How Successful People Make Commitments

Successful people manage challenging people by only making commitments with others that they know they can keep. While this may seem elementary, I have witnessed it many times and have realized that it is a critical differentiator in many situations. In particular, what successful people understand is that there are two great challenges to being a leader. The first is impact awareness and the second is precedent awareness. As stated in The Law of the Whole, i.e. change in one part changes and influences all other parts, the difficulty when dealing with challenging people is to recognize that our actions with these individuals can impact more than just them and can set a precedence for future situations. Therefore, the key is to only make commitments you can keep and not set a precedence in the process.

Furthermore, successful people respect other people’s time, and others respect their time. Time management is a huge issue for people in leadership positions. When dealing with challenging individuals, it can be even more difficult, especially because challenging people can become the source of constant interruptions to a well planned day. 

Successful people recognize that time management and information management are interconnected. Challenging people may not fully comprehend how important the flow of information is within the organization, how much people do or do not know about a certain subject, or make assumptions about what is or is not important. Clarifying the expectations around the flow of information is important and one way to do this is during regular coaching sessions

However, we need to help those who participate in coaching to understand that coaching is a structured dialogue about development, purpose and strategy. It involves questions, analysis, action planning and follow through. In coaching, we may not always be able as coaches to solve the problem. Instead we have emphasize the choices. 

Dealing with difficult people is normal. The key is to clarify our commitments, and respect the interconnection between time and information management. When we do this, it will make a major difference in what gets done each day.

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

Dealing With Constant Interruptions - part #1

During recent executive coaching sessions, I have been asked the following question: How do leaders keep operating successfully when their time is constantly being interrupted by everyone else?

In the past, I have referenced the work of the late Stephen Covey on time management who noted that we need to define our roles and then manage our time. As often commented, “Always put the big rocks in first.”

Jim Loehr and Tony Schwartz, authors of The Power of Full Engagement tell us to “manage your energy, not your time.” And to make sure you have time to work and time to recover from work.

And I forget the name of the author who told us to never do e-mail first thing in the morning. I would add from experience to also never do it late at night before you go to bed. It will ramp some of us up, or end up distracting us from what is most important, namely the need for sleep.

While all of the above helps to a degree, I think we need to look at the bigger picture. Here are my latest observations about leaders who do well even though they are routinely interrupted:

First, these leaders have a sense of place. They feel like they belong with the company, and can put down roots. This changes the kind of connections they have with people. In short, this sense of place gives them a feeling that they are making a difference. 

Second, this sense of place is directly connected to their sense of community. Those who have a sense of place describe their work place as a “community” where all involved come to unity around a common focus and perspective rather than just a job. 

Third, no matter what their age, these leaders routinely spend time listening to young people talk about the leaders who are making a difference in their lives and their work. This listening helps them keep things in perspective.

With the above as a framework, leaders who handle interruptions well do something most unique. They don’t just focus on being better leaders. Instead, they focus on being better people. As the late Warren Bennis wrote: “Becoming a leader is synonymous with becoming yourself. It’s precisely that simple, and it’s also that difficult.” The first step is to make sure you have allies and confidants in your life. Allies are those who work with you and support you. Confidants are those who can listen and provide perspective, insights and fresh thinking. They are rarely the same people.

The second step is to ponder the following quote by Dzigar Kongtrul, namely “Don’t believe everything you think.” As a leader, recognize that not everyone thinks like you. This is a big step in your development as a leader. And furthermore, recognize that you may not be thinking clearly about everything, too. The hardest part about dealing with leadership and time issues is that many leaders forget what they do not know.

This week, check to make sure you have the right number of allies and confidants in your life. Then, visit with them on a routine basis to make sure your thinking is not becoming misaligned with your desired results.

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

How Successful People Manage Challenging People - part #2

Successful people manage challenging people by only making commitments with others that they know they can keep. While this may seem elementary, I have witnessed it many times and have realized that is is a critical differentiator in many situations. In particular, what successful people understand is that there are two great challenges to being a leader. The first is impact awareness and the second is precedent awareness. As stated in The Law of the Whole, i.e. change in one part changes and influences all other parts, the difficulty when dealing with challenging people is to recognize that our actions with these individuals can impact more than just them and can set a precedence for future situations. Therefore, the key is to only make commitments you can keep and not set a precedence in the process.

Furthermore, successful people respect other people’s time, and others respects their time. Time management is a huge issue for people in leadership positions. When dealing with challenging individuals, it can be even more difficult, especially because challenging people can become the source of  constant interruptions to a well planned day. Successful people recognize that time management and information management are interconnected. Challenging people may not fully comprehend how important the flow of information is within the organization or make assumptions about what is or is not important. Clarifying the expectations around the flow of information is important and one way to do this is during regular coaching sessions

However, we need to help those who participate in coaching to understand that coaching is a structured dialogue about purpose and strategy. It involves questions, analysis, action planning and follow through. In coaching, we may not always be able as coaches to solve the problem. Instead we have emphasize the choices. 

Dealing with difficult people is normal. The key this fall is to remember to clarify our commitments, and respect the interconnection between time and information management. When we do this, it will make a major difference in what gets done each day.

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

Busy is the new normal

“Good morning,” I often say when I answer the phone. “How are you today?”

Recently, the most common response is “Busy.” For many executives, it is a feeling and an action all wrapped up in one. The feeling is being full to very overwhelmed. The action is engaged and pushing forward. I have come to the conclusion that busy in the world of leadership is the new normal.

On one hand, I am not too surprised by this frequent response. We live in a society now that measures life by seconds and minutes, calendars and appointments, twitter feeds and text-messages. The more we have the better we are supposedly doing.

Furthermore, some people believe that the more running around we do the better we are as a leader. Managing by wandering around is so 1980’s. Now is the time for speed. The new role model for leadership in this decade is the fast and the furious. Multi-tasking at warp speed is expected by all.

Yet, today, I am thinking about an African quote I recently heard: “Western people have the watches; we have the time.” We forget some days in the midst of our hustle and bustle that watches, cell phones, and text messages do not always make life better. They do not save time. Instead, they absorb it.

This is particularly true as we enter this new month. More and more executives report to me that they are caught up in a reactive problem solving mode. The crisis of the moment consumes all energy. Furthermore, many employees are managing everything up the chain of command. They do not want to take the risk of making a decision and getting blamed for poor results or outcomes. And with many leaders operating at full capacity, there is little time for thoughtful dialogue and meaningful interaction. Most report to me that they just make a decision and rush to the next issue. In short, there is only time for busy.

From my perspective, it is time we reclaim our time as leaders. We need to get out of feeling overwhelmed and back to a feeling of balanced engagement. We need to not live a life so full of appointments and meetings that we can not think thoughtfully and plan gracefully. We need to incorporate into our lives thoughtful reflection and meaningful dialogue. We need to give ourselves permission to recuperate from extended periods of busy and develop a greater degree of resilience. From one who has learned this personally and from one who has seen this happening more and more in executive coaching sessions during the last ninety days, living busy for an extended period of time means living on empty. And empty is does not generate clarity, commitment, buy-in or ownership.

For us to reclaim our time we need to reclaim our perspective. The faster we go the more we become absorbed in the minutia of the moment. Tunnel focus is a reality that comes with busy. It can cause us to miss the greater context and the greater strategic direction of our lives and our organizations.

We must also accept that speed is addictive, busy is numbing, and full is draining. But we can change this. We can lead our lives. We can lead our organizations. We can regain a sense of balanced living. The first step is to no longer accept busy as an acceptable way of living. The second step is to redefine our priorities, especially our definitions of what is urgent and what is important. The third step is to take charge of our calendars and block out time for more in-depth dialogue and reflection. The fourth step is to give ourselves permission to rest when rest is needed.

When asked “How are you?” this week or next, I recommend you find a new answer, one that shares a feeling more than an action. We are, after all, human beings, not just human doings.

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

Creating Time

It all started at my annual physical last month.

As an executive coach, I routinely ask a client when was their last physical. This one question often startles people at first. But, I explain to them that if we strive to be authentic leaders, then we need to regularly care for ourselves as well as our organizations.

The result of asking this question has been interesting. Time and time again, I have had a client call me back and share about how during their annual physical the doctor solved a recurring health problem or discovered a problem before it got worse. For example, I remember asking a macho executive when was the last time he had a physical. “High school sports” was his reply. I recommended he have one given he was working extra hard, married with children and in his upper 30’s. Weeks later, he called me back with his blood work results. They were very poor and if he had continued with no treatment, the doctor told him he was in line to have a major heart attack. He told me that he knew he should have gotten around to it but was just too busy. Nevertheless when he did, he realized he should have been going to the doctor regularly for years. An ounce of prevention is worth a pound of cure.

With this in mind, I realized in late November that I had been asking people about their annual physicals and did not remember when I had gone in for my last one. So, I quickly called up the local clinic, made an appointment,t and went in early for my blood work.

On the appointed day, I had my blood pressure checked, height measured, weight checked, etc. Then, in walked my doctor with his usual grin and my paperwork. We have known each other for years, and given we are nearly the same age, we always spend time catching up on children, work, life and, of course, my health.

When we went through my blood work, he told me my cholesterol had gone up eight points. He was not pleased with this and told me I needed to exercise more. It was a kind but pointed speech, “Exercise more, watch your diet and come back in four months. I want your cholesterol to be going down, not up.”

At that point, I knew I was at a crossroads. I am an avid gardener and three seasons out of four I can garden with the best of them. Six hours of yard and garden work is common on weekends. After work in the spring, summer and fall, a half an hour of pruning, clipping and weeding are not uncommon. I like it and find it relaxing. But while this is nice, it is not exercise.

“How much?”, I asked.

“Thirty-five minutes, five days a week,” was his reply.

“Consider it done,” I said.

And just like that I started walking thirty-five minutes every day. No excuses get in the way now. If my doctor said I needed to exercise and walking could fill the bill, then I was going to do it. Period.

From my vantage point as an executive coach, it is common for me to hear that time management is a major issue. “I am swamped,” “Every day is packed,” “I am way to to busy to (fill in the blank),” are phrases I hear on a regular basis. I have even said them myself during certain times.

But I know from experience that good health is a gift. It comes from regular stewardship and attention. I also know that good health takes time and energy. So, with my doctor’s words in my ears, I have walked every day since my physical, only missing four days due to family based travel.

Which leads me back to time. We do not really manage time. We create it. As the only beast on the planet who wears a watch and checks it regularly, and the only beast on the planet who differentiates between 8:59 am and 9:00 am (FYI: a doctor at a seminar years ago told me that 9:00 am on a Monday morning is the most common time for people to have a heart attack), we can try to manage time all we want and most days time wins.

Nevertheless, with a clear set of priorities and goals, e.g drop my cholesterol through regular exercise and a good diet, we can create the time to get something done. If I can create time to garden, bake all our bread by hand, read books on a regular basis and keep up with office work, then I can create time for regular exercise. The choice begins with me.

So here is a question for you: What are your goals and priorities?

Know these and you, too, can create time. It sounds simple and in reality it is once you have clear goals and priorities.

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

From Overcrowded Living to Personal Balance and Excellence - part #1

THEME: Spring 2010 From Vision to Action Roundtable Report

FOCUS: From Overcrowded Living to Personal Balance and Excellence - part #1

Monday afternoon: June 7, 2010

Dear friends,

Recently, I have been working with a young woman executive who is being prepared for senior leadership within her company. We visit on a regular basis and explore critical issues on a deep level. Recently, she explained to me that her life was already full. With children and a working husband, her reality was living busy, drained and overwhelmed all day and every day. She said to me “being a senior leader is just going to be more rather than different.”

I explained to her that there are two stages in life. One is called before children and the other is after children. For all the books, workshops, advice and counsel we are given, when we live in the land of before children, we can never fully comprehend the land of after children. What is theory on one level quickly changes when it becomes reality.

Nevertheless, there are lessons to be learned from others who have traveled the road before us to senior leadership. The first two lessons comes from Peter Drucker who wrote in an article called “What is Our Business?” from the June 2001 issue of Executive Excellence magazine. As he explained, “The executive’s time tends to belong to everybody else.” He notes that everybody and anybody can move in on your time and eventually does when you become a senior executive. Second, “Executives are forced to keeping “operating” unless they take positive action to change the reality in which they live.” As he reminds us, we can let the flow of events determine the priorities we hold or we can define what is important in spite of the flow.

The next lessons learned comes from Margaret J. Wheatley from her book, Finding Our Way: Leadership for an Uncertain Time, Berrett-Koehler, 2005. Here, she explains that “... humans usually default to the known when confronted with the unknown,” and “new leaders must invent the future while dealing with the past.” Both are excellent observations.

However, living busy, drained and overwhelmed is not living well and not the goal of most people. This past winter into spring the most common question I got asked by people who had moved into a senior level position is the following: How do I find a sense of balance? The real answer is difficult but important to digest. The long and short of it is that you will not be able to achieve personal balance in the sense that everything will equal out when you become a senior executive. There are days when you will have way more work than time and way more family expectations than time. It comes with the power of the chair and the territory.

Still, there are solutions. First, now is the time to move from a focus on success to significance. Rather than striving for the next rung on the ladder and more external definitions of success, realize that the best place to start living a more healthy lifestyle as a senior executive is to rediscover what gives your life meaning and to schedule time for this on your calendar. As Stephen Covey reminded us many years ago, when we put first things first, then we have time for the people and events we want to focus on.

This week, rediscover what gives your life meaning and make time for it on a regular basis.

Much joy to you and yours,

Geery

P.S. For those who enjoyed the following book: Loehr, Jim & Tony Schwartz, The Power of Full Engagement: Managing Energy, Not Time, Is the Key to High Performance and Personal Renewal, Simon & Schuster, 2003, the author, Tony Schwartz, has a new article out, a summary of his new book, The Way We’re Working Isn’t Working: The Four Forgotten Nees That Energize Great Performance, The Free Press, 2010, in the June 2010 issue of the Harvard Business Review called “The Productivity Paradox: How Sony Pictures Gets More Out of People by Demanding Less”. As he explains, “Human beings don’t work like computers; they can’t operate at high speeds continuously, running multiple programs at once.” Instead, he explains that “people perform at their peak when they alternate between periods of intense focus and intermittent renewal.” The key to success according to Schwartz is the following: “Employees can increase their effectiveness by practicing simple rituals that refuel their energy, such as taking a daily walk to get an emotional breather or turning off e-mail at prescribed times so they can concentrate.” Furthermore, he notes that “if companies allow and encourage employees to create and stick to such rituals, they will be rewarded with a more engaged, productive, and focused workforce.” When you have the time, check out the article and if it speaks to your condition, then check out the new book, too.

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

Personal and Organizational Fragmentation

THEME: New Year, More Challenges

FOCUS: Personal and Organizational Fragmentation

Monday morning: January 25, 2010

Dear friends,

As we continue to work through this roller coaster ride of an economy, I am reminded of the following phrase: If all you have is a hammer, then everything looks like a nail. During this period of economic turmoil, many people and their organizations feel like they have been hammered repeatedly. And the results have been personal and organizational fragmentation.

When the core parts of our lives and our companies have been fractured or significantly stressed, there are multiple reactions and decisions that surface. Often, we focus on solving immediate problems. While this helps to a point, this does not allow us to prepare for future growth opportunities. It just reduces today’s pain and anguish.

With this in mind, we as leaders need to refocus on strategic talent management and time management issues. The pain of today’s economy will pass. It may happen in less than a year for some, or it may be in three years for others. Nevertheless, the critical first step is to develop a work place where people feel supported and encouraged to do their best. We desperately need to keep, and to further develop managers and leaders who grasp the importance of people feeling supported, and apply it within their circle of influence. These managers will impact whether or not other key people are still committed and employed by the company when the recovery takes place.

Second, along with a strong culture of support, we need to deploy people to major strategic initiatives. While operational excellence is important, unification after fragmentation begins at the strategic level not just at the operational level. Here at the strategic level, we need to recognize that past success is the enemy. As many authors have pointed out, that which got us to where we are now will not always get us to where we need to go. Thus, clear strategic direction and defined goals and timelines are vital. These improvements position us for the future and strengthen our ability to manage at the day to day level of execution, too.

Finally, we must realize that time management is not just clock management. Time management can be viewed as the linear management of tasks, but when I meet people who successfully manage difficult and complex changes, I also find someone who is clear about their personal and professional priorities. These are leaders whose personal core values are in alignment with their organization’s core values, too. When priorities and values are clear, then time is not about watching the clock, but about working well with the others and prioritizing the challenges before us all.

This week remember that we need more than hammers and nails to put this world back together. We need thoughtful leaders with open hearts, attentive listening and compassionate understanding. We need leaders who recognize that even though healing at times come with pain, the pain should not define the overall healing process.

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