| Every home and every organization has structure. | | | | They are either expecting others to do something |
| Structure is the invisible field that influences | | | | to them, or expecting others to do something for |
| behavior. Systems expert Peter Senge of M.I.T. | | | | them. If you are expecting others to do |
| defines structure as "choices made over time." | | | | something to you, you spend time shoring up |
| Choices made over time becomes the "way we | | | | your defenses, planning your counter attacks, |
| do things". The way we do things comes from | | | | planning your preemptive attacks, or avoiding |
| the way we think--our beliefs, assumptions, and | | | | certain people altogether. If you are waiting for |
| perceptions. Every relationship and every | | | | others to do something for you, you are helpless |
| organization that you are a part of has a | | | | and powerless until someone takes care of you. If |
| structure. You influence that structure by the | | | | you are not being cared for or treated in the way |
| choices you make. Structure is what compels | | | | you think you should be, then you feel under |
| people to act in certain ways. | | | | appreciated, or mistreated, resentful, or the victim |
| For example, I went to a book store (Schuler's | | | | of selfish people. |
| Books and Music) and asked about a certain book. | | | | If you are a leader and you think like a victim, |
| The sales associate looked it up, led me to it, | | | | your thoughts and emotions, and their resulting |
| took it off the shelf, and handed it to me. All of | | | | choices will serve to create a structure that |
| this was done with cheerfulness and a desire to | | | | encourages confusion and conflict. For example, |
| help me. I know that if I go into that store and | | | | the manager who avoids talking to the |
| ask for a book, I will get the same response. | | | | underperforming employee creates a structure |
| That's structure. All the associates treat | | | | that encourages poor performance. The message |
| customers that way. Why is that? It is because | | | | sent, even though it isn't intended, is: "Your |
| leadership has communicated and modeled that | | | | performance is acceptable to me." The manager |
| behavior consistently. Leaders consistently send a | | | | who constantly criticizes someone sends the |
| message as to how to treat customers. | | | | message: "I expect you to do poorly." Whatever |
| In another example, I decided to visit a chain | | | | your opinion of someone else may be, that |
| restaurant called Steak and Shake. I just wanted | | | | becomes your vision for them. These thoughts |
| a chocolate shake to take out. I walked in and | | | | will generate emotions and behaviors that will |
| stood at the counter. Four people who work | | | | serve to promote the behaviors you say you |
| there saw me but did not acknowledge my | | | | don't want. |
| presence. The waitress was pouring coffee but | | | | Leaders who are self aware recognize when they |
| ignored me. There were only three tables with | | | | feel victimized or uncomfortable. They recognize |
| customers. That was a leadership problem. The | | | | that their discomfort and their behaviors are out |
| leaders in this restaurant had not created a clear | | | | of alignment with their vision and with who they |
| structure. Ignoring customers was acceptable. | | | | are as a person. This acknowledgment and |
| Maybe the waitress didn't want to deal with a | | | | recognition must be nonjudgmental. That is, you |
| take out order. Maybe the two people in the grill | | | | don't condemn yourself for how you feel. You |
| said to themselves : "Hey, greeting that guy is the | | | | accept it and clarify who you are, what you want, |
| waitress' job." Maybe she would have come over | | | | and the vision for your organization. You |
| eventually, but I noticed she wasn't very busy. | | | | determine what your next steps will be in order |
| The place felt "dead" so I left. | | | | to come into alignment with your intentions. You |
| If poor performance, lack of cooperation, or lack | | | | determine what actions will best serve the highest |
| of responsiveness is happening in your | | | | good for all concerned. As humans, we are |
| organization it's because it is acceptable. This is | | | | always susceptible to feeling like victims. Excellent |
| not an article about being tough on your | | | | leaders move themselves out of the |
| employees. It is an article about being honest with | | | | neighborhood of victimhood and into the high-rise |
| yourself. Whether you are the leader in an | | | | of personal responsibility. |
| organization, a family, a church, or a committee, | | | | To summarize, the thoughts, emotions and |
| there is no "them". Your choices set a tone. What | | | | choices of leaders become the structure of an |
| you say and what you don't say send a message. | | | | organization. As structure is reinforced, it |
| A leader is an architect. Your mind including your | | | | influences behavior. The place to begin growth or |
| assumptions, beliefs, and perceptions, is your | | | | correction is within yourself. Your shift in thinking |
| design tool. The behavioral choices you make | | | | radiates outward and influences the structure. |
| each day come from the way you think. These | | | | Leadership is not about getting people to do things |
| choices, combined with the choices of others, | | | | your way. Leadership is influence. Whatever |
| become "the way we do things." Therefore, | | | | thoughts and emotions you are bringing to the |
| organizational change and growth do not happen | | | | table--that is your influence. This is true at your |
| at the level of behavior, but at the level of | | | | place of work, in your home, in your spiritual |
| thought. Behavior originates in thought. Emotion is | | | | community, and in any other group in which you |
| your body's response to thought. Emotion is the | | | | are involved. Choosing to shift your thinking away |
| driving force behind all choices. Negative or | | | | from victimhood is not easy. It's easier to be a |
| positive, excited or bored, emotion is the energy | | | | victim. Your intention and willingness will move you |
| of a group of people. Leaders contribute to the | | | | forward. Your ability to reflect honestly on your |
| energy of the group via the way they feel. The | | | | own contribution to your conditions and to the |
| energy at Schuler's was caring, helpful, and | | | | conditions of your organization will serve you well. |
| enthusiastic. The energy at Steak and Shake was | | | | Your commitment to who you are, to the |
| apathetic and slow moving. If you are going to be | | | | well-being of others, and to the vision of the |
| an excellent leader/architect, you need to | | | | organization will define you as a great leader. |
| understand how you think and how your thinking | | | | Leadership is a choice that is made moment by |
| makes you feel. | | | | moment. Leadership is a practice and this is how |
| A great many people see themselves as victims. | | | | you practice it. |