Thursday, January 31, 2013

Searching For A Better Way

As leaders and managers, we are in back to back meetings every day of the week with a cup of coffee in one hand and a stack of files, lap top or iPad in the other. As we race to the next meeting, our smart phones are chirping away, reminding us that we have more e-mails and text messages to read, phone messages to listen to, and assorted other meeting and deadline reminders to recall. With no time to go to the bathroom, let alone coach, think strategically, or plan for operational improvements, we just keep moving forward, hoping that tomorrow will be better than today. As one executive told me recently, “If this is success, it sucks!”

Every day of the week, we live an overcrowded life wishing and searching for a better way to lead and manage. We also are smart enough to know that it will take a great deal of learning, patience and effort to change. The first step to breaking out of this pattern begins with accepting there is a problem and then choosing to live less in the “everything will get done at the last minute” way of life. It also begins with structured learning.

One place many people have turned to over the years is the From Vision to Action Leadership Training. Here, they learn new ways to deal with old problems and successful ways to deal with new problems. Through comprehensive training that meets once a quarter and a set of structured readings in between, participants gain the skills and perspective to become better leaders, who make better plans and who implement those plans even when they have to run into the normal but difficult stages of organizational change. 

If you are tired of running in circles and sitting in non-productive meetings, then please click on the following link: http://www.chartyourpath.com/VTA-Training-Details.html. Racing hither and yon can be exhausting. There is a better way of leading.  I hope you can join us in March for the 2013 From Vision to Action Leadership Training.

Geery Howe, M.A. Consultant, Executive Coach, Trainer in Leadership, Strategic Planning and Organizational Change Morning Star Associates 319 - 643 - 2257

Tuesday, January 29, 2013

Early Bird Special Reminder

Before another foggy day takes place in the midwest, I just wanted to give you a friendly reminder that the “Early Bird Special” for the Spring 2013 From Vision to Action Executive Roundtable is set to expire on Thursday, January 31.

If you sign up between now and 1/31/13, the price will be $ 275.00 for the two days and $ 175.00 for a single day. Here is the link to the registration form: http://www.chartyourpath.com/pdf/2013-From-Vision-To-Action-Exec-Roundtable-Regist.pdf Please write “early bird special” on it when you send it to me by mail or fax (# 319 - 643 - 2185).

After 1/31/13, the registration price will be $ 295.00 for the two days and $ 195.00 for a single day.

Here are the details for your review:

Thursday: April 11, 2013

- 8:30 am - Registration
- 9:00 am - 10:15 am - The Prerequisites For Organizational Clarity
- 10:15 am - 10:30 am - Break
- 10:30 am - 12:00 pm - Creating, Communicating & Cascading Clarity
- 12:00 pm - 1:30 pm - Lunch and Networking 
- 1:30 pm - 2:45 pm - Reinforcing Clarity Through Systems
- 2:45 pm - 3:00 pm - Break
- 3:00 pm - 4:30 pm - Managing Clarity & Performance
- 4:30 pm - Adjourn

Friday: April 12, 2013

- 9:00 am - 10:15 am - Finding & Creating Personal Clarity
- 10:15 am - 10:30 am - Break 
- 10:30 am - 12:00 pm - Integration and Application
- 12:00 pm - Adjourn

Location: Courtyard by Marriott in West Des Moines - Clive, Iowa.

Hope you can come!

Geery Howe, M.A. Consultant, Executive Coach, Trainer in Leadership, Strategic Planning and Organizational Change Morning Star Associates 319 - 643 - 2257

Monday, January 28, 2013

The Connection Between Strategic Direction and Day to Day Operations

These days some people in leadership and management positions are running around like chickens with their heads cut off. They have not a clue of where they are going and what they should be focused on. Still, they are very busy and very intense.

The best middle managers I have meet are the exact opposite. They are grounded and they are clear. They know where they are going and they know what are their priorities. This happens because they are clear about the connection between strategic direction and day to day operations.

In the world of operations, good managers are focused on their existing customer base and they communicate clearly to their front line service supervisors and employees about what needs to be done when it comes to product delivery and service support. They also make sure the supply chain is focused on supporting the sales force and the on-time delivery of products. They know they need to consistently improve what already exists as this is the cash generating part of the business. 

Between managing the current budget and resources, these managers improve behaviors related to production and service delivery. This may involve the development of better skills, structure, goals, and systems in order to improve the ways we serve existing customers. This is the sole focus of day to day work.

On the other hand, they can also help prepare the organization for the market of tomorrow, i.e. the strategic direction. Here, as much as possible, they assist in on-boarding the next generation of high growth opportunities that are already in the R&D pipeline. They also focus on closing the gaps between current competitive strengths and tomorrow’s competitive requirements. Building new core competencies in alignment with the strategic direction is important work.

One way they manage the challenge of day to day operations vs. strategic level work is their ability to clarify priorities. Many years ago, the late Stephen Covey wrote a book called First Things First. In it, he offered a successful approach to time management which described a framework for prioritizing work that is aimed at long-term goals, at the expense of tasks that appear to be urgent, but are in fact less important. In his four square model, classifying tasks as urgent and non-urgent is on one axis, and important or non-important is on the other axis. His quadrant 2 has the items that are non-urgent but important. These are the ones he believes we are likely to neglect; but, should focus on to achieve effectiveness. Here is a link for more details about this approach: http://en.wikipedia.org/wiki/First_Things_First_(book)

When we as managers are clear about the connection between day to day operations and strategic direction, then we can be more effective and efficient in all we do.

Geery Howe, M.A. Consultant, Executive Coach, Trainer in Leadership, Strategic Planning and Organizational Change Morning Star Associates 319 - 643 - 2257

Monday, January 21, 2013

Two Key Concepts For Success as a Middle Manager

When seeking to become a better middle manager or to coach someone into becoming a better middle manager, there are two key concepts to review.

The first is to understand the difference between leadership and management. The best way to do this is to review the following key material by Marcus Buckingham in his delightful book, The One Thing You Need to Know ... About Great Managing, Great Leading, and Sustained Individual Success, Free Press, 2005. As he writes, “To excel as a manager you must never forget that each of your direct reports is unique and that your chief responsibility is not to eradicate this uniqueness, but rather to arrange roles, responsibilities, and expectations so that you can capitalize upon it. The more you perfect this skill, the more effectively you will turn talents into performance.

To excel as a leader requires the opposite skill. You must become adept at calling upon those needs we all share. Our common needs include the need for security, for community, for authority, and for respect, but for you, the leader, the most powerful universal need is our need for clarity. To transform our fear of the unknown into confidence in the future, you must discipline yourself to describe our joint future vividly and precisely. As your skill at this grows, so will our confidence in you.”

In order to become a better middle manager, the first step is to clarify roles, responsibilities and expectations.  While this sounds easy, it is most often forgotten in the daily rush to just get stuff done. A good executive coach can make a profound difference in helping this process take place. They can ask questions and share insights which build awareness and understanding. So, in review, to understand the difference between management and leadership is vital to long term success in management positions. When we manage well and lead well, we create capacity within the organization at a whole new level.

The other key concept is to recognize the power of building on strengths. As Tom Rath, author of StrengthsFinder 2.0 (Gallup Press, February 2007), noted, “If your manager primarily ignores you, your chances of being actively disengaged are 40%. If your manager primarily focuses on your weaknesses, your chances of being actively disengaged are 22%.  If your manager primarily focuses on your strengths, your chances of being actively disengaged are 1%.” 

The above numbers related to engagement are stunning. Yet, we as managers and leaders have to recognize that we often get stuck focusing on what is wrong and trying to fix it, rather than building on people’s strengths. While building on strengths takes time, it also results in longer term commitment and success.

Putting the two concepts together is the key to being a successful middle manager. In the beginning, you must recognize the unique talent in each of your direct reports and then to build on these strengths. When we do this, then we will achieve a greater level of engagement and performance by all involved.

Geery Howe, M.A. Consultant, Executive Coach, Trainer in Leadership, Strategic Planning and Organizational Change Morning Star Associates 319 - 643 - 2257

Monday, January 14, 2013

The Evolving Role of Middle Management

As I travel around the midwest and the country, I am continually amazed by the evolving role of middle management. What years ago was the sole work of senior executives is now becoming the normal work of middle management as senior managers become more and more focused on external stakeholder engagement and management.  

Whenever I consult with an organization with lack of role clarity issues at the middle management level, I always start with the four pillars of any successful organization, namely people, structure, systems and culture. Before we dive into mission, vision and core values or the development or implementation of strategy, I always ask what is a person’s role when it comes to maintaining or building clarity or alignment among the four pillars. It is a valuable exercise and always generates a higher degree of insight and perspective.

Right now, I believe more and more middle managers need to improve their ability to do the following four things very well. 

First, they need to clearly define the internal priorities and goals of the company, and be highly competent in cascading the external big picture. 

Second, effective middle managers need to focus on making the customer the center of all that they do, and at the exact same time build win-win partnerships with internal partners, other departments or divisions, and suppliers. 

Third, they must have the capacity to balance present challenges and future expectations. As we all know, the short, middle and long game are always in play. They key is setting realistic goals and then implementing flexible budgeting in order to capitalize on the right kinds of opportunities that appear in the market place. 

Fourth, effective middle managers need to continually shape the values and standards of the company, and hold people accountable to them. This will make a tremendous difference in making sure the right decisions are being made, and implemented.  

While defining roles is not easy work, it is very important work as we move through the coming months.  When we have this degree of clarity, many current problems will fall by the wayside.  And this will allow each and every employee to engage at a deeper level. 

Geery Howe, M.A. Consultant, Executive Coach, Trainer in Leadership, Strategic Planning and Organizational Change Morning Star Associates 319 - 643 - 2257

Thursday, January 10, 2013

Big Ideas For 2013

“Knowledge workers are now untethered, able to perform tasks anywhere at any time. What do the best of them want from your organization?” asks Tammy Johns and Lynda Gratton in their very good article called “The Third Wave of Virtual Work” in the January-February 2012 issue of the Harvard Business Review

As the authors point out, there have been three major waves of change over the past thirty years about how knowledge based work has gotten done. “First, home computers and e-mail spawned an army of freelancers, offering both workers and employers new flexibility. Next, mobile technology and global teamwork made it possible for full-time employees to work anywhere and anytime without forsaking career progress and development within their companies. Now new ways of providing community and shared space are ameliorating a side effect of virtualization - worker isolation - and driving increased collaboration.”  

As they further explain, “A major focus of the third wave’s new technology is to give workers the feeling of being in a shared environment. But virtual platforms can only go so far.... organizations and workers are also investing in a return to colocation of colleagues in the real world. “ Sometimes, these new co-working locations are called an “urban hub” or “work hub,” a well-appointed space for mobile workers. Think of it as “a frequent-fliers lounge without the airport” that features couches to worktables to boardrooms. Some of these work hubs are organized around particular communities of practice like web and game developers, writers, social entrepreneurs or inventors.  It provides them an opportunity to “rub elbows” in a community setting with creative and supportive people.

To capitalize on this third wave of change, the authors suggest that employers should rethink their compact with workers on five fundamental dimensions:

- “the value of the relationship with a larger enterprise”

- “the settings in which work is done”

- “the organization of workflows and how individual contributors add value”

- “the technologies used to support higher achievement”

- “ the degree to which employment arrangements are tailored to individuals”

As we move from wave one, virtual freelancers, to wave two, virtual corporate  colleagues, and on to the third wave, virtual coworkers, remember that these same workers feel they lack a sense of community and the richness of collaboration. With weaker social interaction and fun, these untethered workers are seeking neighborhoods and communities where they can recapture the best of what they had before globalization, “when citizens of communities felt their mutual dependence in every working moment, and connections were deep.” For those of you thinking about the future and starting strategic planning this year, I highly recommend reading this article. It is definitely worth the time and effort. Here is the link: http://hbr.org/2013/01/the-third-wave-of-virtual-work/ar/1

For those of you are wondering whether or not you have the capacity to execute on the big ideas you will be exploring in 2013, then I suggest you read the following article called “Strategic Leadership: The Essential Skills” by Paul J.H. Schoemaker, Steve Krupp, and Samantha Howland in the same January-February 2012 issue of the Harvard Business Review mentioned above. As they explain, “The storied British banker and financier Nathan Rothchild noted that great fortunes are made when cannonballs fall in the harbor, not when violins play in the ballroom. Rothchild understood that the more unpredictable the environment, the greater the opportunity - if you have the leadership skills to capitalize on it.” Through their research at the Wharton School and at their consulting firm involving more than 20,000 executives to date, the authors have identified six skills that “when mastered and used in concert, allow leaders to think strategically and navigate the unknown effectively.” These skills are the following: the ability to anticipate, challenge, interpret, decide, align and learn. “An adaptive strategic leader - someone who is both resolute and flexible, persistent in the face of setbacks but also able to react strategically to environmental shifts - has learned to apply all six at once.”

This article describes the six skills in details and includes a delightful self-assessment that will enable you to identify the ones you need to improve. This is a good article and will help those of you who are planning for the future to make sure you have people involved who can apply all six skills at once. Here is the link to this article: http://hbr.org/2013/01/strategic-leadership-the-esssential-skills/ar/1

 If you do not have people with this degree of capacity, then I encourage you to enroll your key up and coming people in the 2013 From Vision to Action Leadership Training which will help them improve their skills in all six areas. Here is a link for more information about this unique learning opportunity: http://www.chartyourpath.com/VTA-Leadership-Training.html

Planning for the future is important. Now is the time to think about big ideas and to make sure you have the capacity to execute them when the time is right. Be prepared; the future is just around the corner.

Geery Howe, M.A. Consultant, Executive Coach, Trainer in Leadership, Strategic Planning and Organizational Change Morning Star Associates 319 - 643 - 2257

Wednesday, January 9, 2013

2013 Spring Roundtable - Early Bird Special

Now that the New Year celebrations have passed, it is time for us to turn our sights on the 2013 Spring Roundtable! 

On April 11-12, 2013, we will gather at the Courtyard by Marriott in West Des Moines - Clive, Iowa for the Spring 2013 From Vision to Action Executive Roundtable. Here is a link to this location: http://www.marriott.com/hotels/travel/dsmch-courtyard-des-moines-west-clive/

Here is the agenda for your review:

Thursday: April 11, 2013

- 8:30 am - Registration
- 9:00 am - 10:15 am - The Prerequisites For Organizational Clarity
- 10:15 am - 10:30 am - Break
- 10:30 am - 12:00 pm - Creating, Communicating & Cascading Clarity
- 12:00 pm - 1:30 pm - Lunch and Networking 
- 1:30 pm - 2:45 pm - Reinforcing Clarity Through Systems
- 2:45 pm - 3:00 pm - Break
- 3:00 pm - 4:30 pm - Managing Clarity & Performance
- 4:30 pm - Adjourn

Friday: April 12, 2013

- 9:00 am - 10:15 am - Finding & Creating Personal Clarity
- 10:15 am - 10:30 am - Break 
- 10:30 am - 12:00 pm - Integration and Application
- 12:00 pm - Adjourn

Starting today through Thursday, January 31, I am offering an “early bird” registration price for the Spring 2013 From Vision to Action Executive Roundtable.

If you sign up during this time period, and submit payment before 1/31/12, the price will be $ 275.00 for the two days and $ 175.00 for a single day. Here is the link to the registration form: http://www.chartyourpath.com/pdf/2013-From-Vision-To-Action-Exec-Roundtable-Regist.pdf Please write “early bird special” on it when you send it to me by mail or fax (# 319 - 643 - 2185).

After 1/31/12, the registration price will be $ 295.00 for the two days and $ 195.00 for a single day.

I hope you will reserve April 11 - 12 on your calendar, and e-mail me today about whether or not you and your team are coming. Then, in April when the ground is waking up and daffodils are starting to bloom all we will need to do is meet at the Spring 2013 From Vision to Action Executive Roundtable.

Thinking ahead and looking forward to seeing you in April!

Geery Howe, M.A. Consultant, Executive Coach, Trainer in Leadership, Strategic Planning and Organizational Change Morning Star Associates 319 - 643 - 2257

Tuesday, January 8, 2013

Three Keys to Leadership

I have been told that when you enter US Marine Corps officer training you are taught the following three keys to leadership: know yourself, know your job, and know your people. Having taught leadership for many decades, these three keys are a lot more difficult than they first appear. 

First, to truly understand how you think and work takes great depth of reflection and effort. James M. Kouzes  and Barry Z. Posner in their book, A Leader’s Legacy (Jossey-Bass, 2006) write: “There’s solid evidence that the best leaders are highly attuned to what’s going on inside themselves as they are leading and to what’s going on with others. They’re very self-aware and they’re very socially aware.” The challenge to being a leader is to understand yourself and to understand how you solve problems. 

Second, every day you are a leader there is a job to get done. Some days this changes minute to minute. However, the best leaders know that the mission, the core purpose of the work, should not change. Being mission driven and values centered is one of the foundations to being a fine leader. 

Third, it takes a tremendous effort to know your people. And as a leader you have to come to terms with the following insight by Marcus Buckingham and Curt Coffman in their book, First, Break All The Rules: What The World’s Greatest Managers Do Differently (Simon & Schuster, 1999): “People don’t change that much. Don’t waste time trying to put in what was left out. Try to draw out what was left in. That is hard enough.” As they note, great leaders and managers capitalize on this insight and try to help each person become more and more of who they already are.

One way to become a better leader is to participate in the 2013 From Vision to Action Leadership Training. This in-depth, year long training course encompasses four quarterly sessions and helps participants gain valuable skills, knowledge and perspective about leadership, strategic planning and execution, and implementing organizational change. For more information about how to register for this training, including cost, dates and location, please click on the following link: http://www.chartyourpath.com/VTA-Training-Details.html

When one strives to be a better leader, knowing yourself, knowing your people and knowing your job is essential. For when these three keys to leadership are in place, we have a sound foundation for further organizational transformation and success.

Geery Howe, M.A. Consultant, Executive Coach, Trainer in Leadership, Strategic Planning and Organizational Change Morning Star Associates 319 - 643 - 2257

Monday, January 7, 2013

Between a Rock and a Hard Place

Today, the role of the middle manager is very important. We live in a world where a global economic crisis continues, a prolonged recession ambles along, a sluggish recovery happens each quarter, and a Congress that loves to debate a host of reforms - regulatory, heath care, financial - but not make any real decisions until the very last minute. And even then, not make all of the decisions so people can plan effectively for the future.

Nevertheless, as senior executives and leaders, we need to stay focused on the development of appropriate strategy, particularly as our companies navigate through this unprecedented and prolonged period of uncertainty. We also need to remember that it is the hard work of middle managers ,who hold the day to day operations together, that significantly impacts the brand identity and the organization’s real competitive advantage.

Right now in order to be successful, middle managers need to do four specific things very well. First, they must understand the philosophical framework of the company in order to routinely bring clarity and order to confusion and chaos among the front line employees. Second, they must be deeply immersed in the day to day, tactical operations of the company in order to solve problems better, and work on alignment related issues. Third, they must oversee multiple projects in multiple stages and maintain a vast network of people and resources in order to manage all of the projects to a successful conclusion or measurable outcome. Fourth, they must utilize a diverse set of assessment tools in order to routinely deliver improved performance at the individual and department levels. In essence, every day middle managers must lead and coach people who directly impact front line service and product delivery. 

At the exact same time, middle managers are caught between a rock and a hard place. Most of their work takes place in the space between clarity and ambiguity which does not co-exist peacefully. Many organizations and, in particular, many mid-level managers are suffering from constant change, reorganization fatigue, economic uncertainty, and strategic ambiguity. Most just want some black and white answers to basic operational and strategic questions. All they get these days is  “it depends” as an answer.

During the coming months in this blog, I will be exploring the role of the middle manager, and the key skills and knowledge they will need to have in order for all of us to be successful in 2013 and beyond. The first step in this journey is to recognize that many middle managers suffer from and have to deal with strategic and context blindness.  Strategic blindness is defined as the lack of ability or understanding to see our strategy as a whole organization. Context blindness takes place when we can see the whole organization but we can not see the environmental context within which the whole organization is working and moving through. In the beginning, when helping middle managers improve, assess which kind of blindness is taking place and then help them to eliminate it through improved coaching, education and dialogue. This will make a world of difference in their capacity to solve problems.

Geery Howe, M.A. Consultant, Executive Coach, Trainer in Leadership, Strategic Planning and Organizational Change Morning Star Associates 319 - 643 - 2257