How Successful Leaders Make Decisions

Given what I wrote last week about how leaders think, I want to explore in more detail the subject of decision-making which is critical to success in the world of leadership. Decisions may come in the form of strategy, people or culture. They may impact structure, systems or strategy. But having worked with many successful leaders, it is clear to me that they all make decisions in a unique manner.

First, successful leaders understand that decisions do not matter if nothing happens afterwards. Many leaders think that once they have made a decision they have solved a problem. But as an executive coach, I have to continually remind people that decisions are not action. Decisions do not equal implementation. Decisions are not the mobilization of resources. Decisions do not equal execution. Decisions are empty without action that follows.

Second, successful leaders understand that effective decisions begin long before the actual call. It starts with the ability of a leader to sense there is a problem within the context of service delivery or the context of the service environment. “Sensing and framing” is a term defined by Noel M. Tichy and the late Warren G. Bennis in their great article, “Making Judgement Calls: The Ultimate Act of Leadership”, Harvard Business Review, October 2007. It is critical to decision-making as it gives the decision a foundation or reason “why.”

Still, many executives forget that there is an important next step after they make a decision. What I have observed is that successful leaders focus on mobilizing resources, e.g. people, information, technology, etc., to support the decision and to make it actually happen. The key is that successful leaders also stay involved during the execution phase post the decision by helping to define clear milestones or planned short term wins so people can clarify their progress and be successful. People do not mind executing a decision or implementing a new system or solution as long as they know they are making progress. The best leaders make sure this element is part of the implementation post the act of making a decision.

Third, successful leaders understand that relationships are not linear, especially when it comes to the successful implementation of important decisions. In a linear relationship, a positional leader will approach it from the point of view that more of variable A will produce more of variable B. Successful leaders do not approach people like they are flow charts but instead recognize that the health and effectiveness of the relationship is based on clarity through dialogue. If this level of work is done in advance of the actual decision, the usual challenges with organizational change, e.g. resistance, is reduced and the forward momentum of the organization can proceed without major complications. However, the key is to build healthy work relationships on an on-going basis, not at an episodic level.

In short, when we step back and reflect on how successful leaders make decisions, we realize that they spend significant time and energy teaching others how to think rather than simply telling them what to do. And this is one of the main reasons why they are successful.

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

Between The Words

When I started this work in the 80’s, Tom Peter’s management-by-wandering-around was a hot topic. Every senior leader was getting out of his or her office to spend some time “wandering.” They all wanted to “search for excellence.”

Staff, of course, were freaking out because from their perspective this was “weird” behavior. They were convinced that managers were trying to catch people doing something wrong so they could fire people on the spot. There was no trust anywhere. It was not a good experience for all involved.

Yet, over time, and with some assistance, trust was developed in certain companies. Managers learned to focus less on command and control, and more on listening. Teams learned to function in a healthy manner. Purpose and core values were discussed and defined. Slowly, clarity grew and became the new normal.

Still, during busy, complex and challenging times, I remember the wisdom shared by D. Michael Abrashoff, retired U.S. Navy: “The most important thing a captain can do is to see the ship from the eyes of the crew.” 

Originally, the goal of MBWA was for managers to get out of the office and to see what was happening. In short, they were suppose to see the real people rather than countless papers and forms that measured productivity. The difficulty was that the relationships were so unhealthy that there was no depth of dialogue. As I learned years ago, fear can move people, but not in the same direction as trust.

Now, certain leaders and managers are realizing that they need to get out of their office again and “see the ship from the eyes of the crew.” Many are not certain they know how to do this. In reality, it sounds easy but it actually is hard work. The best leaders have learned that they need to suspend their line of judgement and thinking, and instead be open to receiving rather than giving. 

When they do this well, they role model that listening is a powerful action. And they role model the core values. These small actions are very powerful when done in an authentic manner.

This week, remember that leadership happens between the words. 

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

Practice Being Fully Present

Before vacation, her children sat down with her and had a serious conversation. 

“Mom - are you bring the third child with us on vacation?”, asked the oldest.

“What third child?,” she replied. “I only have two children.”

“No, you don’t,” answered the youngest.

“The third child is your cell phone, Mom,” said the oldest. “You take it every where and you are constantly answering phone messages and e-mail on it. You take care of that phone more than you take care of us some days.”

“So,” asked the youngest, “are you bring the third child on vacation this year?”

There are days, note James Kouzes and Barry Z. Posner in their book, A Leader’s Legacy. Jossey-Bass, 2006, when “we operate on automatic pilot, not really noticing what’s going on around us, believing that we know everything we need to know, viewing the world through established categories, and operating from a single point of view. Many leaders are not really “present” at all. The body may be in the room, but the mind has been turned off.”

We all know this place. We are in the meeting but our mind is some place else. We are not attuned to those around us, and we are not attuned to ourself. We are personally and socially unaware.

Years ago, on a flight out of Phoenix, I listened to a woman talk about her son’s girl friend. She told me that this young woman made her son want to be a better man. One key to being more present is to have allies and confidents in our life who can share with us at a deep level. With these people, we are open and willing to receive feedback if necessary. Through thoughtful dialogue with these people, important insights are gleaned. Our challenge as leaders is to surround ourselves with friends and family who make us want to be a better person. 

This week, I encourage you to cultivate these deep relationships. The cell phone does not need to be the center of the universe.

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

Thoughts on Resistance

Every month, a number of different people ask me the same question: “How do you overcome resistance from direct reports?” Over time, my answers have gotten shorter and shorter.

First, resistance is a form of feedback. Listen carefully to what they are saying. Their perceptions and feelings may not be correct in your eyes or from your perspective, but it is what they are experiencing. Learn from this information.

Second, boast their awareness about the context for change. Most people focus on the changes and the losses that will come with it. Most leaders under communicate the problems that are causing the organization to change. By selling the problems (think William Bridges and his book, Managing Transitions: Making the Most of Change, Da Capo Press, 2003), we need to present a compelling picture of the risks of not changing or of not meeting expectations, i.e. shareholders, etc.

Third, while clearly restating the purpose for change, we also need to define the levels of control and initiative those involved can exert. Too often resistance comes from not being involved in solving the aforementioned problems. As I always point out, no participation = no engagement.

Fourth, define the goals and the priorities. Make sure they are SMART goals and not just random flip chart paper goals.

Resistance happens. It is normal. Do not be afraid to lead them through this stage of organizational change.

But a least privately, someone each month asks a follow-up question to the subject of dealing with resistance from direct reports. “What do I do if my boss is the problem? What if they are resistant to change?”

Every year since 1998, we have been discussing this question in the From Vision to Action Leadership Training, http://www.chartyourpath.com/VTA-Leadership-Training.html. It is a common problem and right now quite a few people are experiencing it.

First, understand what kind of change cycle you are going through at this time period. Is it evolution or revolution? Radical or incremental? Often, those who are the boss frame up the changes differently than those who are doing daily operations. Understand their perception, not just your own.

Second, sit down with your boss and dialogue about performance expectations. Try and figure out what your boss is trying to accomplish and what are their goals. From experience, these may be different. Often, they are trying to lower the chaos around them to a manageable level while still focusing on their goals.

Third, clarify your role in the organization and the changes that are taking place. Many times your perception of your role and your boss’s perception may be completely different. Get clear about this sooner than later.

Finally, clarify your level of control. Most of the time when encountering a boss who is resistant to change, the problem is that you think you have lots of control and they do not want you to have that much control.

After discussing this subject for over 13 years, here are some of the best answers from a diversity of leaders and managers who have dealt with this issue:

- Speak truth to power. Know what you are talking about with facts and figures.

- Ask yourself “why did they pick your boss for the job?”. This information will help you maintain perspective.

- Face your fear.

- Do not give away your ability to choose.

- Deal with your addictions.

For those of you who want to explore this subject in greater detail and from a bigger picture perspective, here is a recently published article by Margaret Wheatley called “Leadership in the Age of Complexity: From Hero to Host.” http://www.margaretwheatley.com/articles/Leadership-in-Age-of-Complexity.pdf While the article is not completely focused on resistance, it does offer some excellent insights into why leaders struggle in the world of change and organizational transformation. Years ago, we read her book, Finding Our Way: Leadership for an Uncertain Time, Berrett-Koehler, 2005, for a Spring From Vision to Action Executive Roundtable. It was excellent and so is this article. Happy reading!

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

Consensus and Decision-making

We sat around their kitchen table, tea cups in hand, a small bowl of nuts and home grown, dried apples plus dishes in the sink, and sun coming in through the windows. It was a Saturday morning and I had come to ask a question.

Both were retired and successful, former senior executives who were now in their 70’s. Both I had known since I had first come to Iowa, and both, in two different organizations, had used consensus successfully to make major strategic decisions. My question was a simple one: “What can you tell me about consensus from your years of experience?”

This subject was on my mind because during the Fall 2010 From Vision to Action Executive Roundtable, one group of people at a table I was sitting with got into a vigorous and interesting discussion about the role of consensus in leadership and change. When they turned to me, and asked for my perspective about when to use it, how to do it, and what assumptions are contained within it, I didn’t know what to actually share. Therefore, I began reading and seeking out new perspectives on this subject. Recognizing that experienced people offer greater insights than books, I turned to these two retired executives for fresh perspective.

First, they noted that consensus in a business setting is quite different than in a religious setting. In a religious setting, the most common setting for where consensus is used, everyone has an equal voice. The group is working in accord with God’s will and they agree with God more than each other. This kind of consensus comes out of a shared experience of worship.

In a business setting, this is not the case. Positional leadership gives people different levels of control and power. This power differential is present from the very beginning of the consensus process. For many, they struggle with consensus in a business setting because they have to let go of power and thus they feel more vulnerable

In the beginning, they also shared that for consensus to work in a business setting, those involved need to respect each other and all work with the same accurate and timely data and figures. Starting from a shared understanding of the business and a willingness to agree or step aside, those gathered must have knowledge of the issues before the consensus process starts. Otherwise, they will not know know why they are seeking consensus on an issue.

Next, from their experience, they pointed out that for the conversations and dialogue related to consensus to work, all must show up, pay attention, listen, and let the disagreements get expressed. They noted that from their experience consensus may take longer, but implementation will go faster and better, and with less resistance and/or sabotage. They also noted that those involved need to be honest, but not mean, and not to hold on to preconceived end results/outcomes

That morning they explained to me that those who struggle with consensus are the ones who are sure they are right, have differences of expectations, lack respect for others, and hang on to an agenda or outcome. I know there is more to learn and explore when it comes to consensus but this is what I have discovered so far.

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

Spring 2011 From Vision to Action Executive Roundtable Reminder

Difficulties abound this winter. The weather, the economy, state funding, federal regulation. You name it and some one is struggling with it. Thus, many executives are feeling frustrated and overwhelmed.

Still, there are some who are quite hopeful and looking forward to 2011. They see potential and possibilities. They see recovery and important strategic decisions to be made.

Whatever the pathway before you, we all know that the first six months of 2011 involve major strategic choices. We also know that in a rapidly evolving strategic environment two heads are better than one - that is two or more people coming to a decision is always better than just an individual decision. Therefore, dialogue and partnership are mission critical. When difficulties abound, isolation is not the solution.

To help you and your team with the challenges of 2011, I want to remind you of the early bird special for the 2011 From Vision to Action Executive Roundtable which ends on Friday, January 28,

If you sign up between now and then, and submit payment, if possible, before 1/28/11, the price will be $ 275.00 for the two days and $ 175.00 for a single day. Here is the link to the registration form: http://www.chartyourpath.com/pdf/2011-From-Vision-To-Action-Exec-Roundtable-Regist.pdf

After 1/28/11, the registration price will be $ 295.00 for the two days and $ 195.00 for a single day.

Here is the key details for your review.

Date: April 14 -15, 2011

Location: Coralville Marriott Hotel and Conference Center in Coralville, Iowa

Agenda:

Thursday: April 14, 2011

- 8:30 am - Registration

- 9:00 am - 10:15 am - The Four Leadership Mistakes We Keep Making

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

- 10:30 am - 12:00 pm - Positioning For the Future Growth

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

- 1:30 pm - 2:45 pm - Breaking Down Silos & Building Bridges

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

- 3:00 pm - 4:30 pm - Consensus and Decision-making

- 4:30 pm - Adjourn

Friday: April 15, 2011

- 9:00 am - 10:15 am - The Problem With Corporate Success

- 10:15 am - 10:45 am - Break and Hotel Check-out

- 10:45 am - 12:00 pm - Integration and Application

- 12:00 pm - Adjourn

I know for many these days are quite challenging and complex. I also know that in-depth dialogue with extremely talented people can make a world difference.

I look forward to hearing from you today and to your participation in the 2011 Spring From Vision to Action Executive Roundtable.

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