Category Archives: Change Management Theory

Collaborative Culture

March 31, 2012   admin   No comments
Collaborative Culture

To give credit where it’s due, I recently read a book written by a new friend, Robert Nitschke, titled, “Creating a Collaborative Enterprise.” (Nitschke, 2012) I urge anyone interested in culture improvement to read Bob’s book. There are a million ways to analyze organizational culture but Bob’s book helped focus a few key concepts in my mind. Without trying to take anything away from the book, the read inspired this blog post to consider the overlap of leadership, change and business process. Let’s look at each individually and then together.

Leadership

Over time, the word has become abused and yet still has an uplifting sparkle. From this practitioner’s point of view, leadership is critical, not because it’s the only thing but because it’s under-taught and under-used. The ability to think long-term and bring that perspective back to the present in a constant search for more complete paradigms is a critical, competitive advantage for any organization. All too often, it is easy to become used to “the way things are” and fall into a rut of doing like we’ve always done it … forgetting the original reasons why.

Leadership jars those of us in the status quo quagmire into new ways of thinking and doing. Jim Collins’ advice to “preserve the core and innovate everything else” is sage advice for the organization desiring to stick around. (Collins, 1994)

Change

I have come to believe people do not resist change so much as they resist senseless change. People must get an idea of what’s in it for them if they are to embrace or at least tolerate change. This allowance for change ranges from passionate “kool-aid drinkers” to the person who simply wants to keep getting a paycheck. Regardless of the motivation, most team members are naturally drawn to success and can be won over in time.

The interesting thing about change is it is both art and science. For example, one excerpt in John Kotter’s book, “Leading Change” suggests a scientific approach with eight steps to creating change. (Kotter, 1996) The how-to-execute these seemingly scientific steps is where art comes into play.

Business Process

Change is incomplete without considering business processes. The underlying, steady driver that keeps organizations running is the process machine (built partly by intent and partly by evolution). Without regular house-cleaning, business process can easily slow down an otherwise smooth running operation with unneeded obstacles and extra steps. In many cases, such problems occur between departments who unknowingly optimize their own areas to the unintended detriment of the greater whole.

Collaborative Culture

Far from being group-think without direction or coherent focus, collaborative culture is an engaging, dynamic entity … as it should be! This doesn’t happen by accident but is the intersection of humble leadership, change for the sake of vibrant business results and alignment of business process. Forget leadership and the destination is unknown. Take out change and any organization will eventually disappear regardless of how noble the purpose. Neglect business process management and find an organization driving like a car with two square wheels.

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Are there more important pieces to collaborative culture besides the above? How would you prioritize leadership, change and business process? What would you add, change or delete?

References

Collins, Jim (1994). Built to Last: Successful Habits of Visionary Companies. New York, NY. Harper Business.

Kotter, John (1996). Leading Change. Cambridge, MA. Harvard Business Review Press.

Nitschke, Robert (2012). Creating a Collaborative Enterprise: Retool Your Organization to Dominate Your Markets. Bothell, WA. Book Publishers Network.

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Top 3 Change Management Mistakes

January 30, 2012   admin
Change Management Consulting

Change is a healthy part of any enterprise intent on thriving long-term. History, and even present day, is littered with countless examples of those who failed to change in timely response to the market and disappeared as a result. In short, failure to adapt eventually means irrelevance, regardless of the organization type. To successfully meet new demands requires anticipating customer needs and expectations because once market share begins falling off, the time may have passed for re-invention.

Here are two definitions to start.

  • Mistakes in technique – With any change management effort, plan on mistakes in technique. This is the ‘how’ of change, the specific methods and experiments to move toward the vision. One speaker (I don’t remember his name) compared a technique mistake to accidentally making holes in a boat above the waterline. While not ideal, the boat can take a few without too much trouble.
  • Mistakes in principle – Although techniques can evolve readily, there should be underlying principles that remain constant. For example, team members should treat each other with respect, even when there’s disagreement. To use the boat analogy again, ignoring a principle is like making holes below the waterline. This is much more serious.

While there are several contenders for serious change management mistakes, here are my top three. If left unchecked, each will become an error in principle.

Mistake #3 – Lack of Follow-through

Good intentions alone are incomplete. Wishing, discussing or even goal-setting for the expected change isn’t enough. One of the comfort zones during uncertainty is to stay busy with outdated activities or simply stay in a planning mode. This may not be from resistance so much as fear.

Most of us like to get As on our tests which means making few or no mistakes. In change management, it’s normal to make mistakes in technique but the follow-through must focus on the goals until reached.

Lesson – Repeatedly explain the ‘why’ of change and give reassurance about mistakes in technique. Be consistent about checking on goal deadlines and agreements. Find those who follow up naturally and appoint them as it makes sense. Lack of follow-through will kill a change effort.

Mistake #2 – Ignoring Current Culture

Periodically, senior managers mandate big change ‘or else.’ While the commitment is admirable, current culture may see the policy as a win for management and a loss for the workers. Bad move. As one wise mentor said, “Involve them.”

Please, do not under-estimate the status quo culture. Don’t be afraid but be intentionally wise. Here are some questions to help navigate the risky waters.

  • What are the values of the current culture and will they need to change to ensure success?
  • Where is the overlap between current methods and future techniques?
    What is the best way to capitalize on mutual goals?
  • What are the strengths and weaknesses of the change plan? Of the current culture? Pick battles where change is the strongest and status quo is weakest.

With any serious change movement, there will be setbacks, mistakes and unexpected obstacles. Activities that might have seemed trivial may suddenly become rallying points for the status quo culture. Keep going, carefully choose battles and take alternative paths as necessary.

Lesson – Be willing to change the change. In other words adapt to the dynamic environment in method while remaining committed to the goals in principle.

Mistake #1 – Lack of Timely, Informative Communication

I have yet to visit an organization where the majority felt management communicated too much. Ironically, management in the same organizations often feels they communicate well. Why the disconnect?

Consider this context. Most of us are accustomed to more data than we can digest. Do a quick Internet search on any topic and note the number of results (in millions).

Give the team members as many updates as possible and let them filter for their own needs. Formal and informal channels buzzing with information is the life-blood of any change effort. Continually adapt the communication to meet the receivers’ expectations, needs and demands. This dialogue alone can create a healthier work setting.

Lesson – Communicate more than you think necessary … and remember this is a two-way street.

What do you see as the top three change management mistakes?

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Here is a related article.

Process Design in Operations Management (business process management) – “We all know there’s design … and then there’s DESIGN! From beautiful houses and buildings to boats – you name it – design makes all the difference in a great or just-ok outcome. Organizations are no different … design matters … a lot.”

Photo Credit: Copyright by SFB579 on Flickr. Some rights reserved.

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Turning Business Owners Into CEOs

December 22, 2011   admin
Photo by InterContinental Hong Kong

One of the most fascinating topics is the area of small business. Our country has a rich history of many entrepreneurs over the 200+ years who have worked hard, failed, learned, succeeded and flourished. There are many obstacles and challenges for the successful small business but one especially hard task is when an owner wants to move beyond being an indentured servant to the business for other interests, retirement, growth, diversification, quality of life, etc.

Granted, many business owners are happy to stay fully engaged in the business operations and do not want to change or grow. This is a perfectly acceptable option. However, this article is aimed at those who want to move into a big picture oversight rather than keep the organization fully dependent on the owner for daily operations.

Before we go farther, let’s define a few terms for the sake of this article.

  • Strategy – Big picture and long-term. Which hill should we take?
  • Tactics – Small picture and short-term. How should we take the assigned hill?
  • Business Owner – A person who successfully starts and grows a business and is at its core. The business owner is mainly concerned with tactics with some attention to strategy as necessary. Take the business owner out of the picture and the business will die (slowly or quickly).
  • CEO – A person who runs an enterprise with the big picture and who delegates appropriately for the organization size. The CEO is mostly focused on strategy with attending only to the most important tactics. Change CEOs and the enterprise will continue operating (assuming the new CEO is qualified.)

Anyone who has started a business comes to see that organization as his or her baby. The entity is like raising a child and is very dear to the creator. With this in mind, it is then often very difficult to mostly disengage while keeping the business viable and successful. The loss of nuts-and-bolts control is scary for most entrepreneurs to say nothing of how and who to hire to make it happen. Not only that, what can an owner do to make sure customers continue to receive the quality and personality of service and product they expect?

So how does someone move from being a business owner to CEO? While each transition is unique, here are some basic parts that remain constant.

1. Make a decision – This is usually a hard call for the successful business owner as changing to CEO is not for everybody. I have worked with business owners who expressed an intention to disengage from the daily operations but when it came down to letting go, they just couldn’t take the plunge. Again, either way is OK … just be intentional. Talk to close friends, family and business associates. Seek perspective from anywhere you respect the advice.

2. Develop a charter – First, think big picture, big picture, big picture. Did I mention you need to look at the big picture? What do you want the enterprise to look like once the transition is complete? What are the core values that have made the business thrive and must continue? Boiled down to the essence, what do the customers expect? What do employees expect in terms of corporate culture?

3. Make a plan – What are the key, daily competencies the independent organization must master in order for you to pull back? What are the crawl-walk-run processes? What are the profiles of the needed key people? Perhaps most importantly, how will YOU develop to stay ahead of the transition? Define a rough time-frame for the entire transition as well as milestones to measure progress.

4. Select a transition person – This may be someone already on staff or you may look externally. Decide if you want this person to be a bridge or eventually assume greater responsibility long-term. If you intend for the individual to stay in charge, plan on spending a lot of time mentoring and coaching. If you see this person as a bridge, collaborate intensively to ensure the project moves forward.

5. Most of all … communicate – Transitions are rarely smooth. There are unexpected setbacks and problems as well as timing speed bumps. Over-communicate (if that’s possible) with employees, business partners, customers and other key people about what’s happening, the next couple steps and, most importantly, the big picture.

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If you would like help moving from business owner to CEO, contact Leading Strategies for a complimentary, initial consultation. We offer a wide variety of scalable solutions for the successful entrepreneur.

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Process Design in Operations Management

July 14, 2011   admin
Process Design Diagram

We all know there’s design … and then there’s DESIGN! From beautiful houses and buildings to boats – you name it – design makes all the difference in a great or just-ok outcome. Organizations are no different … design matters … a lot.

So what are ways to maximize the chances of great organizational design? Here are 4 keys: 1)  Think like the customer, 2) Resist excessive department specialization (silos), 3) Promote the most inclusive metrics possible, and 4) Make money.

Think Like the Customer

At times, managers (and even leaders) become too focused on the internal organization and develop ad hoc systems or processes based on isolated problems. Invariably, this slows down the product manufacture or service delivery to the customer but it covers the managers’ back sides.

The manager should not be in the organization just for a soft ride. Sure, risk management is a necessary evil but it should never be an excuse for sub-par delivery because you can bet revenue and profit will suffer as a result. This is the opposite of elegant design. Here’s a test.

When was the last time you visited your company website or store strictly as a customer? How was the experience? How many extra steps did you find in completing your transaction? What annoyed you? What impressed you? How were you treated? Did you feel human or like a loose nut on an assembly line?

Ideas

  • At least monthly, test the major company services or products by walking through the maze to buy
  • Partner with a few customers to streamline the purchasing cycle

Resist Excessive Department Specialization (silos)

Someone once said, “Customer Service is not a department,” and yet the natural evolution in many companies can be where individual work areas become kingdoms to themselves. Everything within that department or division is about that department or division, not about the organization.

In order to have elegant design, department silos must be taboo. Notice I said “silos.” It doesn’t necessarily mean to go native in some sort of company commune but there must be healthy, working relationships between all areas. Yes, all. Let’s face it, customers can be mighty unpredictable at times. Excessive departmentalization increases the chances of an unhappy customer experience because the organization’s system cannot react let alone carry out the routine.

Ideas

  • Make part of department head ratings based on the ability to build and maintain healthy, working relationships between departments
  • Periodically trade workers (temporarily) between departments to learn the other area as well as bring new perspective.

Promote the Most Inclusive Metrics Possible

One of the large obstacles management unknowingly (or knowingly) puts in front of progress is excessive, specific metrics. Most times a department that uses very many measurements just for its area will assure that department does not have the best interests of the whole company at heart – the narrow metrics promote a department mindset and not an organization mindset. That’s not all bad but be careful.

The next problem this sets up is a department that will easily work at cross-purposes to other well-meaning departments who also have their overly specific measurements. The sad yield is sub-standard customer service because of the designed-in conflicts and the poor client is left muddling through this mess (or not if he or she chooses a competitor). Don’t leave this area to chance or natural evolution.

Ideas

  • Convene a metric-meld session. Have the department heads meet, compare specific metrics and figure ways to make more holistic measures that honor the department as well as organizational needs.
  • Hold an annual burn-the-metric meeting. Review all measurements and work hard to lower the number to the very most important.

Make Money

Making money is still the most important measurement for a business. Yes, principle-centered behavior should be expected but without profit, a business will eventually disappear.

It is entirely possible to be a profitable and responsible company. It is completely reasonable to be a fun and productive organization. It can be harder to accomplish both ends of the spectrum at the same time but isn’t it worth it to have higher employee satisfaction and great customer happiness? If you’re not making the level of profit that seems right for your company and industry, take a hard look at internal design.

How About You?

So … what questions do you have? What parts did or didn’t make sense? What added details would be helpful? Fire away in the comments …

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If you would like help designing a more customer-friendly company, contact Leading Strategies for a complimentary, initial consultation. We offer a wide variety of scalable solutions.

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Business Scenario Planning

March 14, 2011   admin
6513345221_d042e235f4_z

Would you like to know what’s over the horizon? The truth is, nobody can precisely predict the future but we can get an idea with a handy improvement tool called “future scenario planning.” You can use scenario planning personally, in a work group or for an entire organization.

A Great Tool

As an entrepreneur, you might want to explore if part or all of your current business approach will work longer term. As a boss, you could choose to use scenario planning to find out more about retention and morale. As a parent, you may be curious how your child-raising methods will work. Future scenario planning is a natural way to consider what might happen “out there” for these and many other possibilities.

None of us can predict the future with great accuracy. However, we can make general, high-probability forecasts with some certainty without highly specialized experience. For example, you and I could make a few general forecasts based on a scenario of steadily rising oil prices. We would probably miss several details but the main thoughts would be reasonably correct.

To maximize the value of future scenario planning, it is important to suspend limiting assumptions. For instance, if someone says, “That will never happen,” let the comment be a red flag. Some pretty crazy, unexpected things have happened in the last several years. In short don’t instantly accept or reject a possibility, examine it carefully first. But let’s step back a moment.

Brainstorm a List of Possible Future Scenarios

The first key question is “what if?” What if we continue ahead without any changes? What if we change this large variable or another? What if the market dries up? What if we start a R&D arm? You might think of this as worrying-with-a-purpose. The purpose is to consider the possibilities and then build a possible response. One caution is to not get too detailed as we are not predicting the future but simply working to consider likely scenarios. Another way to think of this exercise is like a set of computer if-then statements.

Another key part is to think long-term. You must decide what that means in you setting (days, months, years, etc.). The strength of scenario planning is to give the consequences time to emerge. The exercise can turn into fun as different ones suggest variable changes.

Shorten the List to the Few Most Likely

Look at each possibility and decide on pros and cons. If you don’t like the outcomes, play with the assumptions and see if you can improve the consequences. Now work on cutting the list.

There are several ways to do this. One simple approach is to first decide the criteria for choosing your favorite future options. Do you want use your personal or corporate values (or both)? Do you want to focus strictly on the outcomes? How do you want to tie into your personal or company purpose? Another way is to decide based on a balanced set of pros and cons. Maybe you want a hybrid of several requirements. The point is, choose what works best for you and your circumstances.

Just as too many options at the grocery store confuse some of us (my hand’s up), too many future alternatives may not help you or your organization. To bring clarity, fewer options are better. Theoretically, a person or company could have any number of scenarios but the time is better spent on boiling down all the possibilities and thoughts to a select few. I’ll explain why in a moment.

Include the Status Quo

There is a strong pull in any type of organization (or even for us as individuals) to stay with the comfortable, the status quo. Be sure and explore this possibility and what you expect as logical outcomes should the path continue unaltered. Otherwise, it will be tempting to fall for the siren song of sticking with the comfortable. In other words, the result of doing nothing differently should also be considered to make sure the choice at the end of the exercise is truly intentional.

Make a Choice

Remember the idea of worrying with a purpose? The purpose is to make changes now based on a scenario we intend to use. Notice I said “intend to use.” Other scenarios can stay on the shelf just in case but the intent is to make current changes to create more positive outcomes down the line. It’s very important to make a choice rather than be carried along with some mysterious current. As a fellow consultant says, “No decision is a decision.”

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4 Steps to Better Culture (2 of 2)

February 17, 2011   admin
Photo by SFO CP

Last time I talked about how each organization has a personality as a result of the collection of personalities within. Now let’s continue with the thought of improving that larger personality through a few common sense steps.

3. Interview any new employee within 7-14 days of starting work. People are smart and very quickly adapt to a new environment. This includes companies where a fresh face quickly blends into the culture. Many of us would like to change things but many cultural mindsets become invisible because, “that’s just the way we do it here.” The newest employee is more likely to wonder “why” and the smart cultural warrior will pounce on this information like the gold nugget it is. Oh by the way … act on the interview information.

Specific Take-aways:

  • The important part of this interview is to only do it when you are completely open and 100% non-defensive. The interviewee will take cues from your body language – good or bad.
  • Take good notes (and let the person know what and why you are writing vigorously.) Also, you must be committed to acting on this feedback or else the interview is actually a bad thing. Any boss who asks the type of questions as below is sending an implied message of coming improvement. Better to not ask and not change than to ask and then not follow through.
  • Here are possible questions.
    • What has surprised you about joining this company?
    • What has disappointed you since you started?
    • What processes seems cumbersome? What methods are really slick?
    • What is your favorite part of this job? Why?
    • Assuming the right skills match, would you try to get your best friend to work here? Why or why not?
    • What kind of training do you wish you would have more of?
    • What educational opportunities do you hope for in this organization?
    • What things would make you a raving fan of this organization for a long time?
    • If you were to describe this company as a person, what would that person look like and act like?
  • IMPORTANT: Follow up with the new employee in no more than two weeks about improvements you made based on the feedback. The more the better. Please, please follow-up. If this is not your strength, enlist the help of a colleague or sharp executive assistant.

4. Hire for a value system first before experience. See if this sounds familiar. The typical hiring process looks for X years of experience in this specialty or that. Throw in a college degree for good measure and maybe membership in some professional group. Once the hiring manager is satisfied the person has “been there, done that” long enough, the deal is closed.

All too often though, the same hiring manager will grow disgruntled with the employee in the coming weeks and months. Why the dissatisfaction? The problem is rarely a discrepancy in the experience level. (They said they had eight years experience and they only have six, for example.) The complaint is usually something about the lack of performance or some obnoxious personal trait. This is a classic case of aiming for the wrong target and hitting it! The company ultimately pays the price in lower morale, productivity and profitability. Don’t get me wrong, experience is important, it’s just over-emphasized in too many cases.

Specific Take-aways:

  • Identify the values most important in the ideal person for the position. If you can narrow the list to the top three or four, that’s best.
  • Conduct more than one interview … face to face. You can’t afford to mess up the hiring decision because it’s too painful and costly. Sorry HR, telephone interviews are terrible for making quality hiring decisions. Skype is bit better but still not as good as in person.
  • Conduct at least one interview at a local eatery or other public place requiring interaction with others. (I can’t take credit for this idea but don’t remember where I read it.) How does the prospective employee interact? Is this someone you want talking to your most valued customers?
  • Get into discussions about decision-making with the candidate to start to understanding their thinking process. What values do you think are most important to them? Would you let this person babysit your 4-year old? Would you be comfortable to introduce this interviewee to your mother?
  • If you don’t find the right candidate at first, start over. Don’t settle for second best or “just OK.” Resist the pressure to “just fill the position.” Take it from one with hiring regrets in a past life.

5. Learn to work outside the script. (OK, I fibbed a little … here is a fifth way to help build a stand-out culture.) Anybody can learn and run a business script. It’s not terribly tough to say, “Store policy is …” because it transfers the accountability to some nameless person deep in the company hierarchy. The clerk or low-level employee becomes the innocent face for a dysfunctional organization and this is doubly frustrating for the customer.

The first frustration is the restrictive policy that does not allow the customer to be completely satisfied or, heaven forbid, delighted! The second frustration is there is usually no way to give feedback on the dumb policy to the company because the person reciting policy has little or no influence. Too often, “company policies” arise out of a few isolated problems and rather than deal directly with the issues and the culprits, it’s easier to make a blanket rule and pronounce the problem solved. To the hapless consumer, it can seem as though some businesses work to find new ways of saying “no” like a “no-of-the-week” campaign.

I am not advocating anarchy or lawless minimum wage employees but surely it is common sense that team members be allowed and encouraged to think to delight customers (who are the life blood of any enterprise). After all, if the employees are that bad, why did you hire them in the first place? Why not communicate policy in a broader sense of timeless values such as respect, kindness, courage, fairness, justice, etc. This may prove difficult for the organization bent on hiring on experience alone – see the last section – but this type of employee is worth his or her weight in gold.

Specific Take-aways:

  • Resist the urge to have very many company policies. Yes, you need some rules to keep order but keep the number down and, by all means, review all the policies at least annually to cut the most annoying 20%.
  • Find a way to actively, genuinely ask for customer feedback so the lamest rules become painfully obvious … quickly!
  • Give the frontline employees some decision-making authority using broad values (respect, kindness, courage, fairness, justice, etc.).
  • Sorry to be repetitive but … ask customers, would you recommend your mother shop or work here? If yes, why? If not, why not?
  • Educate the frontline employees. Don’t just throw them into the ring and expect instant success. I have seen it and so have you. As one colleague used to say, “Pay me now or pay me later.”

All the best!

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4 Steps to Better Culture (1 of 2)

February 10, 2011   admin
Photo by SFO CP

Every organization has a personality and this personality is a result of the collection of personalities within. To this culture geek, the interplay of personalities that create a company persona is a source of endless fascination – not only from the what-is-it-now perspective but in the what-it-could-be department. I hope you’ll agree the possibilities are endless when we start imagining.

So what if you could make a few changes to improve this overall personality. Maybe you’re a manager who is both aware of your enterprise sacred cows and cultural improvement opportunities. As you know, culture progress will improve customer service and, more importantly, the bottom line. May I suggest the following four ideas? Perhaps they’re useful or will trigger other thoughts for your organization’s long-term good.

1. Give your receptionist a raise. Who is the first face or voice for many of your customers? Maybe it’s not a receptionist in your case. Maybe it’s an outside sales person or a repair technician, etc. Whoever this person or team, they should be rewarded on making a great first impression because this initial interaction can be very powerful.

What would you pay for customer loyalty? What would you pay for customer word-of-mouth advertising? Both of these items and more are influenced by the customer’s first contact with your organization. How much attention do you pay to the entry point of your company?

Specific Take-aways:

  • Identify who is usually your organization’s first face or voice.
  • What are the things you most want in your first customer contact beyond the traditional position description details? Communicate those expectations to the frontline employee.
  • In addition to their normal job duties, give pay consideration to this person or team for a critical public relations (PR) role. In the case of a receptionist, the duties are much more than just answering the phone or greeting a walk-in customer. Are you broad enough in the total compensation thoughts?
  • How well do you know this employee? Are there any other welcome considerations you could give for the PR role such as time off, education opportunities, cross-training, etc.?

2. Steal your senior executives’ office chairs. For a culture to grow and thrive requires activity. Not just busy work but engaged hearts and minds with the natural variety of perspective. A senior manager that asks multiple questions and does a lot of listening will learn much about what makes the culture tick and how it could be better. Most people are genuinely happy to give their opinions on most topics. Also, asking honest questions has a natural side effect of building trust; what company couldn’t use more of this commodity?

Although these conversations make look like small talk, the smart executive will be constantly on the lookout for cultural facts to include in senior level discussions. and decisions Look beyond the present discussion. What does it mean for your best customers, vendors, suppliers, and alliance partners?

Specific Take-aways:

  • Here are starter questions to ask. You are trying to discover what employees thinkabout their workplace, NOT just what they say.
    • If you could change one thing about your job, what would it be?
    • If you could make one policy/software/process improvement in your area, what would that be?
    • If you were the boss, what would you do? OR What do you think is the right thing to do in this case? (In response to a complaint.)
    • How could we lower the use of sick days?
    • What makes you run to work and walk home? What makes you walk to work and run home?
    • Would you recommend your mother work here? If so, why? If not, why not? (Thanks to Lee Hawkins for this question.)
  • As you talk to employees, tune into their body language. How open are they? What would a casual observer say about the conversation? What can you learn on improving the culture by this feedback? How can you improve the feedback?
  • Get used to asking “why” as a discovery question, not as a preface to an accusation.

Next time, we’ll explore the final two steps to a better culture. All the best!

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Current Reality and Desired Future

November 13, 2010   admin
Photo by Rennett Stowe

Let’s talk about another part of leadership. It is natural to put the best light on things, especially as a boss responsible for the “state of things.” A leader’s role is to see the environment as he wishes it to be AND as it is. A leader must be equally aware of two main areas: current reality and the desired future.

Both perspectives are vital to move toward a better tomorrow. An effective leader will balance seeing things as he would wish them to be (vision) with a very conscious awareness of current reality to have a true starting point. Denying current reality means disaster is on its way and not having a dream makes the present much less meaningful.

Make an “AND” Decision

Several years ago, I was flying an Air Force T-38 Talon that was nearly out of fuel. The reason for the problem was yet another: the landing gear would not safely extend (or so I thought). I made repeated attempts to properly lower the gear as normally indicated by three, small lights inside the airplane. Each time I tried this, only two lights would light up.

Suddenly, I remembered a practice emergency simulator session where a landing gear light bulb was bad. I tried it! After switching one light bulb for another, I had good indications of a safe landing gear configuration (down and locked). What I thought was faulty landing gear proved to be a bad, 35-cent bulb instead.

In this case, my desired vision was to safely land the plane but that was clearly threatened by the current reality of an unsafe landing gear indication. Had this emergency gone on much longer, I would have been forced to eject as landing with partially extended gear in this particular airplane would have been suicide. (Yeah, I was scared.)

I had a vision – land in one piece – but was forced to deal with current reality to get to the vision. No amount of positive thinking and hopefulness would have made a difference. It was time for action.

Dream AND Be Real

There are similar possibilities in families, groups and organizations. A person in a leadership position without exercising real leadership likely has hopes and dreams of a better tomorrow but refuses to recognize current reality. By denying what is, this so-called leader has effectively shut down hope of organizational improvement. Is it that simple? Yes!

The reason is, to quote a mentor, “Bad news generally does not get better with time.” There are very few things that simply improve with a ticking clock. Great marriages must be nurtured, fine musicians must practice, outstanding food must be prepared just right, and great organizations will only thrive with an unshakable dream AND a steely gaze on the present. Strangely though, many organizations embrace a dysfunctional paradigm hoping that a solution will magically appear. Or worse, they hope that by just talking a good game, change will happen.

Any organization, large or small, profit or not-for-profit, secular or religious, is not exempt from the vision and current reality dynamic. If I sow the seeds of inaction, I will reap an unwelcome harvest. If I intentionally sow seeds to move toward the desired future while allowing for the present state, I will be able to start to measure progress. This requires dealing with “what is” right now and working toward alignment with the vision.

Yes, there can be pain in spelling out current reality. Most normal people would rather be comfortable than uncomfortable. Current reality organizational problems of dysfunctional teams usually fall into two categories: (1) They become invisible, or (2) They become sacred cows. Hard to deal with the former and you had better not touch the latter!

Still, reality is not the enemy, it just is. Ignoring reality has just as concrete outcomes as dealing with reality. As another colleague says, “No decision is a decision.” The challenge for the effective leader is to properly diagnose reality while keeping hope alive in progressing toward a brighter future and then act!

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Four Steps to Choosing Better Values

October 30, 2010   admin
Photo by ginnerobot

Personal development requires looking for, looking at and changing mindsets as needed. However, since it makes no sense to change mindsets in a vacuum, what should a person use as a guide? Part of the answer is having an intentional values system. Here’s an exercise to get started.

  • In your dealings with people (in general), what do you value most from the interactions? How do you prefer others approach you from a character standpoint?
  • What are the top three or four most important things you want from a friend or business colleague on a relationship level?
  • How do you think customers should be treated? How do you think fellow team members should be treated?
  • What is non-negotiable?

Now, before we get too far, not all values are created equal. A value is nothing more than a basic priority on which to base decisions.

For instance, let’s say I’m a boss and I think it’s important my employees do what I say … no matter what (obedience)! This may be fine as long as I am ALWAYS right and ALWAYS have the best ideas. On the other hand, this could be disastrous if I’m not the smartest person in the room.

So here’s a two-part test before we go on.

Do you think you are the smartest person in the room?

Do you wish you were the smartest person in the room?

If you answer ‘YES’ to either question, personal development will be difficult to impossible. Why? Either of these self-centered mindsets will block learning, short-circuit relationships or both. Continual learning and relationships are at the core of personal development work.

Realistically, the value of rigid obedience held by the boss in the above setting will work some times and fail at others. The point is some values have more substance than others. So then, the ‘best’ values are those that work the most consistently, not just some times. In fact, if we could choose values that ALWAYS work, that is ideal.

The GOOD NEWS … there are values that ALWAYS work! Here’s another exercise to help.

Let’s say Entrepreneur X is starting a company and already has 10 employees. At an early team meeting, one of the first agenda items is to define ‘how we will treat customers and each other.’ What do you suppose would be on the list?

Possible answers could include the following (you can add more).

  • Treat each other with respect
  • Value everyone’s ideas equally
  • Go the extra mile with customers and each other (consideration/patience)
  • Promote creative solutions that are good for us and the customer (everybody wins)
  • Do business with vendors who share our quality commitment

Notice the underlined words and how universal each sounds? It doesn’t matter if you are in the military, government, non-profit, for-profit or some other organization; any healthy person could buy into the list. Why? Regardless of the organization, “people are people.”

Here’s another great exercise created by a consultant friend of mine to help build or refine a stand-out values system.

Using one or two-word descriptors, what traits are required from a husband and wife to have a happy, life-long marriage? The results of this exercise are amazingly similar with widely different groups. Here are a few traits to get the brain juices flowing.

  • Love
  • Courage
  • Honesty
  • Humor
  • Fidelity
  • … and many more!

Notice how these traits really are values? Please also notice how these traits work in professional relationships. So here’s a 4-part test for ‘good’ values.

  1. Is it timeless? (It would work centuries ago and will work centuries into the future.)
  2. Is it universal (works for most anybody across cultures and religions)?
  3. Is it obvious and certain if stated out loud?
  4. Does it ALWAYS meet the needs … long-term?

Any value that fits these four pieces is an excellent candidate for your personal values list.

To develop a list of closely held values, do this …

STEP 1: Brainstorm a list of values. Write as many as possible. (Don’t worry yet if they pass the above values test.)

STEP 2: Now test each value based on the criteria above and drop those that do not pass the test. Rank order the remaining items.

STEP 3: Set the list aside and then revisit in a few days.

STEP 4: Boil the list down until you are rock solid with the top few. It’s not that the others don’t matter, it is just important to know your top three or four to make consistent, good decisions on mindsets.

When decisions are most difficult, you may bump into what we call “values conflict” where you must decide which value is of higher priority. The person who has defined the top three or four values will do better with difficult decisions.

Once you have a good values framework in place, looking for, looking at and changing mindsets becomes MUCH more meaningful, useful and satisfying.

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Coming Back Stronger | Drew Brees (2 of 2)

October 23, 2010   admin

Let’s continue from last time by looking at a book by New Orleans Saints Quarterback, Drew Brees titled, “Coming Back Stronger.” (If you are challenged with your present circumstances, let me recommend Drew’s book to you.) You may recall that in this book, Drew talks about the mysterious value of adversity and how, “that which doesn’t kill you will make you stronger.” (Brees, 2010) He draws from his real life examples and suggests ways of finding the good in bad things that may come from just living life.

One of the intriguing concepts in the book relates to Drew’s acrostic on faith. ‘Keeping the faith’ so to speak is one of the required mental processes to excel in adversity. From a team perspective, Drew breaks down faith into five pieces so here is the diagram.

Fortitude

Attitude

Integrity

Trust

Humility

We will look at the final parts this time by combining thoughts from the book with my editorial comments.

Trust

Trust (or the lack thereof) is the natural outcome of integrity. If you want more trust in a relationship – be it personal or professional – work on integrity first. Don’t just try to force trust (it doesn’t work anyway). Trust is the glue that holds any group or organization together. Without trust, any team or family will fall apart because each member becomes an island.

In the book, “Expected End,” I call trust as one of the two super-principles. (Friesen, 2008) Any successful group excels because of cultivated trust. At the most basic level, I have to believe in you to some degree (and vice versa) in order for us to perform our respective team tasks together with excellence.

I can think of no better example than formation flying. The flight lead (#1 airplane) has certain duties and responsibilities as does the wingman (#2 airplane). Over time, as pilots fly with other pilots, they develop different amounts of trust based on how each performs their respective duties. In the fighter world, a high-trust formation is an incredible weapon. The opposite is true as well.

Ideas – How much do others trust me? Do I hang out with people I trust? What one relationship can I work on this week to improve trust by being a person of better integrity?

Humility

The second of two ‘super-principles’ is humility. (Friesen, 2008) Humility is so very powerful because is allows learning to happen. After all, as one great coach said (can’t remember his name), “None of us knows everything about anything.”

Let’s get one thing straight … humility is not weak! Humility is a practical view of life and does not over-value self. Yes, self-esteem is important and humility does not harm self-esteem. Humility keeps that big ego in check.

You may argue that you have not ego but I think most of us do to some extent. Ego is not bad as long as it is kept in check by humility. Ego can help people do great things. Ego can help a person persist in spite of adversity. Mis-guided ego can destroy relationships, however.

Humility recognizes I do not have all the best ideas or infallible perspective. Humility looks for insight from others and then genuinely considers this advice. The beauty of humility is it helps any willing participant gain mindsets that are closer to reality and isn’t that what we really all aspire to? Don’t we just want to right in the most objective way?

Ideas – With whom should I suspend judgment the next time this person gives an opinion on something I care about? What could I learn? By the way … humility builds trust at an incredible rate … try it!

Working through and benefiting from adversity is a tall order. I am not pretending it’s easy to push through. No matter how many times a person faces difficult things, it does not necessarily make future problems easier. However, the committed learner will pick up tools each time adversity rears its ugly head to be better equipped for life and to help others along the way.

References

Brees, Drew (2010). Coming Back Stronger: Unleashing the hidden power of adversity. Carol Stream, IL. Tyndale House Publishers.

Friesen, Mike (2008). Expected End: What Culture Is, Why It Matters and How to Improve It. Adna, WA. Lulu Press.

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