Discover the Guiding Principals - part #4

Many years ago, I was speaking at a nursing conference in southwest Iowa, and I had the chance to listen to another presenter. As he wrapped up his talk, he shared some farm wisdom: “You can export what you don’t grow at home.” We all nodded because it was one of those truths that cuts through all the junk in life and makes sense the minute you hear it.

I have spent many hours pondering that bit of farm wisdom, exploring all the different levels of life to which it applies. I often end up thinking of this bit of farm wisdom that was shared with me when I was a much younger man, namely “What you feed, grows.” This morning, I also am reminded of the Biblical quote, “As you sew, so shall you reap.”  

All of these short sentences have the potential to be guiding principals if an individual is willing to commit to them. This is the challenge of people, be they in a leadership position or working on their personal and family level journeys. Guiding principals are only guiding principals if we are willing to commit to them. Otherwise, they are just a series of short phrases that make sense and are quickly forgotten in the rush to get more things checked off on the ever growing To Do List.

As the late Stephen R. Covey wrote, “The only thing that endures over time is the law of the farm. According to natural laws and principles, I must prepare the ground, put in the seed, cultivate, weed, and water if I expect to reap a harvest. So also in marriage, or helping a teenager through a difficult identity crisis - there is no quick fix, instantaneous success formula where you can just move in by getting psyched up at some positive mental attitude rally with a bunch of new success formulas. The law of the harvest governs.”

When I look out our kitchen window and see fields of corn stubble, I know that farm families will soon be getting all of their equipment ready for spring planting. The seed has been ordered and the machinery is getting fixed. Soon, they will all be out in the fields preparing the soil. Then, planting will follow. And it all starts with a commitment.

This week, reflect on the above farm wisdom and ask yourself a simple but powerful question: Am I willing to commit to the law of the farm? The answer will help on so many levels of life.

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

Make a Commitment to Personal Improvement

Since early January, I have been writing about lessons learned from mentors of mine over the course of my career. Today is the final one I want to share with all of you.

We were drinking coffee together and discussing the subject of retirement.

“Once I choose to retire,” I said to one of the older members of my Kitchen Table Cabinet, “I am just not sure what I am going to do with myself. For the last 30+ years, I have been running my own business, traveling, teaching consulting and coaching a wide diversity of people. I have been going, going, going and then some. As I pass the line of 65, I don’t have a clue of what a life of not working full time will be like. What are your thoughts on this subject?”

He paused, smiled and said, “You will really struggle during the early stages of retirement. The pace and scope of all you have been doing has defined your life and work on so many levels. You think that once you retire, you will just move on to the next level of doing. A matter of fact most of your career to this point has been all about doing. Doing this. Doing that. But in the end, it’s just more doing. It will be hard for you at first.

The problem is how you frame up the next step. You think about 65 as a line. Before 65, you work. After 65, you do more but different work. 

As for me, I don’t frame things up in that way. I have watched a lot of men and women retire. Most do not handle it very well but those who do, choose to move from the question ‘What will I do once I am retired?’ to a different and more interesting question, namely ‘What do I want to learn?’. In my opinion, that is the better question and the better way to frame up retirement.

So, Geery, after 65, what do you want to learn? When you retire, you will have more time to pursue this interest. Therefore, now is the time to start exploring.”

I sat there in that coffee shop not too long ago and realized I had been handed an important bit of wisdom.  While I have not found the full answer to the question, I am definitely exploring various options.

This week, I challenge you to ask yourself the question: What do I want to learn? And then, make a commitment to personal improvement. It will be good for you, your family and many others within your circle of influence.

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

Embrace Your Challenges

Last week, I shared that great leaders accept their path in the world of leadership, and keep moving forward. In essence, they own it. They recognize that “this is mine to do.” 

Upon further reflection, I think that great leaders not only own the path and keep moving forward but they also embrace their challenges. As Marcus Aurelius wrote so very long ago, “Our actions may be impeded . . . but there can be no impeding our intentions or dispositions. Because we can accommodate and adapt. The mind adapts and converts to its own purposes the obstacle to our acting. The impediment to action advances action. What stands in the way becomes the way.”

As leaders, we recognize that our work involves, people, structure, systems and culture. We explore mission, vision and values. We spend hours working on strategy, brand identity, and understanding the strategic landscape. 

And yet, the result of all this work is that we will continue to experience obstacles and challenges. They do not go away. They just keep coming. People, including ourselves if we are honest, feel frustrated, overwhelmed, anger and even confusion by this. But in the end, we, who sit in the leadership chair, have to make decisions and keep moving forward.

Here is where the great leaders do something unique. They understand what Andy Grove, former CEO of INTEL, meant when he wrote, “Bad companies are destroyed by crisis. Good companies survive them. Great companies are improved by them.”

Ryan Holiday in his wonderful book, The Obstacle Is The Way: The Timeless Art of Turning Trials into Triumph, Penguin, 2014, writes “It’s a huge step forward to realize that the worst thing to happen is never the event, but the event and losing your head.” Great leaders embrace the difficult challenges before them and do not loose their head. As Holiday continues, “See things for what they are. Do what we can. Endure and bear what we must.”

As the Haitian proverb states, “Behind mountains are more mountains.” There will be more problems in the future. This is normal in the world of leadership. However, our choice to persevere through them is what separates the great leaders from the good leaders.

This week, embrace the challenges you have. Work with others to solve them. Then, learn from them. But, in the end, always keep moving forward with commitment, clarity and integrity. This is the path to being a great leader.

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

Going To The Next Level

During the last 90 days, more and more senior leaders have been discussing with me about how to help a functional leader become an enterprise level leader. At the same time, many middle managers who want to be a future senior executive have talked with about the exact same subject. While there are no quick fixes to this challenge, there are three key concepts that I have observed when people transition from being a functional leader to a successful enterprise level leader.

First, the best enterprise level leaders know that diagnosing a problem is as important as solving a problem. Therefore, they follow the advice of Roger Martin in his June 2007 article in the Harvard Business Review called “How Successful Leaders Think” by asking the following three questions:

- What are the salient factors to take into consideration?

- What is causing what? i.e. an analysis of causality.

- What is the correct decision architecture to deploy?

The answers to these three questions give them a framework to making the right decision rather than simply rushing in to solve the immediate problem. In essence, these questions help them see the bigger picture and understand the impact of making a decision.

Second, the best enterprise level leaders recognize that commitment is a mindset more than it is an action.  Beginning with the perspective that awareness is not understanding, the best enterprise level leaders are focused on creating a strategic level mindset in everyone who has to develop and execute a strategic plan. They agree with Bill Gore when he wrote, “Commitment, not authority, produces results.” Therefore, they are constantly seeking out ways to help people be better committed to the mission of the organization.

Third, the best enterprise level leaders know that competency is not mastery. Many people can do things in a competent manner. But those who are committed to mastery understand that there are never really experts, only people who commit a life time to constant learning of the fundamentals and the willingness to take risks to achieve a higher performance. With intentionality and continual practice, the best enterprise level leaders are always willing to be the beginner. Continual progress is the foundation of all they do.

The goal of becoming an enterprise level leader is a worthy one. The goal of becoming one of the best takes profound depth of character and commitment. The path is not easy but it is worthwhile. I hope the above helps you as you move forward in your career or if you are coaching some one in their career journey.

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

The Moment of Commitment

Right now, many people have been pushed outside their comfort zone. There is no more ease, familiarity, or predictability in their world. Change is not the constant now. Transformation is the constant. And as a result, more and more people are experiencing massive amounts of uncomfortable chaos.

When we go to the dictionary and look up the definition of the word “chaos,” we discover a great answer. Chaos is defined as “the unorganized state of primordial matter before the creation of distinct forms.” But as one reads further, there is another definition, namely “the state of utter confusion.” This is the challenge right now for so many leaders. There is a high degree of ambiguity plus a phenomenal lack of clarity. It feels like everything is confusing and unorganized on too many levels.

So, the first step in situations of this nature is to create clarity. This starts when we as leaders define what is and is not over. We need to show that there is a line of continuity through the unorganized state of primordial matter. Effective leaders turn to the mission, vision and core values of their organization to find this line of clarity through the current and emerging challenges.

Second, we as leaders need to build commitment. This happens when we explain what are the internal and external drivers of change and transformation in our industry and our organization. Creating this depth of understanding takes time and consistent communication but the return of this investment is solid and helpful.

Third, we as leaders have to commit to moving forward in spite of all that is happening. As the German writer and statesmen Goethe wrote: “Until one is committed there is always hesitancy, the chance to draw back, always ineffectiveness.  Concerning all acts of initiative and creation, there is one elementary truth, the ignorance of which kills countless ideas and splendid plans: the moment one definitely commits oneself, then Providence moves too. All sorts of things occur to help that would never otherwise have occurred. A whole stream of events issues from the decision, raising to one’s favor all manner of unforeseen accidents and meetings and material assistance which no man could have dreamed would come his way.  

Whatever you can do or dream you can, begin it.  Boldness has genius, power and magic in it. “

This week I hope you can rediscover the moment of commitment and then move forward with clarity and confidence.

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

Eating Our Young and Kicking Out Our Old

It is happening again. The last time I saw this corporate behavior was in the mid-90’s. It did not work then and it still does not work now. Specifically, we need to stop eating our young employees, and prematurely kicking out our older ones.

Over and over, I hear young employees burning out from the massive amount of work they are expected to get done each day.  Many report to me that 60-80 hours a week at the office is becoming the new normal. These are not slackers or problem people, but instead people in up and coming leadership positions with commitment and capacity who have been presented with unrealistic work loads and responsibilities. They are expected to do all things and be all things to all people plus get their own jobs done at the same time.

The result is massive burnout and frustration amongst young and committed professionals right now. These are the people who we want to become future leaders in the company. They believe in what they are doing but not at the pace of change some are experiencing. These young people are struggling and ending up cynical, and exhausted. 

Meanwhile, some companies are also pushing out their older workers as too slow and not deeply committed to the future. These long term and faithful people are being encouraged to leave early without even a thank-you. They are being dumped off at the curb with the hope of on-boarding more young people who will blindly work until they are exhausted.

Over time, the outcome for this pathway to the future is a massive decline in organizational trust and respect. The good employees who witness this corporate behavior start bailing as fast as possible. The poor performers keep getting more goals and responsibilities adding on to them while the middle managers run a tread mill to no where. In short, organizational choices of this nature will start a downward spiral.

I witnessed this corporate behavior many times in the 90’s and it was a sad process. As I start to see it surface again in 2014, I just shake my head and wonder why. It will take a strong and level-headed leader to change this strategic choice before better days are to come round once more. If you think your organization may be on a trajectory of decline, then read the following book: Collins, Jim. How The Mighty Fall and Why Some Companies Never Give In, HarperCollins, 2009. There is hope but recovery is not going to be an easy process if we keep eating our young and pre-maturely retiring our older workers. 

I also encourage you to read the article “Why Your Company Must Be Mission-Driven” by Chris Groscurth which was recently posted on the Gallup Business Journal website < http://businessjournal.gallup.com >. As the author notes, “Many executives don't realize that mission is an underused asset in improving organizational performance and profitability, and they neglect their ultimate responsibility of aligning their brand and culture with their highest purpose. Failure to meet a company's mission-related needs is failure of leadership.” The article includes a sound review of the 12 elements of great management, but it also includes the latest meta-analysis on the value of mission and its relation to margin. On page two of the article, I enjoyed reading about the “five factors behind the success-promoting, margin-boosting benefits of focusing on mission” and the “seven strategies for maximizing mission-driven leadership.” Overall, it is a good, short article and well-worth the time to read.

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

Delegate Outcomes, Not Just Steps

Recently, I have seen an epidemic of poor delegation which is resulting in many strategic and operational problems. I have come to the conclusion that many leaders and managers in their developing years did not experience good delegation and thus they can not role model good delegation. Since it is clear that you can not teach what you have not already learned, the same goes with delegation. While I wish there was a blue light special on aisle two where leaders could get three packets of delegation experience for the price of one, I have come to the conclusion that we need to simply reeducate the entire management structure of many companies about what is delegation.  

First, the standard dictionary definition of delegation revolves around the transferring of authority and responsibility from one person to another in order to carry out a specific activity. While this sounds straight forward, I always point out to leaders and managers that in order to do this transferring of authority and responsibility well, we need to actually redefine delegation into three levels of delegation.

In Level-One Delegation, we, as leaders and managers, give direct control to someone or a group to do whatever needs to be done as long as it is full alignment with the strategic nexus, i.e. the sum of the company’s mission, vision and core values plus their strategic plan.

In Level-Two Delegation, we, as leaders and managers, give direct control to someone or a group to do whatever needs to be done but first ask that all choices are discussed at the time of delegation and that there are defined parameters to the possible actions that can be taken. In short, Level-Two Delegation is delegation with an expectation of results but also with limited choices.

Finally, in Level-Three Delegation, the person or team being delegated to is given the opportunity to generate ideas about how to achieve the desired results but no control over how the work gets done. While this can result in action without commitment, it is often used when very tight parameters for action are needed.

Once we are clear about what kind of delegation is taking place, I often like to ask all involved a couple of questions. First, do they understand the problem that is trying to be solved through delegation? Remember that awareness is not understanding. 

Second, do they believe they have the authority to do it successfully? Commitment without understanding is a problem, and so is responsibility without choice a problem. 

Third, do they know how to do it? Having the right knowledge and skills makes a huge difference when it comes to successful delegation. 

Finally, do they know how to measure progress and/or success? This one factor alone can make or break successful delegation.

While delegation is not easy, it is a mission critical skill set for being a successful leader and manager. Starting today be more mindful when you do it, and take more time in the beginning. It will pay off in the long run.

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

The Decline of Positional Leadership

Over the last couple of weeks, I have been exploring the theme of how to navigate through periods of prolonged uncertainty. Today, I want to examine a growing trend, namely the declining power of positional leadership and the rise of collaborative leadership in order to solve adaptive problems.

Over the last six months, I have gotten a lot of questions during 1/1 executive coaching sessions by people who have the title but not the power or ability to make change happen. They are deeply frustrated that the positional power that comes with their title does not generate the outcomes they are wanting to take place. 

On the other hand, I meet positional leaders in other companies who are making things happen. Here, buy-in is taking place. Ownership is on the rise, and strategy is not being trumped by tactics. When it is the same job title and yet two different companies, then I wonder what is the difference. 

My conclusion so far is that in many circumstances one person choose positional leadership, which can only make so much happen within a company while the more successful executives choose collaborative leadership. And with collaborative leadership, they access the power of the whole, i.e. the whole strategic nexus and the whole team.

Former From Vision to Action Leadership Training participants often talk with me about the importance of shared language and shared understanding. They tell me that having this is the unifying element to the work of making change happen successfully. Some call it their competitive advantage. The other thing they share with me is the importance of building shared commitment. To get this shared commitment, they have realized that positional leadership’s major tool is the power they have in their position. Collaborative leaders, on the other hand, activate the power of stakeholder enrollment.

Dan Cohen in his book, The Heart of Change Field Guide: Tools and Tactics for Leading Change in Your Organization (Harvard Business School Press, 2005), describes the stakeholder enrollment process as the movement from unaware to aware to understand to collaborate to commitment to advocate. From my observations over the last six months, I have seen a great many collaborative leaders consciously move people from unaware to commit. They do this by focusing on culture and results. Positional leaders, on the other hand, only focus on results, not recognizing the impact that day to day culture has on results. While this may seem pretty simplistic of an explanation, I believe it is a key to figuring out why positional leaders are in decline and collaborative leaders are on the rise.

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