Leadership and Strategic Change

From my experience, organizations that move most effectively through strategic change cycles have the following characteristics:

First, they have extremely focused goals and a powerful vision which does not allow for business as usual. They can answer the questions, "Where are we going?"; "How are we going to get there?"; and "What's it going to look like?”. They also can answer the question: “Why do we need to work so hard to make these changes at this time period?” Using clear, concise, realistic language that is directly connected to the mission and the vision of the organization, the organizations and their leaders move forward based on clarity.

Second, they are clear about what type of change cycle is being initiated. They are able to determine whether they are looking for incremental evolution or a radical revolution. They are able to make these choices because they have sat down together and reviewed their problems and challenges, understanding which are technical and which are adaptive. Then, based on this information, they are able to discern what are the right paths of action accordingly.

Third, they understand what levels of control and initiative should be taken by all involved. They can explain the risks of not changing, and have prepared for the resistance which is a normal part of any change cycle. They also recognize the importance of accountability and the value of role clarity.

For many organizations right now, the accomplishment of major goals is within sight. Long-standing problems can be solved. True master plans can be created through participation, trust and respect for creativity and diversity. 

However, with such looming potential, each person in a leadership position must be willing to learn and grow. This will require personal discipline, commitment, and persistence. In short, what we bring each day to work has the amazing potential to create profound and powerful future experiences. 

This week, begin with yourself so you can role model clarity in your professional actions. The energy created by a clear personal perspective, effective communication, teamwork, shared vision, and appropriate autonomy for employees at all levels can result in a new level of strategic action, generating inspiration, fresh commitment and effective performance.

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

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