How do effective leaders execute a plan when the future is so wildly unpredictable? - part #1

When it comes to executing a plan in wildly unpredictable times, we need to remember that executing a plan comes with a commitment to risk and a commitment to relationships. As John Paul Lederach in his book, The Moral Imagination: The Art and Soul of Building Peace (Oxford University Press, 2005) writes “Commitment to relationship always entails risk. Sitting in the messy ambiguity of complexity while refusing to frame it in dualistic terms requires risk…. Risk is mystery. It requires a journey. Risk means we take a step toward and into the unknown…. It is the journey of the great explorers for it choose, like the images in the maps of old, to live at the edge of known cartography. Risk means stepping into a place where you are not sure what will come or what will happen.”

Robert H. Miles in his article, “Accelerating Corporate Transformations (Don’t Lose Your Nerve!) Six mistakes that can derail your company’s attempts to change” (Harvard Business Review, January - February 2010) writes that there often is a loss of focus during the execution of a plan. Here are three common mistakes:

- PostLaunch Blues: It can be tough for a leader to switch from playing a visionary role to serving as “ballast and keel,” but that is just what is needed after a strong launch, because a real transformation is about execution. The top leader has to make sure managers at all levels receive and relay a consistent message about the need to drive the key transformation initiatives in the agreed-upon manner. One way to signal your shift into execution mode is to start weekly staff meetings with a review of progress on transformation initiatives, calling attention to people and plans that have drifted out of alignment and noting early lessons that need to be quickly shared.

- Midcourse Overconfidence: The next major slump typically comes after two quarterly check-points have passed…. The business model will need refining, and you will need to tweak initiatives based on lessons from early execution. Miles encourages leaders to hold quarterly checkpoint meetings and   immediately following each of them with mini-cascades, and interventions that take place throughout the company.

- Presumed Perpetual Motion: As the first performance year comes to a close, many executives will succumb to the presumption of perpetual motion. This is the idea that things will continue to progress as the company sticks with the year-one game plan. Miles recommends you do “launch redux” to boldly kick off the second year of execution.

There is a lot more in this very good article, but right now I am seeing the above problems in multiple organizations and at multiple levels.

Another recent insight for me about executing a plan during wildly unpredictable times is the recognition that successful organizational change takes place in small visible moments rather than as large sustained processes or actions. We get so busy as leaders that we do not really “see” organizational change. We do not see the series of small visible moments people are making. As Kotter reminds in his seminal research, missing “short term wins” does not create large sustained processes or action.

As leaders, we need to remember that the process of organizational change is more than just building teams or work place communities of like minded people. We need to think, plan and execute in such a manner so we deal with who needs to change and how to get them engaged in the process. Lederach notes that “… framing the process as one that must create like-minded communities produces a narrow view of change wherein little thought or work is given to the broader nature of who and what will need to change and how they will be engaged in such a process.” If the focus is on building and maintaining like-minded people and teams, we limit the scope of what we can achieve because we perpetuate a dualistic perspective of people, i.e. good vs. bad, us vs. them, or you are either with us or against us.

While I agree that building teams and community are important in organizational change, I also think about how to engage others who will need to change. Their resistance to change initially could offer important insights and perspective. In essence, we need to understand that their resistance is a form of feedback.

This week, when you see small visible moments of change, visit with those involved and ask them the following three questions: Who are we? Where are we going? How will we get there? By doing this, we create clarity and commitment rather than just a “get ‘er done mentality”.

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

What Do Successful Cultural Leaders Actually Do? - Part #3

The last thing I have noticed about successful cultural leaders is that they integrate their focus on achievement and the importance of relationships.  I have struggled on how to explain this perspective.  

Recently, I was in a church adult education class when it came together. We were discussing an article about why the world needs faith at this time period when the author of the article referenced the phrase, “called to be”. It was a blinding flash of the obvious, quoting an old Tom Peters term. The best cultural leaders leader I have met feel that they are “called” to be a leader. It is not “called to do”, but instead “called to be” a leader.

When we seek to integrate achievement and connection, we must come to understand that being a cultural leader is an invitation to walk with others through the land of ambiguity, uncertainty, and paradox. On good days and challenging days, we may walk through the trough of chaos, a sideways cyclone or the pit of despair, recognizing that we live in is a world that loves certainty.

Furthermore, being a cultural leader means that we have to understand that knowledge is a beginning. In reality, it is a continuous beginning and constantly changing. For these kind of unique leaders, it is a foundation for ongoing learning. They understand what Mark Twain was saying when he wrote: “It ain’t what you don’t know that gets you in trouble. It’s what you know for sure that just ain’t so.” 

These same successful cultural leaders understand that being a cultural leader requires you to constantly build networks and coalitions of affiliation, rather than hierarchies of power and inequality. They understand that there is positional/functional hierarchies; people do report to people within an organization. But the best leaders do not promote personal hierarchies, i.e. “I am better than you.” Instead, they recognize functional hierarchies but always default to personal equality .

To become this kind of integrating cultural leader, I think it takes four specific skill sets. The first is the ability to attune to others. Think of the image of tuning a radio to get the right station. These leaders help themselves and others to be more aware of context, strategic intent, goals and communication. This helps them bring things and themselves into harmony with the strategic nexus.

The second skill set is discernment. Routinely, we must walk with intentionality through the land of uncertainty, ambiguity and paradox. We must have a baseline tolerance for ambiguity, and we can not get caught in binary thinking. The world of leadership is more than yes or no. Instead these successful leader display four way thinking, namely yes, no, yes but no, and neither yes or no is acceptable. As one of my Kitchen Table Cabinet people said to me about discernment: “consult your scars; consult the stars.”

The third skill set is listening. These leaders listen with their head, their heart and their gut. They start with the premise that everyone is doing the best they can with what they have and what they understand. They listen carefully to the words and they listen to the “music” under the words, i.e. the tone and tenor of the conversation. They even listen to the silence. But most of all, they listen to the wholeness of the dialogue.

The fourth skill set is translation. Successful cultural leaders understand that everyone has their “defaults”. Therefore, they are constantly translating information and action so others and themselves can become more aware and ultimately understand.

When we proactively choose to attune, discern, listen and translate, something important happens, namely an inner transformation of perspective and an outward action that reflects this inner translation. We must continually focus on improving our ability to do the above four skills sets. It will help our people and the organization as a whole during the coming years.

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

Transforming Day to Day Operations

Although no one in a leadership position wants to admit it, sometimes the best strategic plans do not really change day to day operations. The problem as Ron Heifetz, Alexander Grashow, and Marty Linsky in their book The Practice of Adaptive Leadership: Tools and Tactics for Changing Your Organization and the World (Harvard Business Press, 2009) note is the following: “The reality is that any social system [i.e. tactical operations] … is the way it is because the people in that system (at least those individuals and factions with the most leverage) want it that way.”

The reality is that most people who do day to day work do not want day to day operations to change. They like status quo just the way it is, even if it is a dysfunctional status quo. As one person shared with me a recently, “the devil you know is better than the devil you don’t know.”

General Stanley McChrystal with Tantum Collins, David Silverman and Chris Fussell in their book called Team of Teams: New Rules of Engagement For A Complex World (Portfolio/Penguin, 2015) explored the subject of transforming day to day operations when combatting Al Qaeda in Iraq (AQI) in 2004. While it looked on the surface like a traditional insurgency, under the surface AQI operated unlike anything they had seen before. In place of a traditional hierarchy, AQI took the form of a dispersed network that proved devastatingly effective against the United States military’s objectively more qualified force. As they wrote, “To win we had to change. Surprisingly, that change was less about tactics or new technology than it was about internal architecture and culture of our force - in other words, our approach to management.”

We will be exploring this subject and many more on September 21 - 22, 2016 during the upcoming Fall 2016 From Vision to Action Executive Roundtable at the Coralville Marriott Hotel and Conference Center in Coralville, Iowa. 

Here is the overall agenda for your review:

Wednesday, September 21, 2016

- 8:30 am - Arrival & Visiting Time

- 9:00 am - 10:15 am - How do leaders transform day to day operations?

- 10:15 am - 10:30 am - Break

- 10:30 am - 12:00 pm - How do leaders know if they have the “right people on the right seats of the bus”?

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

- 1:30 pm - 2:45 pm - How do leaders create an understanding of a problem and buy-in for the solution?

- 2:45 pm - 3:00 pm - Break

- 3:00 pm - 4:30 pm - How do leaders create a team during times of high turnover?

- 4:30 pm - Adjourn

Thursday, September 22, 2016

- 9:00 am - 10:15 am - How do leaders cope with prolonged uncertainty and having too much to do?

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

- 12:00 pm - Adjourn

If you and your team are interested in participating, here is the link to the registration form:

http://www.chartyourpath.com/pdf/2016-From-Vision-To-Action-Exec-Roundtable-Regist.pdf

I hope you will join me and many other business leaders as we explore how to transform day to day operations. Given all that is happening in the world at this time period, we, as leaders, can not afford to create strategic plans that do not actually transform day to day operations. 

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

The Onion's Lesson

The sun was hot that afternoon in late July, when I walked with our older son, who was six years old at the time, to the garden to get some fresh vegetables for dinner. While I picked some lettuce, he pulled a large onion. After brushing off the dirt, he began to peel away the outer layers.

As we walked back to the house together, he continued peelIng the onion until there was barely anything left of it. As I had a couple of onions in my hand as well, I let him follow this exploration and waited for his response.

Having reached the center of the onion, he turned to me with a look of utter surprise and wonder. "Dad, it's all onion!" he exclaimed in surprise.

As a consultant and executive coach who spends many hours each week working with people and corporations through the world of change, I have been a part of numerous executive retreats, peeling away the layers of the organization to better understand the problems, the challenges, and the issues surrounding a specific change cycle. After countless hours of reflection, and upon analyzing many successful organizational change cycles, I am convinced that the role of effective, committed leadership is fundamental to creating a healthy organization culture. This level of leadership involves imparting energy and maintaining perspective.

By generating personal excellence and learning how to move outside one's comfort zone, we create the capacity for transformation. By creating a meaningful strategic dialogue, we generate the ability to transform understanding into action

In the end, at the core of the onion is onion. And at the core of organizational transformation is authentic leadership. As Mahatma Gandhi once said ‚ “We must be the change we wish to see in the world.”

So, I encourage you, also, to peel away the layers where you work and to explore, just like our son did on that hot July afternoon. I assure you: You will find the journey both productive and invigorating.

Remember: As a leader, what you provide will activate and energize the ability of the organization to transform challenges into achievements. So, take your time and choose wisely.

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

Commit To Service

We were sitting in pre-op that early morning at the hospital, a regional teaching center, waiting for the anesthesiologist to come. The room was full of patients quietly waiting and talking. Our youngest son was going to have minor surgery, and we had decided that I would be with him in the surgery room until he was asleep. So, wearing a gown and mask, I waited with my wife and our young son.

Into the pre-op room came an entourage: doctors, anesthesiologists, and their students ready to begin the morning. One by one they visited each bed in the room. But no one came over to us. At first, I was a bit worried. Finally, an older gentleman came into the room. White-haired and slightly bent, he had a noticeable tremor in his hands as he carried a tray of small plastic cups straight over to us.

"Would you like some soda before breakfast?" he asked our young son. Little did he know that in this four-year-old boy's household, soda wasn't necessarily the drink of choice. Therefore, he didn't fully understand the appeal of "pop before breakfast" and declined.

"Too bad," said the doctor, as he reached over and downed the first cup. "How about you, Dad? Want some pop for breakfast?" I looked at him, knowing that one of the cups had the preoperative sedative; but I wasn't sure which one. And playing Russian roulette with soda was not my favorite thing to do at 6:45 a.m.!

He smiled, offered one to my wife and took another for himself. There was only one cup left. He turned to our son and said, "Join us, won't you?" At that point, he picked up the last cup. We all lifted up our cups together, said "bottoms up," and downed them. "See you in a bit," he commented, as our son slowly settled down, ready now for surgery.

Soon, I was carrying our now drowsy son in my arms down the hallway to surgery. When we entered ‚ surgical trays were being set up. Doctors, residents, and nurses were all going about their tasks. Then, in walked the older anesthesiologist with a couple of students. He greeted us and picked up the mask that would go over our son's face.

I remembered that mask from when I had my tonsils out as a very young boy. When it was placed over my mouth, I remember feeling as if I was suffocating before I lost consciousness. During our pre-surgery orientation, the resident had warned us that it was not uncommon for children to fight and flail while the mask was being put on.

This older gentleman simply held the mask above our son's head and talked to him about preschool and soccer. Occasionally, he would call out a number to his assistant who was running the controls. Slowly, our son slipped over the edge.

Once he was unconscious, the anesthesiologist gently slipped the mask on, turned to me and said, "He's ready. You can go now. " Suddenly, I realized that the entire surgical suite was quiet. All of the nurses and residents had watched him interact with our son in this peaceful way. Once the mask was on, the hustle and bustle of surgery started up again, and I went back down the hall to pre-op to meet my wife and begin our waiting.

A couple of hours later, we were in the post-surgery suite, as our son came to. With monitors beeping quietly and nurses attending to him, the anesthesiologist returned to check on his patient. I thanked him for his kindness. Then, before leaving, he turned and said, "When I was a younger doctor, I would typically just put the mask on and get the ball rolling. But since I became a grandfather, every child looks like my grandson. I can't work in that manner any more. Kindness and compassion are vital to this service." Through this experience, I realized what a difference this grandfather's "commitment to service" had made in the lives of our own family.

Our commitment to those we serve is vital to our success. When transforming a challenge into an achievement, we must realize that there is a fundamental difference between helping customers or employees, and serving them. "Helping" is based on inequality. We are aware of our own strengths, opinions, and options, as well as what we think needs to be done. Often, those who are "being helped" can feel diminished in the process.

On the other hand, service and servant leadership involve a relationship between equals; the feeling is one of mutual exchange. The difference is in the commitment. Many organizations say they are committed to the customer but truly do not care for them. These organizations will repeat whatever they are currently doing, until time stops and the world ceases to turn. Unfortunately, their commitment is really to themselves.

Other corporations will attempt to listen and respond to the articulated needs, wants, and desires of the customers, but paralyze themselves with policy-and-procedure manuals that are three feet thick. The result is frustration, made even worse through limited feedback. The staff members of these corporations are attempting to leap tall buildings in a single bound with concrete shoes!

Yet, many leaders create organizational cultures where a commitment to customers and to one another carries an ethic of true service. These organizations guide and lead their customers to services and products they had not even envisioned, and they do it in a manner whereby both experience satisfaction and mutual respect.

The doctor who cared for my son was just such a person. While proficiently attending to the medical details of preparing a child for surgery, he was simultaneously aware of the psychological aspects of how to serve the child, so that the experience would not be a traumatic one for the child -- or for the parents.

The ultimate question of service is simple: Am I acting to fulfill my own needs, or am I acting to serve others? The greatest action we can take is to serve another in a respectful and healthy manner. At that moment, we live our commitments. As Calvin Coolidge noted, "No person was ever honored for what he received. Honor has been the reward for what he gave."

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

Pull Together

The capacity of an organization to transform itself reflects its ability to work together as a team. As Margaret Wheatley reminds us, "It is time to become passionate about what is best in us, and to create organizations that welcome our creativity, contribution, and compassion. We do this by using processes that bring us together to talk to one another, listen to one another's stories, reflect together on what we're learning as we do our work. We do this by developing relationships of trust, where we do what we say, where we speak truthfully, where we refuse to act from petty self interest."

From this perspective, leaders recognize that relationships are the foundation for action during times of prolonged uncertainty and instability. They are the glue that bonds people together through the trough of chaos.

One day I walked into a company, and as I waited in the reception area for the person who was to meet me, I couldn't help but be drawn to a gorgeous arrangement of roses. Then I noticed a small card attached to the vase: "Thanks for being such a great staff. I appreciate how you rose to the challenges these past two weeks.” It was signed by their supervisor -- a small touch, but artfully done, and a reminder that developing a team is an ongoing process.

When you have been through a tough period, part of the pathway to being able to come together is to recognize the importance of forgiveness. As Joan Borysenko wrote, "The psychological case for forgiveness is overwhelmingly persuasive. Not to forgive is to be imprisoned by the past, by old grievances that do not permit life to proceed with new business. Not to forgive is to yield oneself to another's control. . . . Those who do not forgive are those who are least capable of changing the circumstances of their lives. In this sense, forgiveness is a shrewd and practical strategy for a person . . . . to pursue ‚ for forgiveness frees the forgiver."

Leaders make difficult decisions every day. Followers work within tough parameters and make difficult decisions and choices, too. The difficulty is that, when key relationships are strained, leaders and followers have the potential to lose mutual respect and understanding. Successful change involves dialogue and a constant flow between learning and practice. To cultivate clarity, forethought, and focus, leaders and followers need to build the capacity to work together well -- before it is crucial.

Remember: In times of prolonged uncertainty, healthy team relationships make all the difference.

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

With Family & Friends

Recently, I overheard a conversation between some one who has lived their entire life in the midwest and someone who was born here and just returned after many years away. Asked what is was like to be back in Iowa, she replied, “My DNA is happy. I’m home.”

At this time of year with the holiday spirit all around us, my DNA calls out to be close with family and dear friends. It is the feeling of being connected to these loved ones, even if we are separated by many miles, that creates purpose and meaning in my life. It gives me pause to realize how truly blessed we all are in this journey called life.

And one of the true blessings in my life are the fabulous people I get to work with on a regular basis in consultations, trainings, and executive coaching sessions. To be included in such important personal and organizational transformation is humbling and powerful. I feel honored. Thank-you.

This week, I hope you have time to be with family and dear friends. And that when you are all together, you will feel blessed beyond measure and find peace and love in your heart. From my family to your family, I send you joy and hope this holiday week.

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

The Moment of Commitment

Right now, many people have been pushed outside their comfort zone. There is no more ease, familiarity, or predictability in their world. Change is not the constant now. Transformation is the constant. And as a result, more and more people are experiencing massive amounts of uncomfortable chaos.

When we go to the dictionary and look up the definition of the word “chaos,” we discover a great answer. Chaos is defined as “the unorganized state of primordial matter before the creation of distinct forms.” But as one reads further, there is another definition, namely “the state of utter confusion.” This is the challenge right now for so many leaders. There is a high degree of ambiguity plus a phenomenal lack of clarity. It feels like everything is confusing and unorganized on too many levels.

So, the first step in situations of this nature is to create clarity. This starts when we as leaders define what is and is not over. We need to show that there is a line of continuity through the unorganized state of primordial matter. Effective leaders turn to the mission, vision and core values of their organization to find this line of clarity through the current and emerging challenges.

Second, we as leaders need to build commitment. This happens when we explain what are the internal and external drivers of change and transformation in our industry and our organization. Creating this depth of understanding takes time and consistent communication but the return of this investment is solid and helpful.

Third, we as leaders have to commit to moving forward in spite of all that is happening. As the German writer and statesmen Goethe wrote: “Until one is committed there is always hesitancy, the chance to draw back, always ineffectiveness.  Concerning all acts of initiative and creation, there is one elementary truth, the ignorance of which kills countless ideas and splendid plans: the moment one definitely commits oneself, then Providence moves too. All sorts of things occur to help that would never otherwise have occurred. A whole stream of events issues from the decision, raising to one’s favor all manner of unforeseen accidents and meetings and material assistance which no man could have dreamed would come his way.  

Whatever you can do or dream you can, begin it.  Boldness has genius, power and magic in it. “

This week I hope you can rediscover the moment of commitment and then move forward with clarity and confidence.

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

Dealing With Continuous Change - part #1

In this economy, recruiting and retaining the right people, creating the right organizational structure, and building the right culture has become mission critical to implementing strategy throughout the organization. However many are struggling with the above because they have to do it in the midst of constant change.

Here are a few observations of why this is happening. First, many leaders are not managing the intensity of change. Right now, employees feel overwhelmed. Change just keeps coming and coming. And before one thing is finished we have to start all over again due to a variety of factors, like an upgrade in software or a change in regulations. At the same time, we also may need to start some new project given pressing demands by senior management, customers or employees. As I noted at the Fall 2014 From Vision to Action Executive Roundtable, change has shifted from being episodic to continuous even though we have continued to frame it up as episodic. While many frame change as a “one and done,” most recognize that organizational change is now dynamic and continuous now. It truly is the trough of chaos within a sideways cyclone.

Next, employees are emotionally exhausted by the amount of unknowns. The outcome of there being too many variables to process and too few people to share their feelings and thoughts with about them is a singular focus on operational compliance. Routinely now, I am seeing more and more leaders who just need time to think. Some have told me the structured unstructured time during executive coaching sessions where they can share, reflect and think is essential to their success right now.

At the same time, employees are afraid of change and even more afraid of transformation. While change is about doing things better, and transformation is about doing things new and different, many people are afraid of all of it, because it is messy and often involves loosing control. 

Furthermore, many leaders have lost their ability to inspire others. This is happening because employees have been offered false optimism with little realism in the past. They have been pushed without support. And they have seen their leaders act with little, if any, authenticity or genuine respect. 

This week reflect on these observations and make sure your natural impulses for control, order and predictability don’t shut people down who are dealing with continual change or transformation.

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

Walking the Labyrinth of Renewal

Complexity, pressure and challenges abound. Many senior executives are working at full capacity to meet the needs of their staff, their customers, the Board and their stockholders or other stakeholders. With time frames tightening, nothing less than perfect is the new expectation.

The result of this work environment is that more and more leaders are running on empty.  They are exhausted, emotionally and physically, from the pace. They are worn from the number of mixed signals and constant inputs, and they are all worried about the future. Suffering from burnout and a loss of passion, many of them are seeking new ways to rediscover hope, optimism and purpose within today’s complex and ever-challenging work environment.  

As many of you know, it is rare for me when I am traveling to eat a meal alone. Given I was going to be in her area, she called me and lined up an early morning, breakfast meeting. Now it was not like the Oklahoma banking executive who many years ago invited me to have grits, gravy, coffee, and bacon with him at 5:30 am. He was a very nice man, but it was a hard to eat breakfast at such an early hour.

However, this day was different. She picked me up right on time and apologized for the condition of her car in the middle of winter. It was covered with slush, road salt and sand, but I felt right at home given I live in a rural part of the midwest.

“I’m taking you to a favorite place of mine,” she shared. “It is where all the locals go.”

We parked downtown and walked around the block to a small nondescript door, and stepped into complete darkness. Then she parted the black curtains on the inside and we walked into a very small restaurant with maybe 20 tables at most. After surveying the room, we found an open table and sat down. A young man came over and shortly we ordered off the menu.

First, the food was spectacular! It was some of the best and freshest food I had eaten on the road in quite some time. I had a great farm fresh 3 egg omelet with very good cheese, sauteed mushrooms, peppers and onions and home-made salsa plus a  delicious blueberry pancake and a very fresh bowl of fruit.

The conversation was quite lively, too. We explored a couple of performance management issues related to her staff. It was clear that one person needed to be coached out. We also reviewed the status of her strategic goals. I encouraged her to more clearly define their metrics as the information she shared with me related to her goals and their progress was not accurately reflected in her metrics.

Then, she asked me an important question. “I’m overwhelmed most of the time. I have great dreams and visions for the future. But the work load is so time consuming. I can

barely keep my head above water. How do people manage to keep up with all of it?”

I paused and said: “Welcome to world of leadership. For some, it will be a maze and others a labyrinth.”

The word maze is often used as a synonym for labyrinth, but they are not the same. Mazes are multicursal in design; the user has to make choices at many points along the path. Mazes often have more than one entrance, and usually contain many wrong turns and dead ends.

A labyrinth is unicursal, which means that it has only one entrance and leads in only one direction. A labyrinth's walkway is arranged in such a way that the participant moves back and forth across the circular form through a series of curves, ending at the labyrinths's heart or center. 

The unicursal designs associated with labyrinths are thought to predate constructed labyrinths. Pottery estimated to be 15,000 years old painted with labyrinthine patterns has been discovered in the Ukraine. The oldest known constructed labyrinths were built in ancient Egypt and Etruria (central Italy) around 4500 B.C., perhaps to prevent evil spirits from entering tombs. 

The best-known labyrinths in the West, however, are those dating from the Middle Ages. They were built as substitutes for going on a pilgrimage to Jerusalem, a journey that was physically or economically impossible for most Christians in Western Europe during this period. Cathedrals were designated as pilgrimage shrines, and labyrinths were embedded in the stone floors of the cathedrals as part of the shrine's design. 

For example, the labyrinth on the floor of Chartres Cathedral in France was installed around A.D. 1200. Tracing the path through the labyrinth, often on the knees, was for many pilgrims the final act of devotion on the pilgrimage. The circuitous journey to the center of the labyrinth represented the many turnings in the journey of life, a journey that required the Church's guidance and support. Medieval labyrinths were circular in shape, the circle being a universal symbol of wholeness, completion, and unity.

On this particular morning we discussed the difference between stress management, i.e. the act(s) of managing physical, mental, or emotional factors that cause bodily or mental tension or even certain diseases, and renewal, i.e. the act(s) of restoring wholeness and unity to one’s life.

The labyrinth of renewal is a journey of transformation, namely the action of going beyond one’s current way of working and living. In this process of transformation, there are three stages. The first stage is separation. Here is where we experience loss, divorce or death because our world is disrupted and at times our ego is shattered by change. We are separated from all that was and can even feel deprived of familiar frameworks for thinking, working and living. In short, at separation we experience fear and chaos

At the second stage, we dwell at the threshold and surrender to the unknown. Victor Turner, the late anthropologist, who Identified these these three stages, calls the second stage as “the time between no longer and not yet.” Here we have died to who we were and are not yet reborn into who we might become. We are at the doorway, the threshold of new potential where we let go of old beliefs and old habits that limit us. It is the time of the great unknown.

In the third stage, we experience the return, a time of transformation and rebirth. For example, a caterpillar, having dwelled at the threshold during the chrysalis stage, now is reborn and transformed into the butterfly. The dying of the old self is reborn into a new level of truth. The strengths discovered in the second phase becomes utilized and shared during the third phase. One can explore these three stages in greater detail by reading the following book, Saying Yes to Change: Essential Wisdom for Your Journey by Joan Borysenko and Gordon Dveirin.

From my personal journey, I have learned the following four lessons about renewal.

Lesson #1: There will always be darkness before light. 

As Joseph Campbell taught us, “One thing that comes out in myths is that at the bottom of the abyss comes the voice of salvation.  The black moment is the moment when the real message of transformation is going to come.  At the darkest moment comes the light.” The challenge is to patiently wait for the light. The challenge also is to embrace one’s challenges and feel the freedom that comes with that embrace.

Lesson #2: Birth and rebirth always begins with the transformation of the self to the service of another.

Letting go of being self-centered and committing instead to being dedicated to another is difficult for many people. But the real challenge of moving from vision to action is to give of yourself to something larger than yourself. This transformation begins with clarity of purpose and service.

Lesson #3: At the end of the journey inward, you will discover that you are not alone, but are in reality surrounded by a community of faithful people, seeking greater meaning, courage and hope.

Again, as Joseph Campbell pointed out, “Furthermore, we have not to risk the adventure alone, for the heroes of all time have gone before us. The labyrinth is thoroughly known. We have only to follow the thread of the hero path, and where we had thought to find an abomination, we shall find a god.  And where we had thought to slay another, we shall slay ourselves.  Where we had thought to travel outward, we come to the center of our own existence. And where we thought to be alone, we will be with all the world.” 

Lesson #4: We must embrace cathedral thinking.

Jim Rogers, CEO of Duke Energy captured this idea best when he wrote the following: “I recently visited Norte Dame in Paris with my granddaughter. It took 104 years - three generations - to build. The architect who designed it never saw it finished. The stone masons never saw the stained glass windows. They had to have the commitment and faith to dedicate their passion and their life to it. I call that “cathedral thinking.” 

As we move through the aforementioned stages and contemplate the above four lessons, then we will walk the labyrinth of renewal to a greater sense of purpose, passion and clarity in our lives. The journey begins when we embrace our challenges and move forward.

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

Steve Jobs and Leadership

For those of you who did not read Walter Isaacson’s biography called Steve Jobs, I would encourage you to read his most recent article in the April 2012 issue of the Harvard Business Review called “The Real Leadership Lessons of Steve Jobs.” Six months after Job’s death, Isaacson identifies fourteen practices that every CEO and their leadership team should embrace. In this thoughtful and excellent essay, the author outlines fourteen imperatives behind Job’s approach: focus; simplify; take responsibility end to end; when behind, leapfrog; put products before profits; don’t be a slave to focus groups; bend reality; impute; push for perfection; know both the big picture and the details; tolerate only “A” players; engage face-to-face; combine the humanities with the sciences; and “stay hungry, stay foolish.”

While many people have focused on the rough edges of Job’s personality, it is good to read an article which focuses on what he actually accomplished, namely the transformation of the following industries: personal computing, animated movies, music, phones, tablet computing, retail stores, and digital publishing. I hope that many senior teams will read and discuss together this article during the coming weeks. Many of the core concepts will generate great debate and dialogue. Given Job’s impact, his aforementioned fourteen key concepts are worth exploring.

Here is a link to the on-line version for those of you who do not have a subscription: http://hbr.org/2012/04/the-real-leadership-lessons-of-steve-jobs/ar/1

I hope you find this article thought-provoking and helpful as you think about and plan for the future.

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

Recommended Reading

- Goldsmith, Marshall. “Just Let It Go!: Being realistic about what we can and cannot change,” Leader to Leader, no. 58, Fall 2010.

- Donlon, J.P. “Road to Recovery”, Chief Executive magazine, November/December 2010.

- Lublin, Nancy, “Two Little Words”, Fast Company magazine, November 2010.

- Berinato, Scott. “You Have to Lead From Everywhere,” Harvard Business Review, November 2010.

- Simons, Robert. “Stress-Test Your Strategy: The 7 Questions to Ask,” Harvard Business Review, November 2010.

- Useem, Michael. “Four Lessons in Adaptive Leadership,” Harvard Business Review, November 2010.

Good articles abound as we move through the month of November! Here are some that I have read and enjoyed recently.

First, for those of you who enjoy the work of Marshall Goldsmith, a world authority in helping successful leaders get even better, he has written a fine article in the on-line addition of the Fall 2010 Leader to Leader Journal: http://www.leadertoleader.org/knowledgecenter/journal.aspx?ArticleID=837. Here, he talks about the “Great Western Disease” called “I’ll be happy when . . .” and it’s impact on the engagement levels of people running organizations. Drawing on his nearly four decades of being a Buddhist, Goldsmith, one of the 50 great thinkers and leaders who have influenced the field of management over the past 80 years according to the American Management Association, notes that many leaders believe that achieving a goal will make them happy. Goldsmith on the other hand notes that “the goal line is always moving just beyond our reach.... We need goals to achieve anything in life. What is unhealthy is to focus on achieving the mirage of the future at the expense of enjoying the life we are living right now.” In this thoughtful article, he explores this idea of goals, setbacks and decision making. For those of you who want to look in the mirror and do some personal work, this is a good place to generate some important reflection and thinking.

For those of you seeking an interesting article about organizational transformation, I suggest you read “Road to Recovery” by J.P. Donlon in the November/December 2010 issue of Chief Executive magazine: ttp://chiefexecutive.net/ME2/Audiences/dirmod.asp?sid=&nm=&type=Publishing&mod=Publications%3A%3AArticle&mid=8F3A7027421841978F18BE895F87F791&tier=4&id=4AAFC1964D3A4CD8A4286D6924E93000&AudID=F242408EE36A4B18AABCEB1289960A07. Here, we encounter a fascinating interview of Allan Mulally, President and CEO of the Ford Motor Company, discussing how Ford had to transform itself in order to be more competitive and profitable. For anyone who wants to grasp the significance of vision, strategy and brand, particularly the importance of a clear brand promise, then read this article soon. It will embolden you to make better choices in the short and long term.

In the November 2010 issue of Fast Company magazine, I really enjoyed the article “Two Little Words” by Nancy Lublin: http://www.fastcompany.com/magazine/150/do-something-two-little-words.html. With Thanksgiving just around the corner, she reminds us that Thanksgiving used to be about giving thanks rather than turkey, football, and the sales on Black Friday. In this short but thoughtful article, she reminds us of the basics, namely saying thank-you to interns and all of the other “little people” like the FedEx guy, the UPS guy, the cleaners, the people who repair the copier, etc. None of her suggestions cost money but they sure do make a huge difference. A great reminder during the busy weeks ahead.

In the November 2010 issue of the Harvard Business Review, I thoroughly enjoyed the interview of Admiral Thad Allen called “You Have to Lead From Everywhere” by Scott Berinato: http://hbr.org/2010/11/you-have-to-lead-from-everywhere/ar/1. Allen’s insights into credibility, decision-making, mission statements, and leadership are superb. His perspectives on crisis management are excellent. This article is very much worth the time to read.

In the same issue, I found the article called “Stress-Test Your Strategy: The 7 Questions to Ask” by Robert Simons, the Charles M. Williams Professor of Business Administration at the Harvard Business School, to be very helpful: http://hbr.org/2010/11/stress-test-your-strategy-the-7-questions-to-ask/ar/1. The author explains that in order to identify the weakest parts of our strategy, we need to ask some very tough questions. His seven questions help leaders understand where there is confusion and inefficiencies. The seven questions are as follows:

- Who is your primary customer?

- How do your core values prioritize shareholders, employees, and customers?

- What critical performance variables are you tracking?

- What strategic boundaries have you set?

- How are you generating creative tension?

- How committed are your employees to helping each other?

- What strategic uncertainties keep you awake at night?

When I reflect on these questions, I find them to be very helpful and good. They alone could be the first step in either preparing for an excellent strategic review or as part of an annual strategic planning process. Either way, the article is sound and a nice foundation for building clarity. I suggest you pick one or two questions and pose them during your next face to face team meeting or coaching session.

Finally, I suggest you read “Four Lessons in Adaptive Leadership” by Michael Useem, a professor of management and Director of the Center for Leadership and Change Management at the University of Pennsylvania’s Wharton School in Philadelphia, in the November 2010 issue of the Harvard Business Review: http://hbr.org/2010/11/four-lessons-in-adaptive-leadership/ar/1. As the author points out, a culture of adaptability is vital to survival within the armed services. As business executives cope with increasing unpredictability, the lessons learned from the military can be quite helpful. Having spoken on the differences between technical change and adaptive change at numerous From Vision to Action Executive Round Tables and having referenced the work by Ron Heifetz on this same topic, I was delighted to find some new ideas about adaptive leadership by Michael Useem. The essence of the article revolves around four key points:

- Meet the Troops. “Creating a personal link is crucial to leading people through challenging times.”

- Make Decisions. “Making good and timely calls is the crux of responsibility in a leadership position.”

- Focus on Mission. “Establish a common purpose, buttress those who will help you achieve it, and eschew personal gain.”

- Convey Strategic Intent. “Make the objectives clear, but avoid micromanaging those who will execute on them.”

As the author notes, “We fight very different battles in business. But the armed services provide exceptionally powerful schooling for engagements that are likely to make a difference. By looking far afield, we can often better see what is close to home.” I could not agree more. Take the time to read, share and discuss this article with your senior team.

As always, please share with me any good reading you have discovered. I look forward to hearing from you.

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