ValenceQuiz

Valence is a word that has a lot of versatility. It is commonly used in discussions of chemistry, psychology, biology, sociology, leadership studies, etc.

A cross-dimensional definition would be something like............Valence is the power to attract and make substantive connections.

If living a consequential life is a goal, it's not a bad idea to assess our valence factors.

Some interesting valence-related questions we can ask ourselves:

How well does my "vibe" attract the interest, engagement, participation of others?

What +/- valence ratio would others ascribe to me?

How might I better "connect" those within my sphere of influence?

In what ways does my valence positively impact our work as a team?

Gratuity

Most of us tip the server when we visit a restaurant. That gratuity is a simple expression of appreciation for service rendered. 

Gratuity is a powerful force multiplier, and it need not be limited in its scope. We can acknowledge and honor the effort and commitment of others in MANY ways, both tangible and intangible.

Consider some common and impactful gratuitous enactments:

• Embody respectfulness.
• Say thanks, often and personally.
• Be hyper-aware of the efforts and struggles of others.
• Read and freely share the stories of iconic servant leaders.
• Start meetings and engagements with expressions of thanks.
• Reflect on our blessings, especially in the context of human history.
• Donate -- time, money, effort -- to some kind of humanitarian cause.
• Improve constantly, as result of lessons learned and noble intentions envisioned.

We're all only visiting this planet. Extending gratitude is a way to make that visit much more pleasant, for ourselves and for all those whose paths we cross.

May the Force......................................get multiplied.

LightShining

Most of us work on teams, of one kind or another.

Teamwork is messy and challenging business. The larger the team, the more challenging the work.

The best leaders I know are masterful light shiners. They do that light-shining in several dimensions, all integrated, all the time. 

Here is that triadic Lighting effort:

• Sunlight - These leaders insist on the cleansing, sanitizing, and clarifying effects of transparency and full disclosure. That "sunlight" engenders trust, fosters loyalty, and energizes improvement efforts.
• Pin Light - These leaders know and engage with on a personal -- micro -- level the folks on their team and the stakeholders of their organizations. It's personal...every day, all day.
• Flood Light - These leaders notice and publicly acknowledge not just the "wins," but more importantly, the effort and investment of the team members. They praise others profusely, authentically, loudly.

"Let your light so shine before men..." Perhaps there's an alternative secular meaning to that famous quotation.

MATTERing

Some folks just give in, give up, choose the myopic and self-centric view, opt for pessimistic inertia. Being but one person on a planet populated by 8 billion humans, they take the view that we are but one grain of sand on a very large beach. How can/could we matter? 

On the other hand............

A different kind of folks choose to matter. They work to make themselves, and "things," better. They understand that hope is lovely, but insufficient. Making a better future takes intentional effort. 

MATTERers follow a fairly common and simple recipe. They zealously choose to:

• Believe - in something bigger than themselves, and constantly seek to clarify and make sense of that grounding-guiding "vision."
• Share - with others, both likeminded and not, those consequential beliefs.
• Care - for themselves, for others, for the planet and universe with which we have been blessed.
• Serve - in many ways, with eyes and hearts outwardly directed.
• Start - now, in this moment, today, and every day hereafter. 
• Focus - on their respective spheres of influence, however small or large. 

Yeppers. The key and repeated verb from above is "choose." Now is a good time to start. 

*Warning: There is no end in sight. Bettergetting and Bettermaking are daily disciplines.

LeadersAsArchitects

The best leaders I know serve largely as Architects of organizational culture.

In very overt and transparent ways, these Architects are:

• Futures-oriented -- They focus constantly on the "horizon" and help those around them do the same.
• Clarifying -- Even when the ambiguities and contradictions of contexts muddle things up, they keep their attention on worthy and noble driving principles.
• Relational -- They understand that how we treat each other is a powerful "attractor" in creating a sense of safety, belonging, appreciation, effectiveness, and value among/between organizational members.
• Outcome-focused -- They provide operational discretion and support and forgiveness in abundance, so long as folks are achieving results (or authentically trying to).
• Continually improving -- They invest heavily on better getting ... personally and professionally and collectively.

Architects understand that what is left behind is the legacy of what is being done today. 

What we build can and should convey beauty, resilience, ecological sustainability, social efficacy, and positive contribution.

Back to the drafting table...

BounceLesser

I engaged an 84-year old cowboy (Ben) in conversation during a luncheon not long ago. Ben was an interesting character, with bright eyes and a quick wit. He had been a working cowboy his entire adult life and a ranch manager for over 40 years.

Ben told me that he had "recently" quit breaking horses because he "didn't seem to bounce" like he used to. WHAT!?, I thought. Still breaking colts (and getting bucked off) in his 80s???

Though age (and wisdom) had called upon Ben to adjust his behavior and thinking to account for the realities of life, he was still exhibiting curiosity, vim, and vigor. He was, however, wisely aware that changing contexts require us to adapt.

A good lesson for us all: Get better at adapting to evolving realities/contexts. But never QUIT contributing and serving. 

How best can I continue to "bounce," even when some of the former "bounciness" is not available to me?

ContrarianRepellant

Every organization has its contrarians. 

Contrarians are habitual resisters. They disagree, oppose, block, slow, argue, distract, and disrupt...................simply for the sport of it.

Contrarians are not interested in outcomes or improvement. They are interested in "likes" and attention, more entertainers than contributors. 

The organizations that make consequential and consistent improvements, that change the world for the better, that are focused on serving well and pervasively and NOW...............somehow keep the contrarians on the margins (or in the closet).

A powerful contrarian repellant boils down to the cultural behavior leadership is willing to tolerate.