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| CONTENTS: |
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| Section 1 |
- Topical Topics |
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The Leadership Crucible . . .
Crucible - a place or situation in which concentrated forces interact
to cause or influence change or development . . .
and this is the place where true leaders emerge! In the second of a four-part series of related articles, we continue to explore the circumstances in which organizational leaders will find themselves tested and tried. They will have been ‘proved’ by fire!
True leaders are those who can handle both transactional and transformative changes at will. They can sense the desire for change within others and create a vision of what could be. Then they take action to design and implement movement towards a new reality that inspires all within their sphere of influence. They focus and catalyze change by stimulating others to act upon latent desires with enough impetus to realize a totally new and valued condition for all.
The vision is clear, colorful and compelling and, most importantly, it resides securely within every person involved. The resultant influence isn’t applied externally, nor is it enforced. Sufficient pressure is brought to bear through the mosaic of contiguous personal visions.
No coercion or incentive is required, simply because the substance and energies already originate inside of those who choose to follow. Through the leader’s intervention, the emerging desire for change exceeds the needs for individual or collective comfort and the sum of all fears of failure. The old order is passé. A new beginning, a new birth is called for and the leader acts as the midwife!
A Model for Development . . .
Birth is an integral part of life, shared by individuals and organizations alike. Let’s use this analogy. All dynamic, living entities from persons to mighty civilizations appear to follow the same pathway through life. We can visualize this by use of the simple S-curve:
Individuals and organizations progress through a number of stages. Following inception there is ‘infancy’ which is characterized by very high vulnerability, the need for nurturance and protection from others and a degree of winsomeness – but little or no contribution. This stage transits rapidly to ‘childhood’ where the individual’s growth is visible but deliberate and slow. Despite low contribution, continuing investment is needed to sustain the person or organization, for it remains vulnerable and continues to rely on significant external supports.
Then there usually follows a troubled, sometimes chaotic period when there’s explosive, unpredictable growth, disruption and dissent, and a fundamental re-making of rules and standards – the ‘pre-adult’ stage. Assuming that the entity survives the trauma, things settle down in the ‘emerging adult’ stage and measurable, sustainable productivity ensues. This is the beginning of a rapid “elevator ride” to the top.
The ‘mature adult’ phase continues the productivity and the entity becomes increasingly predictable and manageable – the elevator ride continues and the rewards are significant. After some time however, the sustained productivity starts to diminish and new initiatives become rarer and less risky.
The person/organization, although rich in experience, and perhaps wordly-wise enters the ‘senatorial’ stage. It now appears to be seeking comfort, predictability and stability above all things. Momentum slows as the law of entropy prevails. The entity is in visible decline and eventually will cease to be.
In some form ‘death’ is an inevitable outcome - but it isn’t the end. There are elements that survive; substantial components that endure. What must eventually ‘die’ is the current Strategy – the body, while the Values / Principles – the Soul, enduring ideas that transcend, lives on. But how can this be when the S-curve makes it so clear that there has to be an end?
The Need for Rebirth . . .
Like humankind, the organization must be re-born. A new S-curve has to be initiated at some “rebirth” point (see above) while the organization is yet strong and resilient. It moves at 90 degrees to the current course, so it’s a noticeable ‘disruption’ in the scheme of things. Also this new strategy is an ‘infant’ so it draws upon the energies, focus and resources of the parent Strategy. This can be as traumatic as any human birth and there are strong parallels.
The parent – the original Strategy – will nurture and protect this offspring and carefully insert and guide the transference of values while the entity is new and vulnerable. At the same time the proud parent dreams and encourages the new, independent life, supporting it to achieve greater things and attain even loftier ideals. Ah, proud parenthood!
As the parent continues to mature, and perhaps to lose power and vitality, the offspring will wax stronger and more independent with unique goals and standards of its own. At some future point, it will become self-supporting and autonomous, it will develop a mind, a personality and an existence all of its own.
Pitfalls of Culture . . .
Organizational culture is very similar to human personality. Basic Values can be transferred to and internalized by the offspring, both as visible and invisible aspects. Consider this ‘culture/personality’ to be like an iceberg (see Culture Iceberg below) - eight ninths are beneath the surface where it cannot be seen but it may certainly be experienced!
What’s beneath the surface is both powerful and dangerous – we need to be aware. Like the keel of a sailboat the great mass under the waves provides stability and impetus to the entire ‘berg. In our analogy it is comprised of four main elements, all of which act as levers for change – if they are used properly.
Our new offspring needs a personality to call his/her own. The role of the parent is to provide suitable ‘role models’ (Heroes/Heroines), tutor through appropriate stories and lessons (Myths), set up some supportive relationships (Networks) and then to reinforce and remind by means of ‘rites of passage’ (Rituals). Only then will the right ‘declared values’ emerge and the parents feel that it’s time for an earned and quiet retirement.
Our new organizational venture needs freshly designated heroes, myths, networks and rituals of its own too. Even if the new cultural elements are formed from those of the parent body they can yet be distinct yet comfortable. When these are well designed and successfully implemented the new organization can stand alone. Our prodigy will come of age!
Is this all there is . . .?
The leader as parent is a robust analogy, demonstrating the vital need to walk the fine line between excess and neglect. Just as parenting is rarely plain sailing, the ‘spawning’ of organizational offspring in the form of new strategic ventures will have its challenges.
Rebirth is absolutely necessary because we will not live forever in our present form; it is also worrisome and painful at times. In our next issue, we’ll look at some offspring rearing challenges, specifically sibling rivalries and interpersonal strife.
Meanwhile, where are you?
Where is your organization? Do you really know?
The journey towards success as a leader / manager begins with an honest appraisal of where you are now. Are you ready for the truth? Are you prepared to explore the challenges of deep change? Is this the time for you as an individual and for you as an organization?
We offer the Leadership Crucible – a penetrating, constructive workshop centered on proven leadership competencies – which will inspire and assist you to navigate the developmental challenges you’re facing – individually and collectively. It isn’t easy and it will cost you some, but it’s a journey we all need to take, at least once – if we intend to survive and succeed.
Let’s be clear, you do not have to do this. In fact, like parenthood, it would be safer and more comfortable not to do it. Without the experience though, nothing significant will change, including your eventual demise. The reward, should you do it, is that you will break free of ‘slow death’- and that which is of value to you will indeed live forever!
If you do take the plunge, you’ll have better than a fighting chance for success in leadership and management – especially if you do it as a team. When considered against this potential outcome the price of one day of your time and a few hundred dollars may well be a sound investment.
This is a tap on your head. Should we be talking?
A Note to our Readers . . .
Previous series of articles on the topics of
- Leadership Characteristics,
- Succession Planning, and
- Managing Change
have been designed as discussion guides for those who lead and manage through mentoring and coaching. If you would like to secure a copy for your own use, please contact us.
It is a pleasure to share ideas with you and we'd welcome your questions, suggestions and comments. They'll assist us to refine and expand the essential value of these initiatives.
Thanks in anticipation for your participation.
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Timely Insights . . .
The 21st Century Organization . . .
About half a century ago, the late, great Peter Drucker coined the term ‘knowledge worker’ to describe a new class of employee whose basic means of production was the productive use of knowledge and information. Often referred to as ‘professionals’ these knowledge workers constitute a substantial proportion of the labor force – and they are acknowledged as creating significant value for the organizations they serve.
While creating and exchanging knowledge and intangibles through interaction is at the very heart of what they do, making it possible for companies to deal with today’s rapidly changing and uncertain business environment, they squander excessive time and energy searching for the information they need – even when it resides within their own infrastructure. They are far from adept too, in coordinating their work with others.
Somehow the basic formula of ‘contribution’ plus ‘collaboration’ equals ‘value-added’ has been corrupted. There’s an extremely helpful article in McKinsey Quarterly, authored by Lowell Bryan and Claudia Joyce that is worth your review. Go to: http://mckinseyquarterly.com/
Circus Acts . . .
There are times when we all feel like clowns and the suggestion that life itself is just a circus is a fleeting thought. Ella L.J. Edmondson Bell, Associate Professor at Dartmouth’s School of Business, proposes this idea in her MBA programs. Her ‘angle’ is engagement.
There’s a neat description of the strategy she uses to make her point in Fast Company’s December 2001 issue.
She advises would-be leaders to draw three rings – one each for your work, your personal life and your community involvement. The rings can vary in size and inter-connect or not. Then in each ring draw the performer you think represents your role in that sphere – tightrope walker, lion tamer, clown, etc. Below each performer list your biggest stresses and your primary coping mechanisms for each role. Finally Imagine what you’d like the three rings to look like, and build an action plan to make this a reality. There’s more detail in the Fast Company article which you’ll find at http://www.fastcompany.com/magazine/53/circus.html
The 5 ‘Whys’ . . .
The 5 Whys is a simple problem-solving technique that helps users to get to the root of the problem quickly. Made popular in the 1970s by the Toyota Production System, the 5 Whys strategy involves looking at any problem and asking: “Why?” and “What caused this problem?”
Very often, the answer to the first “why” will prompt another “why” and the answer to the second “why” will prompt another and so on; hence the name the 5 Whys strategy. Benefits of the 5 Whys include:
- It helps to quickly determine the root cause of a problem
- It is easy to learn and apply
When looking to solve a problem, start at the end result and work backward (toward the root cause), continually asking: “Why?” This will need to be repeated over and over until the root cause of the problem becomes apparent.
The 5 Whys strategy is an easy and often-effective tool for uncovering the root of a problem. Because it is so elementary in nature, it can be adapted quickly and applied to most any problem. Bear in mind, however, that if it doesn’t prompt an intuitive answer, other problem-solving techniques may need to be applied. If you’d like to know more, visit: http://www.mindtools.com/pages/Newsletters/18Oct05.htm
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When I Get Better At . . .
By: Marshall Goldsmith (Originally published in the October 2005 Issue of Link & Learn).
In my younger days, as a newly-minted Ph.D. and consultant in Organizational Behavior, I was very "gung ho". I would challenge my clients to pick one-to-three areas for personal improvement. Then, as I grew older and more experienced, I began to realize that three was too many. The problem was not that my clients lacked motivation or intelligence - they are all very brilliant, dedicated leaders - the problem was that they were just too busy. They all had profitability goals, growth goals, quality goals, customer goals, health goals and on and on. Multiply each of the types of goal by three and you quickly reach a number of goals that are not only impossible to achieve - they are impossible to even remember!
This insight led me to change my aspirations. I then started teaching that my clients should work on one or two behavioral change goals.
Where am I now - in terms of setting goals for behavioral change? Pick one!
What I teach my clients now is to pick the one area for personal change that will make the biggest difference - and focus on that. If we pick the right area for behavioral change, increased effectiveness in this behavior will almost always influence many other aspects of our relationships with people. For example, let's assume that you need to become a better listener. More effective listening will lead to higher scores in all kinds of related behaviors, such as: building teamwork, increasing customer satisfaction, treating people with respect, or even becoming a better friend and family member.
The other challenge that I give my clients - if you are only going to pick one behavior for change - pick one that really matters! Make sure that the benefits of this change are truly worth your effort.
My friend, Dr. Nathaniel Branden - a world-renowned, psychologist and author of about 20 books - has taught me a wonderful exercise that helps answer the "Is it worth it?" question.
The exercise is very simple. Between five and eight people are seated at a round table. Each person is asked to select one behavior that he or she may want to change. One person begins the exercise by saying, "When I get better at…" and completes the sentence mentioning one benefit that will accompany this change in behavior. For example, one person may say, "When I get better at being open to differing opinions - I will hear more of other people's great ideas." After the first person completes her sentence, the second person talks about the behavior that he wants to change, such as "When I get better at demonstrating patience - my co-workers will feel more respected."
After everyone has had a chance to discuss their specific behavior and the first benefit, the cycle begins again. Now each person mentions a second benefit that may result from changing the same behavior, then third benefit, then continuing benefits until the facilitator says "stop" (usually after 6-8 rounds). Finally participants discuss what they have learned and their reactions to the exercise.
When Dr. Branden first explained this exercise to me, I was polite, but skeptical. I couldn't see the value of simply repeating the potential benefits of change - over and over. My skepticism quickly went away when I saw his process work!
Nathaniel and I were facilitators at a large conference which included many well-known leaders from corporations, non-profits, the government and the military. The Officer sitting next to me was a very important military leader. He was directly responsible for many thousands of troops. He was also highly judgmental - and seemed to be proud of it! For example, when conference participants discussed the topic of character, he growled, "I respect people with real character and organizations, like mine, with real values. I don't believe in this situational crap!"
When we began Nathaniel's exercise he flippantly picked, "When I become less judgmental…" as his behavior to change. I was amused and thought to myself, "This is going to be interesting!" True to my expectations, the first time around he coughed and grunted a sarcastic comment. The second time around he was even more cynical.
Then something changed. When he described the potential benefit the third time around, he wasn't being sarcastic anymore - rather, he started becoming serious. Several rounds later, he had tears in his eyes. He sadly sighed, "When I become less judgmental, maybe my children will speak to me again."
Since that day I have conducted this exercise with several thousand people. Many people follow the same path as the judgmental military leader. They start with benefits that are "corporately correct", such as this change will help my company make more money, and end with benefits that are more "human", such as this change will make me a better person. I will never forget one hard-driving executive who chose, "When I get better at 'letting go…" His first benefit was my direct reports will take more responsibility - his final benefit was I will probably live to celebrate my 60th birthday.
As the exercise progresses, one of two realizations tend to dawn upon participants. Some, like the two examples that we have mentioned, begin to see deep meaning and become convinced, "It is worth it!" My advice to these people is simple. Get started on changing now.
Others have a different realization - they begin to feel like they are just "making up" benefits to complete the exercise. It doesn't seem real. My advice to them is equally simple. Don't waste your time! If you feel you have to make up reasons why you should change, you won't have your heart in the process - and you ultimately won't put in the effort required to make the change last.
You don't have to be one of my clients to do this exercise. You don't even have to be in a group. You can do it by yourself. Pick a behavior that you may want to change. Complete the sentence, "When I get better at…" over and over again. Listen closely as you recite potential benefits. You will be amazed at how quickly you can determine if this change is worth it for you!
As an executive coach, I have given up on trying to make people change. I have realized that the deepest source of inspiration for you - has to come from inside you. Take a little risk. Look inside yourself. You may find someone who has been waiting to give you some of the best advice you will ever hear.
Marshall Goldsmith is partnering with Phil Harkins, CEO and President of Linkage, Inc., to present Advanced Coaching Leaders: Masterful Coaching of Senior Leaders and Leadership Teams in Atlanta on December 14-15, 2005. Space strictly limited. Contact Johanna Hising, Program Manager, at jhising@linkageinc.com or 781.402.5529 for more information or to reserve your space today.
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| Section 2 |
- Talk Back |
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Coach's Corner . . .
A selection of frequently-asked questions.
Dear Coach:
Here’s my quandary. I need to present what is possibly the most important proposition of my career to the Board of our NFP organization. In short, it involves a radical change in direction, increased funding and a completely different image for the organization – all of which is essential if we are to fulfill our Vision and Mission. My proposal involves reaching out to street kids, many of whom are deliberately estranged from so-called normal people in society. My challenge is that the Board is ‘hard-hearted’, financially driven and seemingly dispassionate. How do I reach the Board and secure their approval?
Response:
My suggestion is to refrain from viewing the Board as an entity. It is comprised of individuals, normal people just like you and me. Normal people are not always the role(s) they play. Normal people have both intellect and emotions – and this is the ‘key’ concept.
When acting as a member of a Board, people are reminded that legally and morally they must act as one. This may lead to ‘group-think’ a process in which individual will or perspective is subordinated to that of the majority and individuals simply ‘go along’. It can also lead to spirited debate, constructive resolution and the emergence of consensual decisions. Clearly, the latter is the preferred way.
Your presentation of your case must take all this into account. You must first realize that the process will be two-phased – information delivery and then issue resolution. You have access to the first phase, but likely not to the second. The task then is to present to the Board members all the relevant information they will need to consider the issues well.
You will undoubtedly have rational arguments, based on fact, figures, testimonies and expert opinions. You also have subjective inputs, such as general opinions, speculations, experiences and basic love/fear emotions. You need clarity and you also need balance which will guide the Board members to the desired outcomes.
The ‘story’ or analogy is probably your best strategy. Such approaches are easy to understand and to experience at the same time. Remember how you felt when you heard about the ‘realities’ of ‘differentiated others’ in story format? Stories can also be legitimately augmented with props – actual demonstrations and examples that others can experience first hand.
If you design your case well, properly balanced between fact and experience (rationality and emotion) and support it with credible, compelling examples, you will likely reach the members of the Board as individuals and as ‘normal people’. You should not have to resort to politically suasive techniques, such as the presence of the Press, but this could help, although there may be consequences to follow.
The Board is, or should be, representative of the stakeholders in your community. Design your presentation to be a compelling statement with a reasonable ‘call to action’ that the average person could not ignore. Use the STAR formula - demonstrate the situation, define the precise task, outline a logical and rewarding program of action, and then specify exactly the result or decision you are seeking. Anticipate and deal with all possible objections along the way, but speak from the heart to the heart.
You’ve done your homework, you’ve tested your conclusions and you’ve created a positive option for the future. How can you fail?
Dear Coach:
We’re a progressive, fast moving professional services organization that is ‘head-to-head’ in a very competitive market place. Our problem is that we have two types of leader / managers in the firm; about half are traditional, ‘old-school’ but experienced and wise persons while the others are aggressive, forward thinking, ambitious and responsive types. Our management meetings are an exercise in frustration with half the group pushing as the other half pull. What a waste of time and energy! How do we get a ‘win-win’ outcome?
Response:
In my experience, this is not unusual in these changing times – but you do appear to have an extreme variation on your hands. I’m very much encouraged by your question though – seeking a ‘win-win’ outcome - but I suggest that it goes deeper than this.
An organization is a blend of different perspectives united by a common purpose. In those differences lies potential strength but also weakness. Where the differences are used to increase and enhance value – that is, individuals see opportunity and positive impact in the differences - the organization and therefore the clients will benefit. Should those differences be used mainly for the acquisition of power or be viewed as threatening – there is little or no added-value – then everyone suffers and the organization fails.
Further, to achieve incremental or transactional growth, stability and harmony are requisites and trust and respect must be preserved. For break-through or transformative change the rules are different. Here, vision and deep change are required where trust and respect are remade or redefined.
The essential question is what is it that your clients need from you? The answer is likely not simplistic. They will want results but also consistency in performance; they may demand response but also quality; they will be seeking value propositions but also special treatments. There may well be several other dimensions to their needs and wants.
What the client will not want is to be made aware of any internal frictions. This detracts from the value they are demanding and could even increase both costs and uncertainties.
So, resolving the proper balance of client deliverables is the sole and private agenda for your leadership team. There are few simple answers; only elegant combinations of variable components that result in the client’s complete satisfaction and delight are needed.
Work from the vantage point of the client, recognizing the many types of ‘polarities’ mentioned above, and you’ll find that constructive synergy that your different perspectives is promising you. You deserve a happy and fruitful outcome, but you’re likely going to have to work for it.
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Commentary . . .
Talent Banking . . .
We are entering an extremely interesting and challenging era in our enterprises. The events of the past twenty-five years particularly will influence in ways which are hitherto unanticipated and unknown, Hold on, it’s going to be an exciting ride.
The causes are legion but the solution can be just one. Any organization is an equation. First you sum all the component parts – the purpose, the resources, the systems and the people – especially the people! Then you multiply by the so-called soft factors – opportunities, market position and pressures, response-ability, public image and morale – especially the morale! Why the emphasis on people and morale? Because all else can be readily replicated by your competitors.
There can be no real doubt that the single factor that separates the successful from the unsuccessful is the caliber and disposition of the people. Technological advantages, market positions, operating efficiencies and the like, will give one a short-term advantage for sure. These can be identified and imitated very quickly though.
People are truly unique and the right person in the right context is a powerful advantage. Even if a competitor were to entice a key person to leave your organization there’s no guarantee that they’ll be able to reproduce the advantage you enjoyed. Individuals perform differently in different contexts.
So, the challenge is to create, sustain and retain your people advantages against your emerging requirements. It isn’t a difficult undertaking yet most organizations do not do it well.
Let’s go back to the events of the past twenty-five years for a moment. One particularly influential factor has been the short-term view of Boards. Focus has been on maximizing and escalating ninety-day financial returns. The Boards have appointed high-powered, charismatic types as CEO who had the ability to ramrod results. Little investment was made in people, costs were trimmed to a dangerous extent, and public image was not a real concern.
Today, we have a ‘management gap’ between those in control at the top and those who have the knowledge and skills to contribute in a rapidly shifting market. There’s no synergy and there’s little stability. Communications and knowledge / skill applications are perilous. Trust and mutual confidence are more the exception than the rule.
What to do? As we’ve been told by just about every leadership / management guru from Drucker to Quinn, we need to reinvent the organization – in terms of strategy, systems, culture and infrastructure. The common denominator is people.
At one level, people are not unduly complex. They need to feel valued, they need to grow and they seek some measure of security. The organizational practices that would make sense in the light of this are participation, development and consistency. From the individual’s perspective these same attributes could be expressed as ‘focus’, ‘confidence’ and ‘resilience’.
It does not require a sizeable investment to assist people in our organizations to achieve these three personal objectives. If, by so doing, we are able to retain them, entice them to perform better and secure a greater contribution from them, wouldn’t this be a sensible investment? As one business leader said in my presence recently, “I want to hire as many people as I can who are passionate about their focus, who are secure and confident about their abilities and who can manage themselves in a variety of circumstances. Why? Because they don’t cost me anything!”
In start-up situations we do need to hire such people. In more settled conditions we need to develop them inside our organizations. It’s like ‘saving for a rainy day’, and it doesn’t cost us anything! Show me a leader / manager who has invested in the engagement, development and maturing of people and I’ll show you one who has truly earned his/her pay.
It’s time to go to market. Lay up a stock of focused, confident and resilient people, for they are the leaders for tomorrow and they are also the solution for all that is going to ail us.
Think about it!
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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!
Corporate ‘White Water’ Change . . .
is a fact of life! We like to believe that when we are hired we will remain indefinitely -perhaps for the duration of our careers. The reality is that in today's competitive environment companies are striving to move forward and they won’t hesitate to make the seemingly ruthless decisions needed to streamline operations or re-align corporate vision.
These decisions are often made at the highest level of an organization. Few staff members have the privilege of inclusion in the discussions or decisions. The result therefore could be a sudden, unforeseen termination of employees which sends shock waves throughout any organization. This poses challenges for all individuals, as employee to be terminated, as a manager who has to deal with the impact, or as a ‘survivor’ – one who is left behind.
As an individual, the key to survival starts with understanding that termination can happen in the "safest" of workplaces and you need to be prepared from day one on the job.
The first step is to dissociate yourself from your job. Your identity does not come from your job. Often people identify themselves through their job. In extreme cases "that job was his/her whole life", and so when terminated they are lost; it’s difficult to recover and move on. Resiliency is fundamental to survival and it starts with how you see yourself in relation to your position.
Secondly, manage your work relationships wisely. At work, your boss is not your friend. (S)He may be friendly but ultimately (s)he has a function to perform and it may include having to terminate you or your best friend. Anticipate this and maintain a healthy perspective on your relationships by having realistic expectations. Strong working relationships can be vital in ensuring you survive a re-organization. These relationships should develop out of the respect you have for yourself as an excellent employee who has a value to the company. Develop the authentic you and the right relationships will fall into place.
Thirdly, keep your eye on the future. Plan your career. Step back and assess where you are and where you want to be, regularly! Always try to develop skills that are transportable to other jobs and add to your repertoire by taking courses in areas related to your industry. This will make you versatile and help avoid ‘pigeon holing’. Maintain a network of people in your industry. Keep an eye on where the opportunities are and assess your fit. Ask yourself how marketable you are today. Keep in mind that with age comes experience but business today demands innovation and that comes from a youthful perspective -think outside the box. You need to stay innovative by continually refreshing your skills and updating your education.
Fourthly, recognize that no one is indispensable. With time, employees become more specialized. Through this process they can begin to feel indispensable. Sometimes, this happens because over time they become the keepers of critical information in a company. Don’t fall into the trap of thinking the company needs you to survive. Instead of specializing, focus on diversifying. The more you know about the company in general, especially areas outside your own job, the more likely you are to be considered for another opportunity when a re-organization is under way.
Fifthly, keep your eye on the pulse of the organization. There are always signs before a re-organizational change occurs. These may take the form of a new President or a new Board of Directors or perhaps there is a shift in the market. Stay alert and in tune with senior management. They will send signals and it’s up to you to anticipate the outcome.
Lastly, if it happens to you, remember that you have been preparing since the day you accepted the post. You’ll be in the best possible position to make the best of the situation, and to move onward and upward.
Well, that’s my opinion anyway.
Delfina Duarté, B.A., C.P.M
Manager, Real Estate, Hamilton Port Authority.
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| Section 3 |
- On the Horizon |
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The Emotional Revolution . . .
By Gary L. Neilson, Bruce A. Pasternack, and Karen E. Van Nuys
I am continually reviewing psychological extracts which report on the status of current research in all areas of behavioral science. One specific area of interest in terms of its applications to management science and business practice is that of Emotional Intelligence. Here’s one extract that caught my eye recently;
“Rosete, D. & Ciarrochi, J. (2005). Emotional intelligence and its relationship to workplace performance. Leadership and Organization Development Journal, 26(5), 388-399.
In this study, the authors sought to investigate the relationship between EI, personality, cognitive intelligence and leadership effectiveness. They assessed senior executives with an ability measure of EI (MSCEIT), a measure of personality (16PF5), and a measure of cognitive ability (the Wechsler abbreviated scale of intelligence, WASI). Leadership effectiveness was assessed using an objective measure of performance and a 360° assessment involving each leader's subordinates and direct manager. Correlational and regression analyses revealed that higher EI was associated with higher leadership effectiveness, and that EI explained variance not explained by either personality or IQ. The authors suggest that this study establishes a link between EI and workplace measures of leadership effectiveness that should be explored in future research.”
Ignore all the psycho-babble for a moment and look at that exciting finding right in the middle. ‘. . . higher EI was associated with higher leadership effectiveness . . .’ This is definitely something we can put to good use. Tests of emotional intelligence have earned a secure place in coaching and personal strategy development, but this is the first evidence that findings can be used to determine leadership effectiveness.
Watch this space!
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Selecting the Best . . .
Have you ever made a 'less-than-optimal' selection decision?
Jim Collins speaks of 'getting the right people on the bus'. Agreed - the destination is not nearly as important as traveling with those we like and trust - but how can we 'know' them?
Selecting the right persons for our organizational team is the critical first step towards success - yet so few of us do this well. Is personnel selection art or science? Well, we contend that it's a blend of both, and readily learned with the right approach.
That's precisely what we shall deliver in our popular one-hour webinar
"Selecting the Best"
This is a practical 'how-to' session for leaders / managers who need to make the right personnel choices the first time. It will benefit those who are new to the challenge. It will also benefit those who're already adept yet seeking refinement - that 'winning edge'.
The session are facilitated by Amanda Levy and the webinar leader is author, speaker and executive coach David E C Huggins, President, Andros Consultants Limited.
Participants enjoy and profit from a comprehensive explanation and demonstration of behavioural interviewing within the context of an integrated selection system. We'll include all the strategies and techniques to improve and shorten invested time and effort as well as establish all guidelines and proven effective practices.
There are be complimentary hand-outs, valuable materials designed to enhance your selection process. In addition, those participating will be offered the authoritative e-book, "Selecting the Best - the Primer on Hiring" by David E C Huggins, at the special value price of just US $15.00 (including taxes).
This extensive guide to effective selection techniques contains substantial examples, detailed checklists and many other significant, original resource materials that will make the selection process considerably more secure and efficient in your hands.
Contact us today for registration details.
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Way to Coach - three routes up the mountain . . .
Discover the secrets of liberating the fullest potentials and competencies of your key people. There are different strategies and techniques for coaching people through the career challenges they face - as their leader and manager, be their guide!
In this one-hour web-based seminar, you will discover the ways to assist them to
- Resolve problems and performance issues
- Stimulate and sustain effective, focused growth, and
- Collaborate in high performance, spontaneous teams.
Based on the highly informative and compelling book "Way to Coach - a practical guide for those who believe in creating success through other people" author David Huggins will develop the proven strategies that lead people to their personal summits.
It is a practical 'how-to' session for leaders / managers who face the challenge of getting substantially improved performance from their people.
The sessions are facilitated by Amanda Levy and the webinar leader is author, speaker and executive coach David E C Huggins, President, Andros Consultants Limited.
There are valuable hand-outs designed to enhance your coaching processes. In addition, those participating will be offered the stimulating and resourceful core e-book at the special value price of just US$20.00 (including taxes). http://www.ebooks4business.ca/way_to_coach/
This extensive and very detailed guide to effective coaching strategies and techniques contains substantial examples, detailed checklists and many other significant, original resource materials that will make the coaching process considerably more effective and efficient in your hands.
Contact us today for registration details.
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Opportunities & Challenges . . .
Building the Positive Workplace - a Route Map. . .
I was fortunate recently, to attend and participate in a workshop inspired by the Virtues. Strange topic, you may think. Not so, in fact Virtues are both the heart and the foundation of everything we value in life. They are the wellspring of all positive strengths and love.
A key topic discussed among participants was the impact (or lack thereof) of the Virtues on our work places – be they conventional business organizations, social/community groups or simply, the family. These are all places where we try to make a difference, get things done, leave a legacy, whatever.
As a result of what I heard and using my natural proclivity for model building, I decided to draft a route map that might assist anyone with a desire to move in that direction – towards a positive workplace. I’d like to share it with you in the hope that this might stimulate some dialogue, raise some productive issues and generate a useful approach that will make the conversion easier.
I began with Martin Seligman’s description of ‘authentic happiness’, wherein he contends that there are three basic paths in the approach to a full life. These are a ‘pleasant life’ – step one; an ‘engaged life’ – step two; and a ‘life of meaning’ – step three. This makes sense and likely needs little or no elaboration on my part.
Then I took some inspiration from a model used in other positive psychology circles that describes the evolutionary processes for creating meaningful change. In these approaches we encounter the concepts of ‘transactional’ and ‘transformational’ change as well as the idea that we all move from individual contribution through interpersonal collaboration to group consolidation.
Putting the ideas together creates a nine part matrix – see the sequential numbering. There are three levels and three columns, starting from lower left and advancing through the columns before ascending to the next level where the process is repeated. The bottom two levels correspond generally with transactional (T/A) leadership / management, while the top level could be described as transformative (T/F).
This is where the fun begins. Let’s speculate that an individual, arriving fresh into the organization, and with no prior experience, would start at square ‘1’. What will be his/her perspective or focus?
Perhaps it will be on what the person knows, what skills they bring to the party, what contributions will fix identified problems and how efficient they might be at the related processes – most of which would be cognitive. At this point (s)he isn’t aware of the impact of this contribution on the organization as a whole – it’s a matter of whether contributions are ‘right’ (defensible) and ‘optimal’ (the best available).
After a short period, the ‘newbie’ becomes aware that there’s another area of impact – and it’s centered on relationships. As these relationships develop there’s a growing awareness that they’re not all equal – some are more influential and/or productive than others. Decisions are made and we enter box ‘2’ – Collaboration column.
After a further period our subject finds that there are some activities which are ‘preferred’ or favored and distinct preferences emerge. Now there’s a real feeling of personal worth – there’s appreciation, interest and definite motivation to perform. We’ve arrived at box ‘3’ and there’s discernable value derived from personal effort, however it is only a pleasant experience when all is said and done.
Introspection is called for. This reveals that one’s contribution could be enhanced, improved and enlarged with some investment of time and effort. Also there’re some practices that can be tweaked to create better results at a reasonable cost. In-depth analysis of self suggests certain ‘value’ propositions are in order – box ‘4’.
These improvements gain recognition and some measure of acceptance from others. This results in inclusion in teaming rituals, adoption of ideas and suggestions and expressions of care and concern from colleagues. We’ve now progressed to box ‘5’ and collaboration is even stronger and more rewarding.
Onward to box ‘6’ where the fruits of all this effort can be harvested. There is commitment to and from others and increased resilience and forbearance. In this position influence and political power has increased to the point where leverage can be exerted on the actions of others and leadership can be practiced. In many cases, growth and development will stop at this stage, but we are now fully engaged so life is good.
The next step is unquestionably a risk. The initial step means withdrawing from the very comfortable relationships and productivities that have now been established. The person retreats within themselves to find a new vision – a dream of what could be if only there could be ‘deep change’. Why change what is not broken, though? Is such change worth the effort and disruption that it will undoubtedly cause?
To move to box ‘7’ there often needs to be a crisis, one which makes the change defensible, perhaps unavoidable. The transformative leader senses the desire for change which is latent within others and gives it both focus and form. It has to be a creative yet practical strategy.
When this vision is generated within others it will be inspiring to them and the leader will be perceived as a hero or role-model – box ‘8’. Taking the message public is an act of courage and foresight that only a few will attempt, particularly in the light of the risks involved. If it is needed and if it is ‘done right’ everyone benefits and our gallant individual has made a lasting impression.
The final stage is a transition. A transition to what is often unclear since it may well transcend the realities of the group. The individual has outgrown the group and possibly the organization too – perhaps to begin all over again in a new setting – at square ‘1’.
Through all this, it’s important to recognize that while the individual moves onwards and upwards through the sequence of boxes, that which has been experienced is yet retained or ‘nested’. We are the accumulated product of all we have experienced and rarely do we lose the essential values and competencies of what we have outgrown. The consequence of this is that when the individual is residing in a box of higher order, all the experience and strengths of prior levels and columns is fully available. It is this that allows us to grow into the Positive Workplace – for, like the Kingdom of Heaven, it is within us!
What’s your opinion on all this? Is it indeed possible that each one of us could create a better working environment by tracing such a route? Is it appropriate to seek a better condition by self mastery rather than by contextual ‘engineering’? Could it really be an ‘inside job’?
I’d welcome your comments and suggestions: david@andros.org.
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A Challenge
Are You the next James Bond . . .
Behavioral Assessments
How personality affects the way people do their jobs
(Introduction by Kellie Fowler. Article reprinted with permission from the author, Prof. Adrian Furnham. Psychology Dept., University College London.)
Recently, there has been a great deal of attention devoted to personality tests and behavioral assessments. Many businesses are now relying on these “tools” to better determine which candidates to interview, to enable more successful job placement, to further develop existing employees, to assess and enhance listening and communication skills and to screen for conscientiousness and emotional reactions.
The following article, entitled “Square Holes for Square Pegs,” written by Professor Adrian Furnham, looks at the “Big Five” Model of Personality and makes sound arguments for personality assessment, or success profiling. This article is followed by a link to an amusingly-presented online personality assessment solution.
The “Big Five” Model of Personality:
According to the "Big Five" model of personality, the most important dimensions of people's personality in the workplace are:
- Introversion/Extraversion
- Agreeableness
- Openness
- “Natural Reactions”
- Conscientiousness
Introversion/Extraversion:
Some people are talkative, sociable, and socially self-confident.
They like other people and tend to be socio-centers. They are comfortable in groups and teams and enjoy intensive and extensive people contact. Others are quiet, retiring, and apparently shy. They prefer to work alone and have a much lower need for social contact of all kinds. This, of course, is introversion-extraversion.
The salient question here is about social contact at work: with colleagues and total strangers (i.e. customers). People can be excited, enlivened and energized by social contact, or frightened and exhausted by it. Long-distance lorry drivers, authors, and gardeners tend to be introverts; sales people, cabin crew, and hotel receptionists tend to be extraverts.
Agreeableness:
Next, some people tend to be sunny, cheerful, warm and empathic while others are dour, unsympathetic, and grumpy.
This is about being hard or softhearted. It's about sensitivity to and interest in the feelings of others. This dimension is called agreeableness. Nurses, social workers and primary school teachers, indeed all those dealing with the vulnerable, need to be agreeable.
However agreeableness can be a handicap when agreeable managers have to deal with recalcitrant, difficult and disagreeable staff. Their natural warmth and kindness may prevent them from ''kickin' ass'' as frequently as they should.
Openness:
Third, some people are curious, imaginative and artistic, while others are practical and focused.
This dimension is called openness to experience. The more open people are, the more prone to boredom they are. They think outside the box too much. You do not want creative airline pilots whose job it is to sit in small, dark, cool spaces watching computers for hours.
Nor do you want openness in those dealing with rule-enforcement in security and safety. But you want it in 'shovels-full' in marketing and design. But the last two characteristics are the most important - Conscientiousness and "Natural Reactions".
"Natural Reactions":
Some people are calm, contented and placid. They are stable under fire, resilient and emotionally robust. Others are easily upset, tense, anxious, moody and highly-strung. It is, in short, the ability to handle pressure and stress – we call this “Natural Reactions”.
Most jobs have some sources of stress: tight deadlines; disgruntled customers; competing demands; indolent staff; tough performance standards. At the extreme, people who can’t handle stress cave-in with psychosomatic illness, depression or erratic behavior. They can be a menace to themselves, their colleagues and the business.
Conscientiousness:
And finally, there is conscientiousness, the work ethic, diligence, and prudence. Some people are hard working, self-disciplined and well organized. Others are (alas) disorganized, easily distracted and undependable.
Conscientious people have self-discipline, drive and a sense of direction. They stay on and come in when required over and above what it says in their contract. They just need a direction and an appropriate reward.
Recommendations:
- Do a job analysis: understand what and how people are required to do things and then search for those best fitted to the job.
- Conduct a validation study - that is, test a group of your best employees to establish benchmarks against which to compare job applicants. This is called Success Profiling.
You can find a good “big five” test (with an enjoyably different, UK-flavored, James Bond spin to it) at the following address: http://www.testsonthenet.com/MI5-r.htm.
If you cannot make it as James Bond, you can still excel in other areas.
Need some help?
We have a talent for bringing out the very best in people. We help them to focus, to build self and general confidence based on committed results and we improve their resiliency.
We are Polaris - the finest self-navigation program for emerging leaders / managers.
You can reach us at info@polarisprogram.com or by calling (519) 766-1178 anytime.
Could Polaris be the right program for you? We'd welcome the opportunity to demonstrate this powerful program and our ability to contribute to the strengthening of your management team.
Please contact us for 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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- Secure Site |
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Polaris Participants
Review Sessions . . .
Polaris members are invited to visit http://www.polarisprogram.com/members.php to
review the modules
for Work Out 2
- Operating Strategically – Levels & Quadrants
- Influencing Others – Understanding Differences II
- Focusing Principles – Self regard & Awareness
for Work Out 10:
- Implementation – Decisions & Monitoring
- Building Relationships –Networks & Alliances
- Beyond Self – High Potential Characteristics
Preparatory assignments . . .
Work Out 3 (December 6th) is available on the web site and may be accessed now. An e-mail reminder has been sent to all participants. Our topics will be:
- Operating Strategically – Integrative Thinking
- Influencing Others – Relating Styles and Interventions
- Focusing Principles – Leadership Beliefs and Strategies
Work Out 11 (November 30th) will comprise:
- Implementation – Reinforcement and Learning
- Building Relationships – Trust and Confidence
- Building Relationships – Consensus and Synergies
Please set time aside for your preparatory work, and call your coach with any questions and comments. Use your RED time well!
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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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Contact us to learn more.
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