Posted on September 28, 2010 by Ronald T. Brown, Ph.D.
In the process of promoting needed change in an organization, wise leaders make use of carefully crafted stories which engage their followers - not only at the rational level, but (more importantly) at the emotional level.
These wisely crafted stories weave together ideas, values, and preferred modes of behavior… they build cases for organizational change and clearly describe what a winning future looks like.
To accomplish this, successful leaders regularly use 3 types of stories:
1) “Who Am I?” stories
2) “Who are we?” stories
3) Stories which envision a preferred future
These stories are careful to cover 3 essential elements:
1) The case for change
2) Where we are going
3) How we will get there
Organizational change is more of an “art” than a “science.” And the art of story telling is one tool effective leaders need to learn, and then use regularly, to navigate the process of change.
Posted on September 19, 2010 by Ronald T. Brown, Ph.D.
The Challenger space shuttle explosion. The Bay of Pigs invasion. The Korean War debacle. These are examples of situations where the effectiveness and processes of a key decision-making team failed. And this type of failed decision-making continues to occur in large and small organizations around the world.
Businesses, non-profit organizations, and government all use various types of “teams” to make critical decisions. Thus, it is essential that Executives understand the dynamics of what contributes to both effective, and ineffective teams.
One common trait that contributes to ineffective decision-making is “Groupthink.” Groupthink occurs when group members start to think too much alike. Over time, as group members start to value their friendship, cohesiveness and comradity, members can become fearful of “rocking the boat” by expressing contrary opinions which may disrupt this dynamic. This quickly leads the group into making poorer and poorer decisions that reflect very little creativity.
Healthy decision-making teams consist of members who possess diverse skills, are committed to a common purpose, serve specific roles, and who hold each other accountable for contributing effective results. Decision-making teams are also most successful when members hold diverse perspectives, and are then mature enough to allow healthy conflict to occur within the team – enabling the team to forge the best solution.
The following are ways to prevent “groupthink” in a decision-making group:
1) Group Leaders should openly encourage (and role model) the free airing of ideas, objections and concerns.
2) Group Leaders, and Executives involved on the team, should refrain from initially expressing their personal opinions regarding an issue. Instead they should defer to other group members first.
3) Senior leadership can establish two or more independent groups who work on the same problem/issue.
4) Group members should be trained in basic brainstorming techniques.
5) Each group member should be allowed to discuss the group’s ideas with trusted subject matter experts who are outside of group.
6) The group should regularly invite various (not just one) outside experts into meetings.
7) At least one group member should be assigned the specific role of being the “Devil’s advocate.” This role should be re-assigned to a different person at each meeting.
Posted on September 14, 2010 by Ronald T. Brown, Ph.D.
The fundamental task of leadership is to bring about the right kind of change.
In his book Leading Change - John Kotter, writes, “Leadership defines what the future should look like. It then aligns people with that vision, and inspires them to make it happen, despite what obstacles they may face along the way.”
A primary task of leadership is to facilitate needed change - and an effective change process requires a compelling vision, effective communication of that vision, and then providing the necessary coaching and resources to accomplish the vision. In addition, the vision needs to be so clear and compelling that people naturally align themselves toward making it happen.
Today, more than ever, business and society requires leadership that brings about positive and productive change. Without this kind of leadership, organizations are doomed to remain stuck in the past. Trapped by their past success. Bogged down as they seek only to protect what they have already attained.
Effective leadership continues to look forward - and to help those involved to look through current achievements toward higher levels of success in the future. To continue to embrace the risk and work it takes to move upward - to move onward toward higher goals and accomplishments.
* What are the critical changes your leadership is aiming to bring about this year?
Posted on September 10, 2010 by Ronald T. Brown, Ph.D.
Sometimes the key to growth is to first let go. Robert Cooper, PhD provides a tool which a person can use to help decide what they first need to let go of – to enable them to reach for something better/more.
Contemplate the following statement:
To ________________ more, _______________ less.
For example
:
• To climb more, carry less.
• The hear more, talk less.
• To succeed more, assume less.
• To create more, resist less.
• To love more, compete less.
• To workout more, sleep in less.
• To laugh more, analyze less.
• To accomplish more, doubt less.
** What do you need to do less – in order to do more, or better?
Posted on September 05, 2010 by Ronald T. Brown, Ph.D.
** Since conflict in healthy functioning teams is inevitable (and is indeed a
positive characteristic of high quality decision-making),
it is important that leaders manage conflict rather than try to eliminate it. So how can a leader accomplish this?
A leader must realize that conflict is a
normal part of highly effective decision making. B. Aubrey Fisher, the late Professor of Communications at Utah University, n
oted four distinct phases of the group decision-making process - each characterized by a different pattern of interaction:
1) The Orientation Phase –
This phase is characterized by people getting acquainted, clarifying, and tentatively expressing vague thoughts concerning the issue being discussed. This stage is a period of forming thoughts, not rocking the boat, and getting orientated with the issue.
2) The Conflict Phase –
The second phase of group decision-making is characterized by open debate. In the first phase, members only tentatively express their opinions, which are typically ambiguous.
Now, in the "conflict" phase, many team members will appear to have their minds already made up. Group members will express much less ambiguous attitudes, and express them more tenaciously. They will also seek to provide evidence to substantiate their beliefs - and often times, a full-fledged debate within the group will occur - with various coalitions forming around the differing opinions being offered.
3) The Emergence Phase – If the group handles the conflict phase in a healthy manner,
in time the process will move into the "emergence" phase, where a solution the whole group can support starts to form. Coalitions who have opposed various proposals start to weaken as a solution the whole group can support begins to emerge. Opposition to the proposal will still be expressed, but this opposition starts to dissipate as attidudes about the issue are modified.
4) The Reinforcement Phase – As group members begin reach a consensus on the decision, dissent all but vanishes. Pervading this final phase is a spirit of unity. All members seem to agree and strive to show this agreement by positively reinforcing one another. Group members are jovial, loud, laughing, and verbally backslapping each other.
** Group members feel confident the process has provided the best solution.
** Leaders should not fear conflict in the group decision-making process, but work to lead it well - so that its fruits can be richly harvested!
Posted on September 01, 2010 by Ronald T. Brown, Ph.D.
The Harvard Business Review provide a list of the “Ten Fatal Flaws That Derail Leaders” as follows:
1. Lack energy and enthusiasm
2. Accept their own mediocre performance
3. Lack clear vision and direction
4. Have poor judgment
5. Don’t collaborate
6. Don’t walk the talk
7. Resist new ideas
8. Don’t learn from mistakes
9. Lack interpersonal skills
10. Fail to develop others
This makes a great “stop doing list” for leaders. Which one or two (or three…) potential flaws do you need admit, and start working on?
Posted on August 24, 2010 by Ronald T. Brown, Ph.D.
Great leaders take the time to define, or explain, three things:
1. Define what it is. The purpose of an explanation is to describe the issue, the initiative, or the problem. For example, if you are pushing for cost reductions, explain why they are necessary and what they will entail.
2. Define what it isn’t. Here is where the leader moves into the “never assume mode.” Be clear to define the what is not expected, or what is not to be completed. For example, if you are asking for reductions - explain you are looking for reductions in costs, not people. Be explicit. Leave no room for assumptions.
3. Define what you want people to do. This is an opportunity to make a call for action. Establishing expectations is critical - and can also be used to challenge people to think and do things in new and innovative ways.
Posted on August 20, 2010 by Ronald T. Brown, Ph.D.
Until the recent advent of “Quantum theory,” a Newtonian mindset ruled much of scientific thinking. In Newton’s world, “space” is an empty vacuum. Yet in the emerging science of Quantum physics, space is not empty – but contains real, yet invisible “fields” which fill and structure our entire universe.
In Quantum theory, the space around you and I is a bustling profusion of forces and energies. One can think of the Quantum universe as an “ocean” where penetrating creative forces connect everything to everything else – no matter how far separated by
time
or
distance
.
** When applying Quantum theory to organizations and leadership, new perspectives start to emerge. The “
Newtonian
” style Leader tends to “give” their vision, and other directives, to their company – then the job of employees is to quickly arrive at the leader’s preferred vision and destination. Sometimes the leader will use fear to get everyone to the destination; other times, they may use various incentives – hoping that will do the trick.
The “
Quantum
” Leader understands there is an invisible geometry of fields filling the space of their organization. They know these fields are very powerful, and serve as a prevailing force influencing behavioral and organizational outcomes. Though some leaders may label these fields their “organizational culture,” this is not completely accurate. Though culture may reflect some of these forces, science is discovering that these forces run much deeper than mere cultural issues.
The Quantum Leader realizes these invisible, yet very real fields and forces are constantly “creating reality” – and thus greatly impact everything their employees are doing. These fields are primarily being “constructed” by the emotions, beliefs, and intentions of each manager and employee in the organization. (For more information on Quantum Physics, see information below.)
Therefore, the Quantum Leader creates and nourishes the context where everyone (not just executives or managers) are “field creators” – through ongoing conversations and actions that continuously reinforce the preferred attitudes, beliefs, behaviors, and intentions of employees.
Since in Quantum Theory space is never “empty,” visionary leaders know their organizational space needs to be proactively filled with coherent vision, values, belief, positive intentions, and integrity.
Challenge
: If this Quantum stuff sounds like hocus pocus to you – then increase your understanding of the creative power of this emerging science through your reading. You can start by reviewing information on Wikipedia – then go from there…
Posted on August 14, 2010 by Ronald T. Brown, Ph.D.
The culture within an organization is most powerfully influenced and enforced by the leader of that organization. In fact, it is often said “the culture is the shadow of the leader” - and therefore it is the responsibility of the leader to fully be aware of what type of “shadow” they are casting.
How is an organization’s culture embedded and transmitted by leaders? In his book, “Organizational Culture and Leadership”, Edgar Schein provide some clues.
Primary ways culture is embedded by a leader:
* What leaders pay attention to, measure, and expect on a daily/regular basis from their employees
* How leaders respond to critical incidents, conflict and organizational crises
* What types of questions leaders ask
* What is deliberately role modeled, taught, and coached
* How leaders allocate resources, rewards and status
* How leaders select, promote and terminate individuals
Secondary ways culture is established and reinforcement by a leader:
* How the organization is structured and designed
* Systems and procedures used for daily activity and processes - How things are expected to get done.
* Unwritten rites and rituals within the organization
* Design of physical space, facades, and buildings - including the dress code
* The type of stories told about people and events that have impacted the organization
* Formal statements of organizational philosophy, values, and vision
As leaders, we are responsible for the culture within our teams and organizations. We cannot blame others - or blame the past - but must take responsibility to create the type of culture that is healthy - and one that facilitates ingenuity and creative growth.
*Reflecting on the above lists, what type of shadow is your leadership casting?
Posted on August 06, 2010 by Ronald T. Brown, Ph.D.
“Behind every impossible achievement is a dreamer of impossible dreams.” – Robert K. Greenleaf, noted father of “Servant Leadership” Theory
There is a part in each of us, deep inside our spirit, that searches to be apart of something truly significant – that craves big goals and noteworthy accomplishments. The men and woman who make a significant and lasting difference are (almost always) those embrace this inner urge with serious thought and focus. Who choose to look farther ahead than they have to, and then link those long-term goals to their daily actions.
But when a person embraces a compelling “long-term” goal, should that goal then be set in stone – never to change? Is it a sign of weakness to adjust it as one moves forward? The obvious answer is “no.” While we need to courageously move in the direction of our goals and dreams, we need to give them freedom to morph into something different, deeper, or more – as you move toward the destination.
Though your goals may morph along the way, they should at all times stretch you. They should make you feel uncomfortable – for this is a sign you are on to something. Therefore, do not be afraid to go after a goal that seems unlikely, or even unattainable, for this “stretch factor” will force you to grow… Will force you to change how you listen, invent, imagine, test new approaches, learn, and expand your capacities.
So… when you find yourself saying:
“Wouldn’t it be amazing if I could…”
“When I imagine making the greatest contribution to life, or loved ones, it would be…”
** Let the answers to these questions propel you into your future! Allow them to enable you to accomplish what others believe is impossible!
