stage of development, input was sought from citizens to strengthen their sense of identity and create greater buy-in to his vision.
Lee Kuan Yew focused on developing Singapore’s people, and getting the best individuals to fill critical positions. Human resource development was stressed through educational and vocational programs. Literacy rates rose from 72 percent in 1970 to 92 percent by 1990. Not only was Lee Kuan Yew a leader, he looked for and fostered leadership from within. In a speech to Parliament in 1994, he said: “Singapore must get some of its best in each year’s crop of graduates into government. When I say best, I don’t mean just academic results which indicate only the power of analysis. You’ve then got to assess him for his sense of reality, his imagination, his quality of leadership, his dynamism. But most of all, his character and his motivation, because the smarter a man is, the more harm he might do to society.”
The results are astounding. Singapore has transformed from being a Third World into a First World Nation in one generation. It is rated as the most business-friendly economy in the world, according to the World Bank. The per capita Gross Domestic Product rose from $400 in 1959 to $50,523 in 2009. In 1970, nine percent of the population was living in owner-occupied housing, but in 1990 it rose to 90 percent. Singapore is promoting itself as a medical tourism hub, with the goal to serve one million patients annually by 2012, generate an additional USD 3 billion in revenue, and create 13,000 new jobs.
True leaders bring more than just hope where there is despair. They are people of character and competence who inspire others toward a greater purpose and in the process make a greater contribution in the lives of those they serve. Leaders know how to get results not just in financial capital, but also in human capital. This takes vision, integrity, perseverance, and humility to recognize and admit mistakes, then learn from them. Just as there would be no modern Singapore without the leadership of Lee Kuan Yew; leadership will ultimately be the solution to our greatest challenges in the CNMI.
Often, a problem holds within it the seed to the solution that is sought. So it is with the many issues plaguing the CNMI. With the economy falling, businesses failing, unemployment rising, and families worrying whether they’ll receive a government paycheck on payday, there is a lot to be concerned about. Offering solutions such as casinos on Saipan and legalizing marijuana may address the economic aspect of the problem; however, some “solutions” may also carry with them a host of social issues that could far outweigh any financial results. In this case, the solution could become the problem.
Identifying and stating the core problem is the first step towards resolving it. Once it is understood and addressed, the pernicious symptoms will eventually dissipate. All of our woes and our ultimate solution to issues being faced in business, government, education, and families are found in this one answer: leadership. Leadership is both the problem and the solution.
Sure, many of the situations we’re facing were caused by external influences that appear out of our control; however, effective leadership has the foresight to anticipate and deal with these difficulties. Using a metaphor, if the group you are part of can be compared to a ship at sea, and the captain represents leadership, then it is the ultimate responsibility of the captain to lead the crew and passengers safely to the desired destination. The captain has a clear picture of where the ship is heading, a plan to get there, makes preparations with the proper resources, ensures the crew is well-trained to understand their roles and expectations, and anticipates any storms that may arise.
Once underway, the captain constantly monitors the status of the ship and quickly makes decisions to remain on course. If difficulties arise, the situation is accurately assessed to determine the best response among alternatives, appropriate people are apprised of the situation, and course corrections are made until the mission is completed. In a worst-case scenario a contingency plan is ready to implement, the captain is aware of what is essential and what may need to be sacrificed, tough decisions are made, and if needed, the lifeboats are boarded to ensure the ships most precious cargo will be safe.
Anyone can lead a ship that sails in calm weather, but the real leaders are honed in the midst of adversity. It is in those times of our greatest distress that the true transformational leader rises to the call to solve our greatest problems. A powerful example of the influence of a leader on a community can be found in Lee Kuan Yew, Singapore’s first prime minister in 1959. At the time of Singapore’s independence from Malaysia in 1965, its future appeared bleak. It had little land, no natural resources, poverty and corruption were rampant, ethnic strife between factions of Chinese, Malays, and Indians threatened to tear this small island nation apart. In addition, Singapore was heavily dependent on financial assistance from Great Britain.
Lee Kuan Yew’s extraordinary leadership during a three-decade period is considered by many as an economic and social miracle. Singapore transformed from labor-intensive industries to develop its human capital and high technology. At each stage of development, input was sought from citizens to strengthen their sense of identity and create greater buy-in to his vision.
Lee Kuan Yew focused on developing Singapore’s people, and getting the best individuals to fill critical positions. Human resource development was stressed through educational and vocational programs. Literacy rates rose from 72 percent in 1970 to 92 percent by 1990. Not only was Lee Kuan Yew a leader, he looked for and fostered leadership from within. In a speech to Parliament in 1994, he said: “Singapore must get some of its best in each year’s crop of graduates into government. When I say best, I don’t mean just academic results which indicate only the power of analysis. You’ve then got to assess him for his sense of reality, his imagination, his quality of leadership, his dynamism. But most of all, his character and his motivation, because the smarter a man is, the more harm he might do to society.”
The results are astounding. Singapore has transformed from being a Third World into a First World Nation in one generation. It is rated as the most business-friendly economy in the world, according to the World Bank. The per capita Gross Domestic Product rose from $400 in 1959 to $50,523 in 2009. In 1970, nine percent of the population was living in owner-occupied housing, but in 1990 it rose to 90 percent. Singapore is promoting itself as a medical tourism hub, with the goal to serve one million patients annually by 2012, generate an additional USD 3 billion in revenue, and create 13,000 new jobs.
True leaders bring more than just hope where there is despair. They are people of character and competence who inspire others toward a greater purpose and in the process make a greater contribution in the lives of those they serve. Leaders know how to get results not just in financial capital, but also in human capital. This takes vision, integrity, perseverance, and humility to recognize and admit mistakes, then learn from them. Just as there would be no modern Singapore without the leadership of Lee Kuan Yew; leadership will ultimately be the solution to our greatest challenges in the CNMI.
Multiplying Your Greatest Asset
“If you want to build a ship, don’t drum up the men to gather wood, divide the work and give orders. Instead, teach them to yearn for the vast and endless sea.” – Antoine De St. Exupery
A simple shift in your leadership style could double the capacity of your organization. That’s a powerful statement, but it’s a claim that has been proven in research by authors Liz Wiseman and Greg Mckeown in their book “Multipliers: How the Best Leaders Make Everyone Smarter.”
If you’ve had the opportunity to work for an outstanding leader who inspired confidence and motivated you to perform at your very best, then you know about their ability to get you to work harder and make you feel valued for your contribution. Let me share a personal story of how this was accomplished in my life.
When I was in graduate school in 1982, I was recruited by Gary Poppleton, who was the director over evening school programs at Utah State University. He not only hired me to work for his division to expand their enrollment; I learned he had a much larger plan to also work with other directors to grow all of the divisions under what was called LifeSpan Learning Programs, which included: continuing education, enrichment courses, correspondence (precursor to online) courses, and satellite degree programs.
He confided that he wanted me to help him hire four other graduate students and then lead the group to increase enrollment. His confidence in my ability inspired me to rise to the challenge and I helped chose a team that worked well together. We decide that each of us would be accountable for one of the five divisions, but that we would brainstorm and work together to come up with ideas that would achieve the ultimate goal to increase enrollment. Gary provided guidance and direction, but allowed us a lot of latitude. When I told him that I’d like the team to have a title other than “graduate assistant” to improve our image when we met with people, he let us come up with our own name and paid for business cards to be printed. We dubbed ourselves “Product Design Specialists” and I designed a snappy logo for the card. Gary also allowed me to completely design a work center that included a large light table, and storage and filing system. He then had a carpenter build it to my exact specifications.
We threw ourselves into the work by taking surveys, designing brochures, ads, radio copy, going to fairs, and creating dioramas to attract and sign up students into the various programs. We were crazy, had fun, and significantly increased enrollment in all of the programs and doubled it in some.
Looking back, I realize that it was Gary’s leadership style that inspired me and the others to be extremely productive, and his confidence in me that caused me to take personal ownership. He was lavish with praise for the group and recognized our efforts. I can’t remember him ever stepping in to take care of disciplinary issues because we took care of any problems within the group. We realized the good thing we had and when one of the workers started to slack off, we were all over him to get his act together or we would take him off the team – he shaped up.
According to Wiseman and Mckeown, Gary Poppleton would be considered a “Multiplier” because he brought out the best in us and was able to get more intelligent action, better problem solving, and more concentrated effort from our team. Their in-depth research identifies the leadership characteristics that are able to get, on average, twice the capacity from people than do leaders at the other end of the spectrum, called “Diminishers.” These “leaders” are absorbed in their own ability and deplete the energy of those around them, and they may not be aware of their actions. In reality, no one is at either extreme; rather, they are usually somewhere between the two.
The key for you to develop more of the Multiplier characteristics is to be aware of the Diminisher qualities that tend to stifle the talent and contribution your people can make to your department or organization. Wiseman and Mckeown suggest that if Diminishers are unwilling to change, they should be removed or isolated from key leadership roles because of the high cost and long-term damage they can create. However, this is easier said than done because Diminishers who have finagled their way into top leadership roles are smart and intimidating. To learn if you are an Accidental Diminisher, go to their website and answer a simple 10-question quiz: http://multipliersbook.com/accidental-diminisher/
Once you identify possible Diminisher characteristics that you might exhibit as a leader, you can begin to change and develop more Multiplier qualities that will bring out the best in your people. This is not only beneficial in the workplace, but will also help improve your personal and family relationships. A simple shift in your leadership style will significantly impact the productivity and performance of your organization without adding any more expense. That’s something every organization can use at this time.
A simple shift in your leadership style could double the capacity of your organization. That’s a powerful statement, but it’s a claim that has been proven in research by authors Liz Wiseman and Greg Mckeown in their book “Multipliers: How the Best Leaders Make Everyone Smarter.”
If you’ve had the opportunity to work for an outstanding leader who inspired confidence and motivated you to perform at your very best, then you know about their ability to get you to work harder and make you feel valued for your contribution. Let me share a personal story of how this was accomplished in my life.
When I was in graduate school in 1982, I was recruited by Gary Poppleton, who was the director over evening school programs at Utah State University. He not only hired me to work for his division to expand their enrollment; I learned he had a much larger plan to also work with other directors to grow all of the divisions under what was called LifeSpan Learning Programs, which included: continuing education, enrichment courses, correspondence (precursor to online) courses, and satellite degree programs.
He confided that he wanted me to help him hire four other graduate students and then lead the group to increase enrollment. His confidence in my ability inspired me to rise to the challenge and I helped chose a team that worked well together. We decide that each of us would be accountable for one of the five divisions, but that we would brainstorm and work together to come up with ideas that would achieve the ultimate goal to increase enrollment. Gary provided guidance and direction, but allowed us a lot of latitude. When I told him that I’d like the team to have a title other than “graduate assistant” to improve our image when we met with people, he let us come up with our own name and paid for business cards to be printed. We dubbed ourselves “Product Design Specialists” and I designed a snappy logo for the card. Gary also allowed me to completely design a work center that included a large light table, and storage and filing system. He then had a carpenter build it to my exact specifications.
We threw ourselves into the work by taking surveys, designing brochures, ads, radio copy, going to fairs, and creating dioramas to attract and sign up students into the various programs. We were crazy, had fun, and significantly increased enrollment in all of the programs and doubled it in some.
Looking back, I realize that it was Gary’s leadership style that inspired me and the others to be extremely productive, and his confidence in me that caused me to take personal ownership. He was lavish with praise for the group and recognized our efforts. I can’t remember him ever stepping in to take care of disciplinary issues because we took care of any problems within the group. We realized the good thing we had and when one of the workers started to slack off, we were all over him to get his act together or we would take him off the team – he shaped up.
According to Wiseman and Mckeown, Gary Poppleton would be considered a “Multiplier” because he brought out the best in us and was able to get more intelligent action, better problem solving, and more concentrated effort from our team. Their in-depth research identifies the leadership characteristics that are able to get, on average, twice the capacity from people than do leaders at the other end of the spectrum, called “Diminishers.” These “leaders” are absorbed in their own ability and deplete the energy of those around them, and they may not be aware of their actions. In reality, no one is at either extreme; rather, they are usually somewhere between the two.
The key for you to develop more of the Multiplier characteristics is to be aware of the Diminisher qualities that tend to stifle the talent and contribution your people can make to your department or organization. Wiseman and Mckeown suggest that if Diminishers are unwilling to change, they should be removed or isolated from key leadership roles because of the high cost and long-term damage they can create. However, this is easier said than done because Diminishers who have finagled their way into top leadership roles are smart and intimidating. To learn if you are an Accidental Diminisher, go to their website and answer a simple 10-question quiz: http://multipliersbook.com/accidental-diminisher/
Once you identify possible Diminisher characteristics that you might exhibit as a leader, you can begin to change and develop more Multiplier qualities that will bring out the best in your people. This is not only beneficial in the workplace, but will also help improve your personal and family relationships. A simple shift in your leadership style will significantly impact the productivity and performance of your organization without adding any more expense. That’s something every organization can use at this time.
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