Tough Decisions.

11 11 2017

When your values are clear to you, making decisions become easier.          Roy E. Disney

Life can be challenging and we all have to make choices. Some choices may be more challenging than others and can put you in really tough situations. Still, you have to make a choice for your decision.

From this interesting article; How to Tackle Your Toughest Decisions, by Joseph L. Badaracco, who is is the John Shad Professor of Business Ethics at Harvard School gives us insights in how to handle tough decisions in organisations as well as in life in general.

Badaracco; “Good judgement relies on two things: One is the best possible understanding and analysis of the situation. The other involves the values, ideals, vulnerabilities, and experiences of whoever will be making the decision.”

When you have chosen your decision and committed to it and act on it, you have to take the consequences of your choice say Badaracco. Author; “After considering outcomes, duties, practicalities and values, you must decide what matters most and what matters less. This has always been the challenge of taking on any serious responsibilities at work and in life.”

In daily life you are faced with challenging situations and adversity. The question is how you take it and analyse the difficulties you are faced with. Managers has to take difficult decisions almost everyday in organizations.

From another article; How to Bounce Back from Adversity, Joshua D. Margolis and Paul Stoltz, is talking about how to handle our instinctive reactions to crisis. Authors; “We believe that managers can build high levels of resilience in themselves and their teams by taking charge of how they think about adversity. Resilient managers move quickly from analysis, to a plan of action (and reaction). After the onset of adversity, they shift from cause-oriented thinking to response-oriented thinking, and their focus is strictly forward.”

Through their work with leaders from different companies and industries, the authors have identified four lenses through which managers can view adverse events on how to make this shift effectively. These four lenses are: Control, impact, breadht and duration. 

Here a short description of the four lenses; Control. Here a crisis occurs. “Do you look for what you can improve now rather than trying to identify all the factors – even those beyond your control – that caused it in the first place ? Impact. Instead of focusing on the origins of the problem in yourself and others, you focus on your positive effects your actions might have ? Breadht. “Do you assume that the underlying cause of the crisis is specific and can be contained, or do you worry that it might cast a long shadow over all aspects of your life ?” Duration. “How long do you believe that the crisis and it’s repercussions will last ?

The two first lenses; control and impact is characterising an individuals personal reaction to adversity.

Breadht and duration captures his or her impressions of adversity’s magnitude.

Authors; “Managers should consider all four to fully understand their instinctive responses to personal and professional challenges, or failures”.

When adversity strikes us, both in organizations and in the private zone of life, we can easily get in to negative emotions. The authors say that people commonly fall into one of two emotional traps. And one of them is deflation. Here is what the authors say; “Someone who has marched steadily through a string of success can easily come to feel like a hero, able to fix any problem single-handedly. A traumatic event can snap that person back to reality. Even for the less heroic among us, adversity can touch off intense bursts of negative emotion-as if a dark cloud had settled behind our eyes, as one manager described it”.

We can feel disappointments in ourselves and others, mistreated and dispirited as well as even besieged.

In the other article; How to tackle your toughest decisions, Badaracco say; “The phrase ‘the world as it is’ points toward Niccolo´Machiavelli’s thinking-a perspective that might seem surprising in an article about making responsible decisions. But his view is important because it acknowledges that we don’t live in a predictable, calm environment populated with virtuous people. The world Machiavelli described is unpredictable, difficult, and shaped by self-interest”.

The author say that we can have sound plans and they can end badly, as well as bad plans can turn out good. What happens is simply beyond our control. Leaders are in a position where they rarely have unlimited freedom and resources, and they often have to make painful and difficult choices. “And a great many individuals and groups will pursue their own agendas, skilfully or clumsily, if not persuaded to do otherwise”.

Badaracco are talking about five practical questions in his writing  which can improve your odds in making sound judgements in challenging situations, even when your data is unclear or incomplete, opinions are divided and the answers are far from obvious.

-1 What are the net, net consequences of all my options ?

-2 What are my core obligations ?

-3 What will work in the world as it is ?

-4 Who are we ?

-5 What can I live with ?

These five questions are guidelines for helping to solve challenging and difficult problems in tough situations. All the questions must be answered according the author, to help come to a sound decision when dealing with a hard problem.

Looking back at the other article; How to bounce back from adversity, the authors are using the four lenses (control, impact, breadht and duration) in challenging situations for solving problems. However, in addition to these four lenses the authors are using what they call a resilience regimen. This is a reflexive approach to dealing with adversity. Here they explain; “By asking a series of pointed questions, managers can grasp their own and their direct reports’ habits of thought and help reframe negative events in productive ways. With the four lenses as a guide, they can learn to stop feeling paralyzed by crisis, respond with strength and creativity, and help their direct reports do the same.”

The resilience regimen, sketches their questions with a focus on specifying, visualizing and collaborating which clarifies each one of the four aspects of resilient thinking. Authors; ” Use these questions to replace negative responses with creative , resourceful ones, and get things done whatever the real or perceived obstacles”.

From; How to tackle your toughest decisions, Badaracco makes us aware of the heavy responsibility leadership is. When you are in the grey areas, your job as a leader isn’t finding solutions, you have to create them and relying on your judgement. Author; “As an executive I greatly respect once told me, We really want someone or some rule to tell us what to do. But sometimes there isn’t one, and you have to decide what the most relevant rules or principles are in this particular case”.

Let us take responsibilities and search for solutions in challenging situations.

Hope you find this reading interesting and useful.

Author, Inger Lise E Greger, Master of Science in Change Management

 

 

 

 

 

 

 





Winning Leaders Transform Organisation’s To Success

5 03 2016

Tell me and I forget. Teach me and I remember. Involve me and I learn.    Benjamin Franklin

Winning organisations has strong leaders who sees the potential in their peoples strength. A key-element is teaching. “The ultimate test of success for an organisation is not whether it can win today but whether it can keep winning tomorrow and the day after. Therefore, the ultimate test for a leader is not whether he or she makes smart decisions and takes decisive action, but whether he or she teaches others to be leaders and and builds an organisation that can sustain its success even when he or she is not around”. (Noel M. Tichy, The Leadership Engine, 2007)

Tichy, learns us how to practise our knowledge and share it with our colleagues to make them shine and become wise leaders. He tells us that that teaching and learning are inextricably interwoven aspects of leadership. Leaders who are eager to motivate employees are capable of getting things done through others by changing peoples mindsets which will lead and energise them to action. Tichy; “Successful leadership must accomplish this through ideas and values, not through coercion or Machiavellian manipulation.”

Winning organisations offer lots of management training programs as well as career development. However, the programs doesn’t cover the more critical leadership skills. Tichy, makes us aware that the essence of real leadership is to handle changing situations and to motivate others to act in an appropriate way. “Leadership reflects a persons mindset and his or her approach to the world. Even though these intangible qualities are extremely difficult to teach, winning organisations are remarkably successful at it. And that is because their most senior executives, their most proficient and talented leaders, as well as all of their front-line subordinates, are personally involved in the teaching “.

“Teaching is at the heart of leading.” Leading is not about commanding compliance and dictating people, and giving orders. The main goal for the leader is to make people see situations as they really are. People need to be aware of what kind of responsibility they need to take. When people know how to take responsibility, they will act in ways that lead to the best for the organisation. Tichy; “Whether it is teaching something as simple as what concrete tasks need to take precedence over others this week, or something complex as how to make good decisions, teaching is how ideas and values get transmitted. Therefore, in order to be a leader at any level of an organisation, a person must be a teacher. Simply put, if you aren’t teaching, you aren’t leading”.

In this interesting article: The Best Leaders Are Constant Learners (Harvard Business Review, author Kenneth Mikkelsen and Harold Jarche, 2015) makes us aware of the importance of being learners. Authors; “We live in a world that increasingly requires what psychologist Howard Gardner calls searchlight intelligence. That is, the ability to connect the dots between people and ideas, where others see no possible connection. An informed perspective is more important than ever in order to anticipate what comes next and succeed in emerging futures”. There are many digital tools today which makes it possible to help people to learn as well as share knowledge. “Tools are important, but mastery in a digital age is only achieved if you know how to establish trust, respect, and relevance in human networks”.

Mikkelsen and Jarche also talks about the importance of learning in changing society’s; “Reinvention and relevance in the 21st century instead draw on our ability to adjust our way of thinking, learning, doing and being. Leaders that stay on top of society’s changes do so by being receptive and able to learn. In a time where the half-life of any skill is about five years, leaders bear a responsibility to renew their perspective in order to secure the relevance of their organisation”. The authors say that we need leaders who offers learning as well as master fast learning themselves. “If work is learning and learning is the work, then leadership should be all about enabling learning”.

What is leadership?  It is a particular kind of decision-making-decisions a leader makes in guiding and motivating a group of people in responding to a group of people in responding to a particular set of circumstances. The circumstances may be immediate or they may be something the leader foresees in the future, but in either cases, there are choices to be made. ( My blog, What has the “Renewed Darwinian Theory” and The Four Drive Theory” to do with leadership ?)

Back to Mikkelsen and Jarche and their view on sensing; “Sense is how we personalise information and use it. Sensing includes reflection and putting into practise what we learn”. The authors makes us aware that this process is based on critical thinking based on weaving together our thoughts, experiences as well as impressions and feelings  where we make meaning of them. They suggest that by writing a blog post or writing down ideas we contextualize and reinforce our learning.

Francis P. Cholle has written the book; The Intuitive Compass. He illustrates how we can develop intuitive intelligence to navigate the natural tension that exists between reason and instinct. Cholle, describes four tenets of intuitive intelligence; thinking holistically, thinking paradoxically, noticing the unusual and leading by influence. Cholle; “By engaging in each, we can enrich our experience and understanding of personal and business issues that arise, and when we use all four, our capacity for innovation can grow tremendously”. (My blog, The intuitive leader)

Cholle, tells us that if we want to succeed in todays business world, leaders need to innovate, be open to embrace change and create new business approaches.

Noticing the unusual is one of the tenets and includes paying attention outwardly by seeing whats around us or we can pay attention inwardly by feeling whats inside us. We can choose to receive information in two ways, one of them is what makes logical sense, the other one is paying attention beyond the logical sense of what we can contemplate. (My blog, The intuitive leader)

In this article; 4 Ways to Become a Better Learner (Harvard Business Review by Monique Valcour,2015) the author talks about learning agility; “learning agility is the capacity for rapid, continuous learning from experiences. Agile learners are good at making connections across experiences and they’re able to let go of perspectives or approaches that are no longer useful- in other words, they can unlearn things when novel solutions are required. People with this mindset tend to be oriented toward learning goals and open to new experiences. They experiment, seek feedback, and reflect systematically”.

Many leaders are afraid of moving out of their comfort zone as well as missing out on key learning opportunities. In her article, Valcour talks about a research done by David Peterson (Director of executive coaching and leadership at Google)  which is based on steps to take to enhance your learning agility:

Ask for feedback. “Think of one or more people who interacted with you or observed your performance on a given task”. Make them aware of your interest in knowing how you did, and what you could improve for your next task.

Experiment with new approaches or behaviors. “To identify new behaviors for testing, Peterson recommends reflecting on a challenge you’re facing and asking yourself questions such as ‘What’s one thing I could do to change the outcome of the situation? And what will I do differently in the future’?

Look for connections across seemingly unrelated areas.

Peterson, suggest that we choose a domain we are good at and have expertise in, this domain has to be unrelated to your work. The key- element is to apply that knowledge to your current challenge. “Borrowing these principles, Peterson realized that he could extend his mastery of leadership development by seeking out a wide variety of leaders to coach, comparing leaders to each other on various qualities, and discussing leaders with other experts”.

Make time for reflection.

Reflecting on your work is important and boosts your learning significantly. Valcour; “To ensure continuous progress, get into the habit of asking yourself questions like ‘What have I learned from this experience’? and ‘What  turned out differently than I expected’?

Valcour, makes us aware that practicing these steps will help us to extract full learning from our experiences.

Let us take a look at Tichy’s thoughts about learning from experiences; “Winning leaders consciously think about their experiences . They roll them over in their minds, analyze them and draw lessons from them”. He makes us aware of how constantly leaders updates and refine their views as they get new knowledge and experiences. Tichy; “And they store them in the form of stories that they use not only to guide their own decisions and actions, but also to teach and lead others. When you hear leaders talk about their lives, you learn their teachable points of view”.

A leader is one who knows the way, goes the way, and shows the way.           John C. Maxwell

Author

Inger Lise E Greger, MSc in Change Management

https://inger-lise.net/page/2/

 

 

 

 

 

 





Leader’s Courage To Be Vulnerable

7 08 2015

””We gain strength, and courage, and confidence by each experience in which we really stop to look fear in the face…..we must do that which we think we cannot”  –  Eleanor Roosevelt

There are two main ways in which leaders wear masks. Some conceal their perceived inadequacies and flaws behind the polished facade we have come to expect of ‘great’ leaders, a bit like the Phantom from Andrew Lloyd Webber’s epic musical The Phantom of the Opera. Others take on a new persona at work that they feel is necessary for success, much like Jim Carrey’s character Stanley Ipkiss in the movie The Mask who transforms into a flamboyant green superhero. Both types of mask undermine trust and effectiveness. They also create inner conflict, as leaders struggle to align their work and home lives.(Harvard Business Review, 2013, Leaders, Drop Your Mask’s)

‘Daring Greatly'(Brené Brown, 2012) is an interesting book and a warning about the danger of pursuing certainty and control above all. Dr. Brené Brown, makes us aware of and dispels the cultural myth that vulnerability is weakness and argues that it is, in truth, our most accurate measure of courage. Daring greatly is not about winning or losing. Brown; “It’s about courage. In a world where scarcity and shame dominate and feeling afraid has become second nature, vulnerability is subversive. Uncomfortable. It’s even a little dangerous at times. And without question, putting ourselves out there means there’s a far greater risk of feeling hurt”.

An important management’s task is according the writers of the book; The Drucker Difference, to develop people in a way that make them able to perform in an extraordinary way. “In Concept of the Corporation, Drucker wrote that ‘the most successful and the most durable institutions employ managers who induce  in their members an intellectual and moral growth beyond a man’s original capacities”. This end is embodied in Drucker’s very definition of leadership; “leadership is the lifting of a person’s vision to higher sights, the raising of a person’s performance to a higher standard, and the building of a person’s personality beyond its normal limitations”. (The Drucker Difference, what the World’s Greatest Management Thinker Means to Today’s Business Leaders,2010)

Going back to Brown and Daring Greatly. The author informs us that vulnerability isn’t good or bad, nor a dark emotion, nor is it always a light or positive experience. Brown; “Vulnerability is the core of all emotions and feelings. To feel is to be vulnerable. To believe vulnerability is weakness is to believe that feeling is weakness”.

Brown say that vulnerability is the core , the heart, the centre, of meaningful human experiences. Experiencing vulnerability is not a choice, we can choose how we would like to respond when confronted with uncertainty, risk and emotional exposure.

“When you fail, make sure that you don’t dwell on it. Fail fast, learn everything you can, and move on”. From her book ; The Mountain Within, Herta Von Stiegel has some interesting thoughts and makes us aware that it’s tempting to suffer and get too involved in the mire of failure. Stiegel; “Give failure it’s proper role in your mind, a place to dwell briefly, learn and reflect, and move on”. Uncertainties is always a challenge , either we like it or not. Stiegel; “The future is all about surprises. Expecting them is half the battle. Being ready for the unexpected is the other half. But how can you be ready for something that you don’t or can’t see coming ?” Stiegel shows us the importance of releasing yesterdays or even an hour ago’s attachment. (Berta Von Stiegel, The Mountain Within)( from my Blog)

Back to Brown and where she makes us aware of some very persuasive leadership research which supports the idea of asking for support is critical, as well as that vulnerability and courage are contagious. The author refers to an article (Harvard Business Review, 2011) Authors of this article (Peter Fuda and Richard Badham) is using series of metaphors to explore how leaders spark and sustain change. ” One of the metaphors is the snowball. The snowball starts rolling when a leader is willing to be vulnerable with his or her subordinates. Their research shows that this act of vulnerability is predictably perceived as courageous by team members and inspires others to follow suit”.

Shame is a painful feeling. Brown; “A sense of worthiness inspires us to be vulnerable, share openly, and preserve. Shame keeps us small, resentful, and afraid. In shame-prone cultures, where parents, leaders, and administrators consciously or unconsciously encourage people to connect their self-worth to what they produce, I see disengagement, blame, gossip, stagnation, favouritism, and a total death of creativity and innovation”.

To be open and honest includes among other things; the painful truth and standing up for what’s right, where keeping promises is of huge importance and proves that we can be trusted to uphold commitments and lead as a good example. From their book (Moral Intelligence, Doug Lennic/Fred Kiel)  say; “When leaders betray confidences, they lose more than respect of their work associates. They also dry up valuable sources of information because their employees and colleagues learn to withhold sensitive information from a loose-lipped leader.” (Ingerleg’s blog)

When Brown talks about shame resilience, she explains that it is a strategy for protecting our connection with both ourselves and our connections with the people we care about.

Brown’s four elements of shame resilience:

1) Recognizing Shame and Understanding Its Triggers. Here it is important to physically recognize and feel your way through it when you are in the grips of shame. You can ask yourselves questions like; what is the triggers ? What are my feelings physically ? Are there a way through it ?

2) Practicing Critical Awareness. Here it is important to be aware of the signs that are driving you to shame, and are the messages realistic or attainable ? Are you in pressure of what other people want from you, or is it what you want to be ?

3) Reaching out. Brown;” Are you owning and sharing your story ? We can’t experience empathy if we’re not connecting.”

4) Speaking Shame. Brown; “Are you talking about how you feel and asking for what you need when you feel shame ?”

These four steps can be used in different order and they will always ultimately lead to empathy and healing.

Leaders need to re-humanize education and work in order to reignite creativity, innovation and learning. Brown; “This means understanding how scarcity is affecting the way we lead and work, learning how to engage with vulnerability, and recognizing and combating shame”.

Shame and blame are disruptive in organizations. Showing respect and dignity of individuals should be of the highest values. Brown; “There is no leading by fear”. In an organizational culture where respect is of high value, there is no room for shame and blame and it won’t work as management style. Brown; “We can’t control the behavior of individuals, however, we can cultivate organizational cultures where behaviors are not tolerated and people are held accountable for protecting what matters most: human beings”.

Organizations need creativity and innovation as well as engaged learning to solve complex issues. Brown; “We can’t afford to let our discomfort with the topic of shame get in the way of recognizing and combating it in our schools and workplaces”.

Browns four best strategies for building shame resilient organizations:

1) Leaders who are supportive and willing to arrange honest conversations about shame as well as cultivating shame resilient cultures.

2) Brown; “Facilitating a conscientious effort to see where shame might be functioning in the organization and how it might even be creeping into the way we engage with our co-workers and students”.

3) Normalizing is according to Brown a critical shame resilience strategy where leaders and managers are helping their people to know what to expect. You can ask these questions; What is the common struggles and how to deal with them and what you have experienced ?

4) Brown; “Training all employees on the differences between shame and guilt, and teaching them how to give and receive feedback in a way that fosters growth and engagement”.

Giving feedback is everything, without feedback there can’t be any transformative change. Brown; “A daring greatly culture is a culture of honest, constructive, and engaged feedback”.

“Difficulties mastered are opportunities won.”   – Winston Churchill

Author, Inger Lise E Greger MSc Change Management

https://inger-lise.net/page/2/





Humility in Leadership Matters.

17 04 2015

Humility is the solid foundation of all virtues.         Confucius

“If you lead, or aspire to lead, people in an organization, then you must make many assessments every day. Think of the job you have right now. Before deciding to join your organization, you had to assess the company or organisation – the location , pay package, and opportunity for advancement. However, it is unlikely that any of the assessments that you made – or continue to make – are more important than the assessments you make of people. That is the Pope Francis imperative; people first, and then everything else follows”.

Jeffrey A Krames is a bestselling author and has written; Lead with Humility. This is a book about Pope Francis leadership style. The author translates the popes key issues as well as his ideas and practices into practical tactics which anyone can copy.

Pope Francis is a great man with a big heart and is a leader among leaders, and has also proven that he is a man of the people. Francis makes us aware that we need to understand that leaders lead people and not institutions. Francis; “Unfortunately, too few people understand this in an increasingly impersonal, high-tech working environment”

Krames, makes us aware that fewer leaders roam the halls of our largest corporations as well as setting positive examples of effective leadership. Pope Francis is a great example with his unique leadership style in action and his genuineness which people can see from the Pope.

Kramer; “However, leadership is not about perfection; it is about espousing a new vision and getting others to live that vision. In that respect, Pope Francis has been incredibly successful. Peter Drucker would call him a ‘natural’, a ‘born’ leader”.

Pope Francis would be the last person to call himself a natural leader or a born leader, such self-praise would be completely out of character for him.

Krames refers to a Harvard Business Review blog post that makes us aware of the amount of scores of books, articles, and studies that warn us of the perils of hubris – and yet the attribute of humility seems to be neglected. The blog post inform us that the attribute of humility seems to be neglected; in leadership development programs; Perhaps this owes to some feeling that humility would hold a leader back, these mavericks and sui generic leaders who dislike being restrained” Others may feel they are humble enough, and many might feel that humility can’t be taught or learned. “You have it or you don’t, so reading a book on it would not add to their ‘humility quotient’.

Krames refers to what Bergoglio wrote before becoming pope; “If we can develop a truly humble attitude, we can change the world”. Krames; “And he misses no opportunity to show that a person can never be too humble and that people can learn to be more humble.

Leadership is all about people stuff. A key element of  a leader is to set goals and create performance indicators. The employees should be empowered to solve problems as well as achieving results. This will enable innovation and create trust. A prerequisite of a leader, is an open dialogue with their employees to clarify what goals are, and equally important, what they are not. Open communication will help visualize the expectancy the leader has of the employees and avoid misunderstanding.  ( My blog)

Francis; “We have to be humble, but with real humility, from head-to-toe”.

Here are some of Francis important leadership lessons;

– The first one if you are fortunate to be a leader, do not to use your position for selfish reasons.

– Do not signalize to workers or colleagues that you are above them

– Move out of your corner office to an inside office or even a cubicle

Krames; “Engaging people in an in-depth conversation is near the top of Pope Francis’s leadership to-do list. Bergoglio; “Dialogue is born from a respectful attitude toward the other person, from a conviction that the other person has something good to say. It supposes that we can make room in our heart for their point of view, their opinion, and their proposals. Dialogue entails a warm reception and not a preemptive condemnation. To dialogue, one must know how to lower the defences, to open the door’s of one’s home and to offer warmth”.

Kramer makes us aware of Bergoglio’s pragmatism which makes him capable of understanding the roadblocks to successful communication. “There are many barriers in everyday life that impede dialogue; misinformation, gossip, prejudices, defamation, and slander.”

Warren Bennis; “Leaders come in every size, shape, and disposition-short, tall, neat, sloppy, young, old, male, and female. Nevertheless, they all seem to share some, if not all, of the following ingredients; The first basic ingredient of leadership is a guiding vision, passion, integrity, trust, curiosity and daring.

Integrity in Bennis mind, consists of three essential parts; self-knowledge, candor, and maturity.

Bennis; “Know thyself, was the inscription over the Oracle at Delphi. And it is still the most difficult task any of us faces. But until you truly know yourself, strenghts and weaknesses, know what you want to do and why you want to do it, you cannot succeed in any but the most superficial sense of the word”.

Inclusion means leaving no one behind. In todays world, people works together with people from different cultures, and you have to adapt to each other. Many organizations has a challenge in getting better to open up for inclusion. “Leaving no one behind” is the essence of Francis.

Krames;” That is the difference between Pope Francis and so many other leaders in our society. Leaders in government and business often say something because they know that it is what various constituencies want to hear. But when Francis says something, he speaks from the truth of personal experience, and he operates not by appealing to influential minorities but by empowering the people he serves”.

Humility in leadership is all about their people.

Human self-understanding changes with time, and so also human consciousness deepens.            Pope Francis

Author, Inger Lise E Greger, MSc Change Management

https://inger-lise.net/page/2/





Leaders Will To Simplify.

19 02 2015

Simplicity, simplicity ———        Henry David Thoreau

Complexity makes us confused, but simplicity makes us released.

We are all in the same boat and has a need to understand things without complications; a job, a paper, a loan, colleagues, a leader, communication and so on. The question is why we complicate things.

Alan Siegel and Irene Etzkorn has written the book; Simple, and conquering the crisis of complexity.

Authors; “A crisis of complexity has escalated to a critical point where a decision must be made. We either relinquish the power to understand and control what affects us, or we fight for a better, simpler way to conduct our daily affairs and our commercial transactions”.

Simplicity and clarity goes hand-in-hand, and has a clear intent that easily and quickly conveys its purpose of use.  Authors; ” With even greater magnification, you find that it’s about essence – cutting to what matters, delivering substantive content that seems to speak to an audience of one”.

The authors make us aware of the importance of removing barriers, both inside the company as well as removing barriers that separates the company from the outside world. This form of simplification requires breaking down walls inside the company.

A culture of simplicity seems to blossom in open cultures. People are able to communicate openly, both with insiders as well as those outside the company.

Authors; “Something has changed recently, however. People have begun to fight as never before for clarity, transparency, and fairness in their dealings with business and government. More and more are becoming simplicity warriors – without the need for a Nader-like leader. They’re doing it themselves, armed only with social media and a healthy sense of outrage”.

Those of us who has been in situations of receiving too much confusion for too long, are ready for a simplicity movement. Authors; “One of the great misconceptions about the complexity crisis is the belief that the people who made things so complicated – the bureaucrats, the technocrats, the lawyers – are the only ones who can get us out of this mess. But if we wait for help from those who’ve developed and fostered the confusion, we may be waiting a long time”.

Here the authors makes us aware of some important key-elements to use in simplifying:

-we can transform the way we do business

-we can reinvent the everyday practices and process plagued by complexity.

From his book; “On becoming a Leader”, Warren Bennis, has some interesting views on simplicity; “The universe may not be very complex, but it is, nevertheless, complex. And as I mentioned earlier, the social laws are more complex and less certain than the natural ones. But despite the complexity, we cannot stand still. We must continue to swing from tree to tree, although the trees may be ideas, and we may be using axons instead of arms to make the connections. We might want to take Alfred North Whitehead’s advice here; “Seek simplicity, then distrust it”.

Bennis is also saying that our culture is in need of more right-brain qualities like the needs to be more intuitive, conceptual, synthesizing and artistic.

Bennis; “In any corporation, managers serve as the left brain and the research and development staff serves as the right brain, but the CEO must combine both, must have both administrative and imaginative gifts. One of the reasons that so few corporate executives have successfully made the leap from capable manager to successful leader is that the corporate culture, along with society as a whole, recognizes and rewards left brain accomplishments and tends to discount right-brain achievements. Bottom – line thinking is a manifestation of left-brain dominance. Habits are born in the left brain and unmade in the right”.

When we connect with people, we have to speak their languages. Jargons are often used in companies and government where they speak in a language they understand and you don’t.

Siegel and Etzkorn; “This isn’t necessarily intentional, organizations get accustomed to using a kind of insider shorthand to communicate among themselves – no harm there. The problem occurs when internal jargon finds its way into external communication, which it inevitably and increasingly does. When this happens, companies are in effect talking to themselves in public”.

Here the authors makes us aware that the use of jargon is an important example of lack of empathy in cases when you fail to consider the frame of reference in how your message will be received.

Authors; “As a result, important messages can become lost in translation, making it impossible to reach across lines, connect, and collaborate”.

The authors, is questioning if a company is capable of transforming itself so that simplicity becomes part of its DNA. “The mission statement is only the beginning. Companies that embrace simplification must make sure that all of their communications and processes measure up to the highest standards of clarity”.

Here, the authors includes internal communication as well as the importance of external communication.

Back to Bennis; No leader sets out to be a leader. People set out to live their lives, expressing themselves fully. When that expression is of value, they become leaders”.

Bennis, makes us aware of how important it is to become yourself, to use yourself completely including your skills, gifts and energies if you want to make your vision manifest.

“So strike hard, try everything, do everything, render everything, and become the person you are capable of being”.

Hope is a waking dream——–-Aristotle

Written by

Inger Lise E Greger/MSc Change Management

https://inger-lise.net/page/2/





Transparency and Leaders Will to Create a Culture of Candor

23 01 2015

There is no diplomacy like candor.     E.V.Lucas

A culture of transparency and candor is a must for every organisation.

From their vital book; “Transparency” —Warren Bennis, Daniel Goleman and Jim O’Toole addresses us with the vital question whether organizations have the courage to be open, honest and most of all, transparent.

The writers make us aware that claiming to be transparent is not the same as actually being transparent. You may believe in transparency without practicing it.

Warren Bennis gives us this definition of being transparent; “It means, in addition to the literal ‘capable of being seen through’, without guile or concealment; open, frank, candid”.

When companies cover up their mistakes instead of learning from them, they will probably do the same another time. Author’s; “But any time an organization makes a seriously wrong decision, its leader should call for an intensive postmortem. Such learning opportunities are too often overlooked”.

The Ten Golden Rules of Leadership, is a book written by, M.A. Soupios and Panos Mourdoukoutas. The book implements thought-provoking ideas from Aristotle, Heraclitus, Sophocles, Hesiod and others.

I have chosen rule 5; Always Embrace the Truth  —–Antisthenes. Authors; “Wise leaders, the men and women who possess genuine insight about administrative life, understand that honest assessment is an essential requirement of effective leadership. However, there seems to be an inverse correlation between level of authority and level of truth. In other words, the higher up the corporate ladder an executive ascends, the less likely it is that person will receive complete and accurate evaluation”

When climbing the corporate ladder, leaders makes the distance to the subordinates to evaluate them harder. They often have their own agenda and is not always sharing their information with their colleagues. “Encouraging to whatever degree such submissiveness on the part of subordinates jeopardizes the welfare of both the organization and the leader”.

Going back to the book on transparency, and let us see what Bennis, Goleman and O’Toole have to say on this important subject. The author’s are signalizing that wise leaders are engaged and close to the actions. “There’s a compelling reason to become more open to information from people at every level; those close to the action usually know more about what’s actually going on with clients, with production or customer service, than those on the floors. ( There’s truth to the maxim, “None of us is as smart as all of us” )

Leaders who cares about a good culture in their organizations, develop a culture of candor. Author’s; “Before an organization can develop a culture of candor, it must examine the cultural rules that currently govern it. Such cultural rules run deep and they typically resist change”.

Leaders need to take action if they want information to flow freely in the organization and in that case be the one who set good examples. “If leaders regularly demonstrate that they want to hear more than incessant happy talk, and praise those with the courage to articulate unpleasant truths, then the norm will begin to shift toward transparency”.

Lead with Humility, written by Jeffrey Krames, translates the pope’s key ideas and practices into practical tactics that anyone can emulate. Krames, emphasize’s Pope Francis great leadership style as a good example for anyone who wants to connect in a meaningful way with employees, teammates and customers for their organization. “He believes that authentic humility empowers leaders like no other leadership quality. “If we can develop a truly humble attitude, we can change the world”, wrote Bergoglio before becoming pope. And he misses no opportunity to show that a person can never be too humble and that people can learn to be more humble. In doing so, he has altered the standards by which we measure our leaders”.

Here are the Pope’s key ideas;

Remove the walls-literally-between yourself and your employees.

-Enlist your executives to join you each year at the front desk or in the delivery truck.

-Consider all points of view, and make decisions in consultation-not as snap judgements.

-Focus on enhancing people’s strengths, not fixing their weaknesses.

-Break the habit of doing things the same old way, and reinvent ineffective process.

-Communicate with everyone, at every level of the organization.

-Surround yourself with truth-tellers-no matter how painful it is to hear.

-Shake up the status quo and get out of your comfort zone.

 Hope is the only good that is common to all men, those who have nothing else possess hope still  —–Thales

Writer,

Inger Lise E Greger/MSc Change Management

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