Archive for April, 2014

Can The Pope Clean House?

April 24, 2014

 

NotreDame

Current actions in the Catholic church offers insight on what some are calling “the Francis effect.” Jorge Bergolgio, 77, is the recently appointed Pope Francis. He is the man responsible for rebranding the Catholic church in the past year.

The Situation

Many would agree, as the Economist suggests, the “world’s oldest multinational was in crisis.” Competitors were gaining share in emerging markets. In traditional markets, scandals were keeping out prospects and the staff were disengaged. Despite guaranteed lifetime employment, recruiting new priests was difficult. Finances were in disarray and insider leaks indicated the bank was riddled with both corruption and incompetence. In addition to poor and fractious governance, the last pope was forced to resign.

What has Pope Francis done so well that suggests great new potential in the Roman Catholic church? Clearly, he is popular. Polls indicate that one of his roughest market segments, American Catholics, are high on him. Both attendance and membership are on the uptick. Analysts say he has focused on some key levers.

Decisive Actions

First, mission. Pope Francis is clear about the Church’s primary aim: helping the poor. He’s demonstrated personal alignment by choosing simple congregate housing (instead of a regal papal apartment), took the name of a saint affiliated with the poor and animals, and ditched luxurious transportation (the loaded Mercedes), clothing and shoes for utilitarian options. He also has avoided lavish displays in official events and spoken with credibility about the mission. These choices set culture and attracts followers.

Second, repositioning. There are new and more inclusive messages which are more accepting on controversial topics. These actions tackle what and how to communicate.

Third, restructuring. A newly appointed group with expert external help will review organization structure, internal processes and the troubled bank for improvements. These moves signal discontent with the status quo.

It’s too soon to say whether or not these efforts are right or enough. But, it appears that intentional decisions have been made to recast a worldwide enterprise. What does this example tell us about change management?

Pope Francis may be the leader who shows how to manage crisis, shake up a stodgy organization and deliver growth.

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

Strategy Is Not A Plan

April 13, 2014

Mach

An Italian historian, diplomat, philosopher and author, Niccolo Machiavelli was influential  during the Renaissance. He is considered the founder of modern political science and well known for The Prince, a book about unscrupulous politicians. Machiavellianism is most often associated with strategies founded on deceit and psychological manipulation. While these strategies offer many politicos inspiration, other leaders offer more positive, ethical examples.

Strategy Generates Power

Regretfully, because of overuse and ubiquitous application, the word “strategy” has lost meaning. Lawrence Freedman’s new book, Strategy: A History, suggests strategy employs whatever resources are available to achieve the best outcome in situations that are both dynamic and contested. He suggests strategy generates power. Perhaps we too often mistake strategy as a simple way to get to a clear and final result.

Instead, Freedman counsels that strategy is simply a thoughtful means to get from one stage to another. Each new stage has its own challenges, risks, assets and potential. Strategy needs to be devised, and revised as circumstances evolve. Strategy is not synonymous with a plan. Plans support forward movement and actions, but they may or may not be strategic. Even so, high-quality implementation of a strategic plan – one built on choice points that considered alternatives – can be a significant challenge.

Strategy Development

Certainly both strategic processes and strategic thinking are essential in managing and leading. Don Knauss, CEO, Clorox Company says he learned strategy development from the Marine Corps. The acronym SMEAC provides a framework: situation, mission, execution, administration and communication. These five factors  require attention and deliberation.

As a leader, trust-building is an intentional strategy in the culture he promotes. Knauss said in a recent interview that “the less you use the power you’ve been given, the more authority people will give you…It starts with integrity…You get things done much more quickly when people trust you.”

Evidence, Facts & Results

Personal lives, government, organizations and programs all need strategy. Whether you are losing weight, staying married, providing healthcare, managing a “conflict” in a foreign country or improving education – your chances at success increase if there’s a strategy. Better still if it’s evidence- and fact-based.

Winston Churchill’s insight is relevant, too. He said, “However beautiful the strategy, you should occasionally look at the results.”

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: www.pwkinc.com


%d bloggers like this: