Now Is The Time To Create More Clarity

As everyone has gotten busier and busier trying to figure out what to do next in the middle of this on-going pandemic, there have been moments when leaders have fallen into the habit of just wanting to get things done, and not remembering that a big part of their work as a leader is to create clarity and to minimize confusion. 

Historically, the focus on creating organizational clarity has revolved around the work of Patrick Lencioni in his excellent book called, The Four Obsessions of an Extraordinary Executive (Jossey-Bass, 2000). Lencioni encourages leaders to create clarity by explaining “why the organization exists” and “which behavioral values are fundamental.” He also wants leaders to define what the company "plans to achieve” and “who is responsible for what” within the plan. During complicated and complex times, these fundamentals are very important, but I don’t think they are enough given the unique times within which we are living.

This morning, I think we need to expand the concept of creating clarity to include the work of Brene’ Brown in her powerful book called Dare To Lead: Brave Work, Tough Conversations, Whole Hearts (Random House, 2018). As Brown explains, “The true underlying obstacle to brave leadership is how we respond to our fear.” As an executive coach working with leaders during the last 60 days, I have listened to people who have been worried, afraid and deeply concerned by all that is happening in their organizations, their families and society in general. Their concerns are valid and I am honored that they are willing to share them with me.

I also have listened to leaders who have transformed their fear into courage. As Brown writes, “Courage is contagious. To scale daring leadership and build courage in teams and organizations, we have to cultivate a culture in which brave work, tough conversations, and whole hearts are the expectation, and armor is not necessary or rewarded.” One powerful way to being courageous, notes Brown, is to regularly show that you care for and are staying connected to the people that you lead.

The second step to creating clarity and being courageous as a leader, notes Brown, is to “get clear on whose opinions of you matter.” Everyone right now has an opinion and many are quite vocal about what should or should not be happening, especially when it comes to the subject of dealing with COVID-19. As a result, leaders can feel bombarded and under attack. In order to remain clear and in order to create clarity, leaders must be very thoughtful about whose opinions and professional judgements matter. As leaders, we will not make everyone happy with our decisions but we still must make thoughtful decisions based on as much accurate and timely information that we can gather. And within that gathering process, the source of the information is as important as the content of the information.

Next, Brown encourages leaders to set boundaries. In particular, she writes “… setting boundaries is making clear what’s okay and what’s not okay, and why.” At times, I have observed leaders informing their team or their company about what is okay and not okay when it comes to key behavioral norms, but they have not stated why. I believe it is the why element that makes the setting of boundaries effective over time.

Finally, we must remember as leader this short phrase by Brene’ Brown: “Clear is kind. Unclear is unkind.” Given all that we have experienced during the last 60 days, we need more kindness. Creating clarity is foundational to our being able to thrive on the other side of this global pandemic. 

So, starting today, remember to be kind, respectful and compassionate with each person you meet at work and at home. The only way through the next 90 days is to create more clarity and to act from a place of clarity. We are all in this together and clarity will help us move forward together.

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

Leadership In the Midst of A Pandemic

Currently, we live in a world that is filled with challenges, fears and seemingly unsolvable problems. The unknowns about what to do, and what is happening are overwhelming. The implications are complex. 

In particular, we, as leaders, struggle with what is called the “CNN Effect”, a breathless, twenty-four hour media coverage making it harder and harder for people in leadership positions to do anything but be reactive.

Many leaders have shared with me that it is very difficult to think or act clearly when we are all drowning in information that is constantly changing. The outcome is that we often end up in analysis paralysis.

Two thousand years ago, Roman philosopher and statesman, Cicero wrote an essay called “The Six Mistakes of Man”. One of those mistakes was “The tendency to worry about things that cannot be changed.” Right now we are surrounded by many things that are worrisome, and we can not influence or change them very much.

In times like this, I have three recommendations for people in leadership positions. 

First, referencing the work of Joe Tye in his book called Never Fear, Never Quit: A Story of Courage and Perseverance, “Give fear a name. Talk to it. Force it to be rational. Name your fear and it becomes just a problem. It is easier to solve problems than it is to conquer fear.” As he continues, “Courage is to stop worrying about all the possible tomorrows and the trouble they might bring, and to give your whole attention to the one today in which you always live.” 

So, name your fears and turn them into problems. Map out possible scenarios for the future and be prepared. Then, focus on making smart and healthy choices each day.

Second, remember the wisdom that Stephen Covey wrote years ago: “The daily task is to keep first things first while navigating through the unexpected opportunities and challenges of the day.” 

In the midst of all of this, remember what is most important. Compassion, kindness, love and support are critical at times like this. Living and role modeling these things along with maintaining a healthy team go a long way when one is far outside their comfort zone.

Third, “All humanity’s problems,” wrote Blaise Pascal in 1645, “stem from man’s inability to sit quietly in a room alone.” As Ryan Holiday wrote in his book, Stillness Is The Key (Portfolio/Penguin, 2019), “Stillness is the key to, well, just about everything.” As he continues,”We must cultivate mental stillness to succeed in life and to successfully navigate the many crises it throws our way.” The lesson here is about “the power of patience, alternating confidence and humility, foresight and presence, empathy and unbending conviction, restraint and toughness, and quiet solitude combined with wise counsel.” By slowing down and thinking deeply, we can regain perspective. 

Furthermore, “Always look for the helpers,” the late Mr. Rogers explained to his viewers who were scarred or disillusioned by the news. “There’s always someone who is trying to help…. The world is full of doctors and nurses, police and firemen, volunteers, neighbors and friends who are ready to jump in to help when things go wrong.”

When I read Mr. Roger’s words, I am reminded of my late mother who would often share that “there was never a night or a problem that could defeat a sunrise and hope.”

During the coming weeks, find time to be still. 

Make time for what is most important in your life. 

Stay in touch with others. 

Be kind to them and to yourself.

Remember: we are all in this together.

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

The Prerequisites For Organizational Clarity - part #1

As I pointed out last Monday, more and more organizations are struggling with developing an adaptive strategy. From my vantage point, they seem to be struggling from two main problems. One is an SDD, a strategic deficit disorder, and the other is OADHD, an operational attention deficit hyperactivity disorder. The combination is quite difficult to overcome. 

Right now OADHD seems to be the bigger problem in some organizations. Individual ADHD symptoms are typically described as inattentiveness, i.e. they fail to give close attention to detail, do not seem to listen well, have difficulty organizing, and is easily distracted. These same individuals can also show over-activity, i.e. always on the go, acts as if driven by a motor and talks excessively, plus impulsivity, i.e. interrupts or intrudes on others. These behaviors can describe the actions of many senior leaders right now and many companies’ aggregate operational behaviors. 

When reflecting on the above, I remembered something that I learned a long time ago. First, the sum of organizational change reflects the sum of individual change. Second, the sum of individual change is the result of individual clarity. In short, ideas and thinking do impact behavior

So the big question this week is how do I create organizational clarity once I know I need to create it?

Initially, understand why you want to create it in the first place. When people in leadership positions realize that they need to create clarity and focus in their organization, more likely it is because they feel they have lost control of the focus or lost control of the message. They often realize that day to day operations are trumping strategic level work. Some days they start the change journey from the place of freaking out over something that is “big,” e.g. a drop in performance metrics, loss of a major customer account, an organizational near death experience, etc. However few leaders realize that when they freak out, the organization goes nuclear with anxiety, fear and trepidation, resulting in a downward spiral that picks up steam at an unbelievable rate.

Still, there is a way to break out of this race to the bottom. First, face your fears and name them. Marcus Buckingham in his excellent book, The One Thing You Need to Know ... About Great Managing, Great Leading, and Sustained Individual Success, Free Press, 2005, says there are five fears:

- the fear of death (our own and our family’s) which results in the need for security.

- the fear of the outsider which results in the need for community.

- the fear of the future which causes the need for clarity.

- the fear of chaos which results in the need for authority.

- the fear of insignificance which causes the need for respect.

Upon more reflection and after reading a good article called “Reclaim Your Creative Confidence” by Tom Kelley and David Kelley in the December 2012 issue of the Harvard Business Review, I believe the more realistic leadership fears are the fear of the messy unknown, the fear of judgement, the fear of the first step, and the fear of losing control.

Therefore, our choice as leaders is to acknowledge that fear happens and that we can at times feel like we are loosing control, clarity and focus. If this happens on your watch, you first need to understand which fear is taking place and whether or not you can do anything about it. As Stephen Covey years ago asked, it is within your circle of influence to change it?

Next, you may have to deal with your own fears outside of your relationship with the company. This is the time and place to utilize an experienced executive coach or personal counselor.

In short, change happens. Fear is normal. How you deal with it is your choice. Now is the time to choose wisely.

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

Bumper Stickers and Leadership

It is traveling season now. Airports, planes, cars and cab rides fill parts of every week. Meetings, consultations and executive coaching sessions are taking place hither and yon. When I am in Iowa, this means I spend a part of every day driving along I-80. Going west in the morning and driving east in the evenings, I watch corn fields, farms, cars, and trucks go by.

One thing I do on these road trips is read bumper stickers. Given it is not 2012 yet and the Iowa Caucuses have not caused every car to have 2-3 political bumper stickers on them, nowadays there are just basic ones and occasionally some creatively unique ones. Recently, three keep showing up, namely Have No Fear, Question Authority, and Think Outside The Box. When I have 2-4 hours of road time on a regular basis, I like to reflect on these three common bumper stickers from a leadership perspective.

First, Have No Fear. From a leadership perspective, this is a comical one. When you meet as many senior executives as I do in private meetings, I can assure you that 9 out of 10 do have fears and some of them are huge. However, referencing the work of Jim Collins, these leaders are not afraid to “confront the brutal facts.” Some days the facts are rough and not forgiving.

Still, the best leaders do not loose hope even in the midst of these difficulties. By naming their fears and knowing their fears, they can manage them better. As a cancer patient said to me one day, “there is more to life than taking another deep breath; death is the least of the scary options before me.” Being afraid is normal. Being controlled by fear is not. Respecting and understanding the fear factor is what differentiates the great leaders from the good ones. From my perspective, a better bumper sticker would be “Know Your Fears.”

Second, Question Authority. This bumper sticker has been around since the late 60’s and early 70’s. On one level, it is a classic. Born of angst against “the man,” the message is that all people in positions of leadership are not to be trusted. While I understand the history, this is not my favorite bumper sticker.

To many young people enter the workforce questioning authority. I hope instead that they will engage with authority, i.e. those in positions of management and leadership. Furthermore, I hope they will learn how to listen, understand and communicate effectively with those in positions of authority.

Likewise, I hope that those in these positions will learn how to engage, listen, and dialogue with those who question authority. If I could redesign this bumper sticker I would have it say “Question Your Assumptions” or “Ask Better Questions” for this is what the best leaders do on a regular basis.

Finally, Think Outside the Box. Another classic bumper sticker focused on innovation. The box for many represents the comfort zone of the mind and one’s actions. The goal when thinking outside the box is to generate more innovation. While I like the sentiment, I think the message is weak at best.

The strategic leaders who create sustainable growth in their companies do much more than think outside the box. Most of them redesign the whole box and then redesign how it is used. They do not focus on thinking outside of the box because in the end there is still a box. For example, the movement from a PC focused work place to an iPad2 or tablet focused digital lifestyle is more than thinking outside the box. Same goes for how cell phones are being transformed into smart phones. In both circumstances, it is a complete redesign of “the box” and then a complete redesign of how it is used.

I have many more miles to go this spring and many more bumper stickers to see. I hope during the coming weeks I might see a few that state the following: Know Your Fears, Question Your Assumptions, and Redesign The Box.

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

Improving Organizational Communication

THEME: Spring 2010 From Vision to Action Roundtable Report

FOCUS: Improving Organizational Communication

Tuesday morning: June 1, 2010

Dear friends,

With many organizations moving faster and faster at the tactical and strategic levels, communications is suffering. When this happens, we need to remember the first three disciplines from Patrick Lencioni’s book, The Four Obsessions of an Extraordinary Executive, Jossey-Bass, 2000, as we solve this problem. They are as follows:

- Discipline One: Build and Maintain A Cohesive Leadership Team

- Discipline Two: Create Organizational Clarity

- Discipline Three: Over-communicate Organizational Clarity

If we seek a realistic solution to improved communication, then we need to create organizational clarity and over-communicate it. The first step is to remember Marcus Buckingham’s comments about fear in his book, The One Thing You Need to Know ... About Great Managing, Great Leading, and Sustained Individual Success, Free Press, 2005. Here, he outlined the “Five Fears” we all share. The first is our fear of death, our own and our family’s. Leaders work with this fear by recognizing our need for security. The second is our fear of the outsider which can be resolved by the development of community. The third is our fear of the future which can be eased by an organization having a clear sense of direction. The fourth fear is the fear of chaos which recognizes our desire as people for sound leadership, and the need for someone to make the right decisions. The final fear is the fear of insignificance. We solve this one by recognizing our desire to want to know that our work is making a difference. As Buckingham constantly points out, when you want to manage, begin with the person; when you want to lead, begin with the picture of where you are headed.

Not too long ago, I was invited to lunch with two exceptional women executives. We met at a restaurant and they encouraged me to order first. Being born wet and hungry, I ordered up a plate full of slow burning protein and complex carbs plus a house salad. They each ordered a glass of water with lemon and half a salad. Once my embarrassment about ordering so much had passed, they shared with me that they were struggling with communications at the senior team level. They could not figure out what the problem was but thought that a communications workshop would be helpful. As we talked about what was happening, I discovered that the main problem mostly resolved around a senior leader sending mixed signals and those listening not being able to generate a clear picture of the future.

In particular, when we communicate, it is essential that we are clear about what we are communicating and what we are expecting. For example, many issues are brought up at the senior team level but the individual who surfaces these issues is not clear about whether or not they are sharing information for input, seeking consultation before a decision, wanting help to coordinate different parts of the strategy, or communicating a decision that has already been made. We, at times, forget that what is evident to a leader may or may not be evident to a follower or colleague. Therefore, it is time to clarify and/or explain the obvious.

This week clarify inside your own head first what you are trying to say and why before you open your mouth.

Have a delightful week,

Geery

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