Remember The Stockdale Paradox

In the midst of all that is going on right now, let us pause and remember that we are not the first people to face a significant challenge in the history of the world. Previous generations have experienced world wars, epidemics and even a depression which included a drought in the midwest called the dust bowl. While the numbers of people who can remember this are quite elderly, we must remember that there have been survivors of these past difficulties. Now, it is our time to stand up to these complex, adaptive challenges and to survive as well.

And over the course of time and history, there have been many companies who also have had to face major crisis events. There are numerous books filled with the fascinating stories about how they did this.

One book that is helping me to maintain perspective was written by Jim Collins and is called Good to Great: Why Some Companies Make the Leap. . . and Others Don't (HarperBusiness, 2001). In it, Collins writes about how good companies became great companies even in the midst of challenging circumstances. As he explains, “In every case, the management team responded with a powerful psychological duality. On the one hand, they stoically accepted the brutal facts of reality. On the other hand, they maintained an unwavering faith in the endgame, and a commitment to prevail as a great company despite the brutal facts.” He called this capacity to embrace a psychological duality the “Stockdale Paradox”.

As he explains, “The name refers to Admiral Jim Stockdale, who was the highest-ranking United States military officer in the “Hanoi Hilton” prisoner-of-war camp during the height of the Vietnam War. Tortured over twenty times during his eight -year imprisonment from 1965 to 1973, Stockdale lived out the war without any prisoner’s rights, no set release date, and no certainty as to whether he would even survive to see his family again.” 

When asked how he survived, Stockdale replied, “I never lost faith in the end of the story…. I never doubted not only that I would get out, but also that I would prevail in the end and turn the experience into the defining event of my life, which, in retrospect, I would not trade…. This is a very important lesson. You must never confuse faith that you will prevail in the end - which you can never afford to lose - with the discipline to confront the most brutal facts of your current reality, whatever they might be.”

Recognizing the psychological duality, Jim Collins writes, “The Stockdale Paradox is a signature of all those who create greatness, be it in leading their own lives or in leading others. Churchill had it during the Second World War. Admiral Stockdale, like Viktor Frankl before him, lived it in a prison camp. And while our good-to-great companies cannot claim to have experienced either the grandeur of saving the free world or the depth of personal experience of living in a POW camp, they all embrace the Stockdale Paradox. It didn’t matter how bleak the situation or stultifying their mediocrity, they all maintained unwavering faith that they would not just survive, but prevail as a great company. And yet, at the same time, they became relentlessly disciplined at confronting the most brutal facts of their current reality.”

When we as leaders embrace the Stockdale Paradox, we will lead with questions rather than answers, engage in strategic dialogue rather operational blaming, and we will own our decisions rather than finding fault with others’ decisions and actions.

Reading Jim Collin’s writing about the Stockdale Paradox, reminds me of the work by Ryan Holiday in his book, The Obstacle Is The Way: The Timeless Art of Turning Trials into Triumph, Penguin, 2014. As he explains, “Every obstacle is unique to each of us. But our responses they elect are the same: Fear. Frustration. Confusion. Helplessness. Depression. Anger.” And all of us have been experiencing fear, frustration, confusion, helplessness, depression and anger during the last couple of weeks of social distancing and sheltering in place. COVID-19 feels like one massive obstacle that is impeding our actions and our choices on a daily basis.

At times like these, we as leaders need to remember something Andy Grove, former CEO of INTEL wrote: “Bad companies are destroyed by crisis. Good companies survive them. Great Companies are improved by them.” We need to think of COVID-19 not just as a problem or obstacle to our success as much as an opportunity to improve. We can improve how we work, communicate, collaborate and problem solve. We can improve how we serve our customers and our communities. We also can improve ourselves. This is not easy work but it is, nevertheless, important work.

First, now is the time to check your perspective on all that is happening around you and within you. You may not be able to control the big picture or all the elements within your company, your division, your department or even your team. But you can control your mind and your emotions. Now is not the time to panic as a leader. As Ryan Holiday wrote: “It’s a huge step forward to realize that the worst thing to happen is never the event, but the event and losing your head.”

Second, now is the time for right actions rather than just action. We need to remember that leaders get what they exhibit and what they tolerate. We need to be consciously role modeling clarity, thoughtfulness, compassion, and persistence. We should not tolerate disrespect, shaming, or blaming. We are all in this together and we need to stand together in it. As Ryan Holiday reminds us: “We forget: In life, it doesn’t matter what happens to you or where you came from. It matters what you do with what happens and what you’ve been given.”

Third, now is the time to focus on progress over perfection. Operational excellence happens on a day to day basis. We move forward step by step. It requires disciplined thought and disciplined action. And leaders have to be extremely disciplined right now. As Robert Sutton and Huggy Rao write in their book, Scaling Up Excellence: Getting To More Without Settling For Less (Crown Business, 2014): “Scaling requires grinding it out, and pressing each person, team, group, division, or organization to make one small change after another in what they believe, feel, or do…. When big organizations scale well, they focus on moving a thousand people forward a foot at a time, rather than moving one person forward by a thousand feet.” Now is the time to move a thousand people forward one step at a time.

This week, let us remember the words of Marcus Aurelius: “Our actions may be impeded . . . but there can be no impeding our intentions or dispositions. Because we can accommodate and adapt. The mind adapts and converts to its own purposes the obstacle to our acting. The impediment to action advances action. What stands in the way becomes the way.”

As always, we need to stay strong, stay healthy, and stay safe. I look forward to seeing you on the other side.

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

A Return to the Rosetta Stone of Change

Right now, we are spending so much time in planning mode to create an organization that will be nimble, flexible and agile in the midst of COVID-19. We want continued quality in products and services. We want our staff to be empowered, and we want all leaders to act in a principle-centered manner.

However, we rarely ask the questions, “What if it all works?” I know we ask the question regularly about “What if this all does not work?”. We explore worst case scenarios but we rarely think about best case scenarios right now. When we answer the question, “What if it all works?”, we need to remember the old Haitian adage, “After mountains will be more mountains.” Successful implementation of a plan does not lead to the absence of problems. It merely leads to new problems. 

I continually stress to leaders that the “Rosetta Stone” of successful implementation of a plan is not about events, but about people, acting and living with integrity, confidence, and commitment. It is about partnership and courage. It is about clarity and action being in alignment. 

The “Rosetta Stone” also reminds us that effective change is never the return to a former condition, but the drawing of a larger and more inclusive circle where all involved feel respected. Then all involved understand and want to be a part of what is happening. 

Finally, the “Rosetta Stone” of change reminds us that quality, empowerment, and principle-centered leadership are all a part of people making a difference in our communities, our society, and our world. And given current events, we need everyone to make a difference in their own way at work and at home.

This week, ask yourself and your team, “What if it all works?” Then, focus on progress over perfection, recognizing that new problems will arise and this will always be part of the on-going journey.

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

How Successful Leaders Make Decisions

Given what I wrote last week about how leaders think, I want to explore in more detail the subject of decision-making which is critical to success in the world of leadership. Decisions may come in the form of strategy, people or culture. They may impact structure, systems or strategy. But having worked with many successful leaders, it is clear to me that they all make decisions in a unique manner.

First, successful leaders understand that decisions do not matter if nothing happens afterwards. Many leaders think that once they have made a decision they have solved a problem. But as an executive coach, I have to continually remind people that decisions are not action. Decisions do not equal implementation. Decisions are not the mobilization of resources. Decisions do not equal execution. Decisions are empty without action that follows.

Second, successful leaders understand that effective decisions begin long before the actual call. It starts with the ability of a leader to sense there is a problem within the context of service delivery or the context of the service environment. “Sensing and framing” is a term defined by Noel M. Tichy and the late Warren G. Bennis in their great article, “Making Judgement Calls: The Ultimate Act of Leadership”, Harvard Business Review, October 2007. It is critical to decision-making as it gives the decision a foundation or reason “why.”

Still, many executives forget that there is an important next step after they make a decision. What I have observed is that successful leaders focus on mobilizing resources, e.g. people, information, technology, etc., to support the decision and to make it actually happen. The key is that successful leaders also stay involved during the execution phase post the decision by helping to define clear milestones or planned short term wins so people can clarify their progress and be successful. People do not mind executing a decision or implementing a new system or solution as long as they know they are making progress. The best leaders make sure this element is part of the implementation post the act of making a decision.

Third, successful leaders understand that relationships are not linear, especially when it comes to the successful implementation of important decisions. In a linear relationship, a positional leader will approach it from the point of view that more of variable A will produce more of variable B. Successful leaders do not approach people like they are flow charts but instead recognize that the health and effectiveness of the relationship is based on clarity through dialogue. If this level of work is done in advance of the actual decision, the usual challenges with organizational change, e.g. resistance, is reduced and the forward momentum of the organization can proceed without major complications. However, the key is to build healthy work relationships on an on-going basis, not at an episodic level.

In short, when we step back and reflect on how successful leaders make decisions, we realize that they spend significant time and energy teaching others how to think rather than simply telling them what to do. And this is one of the main reasons why they are successful.

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

Delegate Outcomes, Not Just Steps

Recently, I have seen an epidemic of poor delegation which is resulting in many strategic and operational problems. I have come to the conclusion that many leaders and managers in their developing years did not experience good delegation and thus they can not role model good delegation. Since it is clear that you can not teach what you have not already learned, the same goes with delegation. While I wish there was a blue light special on aisle two where leaders could get three packets of delegation experience for the price of one, I have come to the conclusion that we need to simply reeducate the entire management structure of many companies about what is delegation.  

First, the standard dictionary definition of delegation revolves around the transferring of authority and responsibility from one person to another in order to carry out a specific activity. While this sounds straight forward, I always point out to leaders and managers that in order to do this transferring of authority and responsibility well, we need to actually redefine delegation into three levels of delegation.

In Level-One Delegation, we, as leaders and managers, give direct control to someone or a group to do whatever needs to be done as long as it is full alignment with the strategic nexus, i.e. the sum of the company’s mission, vision and core values plus their strategic plan.

In Level-Two Delegation, we, as leaders and managers, give direct control to someone or a group to do whatever needs to be done but first ask that all choices are discussed at the time of delegation and that there are defined parameters to the possible actions that can be taken. In short, Level-Two Delegation is delegation with an expectation of results but also with limited choices.

Finally, in Level-Three Delegation, the person or team being delegated to is given the opportunity to generate ideas about how to achieve the desired results but no control over how the work gets done. While this can result in action without commitment, it is often used when very tight parameters for action are needed.

Once we are clear about what kind of delegation is taking place, I often like to ask all involved a couple of questions. First, do they understand the problem that is trying to be solved through delegation? Remember that awareness is not understanding. 

Second, do they believe they have the authority to do it successfully? Commitment without understanding is a problem, and so is responsibility without choice a problem. 

Third, do they know how to do it? Having the right knowledge and skills makes a huge difference when it comes to successful delegation. 

Finally, do they know how to measure progress and/or success? This one factor alone can make or break successful delegation.

While delegation is not easy, it is a mission critical skill set for being a successful leader and manager. Starting today be more mindful when you do it, and take more time in the beginning. It will pay off in the long run.

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

Real Support and Real Solutions

Every Sunday evening, many front line employees and even some managers experience the blues, an awful feeling of dread and depression as they consider going back to work. Patrick Lencioni acknowledges this common experience in his book, The Three Signs of a Miserable Job: A Fable for Managers (and their employees), Jossey-Bass 2007. He explains that our jobs are often miserable because we don’t understand how our work makes a difference and we can not measure our own progress. Furthermore, we often feel like no one cares about our work. The result is that many employees feel anonymous and irrelevant.

Great managers understand this reality and work hard to not let it happen within their circle of influence. They strive to point out how the work their people are doing matters. They want employees to know that they are not seen as mere workers but as individuals with unique gifts and talents. They remind others that their presence in the work place is important and does make a difference.

The key to this whole process is to answer three questions that Lencioni puts forth in the aforementioned book:

- Do I really know my people?

- Do they know who their work impacts and how?

- Do they know how to assess their own progress or success?

When we create this depth of clarity and alignment within all that we do as leaders and as managers, then we create a powerful and focused culture through out the organization, one where the blues on a Sunday evening rarely happen.

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

Organizational ADD

THEME: New Year, More Challenges

FOCUS: Organizational ADD

Monday morning: March 22, 2010

Dear friends,

It is time to prescribe Ritalin to certain organizations as there has been a rise of ADHD (attention-deficit hyperactivity disorder) among many companies and many senior teams. With a complete loss of impulse control, these companies are charging off in a thousand directions and hoping one of them is the right one. Furthermore, with this lack of strategic awareness and focus, they react to every crisis of the moment, missing key information and analysis that could solve these recurring patterns. Finally, they show regular patterns of corporate anxiety or depression. Using an old term, they are “freaked out” by all that is happening. While there are days when even the best of us can feel overwhelmed by the challenges of this current economy, this is not a time for senior executives to be easily distracted or impatient. Instead, we need to have laser focus about a few very important things.

First, now is the time to redefine priorities.

Doing a thousand things poorly does not allow an organization to be productive. Clarity creates the capacity to organize and pay attention to the right stuff. The key is to sit down and figure out what is the right stuff for your organization. When we do not make the time for this level of activity, we enter into a continual cycle of hyperactivity.

Second, we must remember that organizational ADHD is, in part, a reflection of the work place environment.

If leaders create a panic focused work environment where busy is more important than successful, then everyone will just keep moving to avoid being marked as the source of all problems. Instead, we need leaders who clarify expectations and make sure their people have the capacity, i.e. skills and equipment, in order to be successful.

Third, we need to change the diet of all employees.

Rather than feeding them fear, anxiety and so much work they are inundated with more to do than any reasonable or healthy person can ever get done, leaders need to notice that even in the midst of this madding pace of work and change things are getting done. Customers are being served and many are actually being served quite well. Remember: “what you feed, grows.” Now is the time to praise employees for progress. Furthermore, regular encouragement, compassion and kindness are also helpful.

The old adage that “everyone in the company is drinking the Kool-aid” would be helpful if it had a touch of Ritilan. However, given that many companies are merely a reflection of the clarity and behavior at the senior team level, then now is the time to rinse our glasses and start anew. Successful companies always have, and always will need to deal with disturbing data or significant problems. Stuff happens when any group of people come together to make something happen. Rather than freaking out if it is not perfect and then running all over the place, successful people and companies instead routinely pause and regain their sense of balance and perspective. As I regularly tell clients during executive coaching sessions, the faster you go the more you need to regularly slow down and check your direction.

This week, move from being an ADHD oriented organization to a healthier place to work. Redefine priorities, praise progress, and clarify direction. It is much better to do this than pour Ritilan in the morning coffee.

Have an outstanding week,

Geery

Geery Howe, M.A.
Consultant, Executive Coach, Trainer in
Leadership, Strategic Planning and Organizational Change

Morning Star Associates
319 - 643 - 2257