Category

Leadership Development

Telling The Tribal Story: The Case For Action As The Wedge For Change

By | Business, Executive Coaching, Leadership Development, Organizational Change | No Comments

People don’t need to be motivated to rush out of a burning building, or encouraged to run toward the lifeboats on a sinking ship.  A clear and imminent danger leads to focused and immediate action.

All people need is a compelling reason why they need to do things differently. The more obvious and urgent the reason, the easier it is for them to shift from “how I do things”, to “how I could do things differently”. A fundamental problem with most failed large-scale change initiatives is that an urgent enough reason to change is never established.

Vision, Mission and Values all address the future. They are the “magnets” that can attract large numbers of people to a new way of being. Case For Action is the “wedge” that pries people out of their comfort zone in exactly the same way that a fire alarm jolts people out of business-as-usual and into emergency mode. It is where all successful change initiatives need to begin.

The Case For Action is a story. It is a Tribal History of the organization. It is the narrative of who we are and how we got to here. As one client likes to say, The Case For Action is “the good, the bad  and the ugly of where we came from and what has brought us to this moment in time”.

Only when people in an organization collectively appreciate and own their past and present are they free to willingly step into a new possibility for the future. When the collective members of an organization share in the creation of a tribal story an energy is released that naturally leads to “what’s next”. When a Case For Action is crafted honestly and openly, and when everyone in the “tribe” has had an opportunity to contribute to and find themselves in the narrative, then an organization is ready to move from where they’ve been to where they want to go.

Often a true catharsis, a release of energy, occurs when an organization sincerely crafts their story. An organization move on from the inevitable shrinking of energy and creativity that results from past wounds and “injustices”. Because the story is captured in a narrative, it is there for everyone to see and to feel again and again. Done respectfully, without pointing fingers or naming names, and yet with an authenticity that is obvious to all, a Case For Action lays out the critical events and the performance of an organization clearly and matter-of-factly.  It captures the story of the culture, business performance, ups and downs, problem and bright periods, leadership attitudes, public perception and competitive position. When done well, an entire organization breathes a collective sigh of relief because, as more than one client has said, “Finally we are telling the truth”.

The development of the Case For Action begins with the CEO and Executive Team. They are encouraged to just tell the truth about where they’ve been and where they are right now. A great deal of attention is devoted to making a safe space in which anyone can say anything. The only criteria is that it is “the truth” for that person speaking. We capture everything that everyone says about people, products, relationships inside and outside, between management and staff, across functions, successes and failures, blunders, anything noteworthy that would be important in telling the “tribal story”. Everything is written down in the words as they are spoken.  Everything is valuable. Everyone’s voice is critical.

From there, we ask one person, maybe two, to take a cut at integrating all commentary and perspectives into a draft narrative that captures the essence of what is being revealed here. The narrative needs to celebrate the successes and highlights of the organization while not shying away at all from the painful missteps and flaws of the organization. All of it must find a home in the story.

We refine that draft for coherence, clarity and balance and then take it to the next level of leaders in the organization. In that session we ask them to each “find your voice” in this story. We use small groups as a way to invite intimacy and real sharing. Again, the comments are captured verbatim. Each participant is asked to insure the authenticity of what is being expressed. Everyone is asked to be a watchdog for having this story ring true, do justice to the strengths, accomplishments, beauty AND the failures, weaknesses and flaws of their organization.

The process of sharing, discussing and capturing the richness of what people see and feel is itself a transformational event. People not only feel heard, but in a very real way, they feel a new level of responsibility and authority in telling the story of their organization.  Additionally,  they feel a renewed sense of responsibility for creating the story that is yet to come. It is a liberating, exciting and sobering process. It is, by its nature, unifying. It brings Executives and Managers together in a way that begins to bond an Extended Leadership Team. People almost always feel more empowered and more motivated. Even before articulating a Plan of Action, this exercise makes it apparent that change needs to occur and it starts to point toward the specific nature of that change.

After this session, two or three representatives, usually one from management and one or two f­rom the group of next level of leaders, volunteer and/or are selected with the task of taking the new input and integrating it into the next, more robust, iteration of this story.

With that document in hand, we approach the rest of the employees in the organization and in one way or another, give them the opportunity to share in the telling of this “tribal story”, the creation of the Case For Action.

Each of these steps are done alongside the development of a Vision for the Future, a set of Values that the organization will live by and a Plan of Action with the most critical initiatives that the organization will undertake to move from where they are to where they want to be. Every meeting, starting with the Executive Team, through meetings with all employees, explores each element of this package, allowing each to develop and become more rich with each iteration.

D'Aquanni & Associates

Women Mentoring Men

By | Leadership Development | 3 Comments

The comment was recently made on a LinkedIn Change Management site that Male Senior Executives need to mentor female high-potential employees. While I assume that the intent of the suggestion was positive, and the logic of it (people in power coaching those candidates emerging into power) obvious, it immediately struck me as somehow off-the-mark.

A female friend of mine just completed an “Iron Woman” Triathalon. It was, of course, an all-women event. When I asked her how it was, her first comments were not about her performance. She had much more to say about the feel of the event than she did about her performance. She was impressed with how fellow participants related to each other, how, for instance, when they were passed by other participants, everyone cheered for and supported each other. She was touched and inspired by the spirit of everyone being in something together as opposed to competing against each other. I found myself thinking, “That would never happen at an all-men’s event.”

Do you agree? Most people I’ve shared this with agree. How, do you imagine, a “men only” event would be? Fiercely competitive, no doubt. Focused on winning, Being the individual best, for sure. Would it be an environment where a new participant was as moved by the support and comraderie that the event exuded? Not likely.

In the drive to be gender appropriate, it is important that we don’t ignore the ”reality” that women do often think, act and interact differently than men. Whether culturally derived or in some other way determined, women and men are different. Having worked in many corporate environments over the last 25+ years I would like to share a few observations, and make a few generalizations.

Men tend to control and take control, accumulate and defend personal power, build fiefdoms, hold onto and tightly manage the flow of information, think and act in terms of hierarchy, hard results and position and title. Men tend to look for what they can achieve and how they can win. They expect and crave competition and, often, conflict in the process .

Women, on the other hand, tend to think and behave consistent with values of team, winning together, building community, sharing information, creating a healthy culture or environment and mentoring and developing people. Women demonstrate a bias to achieving results through communication, collaboration, creativity, harmony and with social impact.

Putting aside debate about the total accuracy of this set of distinct values and perspectives (“I know women who don’t behave like you say women are” and “I know men who value communication, people, and culture”) can we step back and look at the “fact” that there are differences and tendencies for men and women, and consider that the tendencies are in the direction I’m indicating?

Aside from that there are differences, what is perhaps most significant is that the male orientation could be said to represent the currently dominant, but fading, corporate culture we see all over the world, and the female orientation, the emerging and rich, full corporate culture of the future.

As a rule, corporations today suffer from excessive emphasis on hierarchy, unproductive competition and individual drive for power, a me versus you, win/lose attitude and the fear and greed which are a necessary consequence of organizational cultures built on those biases. Some of the most creative, imaginative and successful organizations are being established on an alternative model, one of collaboration, team, mutual support, sharing – the same qualities that my friend observed and felt so strongly in her all-women athletic event.

I want to suggest that successful organizations of the future will, quite simply, be built more on the values of collaboration, trust, team and sharing than those of power, hierarchy and “me versus you” winning. Women leaders exhibit a natural bias toward many of the values that organizations desperately need to embody. These “female” values stand in contrast to the traditionally “male” values that are no longer working well in the organizations of today.

The notion of reverse mentoring is gaining popularity especially in high-tech environments where the “younger generation” has a facility with and knowledge of technology far superior to those of us who did not grow up with that technology. And because technology is developing and evolving so quickly it is often those coming right out of school who hold the keys to invaluable and leading-edge technology solutions and trends. Their superiors are wise to access that knowledge and expertise as much as possible. Reverse mentoring, in this context, is happening with a younger generation educating Senior Management in breakthrough technologies, innovative solutions, even entirely new ways connecting with customers, marketing products and developing innovative solutions to current and emerging customer needs. The value of this kind of knowledge transfer is dawning on companies as a value-added exchange worth having. Reverse mentoring is happening now in this context.

I am proposing that a similar exchange could occur, not in the area of technology, but in the area of “culture”. I am suggesting that high-potential female women leaders could mentor male Senior Executives in those skills critical for building the successful cultures and organizations of the future, those skills having to do with building community, valuing people, sharing information, effective communication, being vulnerable and open and promoting collaborative, creative environments – and delivering great business results in the process. Not only could they mentor Senior male Executives on these skills but they could even design and co-lead interventions with the intent of shifting the culture of their companies in the direction of these values.

At the same time, male Senior Executives have a wealth of experience and capability to offer emerging women leaders. Traditional strengths in producing satisfactory business results, being focused on the things that move the business and understanding financial needles, how to be strong in challenging situations in front of analysts or media attacks would be natural topics for male Executives to share with emerging female talent in their organizations.

What a beautiful and productive balance that could be! A series of relationships built on a premise of recognizing and valuing mutual strengths, developing leaders “up” and “down” the organization, powerfully evolving the culture of an organization and strengthening the organization’s capacity for delivering superior business results, all at the same time.

D'Aquanni & Associates

How Beautiful Is Your Organization?

By | Business, Leadership Development, Organizational Change | One Comment

There are so many things we routinely call beautiful. Why aren’t organizations one of them? People, nature, animals, art work, buildings, food, drinks, cars, profound experiences, certain actions, hairdos, even shoes, can be and are deemed beautiful. It’s hard to think of some class of entities members of which might not be called beautiful. There are standards of beauty for many of these categories, rules by which an entity is judged to be beautiful or not. There are “beauty pageants” and ”beautiful baby” competitions. There are experts who have credentials in assessing aesthetics. In this celebrity-status world we live in, the “beautiful people” occupy special positions of importance and stature.

Having said all that, however, I imagine it would be as strange for you as it first was for me to consider the notion of a Beautiful Organization. Why is that? A well-designed suit, a creatively engineered building, a carefully aged single-malt Scotch could all be deemed beautiful. We would all “understand” even if we didn’t agree. And, yet, an organization being called beautiful likely would make almost no intrinsic sense to anyone.

When we say something is beautiful, we are, of course, making a judgment. We are saying that it satisfies some standard of excellence or aesthetic standard. We are saying that it brings pleasure to the observer or participant. A beautiful sunset, after all, induces a certain awe and appreciation. It makes us pause to enjoy it. Being in the presence of something beautiful brings us closer to a world beyond the day-to-day ordinariness  of life into the presence of something wonderful and rare, something worth savoring, taking in. Seeing or experiencing something beautiful  touches us, providing us with an experience beyond the normality of daily life. When we are in the presence of something beautiful, even for a brief moment, we are transported in a joyful and uplifting way. We come away from an encounter with beauty enhanced and enriched. It feeds us in a way some term “spiritual”. When we are in the presence of something extraordinarily beautiful, like a timeless work of art, a profound poem or a person we can be transformed. We have all had this experience. We know what it feels like.

What would an organization need to look and feel like to be felt to be, and called, beautiful? That is the question.  It taxes the imagination to conjure that.

Perhaps we need to first come to grips with why organizations routinely are not beautiful to us. What is there common to organizations such that they we do not experience them as things of beauty. Are they corrupt? Are they mundane? Are they so intrinsically “normal” that we do not experience anything like being in the presence of something beautiful when we encounter them? Is it the nature of organizations in and of itself, because they are big and impersonal, that they don’t allow us to encounter them in that way?

Let’s entertain the question, “What would an organization need to be for it to be called beautiful?” Let me meander a bit. Please allow yourself to do the same.

One frame through which to answer this question would be Organizational Purpose. A beautiful organization would almost certainly have an inspiring purpose and would do something of outstanding social value. As someone suggested, “It would give more than it received”. It would be concerned about something in a way that would be seen as remarkable. A truly inspired purpose and an organization true to that purpose could, in itself, elevate an organization to the “beautiful” stratosphere. We think about Mother Theresa’s organization, the Missionaries of Charity. Their purpose is “wholehearted free service to the poorest of the poor.” They work with people dying of AIDS, lepers, social outcasts and refugees. They take nothing. They care for those no one else will and they do it “wholeheartedly”. Does that feel beautiful? It does to me. It feels noble, extraordinary, selfless. It certainly gives more than it receives. It gives asking for nothing in return. And it gives to those suffering people neglected by everyone else.  Beautiful, yes?

A second lens through which to assess its “beautifulness” might be Organizational Culture.  “What would it feel like to work in a beautiful organization?” is an intriguing question. Several things come to mind. People would be uniformly happy and fulfilled, leaving work at the end of the day more alive that when they left home at the beginning of their day. They would feel they have a valued place, they make an important contribution and they are recognized and rewarded for that contribution. Workers would trust their managers and management and vice versa. Employees would support and develop each other. The processes, systems, procedures would be formed with both the care and well-being of everyone and the success of the organization in mind. They would fluidly grow, change, morph to best achieve both objectives.  People would feel at home in the best sense of that word. Everyone affiliated with a beautiful organization would feel proud to belong. Perhaps they would even feel loved, valued, taken care of. That would be beautiful, yes?  When I worked with the MPO organization at Intel years ago, we gathered frequently over a year first to craft a vision and set of values, then to design a way of working together and then to establish and manage a number of breakthrough projects that we hoped would lead to them being extraordinary. I remember at the last of those meetings talking with the members of the group about what had been accomplished. I remember saying, “What we’re all feeling here is perhaps the closest to what love looks like in an organizational and business setting”. The caring, belonging, sense of purpose, selflessness and generosity that was part of the culture in MPO then was remarkable. It was clearly beautiful.

A third and final lens is that of Organizational Leadership. Leaders would inspire everyone in the organization through their example. The Executive Team would embody the values of the organization in a way that was exemplary. They lived to inspire, mentor, develop everyone in the organization, to treat people and groups outside the organization fairly and honestly, and always would be looking to partner with others in a way that benefited everyone. They would be perceived as caring about everyone touched by their organization. They would foster that sense of family and deep common purpose that is uplifting and intrinsically motivating.

I’m hard pressed to think about any other lenses which when looked through would yield the same kind of richness and texture as Purpose, Culture and Leading By Example. Certainly Business Results need to be produced at a level sufficient for the organization to prosper. But, it’s hard to think about anything within Business Results that we would universally see as beautiful. Of course, I know CFOs who would vigorously argue with that comment! I can hear one saying now, “There is nothing more beautiful than making our numbers quarter after quarter, and doing it in a quality way. That is beautiful! And I see what he was saying. The precision, reliability and quality of how they were produced is almost like the beauty of an elegant mathematical solution, or the gracefulness of a thoroughbred horse in full stride. Is it useful for us to speak about beautiful financial performance?

Perhaps this line of thinking merely a flight of fancy, a journey to the land of the imaginary beautiful organization. On the other hand, perhaps there is a need for us to bring an aesthetic appreciation to the design and evaluation of all our organizations. Is it possible that if we all held ourselves to a standard of excellence around beauty in the same way we hold ourselves to standards of performance around business results we could be living in a different world? A more beautiful one?