Showing posts with label perspective. Show all posts
Showing posts with label perspective. Show all posts

Monday, August 26, 2019

The present is a reflection of past decisions, and the future will reflect what we are doing today.

There are two simple truths in the world of leadership. 

First, nearly everything we are doing today in the business world and in our personal lives is a reflection of the decisions and choices we made five to seven years ago. Most of those decisions and choices have been forgotten. They are just water under the bridge. Today, what we experience is the sum of our past decisions and choices.

Second, the decisions and choices we are making today and in particular this summer moving toward this fall will significantly influence the life and work we will be doing five to seven years from now. Our future is a reflection or today’s decisions.

When we grasp that the year 2019 is a reflection of the decisions we made between 2012 - 2014, and that the decisions we make this year will define and influence our life and work in 2024 - 2026, then all of a sudden we need to slow down and be more thoughtful. Our choices need to be less random or rushed. Instead, they need to be filled with clarity of intent and more purpose-driven. We need to be more careful on so many levels.

When I meet with young leaders and explore these two truths with them, most are blown away by the magnitude of this perspective. They get it and they realize how rarely we actually sit down and think before we make decisions that have long term impact. But with support and encouragement, many people can reclaim their ability to do thoughtful decision-making because they recognize that today was once the future, and that tomorrow will one day be today.

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

Monday, July 29, 2019

Building and maintaining healthy relationships is the foundation to successful change.

Over and over, people visit with me about the world of change. They struggle with it. They feel overwhelmed by it. And they feel confused by it.

Some authors suggest we need to suck it up and just get on board with change. Others tell us to focus on the results and the metrics. Finally, there are some authors who tell us that change is the constant and that it is normal to struggle.

I have listened to all of it, and I have watched the rise and passing of many best-seller books about the subject. Each in their own way has offered interesting tools and perspectives about how to lead, manage and move through this complicated and complex world of change.

For me, I always come back to the following perspective: Make friends before you need them. After decades and decades of working with people and companies, I have come to the conclusion that when we as leaders and as people build and maintain healthy relationships with others, successful change takes place.

Successful does not mean it will not be hard and challenging. Successful does not mean it will be less complicated or complex. Successful means, in the end, that when people support each other in healthy ways, they have the capacity to rise to their challenges, process the difficulties, and ultimately make a difference in spite of their challenges.  

When we feel cared for, respected and supported, we realize that we are stronger than we thought. And when this happens within the context of a team, a family or a community, we can walk through the trough of chaos, a sideways cyclone, the valley of bewilderment, or a pit of despair and come out on the other side stronger and more determined than ever. 

Just remember that best-seller books come and they go. People, however, who build and maintain a circle of support and perspective around themselves plus have a guiding purpose, can be the constant in the world of change. They can be the difference that is needed in the world and in the lives of others.

This week, spend time building new and meaningful relationships with people. And take care of the relationships you already have. Then, when push becomes shove in the world of change, you will have all you need to make it through to the next opportunity.

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

Monday, January 14, 2019

The Stones In Your Pocket

Growing up dyslexic was a challenging journey. School was a struggle from beginning to end. Reading was unbelievably difficult. I had to recognize the letters, then the words, and finally figure out what they meant. 

Furthermore, back in the day, we also wrote everything in cursive. Every day, the moving of that pencil across those lined pieces of paper was dificult. I had to go slowly and still I did not get them right. I always was struggling. Whether I was reading to myself, reading out loud to the class, or writing with paper and pencil, each lesson was a challenge and often a source of great discouragement.

The one person who heard all about this was my late mother. On the ride home from school, or over an afternoon snack at the kitchen table, I would pour out my frustrations to her about school and life. I did not know what to do or how to cope. School just kept happening. I was trying my best and many days it was clearly not making a difference.

One day, after a lot of listening to me she shared the following.

“Life is not easy, Geery. You can carry all of your problems around like they are stones in your pocket. And over time, they will just weigh you down.

Or you can learn to take these stones out of your pocket and lay them down. You need to learn to let go of them and let God help you with them.”

And with that, I had a new way of coping. I could just “let go and let God help me.” Over time, I shortened her comments to simply “let go; let God.” At times, I still struggle with my dyslexia but I do not carry it around like stones in my pocket. I have learned to lay it down and let God help. My late mother sure could put things back into perspective. And that is one of the powerful things that a good role model and mentor does for people.

This week, stop carrying your problems around like stones in your pocket. It is time to lay them down and put them into the hands of a higher power. From personal experience, I can assure you that it will make a difference.

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

Thursday, December 13, 2018

The Importance of Experience

Recently, a friend shared that he had learned that you can not teach people experience. The minute I heard this line it was a “blinding flash of the obvious,” quoting an old Tom Peters’ phrase. 

So many times when coaching executives, I have have listened to someone complain  that a particular person just does not “get it.” When I step back from the actual problem we are discussing and think about the person in question, I realize that they can not “get it” because they have never experienced “it” before. As Margaret Wheatley wrote so many years ago, when confronted with an unknown, we default to a known. Our challenges as leaders is to realize that the defaults that most people have are completely based on their experiences, positive and negative. Furthermore, most people are doing the best they can given the experiences they’ve had.

So, what can we as leaders do?

Recognizing the truth that we can not teach experience, we, as leaders, can tell stories and lessons learned from our own experiences. By offering perspective, we open up the possibility for all involved to gain some new perspectives or some fresh insights into the challenges before them.

Next, we can create a safe and supportive learning environment around an individual as they go through a first time experience. By surrounding them with the right tools, support and information, they can step forward with confidence, knowing that we will be there on the other side to unpack the experience and help them find meaning and greater understanding from the experience.

Finally, we can be the kind of leaders who role model smart thinking and smart choices as we go through our own first time experiences. While we can not teach experience, we can be the kind of person who embraces them and learns from them every step of the way.

As you move through the rest of this year and into 2019, I encourage you to share your stories and lessons learned, to create safe and supportive learning and working environments, and to role model the value of continued learning from new experiences.

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

Monday, July 16, 2018

Expand Your Circle

We were sitting together over lunch, exploring why the senior team was not working well as a team, when I asked him the following question: “So, when I am not visiting from out of town, who do you turn to for perspective on these issues?”

He stopped eating and turned to me, saying “What do you mean?”

“Well,” I responded, “who are the people you turn to for assistance when you struggle?”

“Mostly myself,” he replied.

“That works to a point,” I explained, “but sometimes we do not always see things clearly. Remember the old adage, ‘the fish will never discover the ocean.’ You need a circle of people who will help you ‘discover the ocean’, for lack of a better metaphor.”

“Interesting. Do you have people who do this for you?”

“Definitely. I call them my Kitchen Table Cabinet. They are a collection of people from different backgrounds with whom I have breakfast, coffee, lunch, or dinner with on a regular basis. They help me see the bigger picture. They ask me questions that I am not asking myself. They ask me questions about things I am not even thinking about at this time period. They share insights and lessons learned. They share. I share. We explore, and as a result, I am able to do this work better. So, who should be a part of your Kitchen Table Cabinet?”

What followed was a 30 minute exploration into who are the key people in his life who he could turn to for insights and perspectives. I encouraged him to schedule time with these people on a regular basis.

Six months later, when I was back in town, to facilitate a strategic review, he gathered this small group of people around a table at the same restaurant where I had asked him the question. He shared what he needed from the group and how often he would like us to gather. Everyone listened respectfully and agreed to support him through his current challenges.

While driving me back to the hotel where I was staying overnight, he paused at a red light and said, “That was a good beginning. I am glad I gathered everyone together. Now my challenge is two fold. First, I need to stay in touch with all of you on a regular basis. Second, I need to expand that circle. They are like a corporate board where one is constantly recruiting new members given the changes in the external strategic landscape.”

As the light turned green, I smiled and said, “Yes. You got it.”

We drove in silence for about a mile and then he said, “Thanks. That was a good question six months ago.”

“My pleasure,” I responded. “It’s why I am part of your Kitchen Table Cabinet.”

This week, figure out who should be a part of your Kitchen Table Cabinet. And then, visit with each of them on a regular. Building and maintaining perspective is very important in the world of leadership given all that is happening in the big world at this time period.

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

Monday, January 29, 2018

Lost in the Land of Complexity

Life is not fair. People struggle. People get confused. People get hurt. Even when we do our best, it does not always work out.

Being in a trough of chaos and living in interesting times is a stretch. Some things become very complicated during moments like this. Yet, with enough planning and focus, the outcome is highly predictable. 

On the other hand, some things can become complex with too many unknown variables. There is no predictability and planning for everything still does not accomplish the desired outcome. In short, we struggle and feel defeated. 

But I have witnessed good leaders working with good employees handle the land of complexity and not get lost. Some how in the midst of all of the chaos, unknowns and struggles, they make it through not feeling defeated even if everything did not work out exactly like they wanted it to work.

So, what do these people do? Well, it is not actually a doing thing as much as a having thing. The best have a unique person with whom they can explore their thoughts, their ideas, their feelings and their perspectives. Some times these people are called executive coaches. Other times they call them mentors, older friends, or. I call them “my kitchen table cabinet.” In the end, I don’t really care what they are called. What I care about is what these people offer.

And what these special people offer the best leaders is structured unstructured time, a confidential safety zone for in-depth listening, sharing and reflection. They do not arrive with an agenda but instead come to the table with an open mind and a willingness to explore. The upshot is great clarity and understanding.

This week, find the right person for you. Find someone who you respect and who role models very good listening. Then, invest time to share deeply with them. While life can be a struggle, it is always good to create a place in your life where you can get and maintain perspective. It’s what the best leaders have and value 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

Tuesday, February 18, 2014

Living and Working In Prolonged Uncertainty

We live, work and lead now in a world of hyper speed, connectivity and vigilance, which often results in constant interruptions, reactive leadership, and even organizational paralysis. 

Every week now I hear leaders tell me during executive coaching sessions that “the whole world is just a mess.” And privately, they haven’t a clue of what to do next or where to go in order to fix it.

I remind them that when people, teams and even organizations are outside their comfort zone and feeling like the world around them is in chaos, they need three things, namely support, perspective and a safety zone to dialogue

While being a senior leader can be lonely, one does not have to choose to be alone.  This is why many leaders come to the From Vision to Action Executive Roundtables.  Twice a year, leaders from a wide variety of organizations come together to share their challenges, their solutions and lessons learned. It is a place for in-depth listening and dialogue, a time to step back from daily operational pressures and to comprehend the large and more strategic implications of all that is happening around us. As previous participants have shared with me, “the Roundtable is a place where I can pause, and catch my breath given the pace of change.”

The Spring 2014 From Vision to Action Executive Roundtable is on on April 9-10, 2014 at the Courtyard By Marriott in Des Moines/Clive, Iowa

Here is the agenda for your review:

Wednesday, April 9, 2014

8:30 am - Registration
9:00 am - 10:15 am - Feeling Lost In Prolonged Uncertainty
10:15 am - 10:30 am - Break
10:30 am - 12:00 pm - Rethinking The Maps We Use
12:00 pm - 1:30 pm - Lunch and Networking 
1:30 pm - 2:45 pm - Navigating the World of Excellence
2:45 pm - 3:00 pm - Break
3:00 pm - 4:30 pm - Building Bridges In the Midst of Complexity
4:30 pm - Adjourn

Thursday, April 10, 2014

9:00 am - 10:15 am - Staying Centered in the Midst of Constant Interruptions 
10:15 am - 10:30 am - Break 
10:30 am - 12:00 pm - Integration and Application
12:00 pm - Adjourn

If you are interested in coming, here is the link for more information and the registration form:


For all who are coming, I recommend you read the following article: “Lost And Found In A Brave New World” by Margaret Wheatley from Leader to Leader magazine, No. 68, Spring 2013. Here is the link:


It may be a messy world with a tremendous amount of chaos, but with support, perspective and a safety zone to dialogue, we can move forward. 

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

Monday, July 1, 2013

The Importance of a Good Campfire

My mother’s primary solution to nearly all of life’s problems was a simple one: “Please go outside and play.” Born in the 50’s and raised in a very small home in the suburbs of Philadelphia, our local neighborhood was the foundation of many of my life’s adventures. Climbing trees, exploring the creek at the local park, and playing games like running bases, kick the can, and capture the flag created hours upon hours of endless fun. Wearing cut offs, red ball sneakers and a hand-me-down t-shirt, my young friends and I spent most of our days in active pursuit of new experiences.

One highlight of these early years was when my Dad and older brother would come home from their monthly Boy Scout camping weekends. My father’s father promoted scouting and thus my Dad joined and later became an Eagle Scout. Next, he became the Scout Master of his childhood troop. Of course my older brother joined and became an Eagle Scout, too. Therefore, it was a foregone conclusion that when I turned eleven years old that I would join the local scout troop as well.

What I loved about the Sunday evenings when my Dad and brother came home was listening to all of their stories about what took place on these monthly scouting weekends.  I listened to them describe the overnight camping, the different hikes they went on, the time around the campfire, the work they did toward different merit badges, and the many practical jokes that every one played.

By the time I turned eleven years old, I knew all about being sent looking for shoreline to hold down a tent, or a sky hook to hang up a shirt. I also knew not to ask for dehydrated ice cubes (add water and freeze) or to be tricked into asking another scout troop for a left handed smoke shifter.  I even knew not to ask the camp doctor when feeling home sick because I might get my ear lobes dipped in red tinted alcohol and sent back to my tent to rest and recover.

My first official camping trip as a Boy Scout, a true Tenderfoot, took place when I turned 11 years old. My father was still the Scout Master at the time so I went out with the troop to a state park outside of Philadelphia, leaving Friday night after school. That evening my Dad and I set up the tent where we would bunk down for the weekend.

Nowadays, camping can be pretty high tech with all sorts of very unique equipment. But back in the sixties, we used old canvas tents with wooden poles. They were called “pup tents” and had a unique musty smell. One learned very quickly not to touch the inside of the canvas because the oil from your fingers could cause the canvas to leak if it rained.  Held up by the poles and numerous big wooden or metal stakes, these tents did not come with screen doors or fancy rain flies. It was just a single cover from the weather. 

Once the tent was up, then we made up our beds. After removing all the sticks and stones of varying sizes from inside the tent, we rolled out our ponchos as a ground cloth and then unrolled our cotton sleeping bags. Mine was a wonderfully thick cotton sleeping bag with a red flannel interior. It was hot in the summer and barely warm enough in the fall or winter. If there was any moisture in the air, this bag was sure to absorb it. With my Dad on one side of the poles and me on the other, we hauled in our simple canvas packs and the deed was done.

After all the tents were set up, it was time to cook. We built our camp fires, one for each patrol, and started the slow process of making a meal. These had all been planned out in advance during numerous Monday night scout meetings. Some meals were hamburgers, sliced potatoes, onions all wrapped in aluminum foil and placed in the coals of the fire to cook. Other patrols heated up canned stew, beans, etc. These meals were never fancy and most of the food came from a can. There was however lots of food and many young people to feed.

On my first camping trip, one of the older scouts had spent a month making an actual left handed smoke shifter. Using a brace and bit taped to a plastic whiffle ball bat split into fan like shapes on the end, the contraption actually worked quite well, much to the surprise of all including the inventor.  However, once the fan end really started to spin because everyone was working the brace and bit to the max, it fell apart. Still, that left hand smoke shifter became a legend in the history of the troop and when a young eleven year old Tenderfoot Scout on his first camping trip was sent off to find one for his patrol, we could all respond that we had seen one once before but not in a long time.

While I grew up on the stories from these amazing year round monthly camping trips, it was not until my first camping trip as a young scout that I learned something very important. After the setting up of camp and all of the cooking and clean-up had been accomplished, then everyone gathered around a single camp fire and shared. Some people told funny stories and others sang songs.  Some people shared jokes and others did simple skits, but in the midst of all of this reverie, there always came a point when one of the older members of the troop or maybe an adult or two would talk about the meaning of the scout oath or any one of the 12 scout laws.  It was a time to talk and to listen about bigger ideas like community service, the importance of doing a good deed daily, or always being prepared.  As the camp fire burned low, we, the younger ones, soaked up these important ideas. Upon reflection, I have realized that theses ideas became fundamental to who I am now and how I choose to live my life. In short, it was powerful teaching combination - real fun, real learning and real challenges.

My insight this summer is that we are not holding enough camp fire times in our lives. We need to rediscover and/or create the space and the time so that the older, more mature and experienced people in our lives can push back from the tasks of the day and settle in to share their life journeys, perspectives, and lessons learned. It is time we begin to rebuild this element into our lives and into the lives of those we work with on a daily basis.  

This is not the work of Facebook, Twitter or text messages. It is the work of people stopping to connect at a deeper and more interpersonal nature. For when we do this level of in-depth sharing and listening, we will discover a whole new way of living and working in the world.  And it will be transformational just like my first camping trip.

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

Monday, April 8, 2013

Two Final Keys to Being a Successful Manager

When I was young, I was often told “do not sweat the small stuff.” When I got older, I was often told “it’s the small stuff that makes the big difference.” I have come to the conclusion that both perspectives are correct. 

Some days we do “pole vault over mouse droppings”. Oon other days, very small actions can make a major difference. The key is to know what are the small things that we need to pay attention to during a busy day.  Here are two that I often have to coach people on when they get busy in management positions.

First, welcome new ideas and perspectives; do not shut them down when they are not yours. The challenge is to be constantly ready and open to listening to new ideas. Marshall Goldsmith in his delightful book, What Got You Here Won’t Get You There: How Successful People Become Even More Successful, Hyperion, 2007, reminds us that many people in management and leadership positions often get caught “adding too much value:, i.e. having the overwhelming desire to add their our two cents to every discussion, plus starting every response to a new idea with with “no”, “but”, or “however.” When we overuse negative qualifiers, we are secretly saying to everyone, “I’m right. You’re wrong.” This does not help you or the organization move forward.

Second, learn to invite feedback, but always clarify non-negotiable issues and the decision-making process. Feedback and constructive criticism are often interchangeable in the literature. I prefer feedback and others prefer constructive criticism. The key when inviting feedback and/or when giving it is to realize that relationships matter. Therefore, speak and listen respectfully. Always share observations rather than judgements. Next consistently review expectations and assumptions. Be prepared and organized in your thoughts, and realize that reactionary comments rarely yield clarity. Finally, check your own intentions for asking for feedback and check your own intentions before giving it. 

These two little things do matter. Being conscious of them helps you not loose perspective when the world gets busy and complex. 

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

Thursday, March 14, 2013

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

Tuesday, September 4, 2012

An Epidemic of Micro-management

Routinely now, I am encountering the same problem over and over. Like a family physician during flu season, the symptoms are all the same. The prescription does not vary much from person to person or organization to organization.

In a nutshell, here is the problem. From the leader’s point of view, the organization is not moving fast enough strategically and their teams are being consumed by operational minutia. From the followers’ point of view, their boss is controlling or micro-managing every thing down to the last detail. Anger and frustration are rampant. Trust is on the decline and cynicism is on the rise. Every one believes that the other person needs to be fixed.

As a consultant and executive coach, I am reminded of something that Michel Godet shared in the May-June 2012 issue of The Futurist magazine when he wrote, “... everything that pleases us is correct and what bothers us is wrong.” So many people in management positions right now aspire to this leadership philosophy. They approach their organization, strategic change and their staff from a correct vs. wrong, black vs. white perspective. All that pleases us as leaders is good and all that disrupts us or bugs us is wrong.

This line of thinking or philosophical approach to people and organizational change is dangerous from my perspective. It reminds me of an old saying: “for the hammer every problem resembles a nail.” Yet, we must recognize that the same tool does not work for all problems. The same goes with a black and white perspective on people and change. All of us are way more complex and dynamic to flourish in such a simplistic world view.

The first solution on the leadership side is to teach people new and better ways to lead. Micro-management has killed creativity and excellence in so many situations. On the other hand, lack of strategic perspective also has yielded poor decisions on a regular basis.

So when encountering this kind of situation as a consultant and executive coach, I take out my proverbial prescription pad and write the following: “engage in more and regular strategic dialogues until a larger perspective is shared by all.”  When we explore a broader strategic perspective, i.e. the environment around the organization and the environment within the organization, we yield fresh insights and new understanding. When we routinely see wide, far, deep, different and together, we strengthen the capacity for all to make better decisions.

This week step back from micro-management and put down the hammer. Share more and listen better. The future starts today.

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

Monday, July 23, 2012

Data-based Decision Making

During the last 9 months, I have heard the same phrase pop up countless times in one to one executive coaching sessions, strategic planning meetings, and  leadership training sessions. The phrase is “data-based decision making.” It seems to be the new buzz word and leaders every where are all the rage to say it. Whenever I hear it, I just shake my head and smile.
First, leaders have been making decisions based on data for a long time. The problem is that the best leaders always know they are working with imperfect data and not always timely data.  Still, they take this information and blend in a touch of experience and perspective to make their decision. Good leaders are wired this way.
Second, having accurate and timely data does not always mean that one knows what to do with it. Data analysis, let alone data management, is part science and, as I have witnessed, part art. The critical factor is understanding the data not just having it. And in this process, awareness of data is not understanding of data. As someone remarked at the Spring 2012 From Vision to Action Executive Roundtable, “information is not knowledge.” And I would add knowledge is not wisdom.
Third, the best leaders will always tell you in private that data is only as good as the information that went into it. As my 90+ year old father reminds me, “garbage in equals garbage out.” Too many times, the validity of the data is called into question and thus becomes useless.
Fourth, the best leaders also will tell you privately that data-based decision making will not replace intuition and experience, it only compliments it.
So, this summer as more and more leaders lift up data-based decision making as the new tablets that have come down from the mountain, let us all remember that the goal is to improve our decision-making through improving the kind of data we use. Still, it is important to remember that data will always be imperfect and the best leaders will always trust their gut even if it speaks the uncomfortable truth.
Geery Howe, M.A. Consultant, Executive Coach, Trainer in Leadership, Strategic Planning and Organizational Change Morning Star Associates 319 - 643 - 2257

Monday, April 23, 2012

The Invisible Obvious

As I noted last Monday, when we reflect on the proverbial big picture, many people come to the conclusion that we will be navigating a prolonged period of instability and uncertainty.  The vital question today is “How do we do this?”
My first answer is simple and yet complex: Learn to confront and combat the invisible obvious. There are days as a leader when everything is totally clear to us and yet totally unclear to our direct reports. I call this the “invisible obvious,” referencing the work of Richard Farson in his book, Management of the Absurd. The first step in this process is to identify and define the “invisible obvious” for all involved. For many, this will require a greater depth of analysis and reflection before action.
In the beginning, the challenge is to name the invisible obvious. It could be a problem with people, structure, systems, or culture. It also could be a problem with goals and planning.  I have observed recently that when something obvious becomes invisible there often is fear and uncertainty about the future which clouds one’s perspective. There also could be grief and a loss of there no longer being a “normal” which so many people count on. As frustration and exhaustion with the constant adaptation and the pace of change takes place, that which is obvious to executives may become more invisible to others. 
Ron Heifetz and Marty Linsky in their book, Leadership On The Line: Staying Alive through the Dangers of Leading (Harvard Business School Press, 2002), note that we often forget that “to lead is to live dangerously because when leadership counts, when you lead people through difficult change, you challenge what they hold dear...” We forget that most people do not resist change, per se.  People resist loss. And we as leaders “appear dangerous to people when you question their values, beliefs, or habits of a lifetime. You place yourself on the line when you tell people what they need to hear rather than what they want to hear.” When we get busy, we forget that being a leader means being able to disturb people and systems at a rate they can absorb.
Like Heifetz and Linsky, I believe that loss is one the biggest challenges of helping people through change.  As habits, values, and attitudes, even dysfunctional ones, all of which are part of one's identity, become transformed, we as leaders are, at the heart of it, changing the way people see and do things on a daily basis. We are, in essence, challenging how they define themselves. Heifetz and Linsky in the above book note that the result of this action will result in four normal but difficult responses by followers:
- Marginalization: the keeping of the whole organization from confronting an issue.
- Diversion: to divert their attention by broadening their agenda or by overwhelming your agenda with seemingly logical reasons for disrupting your game plan.
- Attack: attacking you personally in order to neutralize your message.
- Seduction: loose your sense of purpose and are taken out of the action by an initiative likely to success because it has a special appeal to you.
As the authors note, “All four of these reduce disequilibrium that would be generated were the people needing to address the issues brought up by change.... all four restore order and protect people from the pains of adaptive work.”
When learning to confront and combat the invisible obvious, I believe we need to be more proactive in performance planning, management and coaching. We always talk about problems when planning, management and coaching, but, in my opinion, we do not spend enough time helping people to better define the problems.  Hieftz and Linksy tell leaders to help their people to get up on “the balcony” so they can see the bigger picture. Jim Collins and Morten T. Hansen in their book, Great By Choice: Uncertainty, Chaos, and Luck - Why Some Thrive Despite Them All (HarperCollins, 2011), tell people that great leaders and companies zoom out rather than zoom in when dealing with problems. What ever the author and the research, the key for me is to help people to step back from SOP and see what is happening to them as it is happening. With practice and time, all involved will become better at seeing the invisible obvious. And the more we can do this together, the better we will manage in the world of change.
Let me close today with this Persian proverb: “Thinking well is wise; planning well, wiser; but doing well is the wisest and best of all.”
Geery Howe, M.A. Consultant, Executive Coach, Trainer in Leadership, Strategic Planning and Organizational Change Morning Star Associates 319 - 643 - 2257

Monday, December 6, 2010

Leading With a Good Heart - Part # 2

Working with exceptional leaders over the course of my career has generated many insights. When I am coaching someone new to the world of senior leadership, I often remind them that their presence, i.e. appearance, words, physical health, and body language, make a major impact to the work they are doing. Given how employees watch senior executives all the time, many leaders miss these subtle but important point. Self-awareness is the first step to being a successful senior leader I remind them.


Many years ago, I taught a workshop at a major national conference. Once I got there, I discovered that my mentor who had taught me the material I was teaching was keynoting the same conference. When I saw him that morning, I apologized for not discussing this situation with him in advance. He replied that it was not a problem and that we should have lunch together after his keynote. Once the noon hour had arrived and we were seated together for lunch, he explained to me that everyone notices who you are speaking with at any given time once you start leading and teaching. In particular, the key is to realize that everyone notices whether or not it is authentic or just for show. Just before we got up from lunch, he reminded me to “never guild the lilly.”


A year later, I returned to teach at the same conference. When it came time for the noon meal, I went to the same place to eat. Since very few had arrived in the dining room, I found a nice quiet table to prepare for my afternoon workshop. In the midst of my thoughts, someone behind me asked if they could join me in this quiet place. I arose and responded “yes.” Much to my surprise it was Bernie Siegel and his wife, that year’s keynote speakers, who sat down with me. Over the course of lunch, the three of us talked about many topics including children, health and the funny things that cats do. Upon reflection years later, what impressed me the most was their genuine nature and the health of their relationship. They were people of high authenticity. I have learned from this and numerous other experiences that presence begins with self-awareness, continues with authenticity, and ends with respect.


The second thing I coach up and coming senior leaders about is the importance of perspective. Often, leaders loose perspective in the area of context. In the From Vision to Action Leadership Training, I call this context blindness. Here, we can see the whole organization but we can not see the environmental context within which the whole organization is working and moving through at any certain time period. For example, during a SWOT or PESTAL analysis within strategic planning, it is common for me to hear people talk about baby boomer parents, who are sometimes called helicopter parents. However, until very recently I had not heard much talk of Gen Xers as parents. The new term for them is stealth fighters. Google the term sometime this week and you will discover some interesting new perspectives.


For me as an executive coach, I believe the loss of perspective often comes down to intellectually laziness. This is not about the ability of many executives to consume vast amounts of information. I see this on a daily basis. But it does come down to the lack of willingness and ability to see something from different perspectives. In short, the key to being a successful leader is to see and understand the past, the present and the future possibilities all from different perspectives.


This week, be more conscious of presence, and practice looking at ideas from different perspectives.


Have a good week,


Geery


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

Monday, March 29, 2010

Breaking the Addiction to Go Mode

THEME: New Year, More Challenges

FOCUS: Breaking the Addiction to Go Mode


Monday morning: March 29, 2010


Dear friends,


Here is a poem to start off the morning:


Searching for the Hermit in Vain


I asked the boy beneath the pines.

He said, “The master’s gone alone

Herb-picking somewhere on the mount,

Cloud-hidden, whereabouts unknown.”


- Chia Tao (777 A.D. - 841 A.D.)


Many times during our lives as leaders we search for the right answers to the difficult and complex questions that people ask us on a daily basis. And just as many times, we search in vain. The answers are “cloud-hidden, whereabouts unknown.”


Ever since my brother-in-law Warren died of cancer at the end of March seven years ago, this week is a time period where I pause and step out of the daily routine of go, fix, rush, keep moving. Instead, I pause and attempt to regain my perspective. With hints of spring in the air, I do not rush for more answers or more new knowledge. Instead, I step back rather than forward. I listen rather than talk. I receive rather than give.


Leaders are addicted to problems. We live to solve them. We love to diagnose and fix them. We adore opportunities to share brilliant insights in the midst of complexity. But with age, experience and maturity comes the revelation that as a leader there are days when words can not fix or solve every problem. At times, we need to move past questions and answers.


I remember early on in my career working with a wise woman executive in Kansas whose organization served people with many different forms of disabilities. We were working on a complex strategic problem when she shared with me that she was exhausted by the pace of change. I asked her what she did to regain perspective. She responded, “I go to Walmart. We have a client who is a greeter at Walmart. I have known her since the first day we started offering services to her. When I am tired, frustrated or just plain overwhelmed, I get in my car and go out to Walmart. This client always greets me warmly when I enter. We visit for a brief moment and then she goes back to greeting the others who are coming into the store. Somedays, I help her. Other days I just sit and watch. Somedays we get so busy we forget the purpose of our work. When I get worn, I go and visit Walmart. I am always greeted warmly and this makes a world of difference.”


In a world filled with e-mail, voice mail, text messaging, instant messaging, and tweets, we can drown in the minutia of the moment and never witness the daily miracles of life. Therefore in late March, I like to pause and be like the boy who sits for a while beneath the pine tree, waiting for the master who has gone on alone, herb-picking somewhere on the mount. Neither I nor the master are truly cloud-hidden, whereabouts unknown. We are just focused on living in the moment, and it makes a world of difference.


Enjoy the day and the week. I hope it is filled with many blessings.


Geery


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

Morning Star Associates
319 - 643 - 2257

Monday, December 14, 2009

Sustainability: Working and Living Through Constant Change - part #1

THEME: Fall 2009 From Vision to Action Executive Roundtable Report

FOCUS: Sustainability: Working and Living Through Constant Change - part #1


Monday morning: December 14, 2009


Dear friends,


It was the day after an all day strategic planning retreat. As I walked in with my roller bag before my afternoon flight, I noticed two women in an office cubical. One of them motioned me over. So I wove my way through the maze and sat down. One of them looked me in the eyes and said, “I am overwhelmed given all we talked about yesterday. I am working 14 hour days and have been doing so since the spring. I can barely keep up.”


Then, she started to cry and was very embarrassed by the depth of her emotional response. I gave her my complete and undivided attention while the other woman went looking for some Kleenex. Once back and with a box of tissues in hand, we moved to a conference room. She cried some more with lots of hand waving with the hope of not smudging her morning make-up.


She shared about her mother being sick, not sleeping well, and just wanting time to rest. I told her that her feelings were normal and OK. I also pointed out that she needs to take charge of her priorities. She was a smart woman who could figure this out, but she needed to activate her support network.


I explained to her that being the lone leader was not the key to her success. She needed a team, and she needed to ask for what she needs. Then, I asked her, “what do you need?” Her response was “I need someone to help me train all of the new people.” Having visited with the CEO, I knew she could ask for this as it had already surfaced in a conversation with the CEO. But she needed the courage to go in and ask.


This is the hard part of being a leader, namely finding one’s voice and then having the courage to use it. Some days we forget that courage comes from clarity, not from exhaustion or fear. The source of clarity and courage is not fear, but clarity of purpose or mission.


I think in many organizations clarity comes when we know what role we play in the vast and complex work of planning, execution and evaluation. During the Fall 2008 From Vision to Action Executive Roundtable, I explained that empowered people have confidence in their ability and their knowledge. They have confidence in their team and their company. They believe they can make the right decisions, and they believe they are role modeling what is most important. From my experience, this confidence comes from an understanding of one’s role in the organization, and understanding what is one’s circle of influence. This confidence also comes from answering these three questions, namely “where have we come from?”, “who are we now?”, and “where are we going?”.


During this wild and wacky recession, there have been few sources of hope and many people have loss the passion for the work they are doing. Furthermore, some people just want to keep off the radar screen because right now their work place is a target rich environment for blame. The result is a roller coaster ride of emotions every day. Everyone is tired of worrying and everyone is seeking ways to regain perspective.


This week realize that personal perspective comes from personal discipline. When we are clear about our intentions, namely our purpose, our goals, and our attention, our focus, then we are moving forward in a healthy direction.


Have a good week,


Geery


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

Morning Star Associates
319 - 643 - 2257