Look at the Bigger Picture

In January through early April of this year, I shared with all of you on a weekly basis about working thought the trough of chaos during interesting times. Then throughout the rest of the spring, I covered the many topics that we explored at the Spring 2018 From Vision to Action Executive Roundtable. For example, I shared about the connection between organizational history, culture and meaningful work within successful organizations, how to improve thinking within an organization, and how leaders can be both brave and bold during difficult times. In July, August and early September, I wrote weekly about the lessons I’ve learned from the countless hours of visiting with great leaders. And finally this fall, I shared with all of you what we explored during the Fall 2018 From Vision to Action Executive Roundtable. The focus this year was on building, maintaining, and improving teams during the digital era. And now, we come to the last full week before Christmas, Kwanzaa and then New Year’s Eve. 

In a world filled with challenges, complexities and problems, we, as leaders, can become overwhelmed, worried, numb, and burned out. We also can become cynical about the future and our ability to adapt to the new and emerging challenges and problems around the world. We could just give up and choose not to lead. But I strongly discourage us from falling into this mindset.

Instead, I encourage each of us to remember four things. First, organizational change is the sum of individual change. Therefore, we must commit to on-going personal and professional development. As Gandhi said so many years ago, “we must be the change we wish to see in the world.”

Second, we must create “islands of sanity”, referencing a term from the work of Margaret Wheatley. We must create safe and empowering spaces at home and at work where people can do the deep personal and professional work of becoming better people and better partners with colleagues throughout the company, and the world.

Third, this is the season when we must come together and rediscover what unites us rather than what divides us. We must focus on finding and rekindling inside ourselves and others a sense of higher purpose to our lives and to our work. We must build the bonds which will hold and support us through our challenges. We can not let others stand alone to face the difficulties of this time.

And finally, we must give the gift of love, support and respect this season to all we meet. By this act alone, we will transform the big picture and create a place were people will feel like their life is meaningful and special.

May this holiday season be the beginning of many special moments of connection and joy for you and yours. Thanks for including me in this important work, and I look forward to being back in touch with all of you on Monday, January 7, 2019.

Warm wishes and happy holidays to each of you!

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

Count Your Blessings

It was a cold, winter morning as I boarded a United flight from Chicago to the east coast. I had been up before dawn and taken the first flight out of Cedar Rapids to the windy city. I was delighted that everything was running on time and hoping it would keep staying on time. 

Bundled up in my winter coat and keeping my head down as I entered my second flight of the day, the stewardess on board greeting me by say, “Good morning sir. How are you today?”

I responded with a typical midwestern answer of “Fine. And you?”

“Blessed beyond measure” was her answer. 

I was so stunned by her comment that I stopped walking. I straightened up, smiled, met her eyes and said “Thank-you.” Her three words were a sermon, a blessing, and a gift, all at the same moment. This summer I have tried to carry this depth of awareness as I go about my daily work. 

Over the course of my career, I have met many people who were going through intense and difficult life experiences. From the diagnosis of a terminal illness to divorce, from the loss of a child to the loss of faith, for these people waking up and getting out of bed is like climbing a mountain. They question whether or not it is worth the effort to keep moving forward given all they experience.

When they have shared at this level with me, I am humbled. If only others knew how much personal pain people carry through the land of organizational change. And yet I have learned one thing, there are miracles and blessings in the midst of it all. The smile of a loved one or child can be up-lifting. The kindness of a stranger can be transformative. The gift of time and compassion to truly listen and be understood. We often get so busy that we forget that these little things can be life-giving, hope rebuilding.

This week, spend time each day counting some of your blessings. Put it all back into perspective and realize that we are all blessed beyond measure, even in the midst of our hardest days in the land of leadership.

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

The Map Is Not The Road - a new booklet!

Often, during a break in my teaching, someone will come up to me and say, “That was a great story. Very helpful. You should write it down.” Given all of these requests, I decided this past winter to write down nineteen of the most popular stories that I tell during my leadership trainings.

They are now published in a new booklet called The Map Is Not The Road: Lessons Learned and Lessons Shared While Helping Others Navigate the World of Leadership and Organizational Change.

After 30+ years of doing this work, I believe the reason why people remember a story more than research or statistics is because we are wired that way. We are built for remembering relationships and stories. Statistics, graphs, charts, and research help, but from my experience, a story is a long- term anchor in the midst of change. It becomes cellular and integrated more quickly than anything else. 

Therefore, the more I teach, consult, or coach, the more I find myself sharing a story. It builds perspective. It builds understanding. It builds a common ground where we realize that we are all travelers moving through a constantly changing and unfolding landscape. 

Included in this booklet are the stories I share with others to help them become better leaders in the midst of organizational change. Some are from my own personal journey. Others are stories shared with me. Whatever the source, the lessons learned are powerful. 

For more information about this new booklet, including the Table of Contents, the Introduction and an Order Form, please click on the following link:

http://www.chartyourpath.com/MapIsNotTheRoad.html

And here is the first review of this new resource:

“Geery, this is the book your readers have all been waiting for, for decades!  I cannot remember ever laughing so much in my life at any book this witty and endearing, and yet with profound and meaningful lessons-of-life that will forever reverberate in my heart and thoughts. They are especially funny to all who know, love, and appreciate you as the kind, caring, remarkably creative person and authentic teacher that you are.

I do not find many things in this fragmented world "funny" anymore. But because this book had me totally in stitches, it was a life-changing book in the way that Mark Twain's Tom Sawyer and Huckleberry Finn must have been in their time.

My husband and I have read all of your books, several times in fact.  I was one of those people who often commented to you how memorable your wonderful life stories are.  You said that so many others had also told you the same thing.  So, Geery, this is your gift to all of us.  

Thank you, Geery Howe, Master Storyteller, perhaps one of the best -- and certainly one of the most beloved -- of all times!” 

- Melinda and Todd Erickson, Erickson & Erickson, Colorado Springs, Colorado

Happy summer reading to all of you!

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

Understanding What Is Normal

There is nothing finer than helping a struggling group of people understand what is normal. Whether they are bogged down in complicated systems change, or frustrated that the brilliant, recently created strategic plan is not translating into performance improvements during the first 90 days post roll-out, I have observed excellent leaders rise to the challenge and state the obvious, “That’s normal.”

And their people respond, “Really? What a relief. I thought we had done it all wrong.”

The challenge for most leaders, who are trying to improve their organization or transform it, is that they do not know what is normal. They just keep doing what they have always been doing and hoping this time it works. The result is that insanity rules, people burnout, and someone remains convinced that effort alone should simply make it all happen.

While I fully endorse the importance of focus, endurance and commitment, the key to leading people is to know what is, and what is not normal. And then plan and execute the plan accordingly.

However, the solution to understanding what is normal requires a unique step. First, we must learn about the world of leadership and organizational change or transformation. This learning journey will build a common understanding and common language throughout the group of people who are involved. Second, we must utilize this knowledge in planning and executing. Finally, we must hold people accountable to the learning and make sure they utilize it in all that they do. Nevertheless, the first step is to learn together.

If making change happen inside your organization has become a daily struggle, then now is the time to sign up yourself and your key leaders for the 2017 From Vision to Action Leadership Training. Through a challenging, interactive curriculum which blends lectures, selected readings, small and large group discussions, and how to skill-building exercises, participants in this four part leadership training gain critical knowledge and skills which improve their ability to lead people to generate short and long term success.

For more information on this in-depth training and how to register for the 2017 From Vision to Action Leadership Training, please click on the following link: http://www.chartyourpath.com/VTA-Leadership-Training.html 

Understanding what is normal is not always easy, but once learned it can be transformative. Success begins by being better prepared for the normal problems. Now is the time to sign up for the 2017 From Vision to Action Leadership Training so you and your organization can be better prepared for the future.

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

Building Change Leaders for A Fast-Moving World

John Kotter in his most recent book, Accelerate: Building Strategic Agility For A Faster-Moving World, Harvard Business Review Press, 2014, writes “The world is now changing at a rate at which the basic systems, structures, and cultures built over the past century cannot keep up with the demands being placed on them. Incremental adjustments to how you manage and strategize, no matter how clever, are not up to the job.” 

As he continues, organizations need to accelerate innovation, productivity improvement, integration of acquisitions or global operations, any sort of key strategic change, cultural change and profitable growth. However, he notes that most are stalled by a limited number of change leaders, silo parochialism, rules and procedures, pressures to make quarterly numbers, and complacency or insufficient buy-in.

“Management is not leadership,” explains John Kotter. “Management is a set of well-known processes that help organizations produce reliable, efficient, and predictable results.... Leadership is about setting direction. It’s about creating a vision, empowering and inspiring people to want to achieve the vision, and enabling them to do so with energy and speed through an effective strategy. In its most basic sense, leadership is about mobilizing a group of people to jump into a better future.”

With the current and emerging challenges facing all companies during the next 5 - 6 years, it is vital that we expand the number of change leaders who can set direction, empower people and mobilize them to move forward toward that vision in an efficient and effective manner. The rate and pace of change will not slow down. Therefore, we need to speed up the development of key people. 

One effective way to do this is to enroll yourself and your key people in the 2015 From Vision to Action Leadership Training. Through a challenging, interactive curriculum which blends lectures, selected readings, small and large group discussions, and how to skill-building exercises, participants in this four part leadership training gain critical knowledge and skills which improve their ability to be better change leaders.  

For more information on how to register for the 2015 From Vision to Action Leadership Training, please click on the following link: http://www.chartyourpath.com/VTA-Leadership-Training.html 

Bold leadership and effective strategy will be key to success between now and 2020. Learning to be a better change leader is the first step in this journey.

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

Three Good Articles

Earlier this week, I had the chance to sit down and do some much needed reading.  As I plowed through the July - August 2014 issue of the Harvard Business Review, I found two thought provoking articles. The first was called “Managing Change, One Day at a Time” by Keith Ferrazzi. The author writes that leaders who are trying to transform the company culture can learn from studying addition treatment programs. Recognizing that cultural change is hard, the core of the article focuses on the following insights: “Organizations can’t change their culture unless individual employees change their behavior - and changing behavior is hard.” As he points out, “When it comes to modifying deeply ingrained behaviors, 12-step programs have a superior track record. They use incentives, celebrations, peer pressure, coaching to adopt new habits, negative reinforcement, and role models - things organizations can draw on.”  

While the author recognizes that the analogy is not perfect, the comparison is helpful. In the article, he makes a series of key insights. They are as follows:

- “Nothing happens without a readiness to change.”

- “It’s important to replace old habits with new ones.”

- “Peer support and pressure drive change.”

- “Sponsorship deepens commitment and sparks results.”

- “Community without hierarchy is a catalyst for change.”

- “You are the company you keep.”

- “Continuous introspection is key.”

- “Change in practice may represent breakthroughs.”

- “It pays to acknowledge small wins.”

- “The goal is progress, not perfection.”

This is a good article and well-worth the time to read. It will make you think. Here is the link for those who want to explore it in more depth: http://hbr.org/2014/07/managing-change-one-day-at-a-time/ar/1

The second article was also in the July - August 2014 issue of the Harvard Business Review and was called “It’s Time to Split HR” by Ram Charan. This very short essay is going to shake things up in the HR world. As he writes, “My proposal is radical but grounded in practicality; Split HR into two strands.” One strand would primarily manage compensation and benefits and report to the CFO. The other strand would focus on improving the people capabilities of the business, e.g. leadership development, and should report to the CEO.  

The minute I read it I thought, this essay is going to get a lot of people thinking and talking. Some will love it and others will disagree vehemently.  As of today, there are over 125 comments on the HBR website about his idea. Here is the link: http://hbr.org/2014/07/its-time-to-split-hr/ar/1. I encourage you to read it so you are up-to-date with the dialogue around HR.

Finally, the third article I encourage you to read is called “Investing In Millennials For The Future of Your Organization” By Joan Snyder Kuhl. I haven’t read anything that was this good on the subject since I read the book, The Trophy Kids Grow Up: How the millennial generation is shaking up the workplace, Jossey-Bass, 2008, by Ron Alsop. With Gen Y or Millenials (born between 1979 and 1994) being the largest generation yet (80 million in the United States), they have different talents and needs than previous generations. According to the Pew Research Center, millennials will be roughly 50 percent of the U.S. workforce by 2020 and 75 percent of the global workforce by 2030. Well written and insightful, I encourage you to read it. Here is the link: http://media.wix.com/ugd/a7b5e7_a34837740149475aba90b0d36b0c8d9f.pdf

Happy summer reading!

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

Four Difficult Truths

There are days when it is uncomfortable to teach people about organizational change and uncomfortable to be their executive coach or consultant. This happens because I have to share with them information that I know they will not like or want to hear. Still, learning this information can make a profound difference in the way they lead people through the world of organizational change.

First, changing peoples’ minds always takes longer than expected.

Recently, I was visiting with a local friend who was in the later stages of remodeling their house. As she showed me around, we entered a small bathroom that had been completely remodeled. She said to me, “This room is so small you can not even change your mind in it.”  I burst out laughing as it was one of the best comments I had heard in ages.

The challenge for many leaders is to recognize that people going through the world of organizational change often have a very limited perspective of what is happening within the organization and within the environment around the organization. This is not their fault. They are focused on doing their job and doing it well. They zoom in on key details and get them done.  

Meanwhile, many leaders zoom out and look holistically at the organization. They see the proverbial big picture and comprehend the technical and adaptive challenges before the whole organization. As a result of this level of understanding and perspective, they initiate change.

And then this level of organizational change is passed on to others who are doing the day to day work of the organization. These individuals who actually have to do the work of changing systems, culture, etc., often do not buy-in to these proposed changes and often do not get it all done. The result is that the leaders are frustrated and the employees are frustrated.  As a consultant and executive coach, I have to point out that changing people’s mind is not an overnight experience. It takes considerable time, communication and listening. It also takes an understanding of the second difficult truth.

Second, most companies are organized to protect status quo.

While many executives will argue with this point and explain to me that they have developed systems for continuos quality improvement and innovation, I often have to re-explain that culture eats strategy for lunch and quality improvement for dinner.  Few people are wired to radically change their lives every day. Most thoroughly enjoy routine. We are, for the most part, creatures of habit. 

Accepting this fact is difficult but helpful when leading people through the world of organizational change. It explains why John Kotter was right so many years ago when he wrote in the Harvard Business Review that creating a sense of urgency that doing nothing is more dangerous than doing something helps people move outside their comfort zone. 

The challenge is that many leaders under communicate this level of urgency. I am constantly coaching executives this winter into spring that they need to deploy the shampoo method of communication, namely “wash, rinse, and repeat.” By having a core message that they stick to for at least 90 days, they will finally break through the status quo mentality and be heard.

Third, most companies initiate long term change with short term leadership.

It is exhausting to observe how many organizations do the above. They want change and they want it now. As a result, they often throw young leaders to the proverbial wolves of organizational change, hoping they will be successful.  It is time we recognize that just filling a slot on the TO does not constitute being a person who has the capacity to lead others through change. We need leaders with the mindset and the skill set to do the long term work. 

Remembering that successful organizational change takes on average 5-7 years, we need to prepare young leaders to become long term leaders and we need to provide them with regular and in-depth coaching which helps them process all that is happening. If we do this, then we have the chance to create effective conditions for successful long term change.

Fourth, most companies want significant change with little to no resistance and conflict.

While this may happen in fiction books and in academic case studies, the reality is that most people do not like change. Instead of embracing change, they focus on what they have to give up. Furthermore, they often feel alone and self-conscious during change. Therefore, they resist change. But what leaders need to know is that they are actually resisting the pain over which they can not control that comes with change. What successful leaders do is reframe resistance and conflict related to change as a form of feedback which contains valuable information.

Being a leader who wants to improve performance within their organization is a great thing. Understanding the above four difficult truths may not be easy but it will be helpful. The key is to work with them rather than against them.

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

Cultural Change

Every once in a while, I read a book or an article, and think “Wow - now that is some excellent work with some fantastic insights!” Recently, I discovered another such article called “Cultural Change That Sticks” by Jon R. Katzenbach, Ilona Steffen and Caroline Kronley in the July-August 2012 issue of the Harvard Business Review. Some of you will remember the work of Jon R. Katzenbach in the book he coauthored with Douglas K. Smith called The Wisdom of Teams (Harvard Business School Press, 1993).

In this well written article, the authors explain that “many leaders blame their company’s culture for thwarting significant change initiatives, such as mergers or turnarounds.” As they continue, “But when they try to solve the problem by changing the culture, their efforts tend to fizzle, fail, or backfire.... What those leaders don’t see is that culture is highly ingrained in the ways people work - and that any company culture has assets. The secret is to make the most of its positive elements - to work with and within the culture, rather than fighting against it.” 

Based on their research and client experience, the authors present five principles that can help an organization achieve higher performance, better customer focus, and a more coherent and ethical stance. They are as follows:

1. Match strategy and culture. “Culture trumps strategy every time no matter how brilliant the plan, so the two need to be in alignment.”

2. Focus on a few critical shifts in behavior. “Wholesale change is hard; choose your battles wisely.”

3. Honor the strengths of your existing culture. “Every culture is the product of good intentions and has strengths; put them to use.”

4. Integrate formal and informal interventions. “Don’t just implement new rules and processes; identify ‘influencers’ who can bring other employees along.”

5. Measure and monitor cultural evolution. “Otherwise you can’t identify backsliding or correct course.”

While reading this excellent article, I came across one of the best set of questions I have seen in the last two years.  They recommend you ask the following two questions to your leadership group: “If we had the kind of culture we aspire to, in pursuit of the strategy we have chosen, what kind of new behaviors would be common? And what ingrained behaviors would be gone?” Brilliantly simple and wonderfully illuminating, this level of strategic dialogue would generate many insights and many unique coachable and teaching moments plus provide a fantastic opportunity to talk about culture, strategy and role modeling.  

In short, this is a very good article and well-worth the time and effort to read. I urge you to share it with your leadership team this summer and to discuss the lessons learned as you prepare for the fall and the coming year.

Happy reading!

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

Preparing For Change

Change is in the air this summer. Large and small organizations across the country are restructuring their org charts, redesigning operational systems to be more efficient, planning for the future, and actively considering a variety of mergers and acquisitions. All with the hope that these actions will give them a competitive advantage.

Initiating major organizational change at these levels is a big deal. It should not be done on a whim or a lark. It should not be ego driven. Hopefully, it has been well thought through and connected to the organization’s strategic nexus.

Before one undertakes strategic level actions, I often encourage leaders to undertake some initial work as recommended by Dan S. Cohen in his book, The Heart of Change Field Guide: Tools and Tactics for Leading Change in Your Organization. Harvard Business School Press, 2005. He recommends the following steps be taken.

First “take the temperature.... You cannot start real change without a realistic picture of the internal climate of the organization.” Too many times, I have seen leaders skip this stage and end up having to back track on what they want to do. In our rush to make change, we often forget that the capacity to plan does not always equal the capacity to execute.

Second, “identify the hurdles.... cultural barriers to change should be identified and addressed early in the change process.” If there is one thing that more and more leaders will miss this summer is the understanding that culture is the source of the magic and the mojo in their organization. It can make or break change in a heart beat. If not managed well, culture can shut down and/or stifle creativity. Status quo does not tolerate fools.

Third, “talk to the people in the trenches.... the rank and file often know more than their bosses about the real needs, real problems, and the potential solutions because they live and breathe them every day.” Strategic dialogues this summer are vital to organizational success. We, as leaders, need to listen carefully to employee’s concerns, needs, fears and worries. If our answer to their concerns is that “if you do not like working here, you can go work for the competition,” then the best people will leave and the front line employees will only do the minimal level of work rather than their best.

From my vantage point, the first steps to successful change this summer begins with doing an in-depth strategic analysis, knowing your own gut and defining what is and what is not negotiable. Furthermore, it involves having the courage to ask both employees and customers for feedback about quality and service delivery, and then having the fortitude to listen even if it is not positive.

This summer many organizations will make mistakes. Hopefully, how they start strategic level change will not be one of them.

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