“Working with Eric was a pleasure. We developed a good rapport and established a level of honesty and trust. I valued his counsel and recommendations. I find Eric to be very competent in a variety of disciplines. He is able to correctly diagnose organizational problems and suggest solutions that are on point. I found Eric to be a professional with the highest levels of honesty, integrity, and ethical behavior. I would not hesitate to engage his services again in the future.”
Kathy Lueckert,
former Corporate Services Director,
Department of Planning and Development,
City of Seattle
(Kathy is now Director of Planning and Finance for Advocacy and Communications at World Vision.)
“I've worked closely with Eric on developing and presenting the Leadership Eastside community leadership program. He has that rare blend of extensive real-world experience along with a very strong background in theory and research. He moves easily between big picture strategy and the tactical details. Eric brings a superb ability to plan, execute and follow-through, both as a behind-the-scenes planner and as an upfront instructor and facilitator.”
Annalee Luhman,
founding board member,
Leadership Eastside
Conflict and change: The blog
20 February 2009
Everyone is a volunteer.
Do you think of the people around you as automatons or volunteers?
One of the principles of influence leadership is that no one is really in-charge. That is, no one can make anyone do anything without their cooperation.
If no one is indeed in charge, the corollary principle is that everyone is a volunteer. Everyone needs to be brought to do the work of the organization as a willing partner—someone who accepts the larger purpose of the organization and their role within it.
It has to make sense to them and be “worth it.”
As an influence leader, one of your tasks is to provide to people with the information and perspective they need to enable them to join with you as a willing partner. What would entice a volunteer to do what you ask?
This is a lot different than expecting people to do something only “because you said so” or “it’s their job.” That’s old school command-and-control thinking—not something the influence leader can use.
I got this idea that “everyone is a volunteer” from a fellow member of a non-profit board of directors. On a non-profit board, of course, we are actually all are volunteers. But, my colleague told me he also thinks of people in his company as volunteers—an intriguing idea.
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