How do leaders conquer adversity and emerge stronger and more committed? - part #2

In order to grasp context and hardiness, I have come to the conclusion that you need a mirror and a window.

Back in 2001, Jim Collins wrote a book called Good to Great: Why Some Companies Make the Leap. . . and Others Don’t, HarperBusiness, 2001. Two of the famous phrases from the book that we still hear today are “Good is the enemy of great” and “First who… then what.” The not so famous phrase is “Level 5 Leadership.”

As Collins wrote: “Level 5 leaders display a compelling modesty, are self-effacing and understated. In contrast, two thirds of the comparison companies had leaders with gargantuan personal egos that contributed to the demise or continued mediocrity of the company…. Level 5 leaders are fanatically driven, infected with an incurable need to produce sustained results. They are resolved to do whatever it takes to make the company great, no matter how big or hard the decisions.”

And then Collins wrote the following, powerful two sentences: “Level 5 leaders look out the window to attribute success to factors other than themselves.  When things go poorly, however, they look in the mirror and blame themselves, taking full responsibility.”

For us gathered here today, let’s dive deeper into the concept of the mirror and the window. First, the mirror is to reflect on what I could have done better. No blaming other people, external factors, or bad luck. The goal is humble self improvement. The window, on the other hand, is to give credit for the success of the company to other people, external factors or good luck.

When I think of all the leaders I have met in my 30+ year career who would fall into the Level 5 Leadership category, I realize that these individual have people in their lives who are executive coaches, allies, and confidants. This network of people help them to look in the mirror and out the window on a routine basis.

Furthermore, these same Level 5 Leaders are always seeking to expand their network of people. As Hermina Ibarra wrote in her book, Act Like A Leader, Think Like A Leader (Harvard Business Review Press, 2015), effective leaders have operational, personal, and strategic networks. The first helps them to manage current internal responsibilities. The second boosts personal development, and the third focuses on new business directions and the stakeholders you must get on board to pursue these directions. In particular, a good strategic network can give a person a connective advantage: the ability to marshal information, support, or other resources from one of your networks to obtain results in another.

But here is where I think Collins grasps something unique. Some people use their networks to get some place, but from my experience I have observed that Level 5 Leaders are not solely destination focused. Yes, they want to “produce sustained results” but they know that the first step is to become a more disciplined person through disciplined thought and disciplined action. The work is as much internal as it is external.

As we know, there are four stages to adult learning: unconscious incompetence, conscious incompetence, conscious competence, and finally unconscious competence. From my experience, Level 5 Leaders are constantly seeking in the mirror and through the window ways to not get caught in reactive, unconscious incompetence. They want to get better and they know that the only way to do it is with the help of others and ample time for deep self-reflection.

This week, build and maintain a network of people who will help you look into the mirror and out the window better. And at the exact same time, give yourself permission to schedule more time for reflection. Our challenges in the coming year will be bigger and we must have the courage and the capacity to conquer them and emerge stronger and more committed.

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

What is the foundation for long term, successful teamwork? - part #2

In a world where the digital economy is having a big impact, we as leaders need to understand the 4-D team development journey if we are going to be successful. However, the first in this process is to step back from focusing on 4-D teams and understand somethings about “analog” teams.

Analog teams were created and became successful because of the following factors. First, there was daily face to face communication. This happened because everyone worked in the same office. Second, leaders role modeled key behaviors before, during and after teamwork. Some of those behaviors were social and others involved more technical skills. For the most part, task focused behaviors often trumped relationship oriented behaviors on analog teams. Third, heritage relationships, i.e. ones built over a long period of time, often impacted success. Furthermore, there were limited opportunities for networking outside the office location. Finally, qualitative measures were valued as much as quantitive measures of progress. The “feel” of success was valued as much as the facts around getting it all done. In short, analog teams generated success through mutual trust, shared values, and a clearly defined mission/purpose, all of which resulted in collective pride. What we do not recognize is that the above required lots of self-discipline plus a degree of self and group awareness

On the other hand, 4-D teams are more “global, virtual and project-driven.” 4-D teams struggle because they have limited face time and are dependent on digital communication which often prevents the ability to understand nonverbal and contextual clues which often provide insight into what is going on.

Next, 4-D teams rarely hold in-person meetings which removes the ability for an understanding of individual and collective moods of the group. This, in combination with a limited number of heritage relationships, means that leaders have a limited level of role modeling due to distance between team members.

Furthermore, 4-D teams are routinely multi-office based and they involve people who are highly networked through out multiple circles of individuals, inside and outside the company e.g. Face Book & Linked-In. Therefore, people are more consultation or coordination focused rather than typical teamwork focused. They also have more social network connections rather than technical, and analytical connections. There is more data-based decision-making involved and they use a series of dash board measurements to make these decision. Many have multi-level definitions of success.

Over time, it has become clear to me that 4-D teams generate success through transparent performance measures, where everyone is able to see the “dash board results.” These transparent performance standards with their clear tracking of results by everyone assumes that all team members know what is expected of them, know how performance is measured and know why it matters. 

However, there is a rising problem in the 4-D team model, namely that communication about “why the team needs to work as a team” is rarely done and often is the main cause for why most 4-D teams fail. Furthermore, this in combination with not knowing how to “read” the data and transform it into useful information is causing many teams to struggle quite deeply in problem solving and execution.

This week, reflect on the differences between 4-D teams and analog teams. Are you equipping your people and your teams to be successful in the 4-D team model?

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

Expanding Your Network

Many people, who have never been to a From Vision to Action Executive Roundtable, ask me the following question: “When I am so busy, why should I take time to participate in the Fall Roundtable?”

My answer recently has been the following: “Because you will expand your network.”

All of us have a network at work, and all of us routinely network with people outside of work. But the real question is: What kind of network do we have?  When I look at it from this perspective, I always think back to something Herminia Ibarra wrote in her book, Act Like A Leader, Think Like A Leader. Harvard Business Review Press, 2015. As she notes, there are three different networks one has a leader, namely operations, personal and strategic. “The first helps you manage current internal responsibilities, the second boosts personal development, and the third focuses on new business directions and the stakeholders you must get on board to pursue these directions.”

The key from my perspective is that participants in our twice a year From Vision to Action Executive Roundtables expand all three networks by expanding their perspective and thinking on a variety of different topics. But the one I continually hear executives share with me during coaching sessions is how a Roundtable expands their strategic network. By routine participation, they develop relationships with other leaders which helps them envision a better future, explore new ideas, and get access to new information and resources to further utilize these ideas.  As Ibarra writes, “A good strategic network gives you connective advantage: the ability to marshal information, support, or other resources from one of your networks to obtain results in another.”

Therefore, I invite you to join me and others at the Fall 2015 From Vision to Action Executive Roundtable.  Here is the agenda for your review:

Wednesday, September 23, 2015

8:30 am - Registration

9:00 am - 10:15 am - How do leaders get all the different parts of an organization to work together as one unified whole rather than a collection of fragmented silos and turf battles?

10:15 am - 10:30 am - Break

10:30 am - 12:00 pm - What is the role of the leader when everything is constantly changing?

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

1:30 pm - 2:45 pm - How do leaders improve their decision-making?

2:45 pm - 3:00 pm - Break

3:00 pm - 4:30 pm - How do leaders help others improve their performance?

4:30 pm- Adjourn

Thursday, September 24, 2015

9:00 am - 10:15 am - How do leaders keep operating successfully when their time is constantly being interrupted by everyone else?

10:15 am - 10:30 am - Break 

10:30 am - 12:00 pm - Integration and Application

12:00 pm - Adjourn

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

Here is the link to the registration form:

http://www.chartyourpath.com/pdf/2015-From-Vision-To-Action-Exec-Roundtable-Regist.pdf

I hope you can come and continue to expand and further develop your operational, personal and strategic networks.

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

Extremely Busy?

Right now for many people in leadership and management positions, the weeks are flying by and projects are piling up like planes trying to land in Chicago before a storm. Incoming requests for one’s time and attention are overwhelming even the best of us.  We are working hard and faster than ever before and we are barely keeping up with the day to day challenges let alone the strategic level work that needs to be done. In short, we are running at full capacity and there is no more bandwidth to expand into.

When this becomes the norm for weeks and months on end, we are called to a new way of working and leading. The “stop doing list”  put forth by Jim Collins needs to be created, but we rarely have time or the energy to do this level of work.  However, there is a solution, namely to participate in the Fall 2014 From Vision to Action Executive Roundtable.

Over the years, I have visited with many of the participants at the Roundtable in small groups and on a one to one level. Routinely, they share with me that they consider the Spring and the Fall Roundtables to be their once or twice a year personal retreat. It is for them a time to stop, think and reflect. It is a place where they catch their breath and regroup before diving back in.

If you are seeking a time this fall to rethink all that is taking place at work and at home, then I encourage you to come and join us at the Fall 2014 From Vision to Action Executive Roundtable on September 17 - 18, 2014.  Here is a link to more details:

http://www.chartyourpath.com/VTA-RT-Details.html

This fall is going to be a fast paced and busy season for all of us. Rather than being overwhelmed, I hope you can join us for a day and half of good learning, great networking, and in-depth sharing.

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

An Interesting Observation

I have been in the business of teaching people since the 80’s. I have spent many hours in front of large and small groups, helping them to become better leaders, managers and supervisors. Recently, I have noticed an interesting thing taking place when people come together to learn. During breaks, people have stopped visiting with each other, and are instead only interacting with their cell phones.

Years, ago when people came to a workshop or seminar, they sought out the content. They also sought out other people. During breaks, participants built networks of support and perspective. Regularly, I witnessed in-depth dialogue and visiting about life’s challenges and successes. People routinely caught up with each other at seminars. They enjoyed the time to share.

Now, when a break takes place during a workshop, the room empties out as people go outside to answer phone messages, to read e-mails, and to text people. Often, the training room is also quiet as people are absorbed in reading their tiny screens with great concentration and concern. Gone are the days of talking with fellow participants. Sharing collectively has started to become a thing of the past. 

The new normal during seminars and workshops is constant texting, posting, connecting, searching and scanning. We are now more distracted than ever by electronic interruptions. It appears that we are attempting to live and work at the speed of software.  

The challenge for many who truly want to learn is to set aside their electronic tether and to become actively engaged in the learning process and in-depth reflection that comes with quality learning. Rather than trying to become more efficient with our electronic devices, we need to relearn how to set them aside for a bit, and regain the ability to think long and hard about issues and topics which we care about.  

I challenge all of us when we go to a meeting, workshop or seminar to put aside our addiction to instant-access and instead dive deeply into thinking carefully and thoughtfully about the world of leadership and the future. It is time to regain perspective and realize that relationships and learning are more valuable than e-mail and text messaging.  While this may be a big step for many, it is an important one if we want to make a difference in the world where we serve and work.

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

The Buddy System

When I was young, I went to a lot of summer camp. Some were day camps and others were overnight camps. No matter what kind, one of my most favorite activities was going swimming. I was born with a love for water.

When ever we went to the pool at camp, we had to find a buddy. Once we were swimming, we always had to know where our buddy was in the pool. Routinely the life guards would blow their whistles and yell “Buddy Check!”

Then, we would stop what ever we were doing and find our buddy. Once we were standing next to each other, we would clasp hands and rise them up in the air, shouting “Here!” After all the buddies had checked in, the life guards would blow their whistles and shout “All clear; time to swim.” And then we dived back into the water.

Right now, given the complexities of this economy, I wish the life guards would blow their whistles and call for a “Buddy Check!” Then, leaders, young and old around this globe, would pause, find their buddies and check in.

Given the dynamic pace of change, we also need to expand our buddy systems to include more people. We need people who support us unconditionally and people who will give us sound advice and counsel. We need more colleagues who look out for each other and more colleagues who are willing to share at a deeper level. I know this will not happen overnight, but I also know this is a powerful resource when dealing with change.

This spring I recommend everyone go out and make new friends within and outside of their organizations. I will be doing this on Thursday and Friday of this week at the Spring 2012 From Vision to Action Executive Roundtable. If you have the time and energy, I hope you will join me there. I may even bring a whistle and call out “Buddy Check!” in the middle of it.

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