I have been watching the Olympics this week. It has been exciting to see Michael Phelps become the most decorated Olympian of all time. Or to watch Gabby Douglas who almost quit gymnastics at one point, go on to win the Gold medal in the women's all around gymnastics competition. Then there is the women's rowing team who repeated and won a gold medal in this Olympics.
What do successful leaders have in common with these Olympians? First, they are focused and committed. They know where they are going and take the necessary steps to get there. Although there may be disappointments and setbacks along the way, the successful leader keeps on going.
Secondly, successful leaders seek the necessary support from peers, employees, family members and friends. As an executive coach, I know the importance of continued growth and development for leaders today!
Third, there is a degree of humility and gratitude for the success they have had. They give credit where credit is due and avoid taking their success for granted. The successful leader understands she/he is only one part of the entire equation. It usually involves a team of individuals working together.
There are many more parallels that can be drawn between successful leaders and the Olympians we have been watching this week. It would do well for us to learn about leadership from these Olympians.
What do you think are the characteristics of the most successful leaders?
Friday, August 3, 2012
Friday, July 27, 2012
The Benefit of Conflict Resolution
We all know that unresolved conflict costs organizations an astronomical amount of money every year in lost productivity, time, wages and poor working relationships. If that is the case, what prevents organizations from investing the money to resolve it?
Mediation is powerful (I prefer to call it facilitating conversations as it doesn't have all the legal implications). I recently facilitated a conversation with employees that had long term, ongoing conflict. It was amazing to see how the individuals worked through the conflicts and were able to resolve some longstanding issues. Today I am going to provide a short course on how to mediate or facilitate conflict.
It begins with individual interviews to set the tone. In addition to establishing operating principles, there is a discussion of power plays and walk-aways (MTI). Each individual is interviewed to determine her/his perspective, commitment to resolving the issues and potential solutions for doing that. Most often in long term conflict, the issues are multi-faceted. It is imperative the parties understand the facilitator role is not to resolve their issues, but rather to keep the conversation going until they do.
With the interviews complete it is time to bring both parties together. An initial three hour session with more time alloted as needed seems to work well. The following process developed by Judy Mares of Mares-Dixon Associates provides the necessary structure for the conversation:
The final step to ensure success is follow up. Select a time in the very near future to meet with the parties and review the "Memorandum of Understanding". This is critical to ongoing success.
It takes planning, preparation and practice to facilitate those conflict conversations. However, with the appropriate process and belief it will work the results are astounding!
How do you mediate/facilitate conflict in your organization?
Mediation is powerful (I prefer to call it facilitating conversations as it doesn't have all the legal implications). I recently facilitated a conversation with employees that had long term, ongoing conflict. It was amazing to see how the individuals worked through the conflicts and were able to resolve some longstanding issues. Today I am going to provide a short course on how to mediate or facilitate conflict.
It begins with individual interviews to set the tone. In addition to establishing operating principles, there is a discussion of power plays and walk-aways (MTI). Each individual is interviewed to determine her/his perspective, commitment to resolving the issues and potential solutions for doing that. Most often in long term conflict, the issues are multi-faceted. It is imperative the parties understand the facilitator role is not to resolve their issues, but rather to keep the conversation going until they do.
With the interviews complete it is time to bring both parties together. An initial three hour session with more time alloted as needed seems to work well. The following process developed by Judy Mares of Mares-Dixon Associates provides the necessary structure for the conversation:
- Share views and concerns
- Summarize views and concerns (facilitator does this)
- Develop an agenda of issues
- Explore issues in depth
- Generate options for resolving issues
- Evaluate options
- Reach Agreement
- Follow Up
The final step to ensure success is follow up. Select a time in the very near future to meet with the parties and review the "Memorandum of Understanding". This is critical to ongoing success.
It takes planning, preparation and practice to facilitate those conflict conversations. However, with the appropriate process and belief it will work the results are astounding!
How do you mediate/facilitate conflict in your organization?
Friday, July 13, 2012
Book Review: Steve Jobs Biography
I recently read Steve Jobs' Biography by Walter Isaacson. Since I have not followed his career, it was an eye opening view into his life. The book is well researched and gives a well rounded look at this extraordinary man.
Steve ranged from tyrannical, dictatorial and mean to a man who was brilliant, visionary and brought ideas to fruition. He had the uncanny ability to bring the right people together to get the job done. It chronicled his early days with Steve Wozniak and the creation of Apple to his battle with pancreatic cancer in the end.
Throughout the book they talk about Steve's reality distortion field. Bud Tribble at Apple coined this phrase, originally from Star Trek, in 1981 to describe him. Steve had the ability to convince himself and others around him to believe almost anything. Often, he created a seemingly impossible deadline for his employees to complete a project. To their chagrin, the project often was completed on time.
Although brilliant, he carried his own emotional baggage. He was adopted at birth and upon realizing the implications of this a little later in life he had abandonment issues. I highly recommend reading this book. It was a fascinating biography into a fascinating man!
Steve ranged from tyrannical, dictatorial and mean to a man who was brilliant, visionary and brought ideas to fruition. He had the uncanny ability to bring the right people together to get the job done. It chronicled his early days with Steve Wozniak and the creation of Apple to his battle with pancreatic cancer in the end.
Throughout the book they talk about Steve's reality distortion field. Bud Tribble at Apple coined this phrase, originally from Star Trek, in 1981 to describe him. Steve had the ability to convince himself and others around him to believe almost anything. Often, he created a seemingly impossible deadline for his employees to complete a project. To their chagrin, the project often was completed on time.
Although brilliant, he carried his own emotional baggage. He was adopted at birth and upon realizing the implications of this a little later in life he had abandonment issues. I highly recommend reading this book. It was a fascinating biography into a fascinating man!
Friday, June 15, 2012
Transitions
We are constantly going through change and transition, both personally and professionally. It is said change is inevitable. One of my favorite resources for this topic is William Bridges' book Transitions; Making Sense of Life's Changes. It has helped me navigate through multiple periods of change and transition.
Bridges describes change as situational and transition as psychological. Transition is the inner reorientation and self-redefinition that we go through to incorporate changes into our lives. "Without a transition, a change is just the rearrangement of furniture" (Bridges, xii).
There are three distinct phases to transition as follows:
Bridges describes change as situational and transition as psychological. Transition is the inner reorientation and self-redefinition that we go through to incorporate changes into our lives. "Without a transition, a change is just the rearrangement of furniture" (Bridges, xii).
There are three distinct phases to transition as follows:
- Ending: This must be dealt with if we are to move on to whatever comes next in our life. Endings consist of five aspects to include disengagement, dismantling, disidentification, disenchantment, and disorientation (109).
- The Neutral Zone: This often is the most difficult stage, and the one we want to either fast forward or reverse. It may represent a time of emptiness, or feelings of being lost (133). It may feel unproductive, although underneath the surface there is much happening. It is a time of letting go.
- New Beginning: The change and renewal occurs with the deconstruction of the structures and outlooks of the old life (157). When we are ready for the new beginning a new opportunity will arise.
Friday, June 8, 2012
Innovation and Creativity
I recently heard Glenn Karwoski speak. He is managing director of Karwoski and Courage and teaches innovation and creativity to corporations. He knows how to help organizations make creativity and innovation actionable.
To see and think differently is simple and not easy. Glenn suggests creating an innovation team. In order to do that, ask and answer the question, to whom did I write my 10 biggest checks. Make those individuals a part of the team. Include vendors and partners that will help with the business. Manage the process as follows:
To see and think differently is simple and not easy. Glenn suggests creating an innovation team. In order to do that, ask and answer the question, to whom did I write my 10 biggest checks. Make those individuals a part of the team. Include vendors and partners that will help with the business. Manage the process as follows:
- Clarify why the team is working together.
- Make operating guidelines explicit.
- Create an agenda and send ahead of time.
- Depersonalize conflict by creating norms and uderstanding the differences of team members.
- Encourage wild ideas.
- Go for quantity
- Build on ideas.
- Allow one idea at a time.
- Hold one conversation at a time.
- Avoid judgement.
Friday, May 25, 2012
Friday, May 11, 2012
Organizational Sustainability
This week I had the opportunity to hear Alan Atkisson speak of the Atkisson Group. Alan has been a subject matter expert in the area of sustainability for over 24 years. Currently based in Sweden, his client list includes Nike, Puma, Toyota, Levi Strauss, Ernst and Young and many more.
Alan had three key messages for the audience. They are as follows:
Sustainability is a critical issue for the 21st Century. For more information contact robertaf@atkisson.com.
What is your organization doing to become more sustainable?
Alan had three key messages for the audience. They are as follows:
- Sustainability has become profoundly mainstream in the last 10 years.
- Sustainability has gotten SERIOUS. The stakes are higher than ever.
- Sustainability is transformational. It is becoming more embedded in the formal thinking and design of an organization. Resources are now allocated and positions created that focus on this topic.
Sustainability is a critical issue for the 21st Century. For more information contact robertaf@atkisson.com.
What is your organization doing to become more sustainable?
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