How do leaders maintain successful teams? - part #1

It was an early morning breakfast meeting when she explained to me about all the changes that were taking place within her organization. In her words, “there are a 1,000 details related to change, multiple moving parts with some planned small short term wins.” Given recent successes, senior leaders in her organization were wanting to aggressively scale everything up and engage the whole organization. “What do you think about scaling everything up so fast, Geery?”, she asked me.

I responded that within her small team people were still building foundational trust and still building a set of common language.

“So,” she asked, “how fast can we go?”

“Only as fast as you can maintain what you have already built.”

One of the things I have learned during the last two years of visiting with leaders and teams from all over the country, is that once a team is launched and people want to expand it’s influence, most leaders underestimate the increasing percentage of time, resources, and staff that are required to maintain action over time within the initial pilot group.

Robert Sutton and Huggy Rao in their exceptional book, Scaling Up Excellence: Getting To More Without Settling For Less (Crown Business, 2014) write that “scaling requires leaders to find and develop pockets of excellence, connect people and teams, and ensure that excellence continues to flow through those ties.” Right now, many people in senior leadership positions are wanting good teamwork to expand to other areas. They want a “successful team” to role model “the right way” to other teams. Therefore, they try to deploy the successful team’s leader to help the other dysfunctional teams. When this happens, it rarely works well.

First, people have to realize that within a pocket of excellence, the team leader has made an emotional connection with people who are creating the pocket of excellence more than just the intellectual connection. It’s just as much about the feel of the process as the facts. Theses same leaders also assist others in making connections with others inside and outside the team so people can maintain perspective.

Second, these successful team leaders understand the difference between technical problems and adaptive problems. They make sure we are not trying to find technical solutions to adaptive problems. They also understand that adaptive problems can only be addressed through changes in people’s priorities, beliefs, habits and loyalties. In essence, this requires all involved to generate new ways of thinking about problem solving and decision-making. And leaders who maintain their teams over time are very clear about the new way of thinking.

This week, ask yourself the following two questions: What is the new mindset that I are wanting my team to embrace? Have I clarified this with them? The answers will help you maintain a successful team over time and prepare you and the team for the scaling process.

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

We Need Leaders & Managers In Order To Be Successful

In the lexicon of leadership, words matter. Right now, people use the word “leader” and “manager” interchangeably. I don’t think many people think much about these two words when they use them. The difficulty is that they are actually two different words with very different focuses and skill sets.

When ever I am asked to define the difference between a manager and a leader, I often reference the work of Joel Kurtzman in his excellent book, Common Purpose: How Great Leaders Get Organizations to Achieve The Extraordinary, Jossey-Bass 2010. He defines leaders as “strategic leaders” and managers as “operational leaders” which, by the way, is becoming a very common phrase in certain industries. As he explains:

“Strategic leaders are people within organizations who plot the course... Strategic leaders generally can think far into the future...The best of these people understand where the future is going and how to get there…. The role of operational leaders is quite different from those of strategic leaders. Operational leaders make certain the trains run on time, the manufacturing processes are adequate, the logistics systems work, the technicians are well trained, and the the trucks are where they are supposed to be.... like strategic leaders, operational leaders are vital to an organization’s success.”

I like the precise nature of Kurtzman’s definition, i.e. plotting the course vs. making sure the trains run on time.

However, I think Marcus Buckingham in his very good book, The One Thing You Need to Know ... About Great Managing, Great Leading, and Sustained Individual Success, Free Press, 2005, explains the different fundamental skill sets required of a manager vs. leader. 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.”

When one understands the big picture perspective as defined by Kurtzman and blends in the skill set perspective by Buckingham, then we have a very good explanation of the differences between leaders and managers.

This week, share the above with your team and make sure they are using the right definitions for these two key words and helping others become better leaders and managers along the way. Clearly, we need both in order to be successful.

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

One of My Favorite Words

If I were asked to pick my favorite leadership word, it would not be purpose or mission although I do love these two words. It would have to be the word capacity. To me, it is a word with tremendous depth and complexity. I use it often and I am around many different leaders from many different industries who use it regularly.

When I teach the From Vision to Action Leadership Training, I point out that the dictionary definition of the word capacity has two different meanings. The first states that capacity is “the potential or suitability for holding, storing, or accommodating” something. The other definition for the word is “the facility or power to produce, perform, or deploy.” And, for me, each definition holds a clue to understanding this very interesting word.

In the first definition of the word capacity, there is a recognition that leaders who have capacity can hold, store and accommodate key information as they go about their daily or strategic work. They have the ability to zoom out to see the bigger picture and zoom in to focus on elements within a system or process to make sure it is functioning properly. In essence, capacity is a mindset of working through the intricate levels of strategic and operational thinking.

The second definition of the word capacity, for me, is all about execution. It focuses on making things happen on either a strategic or operational basis. It generates the desired outcomes, results or short term wins that have been planned out in advance.

Now, as leaders, our challenge is to help people to become better in their ability to think through technical or adaptive problems. We are to assist people in the creation of a mental framework by which all involved know what can and can not be changed or improved as they move forward through their days. Then, we are to assist them in choosing the right actions so they can be successful on an on-going basis.

This week, focus on building the capacity to plan better and to execute better. Help people think more clearly and work more clearly and you will have created a powerful flywheel at the core of your business.

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

How Do Leaders Increase Effective Collaboration? Part #1

This spring companies from coast to coast are continuing to centralize and standardize many different systems and processes.  As a result, lots and lots of people are having to collaborate to solve problems. Some are even calling these new people “their partners.”

First, what is collaboration? According to the dictionary, it means “to work with another person to achieve or do something.” But from experience, I think of collaboration first as a mindset, i.e. a way of thinking. If it is a mindset, then we need to know WHY we need to collaborate. What are the risks of collaboration vs. not collaborating? 

Next, if it is a mindset, then we need to know WHAT to do.This would assume that there is an end goal and that there is some way to measure progress toward this end goal. 

Furthermore, if it is a mindset, then we also need to know HOW to do it. This, to a degree, assumes we are competent is doing the behaviors related to collaboration. Yet underneath all of this collaboration is a recognition that being collaborative means you have to give up control. In specific, you may not be able to control all the details, other people, and even the outcome in certain situations.

Second, collaboration is a set of behaviors, i.e. a way of working with others. Here are the behaviors that make up collaboration: 

- teamwork behaviors as in people who work well together. The key element is to build personal and strategic trust.

- communication behaviors as in people who can communicate clearly and create clarity. The key element is to have have clarity first before communicating.

- problem solving behaviors as in people who can diagnosis the problem and then solve it. The key element is to know the difference between technical, adaptive and crisis based problems.

- decision-making behaviors as in people who can think through impact and precedent. The key element is to not suffer from either strategic or contextual blindness.

- goal setting behaviors as in people who can create SMART goals. The key element here is to understand alignment with the strategic nexus.

- working with data or metrics to monitor progress as in people who can measure their progress. The key element is to understand the difference between operational excellence and organizational success.

In short, collaboration is a complex set of behaviors. And the best leaders focus people on making sure OUR results do not get trumped by MY results. For in the world of collaboration, WE is more important than I.

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

How Do Leaders Successfully Scale Up For Growth?

I have been asked this question often during the last six to nine month in many senior team meetings and executive coaching sessions. My answer recently has focused on three key points from a delightful book on this subject called Scaling Up Excellence: Getting To More Without Settling For Less (Crown Business, 2014) by Robert I Sutton and Huggy Rao.

First as the above authors explain, successful companies who scale up “spread a mindset, not just a footprint.” I like this answer because we often underestimate the importance of mindset and instead focus on footprint. In particular, this mindset needs to include two elements, namely clarity about strategic direction and clarity about operational excellence. Strategic direction clarity is built around why we need to move forward with a degree of urgency related to change and/or transform. Operational clarity is built on a deep understanding of the current and changing needs of the client/customer. The mindset has to be both strategic and operational. 

Second, the above authors remind us to “find your bell cows and take care of them.” Bell cows are members of the herd that other cows always follow. They may be positional leaders and non-positional leaders. What ever the case, we need both in order to be successful.

Third, Sutton and Rao remind us to “fix the plumbing before the poetry.” Every organization has mission critical systems that must work well for the whole company to work well. From my perspective, the top four we need to focus on right now are hiring, managing performance, rewards and recognition, and employee dismissal. If these are not working well, all the poetry in the world will not help the company.

Finally, there is some common sense we must remember when scaling up some growth. It is as follows: “When all else fails, read the instructions.” Regularly review the mission, vision and core values plus the strategic plan. Here you will find the answers to many of the organizations persistent problems.

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

New Beginnings

This is always a quiet week in the office. Many people take time off between Christmas and New Year’s Day. So the phone rings less and the e-mail stream slows down. Yet, having done this work for nearly thirty years, I have known many leaders who pause during the final days of the new year and reflect. They ask themselves the following questions: 

What has worked and what has not worked? 

Where were we successful and where did we mess up? 

What can we do differently next year in order to improve?  

The best leaders I know understand Ralph Waldo Emerson when he wrote: “The ancestor of every action is a thought." And the best leaders spend a lot of time thinking about those thoughts. If the goal is not just to get things done, but to build a strategic management mindset which is owned and understood by those who work operationally and strategically, then this is the week to take stock of how well that mindset is developing.

Once you haven taken stock, then prepare to roll-out a new core message for the coming new year. When we connect this mindset to recent success and recent lessons learned from failure, then we are build a united whole within the company.

This week, do the heavy, internal lifting and reflect on how well you and your organization is getting better and where it needs more clarity and strength. Once you have done this, keep moving forward.

Enjoy the last days of 2015. I look forward to sharing more with you in 2016!

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

The Strategic Mindset and Operational Excellence

Routinely now, I tell leaders to embrace a strategic mindset, and commit to operational excellence. While this is a challenging action, the first step in this process is to truly comprehend this passage from James Belasco and Ralph Stayer’s book called Flight of the Buffalo: Soaring to Excellence, Learning to Let Employees Lead (Time Warner, 1994). As they write: 

“The primary purpose of strategic planning is not to strategically plan for the future, although that's an important purpose of the exercise.  It is primarily to develop the strategic management mind-set in each and every individual in the organization. The purpose of the process is not only to produce a plan. It is to produce a plan that will be owned and understood by the people who have to execute it.”

Peter Fuda and Richard Badham understood the concept of a strategic mindset when they wrote their article called “Fur, Snowball, Mask, Movie: How Leaders Spark and Sustain Change” in the November 2011 issue of the Harvard Business Review. As they explained: “... Leadership transformation is deeply dependent on context. Everyone follows his own path, has her own story. The key for people who are seeking transformation is to identify the common thread in the experience of others who have achieved success and absorb the insights they find.” To do this, leaders need to understand what is the current context and to reflect on the adaptive problems and challenges that are driving context inside and outside of their organization. Furthermore, they need to understand the technical problems that are impacting SOP if they are to commit to operational excellence.

In essence, to embrace both elements of the above, we need to realize that the most effective leaders are able to tolerate and then utilize to their advantage the “genius of the and,” a concept first put forth by Jim Collins and Jerry Poras in their book, Built To Last.  When they do this, they develop an awareness and understanding of how the two concepts, strategic mind set and operational excellence, dynamically interact, recognizing that this level of understanding and clarity builds ownership for change. They know that ownership is growing in their organization when there is clarity about the why? factor and the why now? factor.

Still, people often ask me what is operational excellence. I always refer them back to the work of Tom Peters. He views operational excellence as a workplace philosophy where problem solving, teamwork and leadership result in on-going improvements or continuos improvements in the organization. In particular, this means all involved focus on meeting customer needs, continual evaluation and optimization of current work place activities, and the development of an engaged work force, i.e. positive and empowered.  

This week, I encourage you to ponder how well you are monitoring context and excellence in your organization. Both are critical to your short and long term success.

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