Tuesday, January 28, 2014

Early Bird Special Reminder!

Before another bitterly cold day takes place in the midwest, I just wanted to send you a friendly reminder that the “Early Bird Special” for the Spring 2014 From Vision to Action Executive Roundtable is set to expire on Friday, January 31.

If you sign up between now and 1/31/14, the price will be $ 275.00 for the two days and $ 175.00 for a single day. Here is the link to the registration form:


Please write “early bird special” on it when you send it to me by mail or fax (# 319 - 643 - 2185).

After 1/31/14, the registration price will be $ 295.00 for the two days and $ 195.00 for a single day.

Here is the agenda for your review:

Wednesday, April 9, 2014

8:30 am - Registration
9:00 am - 10:15 am - Feeling Lost In Prolonged Uncertainty
10:15 am - 10:30 am - Break
10:30 am - 12:00 pm - Rethinking The Maps We Use
12:00 pm - 1:30 pm - Lunch and Networking 
1:30 pm - 2:45 pm - Navigating the World of Excellence
2:45 pm - 3:00 pm - Break
3:00 pm - 4:30 pm - Building Bridges In the Midst of Complexity
4:30 pm - Adjourn

Thursday, April 10, 2014

9:00 am - 10:15 am - Staying Centered in the Midst of Constant Interruptions 
10:15 am - 10:30 am - Break 
10:30 am - 12:00 pm - Integration and Application
12:00 pm - Adjourn

Location: Courtyard by Marriott in West Des Moines - Clive, Iowa. Here is a link to this location: http://www.marriott.com/hotels/travel/dsmch-courtyard-des-moines-west-clive/

Hope you can come! 

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

Monday, January 27, 2014

The Many Responses to Change

When things occur in the world of organizational change that are difficult, risky or complex, people often respond in four ways. Some will marginalize the required changes and attempt to keep the whole organization from confronting an issue. Others will divert the attention of those in management and leadership by broadening the agenda or by overwhelming an agenda with seemingly logical reasons for disrupting their game plan. Still, others will attack the leader personally in order to neutralize his or her message. Finally, some will seduce those in leadership positions with other projects that are much more likely to succeed.  What ever the choice, the goal of all four of these actions is to reduce disequilibrium that could be generated when people need to address the issues brought up by organizational change. Furthermore, all four of the above actions, as noted by Ron Heifetz and Marty Linsky in their book, Leadership On The Line: Staying Alive through the Dangers of Leading, Harvard Business School Press, 2002, will restore order and protect people from the pains of adaptive work.

One way to deal with these normal choices around the loss of the familiar is to improve performance planning, management and coaching. During routine one to one coaching time, we can create an environment where people can explore, define and better understand the problems they are dealing with as an organization, and then generate realistic and appropriate responses to change. We can also help them build better plans for the future. 

Recognizing that adaptive problems may require all involved to learn new information in order to solve the problem, we must build coaching relationships where people feel safe enough to do this level of learning, especially if fundamental beliefs and patterns of work are called into question. New ways of thinking are difficult in the beginning. Having a thoughtful and helpful coach always makes a difference. 

This week focus on being a better coach and helping people learn their way through change. 

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

Monday, January 20, 2014

A Time of Grief and Loss

There are days now when I sit down to visit with leaders and discover they are overwhelmed by the magnitude of all that needs to change at work, and by the complexity of making it happen. They struggle with large and small problems. They wish for a new normal but only experience an endless amount of accelerated convergence where one problem is impacting all the others and all the other problems are impacting the one problem. Stuck in a endless loop of complexity and ambiguity, they often freeze up in thought and deed, hoping for a break from this cycle of never ending crises.

At times like this, we have to be careful and thoughtful people.  Some leaders are experiencing strategic blindness, where they do not see their strategy as a whole organization. Others are experiencing contextual blindness, where they can see the whole organization but can not see the environmental context within which the whole organization is working and moving through. What ever the case, we must remember the insights shared by Ron Heifetz and Marty Linsky in their book, Leadership On The Line: Staying Alive through the Dangers of Leading, Harvard Business School Press, 2002 when they wrote that “to lead is to live dangerously because when leadership counts, when you lead people through difficult change, you challenge what they hold dear...” We forget that  people do not resist change, per se.  People resist loss. And you as their leader, may appear dangerous to them when you question their values, beliefs, or habits of a lifetime. You place yourself on the line when you tell people what they need to hear rather than what they want to hear.

We also have to remember that we too may be experiencing this loss. We be moving at such a pace that we begin to question our own values, beliefs and habits. We may be loosing our connection with the reasons why we took the job in the first place. At times, it also may be hard for us to absorb what is happening and to process it in a holistic and thoughtful manner. We as leaders may even have to rethink how we do things and how we define ourselves.

In such moments like these, it is important to activate our support networks inside and outside of work. We need allies and confidents who will listen well and when asked, offer sound advice and counsel.  These are challenging times to be a leader, but with compassion and kindness we can make the right choices.

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

Monday, January 13, 2014

A Curious Affliction

As we move through the first month of 2014, it has become clear that we continue to live and work in a VUCA environment, borrowing a term from the US military. With so many things being volatile, uncertain, complex, and ambiguous, we know we can neither predict nor govern most events. As Jim Collins and Morten Hansen pointed out in their book, Great By Choice: Uncertainty, Chaos, and Luck - Why Some Thrive Despite Them All, HarperCollins, 2011, “Given this rise of complexity, globalization, and technology, all of which are accelerating change and increase volatility we must come to accept that there is no “new normal.” There will only be a continuous series of “not normal” times.”

As leaders, we have important choices to make given the current environment. We can freak out and create fear through out our organizations or we can build  “contextual intelligence,” namely the ability to accurately assess differences and similarities in perspectives about context across multiples sectors, and then translate this analysis into meaningful information for our circle of influence or organizations.  When we create clarity about context, we create improved clarity before, during, and after people implement and cope with change.  The result is an understanding of what and how to make change happen, but also an understanding of why it needs to take place. And it is the later than generates ownership of the action rather than simply effort to get the action done.

However, in many circles, we are witnessing leadership ADHD. One day “something new” is the savior of the month. Two weeks later, that “something new” is pronounced dead on arrival. Then, in two weeks or less “something new” is back in a “new and revised edition.”

To build contextual intelligence, Jim Collins and Morten T. Hansen in the aforementioned book recommend the following: “10Xers [enterprises that beat their industry’s average by at least 10 times] zoom out, then zoom in. They focus on their objectives and sense changes in their environment; they push for perfect execution and adjust to changing conditions.  When they sense danger, they immediately zoom out to consider how quickly a threat is approaching and whether it calls for a change in plans. Then they zoom in, refocusing their energies into executing objectives.”

This week and this month, practice improving your capacity to zoom out and then zoom in. It will require tremendous discipline but at the same time it will yield better decisions and more thoughtful actions.

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

Thursday, January 9, 2014

Recommended Readings

In the January-February 2014 issue of the Harvard Business Review, I found numerous articles worth reading.

First, I encourage those interested to read “What VUCA Really Means for You” by Nathan Bennett and G. James Lemoine. A two paragraph article with a dynamic diagram explaining how to prepare and think about working in a VUCA, i.e. volatile, uncertain, complex and ambiguous, environment.  For those executives thinking about 2018 and 2020, this is a great little article to read before communicating about the future. The diagram alone is worth the effort. Here is a link: http://hbr.org/2014/01/what-vuca-really-means-for-you/ar/1

Second, I thoroughly enjoyed reading “Building a Game-Changing Talent Strategy” by Douglas A. Ready, Linda A. Hill and Robert Thomas. Based on their research of BlackRock, the Tata Group and Envision, the authors found that these “three companies  demonstrate the essential attributes of a game-changing organization: They are driven by purpose, oriented toward performance, and guided by principles.”  However, in the process of conducting interviews with these three companies, the authors discovered a “fourth thread that weaves them even more tightly together: Each is supported by a game-changing talent strategy.” As they write, “those talent strategies balance four inherent tensions: They support both strategic and operational superiority; they are globally scaled yet locally relevant; they foster a collective culture yet enable high potentials to thrive as individuals; and their policies endure yet are agile and open to revitalization.” For those in the financial services industry in particular, this is a must read for 2014.  Others will find the content helpful and thought-provoking. Here is the link: http://hbr.org/2014/01/building-a-game-changing-talent-strategy/ar/1

Third, I was delighted to read “The Big Lie of Strategic Planning” by Roger L. Martin, who is the coauthor with A.G. Lafley of Playing to Win: How Strategy Really Works (Harvard Busines sReview Press, 2013). This is a must-read article for all who are doing or planning to do strategic planning.  As he points out, “In an effort to get a handle on strategy, managers spend thousands of hours drawing up detailed plans that project revenue into the future. These plans may make managers feel good, but all too often they matter very little to performance.” What we as executives and leaders often forget is that “strategy making is uncomfortable; it’s about taking risks and facing the unknown. Unsurprisingly, managers try to turn it into a comfortable set of activities.” As I noted in this blog yesterday, the current result is a turn toward modest aspirations.  To help leaders reconcile with feeling uncomfortable during strategic planning, Martin recommends the following:

- “Keep it simple. Capture your strategy in a one-pager that addresses where you will play and how you will win.”

- “Don’t look for perfection. Strategy isn’t about finding answers. It’s about placing bets and shortening the odds.”

- “ Make the logic explicit. Be clear about what must change for you to achieve your strategic goal.”

A wonderful article and another great read for every senior team thinking about the future.  Here is the link: http://hbr.org/2014/01/the-big-lie-of-strategic-planning/ar/1

Happy reading!

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

Wednesday, January 8, 2014

The Temptation of Modest Aspirations

Routinely now, more and more companies are struggling as they plan for the future. People are sitting in meetings talking about where they want to be in 2018 and 2020. They are eager to be the best in their field and for everyone in the company to be passionate and unified in delivering this mission. The rally cries are to “confront the brutal facts” and “go big or go home.” It all sounds so exciting and motivating until one common problem shows up, namely that everyone wants harmony through out the entire process.

Effective teams who plan for the future, and effective leaders who help make those plans become real understand that airing ideological differences with passion and having tumultuous meetings is a normal part of strategic planning. While avoiding personal attacks, effective leaders and teams do engage in regular and in-depth strategic dialogue where conflicting ideas are explored and debated.

However, many organizations are experiencing strategic paralysis because they do not want to take the time or make the effort to create this depth of clarity.  They are afraid feelings will be hurt. So, instead of dealing with the real issues, they choose the easy out and seek modest aspirations rather than dealing with the complex strategic challenges before the organization. 

Given the above, we need a new generation of leaders who know how to lead people through the world of strategic and organizational change. We need leaders who understand how functional teams work, who recognize the right choices to be made, and who can create positive forward momentum. We need leaders who are playing to win rather than simply playing to avoid difficulty.

If you are looking to build this kind of capacity in your organization, then now is the time to enroll these individuals in the 2014 From Vision to Action Leadership Training. Through this challenging, interactive curriculum which blends lectures, selected readings, small and large group discussions, and how to skill-building exercises, participants in this four part leadership training gain critical knowledge and skills which will improve their ability to be become better strategic and operational leaders.

For more information on how to register for the 2014 From Vision to Action Leadership Training, please click on the following link: http://www.chartyourpath.com/VTA-Leadership-Training.html

Planning for 2018 and 2020 are important activities.  Now is the time to make sure you have the leaders who can plan effectively and implement those important plans once they are ready.

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

Tuesday, January 7, 2014

2014 Spring Roundtable - Early Bird Special!

Now that all of the New Year celebrations are in the history books, it is time for us to turn our sights on the Spring Roundtable! 

On April 9 - 10, 2014, we will gather at the Courtyard By Marriott in Des Moines/Clive, Iowa for the Spring 2014 From Vision to Action Executive Roundtable. Here is the agenda for your review:

Wednesday, April 9, 2014

8:30 am - Registration
9:00 am - 10:15 am - Feeling Lost In Prolonged Uncertainty
10:15 am - 10:30 am - Break
10:30 am - 12:00 pm - Rethinking The Maps We Use
12:00 pm - 1:30 pm - Lunch and Networking 
1:30 pm - 2:45 pm - Navigating the World of Excellence
2:45 pm - 3:00 pm - Break
3:00 pm - 4:30 pm - Building Bridges In the Midst of Complexity
4:30 pm - Adjourn

Thursday, April 10, 2014

9:00 am - 10:15 am - Staying Centered in the Midst of Constant Interruptions 
10:15 am - 10:30 am - Break 
10:30 am - 12:00 pm - Integration and Application
12:00 pm - Adjourn

Starting today through Friday, January 31, I am offering an “early bird” registration price for the Spring 2014 From Vision to Action Executive Roundtable.

If you sign up during this time period, and submit payment before 1/31/14, the price will be $ 275.00 for the two days and $ 175.00 for a single day. Here is the link to the registration form:


 Please write “early bird special” on it when you send it to me by mail or fax (# 319 - 643 - 2185).

After 1/31/14, the registration price will be $ 295.00 for the two days and $ 195.00 for a single day.

I hope you will reserve April 9 - 10 on your calendar, and e-mail me today about whether or not you and your team are coming. Then, in April when the daffodils are just starting to bloom, all we will need to do is meet at the Spring 2014 From Vision to Action Executive Roundtable.

Thinking ahead and looking forward to seeing you in April!

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

Monday, January 6, 2014

Navigating Through Continued Uncertainty

Over warm cups of coffee, we discussed the many challenges before the nation as the Affordable Care Act (ACA) and other major changes and redesigns were taking place. The three of us agreed that in order to be successful given these changes, organizations would need to be more integrated, accountable and have a higher degree of transparency. Furthermore, there would need to be greater cooperation and coordination among key stakeholders from many different systems.

However, during a pause in the conversation, one of the people stated that “the master is the one who pays the bills.” We all just sat there for a moment and realized that this was true. Whomever controlled the flow of the money, controlled the whole system. 

While this may be a “blinding flash of the obvious,” referencing a Tom Peter’s term from long ago, it was, at the time, a valuable insight. For if the “master” is focused on outcomes and results, then everyone will move in one specific direction. However, if on the other hand, the “master” is focused on compliance, then everyone will move in a different direction.

Our challenge as leaders is to clarify our intent when communicating about organizational change, and to remember that people think their way through the world of change and feel their way through the world of change. If compliance is the major focus and it is based on fear, then creativity will rarely arise. As Margaret Wheatley pointed out in her extremely thought-provoking book,  So Far From Home: lost and found in our brave new world, Berrett-Koehler, 2012, “... compliance-enforcing behaviors only lead in one direction - to demotivated, demoralized, disaffected, and disappearing workers and colleagues.”

With continued uncertainty on the horizon in 2014, now is the time to focus on constant and compassionate communication. We must let people know we are listening to them as they think and feel their way through the world of change. This will require a tremendous effort on our part as leaders and yet it will make a significant difference as we move together through the rest of 2014.

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

Thursday, January 2, 2014

Counting Our Blessings

As we enter this New Year, it is important to pause and count our blessings. While I have many, there is one in particular that I am thankful for today, namely living in a small rural community.

I often joke in seminars that living in a small town is a unique experience. First, we never lock our doors unless it is zucchini season. We never use our blinkers because we already know where everyone is going. And we all know that Sunday morning sermons are delivered to particular people given their behavior on Saturday night.

In our rural Iowa community, it is common in winter for all cars to be covered in road dirt. It is a mixture of gravel dust, mud, and winter slush. Everyone knows we will wash our cars after mud season in March. Otherwise, it won’t make much of a difference.

In winter, it also is common to find cars running outside the post office as we run in to get our mail, or outside the local grocery store as we pick up another gallon of milk. Men and women routinely come into town wearing insulated coveralls and heavy boots in the winter. Their cheeks are rosy red from the cold. Their dogs are sitting in the front seat of the cab, all smiles from the warmth and the trip to town.

Pick-up trucks abound. Grain trucks and semi’s moving corn or beans pass by regularly. People gather at the local coffee shop in small groups to visit every morning about life, liberty, and their neighbors.

But, for me, the blessings go deeper than the outward appearances of my small town. There are four of them in particular that I am most grateful for as we enter this New Year. 

First, we take care of each other.

I live in a small town where the fire whistle still sounds at 7:00 am, 12:00 pm, 1:00 pm and 6:00 pm. Our local Fire Department is an all volunteer group. And when the whistle fires off at any other time than the aforementioned, every one stops and looks in the direction of the station.  We pause and wonder who is in need.

With their blue lights flashing, these dedicated volunteers all head to the station. If we are driving in town, we just pull over at the sound of the fire siren.  In minutes, the first responders will be speeding out to whomever dialed 911.  We all know that the next time it could be one of us or our own loved ones.

It is common for 10 - 15 volunteer fire men and women to show up on a call. They are neighbors caring for neighbors. It also is not surprising for other people to come to help the family.

In a town where few church doors are ever locked, the second call after 911 is going to be to one of our area religious leaders or elders. They are often the second ring of support after the volunteer Fire Department.  Then, the prayer chain will be activated. This circle of support moves faster than the internet in a small town.

Soon, the food and assistance comes pouring in. Be it help with chores on the farm, a drive-way that needs to be plowed or a sidewalk that needs to be shoveled, we take care of each other.  Along with numerous casseroles and baked goods, we will stand by each other, hold up each other, and support each other long past the crisis. It is just what we do in a small town.  It is a blessing of immense proportion.

Second, we remember our history.

In a small town, you do not live in your own home. My wife and I bought our house from the family who built it in 1919. When asked where we live, we respond “the Fawcett place.”  The response amongst a certain generation is always the same, “Nice place. I haven’t been in there since I was a kid.”

We also remember our veterans.  Those who served and died are memorialized in stone. Most recently, those who served and return home are welcomed by a parade around town led by the Police and Fire Departments.  We are grateful for their service. We remember their sacrifices.

At the same time, we remember our history through stories told, pictures shared, and memories passed on from generation to generation. For example, in the local coffee shop, one chair is different than all the rest. It is reserved for an older man who eats breakfast there every day. He lost his wife a while back and now he starts his morning with friends at the coffee shop. It is common for those who gather to discuss events from 40-50 years ago as if it was yesterday. We take care of each other and we remember our history. It’s what keeps us going and it reminds us of what is most important.

Third, we value family.

When I first moved into our small Iowa town, there was only one barber shop for men and boys. With the striped pole and the old fashion chairs, he did a steady business all day long.  One day while getting my hair cut, we began to talk about family and the holidays. Having grown up on the east coast, my family were all back east. Going to see them was a multi-day experience.

“Is your family spread out?” I asked our local barber.

“Yes,” he replied. “Some of them take nearly 30 minutes by car to see. We are hoping they will all move back to town soon.”

In our small town, we know each other so well that when we ask “How are you?”, we want to know how you and your entire family are doing. Sons, daughters, parents, grand parents and extended family are all part of the normal sharing about family. 

We ask because we care. We ask because we recognize that family is the foundation of all that is meaningful. It is the place where your story begins and where you story will be told after you pass away.

Fourth, we love to talk about the weather.

Hot or cold, wet or dry, in a small rural, Iowa farming community, the weather is a constant topic of discussion. We can tell you about floods, droughts, tornados and blizzards. We know about ground temperatures, wind speed, and humidity. If it rains, we want to know what you got in the rain gauge and whether or not it is different from what your neighbor got. In a small town coffee shop, the weather and how the the local high school sports teams are doing are hot topics each and every morning.

After much reflection, I have come to the conclusion that we talk about the weather so much because it keeps us humble. We know we are not in charge even if we wish we were. We also talk about it because here in Iowa if you wait a bit, it will change. Ice will become snow; rain will become drought; and a cloudy day might just become a sunny one.

As this New Year begins, I am grateful for living in the small town that I now call home. We take care of each. We remember our history and we recognize the impact it has in our lives. We value our families and family life. And if you are stopping by for a cup of coffee, we’d love to visit about the weather, too. It’s always changing.

May you count your blessings today, and find many new ones during the coming New Year.

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