Discover the Guiding Principals - part #3

In her delightful book called Dare To Lead: Brave Work, Tough Conversations, Whole Hearts (Random House, 2018), Brene’ Brown asked a marvelous question: “What does “done” look like?” It is my new, most favorite question.

When helping people and organizations plan for the future so they can become more nimble, flexible and agile, I now ask them similar questions. In particular, if they are seeking to unify quality, empowerment and principle-centered leadership, I want them to describe the vision they are seeking. Here are those questions:

When it is done well, what will it look like?

When you fulfill your new strategic plan, what outcomes will be the new normal?

When you and your team execute consistently over time, what will happen inside the organization and to your relationship with your clients or customers?

As we know, some people will set the bench mark by which all others will measure their performance. Others will follow the bench mark. The ones who set the mark always have a clear vision of how good they could be and are consistently working towards this mark. For them, the answers to the above questions are not a wish list but instead a concrete description of how well their company can serve its customers and its staff. 

This week, set down and figure out what done looks like. Then do the exact same exercise with your team.  The process will be empowering for you and an extremely insightful exercise with your team.

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

Discover the Guiding Principals - part #2

Management-by-bestseller is a common practice these days. The newest books often captivate senior leaders and they are consumed by all of the new words, phrases, and concepts. The difficulty is that these new books rarely make a difference over time.

When I help people and organizations plan for the future, I work hard to not let them get caught up in the tidal wave of new stuff. Instead, I ask an important and unique question: What should not change as we plan for the future?

I have learned through the years that stewardship is just as important as growth. While growth may be exciting and new, it is stewardship that gives the organization the foundation upon which it can build.

As the late Stephen R. Covey wrote: “There’s no way we can escape accountability.  We make a difference - one way or the other.  We are responsible for the impact of our lives. Whatever we do with whatever we have, we leave behind us a legacy for those who follow. And we can exercise our unique human endowments and choose the kind of stewards we want to be.”

When we clarify what should not change, we can maintain crucial people and systems which can act like a stabilizing force within the organization. It also can help us not forget what we have learned in the past so we do not re-invent the wheel.

This week, sit down and map our what should not change as you seek new levels of growth and organizational change. Being a steward is a powerful choice.

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

Discover the Guiding Principals - part #1

When we seek to unify quality, empowerment and principle-centered leadership, we have to pause and ask ourselves and our team a simple, but powerful question:

- What do we want to be known for by our customers, our community, and our employees?

This is not a question to be answered in a tweet. Nor is this a question to be tossed out there in an operations meeting, and then given superficial time and attention to be answered.  

This is the kind of question one sits down with and ponders over an extended time period. It will require good coffee plus uninterrupted time and space for some deep internal reflection. 

Because once we are serious about answering the question, then we must also address the second most important question which, in reality, could be the true first question:

- What kind of person do I want to be known for at work, in the community and within my family?

When we seek to answer these two important questions, we have the potential to uncover the principles that guide our life, be it at work or at home.

As we walk this path, I also encourage you to remember that a successful organization has four pillars, namely people, structure, systems and culture. Once we begin to discover the answers to the above questions, then we can explore whether or not these four pillars are in full alignment with our guiding principles. 

As we engage in deep reflection and generate this level of personal and organizational clarity, we realize the importance of full alignment. We also discover our guiding principles and the importance of integrating them into all that we do, be that at the individual, team, department or whole company levels.

This week, make time to answer the above two questions. You have nothing to lose and everything to gain from this deep work.

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

Decipher the Stone - Principle-Centered Leadership - part #2

When committing oneself to the pathway of being a principle-centered leader so that your organization is more nimble, flexible and agile over the coming two years, there are four key steps to take.

First, you must become 100% focused on building and maintaining relationships. Over the years, I have learned that organizational change is the sum of individual change. And for this to take place, people need to feel supported, respected, and understood. People in leadership do this by learning to listen to understand rather than being understood, paraphrasing an old Covey concept.  The best principle-centered leaders I have met also recognize the difference between ability and attitude problems, and are clear about their expectations.

Second, these same leaders are exceptional at setting priorities and helping others to do likewise. When they do this in combination with routine goal setting, they empower people to make the right decisions for the right reasons.

Third, principle-centered leaders are addicted to learning about themselves and others. They do not slip into patterns of self-deception. Instead, they are humble enough to admit mistakes and the lessons learned from the mistakes. They frame this as learning opportunities and the building blocks of character.

Finally, they do not hesitate to celebrate success and progress, plus lessons from failure. While some may see this as silly and inconsequential, principle-centered leaders understand the relationship between clarity, commitment and confidence. Building all three is critical to successful organizational change.

This week, reflect on the above four key steps and evaluate how well you are doing each one. Then, make a plan to get better at all of them.

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