Sustainability: Working and Living Through Constant Change - part #2

THEME: Fall 2009 From Vision to Action Executive Roundtable Report

FOCUS: Sustainability: Working and Living Through Constant Change - part #2

Monday morning: December 21, 2009

Dear friends,

As we move through this holiday season, I am reminded of the Third Law of Thermodynamics, namely as activity decreases, order increases. Our challenge this time of year is give ourselves the time and space to slow down and enjoy the moment. Rather than rushing through life, we need to engage more fully in the blessings of this season. That means we need to manage our energy, not just our time.

At the Fall 2009 From Vision to Action Executive Roundtable, I also reminded participants that in the realm of adaptation and evolution, we have to believe that our work is absolutely the right things to do at the moment we commit to it. But at the same time, we need to remain open to the possibility that we are dead wrong and have something to learn. As Yehudi Menuhin wrote, “The difference between a beginner and the master - is that the master practices a whole lot more.”

The art of leading and living is a continual discovery process. During this holiday season and in the new year, we have to rediscover the the joy of making choices. This coming year we will be presented with the opportunity to make many difficult choices. Still, we should not loose focus on the goal of improving what we do at both the operations and strategic levels. The true goal for those of us willing to lead is to keep learning and living in a healthy manner.

This is my last Monday Thoughts for 2009. I will start them up again in the New Year. Until then, I wish you and your family a wonderful holiday season filled with many blessings and much joy. Thank-you for including me in this important work.

Faithfully yours,

Geery

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

Morning Star Associates
319 - 643 - 2257

Sustainability: Working and Living Through Constant Change - part #1

THEME: Fall 2009 From Vision to Action Executive Roundtable Report

FOCUS: Sustainability: Working and Living Through Constant Change - part #1

Monday morning: December 14, 2009

Dear friends,

It was the day after an all day strategic planning retreat. As I walked in with my roller bag before my afternoon flight, I noticed two women in an office cubical. One of them motioned me over. So I wove my way through the maze and sat down. One of them looked me in the eyes and said, “I am overwhelmed given all we talked about yesterday. I am working 14 hour days and have been doing so since the spring. I can barely keep up.”

Then, she started to cry and was very embarrassed by the depth of her emotional response. I gave her my complete and undivided attention while the other woman went looking for some Kleenex. Once back and with a box of tissues in hand, we moved to a conference room. She cried some more with lots of hand waving with the hope of not smudging her morning make-up.

She shared about her mother being sick, not sleeping well, and just wanting time to rest. I told her that her feelings were normal and OK. I also pointed out that she needs to take charge of her priorities. She was a smart woman who could figure this out, but she needed to activate her support network.

I explained to her that being the lone leader was not the key to her success. She needed a team, and she needed to ask for what she needs. Then, I asked her, “what do you need?” Her response was “I need someone to help me train all of the new people.” Having visited with the CEO, I knew she could ask for this as it had already surfaced in a conversation with the CEO. But she needed the courage to go in and ask.

This is the hard part of being a leader, namely finding one’s voice and then having the courage to use it. Some days we forget that courage comes from clarity, not from exhaustion or fear. The source of clarity and courage is not fear, but clarity of purpose or mission.

I think in many organizations clarity comes when we know what role we play in the vast and complex work of planning, execution and evaluation. During the Fall 2008 From Vision to Action Executive Roundtable, I explained that empowered people have confidence in their ability and their knowledge. They have confidence in their team and their company. They believe they can make the right decisions, and they believe they are role modeling what is most important. From my experience, this confidence comes from an understanding of one’s role in the organization, and understanding what is one’s circle of influence. This confidence also comes from answering these three questions, namely “where have we come from?”, “who are we now?”, and “where are we going?”.

During this wild and wacky recession, there have been few sources of hope and many people have loss the passion for the work they are doing. Furthermore, some people just want to keep off the radar screen because right now their work place is a target rich environment for blame. The result is a roller coaster ride of emotions every day. Everyone is tired of worrying and everyone is seeking ways to regain perspective.

This week realize that personal perspective comes from personal discipline. When we are clear about our intentions, namely our purpose, our goals, and our attention, our focus, then we are moving forward in a healthy direction.

Have a good week,

Geery

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

Morning Star Associates
319 - 643 - 2257

Dealing With Resistance: The Constant Struggle - part #2

THEME: Fall 2009 From Vision to Action Executive Roundtable Report

FOCUS: Dealing With Resistance: The Constant Struggle - part #2

Monday morning: December 7, 2009

Dear friends,

Some days, we forget that resistance comes in code.

Last week, I referenced the work of Jeffery D. Ford and Laurie W. Ford, in their article, “Decoding Resistance to Change”, Harvard Business Review, April 2009. As they wrote, “Resistance is, in fact, a form of feedback, often provided by people who know more about day-to-day operations than you do.”

When this feedback is delivered, many leaders do not understand it and get lost. To help them decipher this feedback, I often encourage leaders to read the following article about the work of Peter Senge called “Learning For A Change” in the May 1999 issue of Fast Company magazine. Here is the web address of this article: < http://www.fastcompany.com/magazine/24/senge.html >.

For example, when a leader receives the following feedback, “our customers don’t want it”, “our competitors aren’t doing it”, or “why turn things upside down if our performance is good enough”, morelikely the followers are strugging with how the initial changes were presented and do not understand the context and urgency for change.

If a leaders hears “We don’t have time for this stuff!” or “We have no help!”, they need to realize people need control over their schedules in order to give the new ideas and systems the time and effort they deserve. They also need regular support, coaching and resources to learn the new way.

Finally, leaders may encounter a group of people who say “This stuff isn’t working!” or “We keep reinventing the wheel.” Clearly, a great deal of resistance comes when early results do not meet the expectations and traditional measurements that a group is used to working with and delivering to senior leaders. Furthermore, some groups will struggle if past changes are never integrated into sustainable change.

In the end, resistance Is reduced through timely and accurate information, involvement, and intervention. The goal of every change initiative is to mobilize talent and imagination which can not only challenge the status quo but deliver better results.

This week, read the aforementioned article with your team plus practice deciphering the code.

Have a great week,

Geery

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

Morning Star Associates
319 - 643 - 2257