Clarity begins with understanding the meaning and purpose of the work.

Creating organizational clarity is a major part of every leader’s job. When working with an executive who is struggling, I routinely spend time exploring the subject of clarity. This exploration into clarity often involves discussing their answers to such important questions as “What is the strategic direction of the organization?” or “What should never change about the company as it responds to all of the changes that are taking place within society and it’s industry?” Many struggling executives believe that the answers to the these questions are based on providing an encyclopedia of information. They think the volume of content is the source of clarity.

I, on the other hand, always point out that the first step to clarity is to understand the purpose of the work. Without meaning, work just becomes one more thing to get done. Purpose-driven people and organizations always frame up WHAT they are doing by a clear definition of WHY they are doing it.

When it comes down to it, clarity begins and ends with clarity of purpose. And until we can give an answer that is clear and concise at this level, clarity will always be an elusive concept.

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

What Do Successful Cultural Leaders Actually Do? - Part #2

Successful cultural leaders are all about making connections and maintaining healthy relationships with people. They begin this process by trusting people. Charles Feltman describes trust as “choosing to risk making something you value vulnerable to another person’s actions,.” He describes distrust as deciding that “what is important to me is not safe with this person in this situation (or any situation).”

Ken Blanchard and Michael O’Connor in their book, Managing By Values (Berrett-Koehler, 1997) note that this level of communication happens naturally when leaders make things safe. I also think these same leaders start with the basic assumption that people are doing the best they can with the information and skill set they have.

From my vantage point, the key is trust and what I have noticed about great cultural leaders is that they surround themselves with people who are trustworthy. Furthermore, I believe they trust people because they have discovered their own inner integrity. They have come to the point in their leadership journey where they can let the truth be told and they can speak from their truth. Therefore they can trust the people around them, because they can trust themselves.

This all happens in part because these same leaders trust who they report to. They have experienced the “presence” of good leadership and it has changed how they engage with others.

At the same time, successful cultural leaders collaborate across organizational units and functions in order to build a culture of collaboration. They do this by infusing the work with meaning and purpose for everyone involved. They recognize that the way you think is a product of your past experiences. Therefore, they are constantly trying to create “new” experiences grounded in purpose and meaning.

This week, I encourage you to discover your own inner integrity and to reengage with the purpose and the meaning of the work you do each day. The combination of the two will be culture building on so many levels.

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

At the Heart of It All

When you have done something for a long time, it is interesting to watch the evolution of how we talk and share about what is happening. For example, in the late 80’s, Tom Peter’s wrote a book called In Search of Excellence. Instantaneously, everyone began talking about excellence. It was on the lips of every leader in the country. Then in the early 90’s, Stephen Covey wrote a book called The Seven Habits of Highly Effective people. The next day, excellence was old school, and we all started talking about effectiveness. Shortly thereafter, we had the rise of TQM, i.e. total quality management, and CQI, i.e. continuous quality improvement. After that, the list just starts to become endless. Buzz words followed by buzz words and an endless stream of something being the hot-off-the-press new solution. 

In the midst of this whirlwind of “new” and “improved” terminology, a pattern started to appear. Starting before Tom Peters wrote his book, I have observed that all of the leaders and companies who were successful all had one thing in common, clarity of mission and/or purpose. In the beginning, mission was the word that leaders used. It was not the military definition of mission, as in an action that need to get done to achieve a particular goal, as much as an overall sense of clarity of purpose and focus.

Over time and from years of visiting with struggling and successful executives, managers and supervisors, I have come to the conclusion that clarity of mission/purpose is foundational to both short and long term success. In the language of leaders, the two words, mission and purpose, have become interchangeable. Whether it is an action in the course of execution, or a body of persons sent to perform a service or carry on an activity, knowing what we do and how we do it is critical to all involved. Because, in the end, if we are clear about what is at the heart of all we do, then we can stay focused, overcome our challenges, and deliver the outcomes that are desired.

During the coming week, whether you are using the word mission or purpose, make sure that every one involved understands the scope, the direction and the reason why being mission-driven or purposed-centered is so important. People want to work at a place where making a difference is possible. We as leaders have to continually educate and reeducate all involved about what is at the heart of all we do on a daily basis.

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

How do leaders prevent burnout? - part #1

It started during a lunch meeting when she shared with me that she was bored and starting to burn out from the endless stream of details in her job. As she explained it all to me, I realized she was suffering from decision fatigue. The result of which was that she was becoming anxious, worried and frustrated. “If this is it,” she explained, “then it sucks to be a leader.”

She then asked me, “Should I apply for a new job?”

My response was simple and direct, “Will a new job make you a better mother, daughter, sister, wife?”

She looked out the window of the restaurant and was silent for a bit.

I continued, “Once you have the “new” job, what will your whole life be like?”

Her description was scattered.

Many decades ago, I was a speaker at a large, multi-day conference. As I result, I got to attend all the other workshops for free. So, in the morning before I was to speak, I participated in a workshop about preparing for the future. Once seated, the presenter looked over those gathered and asked the following question: “What will your life be like when you turn 40? 50? 60?”

And in the blink of an eye, I realized that I couldn’t answer the question. The categories were work, family, and personal. In short, I needed a picture, an anchor in the future by which I could pull myself through years to come. 

I realized that day that I did not have a clear sense of purpose, picture, plan or clarity about my role in it all. I was just doing the doing and following the advice of Alice in Wonderland: “If you don’t know where you are going, you can get anywhere.” The challenge was that I did not want to get anywhere; I wanted to get somewhere.

As Jim collins pointed out in his writing: “Indeed, the great paradox of change is that the organizations that best adapt to a changing world first and foremost know what should not change; they have a fixed anchor of guiding principles around which they can more easily change everything else.” 

Since that eventful workshop, I have done this level of thinking for every major ten year period in my life. I cross another decade this year and I am beginning a period of deep introspection. What kind of life do I want ten years from now? It is such a big question for me. I have learned that my intent and focus play a big part of my dealing with burnout.

This week, I challenge you to envision your life ten years in the future. What is the picture you hold in your mind’s eye, the purpose you hold in your heart, and the plan to get there? Now is a good time to figure it out.

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

A Time For In-depth Reflection

During the last 30 days, I’ve had a couple of time periods in the office when I have chosen to push back from the piles of work on my desk, and to stare out the window. Looking east, I can see that the warm winds from Kansas are turning the grass to green. I can see the daffodils and tulips pushing up through the fresh layers of mulch I spread on the flower beds a couple of weeks ago. I can see the rhubarb breaking ground and the maple trees flowering. Spring has returned to the midwest, and the land is reawakening to new shapes, sounds, and colors of the season.

I have chosen to take these moments of quiet reflection for a specific reason. With the massive amount of complexity that is taking place in the nation at this time period, I have met with numerous leaders during the last 60 days who are overwhelmed, deeply concerned, and very troubled by the current course of human events. They want to continue to make a difference as a leader and they are equally wanting their organization to make a difference in the lives of those they serve. But, between the pace of change, a rampant case of decision fatigue in the midst of uncertainty, and an overwhelming desire to work on the organization and not to get sucked into the weeds of daily crises and daily reactions to crises, they struggle to get everything done and they struggle to maintain perspective. Some have asked me privately during executive coaching sessions, “What can I do to regain a sense of balance, clarity, and focus?”

Now the typical consultant answer would be to focus on the creation of strategy, talent development, and the maintenance of a healthy senior leadership team. And, in most cases, this would make a major difference in getting the organization back on track. However, I am not always one who gives the typical answers or asks the typical questions. Recently, I have shared the following.

First, remember the famous Tolkien quote: “Those who wander may not be lost.” So, when was the last time you stepped away from your desk and gave yourself permission to wander? 

The response has always been a quizzical look to this idea, and then the asking of another question, “What do you mean?”

As I explain, back in the late 80’s and early 90’s, people were encouraged to do MBWA, i.e. management by wandering around. I’ve been around long enough that I can remember this ancient history first introduced by Tom Peters.  It was a hot trend at the time.

In simple terms, we were encouraged to step away from our offices as managers and leaders, and to get out into our organizations. We were encouraged to meet our staff, to catch them doing things right, and to build relationships with them. 

Furthermore, we were suppose to have open doors and to walk through them to where the real action was taking place, namely the interaction between the person served and the person serving. We were to get our feet on the ground and to see if the mission was being lived daily, or to discover if it was just another document hung on the walls and laminated in plastic.

Now I know that time is a major issue these days for most people in management and leadership positions. People are feeling pressed to get everything done. And e-mail surely has not made things easier. The promise of the 30 hour work week has not materialized. Instead, we are swamped by being copied on every little thing, and overwhelmed by massive amounts of trivia.

But this morning, I think we need to step away from the computers and to quit trying to lead and live at the speed of software. Instead, we need to embrace the perspective that Michelangelo had, namely that inside every block of stone or marble dwells a beautiful statue. 

At times like these, our jobs as leaders is to step away and go to where the mission is real.

We need to wander again with a purpose.

We need to contemplate the un-carved block. 

We need to seek the beautiful statue within the stone.

We need to witness the organization’s core purpose in action.  

We need to sit and stare out the window, reflecting on all that is happening.

We need to rediscover silence.

We need to embrace possibility in the midst of change.

We need to find our hearts, our passion, and our original love for the work we do.

And then we need to give ourselves permission to rekindle this fire.

We need to rediscover burning brightly rather than just burning out.

We need to return to carving the statue rather than simply sweeping up the dust and shavings.

We need to become purpose driven rather than simply driven.

We need to become better people committed to serving other people.

We need to find the meaning within the work and not just find more work.

This week, I encourage all of us to carve out some uninterrupted time for in-depth reflection. It is time to rekindle hope, perspective and new possibilities.

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

What You Envision, Guides

It was a simple and yet comfortable office as we sat down together that afternoon in the early 90’s.

“Geery,” he commented. “I know rural healthcare in the midwest is not fancy, but we need a vision. We are dying for a vision.”

We sat quietly for a couple of moments and then he said to me, “We need to become the Embassy Suites of healthcare in our community. We need to deliver individualized service, personalized care, and exceptional medicine.”

I smiled because the birth of a vision is always special. The next afternoon he shared this vision with the executive team and many people agreed. They shared their thoughts about the best hotels they visited and how the quality of the service was critical. They talked about what the words “individualized”, “personalized” and “exceptional” meant to them. With time, coaching and guidance, people became engaged, and the vision grew and evolved.

The second of The Core Four Actions states “What you envision, guides.” When we review the dictionary definition for the word, “envision”, we find the following meanings: “to picture”, “to form in the mind”, “to exercise the powers of judgment, conception, or inference”, and “to have in the mind or call to mind a thought.” When reading these definitions, I am reminded of a quote by Marcus Buckingham about leadership. As he wrote in his book, The One Thing You Need to Know ... About Great Managing, Great Leading, and Sustained Individual Success, Free Press, 2005: “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.”

I also am reminded of something that William Bridges in his book, Managing Transitions, Da Capo Press, 2003, pointed out. During transitions, he noted, people need the following:

- The Purpose: the answer to the question “why?”

- The Picture: the look and feel when we reach the goal

- The Plan: the step-by step goals of how we are going to get to the above picture

- The Part: clarity about our role in the process

When confronted with the challenges and complexity of strategic change, we as leaders need to generate a picture which will guide us. A good vision, according to Dan Cohen in his book, The Heart of Change Field Guide: Tools and Tactics for Leading Change in Your Organization, Harvard Business School Press, 2005, offers a compelling, motivating picture of the future and serves several important purposes. First, it clarifies the general direction of change by providing a kind of motion picture - a living, dynamic illustration - of the behaviors required for success at all levels. Second, it helps identify the behaviors that must be encouraged as well as those that must be eliminated. Third, a good vision helps pinpoint key performance measures, and motivates people.

Neeli Bendapudi, professor, and Venkat Bendpadudi, senior lecturer at The Ohio State University’s Fischer College of Business in their article “How to Use Language that Employees Get”, in the September 2009 issue of the Harvard Business Review, write: “In our research on executives who have instilled a great sense of purpose in others, introduced powerful brands, or managed successfully in turbulent times, we’ve found that they often use terms and metaphors that resonate with their employees.” This is the essence of a great vision and the second of the The Core Four Action.  When you build a great vision, it resonates with all involved. They not only hear it. They also feel it. When planning for change, it is important to build a vision that people can utilize.

The difficulty is that many leaders approach the process like a chess master rather than a gardener. As General Stanley McChrystal with Tantum Collins, David Silverman and Chris Fussell write in their book, Team of Teams: New Rules of Engagement For A Complex World, Portfolio/Penguin, 2015: “The temptation to lead as a chess master, controlling each move of the organization, must give way to an approach as a gardener, enabling rather than directing. A gardening approach to leadership is anything but passive. The leader acts as an “Eyes-On, Hands-Off” enabler who creates and maintains an ecosystem in which the organization operates.”

As we grow the right kind of working environment within a company, we also create the opportunity for a vision to not only be heard, but also, over time and with consistent good role modeling by leaders, owned and understood by those who have to execute it. The key is create a vision that moves from being “a vision” to being “our vision.”  

This sounds simple but it is not easy. The first step is create a high degree of trust within the organization. The second, and also important, step is to create a vision worth following.

This week, step back from the day to day rush and envision a better future. Then, begin the journey of sharing it with others. With their insights and clarity, you have the potential to create something that all of us will own and execute during the coming years. 

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

It’s All About Purpose

At the start of a busy week, I am reminded of something that Ron Heiftz, Alexander Grashow, and Marty Linsky wrote in their book, The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World (Harvard Business Press, 2009): “Taking on adaptive challenges is difficult and dangerous work. The only reason we can imagine you would want to do this kind of work is to serve purposes that matter to you deeply.” 

However, busy days can be filled with endless hours of details and minutia that may or may not be very important. Between the e-mail and the voice mail plus the text messages, the thought of serving purposes that really matter may slip by and be forgotten. Therefore, I suggest we all stop in the midst of our busyness and refocus on purpose. 

- What are you doing with your time this week that connects you to what you value?  

- What are the top three issues which you feel are most important to you this week?

- How are you making sure these priorities are not lost in the day to day shuffle?

- What is one thing you can do on a daily basis to make sure you reconnect to purpose?

This week, do not let that which is most important to you get overwhelmed by that which is least important to you.

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

Two Interesting Books

Recently, two very interesting books were given to me, and I have enjoyed reading them quite a bit.

The first book was called The Obstacle Is The Way: The Timeless Art of Turning Trials into Triumph (Penguin, 2014) by Ryan Holiday. It is, in part,based on the following quote by 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 the author explains, “Every obstacle is unique to each of us. But our responses they elect are the same: Fear. Frustration. Confusion. Helplessness. Depression. Anger.” Yet, he points out that within every obstacle, trial or problem is “an opportunity to improve out condition.”  

The book revolves around the notion that overcoming an obstacle is a discipline of three critical steps, namely, perception, action and will. 

Perception impacts “how we see and understand what occurs around us - and what we decide those events will mean.” As Holiday explains, there are a few things to keep in mind when faced with a seemingly insurmountable obstacle. We must try to be objective, to control emotions and keep even keel, to choose to see the good in a situation, to steady our nerves, to ignore what disturbs or limits others, to place things in perspective, to revert to the present moment, and to focus on what can be controlled. In short, we need to learn to be objective, i.e. what happened, instead of solely being subjective, i.e. that which happened is bad.

Action, the second of the three steps, is commonplace but right action is not. As he points out, “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.” Recognizing that “excellence is a matter of steps,” the author quotes the stoic Epictetus who wrote “persist and resist.” As Holiday further explains, “Persist in your efforts. Resist giving in to distraction, discouragement, or disorder.”

The third discipline is Will, which he explains as “our internal power, which can never by affected by the outside world.” As Holiday writes, “If Perception and Action were the disciples of the mind and the body, then Will is the discipline of the heart and the soul.” As he continues, “in every situation we can make the following choices:

- always prepare ourselves for more difficult times.

- always accept what we’re unable to change.

- always manage out expectations.

- always persevere.

- always learn to love our fate and what happens to us.

- always protect our inner self, retreat into ourselves.

- always submit to a greater, larger cause.

- always remind ourselves of our own mortality.”

Whatever the obstacle, Ryan Holiday encourages us to do the following: “First, see clearly. Next, act correctly. Finally, endure and accept the world as it is.”

Upon completing the book and reflecting on all that was contained in it, I believe this book can be quite helpful for leaders who are working at all different levels within an organization. In particular, I believe the book offers a sound framework for dealing with some of the current challenges that are surfacing during one to one coaching or check-in sessions. Given the number of people who are feeling overwhelmed by the pace of change and transformation plus feeling totally scattered by the volume of work that needs to get done, I believe that the book, The Obstacle Is The Way, providers the coach and the person receiving the coaching a framework to move through their challenges in a thoughtful and respectful manner. 

I also believe this book could be a good team read during the next six months. As many of you have recognized, things are not going to slow down this summer. Many have actually reported to me that today’s depth of urgency will be nothing compared to the amount of urgency that will surface between July 1 and the end of September as more and more companies realize that they must make solid progress on their strategic plans if they are going to complete them in a satisfactory manner within the allotted time frame, which currently is somewhere around 2018.  

Therefore, I recommend this book for all who are coaching people during the coming months and for those who are leading leadership teams that are struggling. I think you will find this a very helpful resource for your leadership library.

The second book was called The Promise of a Pencil: How an Ordinary Person Can Create Extraordinary Change (Scribner, 2014) by Adam Braun. 

Years ago, during a From Vision to Action Executive Roundtable, we got into an interesting and in-depth discussion about realistic and effective executive stress management systems. While folks around the table shared a diversity of systems and exercises that they used to cope with executive stress, I was asked what I did. Of course, I shared about gardening, cooking and walking, but I also shared that there are days when I focus less on stress management and more on finding meaning and purpose in my life. For I have discovered over time that I can not always make my life less stressful, but I can make it more meaningful. And it is the sense of purpose and meaning in my life  that helps me make it through the rough patches.

One thing I did share that morning was that I like to read books about people who inspire me. And when I picked up the book, The Promise of a Pencil: How an Ordinary Person Can Create Extraordinary Change, I discovered another resource in this category. 

Adam Braun was a young and successful person on the path to a successful Wall Street career. However, while traveling he met a young boy begging on the streets of India, who after being asked what he wanted most in the world, simply answered, “A pencil.” This small request changed Braun’s world view and eventually led him to leave his prestigious job to found Pencils of Promise which has built more than 250 schools across Africa, Asia and Latin American.  

If you are seeking fresh perspective about whether or not a single person can make a difference, then reading this book needs to be a part of your journey. If you are seeking lessons learned along that path, then, again, reading this book is a must. As Howard Thurman noted, “Don’t ask yourself what the world needs. Ask yourself what makes you come alive and then go do that. Because what the world needs is people who have come alive.” This book is one place which will inspire you to become more alive.

Happy reading!

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

Dealing With Constant Interruptions - part #2

Interruptions are normal when you are a leader. It comes with the position. People will always be wanting a piece of your time. How you respond to them is your choice. This response will separate the mediocre leaders from the very good ones.

The best leaders I know handle interruptions by doing two simple but challenging things. First, they have a “why” to live for. As Christina Smith, Executive Director of Community Support Advocates, shared many years ago at a From Vision to Action Executive Roundtable: "Our sacrifices need to reflect our priorities." Having a why to live for comes from being very clear about your priorities.

Second, the best leaders I know have a sense of purpose, but understand that with it comes something else. As Jim Loehr and Tony Schwartz wrote, "Purpose creates a destination.” These leaders know where they are going. This is not an abstract feeling. This is a clear sense of direction.  With the above clarity about priorities, these leaders do not get distracted from what is most important, personally and professionally.

This week, answer these two questions:

What are my priorities, personally and professionally?

What is the destination I am moving toward?

Your answers will be very helpful during the coming weeks and months.

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

Communicate Purpose Daily

We were sitting in a small conference room when I asked the senior team what their core message related to the strategic plan was for the coming quarter. The first person gave me her to do list, and second person talked for four minutes but her message was lost in the color commentary. The next person talked about other peoples’ messages, and one person could not come up with a message. The last person stated that his message was “get it done.” I listened and thought to myself that the results of these messages will be confusion and complacency.

The world of leadership is complex and the problems we face are complex. However, the solutions do not have to be complex. The more complex the solution, then the more complex it is to communicate them.

James Kouzes and Barry Z. Posner in their book, A Leader’s Legacy. Jossey-Bass, 2006, remind us that “The purpose of leaders is to mobilize others to serve a purpose.” As they note, purpose is passed on through the stories we share with others.

I know today that companies all over the globe want to achieve buy-in. They want to capture peoples’ attention and to create urgency, not fear. Then, with people paying attention, these same companies want to win over the minds and the hearts of those who work at that company.

But, it all begins with a clear message.  So, what is your message this quarter? And how does it connect with the core purpose or mission of your organization plus the strategic plan?

Finding the answer is the first step in becoming a better leader.

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

Planning For The Future

Right now, a lot of people are planning for the future. Meetings are happening. Committees are being formed. Task forces are being assembled.  Everyone has a sense of how the rest of this year is going to play out so they have started focusing on 2015 - 2020 with great interest.

For many people in leadership positions, this whole planning thing is a two step process, namely plan and then implement.  While I wish it could be true, successful planning and successful implementation is a multi-step process with a great deal complexity.

For us here today, let’s realize that planning for the future is a six step process. The first step is to prepare for planning. Here we personally sense and identify problems within the organization. Next, we figure out how to frame them up so we can clearly work on them in the next stage. We also mobilize people, i.e. coalition building, around these issues and get them to work as a team so they will be ready for the next stage of planning.

During the second step, we need to help all involve understand the purpose of the planning process and the plan. For example, they need to understand the planning road map, i.e. how many meetings and what is the goal of each meeting etc.  At this stage, we create the actual plan with all of it’s specific goals and objectives.

In the third step, we prepare for implementation of the plan. Now, all involved need to understand how to communicate the plan so there is wide spread ownership of it rather than defaulting to the normal “get’er done”mentality.

In the fourth step, we roll-out the plan and begin to implement it. Here, we need to focus on short term wins so people have greater confidence in the planning and the plan over time.

In the fifth step, everyone will be executing the plan. The key to success is to make sure we are using metrics to measure our progress.  Over time, the metrics help the changes to become standard operating procedure.

Finally, in the sixth step, we need to routinely pause for dialogue, evaluation, and review. It is important that we step back from what we are doing and check to make sure the assumptions and decisions we made back in step one and step two were the correct ones. This is not a time to just hold hands and sing “cum by ya”. It is a time for reflection and accountability. 

During the next 30 days, be more mindful of the above different steps to the planning process. Make sure the one you are participating in is well organized and purposeful. Over time, it will make a world of difference throughout the organization.

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

Become an Architect of Meaning

Every day, leaders are confronted with big questions such as Who are we?, Where are we going?, and How are we going to get there? Their answers to these questions are very important. People count on them to make operational and strategic decisions. 

Most leaders answer such big questions with what-we-need-to-do-next oriented answers. They focus on “go here” and “go there” answers. However, the best leaders do something different. They give purpose to the answers. They explain “why” more than “what.” As a result, the answer and the work have more meaning. The best leaders build understanding rather than simply awareness.

If you, as a leader, are seeking to create a coherent and comprehensive understanding in your organization, then do the following.  First, remember that past strategic choices were made with the best information possible; they were seen as the “right choice” at the time. 

Furthermore, everything we are doing today reflects past choices. Some of those past choices were good and some might have been poor, yet all of them were choices, typically based on the best information possible. Even choosing not to do something is a form of choice. Our challenge as leaders is to help people understand these past choices. This will give all involved perspective about what is happening now.

Second, we must remember that past strategic choices created both impact and precedence. Exceptional leaders are clear about these two elements and often explain them in greater depth to all the members of their team.

Third, current strategic choices are harder because leaders have to contend with more variables and more constituencies and stakeholders than ever before. Ram Charan, interviewed by Melinda Merino, for an article called “You Can’t Be a Wimp - Make the Tough Calls,” Harvard Business Review, November 2013, states that good decisions require “perceptual acuity,” namely the ability to see change coming,  “qualitative judgement,” which allows leaders to formulate and select the right options, and “credibility” which helps them gain acceptance for decisions. Noel M. Tichy and Warren G. Bennis in their article called “Making Judgement Calls: The Ultimate Act of Leadership”, Harvard Business Review, October 2007, explain that most judgement calls arise in three domains - people, strategy and crisis. “Good judgement is grounded - in all three domains”, they explain, “and throughout the process - in four types of knowledge: self, social network, organizational, and contextual.”

Given the current strategic choices before most organizations, it is important to role model being an architect of meaning, namely one who builds awareness and then understanding of the significance, importance, and purpose of change. Realizing that people learn more from role modeling than communicating, my challenge to you this week is practice living the mission, vision and values rather than just speaking about them. Then, you will see what happens when you become an architect of meaning.

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

Dual Operating Systems

This morning I am reminded of the following opening lines of an old hymn: “Open my eyes, that I may see, Glimpses of truth Thou hast for me...”

Our challenge as leaders and managers this late winter into early spring is to open the eyes of all we work with so that they may see the strategic and operational implications of our collective actions. The difficulty is that many of our direct reports, colleagues and key stakeholders suffer from a common form of blindness, namely spatial blindness.

Barry Oshry in his book, Seeing Systems: Unlocking the Mysteries of Organizational Life, Berrett-Koehler 1995, describes spatial blindness as happening when someone sees parts of the system but not the whole system. For example in a car, someone may see where they put in the gas but not comprehend how it fuels the engine and moves the vehicle forward. Likewise within an organization, someone may fill out a report but not understand how it impacts payment for services rendered.

One unique problem at this time period is that many companies are running two key operating systems within the company at the same time and many leaders and managers are not fully aware of both of them.  First, every organization has a strategic planning, implementation and evaluation system running in the company. The goal of this system is to develop and implement strategy in a successful manner while at the exact same time being strategically adaptable due to unforeseen variables. Rather than presenting a rigid set of instructions or tactics which has the potential to create organizational vulnerability, this strategic level operating system is focused on promoting ongoing evolutionary success.

Similarly, every organization has a day to day or operational operating system which is focused on serving existing customers within existing markets. This system has a sales force focused on that customer base and a supply chain focused on supporting the sales force. The goal is to efficiently deliver the product or services offered. By managing this cash generating part of the business, the company has the capacity to be better operationally and strategically.

The difficulty is that many leaders and managers can not see the wholeness of both of these dual operating systems and thus they make poor decisions that impact either one or the other of the systems. Sometimes they even impact both systems in a negative manner, creating a huge trough of chaos.

This winter into spring we must open the eyes of all involved so that they can see the purpose of both of these dual operating systems and recognize the importance that each one is making within the organization. When this takes place, the old hymn is correct - “Open my eyes, that I may see, Glimpses of truth Thou has for me; Place in my hands the wonderful key, That shall unclasp and set me free.”

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

How Successful People Manage Life - part #2

It had been a fantastic morning and a great strategic dialogue about the importance of excellent customer service when I ended with my concluding remarks. As I explained to the group, there are three keys to being a great leader, namely to regularly “sharpen your saw”, referencing the work of the late Stephen Covey, take care of your families and to keep learning. In that delightful pause before a group takes a break, I saw many heads nodding.

Then, just as I putting away my notes, one of the participants turned to me an asked, “Can I talk to you about the ‘taking care of your families’ part?”

“Sure,” I replied. “Would you like to do this here or in your office?”  

“My office, please.”

So we walked down the hall and stepped into her office. I sat down at the conference table and she sat down on the other side. Someone passing by stuck their head in and asked if they could sit in too.

“Be my guest,” she said pointing to a chair. Within ten minutes, everyone was crowded into the office, listening and sharing.

One thing I have learned about how successful people manage life can be summarized by a comment that Christina Smith, Executive Director of Community Support Advocates in Des Moines, Iowa, made at the Spring 2012 From Vision to Action Executive Roundtable. As she explained, “Our sacrifices need to reflect our priorities.”

While on one hand this could be viewed as a simplistic answer, I do not consider this to be the case. What I have learned is that successful people know their priorities. They do this by continually discovering and continually deepening a sense of purpose to their life. These are not immediate gratification people. They know the things that matter to them most. And they routinely evaluate their priorities.

Furthermore, as Clayton M. Christensen, points out in his wonderful article, “How Will You Measure Your Life?”, Harvard Business Review, July-August 2010, once they are clear about their priorities, they then allocate their resources, i.e. personal time, money, energy and talent, to the things and people that in their life connect to their personal purpose or strategy.

The challenge for all leaders is the following question: How well are you allocating your resources to the things that matter the most to you? Successful people do not let themselves experience “commitment creep,” a term that Christensen uses in the aforementioned article. As he explains, successful people do not over-commit. “It is easy to say “yes” to new commitments without reflecting on the long-term costs of honoring the implied promises or the potential conflicts that may develop with existing commitments.” Instead, successful people know the boundaries of a commitment and understand the “exit strategy.” They do not let pleasing others be the sole definition of their success. They also have the courage to undo old commitments, i.e. the classic Jim Collin’s “stop doing” list.

As Donald N. Sull and Dominic Houlder noted in their excellent article, “Do Your Commitments Match Your Convictions?,” Harvard Business Review, January 2005, and I have learned from my own personal journey and by working with many successful people, for every new commitment we take on, we must stop, evaluate and consider to renegotiate other commitments. The goal is to never live in a misaligned manner.

This week I encourage all of us to watch out for commitment creep and to make sure our sacrifices reflect our priorities. These two actions are powerful and transformative.

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

Thoughts on Resistance

Every month, a number of different people ask me the same question: “How do you overcome resistance from direct reports?” Over time, my answers have gotten shorter and shorter.

First, resistance is a form of feedback. Listen carefully to what they are saying. Their perceptions and feelings may not be correct in your eyes or from your perspective, but it is what they are experiencing. Learn from this information.

Second, boast their awareness about the context for change. Most people focus on the changes and the losses that will come with it. Most leaders under communicate the problems that are causing the organization to change. By selling the problems (think William Bridges and his book, Managing Transitions: Making the Most of Change, Da Capo Press, 2003), we need to present a compelling picture of the risks of not changing or of not meeting expectations, i.e. shareholders, etc.

Third, while clearly restating the purpose for change, we also need to define the levels of control and initiative those involved can exert. Too often resistance comes from not being involved in solving the aforementioned problems. As I always point out, no participation = no engagement.

Fourth, define the goals and the priorities. Make sure they are SMART goals and not just random flip chart paper goals.

Resistance happens. It is normal. Do not be afraid to lead them through this stage of organizational change.

But a least privately, someone each month asks a follow-up question to the subject of dealing with resistance from direct reports. “What do I do if my boss is the problem? What if they are resistant to change?”

Every year since 1998, we have been discussing this question in the From Vision to Action Leadership Training, http://www.chartyourpath.com/VTA-Leadership-Training.html. It is a common problem and right now quite a few people are experiencing it.

First, understand what kind of change cycle you are going through at this time period. Is it evolution or revolution? Radical or incremental? Often, those who are the boss frame up the changes differently than those who are doing daily operations. Understand their perception, not just your own.

Second, sit down with your boss and dialogue about performance expectations. Try and figure out what your boss is trying to accomplish and what are their goals. From experience, these may be different. Often, they are trying to lower the chaos around them to a manageable level while still focusing on their goals.

Third, clarify your role in the organization and the changes that are taking place. Many times your perception of your role and your boss’s perception may be completely different. Get clear about this sooner than later.

Finally, clarify your level of control. Most of the time when encountering a boss who is resistant to change, the problem is that you think you have lots of control and they do not want you to have that much control.

After discussing this subject for over 13 years, here are some of the best answers from a diversity of leaders and managers who have dealt with this issue:

- Speak truth to power. Know what you are talking about with facts and figures.

- Ask yourself “why did they pick your boss for the job?”. This information will help you maintain perspective.

- Face your fear.

- Do not give away your ability to choose.

- Deal with your addictions.

For those of you who want to explore this subject in greater detail and from a bigger picture perspective, here is a recently published article by Margaret Wheatley called “Leadership in the Age of Complexity: From Hero to Host.” http://www.margaretwheatley.com/articles/Leadership-in-Age-of-Complexity.pdf While the article is not completely focused on resistance, it does offer some excellent insights into why leaders struggle in the world of change and organizational transformation. Years ago, we read her book, Finding Our Way: Leadership for an Uncertain Time, Berrett-Koehler, 2005, for a Spring From Vision to Action Executive Roundtable. It was excellent and so is this article. Happy reading!

Geery Howe, M.A.Consultant, Executive Coach, Trainer inLeadership, Strategic Planning and Organizational ChangeMorning Star Associates319 - 643 - 2257