How do leaders move from being a functional leader to an enterprise level leader? - part #2

Having the right skill set as an enterprise level leader is very important.  The first skill is having the ability to sell the problems within an organization. However, before you can sell the problem, you have to understand risk. There are basically four kinds of risk in the world of business as outlined by Jim Collins and Morten T. Hansen in their book, Great By Choice: Uncertainty, Chaos, and Luck - Why Some Thrive Despite Them All (HarperCollins, 2011):

- Death Line Risk which will kill or severely damage the enterprise.

- Asymmetric Risk in which the downside dwarfs the upside.

- Uncontrollable Risk, namely a choice that exposes the enterprise to forces or events that it has little ability to manage or control.

- Time-based risk when the degree of risk is tied to the pace of events, and the speed of decision and action

The critical question a leader has to regularly ask is: How much time before our risk profile changes? Understanding risk helps a leader formulate how to sell a problem.

Furthermore, selling the problem helps you manage nonstop change successfully. “Selling the problem is more than just a practical tactic to encourage people to let go of the way things have been”, writes William Bridges in his book,  Managing Transitions: Making the Most of Change, (Da Capo Press, 2003). As he explains, “… selling problems is the only way to get beyond having to sell every change piecemeal….People who understand the organization’s real problems … don’t have to be “informed” or “educated” after the fact.” 

As he continues, “If you understand the problem and the people you work with don’t, a polarity is immediately set up. If, on the other hand, everyone recognizes the importance of the same problem, it the manager and the people on one side and the problem on the other.”

From my experience, the opposite of selling the problem will result in a control and command form of leadership where one will have to spend time solving each problem and overcome each pocket of self-interest. This will just take too much time, especially if the risk profile has changed. Selling the problem solves problems before they become problems.

The second skill set is learning how to create an environment for ownership. When I see great leaders do this, they always start by asking questions. Here are a few to get you started:

- why must it be done this way?

- what is the root problem?

- what are the underlying issues?

- who has a different perspective on this?

- what happens if we don’t do it at all?

This reminds me of what John Maxwell wrote in his book, How Successful People Think: Change Your Thinking, Change Your Life (Center Street, 2009). As he explains, “Realistic thinking gives you credibility…. Realistic thinking helps people to buy into the leader and his or her vision. Leaders continually surprised by the unexpected soon lose credibility with their followers. On the other hand, leader who think realistically and plan accordingly position their organizations to win. That gives their people confidence in them.”  From my experience, an environment of ownership comes when leaders ask good questions and show realistic thinking.

The third skill set to being an enterprise level leader is to role model better and better each day. To do this, you, as a leader, need to learn how to deal with disjointed incrementalism, i.e. this is when you know where you want to go, but not always how to get there. The solution is to learn how to convey strategic intent. This means making the objectives clean, but avoid micromanaging those who will execute on them.

It also means recognizing that you are more visible with every level you move up in the organization. All of your actions are constantly sending a message. Therefore, be more present when you are with people, quit multi-tasking, and quit thinking e-mail is a solution! The key to role modeling well begins with spending more time shaping the values and standards within the organization, spending more time defining what is and what is not meaningful outside the organization, and spending more time helping people focus on the right things, rather than just doing things right.

This week, practice bringing everything back to the core mission or purpose of the organization, support those who role model the mission, and always stay focused on mission.

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

How do leaders move from being a functional leader to an enterprise level leader? - part #1

It was at the end of a large group meeting when he stood up to share: “Here is what I have learned, unlearned and relearned…” And he began to speak. I turned from watching him to watching those gathered. The audience was engaged and focused. His comments were clear and to the point. In reality, I didn’t know if I was going to cry or smile. 

Finally, after years of coaching and endless hours of discussion about strategic level topics, he had found his voice. He claimed his knowledge and artfully blended in his experience. He spoke his truth. He displayed executive presence, that rare combination of being confident and calm, being present and attentive.

In his book The 8th Habit: From Effectiveness to Greatness, the late Stephen Covey notes there are four roles of leadership, not leadership as a position but instead “as a proactive intention to affirm the worth and potential of those around us and to unite them as a complementary team in an effort to increase the influence and impact of the organization and important causes we are part of.” For Covey, these four roles of leadership are:

- modeling (conscience): set a good example.

- pathfinding (vision): jointly determine the course.

- aligning (discipline): set up and manage systems to stay on course.

- empowering (passion): focus talent on results, not methods, then get out of people’s way and give help as requested.

The big problem right now is that we are moving functional leaders into enterprise level leadership positions and they are doing very poorly. Technically they can do some things, yet they are failing in other areas. In particular, they are not thinking and acting strategically.

Individuals with an enterprise level mindset can do five things very well. First, they can live with the discomfort of uncertainty and ambiguity. Second, they can make connections and realize that it is all about making connections, i.e. connecting people to purpose, connecting people to people, and connecting people to outcomes. This level of connecting gives purpose and meaning to the work we all are doing. Third, they can be a map maker and a traveler at the same time. Fourth, they can be vulnerable and learn to live with vulnerability plus handle the risks that come with the choices being made. Fifth, they are willing to show up and participate even if they know they might fail. 

This week, remember Covey’s four roles of leadership and keep coaching people to have an enterprise level mindset. 

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

Going To The Next Level

During the last 90 days, more and more senior leaders have been discussing with me about how to help a functional leader become an enterprise level leader. At the same time, many middle managers who want to be a future senior executive have talked with about the exact same subject. While there are no quick fixes to this challenge, there are three key concepts that I have observed when people transition from being a functional leader to a successful enterprise level leader.

First, the best enterprise level leaders know that diagnosing a problem is as important as solving a problem. Therefore, they follow the advice of Roger Martin in his June 2007 article in the Harvard Business Review called “How Successful Leaders Think” by asking the following three questions:

- What are the salient factors to take into consideration?

- What is causing what? i.e. an analysis of causality.

- What is the correct decision architecture to deploy?

The answers to these three questions give them a framework to making the right decision rather than simply rushing in to solve the immediate problem. In essence, these questions help them see the bigger picture and understand the impact of making a decision.

Second, the best enterprise level leaders recognize that commitment is a mindset more than it is an action.  Beginning with the perspective that awareness is not understanding, the best enterprise level leaders are focused on creating a strategic level mindset in everyone who has to develop and execute a strategic plan. They agree with Bill Gore when he wrote, “Commitment, not authority, produces results.” Therefore, they are constantly seeking out ways to help people be better committed to the mission of the organization.

Third, the best enterprise level leaders know that competency is not mastery. Many people can do things in a competent manner. But those who are committed to mastery understand that there are never really experts, only people who commit a life time to constant learning of the fundamentals and the willingness to take risks to achieve a higher performance. With intentionality and continual practice, the best enterprise level leaders are always willing to be the beginner. Continual progress is the foundation of all they do.

The goal of becoming an enterprise level leader is a worthy one. The goal of becoming one of the best takes profound depth of character and commitment. The path is not easy but it is worthwhile. I hope the above helps you as you move forward in your career or if you are coaching some one in their career journey.

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