{"id":4812,"date":"2015-08-27T20:19:34","date_gmt":"2015-08-28T01:19:34","guid":{"rendered":"http:\/\/www.scottcochrane.com\/?p=4812"},"modified":"2015-08-27T20:30:35","modified_gmt":"2015-08-28T01:30:35","slug":"how-i-learned-the-importance-of-tuning-fork-leadership-2","status":"publish","type":"post","link":"https:\/\/scottcochrane.com\/index.php\/2015\/08\/27\/how-i-learned-the-importance-of-tuning-fork-leadership-2\/","title":{"rendered":"How I Learned the Importance of Tuning Fork Leadership"},"content":{"rendered":"

Updated from July 12, 2012 post<\/em><\/p>\n

\n

This week, the Willow Creek Association held our annual gathering of Summit host pastors from across the U.S., to debrief the recently held Global Leadership Summit.<\/strong><\/p>\n

One dynamic I found fascinating was to observe how many leadership “tuning fork” moments took place. These are moments when it appears that we could potentially veer off course, only to have another leader bring a note of clarity to the conversation, which serves to keep things on track.<\/strong><\/p>\n

As I wrote in this earlier post, I first learned the value of these tuning fork moments several years ago, and the value of these moments continues to guide my leadership to this day.<\/strong><\/p>\n

\n
\"\"<\/a><\/div>\n
An actual tuning fork is a simple tool used as a standard of pitch to tune musical instruments. And like a piano tuner, I learned that my job as a leader is to chime the tuning fork to make sure my team is operating with complete clarity.<\/div>\n
I have learned that there are 4 key components of tuning-fork leadership:<\/strong><\/div>\n
\n

1.\u00a0\u00a0\u00a0<\/strong>A \u201c6th<\/sup>\u00a0sense\u201d ability to perceive misalignment<\/strong>
\nAs a leader you must be constantly listening and watching for indications of very subtle mission drift among your team.<\/p>\n

2.\u00a0\u00a0\u00a0<\/strong>A patient, listening posture<\/strong>
\nI learned that a leader must follow up a hunch about mission drift with a casual, inquisitive conversation. I learned that the job is to confirm, or dispel, the notion that a teammate has drifted off course. Such a conversation must be safe and unthreatening.<\/p>\n

3.\u00a0\u00a0\u00a0<\/strong>An environment of affirmation<\/strong>
\nIf a teammate has drifted, I realized that chances are they are only off-base by 10%. Affirm the 90% they are getting right.<\/p>\n

4.\u00a0\u00a0\u00a0<\/strong>A clear ringing of the tuning fork<\/strong>
\nNow, I learned, you\u2019re ready to ring the fork. This involves unflinchingly pointing out where the drift has taken place, and ensuring your teammate\u2019s understanding is back on pitch.<\/p>\n

It\u2019s important to note that tuning-fork leadership is an ongoing, never-ending process. Mission drift is inevitable in every organization. And just when you think you\u2019ve brought everyone back into alignment it will be time to re-clarify things for someone else on the team.<\/p>\n

So\u00a0ask yourself these questions:<\/p>\n

    \n
  • Is everyone in the organization clear on our overall direction?<\/strong><\/li>\n
  • Is everyone clear on our highest present priorities?<\/strong><\/li>\n
  • Does everyone see how their contribution fits into the big picture?<\/strong><\/li>\n<\/ul>\n

    If the answers reveal any fuzziness it could be time for clarifying conversations.<\/p>\n

    Keep your tuning fork handy..<\/p>\n

    How do you keep your organization in tune?<\/strong><\/p>\n<\/div>\n<\/div>\n<\/div>\n

     <\/p>\n","protected":false},"excerpt":{"rendered":"

    Updated from July 12, 2012 post This week, the Willow Creek Association held our annual gathering of Summit host pastors from across the U.S., to debrief the recently held Global Leadership Summit. One dynamic I found fascinating was to observe how many leadership “tuning fork” moments took place. These are moments when it appears that…<\/p>\n","protected":false},"author":4,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"_bbp_topic_count":0,"_bbp_reply_count":0,"_bbp_total_topic_count":0,"_bbp_total_reply_count":0,"_bbp_voice_count":0,"_bbp_anonymous_reply_count":0,"_bbp_topic_count_hidden":0,"_bbp_reply_count_hidden":0,"_bbp_forum_subforum_count":0,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"footnotes":""},"categories":[3,769,5,738,478,7,87],"tags":[],"class_list":["post-4812","post","type-post","status-publish","format-standard","hentry","category-action","category-culture-2","category-discipline2","category-effectiveness-2","category-featured","category-leadership","category-leadership-summit"],"_links":{"self":[{"href":"https:\/\/scottcochrane.com\/index.php\/wp-json\/wp\/v2\/posts\/4812","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/scottcochrane.com\/index.php\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/scottcochrane.com\/index.php\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/scottcochrane.com\/index.php\/wp-json\/wp\/v2\/users\/4"}],"replies":[{"embeddable":true,"href":"https:\/\/scottcochrane.com\/index.php\/wp-json\/wp\/v2\/comments?post=4812"}],"version-history":[{"count":5,"href":"https:\/\/scottcochrane.com\/index.php\/wp-json\/wp\/v2\/posts\/4812\/revisions"}],"predecessor-version":[{"id":4817,"href":"https:\/\/scottcochrane.com\/index.php\/wp-json\/wp\/v2\/posts\/4812\/revisions\/4817"}],"wp:attachment":[{"href":"https:\/\/scottcochrane.com\/index.php\/wp-json\/wp\/v2\/media?parent=4812"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/scottcochrane.com\/index.php\/wp-json\/wp\/v2\/categories?post=4812"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/scottcochrane.com\/index.php\/wp-json\/wp\/v2\/tags?post=4812"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}