Bring the “Lost Tribes” Home

There are four pillars to a successful organization, namely people, structure, systems and culture. They are supported by a strong foundation of mission, vision and core values.  

Most leaders like talking about people, systems, and culture. They also like talking about the alignment between these elements and the mission, vision and core values.

Few leaders like to talk about structure. Who reports to whom is not a hot topic. But, given all I have heard and seen this winter moving toward spring, it is time we think deeply about structure.

First, does your structure match your strategic intent? We work hard on clarifying our strategy through in-depth planning. Then we make the mistake of assuming that our current structure is the right structure to execute this strategy. 

Recently, I have discovered that the problems many organizations are having related to executing their strategy and integrating it into their day to day operations is not a culture or systems problem, but a structural problem. The wrong people and the wrong teams are reporting to the wrong person. We forget some days that there is a time and place to reorganize in order for the strategic intent and goals of the organization to be successfully executed.

Second, we have to ask another and more difficult question, namely do we have the right people in the right places within our organizational chart? When the structure is right, I have also seen that sometimes the problem is a classic “right person in the wrong seat on the bus”, using an old Jim Collins phrase. I also have discovered that we sometimes have the “wrong person in the right seat of the bus.” Both of these are connected. The result of either of these problems is that some teams and departments start to feel like they are the “lost tribes of Israel wandering in the dessert for 40 years.” 

I had never heard this phrase before until a CEO I had worked with for many years pointed out this problem. As he said to me that day, “We need to bring the lost tribes home.” And he was 100% correct. 

Effective integration of quality, empowerment and principle-centered leadership requires us as leaders to not let any people, teams or departments to feel like they are lost tribes wandering in the desert.

This week, sit down and reflect on whether or not your organization’s structure is in full alignment with your current strategy and on-going strategic intent. Second, check to make sure you have the right leaders in the right spots within the chart. And finally, make sure there are no lost tribes within your organization. This is not easy work, but is the important work that leaders need to do.

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

Decipher the Stone - Empowerment

Along with the concept of quality which I explored last week, the second concept which is no longer discussed on a regular basis is empowerment. Between 1986 - 1995, the word empowerment was rarely used or even mentioned. Then in the mid-90s through to the turn of the century, it was the buzz word and a very hot topic amongst leaders. According to all of the best-seller books and strategic level conversations taking place at the time, empowerment was the answer to all our problems. “We just need to empower people” was the rallying cry.

However, during the early years of this new century, fewer and fewer people talked about empowerment and in particular empowering people. This happened in part because the concept was corrupted by poor leadership behaviors and totally dysfunction teams. It was power without choice and many times positional power that was used against others. Clearly, empowerment was not the solution for all our problems. 

Still, I have meet empowered leaders and empowered teams that are making a difference and generating quality outcomes. These people have confidence in their ability and their knowledge to rise to the challenges before them. They also 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.

At the same, these empowered people and teams make effective and thoughtful choices about how to create quality outcomes and meet their goal obligations. They also believe they are engaged in meaningful work. With the above in mind, I believe it is time we reclaimed the concept of empowerment. 

First, I believe empowerment is the by-product of the correct alignment between structure and shared values.  John Paul Lederach wrote in his extremely thought-provoking book called The Moral Imagination: The Art and Soul of Building Peace (Oxford University Press, 2005), “Structural history and personal biography are connected.” The history of who reports to whom over time impacts our perspective and understanding. The same is true for who works with whom within a team setting. When people in leadership positions tolerate poor interpersonal behaviors amongst their direct reports or on teams in combination with role modeling these same behaviors as well, then those who report to them or work with them will focus less on making effective decisions as much as try to stay off their supervisor’s radar screen. Nobody wants to be seen as the problem or to be blasted for poor outcomes caused by other peoples’ lack of attention, clarity or action.

Second, the foundation for empowerment is the same foundation for continual quality outcomes. When people know and are supported to generate quality based outcomes within a work place that is based on respect, trust, and cooperation, then empowerment creates optimism, hope and courage to face the challenges before them. Empowerment allows for the development of ownership and, over time, innovation to be the norm.

This week, remember that quality and empowerment are interconnected. People, not just systems, make empowered acts and quality outcomes a reality.

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

What Do Successful Cultural Leaders Actually Do? - Part #1

We were sitting in a crowded coffee shop, and all around us were people on cell phones, lap tops, and iPads. There were small groups of people talking. And there were some people talking with people not in the room or humming to their music that the rest of us could not hear.

I was there to visit with the COO and one of the COO’s direct reports to check on clarity and alignment. Over the course of our time together, I asked questions related to role and responsibility clarity, expectation clarity, goal clarity, and KPI clarity. I also checked on team development, prioritization of operational details, whether or not they had set planned short term wins, and cascading message clarity that was in alignment with the COO’s core message for the quarter.

It was an illuminating 2 hours, energizing for the person I was coaching and very helpful for the COO too. Both remarked that they felt better prepared for the next 12 - 18 months ahead.

Upon reflection on my drive home, I realized that successful cultural leaders focus in three areas. Ken Blanchard and Michael O’Connor in their book, Managing By Values (Berrett-Koehler, 1997), think of it as a three act play.

In Act I, the focus is on the word, achieve, i.e. to set goals beyond day-to-day survival. They call this being-by-doing.

In Act II, the focus is on the word, connect. This is all about relationships, namely being-by-being.

In Act III, the focus is on the word, integrate, which is all about bringing the first two acts together. For them, this is about being-by-becoming

When I think of the best cultural leaders I have met, they are achievement focused on one level and do set goals beyond day-to-day survival.  However, they also do two more important things.

First, they align their daily actions with the company’s core values. They understand as Blanchard and O’Connor point out that to manage by values takes two things being in place: the willingness to believe in an agreed-upon set of values and continuous diligence in putting those values into action. As they write, “In a company that manages by its values, there is only one boss, the company’s values.”

Second, they continually try to get better at what they are currently doing and at new things. Under the improvement section here, a leader may need to ask the following questions when working with staff:

- do we have a shared vision?

- how are we defining the problems and solving them?

- are we committed to continual improvement?

Finally, these same cultural leaders recognize that there is a profound and important difference between supervision and coaching. For them, supervision means to observe, direct or oversee in the execution of a task, project or activity. Coaching, on the other hand, is a structured dialogue and development process to improve the professional competence to execute.

This week, what are you going to do as a leader to improve your capacity to help others to achieve their goals? Asking the aforementioned questions is a good start.

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

How Do Leaders Build Cultural Clarity And Alignment? - Part #2

Some days we get so busy solving problems as leaders and managers that we forget that most people will shift their thinking only after new behaviors have led to results that matter to them and have been validated by others. The best leaders understand this and recognize that building cultural clarity and alignment is playing the long game. As Jon Katzenbach, Ilona Steffen and Caroline Kronley in their article,“Cultural Change That Sticks,” Harvard Business Review, July-August 2012, note “deeply embedded cultures change slowly over time.” We have to be patient then with this level of work.

Still, I have seen alignment take place over the course of my career. In these organizations, leaders make some unique choices. First, results matter within these organizations, i.e. qualitatively and quantitatively at all levels of the organization, not just at the senior team level. You can visit with front line staff or the senior most people and all of them are talking about outcomes and results. 

Second, there is “line of sight” within these organizations. My daily actions and my quarterly goals all connect with the current strategic plan and with the overall mission. Here, alignment is defined as shared beliefs and shared behaviors which achieve a collective goal, outcome, or result. It is not a vague  idea but instead is an executable reality and choice.

Next, the leaders of these companies agree with John Doerr in his book, Measure What Matters: How Google, Bono, and Gates Foundation Rock the World with OKRs (Portfolio, 2018) when he writes: “Healthy culture and structured goal setting are interdependent. They’re natural partners in the quest for operating excellence.”

From my perspective, there also is one more small but important difference in these organizations, namely there is a clear difference by all involved about what are committed goals, i.e. ones tied to metrics and well defined action plans, and aspirational goals, which reflect big picture, higher-risk, more future-tilting ideas and efforts.

This week, I encourage you to sit down with your team and discuss the following two questions: Do we know the difference between committed goals and aspirational goals as a group? Are we clear about who is working on which ones? This level of dialogue and the resulting clarity will make a big difference this coming summer.

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

How Do Leaders Build Cultural Clarity And Alignment? - Part #1

When I step back and look at the big picture, I hear and see three things from leaders at this time period. First, we live in world filled with contradictions and we are craving “islands of sanity”, using a Margaret Wheatley term, in the midst of it all. We live in a time period of profound and deep loneliness. It is not just lonely at the top of the organization. It is now lonely everywhere. We also live in a time period where many people are feeling profound and deep discouragement. This in combination with being over booked, over extended and over committed has resulted in many feeling like they and their teams are “stuck in the weeds.” However, in the midst of all of this, we, as leaders, are suppose to create, maintain and preserve cultural clarity and alignment.

Second, many leaders are coming to the same conclusion as John Doerr in his book, Measure What Matters: How Google, Bono, and Gates Foundation Rock the World with OKRs (Portfolio, 2018) that “alignment is rare.” Studies suggest that only 7 percent of employees “fully understand their company’s business strategies and what’s expected of them in order to help achieve the common goals.” Furthermore, notes Doerr, a lack of alignment, according to a poll of global CEOs, is the number-one obstacle between strategy and execution.

Third, “cultural inclinations are well intrenched, for good or for bad”, explains Jon Katzenbach, Ilona Steffen and Caroline Kronley in their article, “Cultural Change That Sticks,” Harvard Business Review, July-August 2012. Myself and many others are seeing this on so many levels.

Brene’ Brown in her book Braving The Wilderness: The Quest for True Belonging and the Courage to Stand Alone (Random House, 2017) writes that “research participants described a diminishing sense of shared humanity. Over and over, participants talked about the concern that the only thing that binds us together now is shared fear and disdain, not common humanity, shared trust, respect, or love.”

With the above in mind, we, as leaders, know that we must visit more with people at all levels of the organization, understand their perspective, and involve them in the planning for the future. We also know that changing just a few critical behaviors within the culture is a lot of work.

When I step back from all my meetings and reflect on where I see cultural clarity and alignment taking place, I note two small, but very important things taking place. First, the leaders who are visiting with people at all levels of the organization are somehow creating safe spaces for discussion. With so many people feeling like they are outside their comfort zone, moving through a trough of chaos which at times is feeling like either the pit of despair or a trough of continual panic, these safety zones are so important for leaders and followers to share, be heard and dialogue. At times, I think this happens best because of a good strategic level question that is timely and worth exploring, but also because of the presence of a facilitator. However, in the end, I think it really comes down to committing the time and resources to do it on a regular basis.

Second, I believe the leaders who are creating cultural clarity and alignment honor the strengths of their existing culture. In particular, I have noticed that the leaders within those organizations are clear about two things, namely that they can articulate the strengths of their company culture, both operationally and strategically, plus they can articulate what alignment means within their organization.

This week, I encourage you to reflect on these two questions: What are the strengths of your culture? What does alignment look like within your organization? Your answers will be helpful to you and many others in the coming days and weeks.

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

How do leaders help themselves and others to learn better? - Part #1

When we zoom out and look at the big picture right now, we are confronted with some uncomfortable information. First, work today is more about reacting and responding to e-mail than actually doing professional activities which create new value. According to Cal Newport in his thought-provoking book, Deep Work: Rules For Focused Success In A Distracted World (Grand Central Publishing, 2016), a 2012 McKinsey study found that the average knowledge worker now spends more than 60 percent of the work week engaged in electronic communication and Internet searching, with close to 30 percent of their time dedicated to reading and answering e-mail alone.

Second, in the normal, day to day, highly distracted work place, we expect everyone to continually get better at their jobs. However, we rarely give people feedback or tools which can help them do this. We also rarely give them regular time or space to learn or improve.

Third, we expect employees to move through the normal group development stages rapidly, namely forming, storming, norming and performing. However, from my perspective, we want improving which takes place after the performing stage, but we do not understand fully how it actually happens.

In short, given the above, we know that leaders can shape understanding or destroy it through their actions. Leaders can create clarity or confusion, especially if they are giving mixed messages. And finally, leaders can create work environments which are based on learning and respect or on distrust and silo protectionism.

The first step to helping people learn is to a build learning ecosystem within the organization. My definition of an ecosystem at work revolves around the notion of a group of people interacting and functioning well as a community. This happens when all involved create and execute their quarterly personal development plans. Recognizing that every 3 year strategic plan needs to be broken down into a 1 year organizational plan, and that all 1 year organizational plans need to be broken down into 1 year division/department plans, the goal each year is to have a 1 year personal plan which is made up of 4, 90 day plans. If this happens, then most 90 day plans are in alignment with the company’s strategic goals. These 90 day plans are focused on performance based goals.

But the big question for us here today is the following: What are the learning goals to help someone improve their performance? Most organizations have performance based goals but rarely set learning goals to improve performance. If they do set performance and learning based goals, then it is vitally important that they get the time and support to execute these goals.

This week, check out whether or not your key people have performance goals and performance improvement based goals. Next, make sure they are getting the time, support, and space to do this level of learning. Our overall goal from this action is to build a shared mindset around continually wanting to get better.

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

Leverage the Power of the Strategic Nexus

We were eating lunch at the most delightful coffee shop. There were papers and reports spread out across the table. There were graphs and charts poking out from a file folder, and there was a line of sugar packets reflecting a possible new way of organizing the division so it could be more nimble and agile.

She looked up at me from the line of sugar packets as I pulled out a paper with their mission, vision and core values on it. “I think we need to review this document,” I said. “We have to be sure that what we are discussing is in alignment with this page.”

She nodded and said “Yes. It always comes back to the strategic nexus.”

I smiled. She was right.

In the trough of chaos, it is easy to forget the strategic nexus. We are often focused on dealing with resistance, endless problems and making sure everything is still on track given the strategic plan. With our heads down and pushing forward, we rarely pause for reflection.

However, the best leaders routinely pull out the strategic nexus and review it. First, they make sure they are not compromising the mission, vision and core values. They understand that this is the foundation of all that gets done. It is the non-negotiable elements of the organization.

Second, they review the strategic plan. Tactical action can at times be so consuming that we forget where we are going and why. The strategic plan offers direction and metrics to measure progress. These are vital to overall success of the company.

During these interesting times, make sure you are routinely checking your company’s strategic nexus. It will provide on-going clarity and focus. 

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

How do leaders transform day to day operations? - part #2

Given what I shared last week, today I want to dive deeply into how to successfully transform day to day operations.

First, leaders transform the internal architecture and culture of the company. As General Stanley McChrystal, with Tantum Collins, David Silverman and Chris Fussell wrote in their book, Team of Teams: New Rules of Engagement For A Complex World, Portfolio/Penguin, 2015: “To win we had to change. Surprisingly, that change was less about tactics or new technology than it was about internal architecture and culture of our force - in other words, our approach to management.” 

We need to recognize as leaders that if you want to transform day to day operations then you need to have developed a transformative strategy based on an understanding that status quo, i.e. the current business model, is dangerous. As part of this work, we need to examine whether the organizational chart is designed for growth and transformation. Many times the organizational chart is the source of the problem rather than the strategy.  I am seeing more and more companies organization around the following categories: mission fulfillment, mission support, mission innovation, and mission advancement & advocacy. 

As I write the above, I hear John Kotter’s voice from his book, Accelerate: Building Strategic Agility For A Faster-Moving World, Harvard Business Review Press, 2014. As he wrote, “Great urgency that drives people in a dozen different directions achieves nothing. The energy that is at the core of accelerated action and dual operating systems is an aligned energy.” I believe aligned energy begins with personal alignment, i.e. our thoughts, words and deeds all line up. Once this is happening, then we can focus on alignment at the  organizational level, i.e. systems and process that create personal clarity, cultural clarity, and community connections.

Second, develop a shared mindset on your team. The first prerequisite to doing this level of work is to put people in leadership positions who have the capacity, i.e. mindset and skill set, to transform the organization. Furthermore, we need to remember that management is not leadership. As Kotter continues in the aforementioned book, “Management is a set of well-known processes that help organizations produce reliable, efficient, and predictable results.

Leadership is about setting direction. It’s about creating a vision, empowering and inspiring people to want to achieve the vision, and enabling them to do so with energy and speed through an effective strategy. In its most basic sense, leadership is about mobilizing a group of people to jump into a better future.”

The second prerequisite to building a shared mindset on a team is to put people in leadership positions with relational skill sets who can truly join a team. Lynda Gratton and Tamara J. Erickson explore this in their article called “Eight Ways to Build Collaborative Teams” by Harvard Business Review, November 2007. As they explain, good team leaders and team players can invest time and energy into building and maintaining social relationships throughout the organization,  model collaborative behavior, and coach people about why establishing and maintaining healthy relationships is important.

Third, create and maintain a gardener’s approach. Back to General Stanley McChrystal with Tantum Collins, David Silverman and Chris Fussell. Team of Teams: New Rules of Engagement For A Complex World, Portfolio/Penguin, 2015 where they wrote: “The temptation to lead as a chess master, controlling each move of the organization, must give way to an approach as a gardener, enabling rather than directing…. A gardening approach to leadership is anything but passive. The leader acts as an “Eyes-On, Hands-Off” enabler who creates and maintains an ecosystem in which the organization operates.”

Since the early 90’s, I have taught and coached executives that the best leaders are “Gardeners Of Trust.” They recognize and understand that the followers place their trust in us when we seek to improve or transform an organization. Remember that there are three levels to trust as outlined by  Robert Galford and Anne Seibold Drapeau in their article called "The Enemies of Trust" by, Harvard Business Review, February 2003. Here is a quick review:

-  organizational trust where people trust not any individual but in the company itself.

- strategic trust where people trust the team that is running the show to make the right strategic decisions.

- personal trust where people trust their managers to make the right decisions.

This week review the internal architecture and culture of the company to see what may need to be realigned, and then begin the process of building a shared mindset on your team.

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

Thinking About The Past; Planning For The Future

The first quarter of 2015 is nearly in the history books and a new round of planning has started. In small and large group meetings, people are coming together to discuss summer goals and how they can position the organization for a strong finish in 2015 and a good beginning in 2016. Goals and objectives are being written and rewritten. People are studying metrics and talking about alignment. Supervision and coaching are kicking into high gear.

As one who is well aware of all this effort, I am continually reminded of the following quote by Jon Madonna, retired Chairman and CEO of KPMG International: “Nothing stops an organization faster than people who believe that the way they worked yesterday is the best way to work tomorrow. To succeed, not only do your people have to change the way they act, they’ve got to change the way they think about the past.” 

Our challenge as leaders is to create a sense of urgency and clarity that maintaining status quo is more dangerous than moving forward to a whole new level of performance. When all involved comprehend that what got us to here, may not get us to the new desired outcome we seek in the future, then there will become a new level of focus and determination.

This week I encourage you to do a better job of selling the problems and clarifying the vision for the future. The combination of the two will create a solid forward momentum.

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

Doing It Right The First Time

When I was growing up, I often heard the following statement: “If you are going to do something, then do it right the first time.” This was just the way it was in my young life. For example, if you wanted to go on a hiking trip, then you went and got the best gear you could afford, mapped out the route, and prepared for all contingencies like rain, heat or an accident. If it was worth doing, it was always worth doing right the first time.

The challenge this winter is that people are moving so fast and rushing about so much that many just want to solve a problem, i.e. get it past them so that they can get on to the next thing on the list. They are not thinking about what is the right or best way to do it. The goal is simply to do it and move on. Thus, they approach every thing and every person in a binary fashion, namely done or not done. And, of course, the goal is to solve the problem fast so you can then jump on to solving the next problem.

However, I think the key in successful organizations is not to simply get everything done. It is to make sure there is alignment between the solutions and the strategic nexus of the company. The nexus, as many of you know, is the sum of the mission, vision and values plus the strategic plan. If we do it right the first time, then we will have action based on the mission and core values in alignment with the vision and the strategic plan. Alignment is not always easy and may initially take more time. But the short and long term impact of doing it right is always worth the effort.

My challenge to you this week is to solve the problems before you in the right way every time. And to remember that alignment is both the goal and the method.

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

The Strategic Nexus

Strategic leadership begins and ends with comprehending, utilizing and committing to a fully functional and completely aligned strategic nexus.

The strategic nexus is made up of two parts. One part of the nexus is the mission, vision and core values. The other part is the strategic plan. The former does not change and preserves the core of the organization. It is the source of stability and perspective during organizational change, especially when moving through the trough of chaos. The later is designed to prevent stagnation and, in essence, pushes the organization into the future. This part creates a sense of urgency and focus to the choices that are being made.

Strategic leaders understand the purpose of the strategic nexus and recognize how mission, vision and core values are interconnected. They also know that this interconnection and the clarity around it is the foundation of the organization’s day to day culture. 

At the exact same time, they recognize that strategy is a choice and needs to support the on-going evolution of the business given the continual changes in the needs, wants and desires of those it serves. Furthermore, when the culture is clear and rooted in the mission, vision and core values, then it will also become a strategic asset in the design and implementation of the strategic plan.

Full alignment within the strategic nexus is mission critical to strategic leaders. They know that once they have it and once people comprehend it, that they have a powerful force for forward momentum.

This week, take more time to understand your organization’s strategic nexus. You will then be able to leverage it toward a more positive and effective future for you and your organization.

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

Alignment vs. Control

As strategic leaders think and act, they understand something that is critical to their short and long term success, namely the difference between control based leadership and alignment based leadership.

Control based leadership focuses on, for the most part, maintaing status quo. These leaders want to get something done and then get things back to “normal.”  Through fear, intimidation and positional dominance, they can generate forward momentum, but it does not result in people being resilient, adaptable or creative.

On the other hand, alignment based strategic leaders understand that organizational change, people and the future are dynamic. Rather than controlling people, these leaders want all involved to stay true to the mission and the core values of the organization. This is the focus of all they do because they recognize that people will fundamentally support and co-create the future when they have a voice and ownership in the process. Alignment based leadership is a solutions and clarity based approach to all that is going on. 

While I value order and predictability in daily operations, strategic leaders focus on constant alignment within the strategic nexus, i.e. the sum of the mission, vision and core values plus the strategic plan. They know this will create long term commitment to building on new opportunities and being adaptable to change. They recognize that culture and strategy are inter-connected.

This week, talk with your team about the importance of alignment. It has the capacity to generate greater clarity, commitment and connection to what is most important in the work that they do.

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

The Great Leap Backwards

With so many leaders feeling overwhelmed, many are defaulting to command and control leadership as their primary mode of operation. Whenever I encounter it now, I think of it as the great leap backwards. I know most leaders are choosing this way of working with people because they do not know any other way that will work, especially when change is so constant and messy.

In seminars now, I often point out that most senior leaders are either recovering controlaholics or just plain controlaholics.  It’s what got them to this level of leadership but clearly what will prevent them from becoming an exceptional and transformative leaders.

However, the push back I get from these same leaders is consistent. They routinely point out the importance and need for organizational order and predictability. Now, I am not against order and predictability. In daily operations, these are important, but I am against the great leap backwards to command and control as the primary and only means of helping people move forward through strategic change.

As I explain in seminars, command and control is based on fear, intimidation and dominance which does not generate anything more than forced movement forward. There is no ownership of the work, just work and more work. However, what many leaders desire during difficult, complex and challenging organizational change is for people to be resilient, adaptive, aware and creative.

Yet, what they forget is that command and control as a form of leadership focuses more on stability over change, i.e. the maintaining of status quo. However, successful organizational change, and the leaders who implement it, is often based on the understanding or expectation that there is a better or more effective way of doing something. Command and control, on the other hand, is based on getting something done, and then returning to status quo.

Furthermore, command and control often focuses on lowering that which has caused a level of disequilibrium or chaos within the organization. As a result, it often begins with the what-to-do factor rather than the why-to-do factor. The result over time is that it perpetuates passivity, resistance and resentment. It also involves assigning blame which rarely results in greater clarity and commitment from all involved.

There is another way of leading in difficult times but it requires a great degree of discipline and thoughtfulness.

First, we need to focus on alignment. Leaders who comprehend the importance of alignment recognize that the interconnectedness of the strategic nexus, i.e. the union of mission, vision and values with the strategic plan. These leaders are in an agreement in thought, word and deed with this nexus and act and work in accordance with this nexus. They choose to lead others with a strategic mindset rather than an efficiency initiative perspective.

Second, these same leaders focus on making sure they are creating the future rather attempting to control it. They understand that we are leaders and followers are really co-creating the future. It is not a “I create and you follow” mentality, but instead it is a “we create together” perspective. As Margaret Wheatly reminds us, “People only support what they create.” 

Therefore, leaders need to continually build trust and rebuild trust on a regular basis. They also need to show up, pay attention and listen carefully to others. This careful consideration of others’ perspectives needs to be taken into account, because it creates psychological safety to see what is really happening rather than what we think should be happening or want to be happening.

Third, these same leaders focus on empowerment. I think this is one of the hardest choices a leader can make, because it means giving up control which is something we often think we do, but in reality rarely do. It means choosing not to default to command and control even when the work is difficult.

The U.S. Department of Defense Dictionary defines command and control as “the exercise of authority and direction by a properly designated commander over assigned and attached forces in the accomplishment of the mission.” What most people do not recognize is that effective command and control is based on a bi-directional flow of timely and accurate information. Yet, this rarely takes place outside military circles because most people who default to command and control do it through fear and intimidation rather than respect and integrity.

When we as leaders choose to focus on alignment, co-creation and empowerment, it means we have to work from a place of clarity, commitment and connection. And those we work with have to know why the work needs to get done, not just how and what needs to get done.

This week, do not choose to make the great leap backwards. Instead, seek a new path so we can engage in the meaningful work of building a better and more effective future for all involved.

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

Dying With Our Mouths Open

Over and over, I explain to struggling leaders that many of their problems begin with their form of communication. Some just scratch their heads and look at me with utter confusion. “I communicate all day long,” one young leader recently shared. “I am attempting to create organizational clarity which can be cascaded deep into the organization. Still, they are just not getting it.” I nod and explain that the more we communicate as leaders, the less we understand.

During the first session of the From Vision to Action Leadership Training, I ask the group to read the article called “The Leader of the Future” by William C. Taylor from the June 1999 issue of Fast Company magazine. In it, Ron Heiftz states, “leaders die with their mouths open.” 

Routinely now, I see more and more leaders with their mouths open and their brains on overload.  They are running a mile a minute and spouting off a variety of confusing key messages. Their followers just watch it all go by, and then shrug and get back to what ever they were doing. They have learned that soon enough their leader will breeze through again on their way to another meeting, and focus on something completely different.

When leaders are struggling around communication, I often encourage them to pause and ask the following three questions of their direct reports:

- What is going right in our organization?

- What do you care about in our organization on a daily basis?

- What do you do that matters the most?

The key in the first question is to understand how some one views the organization.  What we pay attention to influences how we work every day.

The key in the second question is to understand what motivates them at work. On a daily basis, most people care about what they are doing. Our job as a leader is to build off of this foundation and hopefully be able to align this person with the strategy and vision of the organization.

Finally, the key in the last question is to see if the person believes in what they are doing each day. If it is just a job, then you will know it by their answer. If, on the other hand, what they do is in full alignment with the mission of the organization, then you have someone who, with the right leadership actions, can make a world of difference.

Excellent leaders know they need to talk less and listen more on a day to day basis. When they listen to understand before being understood, plus seek the input from different people and honestly value different perspectives, they are creating a powerful work place culture, one that can rise to every challenge.

This week, focus less on talking and more on listening. It will be the start to becoming an exceptional leader.

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

Preparing For The New Year

As we come to the end of the calendar year, I have one question for you.

What do you want to be known for in 2014? 

It seems like a simple question on one hand. Yet, with further reflection, it is actually quite important and can be complex, too.

First, the answer to this question and your current strategic plan should be in alignment, i.e. the outcomes of your strategic plan and the answer to the above question should both line up.

Second, your quarterly expectations, goals and priorities as a leader should be moving in the direction of your answer to this important question.

Third, every strategic review should be focused on helping your organization to move more efficiently and effectively toward this answer.

So, this week, step back from the day to day work, and answer the above question. Then check on alignment between your answer and your current strategic plan. This is another great way to prepare for the new year.

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

Timing is Critical

Many years ago, I got a phone call inviting me to northern Minnesota in mid-September to lead an in-depth senior management retreat on the subject of mission, vision and core values. The CEO had booked an entire lodge by a secluded lake for the day and had flown up a top notch chef from the Twin Cities to cater the meal.

The food was amazing. The setting was spectacular. The fall colors were at their peak, and the strategic level dialogue around mission, vision and values was very poor. It is no fun facilitating a group process when clearly something else needed to be discussed. After multiple attempts to get the discussion to a deeper level than superficial conversation, I invited the group to go with me for a walk around the nearby lake.

Once out in nature, people seemed to relax a bit and open up. Therefore, I turned to one of the vice presidents and said, “What am I missing here? This is an important topic but no one wants to participate.”

We walked for a bit and then he replied, “The setting is perfect. The food is over the top, and the subject is important. You are even doing a good job. However, we recently failed an inspection at one of our facilities, and the plan of correction is due to be submitted tomorrow morning at 9:00 am. Most of us were planning on having this day to review the entire plan of correction, coordinate our efforts, and make sure that this does not happen again. But the CEO thought it would be best if we talked about mission, vision and core values instead. Therefore, most of us after this retreat will be burning the midnight oil to make sure everything is in place related to the plan of correction. The retreat is a good idea. It’s just at the wrong time.”

As I continued walking around the lake, I reflected on how many times I have witnessed this take place. At times, it feels like an epidemic of missed opportunities. What should have taken place and what did take place were not in alignment. Talking about mission, vision and core values is very important, but holding this conversation at the right time is also important.

Our challenge as leaders is to pay very close attention to our direct reports and to know where each of them are in their journey with the organization. Great managers build on strengths, and great leaders build on clarity. This week I strongly encourage you to reconnect with each of your direct reports and to better understand what they are working on and what are their priorities.  As I learned many years ago while walking around a lake, timing is mission critical to success.

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

The Need For Clarity And Alignment

Right now, many people in leadership positions are still trying to discern what are the best choices to make in 2013, especially given all the challenges happening at the federal and state levels of government. Most read the tea leaves about what it all means for the future and come up confused and frustrated. To say we live in a time period of strategic ambiguity is an understatement. In many companies, executives share with me that they believe we live in a time period of strategic avoidance and strategic ambivalence.

However, when I step back from the pressing issues that cross my path and listen deeply into what is being shared with me about strategy and strategic choices, I believe we are heading into another round of significant challenges. Former CEO of Intel, Andy Grove called these points a “strategic inflection point”, i.e a time when change in the competitive environment requires a company to make a major adaptation to new circumstances, or risk extinction. In short, he is saying we are approaching a change or die scenario. 

Yet, the response in some executive suites is to act like turtles with their heads and limbs pulled inside their corporate shells. They have chosen a path of taking less and less risks, and instead focused on control, compliance and compensation rather than strategy, talent and execution.

But the best companies I know are not falling into this trap and are instead focusing on two key concepts, namely alignment and clarity. Patrick Lencioni in his book, The Advantage: Why Organizational Health Trumps Everything Else in Business (Jossey-Bass, 2012) writes “Within the context of making an organization healthy, alignment is about creating so much clarity that there is as little room as possible for confusion, disorder, and infighting to set in. Of course, the responsibility for creating that clarity lies squarely with the leadership team.”

However, many senior leadership teams struggle with creating alignment and clarity. Therefore, I have chosen creating organizational clarity to be the central theme of the Spring 2013 From Vision to Action Executive Roundtable on April 11-12, 2013.  Here is the agenda for your review:

Thursday: April 11, 2013

- 8:30 am - Registration

- 9:00 am - 10:15 am - The Prerequisites For Organizational Clarity

- 10:15 am - 10:30 am - Break

- 10:30 am - 12:00 pm - Creating, Communicating & Cascading Clarity

- 12:00 pm - 1:30 pm - Lunch and Networking 

- 1:30 pm - 2:45 pm - Reinforcing Clarity Through Systems

- 2:45 pm - 3:00 pm - Break

- 3:00 pm - 4:30 pm - Managing Clarity & Performance

- 4:30 pm - Adjourn

Friday: April 12, 2013

- 9:00 am - 10:15 am - Finding & Creating Personal Clarity

- 10:15 am - 10:30 am - Break 

- 10:30 am - 12:00 pm - Integration and Application

- 12:00 pm - Adjourn

We will be meeting at the 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/

If you and members of your team want to attend, then here is a link to the registration form: http://www.chartyourpath.com/pdf/2013-From-Vision-To-Action-Exec-Roundtable-Regist.pdf

In a year where we need to be achieving focus and alignment throughout the entire organization, now is the time to sign up and participate in the Spring 2013 From Vision to Action Executive Roundtable. It will help you and your organization to be well prepared for the future.

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