How do people shift from being a manager or supervisor into becoming a leader? - part #3

Here are two important questions you need to ask yourself as a leader:

- What are we talking about in our weekly meetings other than COVID-19 related stuff?

- What is the ratio between internal issues, reports, problem solving and external market place issues?

First, people who successfully make the shift from manger or supervisor to leader know one thing. They need to listen to their customers, clients, members, guests, etc. Whatever is the name you choose to describe the person you serve, we need to make them the focus of all we do. Furthermore, we need to dig deeply into the following set of questions with them:

- How are you doing during COVID-19?

- What’s going on in your neighborhood? Your community?

- How are we doing as an organization in serving you?

The challenge for us as leaders is to get our head into the market place more than just into the supply chain. If we are vision led and mission driven as a company, the customer is the focus of all we do. We are creating solutions for them, not just for the supply chain.

Second, we need to listen to the front line employees. They are the ones who interact with the customer on a daily basis. And with these important people, we need to ask the following questions:

- How are you doing during COVID-19?

- What’s going on in your team? Your division?

- How are we doing as leaders?

Hal Gregersen in his article called “Bursting the CEO Bubble: Why Executives Should Talk Less and Ask More Questions” in the March - April 2017 issue of the Harvard Business Review, writes that leaders need to be “uncharacteristically quiet”. This goal is “.. to increase your chances of encountering novel ideas and information and discerning weak signals: being quiet.” We need to understand that this is not normal leader behavior. Normally we are in send mode, broadcasting information in all directions. We want to answer the question rather than ask the question. We want to inspire people rather than be inspired by people. We want to explain things to people rather than listen to explanations. 

Being quiet as a leader is to switch into receiving mode. Our challenge is to “Ask questions. Don’t tell.” The hardest part of listening is to learn not to fill the space with comments. Instead, we need to embrace the power of the pause and listen.

This week practice asking more questions and being uncharacteristically quiet. You will learn a great deal if you do this on a regular basis.

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

How do leaders be both bold and brave during difficult times? - part #2

During the Fall 2017 From Vision to Action Executive Roundtable, those who gathered entered in to a discussion about the difference between resistance and opposition. The consensus of the leaders present was that resistance is really a form of feedback while opposition is a form of going against something in order to stop it from happening.  As I reflected on all that was shared, I realized that during the Spring 2018 From Vision to Action Executive Roundtable we needed to explore and understand the difference between discernment and judgement.

In order to get greater perspective on the difference between discernment and judgement, I turned to the small group of people who I call my “Kitchen Table Cabinet.” These are the people I go to for a big picture perspective on a variety of subjects. They are the ones who make me think and who ask really good questions.

During my first meeting with one of my older cabinet members, I asked the question “What is the difference between discernment and judgement?” 

He smiled and replied, “It is the ability to sort the wheat from the chafe, or the ability to sort the the goats from the sheep.”

I chuckled because this is a typical answer for him. However, as we dived into the subject at a deeper level, he said discernment is “the ability to organize your thoughts after participating in a series of listening post experiences.” As he explained, by listening carefully, a leader is able to discern what is the path forward.

Next, I went to another member of my Kitchen Table Cabinet who has traveled extensively in different parts of the world, and has a long term career in healthcare. He shared that “judgement is your conclusion. It is binary in nature. On the other hand, discernment is about exploring a range of questions and perspectives.” As he continued, when someone is involved in a discernment process, they have to ask the question, “What else could it be happening here?” This requires an individual to have the time and a space to reflect. “The main problem is that people jump to conclusions, judge or decide something without having all of the facts. This rush to conclusions will cause problems or result in unwarranted conclusions.”

After careful thought, I think this is the problem. There is not enough discernment in decision making. There is not enough careful thought being put into place before action. It is as if the world is addicted to going faster and faster, and to choose urgency without reflection. All of us as leaders need to define and schedule time for reflection and to defend this space like a mother with a new born child.

This week, schedule time for in-depth reflection. And then, give yourself permission to take.

As for me, I will now take my annual, late June time for reflection. I will be back in touch with all of you on Monday morning, July 2. 

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

Listen to the Heart

Courage is at the heart of leadership. We know that people are not resisting change as much as resisting the loss of connections, control, clarity and competence that often happens when stepping outside one’s comfort zone. Still, we as leaders push forward and aim for continued improvement. We seek a greater level of excellence and want to create this vision at the day to day level. 

Along with courage, we need something else. As Ron Heiftz, Alexander Grashow, and Marty Linsky in their book, The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World (Harvard Business Press, 2009) write: “To lead your organization through adaptive change, you need the ability to inspire. Adaptive challenges involve values, not simply facts or logic. And resolving them engages people’s beliefs and loyalties, which lie in their hearts, not their heads.”

John Kotter in his book, The Heart of Change: Real-Life Stories of How People Change Their Organizations (Harvard Business School Press, 2002) writes: “The single most important message in this book is very simple. People change what they do less because they are given analysis that shifts their thinking than because they are shown a truth that influences their feelings.”

Heiftz, Grashow and Linsky acknowledge this understanding when they write: “You need to strengthen two skills to master the ability to inspire: listening from the heart and speaking from the heart. After all, you cannot connect deeply with people unless you know what is in their hearts and what is in yours.”

This week and every week, pause on a regular basis and listen to your heart, and listen with your heart. This combination has the potential to be transformative for you and many other people.

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

Listen and Learn

One of my favorite times of the year is Thanksgiving. Good food, special friends and wonderful family all around one table.  It just doesn’t get any better than this.

One of my favorite things that happens over Thanksgiving is the telling of stories. Sometimes, we have heard them before and other times they are new. Which ever the case, it is in the listening and the learning that valuable, shared connections are made.

Today, I am reminded of a quote by the late Stephen Covey. As he wrote, “Real listening shows respect. It creates trust. As we listen, we not only gain understanding; we also create the environment to be understood. And when both people understand, both perspectives, instead of being on opposite sides of the table looking across at each other, we find ourselves on the same side looking at solutions together.” 

This week, listen with an open heart and discover new insights. May you and yours be well blessed with good food and great family times together this week.

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

Dying With Our Mouths Open

Over and over, I explain to struggling leaders that many of their problems begin with their form of communication. Some just scratch their heads and look at me with utter confusion. “I communicate all day long,” one young leader recently shared. “I am attempting to create organizational clarity which can be cascaded deep into the organization. Still, they are just not getting it.” I nod and explain that the more we communicate as leaders, the less we understand.

During the first session of the From Vision to Action Leadership Training, I ask the group to read the article called “The Leader of the Future” by William C. Taylor from the June 1999 issue of Fast Company magazine. In it, Ron Heiftz states, “leaders die with their mouths open.” 

Routinely now, I see more and more leaders with their mouths open and their brains on overload.  They are running a mile a minute and spouting off a variety of confusing key messages. Their followers just watch it all go by, and then shrug and get back to what ever they were doing. They have learned that soon enough their leader will breeze through again on their way to another meeting, and focus on something completely different.

When leaders are struggling around communication, I often encourage them to pause and ask the following three questions of their direct reports:

- What is going right in our organization?

- What do you care about in our organization on a daily basis?

- What do you do that matters the most?

The key in the first question is to understand how some one views the organization.  What we pay attention to influences how we work every day.

The key in the second question is to understand what motivates them at work. On a daily basis, most people care about what they are doing. Our job as a leader is to build off of this foundation and hopefully be able to align this person with the strategy and vision of the organization.

Finally, the key in the last question is to see if the person believes in what they are doing each day. If it is just a job, then you will know it by their answer. If, on the other hand, what they do is in full alignment with the mission of the organization, then you have someone who, with the right leadership actions, can make a world of difference.

Excellent leaders know they need to talk less and listen more on a day to day basis. When they listen to understand before being understood, plus seek the input from different people and honestly value different perspectives, they are creating a powerful work place culture, one that can rise to every challenge.

This week, focus less on talking and more on listening. It will be the start to becoming an exceptional leader.

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

Message received?

Here is a simple but powerful leadership lesson that many people are forgetting right now, and need to remember:

Just because you sent the message does not mean that the other person received it, let alone understood it.

Whether it is in a memo, e-mail, text, tweet, or during a face to face conversation, just because you said it or wrote it does not mean another person heard it, understood it or will change their behavior because of it.

Recently, during executive coaching sessions, I am hearing over and over the following: “ Well, I sent it to them and they did nothing.” Or “I keep telling them it is important and they didn’t do anything with this information.” My response is always the same: just because you sent the message, does not mean they got it, let alone understood it.

The problem is that we live now in a world where “To Do” lists are more important than goals, and e-mail is more important than relationships. Everyone is racing to “get’er done.” This is not a sustainable way to work or to live. No wonder people in leadership positions are burned out and are thinking of quitting,

Instead, we need to send effective messages and then ask open ended  questions of those listening to make sure they understand the concept, not just are aware of it.  Next, we need to make sure that the person knows how to implement or utilize the information.  While this may take more time in the beginning, it will result in better outcomes for all involved.

So, start this week by regularly checking to make sure your messages are received and understood rather than just sent.  It will make a world of difference in your effectiveness as a leader.

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

Leadership and Communication

Every week, I spend time with leaders discussing communication and communication related problems. Be it in a one to one executive coaching session, or group meeting, I guarantee you that the subject of leadership and communications will surface during our time together. After much reflection, I have come to the conclusion that the more we communicate as leaders, the less we understand.

During the first session of the From Vision to Action Leadership Training, I ask the group to read the following article: “The Leader of the Future” by William C. Taylor, Fast Company magazine - June 1999. In it, Ron Heiftz states, “leaders die with their mouths open.” This spring I have seen more leaders with their mouths open and their brains on overload.

Here is an exercise to see whether or not this is happening to you. On one side of a 3x5 card, write down what is most important about your entire company. On the other side, write down what is most important about what you do. 

Many people when confronted with this exercise just sit and stare at the 3x5 card, wondering what to write. Others quickly want a bigger card. Some write paragraphs of information in tiny handwriting. They key is to have an answer that is clear and concise.

After you have done this exercise yourself, then ask the following two questions during your next five coaching sessions:

- What do you do?

- What do you do that matters the most?

Your answers on the 3x5 card and their answers should have some degree of alignment if you hope to be successful during the coming 18-24 months. Otherwise, key information is not understood and not getting passed along to others clearly.

Another thing that is important in the world of leadership and communication is the ability to listen and to understand before being understood. Stephen Covey told us this years ago and some leaders are still practicing it. In order to improve communications this spring, seek input from different people and value different perspectives. Authentic listening is a powerful form of communication.

Next, realize the difference between words and actions. On one hand, words are about talking and the other is about doing. But the difficulty for many young leaders and many people new to the world of leadership, particularly senior leadership, is for them to realize that Words = Actions. Words convey commitments and thus equal actions when you become a leader. Furthermore, actions may only be seen by a few people in a large company, but words are heard and can impact many people in a large company.

This week be more mindful when you are listening and more aware that when you lead, your words are part of your actions.

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

The Importance of Clear Communication

We were sitting in his office having just finished up a long day of meetings and inservices when he turned to me and said, “Oh, I forgot to tell you my good news. I found what I have been looking for. It took a while but I found the perfect bra. It is the right color, shape and the fit is perfect.”

At first, I was a tad bit confused. But I knew that I had heard exactly what he had said. The puzzled look on my face caused him to burst out laughing.

“That must have sounded pretty funny. Sorry about that,” he explained. “I am an old car buff, and have been working many years on rebuilding a great 1950’s era Chevy. The bra is the protective covering I will strap on the front when I drive it to area car shows.”

I then nodded in understanding and said “Congratulations.”

When we become a leader, it is critical that we focus on our communication. We have to be clear in what we say and how we say it, recognizing that information without context can be quite confusing to the listener.

At the same time, we need to be very mindful of our unspoken messages. Our body language communicates faster than our words. Often it is misconstrued, resulting in a loss of understanding and even trust.

Furthermore, we need to be more mindful when we listen to others. This requires a high degree of concentration and on-going attention to the overall flow of the conversation. Too many times, I have observed leaders who only listen to respond rather than truly listen to understand. The result is that their staff interprets their communication as not caring.

Some days however even the best of us just get too busy trying to multi-task that we forget the impact of our words. A dear long term friend caught me in this situation recently when she called me up on the phone. I was deep into a strategic planning project when I answered, and unfortunately I did not give her my complete attention.

As usual, the first thing she did was ask me “How are you?”

My response was “Not bad.”

She paused and said, “Having a rough day?”

“No,” I replied.

“Then, why,” she inquired, “are you ‘not bad’? In the continuum of life, there is terrible -> bad -> not bad -> OK -> pretty good -> good -> great. Not bad is way down and closer to the bottom than the top. Are you sure you are feeling so low?”

I realized that she was exactly right. My response was not accurate. I was actually just busy and not very focused. I amended my first answer. “I am really good. Thanks for helping me be more clear.”

After our conversation, I realized that leaders, myself included, do not always give our full attention to sharing and listening. The impact in the above situation was minor but it is critical that we as leaders are more thoughtful in how we communicate.

Creating clarity in our organizations this spring begins with being more clear and being more attentive to what we are saying and how we are saying it. Otherwise, we may end up in an embarrassing situation or having communicated the wrong thing.

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

The Power of Observation

Retired FBI Special Agent, Joe Navarro in his book, Louder Than Words: Take Your Career from Average to Exceptional With the Hidden Power of Nonverbal Intelligence, Harper Business 2010, notes that when we perceive danger, our limbic system, the part of our brain that controls our survival responses, triggers one of three neurological responses, namely freeze, flee or fight. Since the September 2008 Great Recession began, many organizations have remained strategically motionless, hoping to conserve energy and assess the environment for alternative ways to survive. Although the cities and suburbs we live in today are far removed from the African savanna, the limbic system of the mind is still driving many leaders.

But as 2010 transformed into 2011, I began to realize that some organizations did not freeze, flee or fight. Instead they planned well, grew thoughtfully and continued to develop effective infrastructure and systems for success. When I reflected on what the leaders of these organizations actually did, I realized that there was one common thread, namely they deployed the power of observation.

Richard Pascale, Jerry Sternin and Monique Sternin in their extremely well-written book, The Power of Positive Deviance: How Unlikely Innovators Solve the World’s Toughest Problems, Harvard Business Press, 2010 (see my 9-7-10 book review for more details: http://www.chartyourpath.com/Rec-Read-09-07-10.html or their web site: www.positivedeviance.org) believe that “at least one person in a community, working with the same resources as everyone else, has already licked the problem that confounds others.” With a documented approach to problem solving based on the assumption that “solutions to seemingly intractable problems already exist,” Pascale, Sternin and Sternin focus less on “What’s wrong? and more on “What’s right?” Then, they build on these solutions.

From my vantage point, this is where the power of observation starts. The best leaders and organizations that have not been caught by their individual or collective limbic systems are the ones who spend considerable time and energy focusing on what’s right and exploring why it has taken place when others have struggled. They do this by noting who is uncomfortable and who is comfortable. They also note who is doing well in a “productive discomfort zone,” using a Ron Heiftez’ term. And from all of these observations, they build upon and support those individuals and teams who are being a catalyst for evolutionary strategic progress. Remembering that “prolonged equilibrium is a precursor to death or stagnation,” an observation by Richard Pascale, Mark Millemann and Linda Gioja in their superb book, Surfing The Edge of Chaos: The Laws of Nature and the New Laws of Business, Three Rivers Press, 2000, these senior leaders focus on building understanding and collaboration so that a culture of action is the norm.

One element of this process is their ability to listen well to those who are actively engaged in problem definition, inquiry, discovery, and implementation. When they hear every voice and understand what is being shared, the best leaders and organizations reinforce the new behaviors and make sure they are measurable. They know that the best reinforcer of behavioral change is the ability of people to measure progress and see results.

This week and this winter into spring remember Pascale, Sterinin and Sterinin’s advice from their PD approach that “telling people about a new behavior, tool or strategy is not enough. People have to actually practice in order to internalize things and see the benefits themselves.” This week make sure you give people time and support to practice better observation and better listening.

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