Seeking Social Benefit

How do we lead new, more effective ways to deliver social benefit? For many decades, private sector management has applied this lever to their parallel performance challenges. Bill Gates recently extolled its value. A reasonable answer to the question: measurement.

The Gates Foundation 2013 annual letter spells out accomplishments and an ambitious agenda. But, a key message is measuring for managing. “I have been struck again and again by how important measurement is to improving the human condition,” wrote Gates. He cites the intent to eradicate polio. And, describes timely, local, accurate measurement is a prequel to “figure out what is wrong, and fix it.”

Performance Management
Measurement is intimately connected to performance management. Performance management relies on data collection, analysis and course correction. Increasingly, the public, stakeholders, funders and others ask:
• What value are we getting?
• What more can our work deliver?
• How are we changing lives and systems?
These are all fair questions that paid (and volunteer) manager-leaders are eager to answer, too.

In Michigan, measurement has had serious application in early childhood development efforts. First Steps, in partnership with Grand Rapids Public Schools, has focused on what works under what conditions in high-risk neighborhoods with vulnerable children. For example, in less than a week, a pre-kindergarten “camp” positively affected the socio-emotional status of children along with adoption of routines. In addition, Play & Learn groups showed changes in children’s language and literacy skills. Because of measurement, it’s possible to demonstrate progress, thoughtfully adapt programs and identify the value interventions contribute to children, their families and the education system.

Funds for Results
In most contexts, funds are given for the promise of a desired change or intended result in the nonprofit sector. However, as resources are more scarce, connecting funding with proven success may become more common. New financing instruments called social impact bonds require explicit results to continue funding. The planned results and associated cost savings are built into the economic model. And, even the US government is exploring the idea of results-based resources in their programs that offer financial support for social challenges (called Pay for Success).

The discipline of measurement is underutilized, perhaps because of the distinct skills it requires. It also carries some risk, because it points out poor program design, plans and/or implementation. Measurement can certainly identify waste. Notably, not everyone has the same vibrant passion for efficiency and effectiveness.

Social Progress
The old adage goes: You can’t manage what you don’t measure. While “social engineering” has plenty of detractors and critical issues in it – much of our tax exempt or civil sector have huge caches of social, political and economic capital aimed at social change that can deliver more, better value.

Literacy and competencies in measurement are essential to both leapfrog and routine progress. These days, a noble cause is only a great start. Authentic claims about impact or serious change must be grounded in precise measurement. Ask Bill Gates.

-Lisa Wyatt, Ed.D. is chief strategy officer and partner in Phillips Wyatt Knowlton, Inc. PWK is a performance management resource for systems and social change with clients worldwide. Lisa has cross-sector and international experience. She is an author and W.K. Kellogg Leadership Fellow. See: http://www.pwkinc.com

Provoking Progress

Goal success relies on some critical attributes and practices. Research suggests discipline, strategy, adaptation, decisiveness, and will matters. To deliver breakthroughs and be “out front,” leaders need to be agile, creative risk-takers. All of these factors can contribute to progress or innovation.

Innovation can be understood in three types: evolutionary, revolutionary and disruptive.

Evolutionary refers to improvement in a current market that can be expected. For example, in health care more nurse-delivered care is evolutionary.

Revolutionary refers to improvement that’s not expected. For example in dentistry, dental therapists may be certified and licensed to replace dentists in some care settings.

Disruptive refers to improvement that is unexpected and lots more. It can create new customers, competitors, value and a marketplace previously unidentified. For example, the application of networking and information technology to healthcare has (and will) generate new enterprise. Sensors or robotics that assist patients in specific ways can prevent new costs and complications.

Some change can be replication with “tweaks” or evolutionary. But, there’s lots of room for both revolution and disruption as you (with others) imagine, plan and deliver results. Generating innovation requires new attitudes, thinking and processes.

Gary Shapiro’s latest book, “Ninja Innovation” calls out some important qualities associated with success. Ninjas were spies for the Japanese noble class and valued for skills and training. They were smart and adept professionals. A contemporary US counterpart might be Special Forces personnel.

A few of Shapiro’s ninja innovation characteristics are:
• A ruthless dedication to secure the goal.
• Building the right, great team.
• A disciplined attitude with unwavering focus on the goal.
• Environmental sensing and adjustments to plan.
• Both risk-taking and rule breaking with ethics.

As an agent for change, your choices and actions catalyze others. The factors that can influence individual and organization success are intertwined. We each have direct control of our own attitudes, knowledge, skill and behavior. Where’s the ninja in you?

-Lisa Wyatt, Ed. D. is chief strategy officer and partner in Phillips Wyatt Knowlton, Inc. PWK is a performance management resource for systems change with clients worldwide. Lisa has cross-sector and international experience. She is an author and W.K. Kellogg Leadership Fellow. See: http://www.pwkinc.com.

Lincoln Lessons

Your choices and actions can make great contributions to both public and private value. Recent attention and related discussion around the film, Lincoln, offers a spotlight for some powerful lessons in managing and leading. The movie focuses mostly on the 13th Amendment, which made slavery unconstitutional. However, the leadership Lincoln demonstrated in the period before the Emancipation Proclamation is also significant and revealing.

The Situation. Lincoln was burdened by the tensions created in a commitment to abolish slavery but preserve the Union. Opponents were merciless in criticism and allies were very frustrated. He was troubled by huge loss of life from the Civil War, depressed by his own child’s death, faced intense political opposition and other practical difficulties.

Lincoln Attributes. Most historians and contemporary observers agree that Lincoln was resilient, patient, thorough, emotionally intelligent, showed moral clarity and passion, was accessible, present, authentic, intuitive and credible. He was also known for his honesty and humility.

Lincoln Competencies. A review of his skills and knowledge indicate Lincoln was a careful listener, a capable analyst and strategist, adaptive, integrative and evidence-based. His management choices were well-timed and he was a deliberate thinker.

The Lincoln Lessons

(1) Keep the big goal constant. Disciplined thought and action against that North Star will ensure forward progress. Lincoln never wavered on his intended primary result.

(2) Be accessible. Leadership doesn’t hide behind closed doors as it ensures only isolation, insulation and elitism. Lincoln engaged in “open hours” with citizens at the White House and communicated constantly with those inside and outside his influence.

(3) Actively seek diverse opinion and thought. A range of thought was key to great perspective. Inclusion is an important principle. Lincoln invited his rivals’ opinions and experiences.

(4) Humility and honesty win. Ego, lies and manipulation take time and energy. Lincoln’s character was consistent and reliable. He rarely sought retribution or vengeance and kept a long view.

(5) Expect challenge and adversity. Change involves opposition and risk. Lincoln faced tough opponents and new obstacles repeatedly.

(6) Adapt tactics to context. Gathering information, sensing and interpretation are vital tasks which inform revision. Lincoln was willing to alter plans.

(7) Recognize timing matters. An emotional or even fast response may not be best. Lincoln waited strategically to share the Emancipation Proclamation after a battle victory for good reason.

(8) Share responsibility and success. Know that others have important contributions to make. Find and engage great people. Lincoln worked with and through a team. Competent managers act this way.

(9) Be persistent with complexity. Don’t react, respond. Think long enough to untangle the knots. Lincoln was known for his intellectual exploration.

(10) Messages matter. Effective communications are important in connecting with people. Lincoln used humor and told stories with a lesson. Compared to others, his public comments were short and clear.

Harvard Business School uses a case on Lincoln’s presidency to illustrate good practices. Our 16th president was very capable, but not flawless. Nobody is. But, his choices can offer inspiration and constructive example.

-Lisa Wyatt, Ed. D. is chief strategy officer and partner in Phillips Wyatt Knowlton, Inc. PWK is a performance management resource for systems change with clients worldwide. Lisa has cross-sector and international experience. She is an author and W.K. Kellogg Leadership Fellow. See : http://www.pwkinc.com

Feedback Fosters Growth

How would you feel if someone had great information that could help you be more effective in your work but they kept it from you? Would you be: resentful, concerned, distrustful, irritated?

Some months ago, we asked a renowned colleague for his perceptions of a key presentation we had done. He gave my business partner and me some surprising information that nobody has indicated before – ever. It was very useful; we were grateful.

Different from Gossip or Rumor
Feedback is a gift. It is different from gossip, rumor or nagging. Feedback comes from a credible source, has authentic other-centered intent and makes a constructive contribution that’s actionable. It is a particular kind of qualified opinion.

Far too many manager-leaders avoid offering feedback because it is hard to be a messenger of less than good news. It can be uncomfortable and create tension. However, when motivated people get a chance to “fix” something they are generally very appreciative.

Feedback: When & How
Most of the time, feedback has a positive outcome. However, it’s best delivered under certain conditions. Delivery must be from a reliable source in a functional relationship, offered one:one privately and never during a crisis. Feedback should be invited and occur in a context of accountability. Sometimes, feedback is wasted. Typically, this reflects a bad reception by the recipient. Reception challenges happen most often when people are unwilling to listen, the content doesn’t fit with their self image, there’s resistance, denial or no intention for change. It’s always wise to request permission before speaking.

Seek and Discover
In dynamic circumstances, we all must adapt to ensure effectiveness. This means the development of new skills and knowledge are not an unusual event but an on-going expectation we should hold for ourselves. To capture the idea of perpetual learning, Stephen Covey used the expression “sharpen your saw.” We need to model the courage it takes to ask: “How did you experience me?”

Choose When Thoughtfully
In an uncomfortable situation, a colleague took a good idea we’d entrusted to him in confidence. The “thief” took the concept, secured funding, and implemented it poorly. He has avoided us since. We suspect he’s embarrassed. This man never acknowledged his larceny. Others are unlikely to hold him accountable for his lack of integrity.

We’ve considered a face:face conversation. While several of the “tests” for providing feedback are met, the context suggests any additional effort is unlikely to be productive. Why? His reception challenges are among those noted above. There’s no accountability. Further, any comment, uninvited is likely to be considered shaming. Shaming rarely leads to any substantive change. Regrettably, this guy appears to confuse posing and a deep desire to “fit in” with leadership.

Hunger Every Night
Most people go to bed every night with hunger – for recognition. One of the best ways to support people, build true allies and develop your organization is feedback. It indicates you notice the efforts others are making. It supports accountability, employs interdependence and ensures the benefits of synergy. Your colleagues and others have great information that can improve your work.

Get and Give
I once heard former Kellogg Company CEO and US Secretary of Commerce Carlos Gutierrez comment on feedback: “For me, it’s like spinach. I don’t always like the way it tastes, but I know it’s very good for me.”

An organization or community rich in feedback supports learning and performance. Make this New Year resolution: Routinely invite feedback. When you’re a credible source and there’s potential for reception – offer it.

-Lisa Wyatt, Ed. D. is chief strategy officer and partner in Phillip Wyatt Knowlton, Inc. PWK is a performance management resource for systems change with clients worldwide. Lisa has cross-sector and international experience. She is an author and W.K. Kellogg Leadership Fellow. See : http://www.pwkinc.com

A Cardboard Bicycle

It’s what everybody wants and all organizations need.

Innovation.

Innovation is a word used so often – it’s worthwhile to define to assure shared understanding. Innovation is a process. It is a particular kind of process that yields value. Innovation has three key factors: (1) it has to be replicable, (2) have a reasonable cost and (3) satisfy a specific need.

In the private sector, innovation is spurred by market competition to meet customer expectations or demands. In the social sector, it’s driven by a commitment to better serve a vulnerable population or remedy a social concern.

How Does Innovation Happen?

Most often the process of innovation involves a deliberate application of information, imagination and initiative that yields more, better or different value from resources. It includes all the processes which generate new ideas, services and products. There are two general types of innovation: evolutionary and revolutionary.

• Evolutionary innovation reflects continuous incremental advances in an existing idea, service or product.
• Revolutionary innovation is disruptive and entirely different or new.

A Chocolate Teapot & Cardboard Bike

Depending on where you sit, Izhar Gafni’s work may be tough to categorize. He has invented a cardboard bicycle. Initially, bikes were made of wood. These days, premium bikes are aluminum or carbon. But, Gafni’s model is a derivative of the original material: cardboard is a particular weight of paper that is wood-based. He uses origami principles to fold cardboard in a unique way and then coats it with resin before cutting out the shapes needed to create bike parts. He recycles solid rubber from car tires to create bike tires and the chain. Recycled bottles are the source of pedals and brakes.

Gafni’s cardboard bike weighs what most conventional bikes do and can support an adult rider. His innovation could help millions of people with basic transport. The cost is estimated at $9-12 a unit. Innovation is powerful. Even if you’re not in the market for a cheap bike, Gafni’s work can inspire…He created something feasible and strategic that sounds impossible!

-Lisa Wyatt, Ed. D. is chief strategy officer and partner in Phillip Wyatt Knowlton, Inc. PWK is a performance management resource for systems change with clients worldwide. Lisa has cross-sector and international experience. She is an author and W.K. Kellogg Leadership Fellow. See : www.pwkinc.com.

The Leadership Olympics: A Gold Medal Model

 

 

 

Do you know who taught U.S. Senator John  McCain “a thing or two about courage?”

A woman, who last week, was the most recent recipient of a Congressional Gold Medal.

In the misty vapors of big politics, the Medal is an undeniable signal of approval.

Manage Fear

McCain, who spent six horrible years in a North Vietnamese prison camp, quoted Aung San Suu Kyi’s famous dictum in an emotional tribute to her:” It is not power that corrupts but fear. Fear of losing power corrupts those who wield it and fear of the scourge of power corrupts those who are subject to it.”

Since the American Revolution, our Congress has commissioned gold medals as its highest expression of national appreciation for distinguished achievements and contributions that will endure long past the achievement.The Medal requires an Act of Congress. It honors an individual – although not necessarily a US citizen.

Price Tag

The Gold Medal has often been awarded to those who serve the common good. Past winners include Mother Teresa, Nelson Mandela, Jonas Salk and Rosa Parks. Notably, selfless heroism reflects the pinnacle of leadership but it always has a price tag.

In 1988, the brutal rule of a strongman who murdered protesters launched Myanmar’s difficult struggle for freedom. A remarkable woman, Suu Kyi committed more than two decades to challenging a repressive regime. She endured 15 years of house arrest in a shunning which completely restricted her speech and physical mobility. Although offered freedom in exchange for exile, she would not leave her people and their dreams of democracy.

Growth & Sustainability

In organizations and in communities, deficits in leadership affect sustainability.  First, because of intricate and growing interdependencies, weak or corrupt leaders have intolerable implications beyond their own sphere of influence. Second, because none of us has a grip on the macro trends that will deliver challenges we don’t anticipate. What is sure? The costs of poor leadership are failure, implosion, and decay while others, in a competitive world, make progress.

Aung San Suu Kyi gave up decades of her life for others. The NY Times columnist Thomas Friedman wrote recently “few leaders now dare to throw caution and polls to the wind and tell people the truth about anything hard or controversial…Many won’t even give up a news cycle.”  His analysis underscores the patterns of political behavior that are deeply true and relevant: it is the fear of losing power that corrupts. He, like many others, thinks leaders are at their best when they dare to lead without fearing politics.

Courage Wins

So, how do any of us “honor The Lady from Myanmar in a way that really matters?”  Friedman suggests imitation. If you were fearless, what would you do?

-Lisa Wyatt, Ed. D. is chief strategy officer and partner in Phillip Wyatt Knowlton, Inc. PWK is a performance management resource for systems change with clients worldwide. Lisa has cross-sector and international experience. She is an author and W.K. Kellogg Leadership Fellow. See : www.pwkinc.com

In Pursuit of Ignorance

Charles Darwin, 1881

“Knowledge is a big subject. Ignorance is bigger…and it is more interesting,” says Columbia University neuroscientist Stuart Firestein. He claims exploring the unknown is the true engine of science. Ignorance, he says, helps scientists concentrate their research.

Firestein’s book, “Ignorance: How It Drives Science” argues that what we don’t know is more valuable than building on what we do know. He believes ignorance follows knowledge. Knowledge enables scientists to propose and pursue interesting questions. Rather than big tangles like the “How was the Universe formed?” Firestein favors the more specific. In the social and private sectors, this perspective has enormous merit for both routines and innovation.

Great Questions

Inquiry can catalyze learning and support change. In a recent proposal to an influential funder, we posed work with colleagues as applied research. The primary question: What early childhood learning investment works best with which kids? Why? This raises others:

• When is the best time to provide intervention and enrichment?
• How many opportunities are available in each intervention and enrichment opportunity?
• What gains are made at what cost?
• What proportion of 4-year olds are most at risk?
• How are children distributed along a continuum of need? 

Thoughtful Ignorance

According to Firestein, “Thoughtful ignorance looks at gaps in a community’s understanding and seeks to resolve them.” A historic example underscores this opinion. Deeply religious Victorian society in the late 1800s was shocked by Darwin’s suggestion that humans and animals shared common ancestry. His “non-religious biology” asked some vital questions about the origin of the species and revealed  new, big ideas. Apparently, Charles Darwin was a prescient forecaster for Firestein. Long ago Darwin said: “Ignorance more frequently begets confidence than does knowledge.”

Identify what you don’t know. Be willing to ask great questions; vigorously pursue discovery. These attitudes and practices yield improvements and change.  

-Lisa Wyatt, Ed. D. is chief strategy officer and partner in Phillip Wyatt Knowlton, Inc. PWK is a performance management resource for systems change with clients worldwide. Lisa has cross-sector and international experience. She is an author and W.K. Kellogg Leadership Fellow. See : www.pwkinc.com

New: The Logic  Model Guidebook (2013) just published by SAGE.

10 Good Questions on Strategy

We all face external factors that change fast, frequently and unpredictably. Regardless of sector, work is intensely dynamic. Are your strategy development and related planning processes responsive enough?

Re-tool and Refine

Strategy marshals the resources and actions that enable an organization to secure intended results. Strategy is crucial to the decisions that guide any program or organization. More and more, experts suggest the effort on strategy should equal that spent on operations. Getting strategy “right” matters a lot.

Analysis, Inclusion, Speed

Old routines, inadequate sensing, biased inputs, erroneous assumptions, poor timing, delays and other complexities in strategy development can severely limit program and organizational potential. Creating a clear, disciplined process for strategy that considers diagnosis to commitment, execution and assessment is fundamental. Better strategy and strategic management values analysis, inclusion and speed.

Strategy Development

Here are ten good questions to use as you retool strategy to improve performance:

• What outcomes define success for your organization?
• Who holds responsibility for strategy?
• What are your key issues, critical decisions, data and uncertainties?
•  What framework exists for colleagues to inform, develop, implement and revise strategy?
• How are strategic priorities named and resources allocated?
• What internal communications are used to effectively express strategy and related plans?
• How are cross-organizational projects handled?
• Are savvy, fast decisions made through clear processes to support strategy?
• How are directors/trustees and partners involved in the development and execution of strategy?
• How is the implementation of strategy and related plans tracked?

-Lisa Wyatt, Ed. D. is chief strategy officer and partner in Phillip Wyatt Knowlton, Inc. PWK is a performance management resource for systems change with clients worldwide. Lisa has cross-sector and international experience. She is an author and W.K. Kellogg Leadership Fellow. See : www.pwkinc.com

Courage In Your Quiver

Mt. Kilimanjaro, at 19,300 feet, is Africa’s tallest mountain. For experienced climbers, it’s a very tough challenge. Last month, over an eight-day journey, American citizen Spencer West used his arms and hands to propel his torso up the mountain. What does it take to summit without legs?

Born with a genetic disorder call sacral agenesis, West’s legs were removed below his pelvis at age 5. “Reaching the peak of Mt. Kilimanjaro was the most the most mentally and physically challenging thing I have ever done,” said West. His efforts raised more than $500K for Free the Children which will use the funds to provide clean water to hundreds of thousands struggling from the worst Kenyan drought in 60 years.

Redefine Challenges

West called his quest Redefine Possible. In news accounts, he asked:  “If I enter life without legs and climb the largest mountain in Africa and overcome that challenge, what more can you do in your daily lives to define what’s possible for you? We all have the ability to redefine what’s possible – whether you’re missing your legs or not. Everyone has challenges and challenges can be overcome.” Training for the climb required more than a year of preparation.

West’s example is inspiring. We’ve all been a witness to others who press on despite obvious handicaps. My own brother, at 30, was robbed and viciously assaulted while on a business trip. His severe head injury required years of rehabilitation to be able to walk, eat and talk, again. Despite aphasia and paralysis, he is a productive, capable, and funny guy with a terrific family.

Courage Counts

There are many factors that contribute to accomplishment despite challenges. What’s common in these two examples? Courage. It is the mental strength to face risks, danger, uncertainties and pain without succumbing to fear. People with mettle, resolve, pluck, or courage choose to persevere.

The most effective leaders and managers are brave. They are clear in principle and undaunted. While you may not have the burdens of physical limitations, it’s highly probable you have political, social, economic, and other obstacles.

Robert Kennedy left us a good benediction in this matter: “Few are willing to brave the disappointment of their fellows, the censure of their colleagues, the wrath of society. Moral courage…is the one essential, vital quality for those who seek to transform a world which yields most painfully to change.”

When things look impossible – think about a man who climbed a very tall, rugged mountain without legs and feet. Offer your colleagues renewal through encouragement. And, be sure to put courage in your quiver!

-Lisa Wyatt, Ed. D. is chief strategy officer and partner in Phillip Wyatt Knowlton, Inc. PWK is a performance management resource for systems change with clients worldwide. Lisa has cross-sector and international experience. She is an author and W.K. Kellogg Leadership Fellow. See : www.pwkinc.com

Break Throughs Take Will and Capacity

Yiannis Boutaris, 70, a successful Greek winemaker has been mayor of Thessaloniki for 18 months. Thessaloniki, Greece, is a sprawling city of 800,000 people on the Aegean Sea. It is second in size only to Athens.

Bankrupt & Corrupt

Boutaris inherited a city on the brink of bankruptcy (nearly $130 million in debt), with outdated laws and regulations, corruption, manufacturing decline and few tourists. His predecessor and 17 colleagues have been indicted – accused of stealing about $38 million.

Under these conditions, pundits gave the new mayor little prospect for success. Bloated municipal employment, inadequate basic services, discord with Turkey, and tangled regulations were all accepted as “normal.” However, this wiry septuagenarian who sports a pierced earring and frequently punctuates his point of view with profanity, knows two fundamental factors vital for change: will and capacity.

Will & Capacity

Will is the practical and political determination to persist. Will endures both obstacles and critics. It prevails. Boutaris advises: “When you propose the slightest change, people say no. If you do it all at once, it is a different thing. Something has to break through.” He adds: “You cannot step back, if you step back you lose.”

Capacity is about the strategic management acumen to make smart, hard choices that enable performance. Capacity reflects knowledge, skills, training and experience. Boutaris has made unpopular but effective decisions about budgets, employees, public policy and external relations. He is changing practices with a focus on different and better.

Whether a community, an organization or individual, will and capacity are requisites for change to occur.

Boutaris is undeterred in his reforms. (For more, see NYT Saturday Profile.) To date he has begun recycling programs, resumed relations with Turkey, grown tourism, and instituted unheard of practices at City Hall: job descriptions, goals and evaluations. He has cut city costs by 30%. One man insists on making his hometown a place of progress and growth.

I bet it happens.

-Lisa Wyatt, Ed. D. is chief strategy officer and partner in Phillip Wyatt Knowlton, Inc. PWK is a performance management resource for systems change with clients worldwide. Lisa has cross-sector and international experience. She is an author and W.K. Kellogg Leadership Fellow. See : www.pwkinc.com