“I use the word ‘strategic’ because inclusiveness must
be a calculated consideration in every leader’s actions,” she
writes. “An individual cannot adequately represent the
needs of this diverse population. Therefore, effective
leaders seek input from sources that reflect the diversity to
achieve a more holistic perspective. Research has proven
diverse teams are more effective.”
She observes some of the practical circumstances
reflecting this issue could include asking “why does this
program panel comprise a single demographic? Is our
leadership team too heavily weighted towards one type of
service? Is everyone being heard or is an individual or a
group monopolizing the discussion? Are there groups
excluded because of their level of experience or geographic
location?” Preparation
Birks also reminds us that it is important to be prepared.
“There are no short-cuts here,” she writes. “You can’t lead
without doing your homework and being organized. It is a
sign of your respect for your team’s time and assures
progress towards achieving objectives in an informed and
structured manner.”
The ability to say ‘no’
Frank Lippert, founder/partner at Go Strategies, LLC
Sacramento, California recalls being taught this lesson from
Dana Birks.
“That might sound simple, but when you are a nice guy,
a people pleaser, a helper - it’s a rough road,” Lippert says,
observing that Birks took him aside, telling him: “Listen,
Lippert, you aren’t so great at saying ‘no’ and you’re going
to need to get better at it fast. So, I’m going to call you once
a month and you’re going to tell me two good examples of
when you said ‘no’.”
“I thought it would be a piece of cake, two times saying
‘no’ sounded easy. Right? Well, I was wrong and Dana, as
usual, was right.”
Lippert has imparted the ability to say no to others,
including a friend who was working as much as 80 hours a
week, making her family cranky. “I suggested saying ‘no’
and drawing a line.”
“A day or so later, she texted that she’s said ‘no’ and she
was texting from home at 5:30 in the afternoon. She was
not a jerk about it, she stated her case for her well-being
and she drew the line. Her company understood and things
are getting better.”
“You can say ‘no’ too,” Lippert says. “It’s not too hard. It
reminds me a little of what Carol Doscher at Graceworks
teaches us, when you think you’re shouting on stage, you’re
probably talking loud enough for the audience to hear you.
When you, nice leaders, say ‘no’ it feels like you are being a
bad guy, but you are really just making good leadership
sense. Try it. Say ‘no’.”
Respecting others – The ‘servant leader’
As much as Dana Birks reminds us that it is important to
put things in balance and be prepared to say ‘no’, there are
times when you “have to make difficult decisions that cause
conflicts with interpersonal relationships.”
“Recognize as a leader you personify the brand of the
organization,” she writes. “Because as leader you are looked
up to and your behaviours can either positively or negatively
influence individuals in the organization and how the
organization is perceived by others. This may require
adjusting your personal needs and behaviours to support
the organization’s objectives.”
www.threadsoflife.ca The Canadian Design and Construction Report — Summer 2017 – 7