Go Deeper: Social Influence and Genius - A Leadership Journey
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About the Book
The changing face of leadership is increasingly concerned with “social influence” - drawing people and disparate parts of an organization together in ways that make individuals and organizations more effective. The old way of directing people to do things has given way to guiding them to want to do things.
The leadership journey outlined in this book gets to the heart of leading organizations. As you continue on your journey with us you will learn a new model of leadership and organization structure that will create a better future for everyone. You will discover a most vital lesson of success, Leadership Genius.
The leadership journey outlined in this book gets to the heart of leading organizations. As you continue on your journey with us you will learn a new model of leadership and organization structure that will create a better future for everyone. You will discover a most vital lesson of success, Leadership Genius.
About the Authors
Dan McArthur is an independent board director and a member of the Institute for Effective Leadership advisory board. He has been a top-tier management consulting firm leadership principal, senior manager in several major corporations, managing director of a private equity firm and an entrepreneur. He is author of Outcome Management and many other books and articles on business vitality.
Vincent Higgins is a board director, strategist and President and CEO of the Institute for Effective Leadership. With advanced degrees in physics, philosophy, and theology, he uses his “theo-physicist” background inleadership and enterprise development. He has lived in a number of countries working with corporate leaders and organizations and speaks several languages.
The Institute for Effective Leadership, a leadership development and advisory firm which sees "effectiveness" as achieving --and constantly surpassing-- an organization`s stated objectives, for greater impact, profitability and sustainability. Its proven track record has enabled executives and decision-makers to reach their full potential, for the good of their organizations and society as a whole.
Vincent Higgins is a board director, strategist and President and CEO of the Institute for Effective Leadership. With advanced degrees in physics, philosophy, and theology, he uses his “theo-physicist” background inleadership and enterprise development. He has lived in a number of countries working with corporate leaders and organizations and speaks several languages.
The Institute for Effective Leadership, a leadership development and advisory firm which sees "effectiveness" as achieving --and constantly surpassing-- an organization`s stated objectives, for greater impact, profitability and sustainability. Its proven track record has enabled executives and decision-makers to reach their full potential, for the good of their organizations and society as a whole.
The Forward
by Sheila McNulty
The Financial Times
My career in journalism has been punctuated by stories of the failings of leaders.
This issue has been at the center of the downfall of governments and the Asian financial crisis that dominated my years with The Associated Press and Dow Jones. It has also been key, more recently, in my coverage of the collapse of Enron and BP`s safety gap for the Financial Times. For this I was named Reporter of the Year in the 2007 British Press Awards.
While these stories underline leadership failure in its extreme, the fact is that most of the news coverage in the world today is negative. There is always some business or another in trouble, whether because it failed to follow best practices, lost touch with its clients or got left behind by technology. The reality is, that to stay off the front page for all the wrong reasons, the world - and business in particular - must focus on “next practices.” This is the theme of Social Influence and Genius, which I believe any business - including the energy business I cover - should read to stay relevant in this changing world.
I came across this book through my youngest son, Gabriel, who is a friend of one of the author`s children. When Gregory came to play, I met his parents, and a copy of the book was passed along. It is worth noting how often professional relationships begin in such a personal way.
But unless you are the type of leader who is open to listening, learning and new approaches, such an opportunity might be missed. The authors cite a number of case studies throughout the book that illustrate the importance of being open to new opportunities. Perhaps the best of these is about how IBM has consistently reinvented itself to stay relevant.
Instead of suggesting a cookie-cutter approach, McArthur and Higgins encourage corporations to create their own unique plan to build or continue success into the future. “Go beyond current formulas and establish new practices rather than relying on best practices,” is a major lesson.
The authors guide readers in how to develop their own formula for success, with a “go deeper” section on how to put the ideas into practice. This sets it apart from the typical how-to leadership books, which only tell you how to lead by copying what others have done.
What impressed me more than anything in reading this book was the overriding lesson for leaders to build a “leadership culture” that involves opening lines of communication from the mail room to the boardroom and really listening and learning from people at all levels. This not only generates new ideas and keeps the leadership up-to-date on changes in the marketplace, it also gives workers a sense of really being part of a company and having a stake in its success. What better motivation to do a good job could there be?
Ideas for improvement can come from anywhere, and yet they are so often kept in a cubicle by a disgruntled employee who feels nobody would care what he or she could offer. Creating a business where people at all levels feel valued is key. The authors make a point of noting that leadership exists in everyone. They show how businesses can develop a leadership culture and an organizational structure in which everyone is not only encouraged - but expected - to be a leader.
Of course, this cannot be accomplished overnight. It is a path that a business can only follow when it is ready to let go of what worked yesterday, or the business strategy they first had, and be open to the realities of a changing world. That is the key to ending up an IBM instead of a General Motors, which was once the largest corporation in the US and the largest employer in the world and yet in 2009 found itself filing for bankruptcy protection from creditors.
The Financial Times
My career in journalism has been punctuated by stories of the failings of leaders.
This issue has been at the center of the downfall of governments and the Asian financial crisis that dominated my years with The Associated Press and Dow Jones. It has also been key, more recently, in my coverage of the collapse of Enron and BP`s safety gap for the Financial Times. For this I was named Reporter of the Year in the 2007 British Press Awards.
While these stories underline leadership failure in its extreme, the fact is that most of the news coverage in the world today is negative. There is always some business or another in trouble, whether because it failed to follow best practices, lost touch with its clients or got left behind by technology. The reality is, that to stay off the front page for all the wrong reasons, the world - and business in particular - must focus on “next practices.” This is the theme of Social Influence and Genius, which I believe any business - including the energy business I cover - should read to stay relevant in this changing world.
I came across this book through my youngest son, Gabriel, who is a friend of one of the author`s children. When Gregory came to play, I met his parents, and a copy of the book was passed along. It is worth noting how often professional relationships begin in such a personal way.
But unless you are the type of leader who is open to listening, learning and new approaches, such an opportunity might be missed. The authors cite a number of case studies throughout the book that illustrate the importance of being open to new opportunities. Perhaps the best of these is about how IBM has consistently reinvented itself to stay relevant.
Instead of suggesting a cookie-cutter approach, McArthur and Higgins encourage corporations to create their own unique plan to build or continue success into the future. “Go beyond current formulas and establish new practices rather than relying on best practices,” is a major lesson.
The authors guide readers in how to develop their own formula for success, with a “go deeper” section on how to put the ideas into practice. This sets it apart from the typical how-to leadership books, which only tell you how to lead by copying what others have done.
What impressed me more than anything in reading this book was the overriding lesson for leaders to build a “leadership culture” that involves opening lines of communication from the mail room to the boardroom and really listening and learning from people at all levels. This not only generates new ideas and keeps the leadership up-to-date on changes in the marketplace, it also gives workers a sense of really being part of a company and having a stake in its success. What better motivation to do a good job could there be?
Ideas for improvement can come from anywhere, and yet they are so often kept in a cubicle by a disgruntled employee who feels nobody would care what he or she could offer. Creating a business where people at all levels feel valued is key. The authors make a point of noting that leadership exists in everyone. They show how businesses can develop a leadership culture and an organizational structure in which everyone is not only encouraged - but expected - to be a leader.
Of course, this cannot be accomplished overnight. It is a path that a business can only follow when it is ready to let go of what worked yesterday, or the business strategy they first had, and be open to the realities of a changing world. That is the key to ending up an IBM instead of a General Motors, which was once the largest corporation in the US and the largest employer in the world and yet in 2009 found itself filing for bankruptcy protection from creditors.
Going Deeper
This online supplement to the book provides additional material for those readers who wish to go deeper into specific topics covered in the book Social Influence and Genius, A Leadership Journey. We are constantly researching for new leadership concerns and trends. We will continually update this online edition with relevant information; readers are welcomed to inquire any time about leadership questions they have.
The Self-Awareness Journey to Leadership
By Colleen McCormick
My idea of leadership...
My vision as a leader is to focus on ways to help inspire others to lead themselves. I place high hopes on people understanding their individual power and believe a time will come when society will experience a collective self-actualization brought on by powerful positive changes at the individual level.
Three leadership principles I fully subscribe to are: 1) Relentless optimism (never lose hope in a dream); 2) Speak truth to power (don`t hold back in letting people know the true reality of a situation regardless of their authority); and, 3) Be fearless (self-explanatory). For me, these principles serve as pillars and tie nicely into what I think is the most important leadership trait overall - self-awareness.
What is self-awareness? The Oxford Dictionary describes self-awareness as: conscious knowledge of one’s own character, feelings, motives, and desires. I see self-awareness as a means to finding one`s life purpose. In order to do this, you need to draw from inner wisdom that can only be found deep in oneself. It is this level of understanding that can help people rise up to be their very best. Having clarity about who we are and what we need (and most importantly why we need it) empowers us to consciously and actively make those needs a reality.
If we don`t understand why we do what we do, and feel what we feel, it is like going through life in a remake of the science fiction movie, "Invasion of the Body Snatchers". How do we make wise decisions and choices if we don`t understand why we need what we need?
As we grow in self-awareness, we begin to better understand why we feel what we do and behave the way we do. That understanding then gives us the opportunity to change those things we would like to change to help us create the life we need rather than the one we think we want. Without fully knowing who we are, self-acceptance and change are impossible.
Why is self-awareness important? Real leadership is needed in our volatile world and this is where I see the importance of self-awareness come into play. As we forge ahead to meet the challenges facing us, the knowledge-based economy demands that we upgrade our knowledge and skills to keep up. However, the starting point needs to be the knowledge of oneself as a unique individual. As leaders, if we gain this deep level of self-awareness and understand how to relate our unique offering to this new economy, our complex world should be in good hands.
The journey... Self-awareness requires honesty and courage as the journey requires truth. It is not easy to get in touch with what we are thinking and feeling and to face the truth about ourselves. For those that are interested in meandering along this insightful path, here are a few questions I encourage you to use to help you explore your inner core:
1. What motivates you? Why?
2. What are your strengths? What are your weaknesses?
3. List three situations when you are most at ease. What specific elements are present when you feel that way?
4. When you disagree with someone`s viewpoint, what do you do?
5. How do your friends describe you? Do you agree with their descriptions? Why or why not?
6. What are your dreams for the future? What steps are you taking to achieve your dreams?
7. What do you fear most in your life? Why?
Without self-awareness, can you be an effective leader? If you don`t know who you are and what you stand for, how do you expect to inspire others to be the best that they can be? Let me leave you with this quote:
"Knowing others is wisdom, knowing yourself is Enlightenment." - Lao Tzu
My idea of leadership...
My vision as a leader is to focus on ways to help inspire others to lead themselves. I place high hopes on people understanding their individual power and believe a time will come when society will experience a collective self-actualization brought on by powerful positive changes at the individual level.
Three leadership principles I fully subscribe to are: 1) Relentless optimism (never lose hope in a dream); 2) Speak truth to power (don`t hold back in letting people know the true reality of a situation regardless of their authority); and, 3) Be fearless (self-explanatory). For me, these principles serve as pillars and tie nicely into what I think is the most important leadership trait overall - self-awareness.
What is self-awareness? The Oxford Dictionary describes self-awareness as: conscious knowledge of one’s own character, feelings, motives, and desires. I see self-awareness as a means to finding one`s life purpose. In order to do this, you need to draw from inner wisdom that can only be found deep in oneself. It is this level of understanding that can help people rise up to be their very best. Having clarity about who we are and what we need (and most importantly why we need it) empowers us to consciously and actively make those needs a reality.
If we don`t understand why we do what we do, and feel what we feel, it is like going through life in a remake of the science fiction movie, "Invasion of the Body Snatchers". How do we make wise decisions and choices if we don`t understand why we need what we need?
As we grow in self-awareness, we begin to better understand why we feel what we do and behave the way we do. That understanding then gives us the opportunity to change those things we would like to change to help us create the life we need rather than the one we think we want. Without fully knowing who we are, self-acceptance and change are impossible.
Why is self-awareness important? Real leadership is needed in our volatile world and this is where I see the importance of self-awareness come into play. As we forge ahead to meet the challenges facing us, the knowledge-based economy demands that we upgrade our knowledge and skills to keep up. However, the starting point needs to be the knowledge of oneself as a unique individual. As leaders, if we gain this deep level of self-awareness and understand how to relate our unique offering to this new economy, our complex world should be in good hands.
The journey... Self-awareness requires honesty and courage as the journey requires truth. It is not easy to get in touch with what we are thinking and feeling and to face the truth about ourselves. For those that are interested in meandering along this insightful path, here are a few questions I encourage you to use to help you explore your inner core:
1. What motivates you? Why?
2. What are your strengths? What are your weaknesses?
3. List three situations when you are most at ease. What specific elements are present when you feel that way?
4. When you disagree with someone`s viewpoint, what do you do?
5. How do your friends describe you? Do you agree with their descriptions? Why or why not?
6. What are your dreams for the future? What steps are you taking to achieve your dreams?
7. What do you fear most in your life? Why?
Without self-awareness, can you be an effective leader? If you don`t know who you are and what you stand for, how do you expect to inspire others to be the best that they can be? Let me leave you with this quote:
"Knowing others is wisdom, knowing yourself is Enlightenment." - Lao Tzu
Know Thyself
By Vincent Higgins
"Knowing others is wisdom, knowing yourself is Enlightenment." - Lao Tzu
What is self-awareness? The Oxford Dictionary describes self-awareness as: conscious knowledge of one’s own character, feelings, motives, and desires. In a leadership culture all individuals lead, inspire and influence others in order to realize the collective vision of the organization. Said another way, the organization needs to think of leadership as a distributed process and depend upon leadership behavior by every individual at every level rather than a single act reserved for individuals at the executive level. This reasoning and approach puts a high demand upon people in key leadership roles. They must look at one of their responsibilities to be that of coaching others to become more effective leaders. It is not so much that everyone will find themselves in a traditional leadership or supervisory role, but rather that they understand the attributes and traits of an effective leader and can use good leadership skills when needed.
This assessment has been taken by hundred of executives as the beginning to a deeper self-awareness, and as a platform to set goals and objectives, to be developed over time, together with an executive coach. Take about 5 minutes with each of these values, making a few notes if necessary, and thinking about how they apply to your work life, home life and social environment. Rate yourself on each. See where you scored highest and lowest. Then, choosing two, do a SWOT analysis with each of the two. Don`t choose the two values where you score the lowest, but rather choose two where you would most wish to see improvement over the next few months, taking into account current and future activities and responsibilities. Afterwards, look for a good executive coach!
The core values are divided into two categories, business and individual. In the section that follows you will identify two core values, one from each category. Spend some time reflecting on each of the core values below, and rate yourself on each.
1 - Never 3 - Less Likely 5 - 50/50 7 - 9 Most Likely 10 - Always
Business
Excellence
The pursuit of distinction in business, family and community
Mutual collaboration to reach common objectives without focus on personal again
Turning opportunity into success through prudent action
Adding value through conscience effort and personal leadership
Appreciation for the value of differences
Moving others to think and act uprightly through conscious effort
Professionalism
Empowering self and others to maximize effectiveness
Giving others their due in word and deed
Consistency between what one professes to be and how one lives
Respect
Esteeming others by extending the same courtesy with which one hopes to be afforded
Building confidence through insightful action
Controlling one`s passions amid personal drive
1. For the SWOT analysis regarding the business category, choose one of these six core values: Excellence, Teamwork, Entrepreneurship, Service, Diversity, Influence
2. For the SWOT at the individual level, choose one of these six core values: Professionalism, Fairness, Integrity, Respect, Trust, and Self Mastery
Core Value (business category): ________________________
Strengths (positive internal and personal traits, values, resources…)
______________________________________________________________________
Weaknesses (negative internal and personal traits, vices, shortcomings, attitudes, motives)
______________________________________________________________________
Opportunities (positive external and environmental conditions and resources)
______________________________________________________________________
Threats (negative external and environmental temptations, risks and roadblocks)
______________________________________________________________________
Core Value (individual category): _______________________
Strengths (positive internal and personal traits, values, resources…)
______________________________________________________________________
Weaknesses (negative internal and personal traits, vices, shortcomings, attitudes, motives)
______________________________________________________________________
Opportunities (positive external and environmental conditions and resources)
______________________________________________________________________
Threats (negative external and environmental temptations, risks and roadblocks)
______________________________________________________________________
"Knowing others is wisdom, knowing yourself is Enlightenment." - Lao Tzu
What is self-awareness? The Oxford Dictionary describes self-awareness as: conscious knowledge of one’s own character, feelings, motives, and desires. In a leadership culture all individuals lead, inspire and influence others in order to realize the collective vision of the organization. Said another way, the organization needs to think of leadership as a distributed process and depend upon leadership behavior by every individual at every level rather than a single act reserved for individuals at the executive level. This reasoning and approach puts a high demand upon people in key leadership roles. They must look at one of their responsibilities to be that of coaching others to become more effective leaders. It is not so much that everyone will find themselves in a traditional leadership or supervisory role, but rather that they understand the attributes and traits of an effective leader and can use good leadership skills when needed.
This assessment has been taken by hundred of executives as the beginning to a deeper self-awareness, and as a platform to set goals and objectives, to be developed over time, together with an executive coach. Take about 5 minutes with each of these values, making a few notes if necessary, and thinking about how they apply to your work life, home life and social environment. Rate yourself on each. See where you scored highest and lowest. Then, choosing two, do a SWOT analysis with each of the two. Don`t choose the two values where you score the lowest, but rather choose two where you would most wish to see improvement over the next few months, taking into account current and future activities and responsibilities. Afterwards, look for a good executive coach!
The core values are divided into two categories, business and individual. In the section that follows you will identify two core values, one from each category. Spend some time reflecting on each of the core values below, and rate yourself on each.
1 - Never 3 - Less Likely 5 - 50/50 7 - 9 Most Likely 10 - Always
Business
Excellence
The pursuit of distinction in business, family and community
- Insists on excellence in all things and sets the example
- Provides recognition beyond wins and billability
- Makes objective, quality service to the client a top priority; sets the example
- Continuously strives to improve work processes, products, and services
- Provides timely effective, accurate, and constructive performance feedback to team
- Recruits and develops quality staff with potential
- Contributes to and stays current with developments in the field
Mutual collaboration to reach common objectives without focus on personal again
- Builds strong and positive working relationships
- Maintains positive work climate
- Involves others in planning activities and decisions
- Makes optimum use of input from others
- Helps others
- Encourages, recognizes, and celebrates success of team and its members
- Supports career mobility
- Engenders enthusiasm and excitement for the work and the future
- Rewards appropriate team behavior
Turning opportunity into success through prudent action
- Accepts and rewards risk taking in order to pursue opportunities that will benefit overall team
- Encourages creative thought and action
- Capitalizes on opportunities created by changes in the market
- Inspires with a compelling vision of the future
- Demonstrates motivation to take on new responsibilities and learn new skills
Adding value through conscience effort and personal leadership
- Holds client services and the client`s interest as a top priority
- Considers long-term client needs as well as short-term demands
- Makes and delivers on commitment
- Takes personal responsibility for improving service
Appreciation for the value of differences
- Respects cultural and individual differences
- Is inclusive in work activities
- Recognizes and utilizes different perspectives when making decisions
- Does not discriminate
Moving others to think and act uprightly through conscious effort
- Taking time out to reflect on leadership style and effectiveness
- Ongoing awareness of one`s strengths, weaknesses, and leadership opportunities
- Holding oneself personally accountable to positively influence and develop others
- Mentoring and coaching others to maximize their effectiveness
Professionalism
Empowering self and others to maximize effectiveness
- Seeks out and listens to honest feedback from others
- Gives candid and constructive feedback to others
- Identifies and takes opportunities to maintain/increase skills
- Takes future organizational needs into account in planning own development
- Shares own expertise and experience
- Actively supports, mentors, and coaches others
Giving others their due in word and deed
- Consistent in treatment of staff
- Distributes information as equally as appropriate
- Uses an inclusive work and decision process
- Adheres to firm`s standards
- Does not play favorites
- Recognizes the merits of individuals and their performances
Consistency between what one professes to be and how one lives
- Keeps commitments and promises
- Demonstrates the courage to present and hear the truth in an appropriate manner
- Acts in the best interests of the client, the firm, and the team
- Displays and reinforces the highest ethical standards
- Accurately represents one`s own competencies
Respect
Esteeming others by extending the same courtesy with which one hopes to be afforded
- Practices patient and active listening
- Is sensitive to other people`s time
- Recognizes and credits the contributions of others
- Is empathetic to other`s motivations and feelings
- Supports work/life balance needs of staff and self
- Treats others with dignity
- Shows patience, tolerance, and concern for people at all levels and from all backgrounds
Building confidence through insightful action
- Promotes open communication
- Builds trust by being honest, fair, and consistent
- Sets example for others
- Keeps confidences and information at the appropriate levels
- Accepts and acts on open and honest feedback
- Does what is right even if it involves risk or conflict
- Takes responsibility for actions and admits mistakes
Controlling one`s passions amid personal drive
- Exercises self-constraint in times of strong passions
- Delays words and actions when excited to anger, frustration, or discouragement
- Steps back from situations when compelling strong emotions are present in others.
1. For the SWOT analysis regarding the business category, choose one of these six core values: Excellence, Teamwork, Entrepreneurship, Service, Diversity, Influence
2. For the SWOT at the individual level, choose one of these six core values: Professionalism, Fairness, Integrity, Respect, Trust, and Self Mastery
Core Value (business category): ________________________
Strengths (positive internal and personal traits, values, resources…)
______________________________________________________________________
Weaknesses (negative internal and personal traits, vices, shortcomings, attitudes, motives)
______________________________________________________________________
Opportunities (positive external and environmental conditions and resources)
______________________________________________________________________
Threats (negative external and environmental temptations, risks and roadblocks)
______________________________________________________________________
Core Value (individual category): _______________________
Strengths (positive internal and personal traits, values, resources…)
______________________________________________________________________
Weaknesses (negative internal and personal traits, vices, shortcomings, attitudes, motives)
______________________________________________________________________
Opportunities (positive external and environmental conditions and resources)
______________________________________________________________________
Threats (negative external and environmental temptations, risks and roadblocks)
______________________________________________________________________
Transcendent Leadership
By Lee Meadows
As much as the concept of leadership can spark a debate as to who are good leaders and who are bad leaders, the essence of the debate rarely touches on an often overlooked, seldom mentioned, but critical component of the dialogue. Though personality, skill, style and circumstances are the most frequently researched elements, it is interesting to note that the `mindset` of a leader has only begun to inch its way into mainstream recognition. The notion of mindset has little to do with high or medium intelligence, street smarts, political aptitude or business cunning. These are all by products of the greater positioning of a thought process that moves beyond established boundaries and into a realm in which the product or service transcends the existence of the leader. This `transcendent leadership` mindset represents more than a leader making a contribution, which satisfies many of the short term requirements for living, but is fueled by the idea of making a difference, which addresses the long term requirements for advancing humankind.
While research in this area has just started to emerge, the concept is not without working models in which to analyze and stimulate the thinking for future leadership development activities. The framers of the United States Constitution were clearly well schooled, committed scholars and fighters who, individually, understood the importance of braking from the restrictive practices of an established government. The numerous biographies written about these men are woven around a common thread of dissatisfaction with the status quo and the recognition that something needed to change. As individual leaders, the effectiveness of their styles have been picked at and picked on through a series of scholarly reviews of their writings and actions from that era. However, collectively, the framers were a perfect example of the transcendent leadership mindset. They knew that what they were creating would be something that would outlast and transcend their existence. The long term effect would be for future generations to enjoy the benefits of a country in which individual freedom would be more important that governmental restrictions. As the last signer of the constitution faded into oblivion, he had to take some delight in knowing that many of their names would not be known among 21st century school children, but they would truly feel the impact.
Walt Disney understood something about the nature of human beings that went beyond the classic debate as to whether man is good or evil. As a cartoonist and creator of `basic-values based` entertainment, it must have dawned on him that man`s good or evil is rooted in being `playful` and if given the opportunity to play, we will. The thought process that went into the formation of Disneyland is indicative of a `transcendent leadership mindset`. While there were competing studios that managed to grind out a slew of characters designed to entertain the short-term requirements of their audience, Disney saw beyond the silver screen and into the long-term access to playfulness that would draw generation after generation to the Magic Kingdom.
A transcendent leader connects today with tomorrow by looking past the inner drive that anchors personal behavior and ego-centric limitations and focuses on how any organization can move beyond just meeting its goals. Having the ability and fortitude to take something that is static and make it dynamic, to elevate behavior to the next level of interaction and to position the mind to think as a `difference maker` are only a few of the known qualities that are gleaned from the models established by the Founding Fathers, Disney and others. There are overlapping qualities from other models that also serve the mindset of a transcendent leader. Clearly the ability to formulate a vision that moves an organization to think beyond its bottom line is an important piece to this mindset model. We have thousands of examples of how to transact and transform organizations, but those organizations that are rooted in a transcendent leadership mindset are, understandably, few and far between.
As much as the concept of leadership can spark a debate as to who are good leaders and who are bad leaders, the essence of the debate rarely touches on an often overlooked, seldom mentioned, but critical component of the dialogue. Though personality, skill, style and circumstances are the most frequently researched elements, it is interesting to note that the `mindset` of a leader has only begun to inch its way into mainstream recognition. The notion of mindset has little to do with high or medium intelligence, street smarts, political aptitude or business cunning. These are all by products of the greater positioning of a thought process that moves beyond established boundaries and into a realm in which the product or service transcends the existence of the leader. This `transcendent leadership` mindset represents more than a leader making a contribution, which satisfies many of the short term requirements for living, but is fueled by the idea of making a difference, which addresses the long term requirements for advancing humankind.
While research in this area has just started to emerge, the concept is not without working models in which to analyze and stimulate the thinking for future leadership development activities. The framers of the United States Constitution were clearly well schooled, committed scholars and fighters who, individually, understood the importance of braking from the restrictive practices of an established government. The numerous biographies written about these men are woven around a common thread of dissatisfaction with the status quo and the recognition that something needed to change. As individual leaders, the effectiveness of their styles have been picked at and picked on through a series of scholarly reviews of their writings and actions from that era. However, collectively, the framers were a perfect example of the transcendent leadership mindset. They knew that what they were creating would be something that would outlast and transcend their existence. The long term effect would be for future generations to enjoy the benefits of a country in which individual freedom would be more important that governmental restrictions. As the last signer of the constitution faded into oblivion, he had to take some delight in knowing that many of their names would not be known among 21st century school children, but they would truly feel the impact.
Walt Disney understood something about the nature of human beings that went beyond the classic debate as to whether man is good or evil. As a cartoonist and creator of `basic-values based` entertainment, it must have dawned on him that man`s good or evil is rooted in being `playful` and if given the opportunity to play, we will. The thought process that went into the formation of Disneyland is indicative of a `transcendent leadership mindset`. While there were competing studios that managed to grind out a slew of characters designed to entertain the short-term requirements of their audience, Disney saw beyond the silver screen and into the long-term access to playfulness that would draw generation after generation to the Magic Kingdom.
A transcendent leader connects today with tomorrow by looking past the inner drive that anchors personal behavior and ego-centric limitations and focuses on how any organization can move beyond just meeting its goals. Having the ability and fortitude to take something that is static and make it dynamic, to elevate behavior to the next level of interaction and to position the mind to think as a `difference maker` are only a few of the known qualities that are gleaned from the models established by the Founding Fathers, Disney and others. There are overlapping qualities from other models that also serve the mindset of a transcendent leader. Clearly the ability to formulate a vision that moves an organization to think beyond its bottom line is an important piece to this mindset model. We have thousands of examples of how to transact and transform organizations, but those organizations that are rooted in a transcendent leadership mindset are, understandably, few and far between.
Does Corporate Culture Pay?
By Paul Spiegelman
Having a strong corporate culture is not only a good thing to do, but it also makes good business sense.
Culture: It`s a word that often makes CFOs cringe because of the perception that it`s expensive. From my experience, it`s far more costly to do business without it. As CEO of The Beryl Cos., which specializes in managing patient interactions for hospitals, I`ve found that employee engagement through our unique corporate culture is what allowed us to move from a commodity to a business that doesn`t need to compete based upon price.
From the very start, my brothers and I built our company from a foundation of respecting and treating our employees well. It was the only way that we knew how to operate. Only later did we realize that it was not only the right thing to do, but also the right way to do business.
Our corporate culture has resulted in extremely low turnover and engaged employees who deliver exceptional customer service, which results in loyal customers who allow us to continue to grow our business. We re-invest those profits in our people. At Beryl, we call it The Circle of Growth. In fact, the term was coined by our CFO, who was initially skeptical, but became a convert when he realized that culture paid dividends.
Perhaps you think you are ready to transform your workplace culture, but are concerned about being able to justify costs with hard numbers. Consider this: Beryl is four to six times more profitable than our typical competitor and we attribute that to our ability to engage employees. Certainly, we are not the only company that has benefited from investing in their employees. The 2007 book Firms of Endearment found that companies focused on culture returned 1,025 percent to their investors over a 10-year period, compared to only 122 percent for the S&P 500 and 316 percent for the companies profiled in the bestselling book Good to Great.
As the U.S. lurches out of the recession, this ROI isn`t as readily visible. It is challenging to be culture-focused in a sluggish economy, but arguably this is the most important time to embrace corporate culture. Cutting out culture and people as "soft" benefits eliminates your strategy to rebound. With customers under similar financial duress, it`s the wrong time to allow a customer relationship to become tenuous. Passionate people, focused on customers instead of layoffs, are essential to a company`s survival and success.
The Container Store provides a great illustration of how culture can actually help you succeed in tough economic times. Instead of laying off employees, The Container Store asked them to help find a solution. Employees decided that they would all take a lower salary to preserve jobs. This put the decision in employees` hands, building loyalty through an ugly situation. They weathered the recession together.
The Container Store made a big ask. Luckily, most CEOs can begin improving company culture with a smaller ask. Once you decide to turn the culture tide, and it`s a sincere desire, the next step is to ask your employees how to improve life at your organization. You can do this by:
Having a strong corporate culture is not only a good thing to do, but it also makes good business sense.
Culture: It`s a word that often makes CFOs cringe because of the perception that it`s expensive. From my experience, it`s far more costly to do business without it. As CEO of The Beryl Cos., which specializes in managing patient interactions for hospitals, I`ve found that employee engagement through our unique corporate culture is what allowed us to move from a commodity to a business that doesn`t need to compete based upon price.
From the very start, my brothers and I built our company from a foundation of respecting and treating our employees well. It was the only way that we knew how to operate. Only later did we realize that it was not only the right thing to do, but also the right way to do business.
Our corporate culture has resulted in extremely low turnover and engaged employees who deliver exceptional customer service, which results in loyal customers who allow us to continue to grow our business. We re-invest those profits in our people. At Beryl, we call it The Circle of Growth. In fact, the term was coined by our CFO, who was initially skeptical, but became a convert when he realized that culture paid dividends.
Perhaps you think you are ready to transform your workplace culture, but are concerned about being able to justify costs with hard numbers. Consider this: Beryl is four to six times more profitable than our typical competitor and we attribute that to our ability to engage employees. Certainly, we are not the only company that has benefited from investing in their employees. The 2007 book Firms of Endearment found that companies focused on culture returned 1,025 percent to their investors over a 10-year period, compared to only 122 percent for the S&P 500 and 316 percent for the companies profiled in the bestselling book Good to Great.
As the U.S. lurches out of the recession, this ROI isn`t as readily visible. It is challenging to be culture-focused in a sluggish economy, but arguably this is the most important time to embrace corporate culture. Cutting out culture and people as "soft" benefits eliminates your strategy to rebound. With customers under similar financial duress, it`s the wrong time to allow a customer relationship to become tenuous. Passionate people, focused on customers instead of layoffs, are essential to a company`s survival and success.
The Container Store provides a great illustration of how culture can actually help you succeed in tough economic times. Instead of laying off employees, The Container Store asked them to help find a solution. Employees decided that they would all take a lower salary to preserve jobs. This put the decision in employees` hands, building loyalty through an ugly situation. They weathered the recession together.
The Container Store made a big ask. Luckily, most CEOs can begin improving company culture with a smaller ask. Once you decide to turn the culture tide, and it`s a sincere desire, the next step is to ask your employees how to improve life at your organization. You can do this by:
- Identifying guiding values, sourced from employees and reiterated as a constant in a sea of change.
- Constructing a clear mission and vision that everyone can own. Paint the big picture and discuss how workers can contribute to success.
- Working together to develop processes and systems that support transparency and encourage sharing opinions and ideas, such as an open-door policy with no fear of retribution.
- Identifying a leader. At Beryl, we have an executive whose title is Queen of Fun and Laughter. She is responsible for helping us to stay true to our unique culture and keep co-workers lives in balance. We also have a group of employees who volunteer as part of the Better Beryl Bureau, a committee that comprises of a cross-section of Beryl co-workers who plan events as well as provide input on policies, change management, rumors, concerns and more.
Leadership Needs the X and Y Factors
By Melinda Finch
The Leadership styles of Australian managers will have to change in order to attract and retain skilled Generation X and Y workers, a leading human resources expert has warned.
Unlike their predecessors, Generation X (born between 1965 and 1979) and Generation Y (born after 1980) do not expect to have jobs for life and are driven by a different set of priorities. They are less likely to stick with an unsatisfactory work situation and would rather be self employed than work for a bad manager, according to Avril Henry, executive director of AH Revelations.
Speaking at a Sydney business breakfast, hosted by Robert Half International, Henry explained that as a result these groups responded better to certain styles of leadership. “Generations X and Y are firstly loyal to their career path, and secondly to a great manager or team. `Gen X` responds well to `effective` leadership and `Gen Y` craves `inspirational` leadership. Both want leaders who listen and involve them,” she said. Finding leaders who fit this profile will take organisations time and effort, especially as certain leadership groups – particularly at board level – often tend to be from the “Veteran” demographic (those born before 1946). The Veterans are often resistant to change and still dominated by Anglo-Saxon 50-plus year-old men.
Organisations must employ and develop leaders who will excel at attracting and retaining the new workforce generations. “The existence of different generational groups within the workforce makes for a dynamic and challenging experience for Australian managers,” Henry said. She advised managers to be acutely aware of the different views and values each generation holds on career, family, work-life balance, flexibility and loyalty, and to espouse these accordingly, while taking advantage of the assets each can bring to the organisation. “Organisations need to invest in training and development for managers, placing particular emphasis on `soft` skills, such as performance management and conflict resolution,” she said.
The new generations are also less likely to repeat the perceived mistakes of their Baby Boomer (born between 1946 and 1964) predecessors. `Gen X` witnessed their parents` retrenchments in the early `90s and now view organisations as “uncaring”. Consequently, they put their career before their loyalty to an employer.
The Leadership styles of Australian managers will have to change in order to attract and retain skilled Generation X and Y workers, a leading human resources expert has warned.
Unlike their predecessors, Generation X (born between 1965 and 1979) and Generation Y (born after 1980) do not expect to have jobs for life and are driven by a different set of priorities. They are less likely to stick with an unsatisfactory work situation and would rather be self employed than work for a bad manager, according to Avril Henry, executive director of AH Revelations.
Speaking at a Sydney business breakfast, hosted by Robert Half International, Henry explained that as a result these groups responded better to certain styles of leadership. “Generations X and Y are firstly loyal to their career path, and secondly to a great manager or team. `Gen X` responds well to `effective` leadership and `Gen Y` craves `inspirational` leadership. Both want leaders who listen and involve them,” she said. Finding leaders who fit this profile will take organisations time and effort, especially as certain leadership groups – particularly at board level – often tend to be from the “Veteran” demographic (those born before 1946). The Veterans are often resistant to change and still dominated by Anglo-Saxon 50-plus year-old men.
Organisations must employ and develop leaders who will excel at attracting and retaining the new workforce generations. “The existence of different generational groups within the workforce makes for a dynamic and challenging experience for Australian managers,” Henry said. She advised managers to be acutely aware of the different views and values each generation holds on career, family, work-life balance, flexibility and loyalty, and to espouse these accordingly, while taking advantage of the assets each can bring to the organisation. “Organisations need to invest in training and development for managers, placing particular emphasis on `soft` skills, such as performance management and conflict resolution,” she said.
The new generations are also less likely to repeat the perceived mistakes of their Baby Boomer (born between 1946 and 1964) predecessors. `Gen X` witnessed their parents` retrenchments in the early `90s and now view organisations as “uncaring”. Consequently, they put their career before their loyalty to an employer.
Leading Effectively
What`s Your Strategy for Doing Strategy?
Center for Creative Leadership
Setting strategy isn`t the same as leading strategy. Even the best strategist can falter when it comes to implementing and sustaining the right direction for the business. In fact, statistics indicate that only from 4 to 7 percent of leaders exhibit strategic skills, a woefully inadequate amount given the demands of organizations in today`s environment, notes Kate Beatty, coauthor of Becoming a Strategic Leader: Your Role in Your Organization`s Enduring Success.
"Leaders today face tremendous pressure to make short-term numbers and show immediate wins," Beatty says. "Operational leadership rules the day." But the pressure to meet short-term targets and solve functional problems is creating a leadership pipeline with limited strategic leadership capacity.
So, how do we lead in ways that position the business for the future while also meeting current demands? It requires developing the following three skills, according to Beatty.
Strategic thinking is grounded in a strong understanding of the complex relationship between the organization and its environment. Strategic thinkers take a broad view; ask probing questions; and identify connections, patterns and key issues. To boost the level of strategic thinking as you or your team work on a challenge, pose these questions:
Strategy = Learning
Setting strategy is not an event followed by implementation. It is a learning process that includes five elements:
1. Assess where you are.
What`s the competitive climate facing your organization? Are you clear-eyed about your internal situation? Do you regularly and realistically assess your organizational strengths and weaknesses?
2. Know who you are and where you want to go.
Strategic leaders need to understand the spoken and unspoken culture of the organization and its leadership. Imagine the company 10 or 20 years into the future — then look at the distance and direction you must travel to succeed.
3. Learn how to get there.
Business strategy should be based on an understanding of key strategic drivers: the relatively few but critical determinants of long-term success. It`s also important to develop a leadership strategy for addressing the human and organizational capabilities that are needed to make the business strategy work.
4. Make the journey.
How does strategy translate into action? What are the tactics needed to implement strategy? How does strategy seep into the lifeblood of the organization? Are decisions and behaviors throughout the organization consistent with the strategy?
Check your progress. Continue to assess your organization`s effectiveness. Do your key metrics keep your organization focused on the two or three top priorities for strategic success? Are adequate investments being made now to ensure your organization`s sustainable competitive advantage in the future?
Setting strategy isn`t the same as leading strategy. Even the best strategist can falter when it comes to implementing and sustaining the right direction for the business. In fact, statistics indicate that only from 4 to 7 percent of leaders exhibit strategic skills, a woefully inadequate amount given the demands of organizations in today`s environment, notes Kate Beatty, coauthor of Becoming a Strategic Leader: Your Role in Your Organization`s Enduring Success.
"Leaders today face tremendous pressure to make short-term numbers and show immediate wins," Beatty says. "Operational leadership rules the day." But the pressure to meet short-term targets and solve functional problems is creating a leadership pipeline with limited strategic leadership capacity.
So, how do we lead in ways that position the business for the future while also meeting current demands? It requires developing the following three skills, according to Beatty.
Strategic thinking is grounded in a strong understanding of the complex relationship between the organization and its environment. Strategic thinkers take a broad view; ask probing questions; and identify connections, patterns and key issues. To boost the level of strategic thinking as you or your team work on a challenge, pose these questions:
- Why do we need to be successful in this challenge?
- How does this issue (and our approach) relate to issues and challenges elsewhere in the organization?
- Who are the key stakeholders? What information and insight do they have that is relevant to the challenge and to our response?
- In what ways are my own experiences and biases limiting my view of the situation?
- What factor, if acted on, would create the greatest leverage on the result?
- How can I reframe my challenge and see it from different angles?
- Is my response consistent with the overall direction of the organization?
- What, if anything, is keeping me from settling on a solution or approach?
- What are the risks of this solution? What contingency plans can I put in place?
- What are the most critical priority areas for us to focus on? Am I sending any mixed signals about those priorities?
- What will the result look like if I succeed? What is my vision?
- Who else needs to be on board to make this successful? How does this approach relate to their goals?
- Are there other organizational systems, processes or structures that need to be in alignment for us to succeed? How can I help create that alignment?
- How willing am I to let my vision be shaped by others` visions?
- Who might help me champion my efforts? How can I get them on board?
- What political realities might impact our success? How might I navigate those realities?
Strategy = Learning
Setting strategy is not an event followed by implementation. It is a learning process that includes five elements:
1. Assess where you are.
What`s the competitive climate facing your organization? Are you clear-eyed about your internal situation? Do you regularly and realistically assess your organizational strengths and weaknesses?
2. Know who you are and where you want to go.
Strategic leaders need to understand the spoken and unspoken culture of the organization and its leadership. Imagine the company 10 or 20 years into the future — then look at the distance and direction you must travel to succeed.
3. Learn how to get there.
Business strategy should be based on an understanding of key strategic drivers: the relatively few but critical determinants of long-term success. It`s also important to develop a leadership strategy for addressing the human and organizational capabilities that are needed to make the business strategy work.
4. Make the journey.
How does strategy translate into action? What are the tactics needed to implement strategy? How does strategy seep into the lifeblood of the organization? Are decisions and behaviors throughout the organization consistent with the strategy?
Check your progress. Continue to assess your organization`s effectiveness. Do your key metrics keep your organization focused on the two or three top priorities for strategic success? Are adequate investments being made now to ensure your organization`s sustainable competitive advantage in the future?
Lincoln Academy Lecture:
Corporate Boards are Destroying Rather than Creating Value
Billions are squandered on acquisitions and fashionable activities that miss critical success factors and encourage losing behaviors. In his Lincoln Academy Lecture Prof. Colin Coulson-Thomas author of `Winning Companies: Winning People` reports that directors of every company he has examined could boost individual and corporate performance by putting additional critical success factors in place and adopting more winning ways.
Peterborough, England (PRWEB) December 1, 2006
Many corporate boards are destroying rather than creating value according to Prof. Colin Coulson-Thomas. In his Lincoln Academy Lecture the leader of the `Winning Companies: Winning People` research program reports that "Billions are devoted to fashionable activities and acquisitions that reduce shareholder returns. They benefit professional advisers but not investors, customers or employees."
The `Winning Companies: Winning People` investigation has identified critical success factors and what high performers or `winners` do differently in areas such as winning business, pricing and purchasing. According to Coulson-Thomas, "Many corporate initiatives miss critical success factors and encourage losing behaviors." The findings -- summarized in Coulson-Thomas` new book `Winning Companies: Winning People, the differing approaches of winners and losers`* -- are encouraging. He explains: "Every one of over 2,500 firms participating in the program could significantly increase individual achievements and corporate performance by putting additional critical success factors in place and adopting more winning ways."
Yet according to Coulson-Thomas "Many directors ignore opportunities, fail to exploit corporate know-how and follow false gods. They acquire where they should build. Collaboration not ownership is the issue, growing organically through mutually beneficial relationships with customers, employees and other stakeholders." Coulson-Thomas believes "Many boards do not pursue organic growth strategies because they are unaware of how to help average performers to adopt the approaches of superstars. Most directors do not know that critical success factors and winning ways have now been identified in areas vital for corporate success."
The Adaptation Chairman finds many boards have lowered their ambitions: "Because past management fads have failed to deliver many directors now operate behind prison bars they themselves have created in their own imaginations. They are preoccupied with ensuring compliance not boosting performance. No wonder so many entrepreneurs see boards as costs rather than contributors."
According to Coulson-Thomas, "Corporate performance depends primarily upon what boards actually do and how their members behave. Winning boards are distinguished by the attitudes and conduct of their members. Corporate governance arrangements are often a symptom rather than a cause of board effectiveness." Coulson-Thomas argues: "The board should be the heart and soul of a company, the source of its ambition and drive. Whether or not a company competes and wins, sustains success and remains relevant usually depends upon its board. Without a sense of purpose, a sound strategy and the will to achieve, well endowed corporations wither and die."
Winning boards can be distinguished. Coulson-Thomas finds: "They display the will to win and are driven to succeed. At the same time, their actions demonstrate they care. They understand what is happening in the business environment and are sensitive to marketplace trends. They anticipate events. They confront realities, take a longer-term view and provide strategic leadership." In Coulson-Thomas` experience: "Directors of winning boards don`t look for excuses or blame others. They assume personal responsibility and collective accountability for their actions. They appreciate the distinction between direction and management, and understand their directorial duties and responsibilities."
Winning boards focus on what is important. According to Coulson-Thomas, "They concentrate upon the external, strategic and business development aspects of corporate governance. They strive to benefit shareholders by delivering additional value to customers. They provide and communicate strategic direction, a distinctive vision, a compelling purpose, achievable goals and clear objectives." Coulson-Thomas emphasizes that: "Winners focus upon the critical success factors for competing and winning. They develop additional income streams, new capabilities and fresh intellectual capital. They invest in director development and the professional selection, appointment and induction of new directors. Their chairmen consciously build effective boards of competent directors."
Coulson-Thomas believes "Urgent action is needed to improve the competence of directors and the effectiveness of boards. Identified success factors must be put in place and winning behaviors introduced where required. Nomination and selection committees should look beyond current holders of directorships with their experience of losing ways, and identify people who know how to win."
Billions are squandered on acquisitions and fashionable activities that miss critical success factors and encourage losing behaviors. In his Lincoln Academy Lecture Prof. Colin Coulson-Thomas author of `Winning Companies: Winning People` reports that directors of every company he has examined could boost individual and corporate performance by putting additional critical success factors in place and adopting more winning ways.
Peterborough, England (PRWEB) December 1, 2006
Many corporate boards are destroying rather than creating value according to Prof. Colin Coulson-Thomas. In his Lincoln Academy Lecture the leader of the `Winning Companies: Winning People` research program reports that "Billions are devoted to fashionable activities and acquisitions that reduce shareholder returns. They benefit professional advisers but not investors, customers or employees."
The `Winning Companies: Winning People` investigation has identified critical success factors and what high performers or `winners` do differently in areas such as winning business, pricing and purchasing. According to Coulson-Thomas, "Many corporate initiatives miss critical success factors and encourage losing behaviors." The findings -- summarized in Coulson-Thomas` new book `Winning Companies: Winning People, the differing approaches of winners and losers`* -- are encouraging. He explains: "Every one of over 2,500 firms participating in the program could significantly increase individual achievements and corporate performance by putting additional critical success factors in place and adopting more winning ways."
Yet according to Coulson-Thomas "Many directors ignore opportunities, fail to exploit corporate know-how and follow false gods. They acquire where they should build. Collaboration not ownership is the issue, growing organically through mutually beneficial relationships with customers, employees and other stakeholders." Coulson-Thomas believes "Many boards do not pursue organic growth strategies because they are unaware of how to help average performers to adopt the approaches of superstars. Most directors do not know that critical success factors and winning ways have now been identified in areas vital for corporate success."
The Adaptation Chairman finds many boards have lowered their ambitions: "Because past management fads have failed to deliver many directors now operate behind prison bars they themselves have created in their own imaginations. They are preoccupied with ensuring compliance not boosting performance. No wonder so many entrepreneurs see boards as costs rather than contributors."
According to Coulson-Thomas, "Corporate performance depends primarily upon what boards actually do and how their members behave. Winning boards are distinguished by the attitudes and conduct of their members. Corporate governance arrangements are often a symptom rather than a cause of board effectiveness." Coulson-Thomas argues: "The board should be the heart and soul of a company, the source of its ambition and drive. Whether or not a company competes and wins, sustains success and remains relevant usually depends upon its board. Without a sense of purpose, a sound strategy and the will to achieve, well endowed corporations wither and die."
Winning boards can be distinguished. Coulson-Thomas finds: "They display the will to win and are driven to succeed. At the same time, their actions demonstrate they care. They understand what is happening in the business environment and are sensitive to marketplace trends. They anticipate events. They confront realities, take a longer-term view and provide strategic leadership." In Coulson-Thomas` experience: "Directors of winning boards don`t look for excuses or blame others. They assume personal responsibility and collective accountability for their actions. They appreciate the distinction between direction and management, and understand their directorial duties and responsibilities."
Winning boards focus on what is important. According to Coulson-Thomas, "They concentrate upon the external, strategic and business development aspects of corporate governance. They strive to benefit shareholders by delivering additional value to customers. They provide and communicate strategic direction, a distinctive vision, a compelling purpose, achievable goals and clear objectives." Coulson-Thomas emphasizes that: "Winners focus upon the critical success factors for competing and winning. They develop additional income streams, new capabilities and fresh intellectual capital. They invest in director development and the professional selection, appointment and induction of new directors. Their chairmen consciously build effective boards of competent directors."
Coulson-Thomas believes "Urgent action is needed to improve the competence of directors and the effectiveness of boards. Identified success factors must be put in place and winning behaviors introduced where required. Nomination and selection committees should look beyond current holders of directorships with their experience of losing ways, and identify people who know how to win."
Social Capital - Your Company`s Most Important Resource
By Davender Gupta
A company`s most important resource is its corporate culture. Invisible on the financial balance sheet, the corporate culture, otherwise known as social capital, is the capacity of the organization to be innovative and creative. Social capital is made up of such intangibles as trust, commitment, communication, as well as the corporate willingness to risk, experiment, learn and recognize unplanned opportunities. You can`t borrow, rent or hire social capital. You`ve got to do the hard work to create it internally. The good news is once you`ve got it and are able to keep it going, then social capital becomes a strong, invisible asset that has a direct impact on the bottom line.
Focus on building and safeguarding your corporate culture, and you create the framework for sustainable financial success. If, however, achieving financial targets is your first priority, then you will eventually lose social capital. You may reach your target during one or two quarters, but your workforce won`t learn how to get there consistently and will burn out reaching for targets that do not reflect what`s really happening in the market.
If you create a supporting corporate culture of innovation, then the social capital you generate helps your workforce to adapt better to change and to opportunities, in a way that is sustainable and stronger in the long term. Communication, trust, risk taking skills and a shared "big picture" vision are essential to your group`s success. But how do you create a corporate culture that produces these results?
A corporate culture is more than just parties and t-shirts: it`s about creating an environment where every person can be the best human they can be. There are four characteristics to a strong corporate culture of innovation:
It is conscious: the culture supports the company to move in a clear, progressive way with intelligence, coordination and reflection, based on a clearly articulated company mission and vision. Each person in the group has a solid understanding of what success means to them, and they are able to say "why I am here";
It is ethical: the culture provides values and principles that guide the workforce in decision-making. As the people live these values, trust grows and each person feels comfortable expressing ideas, suggestions, questions, concerns or differing opinions, resulting in fresh perspectives on a situation. Every person in the company becomes a living example of the values of the company;
It is dynamic: the culture unleashes the creative power of each person by encouraging imagination, risk-taking, emotion and enthusiasm. Dynamic groups are chaotic, yet each person acts with passion and focus, which triggers real growth in unexpected ways;
It is spiritual: the culture recognizes and celebrates how the team members are interconnected and interdependent, while honoring and respecting the organization`s integrated connections to the shareholders, the customers, the community, and the all of the other stakeholders. This holistic approach to problem solving leads to solutions that are better, stronger and, in the end, far more successful, enduring and profitable.
Some of these words may stretch our concept about managing, but they are all essential to have a strong foundation for the growth of your corporate culture and for the long-term ability for your company to adapt positively to change.
Social capital is "soft stuff". But the soft stuff really is the hard stuff. How your company rises to the challenge of creating a culture of innovation will determine how well it leverages this very important invisible asset. Your win is strong, consistent, and sustainable growth.
A company`s most important resource is its corporate culture. Invisible on the financial balance sheet, the corporate culture, otherwise known as social capital, is the capacity of the organization to be innovative and creative. Social capital is made up of such intangibles as trust, commitment, communication, as well as the corporate willingness to risk, experiment, learn and recognize unplanned opportunities. You can`t borrow, rent or hire social capital. You`ve got to do the hard work to create it internally. The good news is once you`ve got it and are able to keep it going, then social capital becomes a strong, invisible asset that has a direct impact on the bottom line.
Focus on building and safeguarding your corporate culture, and you create the framework for sustainable financial success. If, however, achieving financial targets is your first priority, then you will eventually lose social capital. You may reach your target during one or two quarters, but your workforce won`t learn how to get there consistently and will burn out reaching for targets that do not reflect what`s really happening in the market.
If you create a supporting corporate culture of innovation, then the social capital you generate helps your workforce to adapt better to change and to opportunities, in a way that is sustainable and stronger in the long term. Communication, trust, risk taking skills and a shared "big picture" vision are essential to your group`s success. But how do you create a corporate culture that produces these results?
A corporate culture is more than just parties and t-shirts: it`s about creating an environment where every person can be the best human they can be. There are four characteristics to a strong corporate culture of innovation:
It is conscious: the culture supports the company to move in a clear, progressive way with intelligence, coordination and reflection, based on a clearly articulated company mission and vision. Each person in the group has a solid understanding of what success means to them, and they are able to say "why I am here";
It is ethical: the culture provides values and principles that guide the workforce in decision-making. As the people live these values, trust grows and each person feels comfortable expressing ideas, suggestions, questions, concerns or differing opinions, resulting in fresh perspectives on a situation. Every person in the company becomes a living example of the values of the company;
It is dynamic: the culture unleashes the creative power of each person by encouraging imagination, risk-taking, emotion and enthusiasm. Dynamic groups are chaotic, yet each person acts with passion and focus, which triggers real growth in unexpected ways;
It is spiritual: the culture recognizes and celebrates how the team members are interconnected and interdependent, while honoring and respecting the organization`s integrated connections to the shareholders, the customers, the community, and the all of the other stakeholders. This holistic approach to problem solving leads to solutions that are better, stronger and, in the end, far more successful, enduring and profitable.
Some of these words may stretch our concept about managing, but they are all essential to have a strong foundation for the growth of your corporate culture and for the long-term ability for your company to adapt positively to change.
Social capital is "soft stuff". But the soft stuff really is the hard stuff. How your company rises to the challenge of creating a culture of innovation will determine how well it leverages this very important invisible asset. Your win is strong, consistent, and sustainable growth.
Ethics, Virtues and Values: Knowing What Matters Most
US State Department Blog
How can we speak of alignment and the potential for cultural mismatch without addressing the issues of ethics, virtues and values? We were shocked to discover that global companies that once trusted and invested our retirement and life savings with had lied to us. They lied to the public about earnings, and values, and about their investment. Many thousands of people lost their life savings. How could it happen? How could those we had placed in a position of trust have failed us so seriously? It is a question of ethics, virtues and values.
Ben`s Story
To help us understand what matters most we should consider the story of Benjamin Franklin. Benjamin Franklin was an author, a painter, an inventor, a father, a politician, and the first American Ambassador to France. He invented bifocals, swim flippers, lightening rods, and the Franklin stove. He founded a public library, a hospital, and insurance company and a fire department. He helped write the Declaration of Independence and the U.S. Constitution. He wrote an autobiography in the middle of his life and shortly before his death in his 80`s, he completed his memoirs. Franklin was truly a Renaissance man. He was one of the greatest citizens and thinkers the world has ever seen. But Franklin was not always a great or successful man. At the age of 17 he ran away from home in Boston, estranged from his family because of an argument he had with his brother. Franklin tried in business and failed, not once but twice. He was the father and single parent of an illegitimate son whose mother abandoned the child to Franklin unable and unwilling to live with Franklin and the child. As a young adult Franklin was by almost any measure and especially his own measure a dismal failure. His life was confused, difficult and not at all satisfying to Franklin or to anyone else. He decided to make a change.
Benjamin Franklin sat down and made a list. The list consisted of twelve characteristics, values and virtues to which he aspired. He called his list "Virtues". Franklin`s list of virtues looked like this.
Franklin`s List of Virtues
1. Temperance
2. Silence
3. Order
4. Resolution
5. Frugality
6. Industry
7. Sincerity
8. Justice
9. Moderation
10. Cleanliness
11. Tranquility
12. Chastity
When he completed his list of the virtues to which he aspired to, Franklin wrote a brief sentence describing each of the virtues and what it meant to him. He did not want there to be any confusion about what each of these words meant. His definitions of his virtues then looked like this.....
Franklin`s List of Defined Virtues
1. Temperance - eat not to dullness; drink not to elation.
2. Silence - Speak not but what may benefit others or yourself; avoid trifling conversation.
3. Order - Let all your things have their places; let each part of your business have its time.
4. Resolution - Resolve to perform what you ought; perform without fail what you resolve.
5. Frugality - Make no expense but to do good to others or yourself; that is, waste nothing.
6. Industry - Lose no time; be always employed in something useful; cut off all unnecessary actions.
7. Sincerity - Use no hurtful deceit; think innocently and justly; speak accordingly.
8. Justice - Wrong none by doing injuries; or omitting the benefits of your duty.
9. Moderation - Avoid extremes; forbear resenting injuries so much as you think they deserve.
10. Cleanliness - Tolerate no uncleanliness in body, clothes, or habitation.
11. Tranquility - Be not disturbed at trifles or at accidents common or unavoidable.
12. Chastity - Rarely use venery but for health or offspring, never to dullness, weakness, or the injury of your own or another`s peace or reputation.
Franklin then took his list to a respected friend who happened to be a Quaker. Franklin explained to his Quaker friend that he, Franklin, was disappointed in the progress in his life to this point and that he intended to turn his life around. From now on Franklin intended to live his life according to his list of virtues. Each day he would read the list and each week he would focus on a different virtue. Repeating the process over and over again until he had become one with his virtues. Franklin`s Quaker friend asked him one question. "Ben, are you serious? Because you sure aren`t these things now."
Franklin explained that he was indeed serious and that he knew he was far from these virtues now, but he aspired to become one with the twelve virtues he had listed and described. His Quaker friend went on then to say. "Ben, if you are serious you need to add a thirteenth virtue. Humility. Because you don`t have any."
Franklin thought about the advice of his friend and true to the recommendation added a thirteenth virtue. 13. Humility. Franklin then went on to define humility for his own understanding, and true to his less than humble self Ben Franklin defined humility, thus.
13. Humility - Emulate Christ and Socrates in all things.
Now there is a truly humble man. He would just emulate Christ and Socrates in all things. True humility. Well, perhaps not really! Not very humble; but true to his word and his intention, Franklin set about to reorder his life. Each day he would read his list and each week he would focus on a different aspect of his list repeating the process over and over and over again.
The rest is history. Franklin went on to become one of the most productive, successful and self- actualized people in all of history. He knew what mattered most. That was how he could set about being an author, a printer, an inventor, a father, a politician, the first American Ambassador to France, the inventor of bifocals, swim flippers, lightening rods, hundreds of other things and the Franklin stove and how he could found a public library, a hospital, an insurance company and a fire company and help to write the Declaration of Independence and the Constitution. But did you know that is not the end of the story? In his memoirs, shortly before his death Franklin was reflecting on the story of his virtues (which he told in his autobiography written mid-life) and he noted that he had come to feel a oneness with each of his 12 virtues. When he thought of the 13th virtue, he realized that he simply was not humble. Franklin had failed at his 13th virtue. Or had he?
Franklin failed at his 13th virtue, Humility. Why? Was the most difficult virtue on this list the last? Or was there another reason? The answer is obvious and simple. Franklin had not failed at his virtues. He had succeeded at each of his twelve virtues. He failed at a virtue that was not his, a virtue that had been given to him by someone else. Franklin failed at a virtue that he did not value. He failed at doing something someone else valued and suggested to him as a value.
How then might we learn from Franklin`s example? Can we learn, what matters most to us? Perhaps the single most important lesson in life would be that we must learn what matters most to us! Model what you would teach, because you teach first by modeling. Teach what you would live but remember the failure of Ben`s Quaker friend. It is not possible to give someone a value they would not own.
How can we speak of alignment and the potential for cultural mismatch without addressing the issues of ethics, virtues and values? We were shocked to discover that global companies that once trusted and invested our retirement and life savings with had lied to us. They lied to the public about earnings, and values, and about their investment. Many thousands of people lost their life savings. How could it happen? How could those we had placed in a position of trust have failed us so seriously? It is a question of ethics, virtues and values.
Ben`s Story
To help us understand what matters most we should consider the story of Benjamin Franklin. Benjamin Franklin was an author, a painter, an inventor, a father, a politician, and the first American Ambassador to France. He invented bifocals, swim flippers, lightening rods, and the Franklin stove. He founded a public library, a hospital, and insurance company and a fire department. He helped write the Declaration of Independence and the U.S. Constitution. He wrote an autobiography in the middle of his life and shortly before his death in his 80`s, he completed his memoirs. Franklin was truly a Renaissance man. He was one of the greatest citizens and thinkers the world has ever seen. But Franklin was not always a great or successful man. At the age of 17 he ran away from home in Boston, estranged from his family because of an argument he had with his brother. Franklin tried in business and failed, not once but twice. He was the father and single parent of an illegitimate son whose mother abandoned the child to Franklin unable and unwilling to live with Franklin and the child. As a young adult Franklin was by almost any measure and especially his own measure a dismal failure. His life was confused, difficult and not at all satisfying to Franklin or to anyone else. He decided to make a change.
Benjamin Franklin sat down and made a list. The list consisted of twelve characteristics, values and virtues to which he aspired. He called his list "Virtues". Franklin`s list of virtues looked like this.
Franklin`s List of Virtues
1. Temperance
2. Silence
3. Order
4. Resolution
5. Frugality
6. Industry
7. Sincerity
8. Justice
9. Moderation
10. Cleanliness
11. Tranquility
12. Chastity
When he completed his list of the virtues to which he aspired to, Franklin wrote a brief sentence describing each of the virtues and what it meant to him. He did not want there to be any confusion about what each of these words meant. His definitions of his virtues then looked like this.....
Franklin`s List of Defined Virtues
1. Temperance - eat not to dullness; drink not to elation.
2. Silence - Speak not but what may benefit others or yourself; avoid trifling conversation.
3. Order - Let all your things have their places; let each part of your business have its time.
4. Resolution - Resolve to perform what you ought; perform without fail what you resolve.
5. Frugality - Make no expense but to do good to others or yourself; that is, waste nothing.
6. Industry - Lose no time; be always employed in something useful; cut off all unnecessary actions.
7. Sincerity - Use no hurtful deceit; think innocently and justly; speak accordingly.
8. Justice - Wrong none by doing injuries; or omitting the benefits of your duty.
9. Moderation - Avoid extremes; forbear resenting injuries so much as you think they deserve.
10. Cleanliness - Tolerate no uncleanliness in body, clothes, or habitation.
11. Tranquility - Be not disturbed at trifles or at accidents common or unavoidable.
12. Chastity - Rarely use venery but for health or offspring, never to dullness, weakness, or the injury of your own or another`s peace or reputation.
Franklin then took his list to a respected friend who happened to be a Quaker. Franklin explained to his Quaker friend that he, Franklin, was disappointed in the progress in his life to this point and that he intended to turn his life around. From now on Franklin intended to live his life according to his list of virtues. Each day he would read the list and each week he would focus on a different virtue. Repeating the process over and over again until he had become one with his virtues. Franklin`s Quaker friend asked him one question. "Ben, are you serious? Because you sure aren`t these things now."
Franklin explained that he was indeed serious and that he knew he was far from these virtues now, but he aspired to become one with the twelve virtues he had listed and described. His Quaker friend went on then to say. "Ben, if you are serious you need to add a thirteenth virtue. Humility. Because you don`t have any."
Franklin thought about the advice of his friend and true to the recommendation added a thirteenth virtue. 13. Humility. Franklin then went on to define humility for his own understanding, and true to his less than humble self Ben Franklin defined humility, thus.
13. Humility - Emulate Christ and Socrates in all things.
Now there is a truly humble man. He would just emulate Christ and Socrates in all things. True humility. Well, perhaps not really! Not very humble; but true to his word and his intention, Franklin set about to reorder his life. Each day he would read his list and each week he would focus on a different aspect of his list repeating the process over and over and over again.
The rest is history. Franklin went on to become one of the most productive, successful and self- actualized people in all of history. He knew what mattered most. That was how he could set about being an author, a printer, an inventor, a father, a politician, the first American Ambassador to France, the inventor of bifocals, swim flippers, lightening rods, hundreds of other things and the Franklin stove and how he could found a public library, a hospital, an insurance company and a fire company and help to write the Declaration of Independence and the Constitution. But did you know that is not the end of the story? In his memoirs, shortly before his death Franklin was reflecting on the story of his virtues (which he told in his autobiography written mid-life) and he noted that he had come to feel a oneness with each of his 12 virtues. When he thought of the 13th virtue, he realized that he simply was not humble. Franklin had failed at his 13th virtue. Or had he?
Franklin failed at his 13th virtue, Humility. Why? Was the most difficult virtue on this list the last? Or was there another reason? The answer is obvious and simple. Franklin had not failed at his virtues. He had succeeded at each of his twelve virtues. He failed at a virtue that was not his, a virtue that had been given to him by someone else. Franklin failed at a virtue that he did not value. He failed at doing something someone else valued and suggested to him as a value.
How then might we learn from Franklin`s example? Can we learn, what matters most to us? Perhaps the single most important lesson in life would be that we must learn what matters most to us! Model what you would teach, because you teach first by modeling. Teach what you would live but remember the failure of Ben`s Quaker friend. It is not possible to give someone a value they would not own.
Can Creativity be Taught?
Forbes Magazine, May 2011
In 1956, Louis R. Mobley, realized that IBM`s success depended on teaching executives to think creatively rather than teaching them how to read financial reports. As a result the IBM Executive School was built around these six insights.
First, traditional teaching methodologies like reading, lecturing, testing, and memorization are worse than useless. They are actually the counter-productive way in which boxes get built. Most education focuses on providing answers in a linear step by step way. Mobley realized that asking radically different questions in a non-linear way is the key to creativity.
Mobley`s second discovery is that becoming creative is an unlearning rather than a learning process. The goal of the IBM Executive School was not to add more assumptions but to upend existing assumptions. Designed as a “mind blowing experience,” IBM executives were pummeled out of their comfort zone often in embarrassing, frustrating, even infuriating ways. Providing a humbling experience for hot shot executives with egos to match had its risks, but Mobley ran those risks to get that “Wow, I never thought of it that way before!” reaction that is the birth pang of creativity.
Third, Mobley realized that we don`t learn to be creative. We must become creative people. A Marine recruit doesn`t learn to be a Marine by reading a manual. He becomes a Marine by undergoing the rigors of boot camp. Like a caterpillar becoming a butterfly, he is transformed into a Marine. Mobley`s Executive School was a twelve week experiential boot camp. Classes, lectures, and books, were exchanged for riddles, simulations, and games. Like psychologists, Mobley and his staff were always dreaming up experiments where the “obvious” answer was never adequate. Shock and awe was used to open up his students to alternative modes of thinking.
Mobley`s fourth insight is that the fastest way to become creative is to hang around with creative people –regardless of how stupid they make us feel. An early experiment in controlled chaos, The IBM Executive School was an unsystematic, unstructured environment where most of the benefits accrued through peer to peer interaction much of it informal and off line.
Fifth, Mobley discovered that creativity is highly correlated with self-knowledge. It is impossible to overcome biases if we don`t know they are there, and Mobley`s school was designed to be one big mirror.
Finally and perhaps most importantly, Mobley gave his students permission to be wrong. Every great idea grows from the potting soil of hundreds of bad ones, and the single biggest reason why most of us never live up to our creative potential is from fear of making a fool out of ourselves. For Mobley there were no bad ideas or wrong ideas only building blocks for even better ideas.
Can Creativity Be Taught?
In 1956, Louis R. Mobley, realized that IBM`s success depended on teaching executives to think creatively rather than teaching them how to read financial reports. As a result the IBM Executive School was built around these six insights.
First, traditional teaching methodologies like reading, lecturing, testing, and memorization are worse than useless. They are actually the counter-productive way in which boxes get built. Most education focuses on providing answers in a linear step by step way. Mobley realized that asking radically different questions in a non-linear way is the key to creativity.
Mobley`s second discovery is that becoming creative is an unlearning rather than a learning process. The goal of the IBM Executive School was not to add more assumptions but to upend existing assumptions. Designed as a “mind blowing experience,” IBM executives were pummeled out of their comfort zone often in embarrassing, frustrating, even infuriating ways. Providing a humbling experience for hot shot executives with egos to match had its risks, but Mobley ran those risks to get that “Wow, I never thought of it that way before!” reaction that is the birth pang of creativity.
Third, Mobley realized that we don`t learn to be creative. We must become creative people. A Marine recruit doesn`t learn to be a Marine by reading a manual. He becomes a Marine by undergoing the rigors of boot camp. Like a caterpillar becoming a butterfly, he is transformed into a Marine. Mobley`s Executive School was a twelve week experiential boot camp. Classes, lectures, and books, were exchanged for riddles, simulations, and games. Like psychologists, Mobley and his staff were always dreaming up experiments where the “obvious” answer was never adequate. Shock and awe was used to open up his students to alternative modes of thinking.
Mobley`s fourth insight is that the fastest way to become creative is to hang around with creative people –regardless of how stupid they make us feel. An early experiment in controlled chaos, The IBM Executive School was an unsystematic, unstructured environment where most of the benefits accrued through peer to peer interaction much of it informal and off line.
Fifth, Mobley discovered that creativity is highly correlated with self-knowledge. It is impossible to overcome biases if we don`t know they are there, and Mobley`s school was designed to be one big mirror.
Finally and perhaps most importantly, Mobley gave his students permission to be wrong. Every great idea grows from the potting soil of hundreds of bad ones, and the single biggest reason why most of us never live up to our creative potential is from fear of making a fool out of ourselves. For Mobley there were no bad ideas or wrong ideas only building blocks for even better ideas.
Can Creativity Be Taught?
Creative Problem Solving with SCAMPTER
From Litemind, Exploring Ways to Use Our Mind Effectively
SCAMPER is a technique you can use to spark your creativity and help you overcome any challenge you may be facing. In essence, SCAMPER is a general-purpose checklist with idea-spurring questions — which is both easy to use and surprisingly powerful. It was created by Bob Eberle in the early 70s, and it definitely stood the test of time.
SCAMPER Primer
SCAMPER is based on the notion that everything new is a modification of something that already exists.Each letter in the acronym represents a different way you can play with the characteristics of what is challenging you to trigger new ideas:
S = Substitute
C = Combine
A = Adapt
M = Magnify
P = Put to Other Uses
E = Eliminate (or Minify)
R = Rearrange (or Reverse)
To use the SCAMPER technique, first state the problem you`d like to solve or the idea you`d like to develop. It can be anything: a challenge in your personal life or business; or maybe a product, service or process you want to improve. After pinpointing the challenge, it`s then a matter of asking questions about it using the SCAMPER checklist to guide you.
Consider, for instance, the problem "How can I increase sales in my business?"
Following the SCAMPER recipe, here are a few questions you could ask:
A classic example is MacDonald`s founder Ray Kroc. In hindsight, it`s easy to identify many of the ideas he used through the SCAMPER lens: selling restaurants and real estate instead of simply hamburgers [P = Put to other uses]; having customers pay before they eat [R=Rearrange]; letting customers serve themselves, avoiding the use of waiters [E=Eliminate] — just to mention a few.
The best resource I know about SCAMPER is Michael Michalko`s wonderful book Thinkertoys: it has more than 40 pages dedicated to SCAMPER alone. Michael`s book is the most comprehensive creativity reference I have put my hands on: there are more than 40 creativity techniques that should suit every taste — from the most logic to the most intuitive types. Highly recommended!
SCAMPER is a technique you can use to spark your creativity and help you overcome any challenge you may be facing. In essence, SCAMPER is a general-purpose checklist with idea-spurring questions — which is both easy to use and surprisingly powerful. It was created by Bob Eberle in the early 70s, and it definitely stood the test of time.
SCAMPER Primer
SCAMPER is based on the notion that everything new is a modification of something that already exists.Each letter in the acronym represents a different way you can play with the characteristics of what is challenging you to trigger new ideas:
S = Substitute
C = Combine
A = Adapt
M = Magnify
P = Put to Other Uses
E = Eliminate (or Minify)
R = Rearrange (or Reverse)
To use the SCAMPER technique, first state the problem you`d like to solve or the idea you`d like to develop. It can be anything: a challenge in your personal life or business; or maybe a product, service or process you want to improve. After pinpointing the challenge, it`s then a matter of asking questions about it using the SCAMPER checklist to guide you.
Consider, for instance, the problem "How can I increase sales in my business?"
Following the SCAMPER recipe, here are a few questions you could ask:
- S (Substitute): "What can I substitute in my selling process?"
- C (Combine): "How can I combine selling with other activities?"
- A (Adapt): "What can I adapt or copy from someone else`s selling process?"
- M (Magnify): "What can I magnify or put more emphasis on when selling?"
- P (Put to Other Uses): "How can I put my selling to other uses?"
- E (Eliminate): "What can I eliminate or simplify in my selling process?"
- R (Rearrange): "How can I change, reorder or reverse the way I sell?"
A classic example is MacDonald`s founder Ray Kroc. In hindsight, it`s easy to identify many of the ideas he used through the SCAMPER lens: selling restaurants and real estate instead of simply hamburgers [P = Put to other uses]; having customers pay before they eat [R=Rearrange]; letting customers serve themselves, avoiding the use of waiters [E=Eliminate] — just to mention a few.
The best resource I know about SCAMPER is Michael Michalko`s wonderful book Thinkertoys: it has more than 40 pages dedicated to SCAMPER alone. Michael`s book is the most comprehensive creativity reference I have put my hands on: there are more than 40 creativity techniques that should suit every taste — from the most logic to the most intuitive types. Highly recommended!
Creating an Inclusive Organization
Kay Blair
Embracing the values of inclusiveness within an organization is a long-term proposition; the process of altering attitudes and practices does not happen overnight. Creating an inclusive organization requires more than just hiring new faces. It requires opening minds and doors to new perspectives and worldviews. It is an on-going process of rethinking the work we do as well as the relationships we build with the wider community. This session provided practical tips on how to embrace the principles of inclusion.
What is an inclusive organization?
An inclusive organization links its parts into a cohesive whole. It employs interactive processes that support an environment with structures and systems that allow people to perform at their best. People cannot be inspired and energized with memos, mission statements, data, charts, goals, objectives, measurements, systems, and processes alone. While all these tools are important for improving performance, an organization that is inclusive has the capacity to unleash human potential, so that individual and collective creativity and innovation can flourish.
Leaders in organizations need to crystallize their organization`s mission and a purpose for existence. They need to provide clarity that is grounded in actions and behaviors. Leaders also need to inspire, motivate and maintain an environment where everyone finds dignity, meaning, and community at work.
Think of leadership as an action, not as a position
Organizations in the 21st century need leaders who can inspire and support people to experience an inclusive community at work. Leaders often find that a worker`s fear of change is their greatest challenge in the change process. Change forces us to give up what is familiar in favor of what is unknown. Workers need to feel secure in their workplace; they need a sense of belonging, a feeling of community, and a sense of connectedness. Established core values, a well-articulated vision, and support for employees` diversity of opinions and perspectives all help to foster the sense of inclusion. If an organization is inclusive, decision-making processes cannot be top down. It needs to be participatory. Ideas must be generated from across the organization so that each person feels that they are contributing to the process.
Understand that there is an acceptable margin of error throughout the organization at all levels. It is from this acceptable margin of error that the organization builds from its strength, lessons learned and best practices.
A truly inclusive organizational structure incorporates a horizontal design where processes are not standardized. In a horizontal approach open systems are used to allow individuals to be creative and to challenge them to do their work differently.
It is important to recognize the diversity of employees within the organization. For example when planning organizational activities keep in mind personal needs of workers – i.e. setting up prayer space, structuring vacation so that parents have time off, accommodating religious and cultural priorities
To achieve an inclusive organization processes should be aligned to demonstrate a sense of awareness and sensitivity to the workers. By doing this workers have a better understanding of their roles and can contribute meaningfully to the organization.
Engage your organization in real talent development
Maintaining a culture of inclusion alive in an organization requires management to engage in comprehensive processes that are transparent and inclusive (i.e. selection, organizational leadership, training, promotional practices, incentive systems, and internal networking). To build on staff talent the organization must invest in training and development. Time must be given to the staff to take advantage of this training in order to potentially become the next leaders. It is also essential to create opportunities for staff to take on additional tasks and equally important to provide coaching and mentoring opportunities for them to develop the skills to succeed with these new challenges. Engaging workers in ways that inspire and motivate them to rise to the challenge and align their personal mission with the organization mission is critical for success.
Employ a self-directed team approach
By employing a team approach leadership is diffused throughout an empowered workplace. Decentralized decision-making can contribute to efficiency, as employees in an inclusive organization know they have a say in defining their work environment.
Characteristics of high-performing teams that use a self-directed approach include:
An organization`s DNA refers to unique processes and qualities of the organization that cannot be easily replicated. Recognize the uniqueness of your organization by examining your core values, and service priorities. For example, Microskills recognizes its DNA as the high quality service it provides to its` clients, staff, board, volunteers and all who do business with the organization. To operationalize the DNA you must know what you do best both internally and externally and align all policies, processes, behaviors and actions.
Embrace diversity as an ethical imperative, not simply as an economic advantage
If diversity is not reflected in core organizational strategies (i.e. strategic plan, human resources etc.) then it is merely “window dressing” to diversity. Diversity is about social change. It is about valuing what individuals bring to the workplace and is not simply based on ethnicity. Diversity is primarily about the ability of individuals to support organizational growth by valuing everyone`s opinions and ideas and therefore ultimately valuing the person.
Organizational change that lacks clarity, inclusiveness, transparency, and a real purpose will be ineffective. Many experts recognize that change is a long-term process, not a quick fix. For change to be successful, leaders must be prepared to invest fully in the process.
The change process impacts the entire organization, and therefore challenges are present at all levels. Certainly workers can resist change, making transformation difficult; however at the same time leaders must listen to all staff, and involve them in a meaningful way during times of change.
Embracing the values of inclusiveness within an organization is a long-term proposition; the process of altering attitudes and practices does not happen overnight. Creating an inclusive organization requires more than just hiring new faces. It requires opening minds and doors to new perspectives and worldviews. It is an on-going process of rethinking the work we do as well as the relationships we build with the wider community. This session provided practical tips on how to embrace the principles of inclusion.
What is an inclusive organization?
An inclusive organization links its parts into a cohesive whole. It employs interactive processes that support an environment with structures and systems that allow people to perform at their best. People cannot be inspired and energized with memos, mission statements, data, charts, goals, objectives, measurements, systems, and processes alone. While all these tools are important for improving performance, an organization that is inclusive has the capacity to unleash human potential, so that individual and collective creativity and innovation can flourish.
Leaders in organizations need to crystallize their organization`s mission and a purpose for existence. They need to provide clarity that is grounded in actions and behaviors. Leaders also need to inspire, motivate and maintain an environment where everyone finds dignity, meaning, and community at work.
Think of leadership as an action, not as a position
Organizations in the 21st century need leaders who can inspire and support people to experience an inclusive community at work. Leaders often find that a worker`s fear of change is their greatest challenge in the change process. Change forces us to give up what is familiar in favor of what is unknown. Workers need to feel secure in their workplace; they need a sense of belonging, a feeling of community, and a sense of connectedness. Established core values, a well-articulated vision, and support for employees` diversity of opinions and perspectives all help to foster the sense of inclusion. If an organization is inclusive, decision-making processes cannot be top down. It needs to be participatory. Ideas must be generated from across the organization so that each person feels that they are contributing to the process.
Understand that there is an acceptable margin of error throughout the organization at all levels. It is from this acceptable margin of error that the organization builds from its strength, lessons learned and best practices.
A truly inclusive organizational structure incorporates a horizontal design where processes are not standardized. In a horizontal approach open systems are used to allow individuals to be creative and to challenge them to do their work differently.
It is important to recognize the diversity of employees within the organization. For example when planning organizational activities keep in mind personal needs of workers – i.e. setting up prayer space, structuring vacation so that parents have time off, accommodating religious and cultural priorities
To achieve an inclusive organization processes should be aligned to demonstrate a sense of awareness and sensitivity to the workers. By doing this workers have a better understanding of their roles and can contribute meaningfully to the organization.
Engage your organization in real talent development
Maintaining a culture of inclusion alive in an organization requires management to engage in comprehensive processes that are transparent and inclusive (i.e. selection, organizational leadership, training, promotional practices, incentive systems, and internal networking). To build on staff talent the organization must invest in training and development. Time must be given to the staff to take advantage of this training in order to potentially become the next leaders. It is also essential to create opportunities for staff to take on additional tasks and equally important to provide coaching and mentoring opportunities for them to develop the skills to succeed with these new challenges. Engaging workers in ways that inspire and motivate them to rise to the challenge and align their personal mission with the organization mission is critical for success.
Employ a self-directed team approach
By employing a team approach leadership is diffused throughout an empowered workplace. Decentralized decision-making can contribute to efficiency, as employees in an inclusive organization know they have a say in defining their work environment.
Characteristics of high-performing teams that use a self-directed approach include:
- Empowering staff to use the skills, knowledge, and talents of all team members
- Staff hold themselves accountable for optimal performance
- The organization provides recognition and appreciation for each other`s contributions
- All members of the organization develop trust and respect for each other
- As a result everyone can celebrate their successes, challenges and even failures
An organization`s DNA refers to unique processes and qualities of the organization that cannot be easily replicated. Recognize the uniqueness of your organization by examining your core values, and service priorities. For example, Microskills recognizes its DNA as the high quality service it provides to its` clients, staff, board, volunteers and all who do business with the organization. To operationalize the DNA you must know what you do best both internally and externally and align all policies, processes, behaviors and actions.
Embrace diversity as an ethical imperative, not simply as an economic advantage
If diversity is not reflected in core organizational strategies (i.e. strategic plan, human resources etc.) then it is merely “window dressing” to diversity. Diversity is about social change. It is about valuing what individuals bring to the workplace and is not simply based on ethnicity. Diversity is primarily about the ability of individuals to support organizational growth by valuing everyone`s opinions and ideas and therefore ultimately valuing the person.
Organizational change that lacks clarity, inclusiveness, transparency, and a real purpose will be ineffective. Many experts recognize that change is a long-term process, not a quick fix. For change to be successful, leaders must be prepared to invest fully in the process.
The change process impacts the entire organization, and therefore challenges are present at all levels. Certainly workers can resist change, making transformation difficult; however at the same time leaders must listen to all staff, and involve them in a meaningful way during times of change.
Social Power and the Coming Corporate Revolution
David Kirkpatrick, Contributor to Forbes Online
Social Power and the Coming Corporate Revolution suggests a bright future for business and society globally. The world is becoming more democratic and reflective of the will of ordinary people. And pragmatically, social power can help keep your company vital. Newly armed customer and employee activists can become the source of creativity, innovation and new ideas to take your company forward. A growing number of executives and companies are converts to this point of view.
This social might is now moving toward your company. We have entered the age of empowered individuals, who use potent new technologies and harness social media to organize themselves.
But most are ordinary people with new tools to force you to listen to what they care about and to demand respect. Both your customers and your employees have started marching in this burgeoning social media multitude, and you’d better get out of their way—or learn to embrace them.
In this new world of business, companies and leaders will have to show authenticity, fairness, transparency and good faith. If they don’t, customers and employees may come to distrust them, to potentially disastrous effect. Customers who don’t like a product can quickly broadcast their disapproval. Prospective employees don’t have to take your word for what life is like at your company—they can find out from people who already work there. And long time loyal employees now have more options to launch their own, more fleet-footed start ups, which could become your fiercest competitors in the future.
But overall these changes suggest a bright future for business and society globally. The world is becoming more democratic and reflective of the will of ordinary people. And pragmatically, social power can help keep your company vital. Newly armed customer and employee activists can become the source of creativity, innovation and new ideas to take your company forward. A growing number of executives and companies are converts to this point of view.
Social Power and the Coming Corporate Revolution suggests a bright future for business and society globally. The world is becoming more democratic and reflective of the will of ordinary people. And pragmatically, social power can help keep your company vital. Newly armed customer and employee activists can become the source of creativity, innovation and new ideas to take your company forward. A growing number of executives and companies are converts to this point of view.
This social might is now moving toward your company. We have entered the age of empowered individuals, who use potent new technologies and harness social media to organize themselves.
But most are ordinary people with new tools to force you to listen to what they care about and to demand respect. Both your customers and your employees have started marching in this burgeoning social media multitude, and you’d better get out of their way—or learn to embrace them.
In this new world of business, companies and leaders will have to show authenticity, fairness, transparency and good faith. If they don’t, customers and employees may come to distrust them, to potentially disastrous effect. Customers who don’t like a product can quickly broadcast their disapproval. Prospective employees don’t have to take your word for what life is like at your company—they can find out from people who already work there. And long time loyal employees now have more options to launch their own, more fleet-footed start ups, which could become your fiercest competitors in the future.
But overall these changes suggest a bright future for business and society globally. The world is becoming more democratic and reflective of the will of ordinary people. And pragmatically, social power can help keep your company vital. Newly armed customer and employee activists can become the source of creativity, innovation and new ideas to take your company forward. A growing number of executives and companies are converts to this point of view.
The Organization of the Future?
By Dave Pollard
www.howtosavetheworld.ca
I spent the day at an interesting symposium on the Organization of the Future put on by the Boyden Institute and hosted by Steelcase Canada. The objective of the session was to envision the organization of the future, define the principles it would operate under, and begin to explore what it would take to get there.
Here are some of the elements of the picture that the participants painted:
www.howtosavetheworld.ca
I spent the day at an interesting symposium on the Organization of the Future put on by the Boyden Institute and hosted by Steelcase Canada. The objective of the session was to envision the organization of the future, define the principles it would operate under, and begin to explore what it would take to get there.
Here are some of the elements of the picture that the participants painted:
- an organization less like an army (hierarchical, focused on winning) and more like a family/community (collaborative, focused on well-being of members) than today`s large organizations
- better able to deal with complexity
- has a flexible definition of `work` that is purposeful and meaningful to its people
- is accessible, inclusive and diverse
- is responsive to the communities it operates in
- is self-managed, innovative and entrepreneurial
- generates deep mutual respect and trust in its people
- is resilient and agile, and capable of `acting in the moment`
- attracts people skilled at collaboration and inclined to work collaboratively
- has a self-determined, shared set of values
- is committed to “not being evil”
- is amoeba-like (permeable borders, good sensors, able to change shape when necessary, a strong guiding nucleus, and replicable)
- is attuned to and responsive to customer needs (rather than “trying to sell them something they don`t really need or want”)
- accommodates needs and conflicting demands of its people, using principles of reciprocity
- motivates and engages its people
- cross-pollinates people, ideas, knowledge, points of view
- is transparent and authentic
- is not location-based or location-dependent
- uses sustainable, cradle-to-cradle practices, and does more with less
- engages customers and other partners in design, development and decision-making, to tap into the wisdom of crowds
- has rotating leadership, with leaders who see where the future is going before others do, and inspires others to act on that vision, and who are able to translate the complexity around them into simple truths that have meaning, direction and predictability (rather than encouraging the cult of leadership and the messiah complex of many of today`s leaders)
- accommodates and leverages the skills and qualities of women
- finds and clears away obstacles that prevent its people from doing their best
- learns from nature
- teaches people to communicate extraordinarily well, and encourages authentic, powerful conversations
- recognizes our responsibility to leave a legacy for our children, and pays attention to them and learns from them
Model of Good Governance Today
Article is excerpted from a post by Dr. Urmi Ashar
President & CEO of NACD Three Rivers Chapter
directormuses.wordpress.com
Unfortunately, given the present challenges of the complex world we live in, mere fiduciary oversight is inadequate. Boards must do more than watch the books and stay clear of conflicts of interests. Beyond the duties of care, loyalty, and obedience, there is, I suggest, a fourth board duty: the duty of imagination. It is imperative for boards to imagine the greater potential for the organizations they lead–to envision, create the strategic path, and provide the support for its achievement in the context of greater challenges faced by the society at large. This requires authentic leadership.
While, leadership and management must go hand in hand, they are not the same thing. The manager administers, focuses on execution of systems and relies on control but a leader innovates, focuses on people and inspires trust.
Board leadership will need to build a reputation that will make itself attractive to creative and conceptual thinkers capable of integrative thinking. Integrative thinkers embrace complexity, tolerate uncertainty, and manage tension in searching for creative solutions to problems. Attracting and retaining the right people on your team is the only secret to success and survival in a rapidly changing complex world.
Thus the focus of board leaders will need to be on communicating the right values transparently to earn a reputation of authenticity in the market place! They need to focus on ensuring they have processes and metrics to measure the right culture that fosters the values they want to project in the market place. This will attract and retain creative talent capable of shaping the future. They will need to be proactive in co-operatively working with economic developers to attract the right talent to the region.
If companies care about attracting the right talent and help a region thrive then they must lead the charge for local economic development in the region in partnership with economic developers. It is the highest form of community service and philanthropy. The road map for the economic developers to achieve this will be to thoroughly scan the environment of the region and ensure there are adequate avenues available in the fabric of the region comprised of the start-up ventures, non- profits and public-private partnerships to encourage the emergence of such talent and the maturation of their leadership. In short the leadership of economic development in this regard cannot be underestimated. The corporate and economic development leadership will need to partner in zealously creating regional systems that are attractive to creative and conceptual thinkers capable of integrative thinking. Integrative thinkers embrace complexity, tolerate uncertainty, and manage tension in searching for creative solutions to problems. They are not simply efficient drones diligent in execution.
The current leadership on corporate and non-profit boards along with the economic development leadership will need to interpret the market demands of today and must create a willingness in their own constituencies to move beyond resisting and “dealing with” change. This is now not simply an ideal on the wish list but a first order need for survival in order to tap the opportunity inherent in connecting with the key constituents in the marketplace.
The most successful organizations and regions will have to focus on attracting and enabling those that are able to invent the future, and are not only able to leverage the strengths and but are also able to effectively manage the weaknesses to realize success. The mindset has to be that of constant awareness and ability to embrace ambiguity and to learn, unlearn and relearn on the fly. The emphasis has to be in creating conditions conducive for survival of intrinsically motivated people whose drivers are: autonomy, mastery, and a sense of purpose.
In order to manage reputation effectively leadership will also have to focus on ability to innovate. Intangible assets will provide private sector in gaining the competitive edge in the fourth economy, which is firmly rooted in technology, supported by innovation and knowledge networks. In order to become sustainable businesses will focus on their own value propositions such that they can adapt to the world’s changing needs and the dynamic seismic shifts in the market place.
Real leadership is less about handwringing and lamenting about an era gone by but more about confronting the realities and constraints of shrinking resources and unleashing the potential of the people it attracts to create an economically vibrant tapestry. This brand of leadership has to emerge simultaneously in the private as well as public sector Today board leadership stretches beyond fiduciary responsibilities to effective management of reputation. It is that fourth duty: The Duty of Imagination, which will attract and empower those that are capable of shaping the future.
President & CEO of NACD Three Rivers Chapter
directormuses.wordpress.com
Unfortunately, given the present challenges of the complex world we live in, mere fiduciary oversight is inadequate. Boards must do more than watch the books and stay clear of conflicts of interests. Beyond the duties of care, loyalty, and obedience, there is, I suggest, a fourth board duty: the duty of imagination. It is imperative for boards to imagine the greater potential for the organizations they lead–to envision, create the strategic path, and provide the support for its achievement in the context of greater challenges faced by the society at large. This requires authentic leadership.
While, leadership and management must go hand in hand, they are not the same thing. The manager administers, focuses on execution of systems and relies on control but a leader innovates, focuses on people and inspires trust.
Board leadership will need to build a reputation that will make itself attractive to creative and conceptual thinkers capable of integrative thinking. Integrative thinkers embrace complexity, tolerate uncertainty, and manage tension in searching for creative solutions to problems. Attracting and retaining the right people on your team is the only secret to success and survival in a rapidly changing complex world.
Thus the focus of board leaders will need to be on communicating the right values transparently to earn a reputation of authenticity in the market place! They need to focus on ensuring they have processes and metrics to measure the right culture that fosters the values they want to project in the market place. This will attract and retain creative talent capable of shaping the future. They will need to be proactive in co-operatively working with economic developers to attract the right talent to the region.
If companies care about attracting the right talent and help a region thrive then they must lead the charge for local economic development in the region in partnership with economic developers. It is the highest form of community service and philanthropy. The road map for the economic developers to achieve this will be to thoroughly scan the environment of the region and ensure there are adequate avenues available in the fabric of the region comprised of the start-up ventures, non- profits and public-private partnerships to encourage the emergence of such talent and the maturation of their leadership. In short the leadership of economic development in this regard cannot be underestimated. The corporate and economic development leadership will need to partner in zealously creating regional systems that are attractive to creative and conceptual thinkers capable of integrative thinking. Integrative thinkers embrace complexity, tolerate uncertainty, and manage tension in searching for creative solutions to problems. They are not simply efficient drones diligent in execution.
The current leadership on corporate and non-profit boards along with the economic development leadership will need to interpret the market demands of today and must create a willingness in their own constituencies to move beyond resisting and “dealing with” change. This is now not simply an ideal on the wish list but a first order need for survival in order to tap the opportunity inherent in connecting with the key constituents in the marketplace.
The most successful organizations and regions will have to focus on attracting and enabling those that are able to invent the future, and are not only able to leverage the strengths and but are also able to effectively manage the weaknesses to realize success. The mindset has to be that of constant awareness and ability to embrace ambiguity and to learn, unlearn and relearn on the fly. The emphasis has to be in creating conditions conducive for survival of intrinsically motivated people whose drivers are: autonomy, mastery, and a sense of purpose.
In order to manage reputation effectively leadership will also have to focus on ability to innovate. Intangible assets will provide private sector in gaining the competitive edge in the fourth economy, which is firmly rooted in technology, supported by innovation and knowledge networks. In order to become sustainable businesses will focus on their own value propositions such that they can adapt to the world’s changing needs and the dynamic seismic shifts in the market place.
Real leadership is less about handwringing and lamenting about an era gone by but more about confronting the realities and constraints of shrinking resources and unleashing the potential of the people it attracts to create an economically vibrant tapestry. This brand of leadership has to emerge simultaneously in the private as well as public sector Today board leadership stretches beyond fiduciary responsibilities to effective management of reputation. It is that fourth duty: The Duty of Imagination, which will attract and empower those that are capable of shaping the future.
