Exploring Prolonged Uncertainty

Recently, the subject of coping with prolonged uncertainty has surfaced during numerous executive coaching sessions. Traditionally, uncertainty is defined by a period of unpredictability or risk and is highly influenced by depth and time. Currently. we are experiencing both as we move through this first month of 2021.

However, given the concept of uncertainty is so big, we need to break it down into three workable distinctions. The first is market uncertainty which reflects what is happening within the market. This is sometimes called demand uncertainty. The question here is the following: are we still offering the right goods and services which meet the changing needs of our customers? On a side bar and related issue, leaders are also questioning whether or not our information sources about what is happening within the market are still the right ones to be paying attention to at this time period.

The second is capacity uncertainty which reflects what is happening within the company. Here the critical question is the following: do our internal operations have the capacity to meet the changing needs of the market and the customers and still be competitive at the same time? At this point, we need to think about organizational capabilities, i.e. the collective ability of the firm. The key questions related to capacity uncertainty are two fold: What does success look like when the market dynamics are continually shifting due to COVID? Do our historic, analog metrics around individual and group performance capture the shift to digital platforms?

The third is leadership uncertainty which reflects whether or not people in leadership positions have the correct mindset and individual competencies to deal with market uncertainty and capacity uncertainty. In simple terms, the question here is the following: do we have people in leadership positions who have the capacity to plan and the capacity to execute that plan given the degree of uncertainty in the market and the organization’s capacity?

Our typical response to uncertainty is to go into self-protection mode. We focus on our worst fears and insecurities. Brene Brown in her excellent book, Braving The Wilderness: The Quest for True Belonging and the Courage to Stand Alone (Random House, 2017) defines these fears as the following: “Fear of vulnerability. Fear of getting hurt. Fear of the pain of disconnection. Fear of criticism and failure. Fear of conflict. Fear of not measuring up.” 

The natural outcome of these fears is to silo up within an organization. It is normal for people to want to protect a division, department or team from chaos, disequilibrium or the loss of resources. We also hunker down and focus on protecting ourself. This translates into focusing on getting our work done and keeping off of everyone’s radar screen.

However, from a leadership perspective, the desired response to uncertainty is greater horizontal collaboration within the company. We recognize that creating and maintaining partnerships and collaboration is mission critical to resilience. 

To make that happen, the first step is to build clarity and to build understanding. What we have to recognize as leaders is that more and more people have lost a sense of clarity. From my perspective, they are clear about the following: why the organization exists, which behavioral values are fundamental, what specific business it is in, who its competitors are, and how the company is unique. 

What they are not clear about is the following: what is the plan? And who is responsible for what? This is a loss of strategic clarity that is playing out in operational choices. The outcome of not being clear with these two questions is that more people feel overwhelmed and the organization feels like it is drifting. Therefore, the natural outcome is that more and more people are asking the question: Why are we doing what we are doing?

When I step back and look at this issue and the current reality emerging in 2021, I have one big insight, namely the amount of time and energy needed to create clarity about strategy within a company is an order of magnitude greater than the time and energy it takes to create strategy. 

This week, unpack the concept of uncertainty with your team and then focus on making sure everyone on your team knows what is the strategic plan for the next three years and the related 2021 operational plan. Next, make sure to clarify what part they are responsible for during the next 12 months. Creating clarity is the daily work of leaders and it does not happen in a day. 

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

Running Hard And Getting No Where

Right now, we are running hard and fast just to keep up with the endless problems, issues and challenges that are surfacing around us. On one hand, we are stunned by current events and choices. On the other hand, we barely have enough time to notice because we are just trying to manage the daily onslaught of difficulties within our own circles of influence and concern.

In the midst of all this craziness, we forget that we entered this global pandemic last March challenged and worn, if not exhausted. And if we are honest with ourselves and others, we will exit this global pandemic more exhausted and more challenged than when we entered it.

When leaders recognize that we are caught between what was and what will be, they have to recognize that individual and organizational anxiety will continue to rise. People will naturally become more self-protective. They will focus on coping more than being creative. Old, pre-COVID problems will show up again at the personal, team and system levels. And if that was not enough, it is common for people to send mixed signals, and to become more polarized. 

Remembering that pandemic fatigue, grief and loss are real, leaders can make three important choices to help all involved more through these difficult and challenging days. First, the creation of temporary systems to handle problems is a viable option when too many unknown variables are in play. This choice will lower the pressure on creating the perfect solution or system. Second, it is important to focus on creating stronger intra group connections. Teamwork was critical to success before and during this global pandemic. It will also be very important as we enter the first stages of a post global pandemic time period. Therefore, help your key teams to stay healthy and supportive as they move though their challenges. Finally, recognize that listening in a respectful manner is a powerful choice. When people feel like their supervisor hears them and understands their challenges, they will respond differently than if they feel like they are being judged or criticized.

As we look toward the future, let us remember how far we have come. We are, we can, and we will make it through these difficult days. Important choices now will create better times in the future.

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

Why Invest In Leadership Training During A Global Pandemic? - Part #2

During recent executive coaching sessions, I have been asked to describe three characteristics of the organizations who have been doing well in the midst of this global pandemic. And over and over, I return to the same three factors which are very important whether or not you are moving through a global pandemic.

First, referencing the work of Patrick Lencioni, build and maintain a cohesive leadership team. When you create a small group of people who choose to focus on collective goals over personal ambitions, you create the capacity to be resilient in the face of technical problems and adaptive challenges.

Second, when you utilize common language and build a shared mindset throughout the organization, you improve the capacity for individuals and teams to become nimble, agile, and flexible. These three things are going to be very important things during the next 2-3 years.

Third, these same companies sustain operational excellence through effective supervision, regular coaching and weekly check-ins. These three elements help leaders create and maintain focus, clarity and overall cultural health.

If, upon reflection, you want your key people to do the above three things better, then now is the time to sign them up for the 2021 From Vision to Action Leadership Training, an in-depth and interactive learning experience.

For more information about the dates, location, price and how to register for this 2021 training, please click on the following link:

https://chartyourpath.com/VTA-Training-Details.html#Train2021

As Arnold H. Glasow  wrote many years ago, “The problem with the future is that it usually arrives before we’re ready for it.” Therefore, now is the best to create people who are ready, willing and able to meet today’s problems and tomorrow’s challenges. 

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

Watch Out For Hinge Assumptions

It does not happen often, but sometimes during strategic planning, I have to interrupt the group and point out that they just made a hinge assumption. When people give me a perplexed look in response to this statement, I have to explain in greater detail. 

Every day, we walk through doorways. In the process, we push open a door or close a door. We do not think about it. It is an unconscious act.

Yet every door opens or closes based on whether or not the hinge pin is in correct alignment with the door. The door can be a work of art or just something bought at a big box store. What ever the case, the door is useless if the hinge that connects it to the frame is not functional. In short, we assume that all doors have functional hinges.

In the world of strategic planning and in the translation of these plans into day-to-day operations, we often make hinge assumptions that may or may not work. For example, this past summer school districts across the country created plans to implement a hybrid model of teaching. Schools broke students into smaller groups and had them attend classes on different days. The goal was to reduce exposure and prevent community spread of COVID-19. If a student group got exposed, then the teacher and those particular students would quarantine for a set number of days before returning to the hybrid model. 

The hinge assumption within this particular plan was that there would be adequate number of substitute teachers within a school district to work within this model. The reality was quite different. And many school districts had to abandon the hybrid model for all on-line education. The model was a good model, but the hinge assumption made it dysfunctional as more and more teachers and ultimately substitute teachers had to quarantine.

In the world of hospitals and healthcare, they also ran into a similar problem. They went with a plan that if nurses and doctors got exposed to COVID due to a variety of problems with PPE, etc., they also would quarantine for a set period of time before returning to work. Their assumption was that open spots in their schedules could be filled by other doctors within their facility and traveling nurses, i.e. RNs who travel from hospital to hospital and work for short periods of time. The hinge assumption was that there would always be an ample number of traveling nurses to meet their needs. In reality, nurses and then traveling nurses got COVID (mostly through community spread rather than work spread) and they had to quarantine due to this exposure. This created major operational problems within healthcare that are still a problem today.

As we move further and further into 2021, I encourage all of you to sit down with your team and your 2021 strategic plans and ask the uncomfortable but important question: Have we made any hinge assumptions? If so, then now is the time to make some changes before you encounter serious problems.

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

Now Is The Time To Prepare For A Post Pandemic World

Quietly, many leaders are starting to think about what to do as they and their companies enter into a post pandemic time period. During recent executive coaching sessions on this subject, I have pointed out two key concepts as they explore this possibility.

First, there is a major difference between strategic time and operational time within a company. The former focuses on anything from 18 months in the future to three or more years down the road. The later focuses on this day, this week, this month or maybe at most this quarter. 

What many leaders forget about the post pandemic period is that the capacity to plan has to be matched with the capacity to execute the plan. While there is great eagerness to get back to growing the business and serving more people plus making more money, we have to remember that executing too much change or setting too high exceptions related to individual or team performance post a major disruptive event like a global pandemic will only create more and new problems that result in a loss of confidence at the individual, team and company levels. The key at the operational and strategic levels of the company is to create a series of planned short term wins so all involved feel like they are making progress rather than just moving along a pathway to continued personal and professional exhaustion and burnout.

Second, once everyone who wants to get vaccinated is vaccinated, it does not mean we are back to doing business as usual. This global pandemic has changed so many business operating models. Furthermore, customers have learned new ways to interact with the company. Some of these new ways they like and others they have learned to tolerate. Same goes for employees. Therefore, we must plan on at least another 24 months of living and working in an adaptive period.

Still, it is the time to start thinking, discussing and preparing for a post pandemic world. We know 2021 and 2022 will be challenging and messy, but given all we experienced in 2020, we also know that we are stronger and more adaptable than we ever thought possible. So, hang in there and know that better days are ahead.

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

Why Invest In Leadership Training During A Global Pandemic? - Part #1

Right now, we are caught between what was, pre-COVID, and what will be, post global pandemic. Every day, there are more endings, interim solutions and hope for new beginnings swirling around the work place. As a result, leaders are stretched and teams are struggling.

When we take stock of where we are right now and look forward to the next 18 - 24 months, it is clear to all of us that we need more people to become leaders and we need our current leaders to become better leaders. The unknowns and uncertainties will not go away with a vaccine. They will just evolve into new problems and new challenges. 

Therefore, now is the time to build capacity so we can continue to adapt. As Jim Collins and Morten T. Hansen in their book, Great By Choice: Uncertainty, Chaos, and Luck - Why Some Thrive Despite Them All (HarperCollins, 2011), wrote, “It’s what you do before the storm hits - the decisions and disciplines and buffers and shock absorbers already in place - that matters most in determining whether your enterprise pulls ahead, falls behind or dies when the storm hits.” And we all know that the upcoming months and years are going to be filled with more storms.

So, if your organization needs to be better prepared, then now is the time to sign up your key leaders for the 2021 From Vision to Action Leadership Training. Through a challenging, interactive curriculum which blends lectures, selected readings, small and large group discussions, participants in this four part leadership training gain critical knowledge and skills which improve their ability to help their people and the organization as a whole move through periods of prolonged uncertainty.

Given the global pandemic, the first two sessions this year will be via the Zoom platform and the final two sessions will be in person if it is safe for us to gather that way in 2021.

For more information about this unique training experience, please click on the following link:

http://www.chartyourpath.com/VTA-Leadership-Training.html

For more information about the dates, location, price and how to register for the 2021 training, please click on the following link:

https://chartyourpath.com/VTA-Training-Details.html#Train2021

Now is the time to create leaders before you need them. I look forward to hearing from you in the coming days.

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

There Is No Fast Lane On The Road To Recovery

Many of us want this to be a better year than 2020. We all have high hopes for a large degree of normality to return to our lives. We seek to recover all that we have lost in 2020.

However, we need to remember one uncomfortable truth as we enter this new year. There is no fast lane on the road to recovery. It takes time and it is a process, most of which happens on the inside rather than just on the outside.

As leaders who grasp this fundamental truth, we must realize that creating the right environment for this internal process to take place is mission critical to making 2021 a better year. The first step in that creation process is to increase psychological safety. Rather than defaulting to dysfunctional methods of managing people, i.e. carrots (paying more for work completed) or sticks (reprimanding or threatening job loss), we need to focus on execution as a pathway to learning.

Furthermore, to increase psychological safety, we must recognize that this is the year to support people to grow and to achieve a new level of performance. The key word in that sentence is “grow”. We do this by offering support so people have the confidence to embrace the changes before them. As their personal confidence grows, so will their confidence in their team grow. The former involves more proactive coaching and the later is more emotional more than mental. 

At the same time, we as leaders need to recognize that it’s not just making sure all the goals, new systems, etc. will happen this new year. It is how our direct reports feel about implementing them in 2021. Facts and feelings are part of creating psychological safety. 

The second step is to role model personal accountability for our words and our deeds. When we choose to hold ourselves accountable to a higher level of integrity, we send a message to everyone that this new year involves doing on-going internal work and generating significant external results.

So, as we begin this new year, let us all remember that there is no fast lane on the road to recovery. The only way to it is through it. Now is the right time to commit to becoming a better person and a better leader in 2021.

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