How to Change an Organization

The difference between great and average, when it comes to organizations, isn’t simply efficiency or effectiveness, it’s culture.

Great organizations have great cultures. “The context in which people work shapes them.” Brook Manville.

But what is culture?

Culture goes beyond what you do to how you do. It’s the way you:

1. Think.
2. Act.
3. Interact, most importantly.

Brook Manville, former Director of Knowledge Management at McKinsey and Company and co-author of Judgment Calls, said,

“At McKinsey we were fond of saying, ‘It’s the way we do business around here.’” Manville added, “One way to look at culture is to consider mindsets, behaviors, and attitudes.”

Culture but how?

If you want to change an organization – grow new leaders.

Manville said, “The most successful organizational culture changes I’ve seen were framed as leadership development programs.

Cultures change when:

1. You catalyze new kinds of leadership.
2. More and more people take leadership.”

Brook said, “The king and subject model doesn’t change cultures.” Great leaders don’t change people; they create environments where people change themselves.

“New”

Growing new leaders doesn’t necessarily mean replacing old. It means changing the way people think about:

1. Themselves and their roles within the organization.
2. Others.
3. Interactions.

What is organizational culture?

What can leaders do to create great cultures?

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Leadership’s Greatest Value

Problems are giant black holes that capture focus, drain vitality, and divert resources. Solving problems seduces leaders away from future opportunities causing them to focus on past inadequacies.

Problems that threaten organizations must be addressed, admittedly.  Sadly, many leaders are simply problem solving machines; they jump from one fire to the next.

You never build the future by solving the past. The problem with solving problems is we think we’ve created results when we haven’t. Solving problems doesn’t create value.

“Results are obtained by exploiting opportunities, not by solving problems.” Peter Drucker

Most calls I receive are problem centered calls. The pain of past deficiencies or failures drives us to seek solutions. We’re looking for an “ahhh” moment to make the pain go away. We falsely believe if the pain goes away we’re heading in the right direction.

Leadership’s greatest value is helping people shift from the past to the future.

1. Who do you want to become?
2. How do you want to be?
3. Where are the greatest opportunities?
4. What talent and resources are currently in place?
5. What matters most?
6. How can you achieve the best results?
7. What should be jettisoned?
8. How can you create quick wins?
9. How can you fuel momentum and create urgency?
10. What training leverages opportunities?

Assessing current pain points – past failures – is essential but never the end. Wandering around in the past, if that’s all you do, is a colossal waste of time. Backward-facing assessments take organizations in the entirely wrong direction.

Success is where you aren’t – the future – not where you were – the past.

How do you overcome the temptation to be a problem-solver rather than a leader?

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The Top 4 Qualities of Successful Leaders

You can’t lead when you know too much.

Education establishes barriers to thinking. Everything that comes your way is instantly judged by what you know. In some cases the less you know the more open you are.

People with knowledge say things like, “We can’t do that because…”

Another reason you can’t lead is too much experience.

You’ve been doing your job for years. You say things like, “We’ve always done it this way.” People with experience resist change.

Knowledge and experience hold leaders back when they result in closed minds.

Three qualities:

New worlds antiquate old worlds. Turbulence, new regulations, cultural shifts, and technological advancements make old knowledge and past experience less relevant. During changing times leaders must possess three qualities, in this order:

1. Character.
2. Curiosity.
3. Courage.

Character is acting in harmony with who we are and in alignment with noble virtues.

Curiosity is the ability to withhold judgment long enough to consider alternatives. Experience and education often block curiosity.

In a changing world the ability to ask questions is more powerful than making statements.

Courage is willingness to act boldly and decisively while taking responsibility.

The fourth quality:

In a world full of “can’t do’s” successful leaders ask, “What can we do?” Bright futures are built with action; bleak with inaction.

This morning I’m remembering all the “good” reasons I gave for doing nothing. At the time it seemed wise and right. Looking back it was foolish and pathetic. It took me years to learn that action, no matter how small, is better than inaction.

You may be courageous but apart from action you might as well be a coward.

*****

I’ve identified four qualities all modern leaders must possess. Can you expand or modify the list?

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The Danger of Aspirations

Foolish leaders permit aspirations to minimize affirmations.

Affirmations encourage and motivate by pointing to progress and success. On the other hand, aspirations say we aren’t there yet.

Aspirations set targets;
affirmations celebrate achievement.

Aspiration:

My aspirations include building an organization where everyone supports the success of others. “Let’s build environments where we help others get where they want to go.”

Affirmation:

“I’m proud to be part of an organization where we help others achieve their goals.”

When:

Organizations never arrive at perfection. I’ll never lead an organization where everyone fully supports the success of others. There will always be, inadequacies, laggards, and room for improvement.

Do we have people dedicated to helping others succeed? Yes! Do we have laggards? Yes. Must I wait for perfection before I can affirm?

Constraint:

Exclusive focus on aspirations deters affirmations.

Future goals prevent me from appreciating present attainments. “We have so far to go.”

Danger:

Aspirations invite me to focus on deficiencies while neglecting successes. I don’t want anyone to think we’ve arrived. If I’m not careful, aspirations minimize dedicated efforts and hard-fought successes.

Combine:

Wise leaders bring aspirations and affirmations together, but not at the same time.

“I’m thankful to lead an organization where people help others achieve their dreams,” is a powerful affirmation. I’m learning to let that statement stand on its own! Are we there yet? We’ll never be there.

Never let how far you have to go
be the reason you don’t celebrate how far you’ve come.

Lazy:

Will frequent affirmations make us lazy? Absolutely not.

Affirmations are wind to sails.

Experience suggests that aspirational leaders affirm too little and aspire too much. Ramp up your affirmations, you’ll get further faster.

How do you see aspirations getting in the way of affirmations?

What do great affirmations focus on or sound like?

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10 Ways to Deal with Perfectionistic Roadblockers

A Leadership Freak reader asked, “How do you deal with others who expend energy stopping people from reaching their goals?” The context is perfectionism. Perfectionistic roadblockers may act intentionally or accidentally out of ignorance.

The paralysis of perfection is rampant.

Four types of perfectionistic roadblockers:

1. Vision that’s so big it paralyzes.
2. Nitpicking next steps because they aren’t big enough.
3. Nothing but perfection will do. What about?
4. Lack of commitment to organizational direction. They don’t want to go there in the first place.

Strategies for dealing with perfectionistic roadblockers:

1. Listen to them! They may be right.
2. Persistently say, “Complex problems have more than one solution.” This opens the door to choosing reasonable options and moving forward. There are no perfect solutions.
3. Advocate for incomplete solutions that enable forward movement. An incomplete solution is better than no solution and no movement.
4. Determine if is some movement is better than none; it usually is.
5. Evaluate often. Ask, “Is the path we chose getting us there.” When you adopt incomplete solutions commit to evaluate them quickly.
6. Ask if they have better options. Many love to complain that we AREN’T there but don’t make positive suggestions.
7. Celebrate progress. Perfectionists love to point out that current progress isn’t enough. Celebrate anyway. Honor people who make positive contributions.
8. One reader adds, “Learn to walk away and disassociate from people who drag the energy out of your vision, to interact with them brings you down to their level.
9. Another reader added, “I Look for the key values these people hold (and I share). When delivering a partial solution I aim to demonstrate how this meets our values and moves them toward their vision.”
10. ???

What types of perfectionistic roadblockers have you observed?

How do you deal with perfectionistic roadblocks?

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Finding the Courage for “Wow”

“The truth is, mediocrity is natural. You don’t have to do anything to drift there. It just happens.” Michael Hyatt.

6 ways to find the courage you need to make “wow” happen:

1. Take a stand for greatness. You must resolve in your heart that you will not sell out or settle. This isn’t necessary for every project, of course.
2. Connect with the original vision. … Close your eyes and once again become present to what you are trying to create.
3. Remind yourself what is at stake. Ask, “Why is this important?”
4. Listen to your heart. Most of us have spent a lifetime ignoring – or even suppressing – our intuition. I believe intuition is the map to buried treasure. It is not infallible, but neither is our reason.
5. Speak up. This is the crucial step. Give voice to your heart. If you don’t, who will?
6. Be stubborn. This is perhaps the toughest part of all. We don’t want to be “high maintenance” or unreasonable. Aren’t the people you most respect also the ones who demanded the most from you?

This list is an excerpt from, Platform, Hyatt’s new book on how to get noticed in a noisy world.

During my conversation with Michael we discussed the path to personal excellence:

1. Commit to excellence.
2. Identify things that matter most.
3. Prioritize what matters. Not everything has to be done with excellence.
4. Have integrity.
5. Set high standards. Never let anyone else set the bar higher than you.
6. Don’t let excellence become an excuse for procrastination.

Number six strikes at the reason many never achieve excellence. Don’t look for excellence in one giant leap; take steps. Once you’ve done the first five steps toward personal excellence, hoist your sails; those who delay inevitably flounder.

What does the path to excellence look like?

What suggestions can you offer?

Michael Hyatt just released his new book, “Platform.” It’s must reading for anyone with something to say or sell. It’s the most practical book on Social Media I’ve read.

How to Pop the Cork on Tough Conversations

If excellence was easy there’d be more of it.

Excellence challenges average.

The path to excellence is paved with tough conversations; not mean, tough. All great leaders achieve excellence by facing tough issues quickly and head on.

“Tough issues aren’t like wine.” Michael Hyatt.

I asked Michael Hyatt, Chairman of Thomas Nelson publishing and author of “Platform,” about life’s tipping points and he told me about a coach he had years ago. Michael said,

“I had a problem. I was
tip toeing around tough issues.”

Michael’s coach asked, “Why do you see people as small?”

“What do you mean?”

Hyatt’s coach continued, “You see people as fragile and unable to handle what you have to say. Shift your paradigm about how you think about people.” As a result, Michael said:

1. I’m standing for greatness in myself and others. Hyatt was already a man of excellence. He’s been that way since his college days. Standing for greatness reaches beyond personal excellence. It’s courageous and public.
2. We can’t become great unless we talk.
3. They can handle it.

“Successful leaders step into tough conversations.” Michael Hyatt.

6 Tips for tough conversations:

1. Sooner is better than later. Err on the said of soon. If you’re wondering if it’s time to have a tough conversation, the answer is likely yes.
2. Elevate the best interests of your people and organization. It’s about your values but ultimately it’s about them.
3. Don’t point to greatness from a distance, go with.
4. Face negative issues with positive suggestions and solutions.
5. Always lead with vision. Identify preferred futures. Any fool can point out weaknesses and failures. Great leaders point to greatness.
6. Combine calm and compassion with toughness. Compassion isn’t weakness it’s strength. Weak leaders berate and beat down. Strong leaders lift.

How can leaders successfully step into tough conversations?

Michael Hyatt just released his new book, “Platform.” It’s must reading for anyone with something to say or sell. It’s the most practical book on Social Media I’ve read.

Buy “Platform” by May 25, 2012 and enjoy over $375 worth of bonus benefits.

When People Screw Up

The problem with people is imperfection.

People make mistakes; sometimes big ones. Leaders and managers usually don’t like mistakes.

Michael Hyatt gave me his version of fail fast, yesterday, “The faster we fail the faster we learn.” The potential benefit of failure doesn’t mean, however, that we intentionally seek or enjoy it.

It’s one thing when you fail;
it’s another when your team members fail.

When team members screw up:

1. You’re responsible even though you didn’t do it. Embarrassment!
2. It costs money. Frustration!
3. Efficiency falls. Disappointment!

Michael Hyatt on dealing with the mistakes of others:

“Create distance between the failure and how you feel; if you’re tired, stressed, or angry, wait.”

Michael’s comments reminded me of something a corporate executive recently told me when I shared my frustrations regarding the performance of a leader. “Dan, everything you just said was about you.” KaPow! Dang that stung.

Frustration makes us focus on ourselves.

Don’t deal with the failure of others until you can do it with their best interests in mind; create distance first so you can connect later.

Hyatt went on to say, “The first issue isn’t mistakes but ownership. People who own their mistakes learn and grow.”

People who don’t own their mistakes blame and excuse. In this case, leaders deal with blaming before dealing with mistakes.

Ownership says, “We’re in this together.” Blame says, “It’s not my fault.” Deal with blaming before dealing with mistakes.

The biggest mistake is making an excuse or blaming someone else.

How do you deal with the mistakes of others?

Michael Hyatt just released his new book, “Platform.” It’s must reading for anyone with something to say or sell. It’s the most practical book on Social Media I’ve read.

Buy “Platform” by May 25, 2012 and enjoy over $375 worth of bonus benefits.

8 Ways to Create Great Meetings

Poorly run meetings start in the wrong place and end up rushed before they’re done.

Right place:

Leave inconsequential items for the end. Deal with big items at the beginning. I’m tempted to check off a few quick agenda items before digging into the meat of meetings. It’s seductive but ineffective and inefficient.

Don’t prioritize insignificant agenda items
by placing them first.

Starting with insignificant issues raises their significance. Trivial items frequently take longer than expected. Additionally, you’re wasting your best moments on least important issues.

Better to rush through less consequential items – at the end – than substantive issues.

The top item on your agenda should be:

1. Biggest problem.
2. Best opportunity.
3. Grandest goal.
4. Greatest issue.

Meetings are dangerous because talking feels like action but it isn’t. Effective meetings result in decisions and action. If actions or decisions aren’t required, send an email, make a call, or post a report on the company’s intranet.

What if:

What if biggest problems can’t be fully solved? Take the biggest step toward best available solutions. Hit it again next time.

What if best opportunities can’t be fully leveraged? Take the best available action.

What if grandest goals can’t be immediately reached? Take the grandest steps possible.

The best action at meetings is assigning actions.

8 ways to run great meetings:

1. Short agendas are better than long.
2. Allow ample time to discuss substantive issues.
3. Rush through trivial items at the end.
4. Press for decisions.
5. Create immediate, short-term action items.
6. Set short-term incremental deadlines. If it’s due in six months it won’t be started for five unless you set clear, impending milestones.
7. Identify champions – people who own action items.
8. Follow-up with participants in between meetings. Ask, “How’s your projecting coming?”

What tips or strategies create great meetings?

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Secrets to Getting Great Advice

Honest, trustworthy, insightful advice comes hard.

Some tell you what you want to hear others tell you what they need to say. How can you dig through a cacophony of voices and find great advice?

Which advisor:

Options or insights matter. When you’re seeking options go to someone who’s been there. When you need insight go to someone who sees.

Options come from those who listen and make suggestions. Insights come from those who listen and say it back in new ways.

Experience matters more when you’re seeking options. Curiosity matters more when you need insights.

Which style:

Some advisors talk more; the ones with unique experiences. They have answers. Other advisors listen more; the ones who clarify issues and provide insights. They help you find answers.

Options come when they speak more. Insights come when you speak more.

Which category:

What type of advice are you seeking? Is it strategic or visionary? Are you working on execution or policies? Do you need insight into relationships? Categories determine advisors.

Which questions:

Right questions elicit great advice.

Know yourself and your organization before asking “Why.” Why questions are toughest because they’re rooted in values. If you don’t know your values you’ll take the wrong advice, even when it’s good.

Ask more “what” and “how” questions, lots more. Experience shows that “why” questions frequently distract unless you’re seeking the root of a problem.

“What” and “how” questions create light-bulb-moments.

How can leaders find great advice?

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