A Way Forward

Introduction

“To be hopeful in bad times is not just foolishly romantic,” writes historian Howard Zinn. “It is based on the fact that human history is a history not only of cruelty, but also of compassion, sacrifice, courage, kindness. What we choose to emphasize in this complex history will determine our lives. If we see only the worst, it destroys our capacity to do something. If we remember those times and places - and there are many - where people have behaved magnificently, this gives us the energy to act, and at least the possibility of sending this spinning top of a world in a different direction. And if we do act, in however small a way, we don’t have to wait for some grand utopian future. The future is an infinite succession of presents, and to live now as we think human beings should live, in defiance of all that is bad around us, is itself a marvelous victory.” 

History is vast and complex. And depending on who is telling the story of what happened, and depending on when they start telling the story within the historical timeline of events, our understanding of what took place can vary greatly. Nevertheless, there have been people who behaved magnificently during the course of history, and they have made a big difference. Likewise, we can behaved magnificently, and we can make a big difference, too. 

When I contemplate this big and powerful quote, I am reminded of the work of Tim Brown, the CEO of IDEO, a global design and innovation firm that pioneered human-centered design and design thinking, who said that there are five characteristics of design thinkers, namely empathy, integrative thinking, optimism, experimentalism, and collaboration. For those who want to act magnificently right now, I think embracing these five characteristics is important. 

Embrace Integrative Thinking When Looking At The Big Picture

Today, I want to focus on three of these characteristics. First, we need to embrace integrative thinking. This is a problem-solving approach to complex issues, moving beyond simple “either/or” choices in order to find creative solutions. It involves seeing the whole picture, understanding the interaction of different social networks, and understanding conflicting perspectives within these networks. 

An example of integrative thinking turned into action would be a cancer patient using acupuncture to manage nausea caused by their chemotherapy program. This way of thinking breaks down organizational or mental silos while fostering holistic solutions. It is the “genius of AND” rather than the “tyranny of OR,” as Jim Collins noted so many years ago. 

One element of integrative thinking involves seeing the whole picture. I think this is very hard to do. Jim Collins and Morten T. Hansen in their book, Great By Choice: Uncertainty, Chaos, and Luck - Why Some Thrive Despite Them All (HarperCollins, 2011) write that we are to zoom out before we zoom in. The goal is to sense a change in conditions within which we operate. It is not merely seeing the big picture; it is understanding how the big picture is changing. And if we see that there are changes in the environment around us, we then need to assess the time frame of these changes, i.e. How much time before the risk profile changes? We also need to ask two questions: Do the new conditions call for disrupting plans? If so, how? Then, we are to zoom in, and focus on the execution of plans and objectives.

On the surface, this all sounds pretty straight forward. But, from my perspective, there are two problems. First, this level of work requires people in leadership positions to be hyper-vigilant at all times in order to sense changing conditions, and then to respond effectively. This degree of vigilance comes at a high price, professionally and personally, and it is not sustainable over time. Second, even if we can maintain hyper-vigilance over time, it assumes that we can actually see the changing conditions as they are happening. As prominent author and theologian, Brian McLaren writes: “Seeing may be easy, but learning to see with clarity and insight is not. It takes time and practice.” And from my perspective, seeing with clarity and insight takes time, practice, and discipline. 

Nevertheless, I think there is a solution to these two challenges. First, we need time and space in our schedules where we can meet with allies, confidants, coaches, and mentors, who will ask us questions as well as share insights about what they are seeing and learning. Rather than defining hyper-vigilance as a solo practice, it needs to become a collective endeavor with a multitude of people keeping their eyes and ears open to changes taking place. Then, the burden of seeing the big picture is more widely owned and understood by the people who have to ask the aforementioned questions related to a change in risk profiles and time. 

Second, we need to dig deeper into the writings of Collins and Hansen about this concept of zooming out before zooming in. As they explain, leaders “understand that they cannot reliably and consistently predict future events, so they prepare obsessively - ahead of time, all the time - for what they cannot possibly predict. They assume that a series of bad events can wallop them in quick succession, unexpectedly and at any time…. It’s what you do before the storm hits - the decisions and disciplines and buffers and shock absorbers already in place - that matters most in determining whether your enterprise pulls ahead, falls behind or dies when the storm hits.” 

I think the point that many people miss about seeing the big picture is that the parallel track to this level of work is to be obsessively preparing for the unpredictable, i.e. the known unknowns and the unknown unknowns which are often called “black swan events” (think COVID). This combination of systemic, and collective vigilance rather than individual vigilance in combination with systematic, and collective preparation creates the capacity to find holistic solutions instead of either/or solutions. And all of this takes disciplined thought, reflection, and listening before engaging in disciplined action. 

Utilize Experimentalism When Confronting Complexity

Second, in order to act magnificently right now, we need to utilize experimentalism when confronting complexity. Experimentalism is a method of solving problems through experimentation, experience, and empirical evidence. It emphasizes learning by doing, testing ideas in real-world contexts, and adapting these ideas based on experience and observed outcomes, rather than just theories. 

One of the problems within our current operating environment is that the problems we are trying to solve keep evolving faster than the solutions to them can be created. Therefore, we need to do two things. First, we need to define our solutions as experiments, recognizing that no singular solution may be possible given the dynamic nature of our current problems. Second, the current problems we are dealing with have multiple issues, not just singular issues that are making them evolve quickly. 

Now, the difficulty of solving such adaptive problems is that we, as leaders, assume our solutions have a degree of permanency. However, current events does not support this conclusion. Thus, permanency is found in the processes that will create the solution, not within the solution itself. 

And this is where the experimentalism approach to problem solving enters the picture.   Through experimentation, i.e. testing ideas in real-world contexts, and then adapting these ideas based on experience and observed outcomes, we create adaptable solutions to adaptive problems. When the space where this happens, the union of integrative thinking and experimentalism, is created, the process creates relationships based on trust, clarity, and understanding, all of which generates the capacity to see, define, and solve problems. 

Commit to Love, Compassion, and Empathy

Third, in order to act magnificently right now, we need to commit to love, compassion, and empathy. “When our prime motive is love, a different logic comes into play,” writes Brian McLaren. “We find courage and confidence, not in the likelihood of a good outcome, but in our commitment to love. Love may or may not provide a way through to a solution to our predicament, but it will provide a way forward in our predicament, one step into the unknown at a time. Sustained by this fierce love (as my friend [pastor] Jacqui Lewis calls it), we may persevere long enough that, to our surprise, a new way may appear where there had been no way. At that point, we will have reasons for hope again. But even if hope never returns, we will live by love through our final breath. To put it differently, even if we lose hope for a good outcome, we need not lose hope of being good people, as we are able: courageous, wise, kind, loving, ‘in defiance of all that is bad around us’.” 

The interesting thing about leaders is that very few of them choose love, compassion, and empathy as mission critical characteristics of being an effective leader. Most would choose charisma, control, and micromanagement. For them, this is the pathway to getting results. 

However, I have spent a career engaging with leaders, and from this experience, I have learned from the best that love, compassion, and empathy defines how they lead, not just what they do. For them, these three characteristics are not a way through their problems and their people, but instead a way to move forward with their problems and their people. By being good leaders who role model love, compassion and empathy, they are able to then be kind, courageous, and wise in the midst of their problems and challenges. And their direct reports notice this difference and respond with trust, commitment, and focus. 

Recognize That Differences Maximize Understanding

“Complex issues demand difference to find solutions,” writes consultant and organizational theorist, Margaret Wheatley. “Complex problems (what’s not complex these days?) require multiple perspectives. Complexity only comes into focus from many unique perceptions. To understand an issue, crisis, or complex problem, difference maximizes understanding. No single person, expert, or group sees sufficiently. We each see the world differently - real solutions emerge when we honor this fact.” 

And if we are to act magnificently, we need multiple perspectives and adequate time and space to think, share, and explore these different perspectives in order to generate real solutions. Along the way, we need to embrace integrative thinking, utilize experimentalism, and commit to love, compassion, and empathy as we engage with others in this important work. For if we seek to send this “spinning top of a world in a different direction,” then we need to live into these infinite succession of present moments with courage and kindness. In essence, we need to be good people who move forward step by step through the complexity of current events. 

© Geery Howe 2026

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

Old Sayings, New Insights

An insight is a deep, intuitive understanding of a situation, person, or problem. It also is the beginning of a new level of perspective. Currently, new insights are critical as we move from The Information Age to The Age of Artificial Intelligence. Here are three old sayings that have generated new insights for me. 

If you don’t like the journey, you’re never going to like the destination. 

The insight I have had recently is that we don’t always like change and the journey through it, but if we understand it, we can make it through. For example, we don’t like the loss of a loved one, and we don’t like the grief process. However, once we understand the grieving process, we can move through it better even when it is uncomfortable and difficult. So, now is the time to better understand the journey of change. 

Leaders need to walk the talk.

The insight here is two fold. First, this phrase focuses on the leader, translating their words into action, namely matching what they say with what they do. However, if leaders use words or phrases they do not fully understand, or if the people they are talking to do not understand them, then walking the talk results in confusion. 

Second, role modeling is very important in the world of leadership. Leaders need to understand that they are always sending a message, whether or not they are talking. Therefore, they need to be very conscious of the messages they want to send, and very conscious of the behaviors they want to role model. Because, in the end, their actions will always speak louder than their words. 

If you don’t know where you are going, any road will get you there. - attributed to Lewis Carroll’s book, Alice in Wonderland

The insight I have had recently is that without a clear goal, or set of goals, any road can lead to some place, but not where one might want to go. So, knowing the desired destination is important. At the same time, knowing why this is the destination is also important. However, knowing what is the outcome or result of getting there is even more important. Then, we can embrace the journey, because it is purpose-driven, not just goal-driven. And having a sense of purpose changes the whole journey. 

Every day, old sayings will surface in our lives. I hope this week, and during the coming weeks you will ponder them and seek new insights. For the work we are doing is vitally important to creating meaningful and fulfilling lives at work and at home.

© Geery Howe 2026

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

Any Small Calm Thing

“Ours is not the task of fixing the entire world all at once, but of stretching out to mend the part of the world that is within reach,” writes Clarissa Pinkola Estes. “Any small calm thing that one soul can do to help another soul, to assist some portion of this poor suffering world, will help immensely.” 

Truer words have not been written. And truer words need to be spoken and shared at this time period. Right now, we need more people who are willing, ready, and able to assist those who are suffering and struggling. These small acts may not fix the entire world, but they can make an immense difference in the world within our reach. 

So, where do we begin?

First, we need to give ourselves time, space and permission to reflect before engaging in action. Being centered is a solid foundation for clarity and purpose. 

Second, we need to learn how to bring people along with us on the journey of change and transformation. While our first action may be singular, the goal is to create collective action over time. 

Third, we need to discern the difference between trauma and adversity, recognizing that dealing with adversity is a normal part of life. And understanding that dealing with trauma requires the assistance of trained and experienced professionals. 

Fourth, we need to separate task conflicts from emotional conflicts. 

And finally, we need to learn, unlearn, and relearn how to listen and communicate well. 

All five of these actions need to be done again and again. Then, they will have the potential to unite us and empower us. Then, they will become a flywheel of compassion and transformation. 

The world is complex and dynamic right now. People are struggling. And yet, we are not powerless. We can do small things to help. We can reach out and mend the world that is within in our reach. And this will make a difference. 

So, on this new day, begin where you, with what you have, and remember that you could be the person that someone has been waiting for and hoping for in the midst of their difficulties. 

© Geery Howe 2026

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

Urgency and Belonging

Right now, the expectation at work is that we are to get everything done on time, if not ahead of schedule, and within budget, even if the external costs are rising. And we are to do this no matter the cost in our own lives, and no matter what is happening inside or outside the company. Few leaders grasp that over time this kind of expectation and this  pace of task completion is unrealistic and unsustainable. At the same time, few leaders will admit that they themselves can barely keep up with this level of expectation when it comes to getting their own work done. 

Meanwhile, their direct reports are working harder and harder, faster and faster to meet these expectations, and they are feeling like they are not making progress. They also see that the problems keep piling up and their work load keeps expanding. In short, everyone feels like they are on an endless treadmill to nowhere. And they are burning out because of this at record levels. 

When I reflect on this current situation, I am reminded of something the late Stephen Covey wrote many years ago: “The degree to which urgency drives the organization is the degree to which importance does not.” So few leaders can discern the difference between what is urgent and what is important in the work they are doing. Similarly, few, if any, can clearly articulate the difference between the two terms. As Covey explained, “It’s important to realize that urgency itself is not a problem. The problem is that when urgency is the dominant factor in our lives, importance isn’t. What we regard as ‘first things’ are urgent things. We’re so caught up in doing, we don’t even stop to ask if what we’re doing really needs to be done.” And right now, a lot of people are not asking the question about whether or not what we are doing is still the right thing that needs to be done. Urgency and speed is circumventing clarity and prioritization. 

I believe this is happening, because we have not discerned the difference between productive urgency and false urgency. John Kotter in his book, A Sense of Urgency (Harvard Press, 2008), writes: “The opposite of urgency is not only complacency. It’s also a false or misguided sense of urgency that is as prevalent today as complacency itself and more insidious. With a false sense of urgency, an organization does not have a great deal of energized action, but it’s driven by anxiety, anger, and frustration, and not a focused determination to win, and win as soon as is reasonably possible.” As he further explains, “urgent action is not created by feelings of contentment, anxiety, frustration, or anger, but by a gut-level determination to move, and win, now…. True urgency doesn’t produce dangerous levels of stress, at least partially because it motivates people to relentlessly look for ways to rid themselves of chores that add little value to their organizations but clog their calendars and slow down needed action.”

So, given we are caught in a cycle of urgency based on fear and anxiety about current events and future possibilities, we push ourselves and others to get things done at any cost, hoping that this will generate a level of security, control, order, and predictability. However, the price of living and working in this manner is so high and so painful to experience, and the reality is that we don’t end up feeling secure or that things are under control. Quite the opposite, we feel like things are out of control and chaotic. 

At this point, Covey asks us to rediscover what are the ‘first things” in our lives, namely the people and things that are important to us no matter what is happening all around us. “Our struggle to put first things first can be characterized by the contrast between two powerful tools: the clock and the compass,” notes Covey. “The clock represents our commitments, appointments, activities - what we do with, and how we manage our time.  The compass represents our vision, values, principles, direction - what we feel is important and how we lead our lives.” He recommends that we reclaim our vision, values, principles, and personal sense of direction, i.e. to lead our lives based on our inner compass rather than just our outer clocks and calendars. 

Yet, I think there is one more piece to this difficult, and often puzzling predicament. Currently, many leaders and followers are experiencing the feeling of being isolated and alone with their struggles. I know this because a common question surfaces during coaching sessions when this happens, namely “Where are the people who will support me in the midst of these difficulties?” This is an important question that signals a powerful need. And, few if any of the people asking think that their supervisor or their team are a part of their network of support. Most people choose individuals outside of work, because they fear judgement or criticism for the situation they are in. Many choose their life partner, and often this person is overwhelmed themselves due to these circumstances. 

Yet, I have met people who do feel a sense of belonging and support from the people they work with, and from their supervisor. They also feel like they have a strong social network of support outside of their work lives. And what interests me is that these same people feel like they are making progress in the work they are doing, and feel like the work they are doing is meaningful to them and to the overall mission of the company. Some even feel like their personal sense of mission and the company’s sense of mission are in alignment. I also recognize that this level of support reflects a long term commitment to building relationships based on trust, honesty, and thoughtful communication. In essence, they invested in these relationships long before they needed them. 

When I step back from the current rush to get things done, it becomes clear to me that we have some important work to do as leaders. First, we need to clearly discern the difference between false urgency and productive urgency, and create the later rather than the former. Second, we need to support people to build a life based on their compass more than their calendar. Third, we need to help people to create a network of support and encouragement at work, and at home in order that we can better meet the challenges of this time. As executive coach Tasha Eurich points out, “Don’t let perfection be the enemy of progress - it is through small victories that we win the game.” And right now, we need more small victories in order to better manage current expectations.  

© Geery Howe 2026

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

Executing Strategy

During recent coaching sessions, it has become clear to me that many people do not  understand that creating a strategy, and having a strategy is not the same as executing a strategy. In particular, I think many leaders need to remember that creating a strategy based on a shared understanding and commitment to that strategy is mission critical to executing the strategy. 

However, once this shared understanding and commitment is in place, I am reminded of something that Larry Bossidy and Ram Charan in their book, Execution: The Discipline of Getting Things Done (Crown Business, 2002), pointed out: “Execution is not just tactics to be delegated; it is a discipline and a system.” And when problems arise, what is missing is the system, not just the discipline. Therefore, in order to translate execution into an on-going reality, four things need to be in place. 

First, you need to build and maintain a healthy senior leadership team. When you read these two books by Patrick Lencioni, namely The Four Obsessions of an Extraordinary Executive (Jossey-Bass, 2000), and The Five Dysfunctions of a Team (Jossey-Bass, 2002), it becomes abundantly clear that a healthy senior team that is based on trust and clarity will make a major difference in how things get done, not just what gets done. 

But, from my vantage point, I think leaders who want to improve execution should also read the following book: Wageman, Ruth, Debra A. Nunes, James A. Burruss and J. Richard Hackman. Senior Leadership Teams: What It Takes To Make Them Great (Harvard Business School Press, 2008). This resource helped me to grasp why certain senior teams were more effective than other teams. As the author explains, there are four senior leadership team tasks, namely information sharing, consultation, coordination, and decision making. What I realized upon reflection was that when I encountered a senior team that was doing a good job of executing their strategy, all involved knew when they were engaged in one of these four tasks. For example, during a team meeting when an agenda item was being discussed, all involved knew if the team was engaged in coordination or decision-making. No one wondered what the focus was during the meeting. 

Now, as a side bar, many senior leaders do not get to build their own leadership team. Instead, they inherit them when they accept the job. For these individuals, I suggest you read the following article: “Leading the Team You Inherit” by Michael Watkins in the June 2016 issue of the Harvard Business Review.

Second, you need to build and maintain a healthy, two way social network that is larger than just the senior team. In the beginning of my work as a consultant and executive coach, I did not grasp the importance of this network. Later, in my career, I realized that it was very important to success, because I realized that two way communication was vital to maintaining perspective. 

One of the things senior leaders need to understand is that most people only share good news with them, or only the news that they think the senior leader wants to hear. Therefore, during the execution of strategy, many senior leaders and many senior teams think everyone loves each other, and they love the strategy. Furthermore, they think that everything is going just fine. This happens, because everyone is telling them so. 

However, in reality, this is rarely the case. The problem is that no one wants to speak up. Many times, the senior team may trust each other, but the middle managers actually don’t trust some, or all of the senior team. This often happens because people learn that “the squeaky wheel gets the grease,” which actually translates into the complaining person gets fired or demoted for complaining. 

In order to prevent this from happening, the best leaders I know cultivate a wide diversity of relationships through out the company in order to get a more complete picture of what is going on. One senior leader told me he needed to hear more of the “unvarnished truth” rather than the “political truth” he was often told. In short, two way communication from a strong social network makes a major difference. 

Third, you need to build and maintain a regular coaching system. When things get busy or complicated, coaching often gets abandoned along the highway of strategic execution. Over the years, I have listened to so many leaders tell me that they do not have time for coaching. And they have shared with me that they find coaching useless in getting things done. When I hear this, I realize that they do not grasp the significance of coaching when it comes to executing strategy. They also have never experienced good coaching when they were moving up through the ranks into the senior team.

What all involved need to understand is that poor coaching experiences and poor coaching can cripple the execution of strategy. For when we create routine coaching opportunities, we help our people get better at what they are doing. In essence, we build capacity at the operational level and at the strategic level. And with improved capacity, those being coached can communicate better, solve problems better, and help teams execute better. When all three of these things happen over time, trust is built, clarity is maintained, and discipline becomes systematic. And, best of all, strategic execution improves. 

Fourth, you need to build and maintain a regular time for contemplation and reflection. This is the other element that routinely gets by-passed as people and teams rush to get things done. However, effective execution of strategy requires senior leaders and senior teams to stop and ask two important questions. First, is our strategy still working? Second, is it still the right strategy moving forward? We do this, because during the creation of strategy, we make certain assumptions about the company and the market place. But, over time, these assumptions in combination with the rise of unforeseen variables may make the current strategy obsolete or ineffective. Without a regular time for contemplation and reflection, i.e. a strategic review, we may miss the mark and end up caught in a untenable or dangerous situation. 

For in the end, having a strategy and executing a strategy are not the same thing. As Bossidy and Charan note in the aforementioned book, “the leader who executes assembles an architecture of execution.” The above four elements are the foundation for the architecture of execution. It just takes clarity, commitment, and discipline to make it a reality. 

© Geery Howe 2026

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