How Do Leaders Improve The Cascading Of Key Information? Part #1

Recently during a senior team meeting where we were discussing problems related to getting information cascaded in a clear and consistent manner, I was asked the following question: “Is this a people issue or a communication issue?”

My response was “Yes.”

Any time I hear issues related to cascading, I think back to the book that caused this word to enter into the lexicon of  business leaders across the country, namely Patrick Lecioni’s The Four Obsessions of an Extraordinary Executive: A Leadership Fable, (Jossey-Bass, 2000). To review the four disciplines, they are the following:

1. Build and maintain a cohesive leadership team.

2. Create organizational clarity.

3. Over-communicate organizational clarity.

4. Reinforce organizational clarity through human systems.

The concept of cascading is part of discipline #3, namely “Over-communicate organizational clarity.” Here the author focuses on four key points to make this happen:

- repetition

- simplicity

- multiple mediums

- cascading messages

What many leaders forget is that cascading begins with clarity. What we are cascading starts with what we are over-communicating. And over-communicating starts with clarity about identity and direction. Cascading is a people and a communication problem but most of all it is a clarity issue. If you are having problems with cascading, you have to realize that you are actually having problems with clarity.

This week, ask yourself the following two questions:

- Does my leadership team agree on our identity and direction?

- Are they able to communicate this information in a clear and concise manner?

Answering these two questions is the precursor to over-communicating organizational clarity.

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

Dealing With Constant Interruptions - part #2

Interruptions are normal when you are a leader. It comes with the position. People will always be wanting a piece of your time. How you respond to them is your choice. This response will separate the mediocre leaders from the very good ones.

The best leaders I know handle interruptions by doing two simple but challenging things. First, they have a “why” to live for. As Christina Smith, Executive Director of Community Support Advocates, shared many years ago at a From Vision to Action Executive Roundtable: "Our sacrifices need to reflect our priorities." Having a why to live for comes from being very clear about your priorities.

Second, the best leaders I know have a sense of purpose, but understand that with it comes something else. As Jim Loehr and Tony Schwartz wrote, "Purpose creates a destination.” These leaders know where they are going. This is not an abstract feeling. This is a clear sense of direction.  With the above clarity about priorities, these leaders do not get distracted from what is most important, personally and professionally.

This week, answer these two questions:

What are my priorities, personally and professionally?

What is the destination I am moving toward?

Your answers will be very helpful during the coming weeks and months.

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

Organizational ADD

THEME: New Year, More Challenges

FOCUS: Organizational ADD

Monday morning: March 22, 2010

Dear friends,

It is time to prescribe Ritalin to certain organizations as there has been a rise of ADHD (attention-deficit hyperactivity disorder) among many companies and many senior teams. With a complete loss of impulse control, these companies are charging off in a thousand directions and hoping one of them is the right one. Furthermore, with this lack of strategic awareness and focus, they react to every crisis of the moment, missing key information and analysis that could solve these recurring patterns. Finally, they show regular patterns of corporate anxiety or depression. Using an old term, they are “freaked out” by all that is happening. While there are days when even the best of us can feel overwhelmed by the challenges of this current economy, this is not a time for senior executives to be easily distracted or impatient. Instead, we need to have laser focus about a few very important things.

First, now is the time to redefine priorities.

Doing a thousand things poorly does not allow an organization to be productive. Clarity creates the capacity to organize and pay attention to the right stuff. The key is to sit down and figure out what is the right stuff for your organization. When we do not make the time for this level of activity, we enter into a continual cycle of hyperactivity.

Second, we must remember that organizational ADHD is, in part, a reflection of the work place environment.

If leaders create a panic focused work environment where busy is more important than successful, then everyone will just keep moving to avoid being marked as the source of all problems. Instead, we need leaders who clarify expectations and make sure their people have the capacity, i.e. skills and equipment, in order to be successful.

Third, we need to change the diet of all employees.

Rather than feeding them fear, anxiety and so much work they are inundated with more to do than any reasonable or healthy person can ever get done, leaders need to notice that even in the midst of this madding pace of work and change things are getting done. Customers are being served and many are actually being served quite well. Remember: “what you feed, grows.” Now is the time to praise employees for progress. Furthermore, regular encouragement, compassion and kindness are also helpful.

The old adage that “everyone in the company is drinking the Kool-aid” would be helpful if it had a touch of Ritilan. However, given that many companies are merely a reflection of the clarity and behavior at the senior team level, then now is the time to rinse our glasses and start anew. Successful companies always have, and always will need to deal with disturbing data or significant problems. Stuff happens when any group of people come together to make something happen. Rather than freaking out if it is not perfect and then running all over the place, successful people and companies instead routinely pause and regain their sense of balance and perspective. As I regularly tell clients during executive coaching sessions, the faster you go the more you need to regularly slow down and check your direction.

This week, move from being an ADHD oriented organization to a healthier place to work. Redefine priorities, praise progress, and clarify direction. It is much better to do this than pour Ritilan in the morning coffee.

Have an outstanding week,

Geery

Geery Howe, M.A.
Consultant, Executive Coach, Trainer in
Leadership, Strategic Planning and Organizational Change

Morning Star Associates
319 - 643 - 2257

Returning to Vision

THEME: New Year, More Challenges

FOCUS: Returning to Vision

Monday morning: January 18, 2010

Dear friends,

Not too long ago, she called me on a cold and snowy morning. “We are going though pretty drastic organizational change here. Due to the efforts of our management team, we are hoping to survive these tough times, bring in lots of new funding and move the company into new markets. We also want to bring more people to a higher level of accountability. It is a difficult place and several new folks are excited and our old guard is really resisting the changes. They do not want anyone telling them what to do. With more expected, we will all need to step up to get the work done.” She explained to me that she wanted me to do a full SWOT analysis, a mission statement redefinition process, at least one team building retreat, and a set of facilitated organizational meetings to reduce resistance.

I listened thoughtfully, and then suggested that she and I plus her management team sit down for a good visit. A couple of weeks later, we all gathered in their conference room. Most drank large cups of coffee and Coke while plowing through a massive a bowl of chocolate candy. I meanwhile drank a cup of herb tea. During this meeting, I listened with great interest and focus to the issues and problems at hand. They talked about ancient history, i.e. what happened ten years ago, numerous turf battles, performance issues, historic incidents of miscommunication, a general lack of trust, and a universal feeling of being overwhelmed by it all.

As I listened, I remembered Proverbs 29:18: “Where there is no vision, the people perish.” This particular management team had a bit of a vision but not one that was embraced by every one. Most felt it was just more work to be done and more difficult solutions to deliver.

So, during a break in the complaining, I reminded them of the importance of vision. Pointing out that a vision is a statement of what an organization hopes to achieve, I asked if they knew what the vision was moving forward. There was silence around the table. Then a couple of people said, “more sales and solutions,” “more markets”, and “more accountability.” We know from experience that the best companies and the best leaders along with their management teams have a clear sense of vision. It gives direction and meaning to the journey, and it creates inspiration which is necessary for the difficulties that come with organizational change.

With guidance and thoughtful reflection, this management team carefully and slowly shifted from the complaining mode of operation to the strategic mode of operation. We clarified the vision and discussed its impact. Once things were back in perspective, resistance was no long an issue and focus was possible.

This week work on vision. Define it, clarify it and communicate it. In a time period when we are feeling vulnerable to economic forces over which they have no control, it is good to have a vision that inspires us.

Enjoy the week,

Geery

Geery Howe, M.A.
Consultant, Executive Coach, Trainer in
Leadership, Strategic Planning and Organizational Change

Morning Star Associates
319 - 643 - 2257