Early each morning the phone rings. Chrystal sits with her coffee in hand and shares her status report with her Division Director, Paul. The conversations are friendly and relaxed. With a major project to oversee, she is aware of her boss's concern and need to be in the loop so he can take control when needed. He wanted to know the details and was there for advice and council at each turn. Chrystal was sure that she would not have been put in charge of this project if he didn't trust her. She felt free to make her own decisions. Though, she found that she would always talk through her options with him before implementing them. This was her first major project and she relished the open discussions and support she received from her boss. Yet, she found the process very stressful.
Chris saw himself as independent, a strong leader and a real go-getter. He led an active life and knew he simply didn't know everything he needed to run his company. Keeping up on everything would take too much time away from his customer and team relationships and overall management responsibilities and would leave no time for his personal life. Friday mornings (more often when needed)2 -4 hours were set aside for a conference call and a half a day-full day once a month for a  face-to-face meeting with his team. Not our typical staff reporting, but rather staff sharing and brainstorming took place.  As situations arose, lessons learned, problem resolution, impact awareness, new tactics, even customer needs and employee scenarios were discussed together with everyone on his leadership team who could attend.
Sure, he had an open door policy, but in a fast-paced, complex environment like his, coupled with his travel schedule, who had time to just drop in? He needed to keep abreast of what was happening and needed his whole team to stay on top of things and participate in decision making. Solutions to challenging and complex, as well as mundane issues were derived from the input of his whole team. Everyone knew what was going on. How they each went about implementing changes was often a mystery to him, unless something needed to be discussed or shared. He trusted that once they were clear on what needed to be done, team members would then do what they needed to get the job done. If they needed help they would ask for it. When projects impacted cross teams they worked together and formed focus groups when they needed to. Could he tell you the details and inner working of each project? NO! But, when he needed information, he knew who to ask and the info. was readily available.
The styles of both leaders - Paul and Chris -- were very different --and fostered different leadership styles in their subordinates and different results. The first, for a young, up and coming  leader on a first major project might have been just the developmental support that was needed to succeed. However, if continued too long, it may not necessarily help the new leader develop the self- confidence to make her own decisions and inspire others on her team. Her brainstorming and problem solving skills were strengthening with these one on one interactions as was her relationship to her boss. However, the management team as a whole was rarely informed of each other's activities beyond memos and didn't have the opportunity to benefit from synergistic problem solving. The second team had the benefit of being kept regularly informed as a whole and could always tap into the collective imagination of the group, often going beyond pure problem solving. Not only were new ideas created, but product and process innovation, and on occasion, new markets were created.

What type of management style does the work you do require? Which style better suits you? What changes might you make in how you manage your team? How might making these changes enhance your outcomes and environment? What might be getting in the way? What steps can you take now?...and in the future?

Creative Experience (1924), Mary Parker Follett
The Mary Parker Follett Foundation is placing this remarkably still applicable text of this nearly 90-year-old book chapter by chapter  on line where you can read it online or download the PDF files free of charge.

3 - 5 Minutes of relaxed breathing can ease a day's worth of stress:
Lying down with a firm pillow or a folded blanket under your head, bend your knees and rest your feet flat on the floor. If that is not comfortable, place a bolster or rolled blanket under the knees. Feel free to shift your position and stretch if you become uncomfortable. You may choose to play calming music as well.

Place your hands on your stomach, close your eyes, and turn your attention inward. How do you feel? Are you uneasy, uncomfortable, buzzing, or distracted? Is it difficult to lie still? Is your mind racing? The goal is to let go of all that, which is not always easy. It may take several minutes (or several sessions) to relax deeply. Give yourself time.

With each exhalation, let your stomach sink away from your hands and into the back body. After a gentle pause, can you feel the belly rise effortlessly when you inhale? This relaxed action cannot be rushed, so don't force the movement in any way; an easy rhythm will settle in as your state of relaxation deepens.

Adapted from writings by Barbara Benagh, a yoga teacher since 1974, The Yoga Studio, in Boston, Massachusetts

The day was long as Kelly rose at 4:30, did her daily exercises in the quiet before the rest of  the household awoke, then headed into the office for her early morning meetings. Generally, she did not return home again until after 8. She loved her work, her position, and thrived at work. She had time for a mid-day yoga class once a week and sailing on the weekend during the summer. Yes, with computer and phone in hand, but that was part of the fun, too. She sat on a couple of Charity Boards and was proud of the work she did. The money she made afforded her lots of benefits and choices, including a good education for her family. But, somehow she felt that something was missing. Her day seemed to be more of a routine and she felt less and less enthusiasm. At 42, she wondered what was missing? Was she burnt out?
Kelly didn't think she had the typical signs of burn-out:

• Things you enjoy at work now feel like drudgery?
• Feel cynical or bitter about your job, your boss or the company?
• Negative changes in the way you are in relationships outside of work?
• Lack of patience
• No interest or bored in work-related conversations
• Dreading going to work in the morning?
• Easily annoyed or irritated by your co-workers?
• Jealous of individuals who are happy in their work?
• Feeling meaninglessness?
• Performance sliding
• Caring less now than you used to about doing a "good job" at work?
• Increase in health issues
• Extended periods of fatigue or low motivation

What really perplexed her is that she couldn't remember when she had last asked herself what she wanted or what was important to her.  She had gotten so caught up in setting new goals and achieving--aiming higher and higher up the ladder that in the process she lost touch with herself--what mattered to her now. She was living from goals she set long ago. They were great goals, but did they still apply? Her life had changed. Her interests had changed. Even the type of exercise she was interested in had changed. Yet, she hadn't taken the time to change what she was doing - re-explore what she wanted in her life now. With her kids grown, she was entering a new stage in life. Kelly started exploring what was important to her; what gave her life a reason for being; what she wanted in her current life, as well as where she wanted to be in 5 years and 10 years out. She stepped back and clarified her values - her guiding principles. Then, she looked at what her current life was like and what she needed to reach her new goals and align them with her values. She designed a plan to focus her energies to reach her new goals. She didn't make major changes at first. Yet, her energy and zest for life returned. Unexpectedly, her relationship at home rekindled - different from before. Kelly still awoke early. Instead of her usual workout, she took a long walk in the woods before work and started taking periodic weekend vacations with her partner or friends. She decided to delegate more at work to make time to volunteer and several months later she began to focus on starting the foundation she had dreamed of. At the end of the day she felt fulfilled, looking forward to the next day with enthusiasm.
Small adjustments with a clear focus in mind can sometimes change our lives!

"We need to study not the "conception" of a general will, but concrete joint activity."
"...the first test of productive power of the collective life is its nourishment of the individual. The second test is whether the contributions of the individual can be fully united"
Mary Parker Follett, Creative Experience (1924)