Do Not Send Mixed Messages

When it comes to getting things done in many organizations, more is said than done. Some people can talk a good talk, but many do not walk the talk. It is this discrepancy that can cause many of the problems that surface during transformation.

Many years ago, I remember an executive who invited me to speak to his entire staff one morning at dawn. "A breakfast seminar for champions, " he called this training opportunity, and I was delighted to participate.

With the sun barely over the horizon, we gathered, and I began. During my presentation, I was impressed with the focus and attention of those gathered. But over the course of the morning, I couldn't help but notice that they seemed to be very reserved, rather than fully participating in it. They were courteous, but cautious.

Afterwards, members of the management team approached me and asked if I had a few minutes to visit with them before going up to meet with the CEO. Not pressured for time, I agreed to sit down for a 10 to 15 minute  visit. Together we walked down the nicely carpeted hallways to the executive wing and into the boardroom, a room that was dominated by a table in the shape of a "T".

"This is where we meet as a team to discuss change and leadership," said the vice-president. "We sit down here as a group, and he sits at the top of the 'T' with a table all to himself. Change is great, but it begins at the top. He thinks he walks the talk, but this T-shaped table sends a different message. If we are going to work together as a team, we all need to sit at the same table with the same kind of space. It's that simple." We visited for a while, and then I went on to the CEO's office.

As part of my conversation with the CEO, I mentioned the table issue. "Huh! I guess I never thought about it," he replied. “But when I look at it from their angle, they are absolutely right. What a crazy mixed-up message I’ve been sending! I’ve been talking about commitment, mission, and values -- but the table says authority, control, and command. That table doesn’t need to be moved, it needs to be removed.'"

Weeks later, I learned that the management team had initiated a progressive and successful movement to a new level of growth. Removing the table had become a catalyst for aligning commitments and reality in a new way.

Remember: Walking the talk means not sending mixed messages about what is most important.

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

Navigating Through Continued Uncertainty

Over warm cups of coffee, we discussed the many challenges before the nation as the Affordable Care Act (ACA) and other major changes and redesigns were taking place. The three of us agreed that in order to be successful given these changes, organizations would need to be more integrated, accountable and have a higher degree of transparency. Furthermore, there would need to be greater cooperation and coordination among key stakeholders from many different systems.

However, during a pause in the conversation, one of the people stated that “the master is the one who pays the bills.” We all just sat there for a moment and realized that this was true. Whomever controlled the flow of the money, controlled the whole system. 

While this may be a “blinding flash of the obvious,” referencing a Tom Peter’s term from long ago, it was, at the time, a valuable insight. For if the “master” is focused on outcomes and results, then everyone will move in one specific direction. However, if on the other hand, the “master” is focused on compliance, then everyone will move in a different direction.

Our challenge as leaders is to clarify our intent when communicating about organizational change, and to remember that people think their way through the world of change and feel their way through the world of change. If compliance is the major focus and it is based on fear, then creativity will rarely arise. As Margaret Wheatley pointed out in her extremely thought-provoking book,  So Far From Home: lost and found in our brave new world, Berrett-Koehler, 2012, “... compliance-enforcing behaviors only lead in one direction - to demotivated, demoralized, disaffected, and disappearing workers and colleagues.”

With continued uncertainty on the horizon in 2014, now is the time to focus on constant and compassionate communication. We must let people know we are listening to them as they think and feel their way through the world of change. This will require a tremendous effort on our part as leaders and yet it will make a significant difference as we move together through the rest of 2014.

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

Message received?

Here is a simple but powerful leadership lesson that many people are forgetting right now, and need to remember:

Just because you sent the message does not mean that the other person received it, let alone understood it.

Whether it is in a memo, e-mail, text, tweet, or during a face to face conversation, just because you said it or wrote it does not mean another person heard it, understood it or will change their behavior because of it.

Recently, during executive coaching sessions, I am hearing over and over the following: “ Well, I sent it to them and they did nothing.” Or “I keep telling them it is important and they didn’t do anything with this information.” My response is always the same: just because you sent the message, does not mean they got it, let alone understood it.

The problem is that we live now in a world where “To Do” lists are more important than goals, and e-mail is more important than relationships. Everyone is racing to “get’er done.” This is not a sustainable way to work or to live. No wonder people in leadership positions are burned out and are thinking of quitting,

Instead, we need to send effective messages and then ask open ended  questions of those listening to make sure they understand the concept, not just are aware of it.  Next, we need to make sure that the person knows how to implement or utilize the information.  While this may take more time in the beginning, it will result in better outcomes for all involved.

So, start this week by regularly checking to make sure your messages are received and understood rather than just sent.  It will make a world of difference in your effectiveness as a leader.

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