In the weeds, again.

I've been re-reading "The Truth About Leadership" by Kouzes and Poser for a Leadership Development Group I am facilitating.  This is probably one of the top five books I would recommend all new leaders read; no not read, STUDY if they are serious about being an effective leader.

Kouzes and Posner identify ten "Truths about Leadership" and go into detail about each of them.  I will not take the time in this post to list them or go into detail (get the book, read it, study it, apply it!), however I do want to reference one of the truths in connection to a discussion I had this morning. 

I was making a presentation to a group of individuals with responsibilities for one aspect of our University system for a region composed of several educational sites/campuses.  As I was going over some of the statistical information related to their area of focus I mentioned the need to block some time each month to do nothing but review trend data from the 10,000 foot level; to spend time thinking about what the trends mean and to be able to look forward enough to spot opportunities and potential problems.  My quote was that if a leader spends all their time down in the weeds then they shouldn't be surprised when they get bit by a snake. 

This resonates with one of the "truths" from "The Truth About Leadership:"  Focusing on the Future sets Leaders Apart.  According to Kouzes and Posner "The capacity to imagine and articulate exciting future possibilities is the defining competence of leaders."   Their research has indicated that this ability to look forward is second only to honesty in being desired by followers from their leaders.  I can understand that.  However, this doesn't happen accidentally.  To develop in this area means taking time away from the pressure to deal with the situations in the weeds and rise to a higher level.  It means resisting the urge to deal with the crisis and plot a course which will avoid future crisis (if you are like me you can also see a bit of Steven Coven in this concept).  Too often we become trapped in the weeds of our daily grind. 

The answer is to purposefully schedule time to step back from the immediate and focus on the big picture. Spend time looking at trends in key areas of your organization . . . and then think about what they suggest for the future.  More than this, consider external and internal factors which affect your current processes, and goals.  What will the future look like if you do nothing different?  What action will have the greatest impact on your goals?  Which external or internal factors will affect you in the short and long-terms, and how can you mitigate or exploit those factors?

Sigmoid Curve, part 3

Let say that you have figured out that nothing lasts forever and that you have introduced an inflection point into your system.  Congratulations, this is a good thing. . . or at least it has the potential to be a good thing.  There are two basic assumptions about your inflection point:

1. That you are committed to it.  Without your commitment and passion, as the leader, what will follow will erode your resolve and leave everything worse off than before, as well as making your position precarious.
2. That the new direction has the strength to move the company forward.

IF both of these assumptions are true, then begins the "fun."

As I mentioned in my previous post, what is labeled "Doubt and Uncertainty"  in the diagram above has been described by others as "hell" and "chaos."  This is because of two factors:

1. Ruts - i.e. the comfortable patterns which have produced success in the past have lulled some into assuming that such patterns, if continued, will always produce the same or greater success, while others use that same concept as a clear definition of insanity.
2. Resource allocation - i.e. there are only so many resources and now with two tracks you can depend on conflict to arise as to where the limited resources should be expended: toward the already successful track, or toward the "hair-brained" new track.

The ultimate answer to this is also two fold:

1. Administrative resolve at the highest level.  If the top officers of the company are not fully convinced in the need for the new initiative and fully behind it, you can be assured that the political struggles which will arise will undermine its implementation and perhaps even scuttle it completely.  DO YOU BELIEVE THIS NEW DIRECTION IS THE FUTURE OF THE COMPANY? If you can't answer that with conviction. . . disaster looms.
2. Vision casting.  Here is where I find most leaders struggle.  They have announced the new direction of the company and gotten a lot of fanfare, and then left the implementation to their teams without realizing that vision has to be cast, and then re-cast, and then re-cast repeatedly . . . and it has to come from the top as well as at the managerial level.  It has to be prominent, and consistent, and often.  It has to be presented in different ways using different pictures and different stories.  It cannot be neglected or delegated.

With these two pieces in place then the movement through the period of transition, although still rocky, will be traversed with success.

I have seen and experienced this personally and know it to be true.

Sigmoid Curve, part 2

From Google images

If you have not read my previous post on the Sigmoid Curve, I recommend you do so before reading this post.

The video link I shared in my last post described the inflection point identified above by point A and correctly highlighted the importance of discerning just when (or where on the curve) for that to take place for the greatest benefit.  This is not an easy decision to make and, I think, is one of the identifying marks of the great leader, i.e. the ability to see far enough into the future to understand the approaching end of the current curve and to bring vision, resources, and most importantly, WILL, to bear on establishing the new direction.

The space between the two curves identified in the picture above as "Doubt & Uncertainty" is understated.  This area has been described by some as "hell" and others as "chaos" and is definitely a time of tumult (read: hurricane status storm), be it in your personal life, the life of the church, or your company.  The blue (or established) line doesn't understand the need for change when it seems everything is going well.  The red (or new) line doesn't understand how the older established group can't understand the impending danger.  For this new group it is like racing toward the edge of a cliff; "why can't they see that," they say.  While the established group responds, "You just want to change for the sake of change," or "there is no reason to change as we are still growing, plenty of time to think about change when we see things slow down."  The problem is that if you wait until the slow down, there will be a significant drop in operating capital, necessitating cuts, sometimes drastic.

Enter the strong leader who is willing to initiate the inflection point and HOLD ON  as the sparks begin to fly, and they will.

More on this middle ground and how to manage it in my next post.

Sigmoid Curve, part 1

I have a attached a link here for a video introduction to the concept of the sigmoid curve. This particular concept is one that I think is extremely important for almost everyone to understand but especially for those in leadership.  The sigmoid curve is a representation of a biological cycle that is consistent not only in the realm of  biology but also almost every other aspect of life, including business. A Sigmoid curve starts at a point where the product or lifecycle begins, then shows a slight downward turn that is representative of the struggles all beginnings experience and then with effective leadership and passion, moves into a productive phase.  This phase, however, does not last forever.  There will ALWAYS come a time when it reaches the peak, also called the maturity phase, before tipping over into decline.  Understanding how the sigmoid curve affects  your business, and where your business is on the sigmoid curve is a crucial part of knowing how to move the company forward.

IGNORE THIS AT YOUR PERIL

Watch the video, think about how your company, church, project, etc. fits on the curve, and when it might be the right time for a new inflection point.  Feel free to post a comment.

Next post will focus on inflection points and transition.

Employee Engagement

I've read a couple of articles recently on employee engagement (listed below) and I am coming more and more to believe that this issue is THE most pressing issue facing business at this time.

Leadership Development vs. Employee Engagement

Americans Hate Their Jobs, Even With Perks

How Salesforce and Deloitte Tackle Employee Engagement

If you've read my most recent posts then you will also know that I've recently read the 5 Languages of Appreciation in the Workplace which also addresses this topic.

The question is:  Am I suddenly aware of this because of the reading I've done and elevated it to the top of my concern list?  OR Is this really that important?

My answer is that, YES, I think this is really that important.  In fact I think this is a spreading disease which is seriously affecting our country, a hidden epidemic, that is stealing away health and productivity.  What is the source?  How can it be treated?  Some of the items suggested in the articles above and even in the 5 Languages will no doubt help, however, I am beginning to wonder if the root cause is much deeper.

I was talking with a friend about this and likened it to a hidden elephant in the room which is not only NOT discussed, but also one which most are largely unaware even exists.  I am beginning to think this may have some connection to generational factors coupled with societal norms which have not been adequately studied  or applied to the business workforce.  By this I mean that until recently every generation has decried the "new" generation's work ethic, but over time that has evolved to approximately the same levels.  I say until recently because I think that what we are seeing are the usual complaints by the older generations about the newer ones, but without the same evolution . . . because their motivation has changed.

Is this similar to what happened in the 60's or is this something completely new?  If this is truly generational what will the long-term impact be?  Is there any way to "catch the wave" and capture the power of a new generation, or will we see business continue to struggle with productivity and this hidden elephant until we are forced into a drastic state.

Any thoughts on this?

Effective Communication Using Technology - use a remote!!!

A remote control can set your presentations free! Early on in my career I became convinced that if my goal was communication then an investment in a remote presenter would make me more effective, so I made the investment and purchased one. From this small investment I was able to focus more on getting my message across than concentrating on the technology and limiting my mobility and eye contact with my audience. I particularly liked the new remotes that allow for more hands-free movement.   Check out his article and link.

Presentation Zen: A remote control can set your presentations free!

presentationzen.com

You do not have to use multimedia in a l...