Sunday, June 28, 2015

Surviving a Trough of Chaos in the midst of a Sideways Cyclone - part #1

During the Spring 2015 From Vision to Action Executive Roundtable before a wonderful group of leaders from four different states, I noted that more and more companies and organizations are feeling like they are caught in a trough of chaos in the midst of a sideways cyclone. 

The trough of chaos is a normal stage of organizational development where a group of people move outside their comfort zone to achieve a greater level of performance.

The sideways cyclone, a term coined by students of mine in the From Vision to Action Leadership Training, happens when multiple changes cycles are being initiated at the same time, overwhelming daily operations.

The late William Bridges in his book, Managing Transitions: Making the Most of Change, (Da Capo Press, 2003), reminds us that during such times people need four things, namely a clear sense of purpose for the changes that are taking place, a picture of what we are striving towards, a plan of how to get there, and someone to articulate what is my part and how it fits into the picture and the plan.

For us here today, let’s focus on the picture first. When you are feeling like you are caught in a trough of chaos in the midst of a sideways cyclone, what does operational excellence and strategic clarity look like? A big part of working through this combined challenge is to create a strategic mindset. This means that all involved understand the context for change, the overall strategy leading the organization, and the definition of operational excellence.

Right now, not enough leaders are painting this picture and creating this depth of clarity. In particular, we are under-communicating context, and under-communicating the strategy. But, from my vantage point, we are significantly under-communicating right now what is operational excellence.

It is time people recognize that the understanding of what is operational excellence is directly connected to the cash generating part of the business. People need to understand that operational excellence happens when problem-solving, teamwork and leadership result in on-going improvements in day to day activities. Until there is a recognition of the need for continuous improvement at the day to day level, we will constantly be caught in a trough of chaos in the midst of a sideways cyclone.

This week talk with all of your team leaders about what is the picture and the mindset of operational excellence. It is time we move forward together, and get past feeling overwhelmed.

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

Monday, June 8, 2015

Leading with Executive Presence - part #2

One of the hardest lessons to learn about when leading with executive presence is that every day there are things that will make you as a leader upset, irritated or feeling off balance. Big or small, these triggers are not always controllable or within your circle of influence. They just are. And you as a leader have to deal with them whether you like it or not. 

First, in situations of this nature, recognize that you are more visible with every level you move up in the organization. All of your actions are constantly sending a message. Therefore, be more present when you are with people and quit multi-tasking. Instead, spend more time shaping the values and standards.

Second, there is a difference between creating connections and relationships vs. connectivity. The later is about e-mail, Twitter, Facebook, etc. It helps, but it is not a relationship. The former takes time, energy and commitment.

Third, as a leader, you need to be doing more of the thinking, not always more of the doing. And when you are thinking, always bring the problem you are struggling with back to the mission and operating principles of your organization. Next, support those who role model the mission. And as a leader, always stay focused on the mission.

Fourth, when leading with executive presence, you will need to learn to deal with disjointed incrementalism, i.e. knowing where you want to go, but not always how to get there. In situations of this nature, convey strategic intent and make the objectives clear, but avoid micromanaging those who will execute on them

This week, remember that we all have difficult days in the world of leadership. You can choose how you deal with them, but always remember to stay focused on the mission.

FYI: I am taking off the next two Mondays for some personal thinking and reflection time. I have to practice what I write about here in this blog. I will be back with more Monday Thoughts on 6/29/15. 

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

Monday, June 1, 2015

Leading with Executive Presence - part #1

When I teach the From Vision to Action Leadership Training, we routinely discuss what it takes to be an excellent leader. During these conversations, I point out that the best leaders lead with executive presence. In the beginning, this means being more self-aware of your appearance, words, and body language because each is sending a message about what you believe and what you think is most important.

However, upon reflection, executive presence is greater than just self-awareness. It means being confident and calm in spite of external circumstances. It also means having inner clarity, which will create confidence in others to follow, rather than external ego.

Leading with presence starts by showing up and being clear on the inside. Then, giving our complete attention to those who are present, and being present when you do it. We need to recognize that people read your reactions and your actions very carefully, not just your words. 

First, to get better at leading with executive presence, we must schedule regular time to pause and reflect. Leaders from my experience are becoming more and more “junkies” to external stimulation. The faster we go, the more we need to slow down and reflect. Many problems can not be solved by pushing harder and thinking harder. Believe it or not, when I am stumped, I often will mow the grass, pull weeds, sweep the sidewalk, or shovel snow. Nine times our of ten, then the answer comes. I quiet the mind and the solution surfaces. This is the third law of thermodynamics, i.e. as activity decreases, order increases.

Second, to get better at leading with executive presence, we need to commit to a personal mastery approach to leadership and leading. This means we must be willing to be a constant beginner. We need to recognize that the best leaders are constantly learning. It is a positive addiction for them.

This week, pause and reflect more on your choices. There is always more to learn.

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