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| CONTENTS: |
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| Section 1 |
- Topical Topics |
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This is the second of a series about what it is that characterizes a leader.
Me? A Leader?
While some leaders are appointed, formally designated and generally recognized, the vast majority are quiet, 'unsung' heroes who simply rise to any one of the myriad occasions we face every day.
Regardless, there are certain characteristics that leaders share. If you consider all the leaders that you know, whether they are current, past or future, real or fictional, well-intentioned or otherwise, and from different fields of endeavor, you'll find common traits.
These are not magical qualities, reserved for the select few, but rather common abilities which just seem to come together when needed. We continue our exploration of a number of these characteristics over the next few issues of Polaris Digest. This month we will consider:
Passion . . .
Behavior is driven largely by emotions. Sometimes these are positive emotions arising from the 'mother lode' - love and its variations; other times they are negative being driven by the 'nemesis' - fear and/or one of its many derivatives. It really doesn't matter which, whether positive or negative in origin, it's emotions that stir us to respond, to behave, to take action.
The stronger the emotion, the more impactful is the behavior. To be truly effective a leader must have impact, so leaders need to deal in and with strong emotions. If you consider the great leaders in history, from every field, each one of them could be accused of having strong emotions, of being passionate!
A leader is 'someone who focuses the desire for change in others and creates a new reality'.
Our challenge is often that this desire for change can verge on the listless and apathetic, lying comfortably dormant until some leader applies a short, sharp kick in the anatomy (KITA). The leader's task is not just to focus (see last month) but also to get things moving.
Yet this passion, this emotional energy cannot reside solely with the leader. There are some who will demonstrate the passion in order to ignite that of others. Though, if the emotional energies of the group are not engaged - and quickly - the leader's passion can fizzle and die. The leader can kindle a flame, but others (the group) must carry the conflagration.
Also, the first hot flush of excitement is rarely sufficient to both initiate and sustain the desired change, and to navigate it through the turbulence of opposition and the sluggish backwaters of complacency. Nothing will change substantially until all related behaviors change, until people see and do things differently - continuously. The passion cannot die.
We all recognize that it can be a real challenge to engender excitement and passion in others. This is well known to orators and actors who seek to stir emotions within their audiences. It takes some talent, it takes a good deal of work and, above all, it takes time.
Great leaders, orators and actors, know that the secret is to find and fan the passions that reside in the hearts of people - for we all have such passions. It's true, society encourages us to suppress them, to regulate and control them, for this is the non-negotiable price of membership in 'polite society'.
But the 'rational' leader, who resorts to dispassionate argument, to logic and reason, moves very few others to the new reality. Effective leaders show their feelings, become excited, provoke and stimulate others, and even goad them into action and reaction. The passion that lies within each of us is so ready to emerge; all that's needed is the key to the door.
When the 'gloves are off' and our passions are inflamed, we can forget the consequences of our actions, unleash the dogs of war and go boldly into that dark night. The mob, incited to violent action, is a nightmare for most of us; yet far fewer suffer at the hands of mob-rule than die an apathetic death. The judicious leader uses focus to direct the energies of the group, and plans first - before the torrents are released.
So, ask yourself,
- "If this is to be my opportunity to lead, where's the emotional level within the group that I can engage to move us towards the desired new condition?"
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- "What could I do or say that would help others to reach down into their deeper, perhaps suppressed feelings, making them want to act to achieve success?"
- "How do I encourage others to take and sustain emotional level action towards the goal so that they will 'drive through', overcoming obstacles, while I 'steer'?"
We have focus and we have passion, and now we need "Control" to bring us safely home. Tune in next month for the next installment!
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Timely Insights . . .
A recent book by Donald E. McHugh entitled "Golf and the Game of Leadership - An 18-Hole Guide for Success in Business and in Life" offers a fascinating perspective on personal development. Drawing on the experiences of the golf course, McHugh identifies a number of really provocative ideas. The power of focus is one such concept where the intense concentration on perfecting the shot being executed right now means winning the game, the tournament, and the prize money.
Just ask the question to WIN: What's Important Now! http://www.amazon.com/ for your copy.
Perhaps the biggest challenge to creating successful change within organizations is emotional resistance. Experience has demonstrated that all resistance originates inside of individuals and it can be both active (hostility, sabotage, confrontation, etc.) and/or passive (apathy, withdrawal, complacency, etc). Like the Fram Oil Filter advert said, "You can pay me now, or you can pay me later". There are two useful techniques to dealing with emotional resistance - surfacing it early in the process and working in others' realities. In either case you use questions rather than statements to convey information. Could this be useful?
A certain key to success when recruiting and selecting new staff is to start with the dimensions of the role in question. Before any candidates are even identified, those who will work in-line or alongside the new person are encouraged to define the areas of contribution that will lead to mutual success. When these areas or 'dimensions' are summarized and prioritized, a consensual checklist emerges that will guide the selection. If you'd like more, please visit http://www.ebooks4business.ca/
With increasing numbers of self-employed persons and telecommuters the sudden mushrooming of home offices has become evident to all. What is not so evident is the impact of the home office on the health and well-being of people who use them. Rarely are such facilities ergonomically designed, socially stimulating and functionally efficient. More devastating though is that they never close! Because they are there, we spend too much of our time working and performance effectiveness and efficiency falls off in a hurry - and there's no one there to tell us. Do yourself a favor - take time out to refresh and close the door when business is done.
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The Fickle Finger of Fate . . .
Those who are old enough will well remember the Rowan and Martin Laugh-In show of the '70s and '80s. One of its features was the Fickle Finger skit where some public figure was highlighted for ridicule through the 'Award of the Fickle Finger' - just let your imagination do the work, alright? Well, the idea lives on today, even more vital and pointed than before.
In practice, it's not at all funny, in fact, it's highly destructive. Finger pointing begins whenever the issue of accountability is raised. It might be simply deflective or it can be dangerously accusatory. Either way it creates irreparable damage to productivity, contribution, relationships and credibility among other essential components of the working environment.
The damage is rarely selective or as discriminating as intended. Those who initiate it will invariably end up with vestiges of the 'stink' clinging to them. Innocent by-standers frequently become 'collateral damage'. While the intended victims may suffer, the organization suffers much more. Finger pointing is today's manifestation of the dreaded seven-headed beast that will devour the earth! Strong words, I agree, but not too strong in the face of this insidious monster for, once unleashed, it will create havoc both now and into the future.
How can we tame this beast? While it is yet small and under-developed, we need to learn to keep it in its cage. Before it is released we must restrain it with fetters and controls. We need to stand guard at the portals of our own thoughts - for that is where the beast resides.
Before you are tempted to deflect, to evade or avoid the issue that signifies a problem, just make one simple statement to yourself - "I Own the Problem!" The corollary of these words is the natural sequitur, "What can I do to fix it?"
Try this simple demonstration. Extend your hand and finger to point at another person. Now consider your extended digits. How many fingers are pointing away from you - at your intended target - and how many are pointing back at you - the one source of solutions you can truly control? Perhaps your thumb is pointing upwards - the source of infinite wisdom.
Meanwhile get to work with the one resource you own to apply to the issue, to making a telling difference, to making a needed contribution - you!
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| Section 2 |
- Talk Back |
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You write . . .
A selection of frequently-asked questions.
Question: I don't know where to start. I'm in total overwhelm.
We had some major events underway just before I went away for two weeks on a well deserved vacation - my first in two years. I've come back to a stack of phone messages, emails, tasks, meeting requests - not to mention the piles of paper, I almost wish I'd never gone. Where do I begin?
Coach:
First, you'll take a few, deep, gentle breaths to still the mind.
Then, while everything is still fresh, you'll begin by identifying how you will better manage your vacation "next time around". What systems you will set up, tasks you will delegate, arrangements you will make, what back-up you will organize to ensure you're not faced with the same dilemma again.
Then, and only then,
- sort the important from the urgent
- identify those you must do, those someone else could do
- delegate those tasks you can
- bundle like activities
- prioritize the items
- segment your day into high and low energy periods
- use your high energy time for focused effort
- your slower times for returning emails and phone calls
- allocate specific "time frames" / schedule tasks / time with yourself to complete the work
- reward yourself -- if only with a break every 45 minutes or so.
Time and Energy
Question: I'm running out of time on my main project.
I thought I was being smart, scheduling all my meetings early in the week when I have high energy. Problem is, I end up not having enough energy for myself by the end of the week.
I've been telling myself I'll catch up on the weekend - but that's not happening! It's summer, I have a lot on the go and I want to be out there - not in here!
The thing is, I feel bad enough not getting my stuff done. I feel worse not getting others' done!
Guess it's rather like the old adage "pay yourself first". I should balance out my time and my energy - right?
Coach: You've got it! The only way to be sure you're taking good care of others, is to take good care of yourself first! And you'll probably do a better job allround - without any of the guilt. Now that can't be bad, can it.
Question: It seems as if I spend the better part of my day in meetings, often going home at the end of the day feeling that I haven't accomplished anything. It's driving me nuts. Any ideas? Suggestions?
Coach: Well, lots more questions for you, for sure!
- do you always know what the meeting is about?
- do all those meetings need to occur?
- could the subject matter / decisions be dealt with in a more effective and efficient way?
- is everyone properly prepared for the meeting?
- do you need to be at every one of them?
- are you sure?
- is there another way of participating in the meeting?
- could you arrange to be at the part where you're needed?
- could you "buddy up" with some one who is going / share the load?
- would your time be better spent on something else?
- have you thought of saying "no"?
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Commentary . . .
"Be Reasonable
. . . just do it my way!"
How often these words are uttered or implied as an inducement to change. How often the intended change fails! It may well be the most logical, most time and cost effective, most equable course of action open to the organization - and yet it fails.
The problem is resistance; resistance to change, resistance to authority, resistance to ideas. These are not different but rather they are the many sides of the same mountain. They are, in effect, emotional resistance. Some individual has dug in his/her psychological 'heels' and said, "This is not comfortable for me. I shall not comply nor submit!"
Over time and exposure the resistance spreads to other individuals, each having her or his own agenda, and the resistance gains strength. As others enter the coalition of resistance these causes will become compounded and hence incredibly complex.
After a short while, it's no longer possible to find a simple solution and the resistance movement wins by default - the proposal collapsing under the imposed weight, eventually stalling the intended change completely. How can we cope with this?
The preferred strategy recognizes that the initial impetus is psychological - an emotional response to be exact. It is stimulated perhaps by a lack of understanding (resulting from flawed perceptions not intellect), or by a fear that there'll be a loss of power, influence or control, or because there's insufficient credibility or allegiance to the initiator or to the concept.
Here are five strategies that will assist - given three essential qualifiers, namely:
action is taken immediately and decisively;
there's an investment in up-front planning; and
all commitments made are honored.
Strategy 1 - Identify and resolve any opposing issues in advance of implementation.
This can be best accomplished by asking questions like, "What would be the impact if we were to . . .?" "How might people respond if we . . .?" "Would we meet our objectives better by . . .?" "What would happen if we . . .?" The objective here is to raise likely points of resistance during the 'plastic' planning phase, that is before commitments and reputations are placed on the line.
Strategy 2 - Gently take apart stated positions by breaking them into component issues
There're always some 'institutional' agenda that oppose on points of principle. Their strength lies in an accumulated and generalized acceptance which appears inviolable. By splitting off the precise issues that relate to the proposal, the accumulated impact is seriously weakened. 'Re-bundling' will be attempted for sure, but it can be resisted.
Strategy 3 - Use participation and consensus building to the greatest extent practicable
Everyone has an opinion, not all are prepared to share it. You may well have to use inducements and incentives to get individuals to volunteer their views but the effort it takes is well worthwhile. Focusing on what it is we can agree upon is far more powerful than focusing on the issues where we simply differ.
Strategy 4 - Establish common priorities of concern through merged perspectives.
Your credibility as a leader is reinforced whenever you take the interests and concerns of your followers seriously. By negotiating, accepting and honoring commitments to others' perspectives and priorities you are gaining vital leverage and demonstrating your good faith and authenticity.
Strategy 5 - Create a joint action plan with measures for monitoring and time tables.
The question most often is not on what we might do, but rather on how we could do it. The same program can be implemented in different locations of the same organization with minor variations in the process which would lend a local flavor, transfer ownership and decrease resistance. Although the pathway can be quite different, the outcome is the same.
It's not 'rocket science' - just plain old courtesy and common sense. But then, as my sainted Scottish Aunt was wont to say "The only problem with common sense laddie is that it's no' verra common!" True, Auntie, very true!
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A Point of View . . .
This section is a Guest Column.
Those with different and interesting
viewpoints are invited to state a case on a related topic.
Articles are welcome – up to 250 words, please. Let’s hear from you!
Training as a Whipping Post
I find a great many Managers using Training and Development as a crutch. It's a ready excuse for why their employees may not be performing up to par. Recently, I had the experience of working with a very frustrated new employee. In his first week and a half he received training in the various departments, services, and applications. By the end of his second week he was sitting at his desk frustrated at the lack of direction and no opportunity to apply what he learned on the job.
A common misconception about training is that it equals learning - and the relationship is one to one. Training however is simply a tool for opening minds and imparting information. It can never replace true experience and the wisdom acquired over time. Trainers open the doors to information but it is managers who help employees through those doors and acquire wisdom. In recent studies the Canadian Society for Training and Development found that training impacts just 20 -30% on overall development or learning in an organization and employees. The remaining 70 - 80% happens elsewhere!
Some of you may be able to relate an occasion where a manager or supervisor took the time to listen to your ideas, give you the occasional push, and guide you in your development into a seasoned professional. Although you may have received some formal training in your role, without the support and guidance of this senior person your success may have been slowed.
In my opinion, no manager or supervisor is truly effective unless they understand that it is in their realm that true learning occurs. By leveraging this unique opportunity to provide an enriched experience for their employees they will achieve greater success.
Well, that's my opinion, anyway!
Bardhonia Harding,
Dynamex Canada
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| Section 3 |
- On the Horizon |
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Emerging Trends & Developments . . .
A Bias for Action
Managers blame many factors for their lack of accomplishments: a lack of motivation, limited time, insufficient money / resources, and corporate bureaucracy. New research suggests though that the amount of willpower leader / managers bring to their jobs can be a critical element in their success.
In a new book, "A Bias for Action", leadership expert Heike Bruch and management expert Sumantra Ghoshal demonstrate that managers often confuse activity with accomplishment and motivation with true leadership. Their study reveals that 90 percent of managers waste time through procrastination, becoming emotionally detached, and distracting themselves with busy-work. They point out that only ten percent of managers act with true purpose to get the most important work accomplished.
They present simple strategies for bolstering willpower and provide ways managers can use the willpower of others to encourage collective action. This is perhaps one of the most powerful ideas in circulation today - why not take a closer look? Try the publisher at http://harvardbusinessonline.hbsp.harvard.edu/
or Soundview Executive Book Summaries at http://www.summary.com/
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Opportunities & Challenges . . .
Orientation Training
Can you imagine buying a brand new Mercedes Benz, taking delivery off the showroom floor and then driving straight out onto the highway and putting the pedal-to-the-metal? You wouldn't be so fool-hardy, right? No one would be that irresponsible!
At the very least, we would gently and gradually expose the new vehicle to the road. We'd familiarize ourselves with its features and capabilities, and carefully and frequently check to see that everything is working as it should, ensuring that we have proper mastery under a wide range of conditions. Only then might we take it onto the highway and open it up to see what it could really do.
So, help me to understand why it is that we invest so much time and money, not to mention our good name and reputation, in hiring top-level talent and then release him/her into a role / function without benefit of proper orientation and preparation.
There's a well recognized phenomenon - the 'honeymoon' period - where new appointments can apparently do little wrong. This is usually very brief, and then it's followed by the 'clay-feet' period where we may even regret we made the hiring decision we did. This is not only demoralizing and intensely regrettable - it's totally unnecessary.
No matter how knowledgeable and skilled a new appointee might be, (s)he needs to learn two things before any kind of contribution is possible. First (s)he must learn our business and its unique culture (the way we do things around here), and then (s)he has to learn the market we serve - our customers and the relationships that bind us.
"Experience is a great / the best teacher!" assert some, as they throw the new person in at the deep-end. Some learn to swim in a hurry; others go straight to the bottom, an unpleasant and sometimes fatal experience. Orientation programs allow the individual to wade in through the shallow end, to test the water before they are put to the test, and to acclimatize to the strange new conditions that we all take for granted.
Coaches know only too well the sometimes irreparable damage that can occur when a key person is improperly briefed or orientated to the new responsibility. The most challenging task where this has occurred is the 'un-learning' that must take place before approved contributions are possible. An outline of a typical orientation program could serve as a template to assess current needs.
In brief form, here are the 'plusses' and 'minuses' for investing in a well-structured Orientation program for your organization:
First, the 'minuses':
- "We don't hire many new people, so it wouldn't be either time or cost effective."
You need only to lose one key person a year for this reason and you've exceeded the value of the time and effort required for the program.
- "There are too many immediate / pressing priorities to allow the time"
You can do it right the first time, or you can do it over. Which would be the sensible way? Which would be best for productivity? credibility? morale?
- "The proper persons needed to run such a program are simply unavailable"
Relationships within the organization are key and they're better formed while conditions are still 'plastic'.
- "The investment of time and effort to make this worthwhile is unwarranted"
Proper planning and preparation cuts implementation time by a significant fraction - ask the Japanese!
- "Any new person worth their salt would be either insulted or bored, or both."
Truly intelligent and wise persons are likely to want to test their assumptions before committing to action.
Now the 'plusses':
- "It's preferable to start any new venture with the 'big picture' view"
The broader the view, the higher the confidence and the greater the incentive to take initiatives
- "Establishing critical networks early in the game will assist seamless successes"
Making the right things happen requires mastery of the vital interpersonal connections and relationships
- "Credibility has to be safely demonstrated before sustainable trust can emerge"
People need time and a little space in order to build confidence with the 'unknown', and its best proven through actions not words
- "It's important to provide time / opportunity for the proving /testing of assumptions"
Without the benefit of a shared culture, the risk of misunderstandings and misconstruances is exceptionally high, so we proceed with caution
- "Hypothesizing and experimentation are best conducted under controlled conditions"
A laboratory environment is a more comfortable venue for experimentation than the hard road of expected performance.
Naturally, the meaning and impact of such statements will be different from one organization to the next. The underlying principles however, are the same. At least, give the matter some serious thought, for the lessons of our mistakes will continue to present themselves until we have learned the principles effectively.
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A Case Study . . .
"I can't understand why an intelligent and ambitious person like you won't grab the 'bull by the horns' and wrestle the issues to the ground. Why is it that you feel you have to come to me to approve almost everything you need to do?" Joanne was struggling to keep her obvious frustration under reasonable control as she faced Ken across her desk.
Ken dropped his eyes momentarily, then mustering his courage, said, "You've probably forgotten that the first few times I stuck my neck out - when I was fresh into the job - you actually chewed me out for over-stepping my responsibilities, Joanne. I learned my lesson!"
Joanne was more than a little peeved. "It wasn't that you over-stepped," she stated, "it was that you simply didn't know what had to be done. I could see that you were taking the wrong path, creating more problems than you were likely to solve. I thought you were more experienced than you actually were, so I had to curb your actions for a while until you were properly in the picture."
"Well it didn't feel like that,' Ken said with some resentment, 'and as for my 'lack of experience' I told you that I'd had little management training. Even now I'm not sure what my options might be on many of the issues. But I am learning - and fast. I just need a little help from you, and that's why I come to you."
"But I just don't have the time to train you on the basics," Joanne said resignedly. "It's all I can do to teach you our business and the expectations our customers have. I shouldn't have to teach you how to think about things and how to manage your relationships with other staff."
Well, I don't know how we're going to resolve this," Ken said. "I'm honestly doing my very best and I know I'll be up to the mark soon. In the meanwhile I could do with a little coaching and encouragement." If you can't find the time maybe I should be looking for help somewhere else, he thought.
Joanne read the thought and made a fast decision. "Leave it with me for a few days," she said confidently. "I certainly don't want to lose you. I'll find an answer!"
After Ken had left, she picked up the 'phone and called her HR Manager. "Please send over that information on the Polaris program," she requested, "I think I've got a candidate for the next program".
Could this be your situation? If so, please contact us for more details.
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Reach Out!
Harness the power of a sparkling new thought every week. By subscribing to our "Reach Out" service you'll receive a short, high impact, motivating and often provocative quotation every Tuesday morning. It will lend focus to your week, stimulation for your thinking, insights into your whole life and perhaps even solace for your soul.
Best of all, it's free! Take a moment for yourself and make room for a little refreshment.
http://www.reachoutdirectory.com
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| Section 4 |
- Secure Site |
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Polaris members are invited to visit the Secure Site (members' area) to review the Modules on
Operating Strategically - Integrated Thinking
Influencing Others - Relating Styles, and
Focusing Principles - A Leadership Phiosophy.
Preparatory readings for Work Out 4 will be posted by July 21st. Please contact your Coach for details.
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Be kind to yourself - and to someone else! |
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Stay well, live long and prosper.
David Huggins and Amanda Levy
Andros Consultants Limited
http://www.andros.org
Helping individuals and organizations be their best
http://www.ebooks4business.ca
Distinctive business books for the discerning mind
http://www.polarisprogram.com
Realizing tomorrow's potential - today!
Shameless Marketing Tip:
With close to thirty years of experience in identifying and resolving
professional and business issues, we've developed a wealth
of expertise that could benefit you. An exploratory consultation
carries no obligation. Let's talk! Contact us at info@andros.org
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