Watch Out For The Red Queen Principle

Right now, things are changing so fast and people all over the world are struggling. And as more and more people struggle, things change faster and faster.

As an executive coach and as a member of the global community, it hurts when I see and hear of people struggling. Given current events, we can control so few things in our lives. It is as if the world is caught between what was and what will be. But we are not completely sure what the new beginning will look or feel like on the other side.

And in this massive global level transition, I know that I am suppose to accept this struggling. I know that the only way to deal with this is by changing myself and my mindset. Still, even with this realization, I struggle with all of the struggling. 

I think that one of the things I struggle with the most is coronavirus-inspired productivity pressure. I feel like I am suppose to handle all of this, get lots of things done on time, and be creative. Instead, I, like many of you, have moments when I barely have the bandwidth for more. Often, I am just working on keeping up with today.

It was during one of those very busy days of coping that I realized I was living the Red Queen Principle, namely attempting to run faster and faster to just keep up with where I currently was. And in all my running, I kept pushing myself to operate at the normal level of productivity before COVID-19. But these days are not normal, and with all my adapting, adjusting and attempting to be productive, I have moments when I just feel exhausted. I feel worn by the endless unknowns, and the multiple unpredictable outcomes. 

Borrowing a term from the US military, we all are living in a VUCA environment, namely one that is volatile, uncertain, complex and ambiguous. Instability is chronic, and uncertainty feels like it is permanent. Change is accelerating at different paces all over the country and disruption is the constant. We can not predict nor govern most events. Some days, things just don’t make sense.

Yet, on one level, we know there will be a day in the future when the global pandemic will be over. Then, we will all leave our homes, hug our friends and families, and celebrate. There will be concerts and conferences. There will be gatherings to worship together and funerals to grieve all of the people we have lost. We will hold hands again with our neighbors and our community, and be grateful that we survived.

But that day is in the future. Right now, I need to get through this day, this week, and this month. Here is a quote by Brene Brown, PhD, LMSW, from her book, Rising Strong: The Reckoning. The Rumble. The Revolution (Spiegel & Grau, 2015), to help us all remember how to do that: 

“We can’t be brave in the big world without at least one small safe space to work through our fears and falls.” 

Our work today is to create that small safe space for ourselves, and to be supportive of others who are doing likewise. When we can be that small safe place for each other, we will transform our capacity to handle all that is happening now and in the future.

So, this week make one small step in the direction of starting that level of work. Your are worth it. And, along the way, stay healthy, stay safe and be strong. I look forward to seeing you on the other side.

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

Running Fast and Faster

People are burning out on a regular basis these days, and it is having a deep cost to them, their major relationships and their families. More and more marriages are at, or near the breaking point. It reminds me of the Red Queen Principle, namely people running faster and faster just to keep up with where they are right now. Clearly, more and more people are operating at capacity. They keep adapting and adjusting, hoping that every thing will not break at once.

One unique solution to this situation is to give yourself permission to de-accelerate as much as to accelerate. Many leaders can not work any harder, faster or more efficiently. Their bandwidth is full. It is time for us to recognize the importance and value of creating de-acceleration zones in our life.

For me, when I find I am running fast and then faster I have to consciously plan to do activities that help me de-accelerate. These include perennial flower gardening, listening to great music while cooking, going to the movies with my wife, or reading a good book. By giving myself permission to do these things, and by making time on my calendar to do these things, I find a greater sense of balance and focus. I am not overwhelmed and can work better.

This week, rediscover your de-acceleration zones.  Then, give yourself permission to go out and enjoy them.

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

The Red Queen Lives On!

We were sitting in his newly remodeled, corner office with lots of sun light pouring in through the windows. The entire layout had changed since my last visit, including a new desk, conference table, decorations on the wall, photos and even a nice big plant. Stylish and modern, it was impressive.

Once I had been shown around, I settled into a new chair at the conference table and pulled out my blue notebook and a pen. It was time to get down to business. My first question during this executive coaching session was an important one, namely “What do you do that really matters the most?”

His answer wandered for the most part and indicated that he had not studied successful companies much. It also pointed out that he did not fully understand his role as a Senior Manager in the company. Referencing the work of Jim Collins in his book, Good to Great: Why Some Companies Make the Leap. . . and Others Don't. HarperBusiness, 2001, this person was a Level 3 Leader, namely a “Competent Manager” who “organizes people and resources toward the effective and efficient pursuit of predetermined objectives.”

Not being afraid of asking the hard questions, I asked him another important question, namely “What is strategy?” He replied, “It is a place we need to get to.” And I thought to myself, “The Red Queen lives on.”

In the natural world, the predator and the prey must constantly change or go extinct. Companies and their competitors are also in a constant evolutionary dance, too. When one evolves a slight edge over another, the other responds by developing it’s own edge. For example, some McDonalds are serving expresso coffee. In turn, some Starbucks are offering a dollar cup of coffee.

Evolutionary ecologists call this the “Red Queen Principle.” Named in 1973 by Leigh Van Valen after the Red Queen in Through the Looking Glass, who observed to Alice: “In this place, it takes all the running you can do to keep in the same place.”

We have not explored this concept in much depth since we talked about it at the Spring 2008 From Vision to Action Executive Roundtable. However, given current events within many companies, the status of the world economy and the threat of a double dip recession within the United States, it is time to re-examine this concept again. Right now more and more executives report to me that they and their companies are working as hard as they can to be profitable and they feel like they are running in place. For some, their strategy is clear but not being implemented effectively. Others have the opposite problem with daily operations trumping strategy. Still, the Red Queen Principle does not go away.

While there are no simple solutions to such complex challenges, there are specific actions that a senior team can take when confronting such a situation.

First, initiate a complete and in-depth strategic review to make sure the company has the right strategy for the right environment. If it does, then move to improving the quality of strategic execution. If not, then engage in developing a new and more focused strategy. Selective abandonment of misaligned strategies can be an effective solutions.

Second, clarify what is the company’s brand and competitive advantage. Then, proactively cascade this information deep into the organization in order to help everyone to remain focused on what is most important. Empower key people to act with this in mind.

Third, communicate the importance of customer service and focus on this element at the qualitative and quantitative levels. Remember the research by William J. McEwen in his book, Married To The Brand: Why Consumers Bond With Some Brands For Life, Gallup Press, 2005. As he writes, “every time a customer comes in contact with a company ... the brand relationship can be enhanced. Or it can be diminished. Brand marriages aren’t static; they continue to evolve.” Therefore, he reminds us that “successful marriage management can be achieved only by company-wide commitment and aligned, integrated efforts.” When we work on making sure we have the right strategy, brand clarity and consistent high-quality customer service, then we are working on alignment and integration across the whole company.

In the constant evolutionary dance, there are strategic level changes that need to be made and the operational level changes that need to be made. Dealing with the Red Queen requires both.

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